Scottlsh Charltsbl¢ Sn¢orporated Organlsatlon ISCIOI number SCO51919 GROWING2GETHER ANNUAL REPORT AND UNAUDITED FINANCIAL STATEMENTS FOR THE YEAR ENDED 28 FEBRUARY 2025 GROWING2GETHER LEGAL AND ADMINISTRATIVE INFORMATION Trustegs (Appointed 18 March 20241 (Appoinled 13 February 20251 Senlor management Chief Executlve Director of Operations Director of Fundraising Director of Firiance Community, Parti¢ipalion & Policy Managèr Charity number SC051919 Company number SC051919 Reglslered offlce Indop•nd•nt oxamlnar Rhona Wllson BA, FCCA Mackenzie Kerr Lirniled Chartered Accountants Redwood 19 Culdulhel Road Inverness IV2 4AA Bankors Royal Bank of S¢olland plc 11 Argyle Street Ullapool Ross-shire IV2fj 2UD GROWING2GETHER CONTENTS OF THE FINANCIAL STATEMENTS Page Trustees roport Independent examinels report Statement of finanelal acti￿tieS 10 Balance sheet Notes to the financial ststements 12-20 GROWING2GETHER TRUSTEES REPORT (INCLUDING DIRECTOR'S REPORTI FOR THE YEAR ENDED 28 FEBRUARY 2025 The trustees present their annual report and finanaal statements for Ihe year ended 28 February 2025. The financial staterrenls have been prepared in accordance with tha accoLJnting policies set out in flole 1 to the financial statements and comply wth the charty's governing document. the Companies Act 2006 the Charities and Trustee Investment (Scollandl Act 2D05, the Charitiès Accounts (Scollandl Regulations 2006, FRS 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland. and th8 Charities SORP "knounting and Raporting by Charities-. Statèment ol Recommended Pr8cll¢g applicable to charities preparing their accounts in accx)rdancè wilh the Financi81 Reporting Standard applicable in the UK and Republic of Ireland IFRS 1021.. Objectives and activities The ¢h8Titab18 purpos8s of the Scottish Chartlable Incorporated Organlsatlon ISCIOI I'the CharitatAe Purpos6s"1 are lo nurture and support young peopl8 to lulfil their potential through tested therapeutic or Communlty-cènt￿d models. and contribute to stronger communities. in particular the SCIO aims lo.. Advance education through the delivery of prograrnrnes that provide a holistic psychological approach, using mental and emolional learning which f(>cuses on enabling young people to a¢￿sS more of their potential, develop lile-skills, self-awareness and personal responsikn'lily and posiliv8ly èngage with society. Prevènt or relievè povérty through empowering young people through the delivery of training, education, community initiative5, and providing a mechanism to make a difference and addT8SS and mitigate disadvanl8ge. Advancement of community development through the delivery of progiammes which sÈ¢k$ lo offer personal development lo young people to unlock polential. enGourage them to engage in and make difference in their communities. The relief of those in need. by woviding programmes lor young people that promote ihe preservation ol mental health and encourage good health and well-being. Growing2gether ernpowers disengaged young people facing poor mèntal health, poverty, adverse ¢hlldhwd experiences and with rFO ho)pe for the future. We want to give all young paople an equal chance to overcome poveriy, realise their potential and io give back to their communitie5. Our Scottish Growing2gether programmes connèet young people (aged 13-151 to their community as mentors lo nurserylprimary children laged 4-61 in need of extra support and through the opportunity to deliver Youth Social Action community projects, which are youth led. Based on Positive Psychology. our programmes are experiential lèarning programmes, which support disengaged young people to develop confidence and self belief, providing the life skills to make their aspirations a reallty. r total reach in this reporting period was 519 children and teenagers.. Fèbruary 2024 to June 2024 17 school Nursery programmes with 114 young people mentoring 114 children In Nursery and Primary school. 26 young people participated in Youth Social Action projects auoss Invemess, Alnes5 and Tain, of which 13 are part of both the Young Le8ders and Youth Leadership Board. 10 young people were given extra small group mentoring sessions. August 2024to January 2025 14 school Nursery programmes with 102 young peopl8 mentoring 102 children in Nursery and primary school. 38 young pèople participated in Youth Social Action projects across Inverness, Alness and Forras (Tain was on pause), of which 13 are Young Leadèrs and 14 are part of the Youth Leadership Board 13 young people were gwen extra small group mentoring sessions. Total young pèopl8 who eompleted the Nursery Mentoring Programmes in 202412025: 216 young peopl¥ mentoring 216 ehlldren. Total young people who completed the Youth Soeial Actlon Programme$ in 202412025: 64 youn9 people. GROWING2GETHER TRUSTEES REPORT (INCLUDING DIRECTOR'S REPORT) {CONTINUED) FOR THE YEAR ENDED 28 FEBRUARY 2025 Since 2017, we have reached over 2,750 young people and children wlth our Growing2ggthèr Nursery Mentoring programme. This year we have expanded beyond HighlaThJ into other deprived areas including Dundee, McYay, Aberdeenshire and Aberdeen. Our robust evaluation since 2017 proves our impact on young peopla facitvJ di58(fvantsge. building their mentsl health. educab.onal and community engagement and lrfe sknlls. "I struggled In class, with no ¢our¥ge to speak up when I needed help. Growing2gether was Inspirational. It rgally h8lp8d my confidence. l enjoyed crèating strong bonds with the children and making new connection$ wlth others" Susan 14, gxdud8dl$uffering from depression (all names changeil for confidenlialityl. We have also deePer￿d our programmès to give young people a long temi devebpment pathway IGrowing2gether Community), induding the opportunity to develop youth led proj8Gts which benefit their ¢ommunlty, jciin our Young Leaders training programme and bec0rn9 