The trustees of the charitable company (who for the purposes of the Companies Act are also the directors of the company) present their report with the audited consolidated financial statements for the year ended 31st March 2025.
The financial statements have been prepared in accordance with the accounting policies set out in note 1 to the financial statements and comply with the charitable company's governing document, the Companies Act 2006 and "Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019)".
Objectives and activities
The principal activity of the charity is to demonstrate the Christian faith by reaching out with God’s love through outreach work in schools and the wider community that supports children, young people, and families, enabling them to raise their aspirations and realise their full potential.
In the past year, the work of Valley CiDS has continued to grow, developing into an extended family of projects and initiatives, which together have enabled us to effectively achieve our mission. In this report, we want to give you an insight into the positive difference we have been making to the lives of children, young people, and families. Our projects are located across Derbyshire and Nottinghamshire, and we work in many different communities across both counties.
We are grateful for the energy, commitment and compassion demonstrated by our staff and volunteers. This is what brings our vision and values to life, transforming them from just words and ideas, into a relational reality that is experienced by those we support.
The Charity benefits greatly from a strong volunteer base of over 350 people who support the operation of the Lighthouse Charity shops, the Saltpot café, the Children’s Work and the Youth Work.
In determining the activities of the charity, the trustees have taken into account the guidance produced by Charity Commission on public benefit.
Who we are
Valley CiDS is an independent Christian charity based throughout Derbyshire and Nottinghamshire. We are dedicated to supporting communities by investing in the next generation.
Our mission is:
“To build and strengthen community through serving, inspiring and equipping children, young people and families to develop their full potential in society today.”
For 25 years, our vision and impact have steadily grown and evolved. From modest, yet ambitious, beginnings in 2000, Valley CiDS has become a well-established and respected charity supporting children, young people, and families.
We believe that by 'investing in the next generation' we can make a positive difference to the lives of children, young people, and their families. An investment of time, energy and money sets in place strong foundations giving children the best possible chance in life. To support our work, we raise income through our retail portfolio of Lighthouse Charity Shops, which are located throughout Derbyshire and Nottinghamshire.
Ethos and Values
As a Christian organisation, Valley CiDS believes that the successful delivery of its mission happens when people feel they belong and have a role, and where an inclusive community and family atmosphere are fostered. Our values of hope, belonging, compassion and inclusion embody our overall vision for the future and are what we aspire to in all aspects of our work.
Hope
We want to journey with people, providing opportunities that enable them to embrace new possibilities and realise a brighter future.
Compassion
We are actioned to be person-centred and holistic in our support, treating others with kindness, empathy, and respect.
Belonging
We want people to experience a sense of community and meaningful connection, through which they feel supported, valued, and included.
Inclusion
We recognise that everyone has the right to be seen, to be heard and to belong, and we commit to fostering a culture where diversity is celebrated.
Achievements and performance
General
Throughout this past year, Valley CiDS has remained committed to its mission of building and strengthening community through serving, inspiring and equipping children, young people and families to develop their full potential. This report will provide some insight into the continued development of our many projects and the launch of new initiatives that enable us to fulfil this mission. This has included the opening of two new Lighthouse Charity Shops, which are so important to our ongoing sustainability and growth.
In July 2024, we also successfully appointed a new Head of Youth Services. This appointment has helped to strengthen our operational infrastructure, contributing significantly to providing the strategic and operational oversight necessary to support the ongoing growth of our youth department.
Also, in line with last year's plan, we have continued to invest in our marketing and communications strategy and infrastructure. By engaging the ongoing expertise of a Marketing and Communications Consultant, we have been able to further enhance our reach and impact. Notably, the introduction of a new CRM system has transformed our fundraising and donor management processes, enabling us to gather more insightful data to inform and refine our communications and fundraising strategies.
The past year has also been a cause for reflection and gratitude for us a charity as we approached our 25th anniversary. We were reminded that our work began with a simple, yet powerful vision. From a small base of dedicated local Christians meeting in Swanwick to pray for local schools, a bold vision emerged to employ Youth and Children’s Workers to support schools and young people in the wider community.
Twenty-five years on, the legacy of that bold vision continues to guide and inspire us. It reminds us that pursuing a bold vision requires courage, faith, resilience, and a willingness to take risks. As we look to the future, that same spirit remains our compass — our true north — as we continue to serve local communities and seek to making a lasting difference in the lives of children, young people and families.
As a board we have continued to commit to meeting regularly to ensure the close monitoring of the financial resilience of the charity to ensure that we have a solid and sustainable position to move forward from. We have also continued to carry out a robust review of our risk management, health and safety and safeguarding practices across the charity as part of our commitment to ensuring that we maintain a commitment to the due diligence required for these core areas that support our charity activity.
Retail
Lighthouse Charity Shops play a crucial role in sustaining our work with children, young people, and families across Derbyshire and Nottinghamshire. The income they generate makes our services possible, while also providing welcoming spaces where people find support, friendship, and a sense of community. Together, they help ensure we can continue making a lasting difference.
This year we were delighted to open two new Lighthouse Charity Shops in Glossop and Dronfield, Derbyshire, adding to the growing network of shops across the region. Each opening was marked by celebrations with local community members, schools, churches, and supporters, reflecting the strong sense of partnership at the heart of our work. These shops strengthen our presence in new areas while also offering people the opportunity to buy pre-loved goods, volunteer, and connect with others in a welcoming atmosphere.
Our Lighthouse Charity Shops are an extension of our work, with community and our values at the heart of all they do. They actively take part in initiatives that bring people together and connect with the wider impact of the charity’s work. Building on the success of last year’s launch, our Great Book Giveaway grew even stronger in 2025. To celebrate World Book Day, all our Lighthouse Charity Shops took part in giving away free children’s books, not just for one day, but across an entire week. In total, 1,146 books were shared with children and young people, sparking imaginations and encouraging a love of reading. Shops created eye-catching displays, staff and volunteers dressed up, and some even welcomed visits from local nurseries and schools, making it a joyful celebration for everyone involved. The children’s faces lit up as they explored the shelves filled with colourful stories, with shops alive to the joyful sounds of discovery.
The shops embrace the seasons and special occasions, from Christmas, Easter, and Harvest to awareness days and weeks such as Mental Health Awareness Week, Pride Month, and Volunteers Week, by creating themed window displays and organising activities in-store. These celebrations, like our World Book Day initiative, bring people together, engage the local community, and provide opportunities for connection, learning, and fun.