Part of our Youth Leadèrship Board, 118 young people with lived axporioneel. who guida the charity and give Y￿￿9 paoplo a voice. Growing2gelher programmes transform th8 lives of young people because of our underf￿ng approach. This is underplnned by posltlve and transpersonal psychology. which provides a holistic psychological approach and focuses on enabling young people lo acc855 rnore of their potential. We 8rnpower young people to develop sell awarenes5 and personal iesponsibility through positive group experiences in their community wSth thelr peers. We coach them to recognbse their strengths and to understand the importance of meaning for wellbein9 and positive engagements with society. W8 aim to support the Scottish Governrnenl's initiatives to address the significant challenges that children and young peopla in Scolland are faang today. Closing the Attsinment Gap. Getting il Right for Every Child. a Fairer and Greener Scotland and the Curriculum foi Excellence, A¢hlevements and performance S@nificant acb"VAlias and achiewemenls 8gainsl objèctives Our Scottish Growing2gether programm8s connect young people (aged 13-15110 their community as mentors to children la9ed 4*1 in need of extra support and through the opportunity to deliver Youth Soei81 ActM cornmunity projects. which are yDUth.led. These prograrnmes build young people's mental health, edu¢aUonal engagement. employment and life skills. Growlng2gether Nursery Mèntorlng Pyogramrne Growing2gelher Nursery 15 the only programme in Scotland to palr young people as m8ntors to childreTh in a nursery ¢ombined with coaching in life skills and leading to an accredited qualiffication. Our evaluation this year shows that tha programmas continue to have a positive impact on mental health and wellbeing, re.eng8gemenl with education, key life skills and sÈlf-8Steem. We also achieved pre and post-programme posltfve outcome5 of the irnpact on emotional wellbeing, on mentsl health {dEpression and anxietyl. on growth of Mindset Ican-do attitud81, edUCa￿onal engagem8nl and on ath'lude relating to their communty. 92Vo of our young pe¢Jpla achieved a Level 4 SCQF personal development qualffic8tk)n ISelfAw8ranesslSdf in Communlly Units). "I could have gone down a really bad road. Growing2gether and knowing what I wart to do has mad• all the dlfler8lICe." 14, background of domestic abuse. 95% of young people would recommend Growin92gethor Nursery to trt￿r young people. In 2025, Highland Council's Eduoational Psychology team supported us lo ev8lugte the long teTh irnpacl ol the Growing2gelher Nursery prograrnme ori past participants. This showed that 93Yo of participants go on to p￿lIve destinations including training, employment, education or volunteering. (sample 419 young people). GROWING2GETHER TRUSTEES REPORT {INCLUDING DIRECTOR'S REPORTI (CONTINUED) FOR THE YEAR ENDED 28 FEBRUARY 2025 Boys Initlative With continued funding from Movtrmbèr. a global charity for men$. 8nd boys. hèalth, wo increased the number of boys w8 SUPPOrt. We have re¢x)rded higher mental health outcomes with boys Ihan wlth glrls. showing thal the Growing2gelher Nursery prograrnme helps Ihern to undersiand rnale stereotypes and lo deal with their ernotions. Our partner nurseries welcomed the inclusion of b¢)yE proV￿lAg male role mcxjels for the young childran. "I feel more confident, and l undgrstand myself better. I have more faith in myself. I Ilked rneeting new people and making memories. I forrned a bond with a child. I think I have a bgtter idea of a future career cholce." For best practice and to share learning. evaluation reports and case studies are sent to stsk8hold•rs arKI ar8 shared through social medialmail chimp newsletterslindustry prèsantations and PR. Growlng2g•th8r Communlty Foi their long-lerm development. after Growing2gelher Nursery, young people have the DPPOrtunity to join Growing2gelher Community. This svpporlive ¢ommunily, led by our Youth Leadorship Board. includès.. Growing2gelher Youth Social Action, where young people consult ￿th th￿r local community to d8slgn youth-18d community projects on key issues such as mental healtrldrugs. partnering wllh local mentors,. Young Leader training to bLtild skills to co4eliver our projects.. and community evenl3 at Findhom ectrvillage, wher6 we aro based. We have seèn significant development of this area of Dur work, deepening our connèctlons wlth the young people we empow8r. Demon5tratillg the tjrgency ol young people's mental health today, for Growring2gether Youth Social Action. youn9 people from the Alness group focused on C￿ating a video on way5 to help with mental health issues for young people and lo minimise their impact. The Inverness group created a major fundraising drive for the Clay Studio, as this youth centre in Methnch, one of the tnosl depiived areas in Highland, wa5 facin9 closure. Tho Forres Youth Social Action Group created a wonderful documentsry film celebrating the Forres Community Cenlre. thich was also lacing potential closure. Olher iopics induded a Self-soothe box to support young people's mental health and a foujs on bullying. "Being part of the Growing2gether Youlh Soelal Actlon group has really helped my confidence and also speaking to people. This will help me when I go to college and when l am older. Youth Soelal Actlon Is a great way to build your confldènce and personal skills." 98% of the young people said that contributing to their community has begn a valuable experience. T•aeh•r Survey Our 2024 Téacherfs suNey with teachers and local aulhority staff across Highland and Moray 122 ￿spondentS1, reiterated the critical Importan￿ of Growingzgelher Nursery, wllh 100% slrongly ag￿eing that the programme fills critical gap in existing school and ststutory pro￿ls1o￿. They say that other interventions are lime lirnited, Inconsislenl, and reactive. staff are overglretehed and financially Lmdèr-rèsoureed. and that they are highly rèliant on multi agency referrals ICAMHS, social workl that are stretched and don't reach all students In need, especially those with trauma historles. dis-èngagem8nt arKI low confidence. GROWING2GETHER TRUSTEES REPORT (INCLUDING DIRECTOR'S REPORT) {CONTINUED FOR THE YEAR ENDED 28 FEBRUARY 2025 When asked what Growing2gether does differently. (hey cite hand5-on. réal world mentoring of younger children in nutserieslprimary schools, prolonged, intensive. consistent support over 16+ weeks with dedicated faalitators, who carry on giving 5UPPOrt beyond the programme, a safe space outside school ftsr emotional growth and responsibility, non-jud9emental relatlonships that help pupils reflect and rebuild trust. "Growing2gether is unique in that the young people involved are making an obvious and significant wntribution to the wder cornrnunity, which is recognised and tangible," Alness Academy. Growing2g•thèr dlffers from other interventions in its immersive approach to learnin9. 1 believè that thè experlence of mentorlng nursery or primary ¢hlldrÈn glves participants a $¢nse of purpose, responsibility and connedion. This Is somethlng traditional classroom or one to one support rarely achieves. Ivs proactive rather than reactive support and often reaches young people who don't 8ngage with more formal systems of support." Thurso High School Independent research also shows that 8 small group, out of class Intervention using a posibvè experience Imentoringl fosters sell worth and adaptive coping strategies. Long temi implicalions (of socffjal-emolional leaming using è posibve experience, e.g. mentoring in a nursery) have been shown to hav8 the largest impsct on sludgnls aG8dgmFG, bghavioural, so¢ial emotional and molivalion81 c>utcomes and produc8 benefits to pupils, health wellbeing (Korpershogk el 81., 2016). The need for our service is recognised in local plans.induding Highland's Community Leaming and Development Plan, which priorilises targeted support for disadvantaged youth, routes Into volunteering and employment, and building community resilience. Highland Community Planning Partnership's Jolnl Strategic Needs Assessment 12023} identified the care -experienced, those in poverty, and receiving psychological care as groups requlring extra support. The Children and Young People's Communlty Mental Health and Wellbeing Supports and Servicès FTamework emph8si3es e8rly interven￿on, the importance of targeted whole systems support which is fiexible lo individual needs. Moray's Children's Serwces Plan 2023-2026 is also focused on taek1ing child povety and improving emotional and social wellbeing. Growing2gelher aligns wth these strategic prioritiès by empowering young people lacing poverty, strenglhening community ne￿OrkS, 8nd addressing gaps in existing promsion. With thanks to our many stakeholders and especially our funders, including Esmee Fairbairn Foundation, National Lotlery Community Fund, B8C Children in Need, CABWI, Bank ol Scotland Foundation, the Robertson Trust, the Gannochy Trust, the Scottish Government and Movember. Our partnerships with High Life Highland, Highland CounGil arKI the University of the Highlands and Islands continue to flourish and enable us to reach'hard lo re3ch' deserving young people. FUNDING FOR GROWING2GETHER The National Lottery Community Fund1£45.0001 Schools, contribution1£62,0001 Robertson Trust1£45,7001 Scottish Government- Investing Sn Communities Fund1£71,3871 CABWI Awarding Body1£35,0001 Movember1£75,4081 Scottish Government Chlldren and Young People's Mental Health and WellbeSng £6,0001 Gannochy Trusl1£15.0001 Henry Smith Charity1£20,0001 Newbold Legacy Trusl1£21,1801 The Hugh Fraser Foundation1£6.0001 The Hargreaves Foundation1£18.8711 Tsi Moray- Moray Local Action Fund1£8,4961 Ab8rdeen Council - Th8 UK Shared Prosperrty Fund1£20.0001 Parklands Pathway Fund {£1.200} Duè to thè imm8nse success of its prograrnmes, Growing2gether stepped away from Ecologi8 Youth Tnjst arKI registered 8$ 8 Scottish Char5ty No. SC051919 on the 5th August 2022. This important step in the charity's development was supported by long term funder Esmee Fairbairn Foundation. The charity has developed a new Growing2gelher Board, with skilled Trustees with education, psychology and business backgrounds. We continue to strenglhen this new Board and we are developing a Youth Leadership Board (past young participanis with lived experiencel who will advise the charity on the needs of young people as we move forward. GROWING2GETHER TRUSTEES REPORT IINCLUDING DIRECTOR'S REPORT) (CONTINUED) FOR THE YEAR ENDED 28 FEBRUARY 2025 Financial review The charity achieved total incoming restyjrces of £456.948 for the year lo 28 February 2025 which thows tha naèd for the seTvi¢es of the charity is thera 8nd we have gener*ed a deficit of £36.611 for this period. At the balance sheet date we hold £79.334 of reslrfcted funds which represant, as yet, unspent funding recefved for various restricted purposes. The charity additionally holds £110,715 in unrestricted funds which are the free reserves of the charity available to use to lurlher the objectives of the charity. Rg$grwo$ Poll¢y The Board of Directors has rewewed Growng2getherfs need lor reserves in line with guidance issued by the Charity Commission. The trustees, reserve policy ensures that Growing2gether maintains suffirient gèneral unrestricted fund r&sarv8s to be able to meet redundancy liabilitiès, three months key staff salaries and three monlhs office njnning costs & profèssional 18es. The pdicy is reviewed annualty. Restricted Re¥erve Fund? Ch 28th February 2025, r&strkt8d reserves stood at £79.334. The Charty holds no material financial Investments. Supporters and partners We are 9rat8ful to the Highland Councll for their advice. support and encouragernent and for conlrbub.ng