During Volunteers Week, we shone a well-deserved spotlight on the incredible people who give their time and energy so generously. A particularly inspiring story is that of Cameron, who joined as a volunteer in 2022 and has been a valued member of our team ever since. Starting at Ripley and recently moving to Leabrooks, Cameron gained confidence, built new friendships, and learned vital skills, becoming a favourite among customers and an expert on the till. Through his volunteering experience, he has now secured a paid role at B&M, sharing how the support and encouragement from staff and volunteers helped him believe in himself and achieve this milestone. Cameron’s journey exemplifies the transformative power of volunteering, showing how giving time and care can open doors, build confidence, and create brighter futures.
“I came to Leabrooks one year ago. I had very little confidence in myself, but thanks to Dawn, Nicola and the other volunteers, who have boosted my confidence and helped with my mental health. They are family to me and have supported me in getting a job at B&M. They gave me the confidence to apply, helped me believe in myself, and encouraged me to keep going.”
Cameron, Volunteer
Looking Ahead
Expansion remains a key priority for our retail operations, helping to generate vital income to support the charity’s work. Over the next year, we aim to open a further four Lighthouse Charity Shops, extending our reach and presence in local communities.
We will also continue to strengthen our collaboration with other departments, including Blend, Quest, and Zest. Building on successful initiatives with the Quest team over the year, we will be supporting their first Free School Uniform and Essentials Giveaway to help ease financial pressures, alongside other schemes designed to assist our communities. These partnerships will remain a key focus in the year ahead, ensuring our shops continue to contribute not only financially, but also as active hubs of community support.
Children & Families Outreach
Our Children and Families outreach team continues to create new opportunities with schools, churches, and within local communities. From supporting RE lessons to developing creative ways of connecting with families, the team has been delivering a wide range of activities over the past year.
The Quest team offers a varied programme that brings faith, learning, and creativity together in ways that are enjoyable and accessible for children, young people and families. These projects not only enrich learning but also strengthen links between schools and the wider community.
Our approach continues to be focused on three key areas:
Enriching RE - enriching religious education in schools through collective worship/school assemblies, RE lessons/workshops, lunchtime clubs, and online resources.
Exploring Faith - facilitating relevant and creative opportunities for children and young people to explore the Christian faith.
Mission & Outreach - supporting churches in their mission and outreach with children and families.
Enriching RE
The Quest team continues to play an active role in supporting schools by enriching RE lessons and creating meaningful opportunities for children to explore faith, wellbeing, and spirituality in engaging ways. Through a blend of storytelling, workshops, and creative activities, they help children make connections between faith and their own experiences.
A clear example of this was during Children’s Mental Health Week, when the team shared the message that “It’s OK to not be OK” with pupils across more than 40 schools. Through their assemblies, they encouraged children to reflect on the importance of looking after their mental health and finding joy in everyday activities.
The work extended into classrooms, where children took part in activities such as drawing, reading, crafting, and music to explore ways of caring for themselves. Even the youngest pupils were encouraged to think about how small daily practices could support their wellbeing.
The team also ran a full RE day, exploring how emotions can be expressed. Through drama and reflection, children were able to share their own feelings. Each child also received a free book from the Great Book Giveaway Project, leaving a lasting reminder of the lessons learned.
Feedback from staff was overwhelmingly positive, with one teacher describing the sessions as “fun, engaging and thoroughly enjoyed by the children.” These creative approaches not only enrich RE teaching but also give children space to reflect, express themselves, and experience the relevance of faith in their everyday lives.
"Whenever the children know that Valley CiDS are coming in to do assembly, they always do a little fist bump and shout yes! We really value you coming into our school and what you bring." Ambergate Primary School.”
Mrs Howell (Headteacher)
Across the schools we partner with, it is always a privilege to spend time with children and staff, whether through lunch clubs, collective worship, or lessons. The welcome we receive is warm, and the enthusiasm of the children is always encouraging.
Exploring Faith
Each week at Codnor Primary School, children gather after school for Discovery Club, supported by Codnor Methodist Church and St James Church. The sessions are filled with creativity, laughter and enthusiasm as children take part in crafts, games and activities that bring Bible stories to life.
Through storytelling, drama and discussion, the club provides a safe and welcoming space where children can explore faith, ask questions and grow in confidence. The positive relationships built with pupils, families and school staff continue to make Discovery Club a valued part of school life.
“It is fantastic that Valley CiDS can come to Codnor Primary School, and they have been coming for many years now. Loads of kids come along and we have seen many each term sign up to come. It’s been fantastic we have done games, crafts and all sorts of things. Most importantly, those seeds have been sown that children can come to know Jesus themselves, it's been amazing, so thank you Valley CiDS.”
Parent Volunteer
Mission & Outreach
The Quest team partner with churches across the region, helping them to connect more deeply with their communities. By offering sessions, sharing ideas, and providing training, we equip churches with the tools they need to strengthen and grow their work with children and young people.
At St Helen’s Church in Darley Dale, the team supported a three-day summer holiday club called Bible Beaches. With a lively pirate theme and stories from the New Testament, around 20 children enjoyed fun activities, games, and crafts. Thanks to the church’s generous donations, each child went home with a gift bag filled with books, toys, and activities to continue exploring faith and fun over the summer.
Meanwhile, at Holy Trinity, the Fusion youth group has gone from strength to strength, doubling in size over the past year. A special “bring a friend” party helped encourage growth, and it has been encouraging to see some young people return and reconnect with the group. Fusion has become a safe and welcoming space where young people can share openly and honestly about life, with highlights including a trip to the Matlock Illuminations.
“It's really fun, we have good discussions to help us being the age we are. We're always made to feel welcome; we can always be ourselves, so we can be a bit crazy cos we're all crazy here.” Amaka (age) adds, “Everyone's included, nobody feels left out.”
Fusion Young Person
Looking Ahead
As we continue this work, we are also preparing to take the next steps in building new partnerships and exploring fresh ideas that will help us support even more communities in the year ahead.
We are launching a youth wellbeing café at The Saltpot in partnership with the Blend team, providing a safe after-school space for post-16 young people from Swanwick Hall and their friends, with conversation, games, and affordable snacks.
The Quest team is exploring opportunities to expand into new areas as demand grows, while also strengthening pastoral support in local primary schools and offering flexibility to assist Zest where needed.
In summer 2025, five Lighthouse Charity Shops will host a free school uniform and essentials giveaway, helping families access much-needed clothing and supplies at a time of continued financial pressure and will be repeated in January 2026.
A new pilot with four schools in the most disadvantaged areas will enable staff to refer families for targeted support, providing access to clothing, household items, and other essentials through our Lighthouse Charity Shops.
Out of School Clubs
Zest Out-of-School Clubs are places where children feel relaxed, valued and ready to learn. Whether starting the day with a healthy breakfast or winding down after school, they are surrounded by warmth, encouragement and friendship. The caring atmosphere helps children grow in confidence, build positive relationships and enjoy being part of a nurturing community. During the past year 149 children have attended our out of school clubs, we have provided support to 116 families have served 9,932 meals.
“Breakfast Club at Ripley St John’s is really well organised and structured. Children who have attended Breakfast Club always come into class happy, settled and ready to learn. They are given time to regulate if needed before the school day begins. Confidence is also encouraged; one child in my class never usually eats in Breakfast Club, but over the year her confidence has grown, and she is now enjoying breakfast along with her peers.”
Key Stage 1 Leader
Last year, we shared our plans to expand our out of school provision so that more children could access a Zest Out of School Club. We are delighted that this year we opened a new club at Long Row Primary School in Belper. Like all the other Zest clubs, it offers children a stimulating and supportive environment where learning is enriched through play and creativity. Through activities such as crafting, crochet, celebrating special events and exploring different cultures, children are encouraged to be curious and confident learners. With the team bringing their own unique interests and enthusiasm, every session offers something new, even a much-loved “history play night”, where children re-enact moments from British history for their friends. The enthusiasm of the staff and the engagement of the children have made the club a vibrant and enjoyable place to be, reflecting the positive impact of Zest’s continued growth.
Our clubs serve well-balanced snacks and meals, with a focus on promoting a positive and healthy approach to food. We believe there is no such thing as “bad” food; instead, children are encouraged to think about the choices that will help them get the vitamins and nutrients they need. Mealtimes are made fun, with a colourful selection of fruit and vegetables available every day. Staff also seek input from the children to find out which healthy options they enjoy, helping to reduce food waste and make sure everyone looks forward to snack time.
“Breakfast club is increasingly popular. There's always a range of healthy breakfasts to choose from, from fruit and waffles to yogurt and toast. The children enjoy going to breakfast club and once they've eaten, they have a choice of activities to do e.g. playing board games, drawing or reading. The children in my class really enjoy it and they often come back and tell me what they have been doing. They are settled, ready for the day ahead and eager to learn.”
Year 1 Teacher
Youth & Community Work
Over the past year, the Blend Youth Project team have remained dedicated to offering a wide variety of activities and support that inspire and enable young people. By helping them face the challenges they encounter, we aim to equip them with valuable skills, broaden their opportunities, and encourage them to raise their aspirations and look to a positive future. The team’s commitment to listening, empathising, and offering tailored support has allowed young people to open up about the challenges they face. With professional training and an in-depth understanding of the pressures today’s young people face, Blend Youth Workers provide guidance and support, helping young people navigate issues such as academic stress, peer relationships, and family concerns in a safe and supportive environment.
We are now delivering 25 weekly sessions of youth work, across 19 locations and engaging with approximately 750 young people on w a weekly basis. Additionally, the past year has also seen significant growth in our schools-based services and mentoring provision, which is expanded upon below.
Development of Buxton provision
Our community work has continued to flourish by extending its presence in Buxton through additional sessions for local young people. The initial engagement through street-based work has gone incredibly well, with the team building meaningful connections, regularly meeting young people out in the community. Building on this momentum, we secured a base in the town centre and ran a successful 12-week pilot programme, working closely with young people to co-create a youth club that reflects their interests and needs. This has culminated in the development of a regular, small group of attendees who are actively shaping the space and its activities.
From the outset, many young people described themselves as shy, socially anxious, and emotionally withdrawn, often due to experiences of isolation, home education, or being in care. Low self-esteem and motivation were common, with some struggling to leave their rooms or engage socially. One young person, for instance, was too shy to even explain they were home educated and said very little on their first visit. However, thanks to Blend’s non-judgmental, kind, and flexible team who respond to emotional cues and let young people lead their own engagement, the young people quickly began to feel safe and supported. Activities like cooking and baking, which many enjoyed, became a gateway to connection and confidence-building.
“Well, my anxiety is going away, I don't really know what to say really but my anxiety has come a long way while going to youth club.”
Young Person, Buxton Blend
Over time, these young people have reported noticeable improvements in their confidence, mood, and social lives. They are more energetic, forming lasting friendships, and beginning to speak up and participate more actively. Several have expressed pride in their increased confidence and reduced anxiety, noting that they now feel more outgoing and motivated, no longer isolated or emotionally exhausted. This transformation speaks to the power of a supportive, young person-led environment and the commitment of the team in Buxton to creating a space where young people can genuinely thrive. By continuing to be present, consistent, and responsive in the community, the team is making a lasting impact on the lives of young people in the area.
“Our favourite things about youth club are FOOD! Cooking food, eating food, making food fancy! We love the craft activities and enjoyed our trip to Solomon’s Temple, We got to show the youth workers somewhere we like to go with our families and share an experience with them.”
Young People, Buxton Blend
Development of schools-based services
This year, following a successful tender to provide health and wellbeing support to young people in Amber Valley & Chesterfield, the team has begun delivering a new schools-based programme of wellbeing workshops and mentoring. Alongside this, we have also expanded our street-based youth work, reaching young people in additional locations.
This support has not only strengthened our weekly youth work delivery, but has also allowed us to provide targeted mentoring, small group work in schools, and thematic assemblies. This saw 64 young people take part in school-based group sessions, and 38 mentoring sessions were delivered, offering consistent and focused support.
Through this delivery of our youth work, we have worked closely with local secondary schools to deliver sessions on identity, self-esteem, relationships, emotional regulation, and positive thinking. Using creative and interactive methods such as discussions, worksheets, crafts, and activities like self-soothe boxes, sensory bottles, and worry pebbles, young people were able to explore key issues in a supportive environment.