the Youth Developrnenl Officers we train to co-faalitate Ihe Growing2getheT programme. This increases Teach and 5UStainability, with ongoing outcome 8valuationlquality assurance provided by the charity. We also want lo thank th8 schools and nurseries invohed in the Growing2gether progranme for thèir williro and genèrous pariicipation and for also providing sthool staff who we train to dèliver Growing2gelher in fvture. We have signed new 2024 partnership agreements IMemoTandum ol Understandingl with t)oth Highland CounGil and High Life Highland. We al$0 8pprè¢i8ta an¢J aCkno￿A$d9& the support and eollaboralion of Aberdeen City Council, Dundee City Council, Aberdeen5hire Council and Moray Council. We are also gratoful for our growing partne r5hip wth MCR Pathways mentoring Charity for the exchanges of students and signposting. Growing2gether Youth Social Action projects a lo support youth4ed progranimes locally. In this per￿d our thanks go to rom BAth University, Tain Developrnent Youth Trust. University of the Highlands anG Islands, SHI1U Radio IAberdèÈnl, Gaia Education, Glob81 Ecovillage Nètwork. Findhorn Eco-villa e and volunteers from the communit anu Edell Court. ftsr all their support and collaboratbon, 8lorKJsSde o supported Ihe3e programmes as art13t5. Prlnclpal Fundlng Sources In addlts.on to our many indivKlual donors, we are gr8teful to the following lunders for the huge dtterence they have malle lo the lives of QUT young people.. The National Lottery Cornmunlly Fund Esrnee Fairbairn Foundation ODC Chlldren in NeedlYoLth Futuie8 Foundotion In5p¥ring Futur¢ The Robertson Trust S¢oth'sh Gov9rnm$nt- Invèsting in Communitiès Fund CABVVI Awarding Body Movember Newbold Legacy Trust Stafford Trust The Hugh Frasar Fwndauon Hedley Foundation Scottish Children'5 Lottery Trust Anton Jurgens Trust TsiMoray- Moray Local Action Fund S¢ottish Gov8rnment Childfyn and Young Pe¢)pb's Mental Health and Wellbeing Gannochy Tru31 Henry Smith Charty The Hargreaves Foundation Ab6rdean Council - UK Shared Prosperty Fund ParkL4nds PaU)way Fund GROWING2GETHER TRUSTEES REPORT (INCLUDING DIRECTOR'S REPORT) (CONTINUED) FOR THE YEAR ENDED 28 FEBRUARY 2025 Plan$ for future period5 Thè needs of young people are ever increasing. aspeelally in relation to mental hèalth, so we are passionatg ab)ut rtra¢hing molè young pèople with our innovative Growing2gather programmes. To support our ambitions. the ¢harity has strengthened our Growing2gether Board, wlth skilled Trustees from educalion. psychology and business backgrounds. We welcomed three new trustees onto OUT Board who all have specialist skills in areas of need. like PR 8nd eommunicalions. Alundraising film is currently being made to raise our profile and to reach a l￿der funding base. We have continued to empower the Youth Leadership Board . who hav8 advised thè charity on thè nèads of young people as we move forward, giving our young people a voice lo influen¢e change. We are proud of our expansion b8yc>nd Highland into Moray, Dundee City, Aberdeen City and Aberdeenshire, supported by our generous funders. This has been based on our SUC￿ssful and prov9n Nursery Mentoring programme, Our future plans include growing the number ol our Nurs8ry Mentoring prograrnmes in the existing local authorities in which we operate, alongside further expansion in one or more r￿ local aulhorittes In 2025 and 2026. 11 a150 remains irnportant to ensure that our young peopltr ¢onf nue their long terrn dèvelopment by providing ongoing training and a supportive cornrnunity with their peers. We plan to develop Growing2gether CommLsnity into other local authority areas where we Currenlly deliver and lo continue working with the Youth Leadership 8oard to ensure that we can develop our programmes to meet the needs of the young people we serve. Training d•vèlopm•nts Our positive psyehology approach is proven lo transform the lives of young pèople facing disadvantage so, in 202412025. we created and piloted {Aberdeenl a bespokè adult training lor youth professionals in Posibve Psychology, "It was a fantastlc opportunlty not onty to d8￿lop skillslknowledge. but to network across Abardèèn wlth others Working wlth traumatlsed young ￿0p10." One future aim is to offer thTS bespoke training lexternally accredited) to youth work prolessionds aTKI students in sooal work, toacher training and youth work coSlege and university Courses. Accreditation We also became accredited with the Institute ol Leadership for CPD qualifications for those that undetake the facilitator or bespoke training programmes. W8 are currently applying for the CLD Standards Mark through the CLD Stsndards Council. GROWING2GETHER TRUSTEES REPORT (INCLUDING DIRECTOR'S REPORT) {CONTINUED) FOR THE YEAR ENDED 28 FEBRUARY 2025 structure. governance and management Governance Growing2gelher LS a Scottish Independent Charltable Organisation ISCIOI governed by 8 Board of five Dire¢lors. The board m&&l8 every six weeks Ihrough(>ut tho yèar. wilh both operational and f￿anCial rèporting at èach meekn'rva. At each Meeting the cash flow for the year is addre85ed as well as profil and loss details,. the strategic plan for moving lotward and challenges bolng fa￿d are induded in reporting. The Chair of the Board meets monthly for supervision of tha CEO and ovarsoas aganda planning for meeling5.' one Director is resptsnsible for mC￿ltorIng Child Safeguardlng poll¢ies and procedures," one Director attends the monthly Senior Management team on an as needed basis and gversees agenda planning lor meetings. The organisalional'Ri5k R8gi8lerf is rsvlewed at èv$ry Board maeung. New directors are inducted by the CEO. undergo a trainlng session on the Charity's ernphasis on posilvel Iranspersonal psychology. where possible vistt the Charills programmes and attend a board meeting as an observer, followed by a discussion ol ihe Ethos. Vision and Values of the Charity to dètormine if there is a good match with the candidate. NÈW difactors are provided with an Induction Pack including the latest annual report, Intemational and Scottish bu5ide55 plan5, and the overall Strategic Plan of the Charity. Additionally. they ar rgquired to familiarisè themselves wth Director raquirements frcim the Scottish Charity Regulator IOSCR). including OSCR'S Guidance and GotKI Practice for Charity Trustees and OSCR'S Good Governantè papar. DgGi$ion.making Growing2gelher has a yeady Stratègic 8usiness Plan approved by the Board of Dirgctors, which has reached its mld polnt, and the Senioi Manag8Tnent team is currently reviewing and updating it. Major strategic and financrdl deGisioll5 or changes are approved by the Board. Deasions are carried by a majority of thm. The Board 8pprov8d thè strat￿1¢ Pl8n for 2024- 2027 which is rèvisited on an annual basis. The Trustee Board approves the salary struduie ol existing and potential new staff. There is first a bench marking of equpialent salaries in th8 field exercise, followed by assessment of the impact on the Charity's finan(ial $itu8tion and a rèview of the candidates expertise and potènbal contribution to the work of the Charity. before any changes are made. The day to day financial running of the organisatiori Is w9PQrted In 8ath financial re￿rt for Board meetings. Organlsatlonal structur• As part of the charitys successton planning, Founder Director of Operations, were appointed CO-GEOS of Growing2gelher in 2024. TDgether, they lead the organisation with the support of a Senior Manageinent Team, ensuring strong leadership, strategic developrnent. business growth and accountability.￿ring$ over 35 èars of experien￿ in Third Sertnr chArity managémènt. having foundÉd ￿￿0 succèsslul charities previously. whil onlributes more than 25 years of sector experience. The Charity employs a Director of FundraisirvJ (three dayts weèkl with ov6r 30 years of fundralslng experi8n¢e, supported by a part-lime Fundraising Executive. The Director of Finance works one day per week. overseeing all financial matters, wlh a Bookkeeper providing two days of support each week. In addi*'on. a part time, self. employed Communlcallons Officer manages Growing2gether's marketing, website and soclal media platforms. Growing2gether Nursèry Prograrnme has a team of ￿e1ve trained faalilalors who deliver thè Growlng2gèther programmes, managed by a Programme fvlanagerlsenior Lead Faulilator. Our Community Programrne and Partnerships Manager oversees Growing2gether Cornmunity. Addltionally. ther& is a four day week Administrator for Growing2gether. GROWING2GETHER TRUSTEES REPORT (INCLUDING DIRECTOR'S REPORT) (CONTINUED) FOR THE YEAR ENDED 28 FEBRUARY 2025 The trustees, who are also the dir8Ctors for the Purpose of ￿MpanY law, and who served during the year and up to the datè 01 signature of the financial sialements were.. {Re3ignd 25 October 2024) (Appointed 18 March 20241 (Appoioted 13 February 2025} The memberslcharity trustees ol the organisation have no liability to pay any sums to help to mèèt thè dèbts lor othèr liabilities) of tha organisation if il is wound up.. accordingly. if the organisatlon is unable to meet its debts, the mamberslcharty trustees wlll not ba held responsible. statement of trustees re8p?nsibilities The trustees. who are also the directors of Growing2gelher for the purpose ol company law. are responslb16 for preparing the Trugtees Report and the finanelal statements in accordanc& with applicable law and Unlted King(k>m Accounting Standards (United Kingdom GenerallyAccèpted Accounting Practice). ompany18w requlres the trustees to prepare finandal statements for each financial year which give a true and fair view of the siale of affairs of the charity and of the incorning resources and application of resour￿S, including the incorne and expenditure. of the charitable company for that year. In proparing Ih9so financial statgmon1s, the trustéès ara required to.. 5eleGt suitable accounting polic￿5 and then apply them consistently.. - observe the methods and principles in the Charities SORP.. make judgements and estimates that ara raasonable and prudènt. stale whether applicable UK Accounting Standards have been followed, Subl￿t lo any materlal departures disclosed and explained in the financial slalements.. and prepare the financial statements on the going ¢tsncern basis unl85s 11 is inappropriate to presuma that thè charity will continue in oparation. The trustees are resw)n5ibl8 for keeping adequate accounllng records that disclose wlth reasonable accuracy at any time the financial position of the charity and enable them io ensure that the financial statements comply with the Companies Act 2008. the Charities and Trust88 Investment Iscollandl Act 2005 and the Charities Accounts (Sco￿and) Regulations 2006. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevenb.on and detectio￿ ol fraud and 0￿er irregularities. The Iruslees report wa5 approved by th¢ Board of Trustees. Tnjstees Dat&.. GROWING2GETHER INDEPENDENT EXAMINER'S REPORT TO THE TRUSTEES OF GROWING2GETHER I report on the fin￿Cial statements ol charity for the year ended 28 February 2025, which are sel out on pages 101020. Rosp•etlvo rèsponsibilitie¥ of truste9$ and gxamingr The charity trustees Iwho ar8 a150 the directots of Growing2gether for Ihe purposes of company lawl are responslble for the preparab.on of the Snancial statements in a¢cordan¢e wllh Ihe lemB of the Charits"es and Trustee Invgstment ISL>)llandl Act 2005 and the Charities Accounts (Scollandl Re9ulations 2006.Th8 charity trustegs consider that the audit requirement of Regulation 1011llaHcl ol the Charities Accounts (Scollandl R8gulab"ons 2006 does not apply. Is my responslbility to examine the financial stalernents as required under section 44(1llcl ol the Charffjes and Trustee