While many students were initially hesitant, their confidence grew over time as they engaged more openly, shared positive feedback, and built strong and trusting relationships with staff. This work has proved to be a valuable way of supporting young people’s emotional and mental health, equipping them with practical strategies to manage challenges and encouraging them to develop healthier perspectives.
Partnership-based delivery
Partnership working is central to the approach of Blend Youth Project. The team plays a key role in the wider community, collaborating closely with partners such as the police, Public Health, local councils, and other organisations. By contributing to initiatives such as harm reduction sessions and providing input into Children at Risk of Exploitation (CRE) meetings across Derbyshire, Blend can bring a deep understanding of local communities and the young people within them.
The relationships and trust that Blend staff build with young people are fundamental to this work. Schools, CAMHS, social prescribers, and Youth Justice Services regularly refer young people to sessions, recognising the team’s ability to engage and support them effectively. This strong partnership approach ensures that other organisations can reach and support young people more successfully.
Promoting the voice of young people
Building on these strong community partnerships, the team has also supported young people to have a voice at a national level. Drawing on their deep knowledge of local communities, they facilitated participation in the government’s ‘Deliver You’ campaign, a national initiative designed to shape the next National Youth Strategy. This campaign invited young people across the UK to share their priorities for change, from mental health and education to having a say in decisions that affect them.
Over several weeks, the team ran inclusive workshops, discussion sessions and surveys with more than 40 young people from diverse local communities. Participants were encouraged to speak openly about issues that matter most to them, including safety, wellbeing, access to activities and their hopes for the future. For many, this was their first experience of contributing to national decision-making, providing a rare opportunity to feed back to decision makers about the positives and challenges facing young people. The insights gathered were fed back into the consultation process, giving young people national exposure and ensuring that their views helped inform policy discussions.
The voice of young people is at the heart of our work. By giving them the confidence to share their thoughts on how services are delivered, we ensure our youth work is meaningful, responsive, and supports their wellbeing and life chances.
Feedback from young people
Consulting with young people is vital to ensure their voices influence the development of youth services delivered by the Blend Youth Project. Our bi-annual participant consultation survey plays a key role in shaping the programmes and services Blend offer.
Through their involvement with Blend, young people have received support in various ways and for a range of areas. When asked in our consultation how Blend Youth Project has helped them:
82.5% of young people feel that that they have developed new skills.
78% of young people feel that it has helped them to understand people better who are different to them.
74.5% of young people feel they understand more about their health.
63% of young people feel that it has helped with the relationships with adults at home.
63% of young people feel that it has helped them to avoid misuse of alcohol and drugs.
64% of young people feel that they now find it easier to ask for help and support.
When asked about their experience, the most common responses were “Happy,” “Comfortable” and “Safe,” with many also feeling “Listened to,” “Welcomed” and “Understood.” This shows that Blend provides a supportive, inclusive, and emotionally safe space where young people feel valued and able to explore their feelings.
These insights reinforce the importance of continuing to offer spaces where young people can express themselves, receive support, and engage in activities that are empowering and enriching. The outcome and impact of this support is often best captured when telling the stories of individual young people.
Bradley’s Story
Bradley first came to Blend’s youth hub in Heanor, eager to make a difference. From the outset he played a vital role in the youth management team, helping shape sessions, deciding how to tackle difficult behaviours, and suggesting activities young people wanted to see. He even sat on interview panels, ensuring new staff would connect well with young people.
Bradley’s ambition was to work with the police and help make his community safer. When funding allowed him to meet the Police and Crime Commissioner, he was overjoyed, sharing openly about the challenges facing young people in Heanor. This led to him helping plan and film a video on hate and knife crime, which was shared in schools and used in assemblies.
Now 22, Bradley runs three businesses. Early on, Blend supported him with funding applications and linked him to local traders who backed his first venture. He now volunteers with Blend, giving back the support he once received.
Looking Ahead
Next year, the team intend to develop their work into new areas, providing youth work sessions in Matlock, in partnership with Matlock Town Council, and Melbourne, working alongside the Methodist Church. They will continue to explore new areas for youth work while expanding established sessions in local communities.
Young people will have the opportunity to take part in a two-night residential and a two-day trip, offering new experiences, including being away from home for some participants for the first time. Activities will include team-building exercises designed to build confidence.
We are also running a two-day trip to Tamworth Snowdome in partnership with Snow Camp Charity, where participants can learn to ski or snowboard, gain essential life skills, and access qualifications that could lead to graduate programmes or apprenticeships. Through these experiences, the team continues to connect young people to opportunities they might not usually have access to.
Alternative Education
Blend Youth Project not only works with young people within their communities but is also an established Alternative Education provider, offering education and training opportunities from our integrated youth hubs and two vocational training sites for young people who may be disengaged with learning or struggling to access mainstream education. During the past year we have supported 72 students and worked with over 30 referring schools from across Derbyshire and Nottinghamshire.
Many young people face barriers that make education feel out of reach, from additional needs and mental health struggles to difficult home circumstances and past trauma. Through personalised and needs led programmes we help young people re-engage with learning, grow in confidence and discover their full potential. Through our education programmes, we have helped young people re-engage with learning, improve their self-esteem and confidence, and develop positive social relationships.
This year we have supported five students to sit their GCSE exams within their school setting. Four students have successfully reintegrated into mainstream education after short-term placements with us, and a further two are preparing to return to school full time next year to take their GCSEs. These successes show that, far from being a “last resort,” alternative provision can be a powerful pathway back into education, enabling young people to reach their potential.
The successful reintegration of an increasing number of students back into mainstream school is a real achievement, supporting both the future potential of our young people and providing schools with strong evidence of inclusive practice. This year, a clear theme has been improved confidence, often highlighted by both students and their families. We have received heartfelt feedback from parents, grandparents, and carers, praising the positive impact that engagement and achievement in education have had, not just on their children, but on the happiness and wellbeing of the whole family.
This impact is best captured through the voices of our students’ families.
“My son comes home a different boy after his days with you. He has more confidence and is positive about himself. He talks to me about what he’s been doing. It’s given me hope for the future.”
Student Parent.
We are proud to have delivered more BTEC qualifications than last year, with every student across all courses achieving accredited awards. The expansion of our Land Based Studies programme now allows students to progress beyond the Award to a Certificate, or even a Diploma for those on extended placements.
Many of our students have also secured successful post-16 offers, showing the vital stepping-stone that our provision provides as they move on to the next stage of their education and future.
We are grateful for the support of a number of business partners and thanks to ongoing donations from SHD Composite Materials Limited, we now have digital tablets and an interactive smart board, allowing us to be even more flexible with working environments and giving students the opportunity to gain valuable IT skills while becoming familiar with modern technologies and working practices.
Case Studies
For us, education is about nurturing the whole person, not just their academic journey. It is about building confidence, real-world skills, and brighter futures. These stories show how this approach has transformed the lives of two young people.
Cassie’s Story….
‘Cassie’ came to us 2 years ago, as a school-refuser. Cassie has ASD and ADHD, and her anxiety was such, that she was barely attending, unable to cope with the both the social and academic pressures of the school environment. Cassie started with a short day at Blend’s Turner Farm, soon progressing to 2 full days per week. Cassie achieved a BTEC Award in Land Based Studies in her first year and made some firm friends. In her second year, she had gained sufficient confidence to return to school on a part-time timetable, whilst still continuing her 2 days with us. Cassie has just taken GCSEs in Maths, English and Science at school, whilst also achieving a BTEC Certificate from Blend and has a provisional offer of a Level 3 course at college next year.
Mark’s Story….
‘Mark’ was referred to us at the beginning of this year and was keen to make a fresh start, having been drawn into some serious criminal activity as a younger child. His history did not read well and we were very cautious, but his desire to change appeared genuine. Following an initially limited placement under close observation, Mark was offered an additional day with us and is now undertaking 2 BTEC courses. He has proved to be a hard-working and highly valued member of both of his groups, willing to share his experiences and quick to contradict any other student seeking to glamourise a criminal lifestyle.
Looking Ahead
Our alternative education programme is committed to growing its provision to enable even more young people to benefit.
We are currently trialling two new courses: a BTEC in Health & Social Care and a ‘Mind & Body’ course, giving students more choice, broader skills, and new opportunities for personal and academic growth.
Many of our students want or need to continue their education with us beyond Year 11. We are building strong connections with the local authority to enable us to provide post-16 placements, ensuring young people can stay in a safe and supportive environment where they can succeed.
With the project running at full capacity for much of this year, we are now working to increase capacity at the farm. This will allow more students to access the BTEC in Land Based Studies while also benefiting from the wellbeing boost of learning in a beautiful, outdoor setting.
These developments reflect our vision to provide a wider range of pathways and to give more young people the chance to discover their potential and build brighter futures.
Community Projects
Saltpot Community Café
Community and connection are an essential part of life and something to be cherished, which is why the Saltpot Community Café is so special. It is not just the smell of freshly brewed coffee or the homemade cakes; it is the warmth of the people inside. The café offers much more than good food; it’s a place where connections are made, confidence grows, and a genuine sense of community thrives.
Every day, neighbours chat over lunch, new friendships form, and volunteers give their time to make sure everyone feels at home. For some, it is a valued social lifeline. In a world where many people experience loneliness and isolation, the café continues to offer a safe and inclusive space that brings people together and helps build a stronger, more connected community.
This year, that sense of connection and welcoming spirit has been strengthened by the contributions of new volunteers who have joined the team, each with their own story to share.
Darran’s Story
Darran volunteers at the Saltpot Café every week with his care worker, Becky. He loves being part of the team, especially working alongside Bella and baking cakes with her. His speciality is Biscoff Brownies, which he makes and has become his signature bake. Volunteering at the café makes Darran very happy, and he has learnt many new skills, including how to make coffees for customers.
Becky has seen what a positive impact volunteering has had on Darran, helping him to grow in confidence, develop new friendships, and feel more connected within the community.
“I've seen Darran’s confidence grow during his time at The Saltpot. He’s interacted with lots of people and learned new baking skills with Bella. The Saltpot is such a lovely and supportive environment. I think the experience has helped Darran find a way to be more involved in the community. I feel that it’s important for everyone to feel included and be treated equally as part of the community.”
Becky, Care Worker
Looking Ahead
The café is already a popular place for young people in the local community, and over the coming year Saltpot will be building even closer links. In partnership with the Quest and Blend teams, it will host a dedicated youth wellbeing café, launching in Autumn 2025.
The new café will run from 3.30 to 5.00 pm and will provide a safe, welcoming space for post-16 young people from Swanwick Hall School and their friends to play games, chat, and enjoy affordable snacks after school.
Swanwick Men’s Shed
Swanwick Men’s Shed has gone from strength to strength, providing a welcoming space where people can come together, share skills, and build friendships. ‘Shedders’ use their talents to make, mend, and repurpose items, while enjoying the camaraderie of working alongside others. This mix of practical activity and social connection helps foster a strong sense of purpose, belonging, and community spirit.
This year, Swanwick Men’s Shed has been busy taking part in a range of events across Derbyshire, engaging the local community through hands-on, practical activities.
A highlight was their Little Wooden Robot Workshop at the Derby Museum of Making’s Assemble Event. Children designed and built their own robots, selecting from a variety of parts and assembling them with guidance from the experienced Shedders, who had prepared over 1,000 pieces in advance. From the moment the event opened, eager young makers queued up, and in just five hours an impressive 153 robots were completed. The Shedders’ preparation, creativity, and hands-on support ensured the day was both enjoyable and educational.
“The robot workshop was a big success. It was great to see so many young makers getting involved in this practical activity.”
Dan Webber from the ‘Museum of Making’
The Shed also ran their popular bird box making workshop at the Derbyshire Makes Festival at Heanor Market Place. Families and children had the chance to design and build their own bird boxes, guided by the Shedders, enjoying a fun, practical activity and taking home their creations.
Members reflected on what they enjoy most about helping children and families at these events. One shared how much they value “the look on their faces when they’ve achieved the construction and can take it home,” describing how pleased participants are with what they have made and the sense of accomplishment it brings.
For the Shedders, being involved brings a real sense of purpose and enjoyment.
One reflected that:
“It’s a very enjoyable experience of bringing people together.”
Another shared how much satisfaction comes from passing on practical skills:
“If you take care and listen, you can do a lot of things you didn’t think you could.”
When asked for a favourite memory, one summed it up simply:
“All memories are good – that’s why we keep doing what we do.”