Investment (Scollandl Act 2005 and to state whether particular matters have corne to my attention. Basls of Sndependent examlnerfs statement My examination is carried oul in accordance with Regulation 11 of the Charities Accounts IScotl8ndl Regulotions 2006. An examination indudes a review of the accounting records kept by the charity and a comparison of the financial ststemenls presented wlth those records. It dso Indudes consideration of any unusual items or disclosures in the financial statements. and sèèknng èxplanattons from the trusteas conceming any such matters. Thg proeodurès undertakén do not provide all the evidence that would ba r￿uIred In an audlt and consequantly I do not 8xpress an audf( opinion on the view given by the financial statements. Independent examlnerfs stalement In the eourse of rny examinalion, no matter has corne to My attention 1. which gives me reasonable cause to believe that in any material ￿SpeCt the requirernents.. to keep accounts.ng words In a¢cordanc8 with Section 4411 Ila) of the Charities and Truste8 Inveslment (Scotlandl Act 2005 alld Regulttiorn 4 of the Charitie5 Accounts Iscollandl Regulations 2006, and to prepare financial statements which accord with the accounting reeords and eompty with Regulation 8 01 the Gharilies Accounts (Scollandl Regulation5 2006 have not been me( or 2. to which. in my opinion, attention should be drawn in order to enable a proper understanding of the finanaal stalernents to be re?ched MacKenzie Kerr Limited Chartered Accountsnts Redwood 19 Culduthèl Road Invèrness IV2 4AA Date.. GROWING2GETHER STATEMENT OF FINANCIALACTIVITIES INCLUDING INCOME AND EXPENDITURE ACCOUNT FOR THE YEAR ENDED 28 FEBRUARY 2025 Unrestricted Restricted funds funds 2025 2025 Total Unrestricted Rostrietèd funds funds 2024 2024 Total 2025 2024 Notes Income from: Charitable activities Investments 63,717 3,688 389.543 453,260 3,688 111,655 823 505.819 617,474 823 Total Incomè 67,405 389,543 456.948 112.478 505,819 618,297 Expendlture on: Charitable adivitie8 67.665 425,894 493,559 41,433 466.472 507.905 Total expenditure 67,665 425.894 493,559 41,433 466,472 507,905 N¥t ineomèllexpenditurg) and movement in funds 12601 136.3511 136.6111 71,045 39,347 110,392 Reconciliation of funds: Fund balances al 29 February 2024 110,975 115,685 226,660 39,930 76,338 116,268 Fund balaneès at 28 Fèbruary 2025 110.715 79,334 190,049 110,975 115.685 226,660 All incoma and exp9nditur& derivtr from continuing activities. 10- GROWING2GETHER BALANCE SHEET AS AT 28 FEBRUARY 2025 2025 2024 Notss Current assèts Debtors Cash at bank and in hand 27,726 176,672 12,106 233,914 204,398 246,020 Credltors: amounts falling due wlthln one year 10 114,3491 119.360) Net current assets 190,049 226.860 The funds of the ¢harity Restricted income funds Unrestricted fiJnd3 11 12 79,334 110.715 115,685 110.975 190.049 226,660 Thè Company is &ntiUgd to tho &xomption from thè audit fequirement contsined in se¢tion 477 of thè CompanlegAct 2006, for the year ended 28 February 2025. The director acknowledges her reS￿nSibIlitIeS lor complying with the r8qulr8menl$ of the Companles Act 2006 YAth respect io accounting records and the pieparalion of financial statements. The members h8ve not required the cornpany to obtain an audit of its financial statements for thg yoar in quo8b.on in accordance with section 476. These financial statements have been PTepared in accordance ￿1￿ Ihe PrO￿S1on8 8pplIcab￿ to companles sublecr to the small companiès regimg, 111h SeptembBr2025 The ffnanrTal slatnmcnts were approved by the Iru8tee3 on . Truste9$ Company registration numbèr SC051919 11 GROWING2GETHER NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 28 FEBRUARY 2025 Accountlng pollcles Charlty Infomiatlon Groitrir 2 ether is a ScDttish Ch3-tcible Incor anisalion ISCIO}. r69istsred office i 1.1 Basis of preparation The finanrial slalemenls have been prepared in acwrdance with the charity's conslilulion. the CharTties and Trustee Investmenl Iscodandl Act 2005, the Charltles Accounts {Scotlandl Regulallons 2006 las amended), FRS 102 "The FSnanclal Reporting Standard applicable in the UK and Republic of Ireland. {'FRS 102,1 and the Charities SORP 'Aecounting and Raporting by Charities.. Slalemenl of Recomrnended Practice applicable to ¢harlties preparing Ih8ir accounts in a¢¢ordance with the Financial Reporting Standard appll¢able In the UK and Republic of Ireland {FRS 102)" leffeclive 1 January 2019). The charity is a Public Benofit Entity as defined by FRS 102. The charity has tsken advanl8ge of the provisions in the SORP for charities not to pvepare a Statement of Cash Flows. The financial statements are prepared in sterfing, which is thè functional currency of the Charity. Monetary amounts in these linanaal statements are rounded to Ihe nearest £. The financlal ststements have beon p￿pared under the historical co81 conventk)n. Ihe prln¢ipal arnounllng pollcias adopted are sel out below. 1.2 Going concern At the lime ol approving the financial statements. the Irustee5 have a reasonable expectation that the charity has adequate resources to continue in operatsonal existènc8 for the foreseeable future. Thus the tru%tees continue to adopt the golng concern bas1s of accounting In preparin9 tha Itnandal stalements. 1.3 Charitable funds Unre5tricled funds are available lor use al the discretion of the trustees in furtherance of their charitable objectives. Restricted funds are subject to specific wnditions by donors or granlors as lo how they may be used. The purposes and uses of the rèstricted fuNls are set out in the notes to the ftnancial statements. Endowment funds are subjèct lo specffic conditson5 by donors that the capltal must be maintained by the charity. 