Both events highlight how the Shedders use their skills and experience to create interactive, community-focused activities that inspire participation, encourage creativity, and bring people together across Derbyshire.
Financial Review
Reserves Policy
It is the aim of trustees that the charity should maintain unrestricted funds at a level which equates to six weeks expenditure, with a view to increasing this as and when this is financially appropriate. This would provide sufficient funds to cover management workers and administration and support costs. Based upon our Management Accounts to 31 March 2025 our expenditure for six months including finance costs is £2,635,638. Reserves to cover one month's costs would therefore equate to £439,273 and 6 weeks would be £608,224
Total funds of the group at the year-end amounted to £1,769,096, of which £752,950 relate to endowment funds, £484,597 were designated funds leaving a surplus on unrestricted general reserves of £531,549. At the year-end there was a surplus on free reserves including long term liabilities of £531,549 (2024: £352,189).
Currently, there are insufficient unrestricted funds to achieve this goal. However, ongoing efforts are being made to acquire additional charity shops, reduce operating costs, and increase income levels in order to meet the target. That said, it is highly unlikely that the reserves policy would ever need to be implemented. Our primary source of income comes from the charity shops, and for all of them to close simultaneously and for an extended period would require exceptional circumstances comparable to the COVID-19 pandemic of 2020–2022.
The Trustees therefore consider maintaining reserves equivalent to six weeks of expenditure to be a prudent approach, given that the charity’s primary funding source—income from charity shop trading—continues to provide a stable and reliable core revenue stream.
Going Concern
At 31 March 2025 total reserves amounted to £1,769,096, of which £752,950 related to the endowment fund, leaving unrestricted reserves of £1,016,146 an increase of £128,819 on the previous year. Of the unrestricted reserves there are designated funds of £484,597 (Fixed Assets) leaving a surplus of £531,549 on free reserves.
The trustees are in the process of adopting various measures to reduce costs and provide working capital to enable the charitable company to meet its obligations as they fall due. These measures include:
Reductions in the operating costs of its trading activities.
Expansion of trading activities relating to charity shops through additional shop openings.
Placing one or more properties for sale.
The trustees consider that such measures will improve the level of free reserves in line with its reserves policy. Consequently, the trustees consider that the financial statements of the charity should be prepared on a going concern basis.
Principal funding sources
Principal funding sources are:
Charity shop trading income, donations, and associated gift aid of £4,858,505 (prior year £4,440,617).
Blend income, principally alternative education, of £442,659 (prior year £347,452)
The most significant funding stream for the charity is the trading income from charity shops. The charity had 36 shops at the end of the current financial year. Before donations from the trading company to the charity, shop trading income was up 7.5% at £4,431,920 (prior year £4,120,689). However, this financial year also saw a significant increase of 35% in gift aid to £350,986, compared to £259,445 prior year. Therefore, after these donations are moved across to the charity, the income from charity shop trading in 2024/25 decreased by <1% compared to the prior year.
The running costs of the charity shops increased 3.64% from £2,823,963 in 2023/24 to £2,926,937 in 2024/25.
Investment Policy
The Trust Deed authorises the Trustees to make and hold investments using the general funds of the charity. The trustees are therefore carrying out prudent research into available interest bearing, instant access savings account options with a view to securing the best investment return, whilst not removing flexibility for our reserves. It is the intention of the trustees therefore that an interest bearing, instant access savings account will be set up and funds eventually amounting to that of the Reserves Policy will be deposited in it.
Principal Risks and Uncertainties
The charity is reliant on charity shop income but nevertheless we have been able to sustain a high level of sales over this period even though retail sales in the high street have generally suffered. Over the year we have managed to stabilise our income so that to date we have not seen any material impact to the ability of the charity to fund activities at the current level. This will be closely monitored over the next year. Salary costs, including social security and Pensions comprise more than 60% of total expenditure and the Government has pledged to increase the living wage to £12.21/hour from April 2025.
Plans for Future Periods
The sections above have outlined our plans for the coming year across each of our key areas of delivery - Retail, Children & Families, Youth Provision, and Community Projects.
As we look to the year ahead, we are excited to mark a major milestone: our 25th anniversary. To celebrate this special occasion, we will be hosting a series of events that bring together friends, supporters, and partners of the charity. These gatherings will offer an opportunity to reflect on all that has been achieved over the past quarter century, and to look forward with hope and vision to the next chapter of our journey.
A major focus for the year will be the launch of our Turner Farm “Big Build” fundraising initiative — a bold step towards the future of Valley CiDS and the ongoing legacy of Turner Farm. Over the years, we have made creative use of every available space to support learning. However, we have now reached the limits of what is possible within our existing buildings. To meet growing demand and provide even greater opportunities for young people, we are embarking on an exciting new project: the development of a purpose-built vocational learning centre.
This new facility will enable us to:
Enhance the learning environment and experience for young people.
Expand our qualifications offer and learning pathways.
Increase our capacity to support more students who will benefit from this style of education.
In addition, we are continuing to explore new ways to support families experiencing financial hardship. One key initiative for the coming year will see our Lighthouse Charity Shops used as school uniform giveaway points during school holiday periods. This joint project between our Quest and Retail teams will enable families across our communities to access much-needed “back to school” essentials — including uniforms, shoes, backpacks, pencil cases, and water bottles.
Together, these plans reflect our ongoing commitment to building stronger communities, empowering young people, and offering practical support to families in need.
Structure, Governance, and Management
Valley CIDS is based at 13-14 The Green, Swanwick, Alfreton, Derbyshire, DE55 1BL which is also the registered office and principal address of the charity.
The organisation is a charitable company limited by guarantee (no. 05558271) originally incorporated on 8 September 2005 under the Memorandum and Articles of Association as amended by special resolution dated 4 March 2009 and 16 March 2009. The company registered as a charity on 12 March 2008 (no 1123173). In the event of the company being wound up all members are required to contribute an amount not exceeding £1.
Board of Trustees
The trustees, who are also the directors for the purpose of company law, and who served during the year and up to the date of signature of the financial statements were:
P R Whitaker
D M Whitaker
J Brook
B J Cupples
N J Hambley
David Howe
J Potter
An annual review of the Trustees training requirements is undertaken together with the training and information provided to any new Trustees.