1A Income Income is rèeognisgd when the ¢harity islègally entitled to it after any performan(￿ conditions have been mel, tha amounts can be rneasured Teliably, and it is pithable that income will be received. Cash donations are re(x)gnised on reegipt. Oth&r dDnationg are recognised once the eharity h8s b88n notified of the donation. unless performance conditions require deferral of the amount. Income tax recoverable in relation to donations receiyed under GiftAid or deeds ol covenant 15 reGognised at the time of the donation. LegaC￿S are reco9nised on receipt or otherwise if the charity has been notrfied of an impending dBtribulion, Ihe amount is known. arKI re¢aipt is oxp8cled. If tre amount 15 not known, thè legacy is tre8ted as a conlingenl a55et. 12- GROWING2GETHER NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 28 FEBRUARY 2025 Accounting policies Icontlnuedl 1.5 Expendlture Expenditure is recognised once there 15 a legal or conslru¢live obllgatlon to transfer economic benefit to a third party, it is probable that a transfer of econornic benefits will bè requirèd in settlement, and the amount of the obligation can be measured reliably. Expenditure is classified by aclivily. The cost5 of each activity are made up of the total of dirLrt costs and shared Costs. including support costs involved in undertaklng each activity. Direct costs attribul8tAe to a Single activity are allocated directly to that activity. Shar8d costs which contribute to more than one activity and support ￿sts which are not attributable to a single activity are apptsrtioned be￿een those aclivilEs on a basis consistent with the use of resources. Central staff costs ar8 allocated on the basis of lime spent. and depreciation charges arè allctatad on the portion ol the asset's use. 1.6 Cash and cash equlvalents Cash and cash equivalents include cash in hand. dtsposits held at call with banks, other short-term liquid investments wlh original maturities of Ihree month5 orless, and bank ovardrafts. Bank overdrafts are shown within borrowings in ￿rrent liabilities. 1.7 Flnancial Instruments The charity has elected tr) apply the provisions of Section 11 '8aslc Financial Instruments. and Section 12 'Other Financial Instruments Issues, ol FRS 102 to all of its financial instruments. Financial instrumènts are re¢ognised in th& charity's balance sheet when the charty becomes party to thè contractual provisions of the instrument. Fin3nci81 assets and liabilities are offsel, with the n8t amounts presented in the financial ststements, when there is 8 legally enforceable right to set off the ￿cOgnIsed amounts and there is an intention lo setue on a net basis or lo realise the asset and settle the liability simultan80usIy. Basic flnanclal assets Basi¢ financial assets. which include debtors and cash and bank balances. are initially rneasured at transaction price indudlng transaction costs and are subsequently ¢arrièd at amortised cost using the effective interest method unless the arrangement constitutes a financing trans8¢tion, where the transaction Is measured at thè prèsent value of thè future receipts discounted al a market rale of Interèst. Financial assets classrfièd as rgceivable within one year ar8 not amorbsed. 8asic financial liabilitles Basic financial liabilities, including creditors and bank loans are initially recognised at Iransa¢fjon price unles5 the arrangement constitutes a financing transaction. whèra thè debt instrument is measured at the present value of the future payments discounted al a market rale of interest. Financial liabilities classified as payable wlhin one year are not amortlsed. Debt Instruments are subsequently ¢arrled at 8mortlsed cost, using the effective intsrest rate method. Trdde creditors are obligations to pay for goods or services that have been acquired in the ordinary course of operations from suppliers. Amounts payable are classified as current liabilities if payment is due wlhin one year OT less. If not, they are presented as non-currenl liabiliti8s. Trade creditors are recognised initially al transaction price and subsequendy measured at amortised cost using the effective Interesl method. De￿o9￿lt10n of flnanclal Ilablllties Finaneial liabilities are derecognised when the charfty's contractual obligations expire or ar8 di5ch8rged or cancelled. 1.8 Taxatlon The charity is exempt from corporation lax on its charitable aclivilies. 13- GROWING2GETHER NOTES TO THE FINANCIAL STATEMENTS {CONTINUED) FOR THE YEAR ENDED 28 FEBRUARY 2025 Accounting policies (Continued) 1.9 Employee benefits The eost of any unu3ed holiday enlillement is recognised in the perh￿ in which the employee's services are rèc8iv8d. Termination benefits a￿ rec(>Jnised immediately as an expense when the ¢hadty Is demonstrably commltted to terminate the employment ol an employee or to provide termination benefits. Ineomè frgm charitable activities Unrestricted R8strrct•d funds funds 2025 2025 Total Unrestricted Restricted funds funds 2024 2024 Total 2025 2024 Charitable activities Schools contributions Charitable grants received 62,150 62.150 60,213 60.213 1,567 389,543 391.110 51.442 505.819 557.261 63,717 389.543 453,260 111,655 505,819 617,474 Charltablè grants received analysi¥ Charitable activiti9$ 2025 CharitabEe a¢tivilies 2024 Esmee Fairbairn Foundation Movember BBC Children in Need - Youth Soa81 Actlon Fund CAWBI Awarding Body National Lottery Community Fund The Robertson Trust National Lottery Cornrnunity Fund- Young Start Gannochy Trust The Hargreaves Foundation Henry Srnilh Charity Other 65.000 157,195 34,618 35,000 47,500 40,000 75,409 35.000 45.7 45,000 15,000 18,871 20,000 136,130 177.948 391.110 557,261 14- ## **GROWING2GETHER** ## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 28 FEBRUARY 2025** ## **3 Income from investments** |||**Unrestricted**|**Unrestricted**| |---|---|---|---| |||**funds**|**funds**| |||**2025**|**2024**| |||**£**|**£**| ||Interest receivable|3,688|823| |**4**|**Expenditure on charitable