Senior Leadership Team
The senior leadership team is led by the Chief Executive, Ian Tannahill, and currently comprises of the Director of Retail, the Head of Operations, the Head of Children & Families Outreach, Head of Finance, Head of Youth Services, and the Director of Ethos, Values and Mission.
Internal Control
The purchasing process, whereby alternative quotes are obtained, is important to the achievement of best value for Valley CIDS and is expected for all items of expenditure above £500.
Management Accounts are distributed within 15 working days of the month end to the Senior Management Team and Trustees. They include an Income and Expenditure Statement, Balance Sheet, Cash Flow forecast and sales statistics.
Pay Policy for Key Management Personnel
The trustees base the pay of key management personnel on market rates for similar roles.
Risk Management
The trustees actively review the major risk which the charity faces on a regular basis and their aim is to focus on increasing reserves to fall in line with our reserves policy. This combined with an annual review of the controls over key financial systems will provide sufficient resources in the event of adverse conditions. The trustees have also examined other operational and business risks faced by the charity and confirm that they have established systems to mitigate the significant risks.
Fundraising Policy Statement
Our funding continues to be predominantly through our Charity shops, but we also do receive some gifts from local churches and individuals. We have been expanding our Alternative Education provision which also generates income for the charity. We continue to discuss alternative methods of funding our work in the future and, whilst we do not engage in any form of direct marketing, we have in the past year engaged communications and fundraising consultancy support to help us develop a more coherent communications and donor journey strategy.
Related Parties
Valley CIDS is a charitable company which owns Valley CIDS Trading Company Limited, which is used as an agent for charity shop donations with the net proceeds of these donations being donated to the charity. Valley CIDS Trading Company Limited also manages and operates the charity shops.
There is also a uniting direction in place between Valley CIDS and the Turner Educational Charity. The two charities are not formally amalgamated but share common administration.
See the related party transaction note for other related party disclosures.
Auditor
In accordance with the company's articles, a resolution proposing that Azets Audit Services be reappointed as auditor of the company will be put at a General Meeting.
Disclosure of information to the auditor
Each of the trustees has confirmed that there is no information of which they are aware which is relevant to the audit, but of which the auditor is unaware. They have further confirmed that they have taken appropriate steps to identify such relevant information and to establish that the auditor is aware of such information.
The trustees' report was approved by the Board of Trustees.
The trustees, who are also the directors of Valley CIDS for the purpose of company law, are responsible for preparing the Trustees' Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).
Company Law requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that year.
In preparing these financial statements, the trustees are required to:
- select suitable accounting policies and then apply them consistently;
- observe the methods and principles in the Charities SORP;
- make judgements and estimates that are reasonable and prudent;
- state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements; and
- prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in operation.
The trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
Opinion
We have audited the financial statements of Valley CIDS (the ‘charitable company’) for the year ended 31 March 2025 which comprise the statement of financial activities, the balance sheet, the statement of cash flows and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).
In our opinion, the financial statements:
Basis for opinion
We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor's responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
In auditing the financial statements, we have concluded that the trustees' use of the going concern basis of accounting in the preparation of the financial statements is appropriate.
Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.
Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.
Other information
The other information comprises the information included in the annual report other than the financial statements and our auditor's report thereon. The trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.
We have nothing to report in this regard.
We have nothing to report in respect of the following matters in relation to which the Charities (Accounts and Reports) Regulations 2008 require us to report to you if, in our opinion:
the information given in the financial statements is inconsistent in any material respect with the trustees' report; or
sufficient accounting records have not been kept; or
the financial statements are not in agreement with the accounting records; or
we have not received all the information and explanations we require for our audit.
As explained more fully in the statement of trustees' responsibilities, the trustees, who are also the directors of the charitable company for the purpose of company law, are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.
We have been appointed as auditor under section 144 of the Charities Act 2011 and report in accordance with the Act and relevant regulations made or having effect thereunder.
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.
A further description of our responsibilities is available on the Financial Reporting Council’s website at: https://www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor's report.
Extent to which the audit was considered capable of detecting irregularities, including fraud
Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above and on the Financial Reporting Council’s website, to detect material misstatements in respect of irregularities, including fraud.
We obtain and update our understanding of the entity, its activities, its control environment, and likely future developments, including in relation to the legal and regulatory framework applicable and how the entity is complying with that framework. Based on this understanding, we identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. This includes consideration of the risk of acts by the entity that were contrary to applicable laws and regulations, including fraud.
In response to the risk of irregularities and non-compliance with laws and regulations, including fraud, we designed procedures which included:
Enquiry of management and those charged with governance around actual and potential litigation and claims as well as actual, suspected and alleged fraud;
Reviewing minutes of meetings of those charged with governance;
Assessing the extent of compliance with the laws and regulations considered to have a direct material effect on the financial statements or the operations of the entity through enquiry and inspection;
Reviewing financial statement disclosures and testing to supporting documentation to assess compliance with applicable laws and regulations;
Performing audit work over the risk of management bias and override of controls, including testing of journal entries and other adjustments for appropriateness, evaluating the business rationale of significant transactions outside the normal course of business and reviewing accounting estimates for indicators of potential bias.
Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.
Use of our report
This report is made solely to the charity’s trustees, as a body, in accordance with part 4 of the Charities (Accounts and Reports) Regulations 2008. Our audit work has been undertaken so that we might state to the charity's trustees those matters we are required to state to them in an auditor's report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charity and the charity’s trustees as a body, for our audit work, for this report, or for the opinions we have formed.
Azets Audit Services is eligible for appointment as auditor of the charitable company by virtue of its eligibility for appointment as auditor of a company under section 1212 of the Companies Act 2006.
The statement of financial activities includes all gains and losses recognised in the year.
All income and expenditure derive from continuing activities.
Valley CIDS is a private company limited by guarantee and incorporated in England and Wales. The registered office is 13-14 The Green, Swanwick, Alfreton, Derbyshire, DE55 1BL. The members of the charity are the trustees. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £1 per member of the charity.
The financial statements have been prepared in accordance with the charitable company's governing document, the Companies Act 2006 and "Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019)". The charitable company is a Public Benefit Entity as defined by FRS 102.
The financial statements are prepared in sterling, which is the functional currency of the charitable company. Monetary amounts in these financial statements are rounded to the nearest £.
The financial statements have been prepared under the historical cost convention. The principal accounting policies adopted are set out below.