activities**||| |||**Charitable**|**Charitable**| |||**activities**|**activities**| |||**2025**|**2024**| |||**£**|**£**| ||**Direct costs**||| ||Staff costs|305,742|307,669| ||Rent, office and equipment|3,195|4,032| ||Rates and insurance|1,600|1,538| ||Telecommunications|713|652| ||Training and travel|33,642|38,924| ||Office supplies, post and stationery|3,967|5,379| ||Admin services, qualification costs and programme supplies|21,103|9,007| ||Other direct costs|46,186|63,461| ||Book-keeping|3,390|2,856| ||Accountancy|1,400|2,460| ||Fundraiser|56,633|48,015| ||Financial management|13,685|16,573| |||491,256|500,566| ||**Share of support and governance costs (see note 5)**||| ||Support|303|339| ||Governance|2,000|7,000| |||493,559|507,905| ||**Analysis by fund**||| ||Unrestricted funds|67,665|41,433| ||Restricted funds|425,894|466,472| |||493,559|507,905| - 15 - GROWING2GETHER NOTES TO THE FINANCIAL STATEMENTS {CONTINUED) FOR THE YEAR ENDED 28 FEBRUARY 2025 Support costs allo¢at•d to activiti•s Charitablè activitie$ 2025 Total 2024 Bank charges Governance 303 2,000 339 7,000 2025 2024 Gov•rnaneè eo$ts ¢omprlse- Audit lees Accountancy s,000 2,000 2.000 2.Th)0 7,000 Trustoes No payments were made to trustees durtng the year. Employees The averaga monthly number of ernploy8as durtng Ihe year was- 2025 Number 2024 Number 11 11 Employment Costs 2025 2024 W8g&8 and salaries 305,742 307,669 There were no employèès whosè annual remuneration was more than £60,000. Remuneration of key management personngl The remuneration of key managemènt personnel was as follows.. 2025 2024 Aggregate compensation 159,416 167,569 The key personnel of the charfty are the Chief Extrculive, the Dirèctor ol Operations, the Director of Finance, the Director of Fundraising and the Community, Participation & Policy Manager. The lotal compensaticn above reflects salaries of £89,098 and Director fees of £70,318. 16- GROWING2GETHER NOTES TO THE FINANCIAL STATEMENTS (CONTINUED} FOR THE YEAR ENDED 28 FEBRUARY 2025 Taxation The charity is exempt from tsx on income and gains f811ing withln section 505 of the Taxes Act 1988 or $8clion 252 of the Taxation ol Chargaabla Gains Act 1992 to the extent that these are applied to its charitable objects. Dgbtor$ 2025 2024 Amounts falllng duè within onè yèar.. Trad8 debtors PrepayTnents and accrued income 26,399 1.327 10.798 1.306 27,726 12.106 10 Creditors: amounts falllng due within one year 2025 2024 Other taxation and social security Tiade craditots Accruals and deferred ineome 6.727 5.622 2,000 7,355 5,005 7,000 14,349 19.360 17- GROWING2GETHER NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 28 FEBRUARY 2025 11 Restri¢ted fund5 The restricted funds of the charity comprise the unexpended balances of donations and grant5 held on trust subject to specffic conditions by donors as lo how thay may be used. At29 F•bruary 2024 Incomlng resources Resources At28 expendedFebruary 2025 Esmee Fairbairn Foundation Movember CABWI Awarding Body Scottish Children's Lottery Anton Jurgens Trust Hedley Foundation Hugh Fraser Ntrwbold LT The Robertson Trust Scottish Government- Investing in Communities TSI Moray Stafford Trust National Lottery- for Young Start Gannochy Trust UK Shared Pr05perily Fund The Hargr9avtss Foundation Children and Young Peoples Mental Health and Wellbeing Fund Moray Local Action Fund Parklands Pathway Fund Highland Councll- Nursery Mentoring Programme 35,771 11,549 2.440 3.776 4.000 3,500 57fj 25,617 19,366 135,7711 {86.9581 {35.7551 {3.7761 {4,000) 12.3201 16,5761 146,7971 {42,6791 75.409 35,000 1,685 1,180 6.000 21,180 45.700 22,387 5,965 2.785 340 71.387 8.496 171,1591 111,075) 1340} 132.1181 14,0111 122,9531 15,3631 6,193 206 45,000 15.000 20.000 18.871 12,882 10.989 12.9531 13.508 6.000 20,000 1,200 16,0001 18,2431 11,757 1,200 300 300 115.685 389.543 1425,8941 79.334 18. GROWING2GETHER NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 28 FEBRUARY 202S 11 R•strl¢ted funds {Continuedl Previous year: At28 February 2023 Incoming resources Resources At28 expended February 2024 Esmee Fairbum Fr)und8lion Movember BBC Children in Need - Youth Futures National Lottery Cornmunity Fund Gannochy Trust Scottish Children's Lottery The Ryvoan Trust BBC Children In Need - Youth Social Acti fund Anton Jurg&ns Trust Hedley Foundation Hugh Fraser Newbold LT The Robertson Trust Scottish Government- Investing in Communities TSIMoray Stafford Trust 43,997 22,387 6.506 1.332 891 65,000 157,195 173.226} {168,033} 16,5061 181,3921 18911 13,7241 11,2251 35,771 11,549 82.500 2,440 7,51X) 3.776 1.225 34,618 4,000 3.500 6.000 32.893 40.000 134,6181 4,000 3,500 576 25,617 19.366 15,4241 17,2761 120,6341 60,169 7,445 4,999 {54,2041 14,6601 14.6601 5.965 2.785 339 76,338 505,819 1466.4721 115.685 12 Unr85trl￿ed fvnds The unrestricted fund5 of the charity COmPTise the unexpended balances of donations and grants which are not subject to specific conditions by donors and grantois as to how they may be used. These include designated funds which have been sel aside out of unrestricted fundg by the trustees for specific purposes. At29 February 2024 Incoming resour¢e5 R850urc•s AI28 expendedFebruary 2025 General funds 110,975 67,405 167,6651 110,715 Prevlou$ year: At28 Fgbruary 2023 IncomSng resourc•s Resources At28 expendedFebruary 2024 General funds 39.930 112,478 141.4331 110,975 19 GROWING2GETHER NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 28 FEBRUARY 2025 13 Analysi5 of net a55et$ between funds Unrestrictèd funds 2025 Restricted funds 2025 Total 2025 At 28 February 2025- Currant assètsllliabilltlès) 110,715 79.334 190,049 110.715 79,334 190,049 Unrestrieted funds 2024 Restricted funds 2024 Total 2024 At 28 February 2024: Current assetsllliabilitiesl 110,975 115,685 226,660 110.975 115,685 226,660 14 Related party tran$a¢tions There were no disclosable related party transactions during the period.