At the time of approving the financial statements, the trustees have a reasonable expectation that the charitable company has adequate resources to continue in operational existence for the foreseeable future. Thus the trustees continue to adopt the going concern basis of accounting in preparing the financial statements.
Unrestricted funds are available for use at the discretion of the trustees in furtherance of their charitable objectives.
Restricted funds are subject to specific conditions by donors as to how they may be used. The purposes and uses of the restricted funds are set out in the notes to the financial statements.
Cash donations are recognised on receipt. Other donations are recognised once the charitable company has been notified of the donation, unless performance conditions require deferral of the amount. Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is recognised at the time of the donation.
All expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs relating to the category. Where costs cannot be directly allocated to particular headings, they have been allocated to activities on a basis consistent with use of the resources. Governance costs are those incurred in connection with the charity’s compliance with constitutional and statutory requirements.
Irrecoverable VAT is allocated in the manner stated above for non-direct costs.
Tangible fixed assets are initially measured at cost and subsequently measured at cost or valuation, net of depreciation and any impairment losses.
Depreciation is recognised so as to write off the cost or valuation of assets less their residual values over their useful lives on the following bases:
The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds and the carrying value of the asset, and is recognised in the statement of financial activities.
At each reporting end date, the charitable company reviews the carrying amounts of its tangible assets to determine whether there is any indication that those assets have suffered an impairment loss. If any such indication exists, the recoverable amount of the asset is estimated in order to determine the extent of the impairment loss (if any).
Cash and cash equivalents include cash in hand, deposits held at call with banks, other short-term liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities.
The charitable company has elected to apply the provisions of Section 11 ‘Basic Financial Instruments’ and Section 12 ‘Other Financial Instruments Issues’ of FRS 102 to all of its financial instruments.
Financial instruments are recognised in the charitable company's balance sheet when the charitable company becomes party to the contractual provisions of the instrument.
Financial assets and liabilities are offset, with the net amounts presented in the financial statements, when there is a legally enforceable right to set off the recognised amounts and there is an intention to settle on a net basis or to realise the asset and settle the liability simultaneously.
Basic financial assets, which include debtors and cash and bank balances, are initially measured at transaction price including transaction costs and are subsequently carried at amortised cost using the effective interest method unless the arrangement constitutes a financing transaction, where the transaction is measured at the present value of the future receipts discounted at a market rate of interest. Financial assets classified as receivable within one year are not amortised.
Basic financial liabilities, including creditors and bank loans are initially recognised at transaction price unless the arrangement constitutes a financing transaction, where the debt instrument is measured at the present value of the future payments discounted at a market rate of interest. Financial liabilities classified as payable within one year are not amortised.
Debt instruments are subsequently carried at amortised cost, using the effective interest rate method.
Trade 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 within one year or less. If not, they are presented as non-current liabilities. Trade creditors are recognised initially at transaction price and subsequently measured at amortised cost using the effective interest method.
Financial liabilities are derecognised when the charitable company’s contractual obligations expire or are discharged or cancelled.
The cost of any unused holiday entitlement is recognised in the period in which the employee’s services are received.
Termination benefits are recognised immediately as an expense when the charitable company is demonstrably committed to terminate the employment of an employee or to provide termination benefits.
Payments to defined contribution retirement benefit schemes are charged as an expense as they fall due.
Leases are classified as finance leases whenever the terms of the lease transfer substantially all the risks and rewards of ownership to the lessees. All other leases are classified as operating leases.
Assets held under finance leases are recognised as assets at the lower of the assets fair value at the date of inception and the present value of the minimum lease payments. The related liability is included in the balance sheet as a finance lease obligation. Lease payments are treated as consisting of capital and interest elements. The interest is charged to net income/(expenditure) for the year so as to produce a constant periodic rate of interest on the remaining balance of the liability.
In the application of the charitable company’s accounting policies, the trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.
The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods.
Government grants
Zest out of school clubs
Other income
Saltpot sales
Charity shops and ebay sales
Rental income
Other income
Charity shops and café
Charity shops and café
Insurance
Loan interest
Legal and professional costs
Other costs
Governance costs includes payments to the auditors of £12,810 (2024: £12,400) for audit fees.
Bank charges
Rent, rates and power
Insurance
Printing, postage and stationery
Recruitment and training
Repairs and computer costs
Equipment hire
Legal and professional
Sundry costs
Subscriptions
Travel/motor costs
Telephone
Goods and consumables
Advertising and PR
Activity and event costs
During the year J Brook, who was a trustee of the charity, received total remuneration of £12,402 (2024: £12,673) and pension contributions of £620 (2024: £634) as approved by the Charity Commission. No other trustees received any remuneration. None of the trustees were reimbursed for expenses. The number of directors to whom retirement benefits are accruing under money purchase schemes is 1 (2024: 1).
The key management personnel comprise the trustees the senior leadership team. The total employment benefits of the key management personnel were £243,910 for 7 employees (2024: £184,701 for 6 employees).
The average monthly number of employees during the year was:
The charity is exempt from tax on income and gains falling within section 505 of the Taxes Act 1988 or section 252 of the Taxation of Chargeable Gains Act 1992 to the extent that these are applied to its charitable objects.
The Turner’s Farm at Swanwick was valued by Bagshaws Chartered Surveyors, in the amount of £800,000 at 10 March 2020, on an open market value basis in accordance with the RICS valuation Standards. Under the transitional exemptions available under FRS102, the charity has treated the previous GAAP valuation as deemed cost. The historic cost of the Turner’s Farm is estimated at £500 by the directors.
Included in freehold property is land estimated at £300,000 that is not depreciated.
In the year ended 31 March 2016 the company was gifted freehold properties at The Compass, 47 West Bars, Chesterfield. This was included at a cost of £165,000 based on an open market valuation at 1 December 2015 by Richard Savidge in accordance with the RICS valuation Standards. The Compass was valued by Bothams Chartered Surveyors, in the amount of £325,000 at 5 April 2019, on an open market value in accordance with the RICS valuation Standards.
All other assets are included at historic cost.
It is the charitable company's policy to lease certain equipment under finance leases. Interest rates are fixed at the contract date. All leases are on a fixed repayment basis.
Deferred income is included in the financial statements as follows:
Deferred income relates to Blend income received in advance.
There is a Yorkshire Bank Bounce Back loan totalling £16,667 (2024 : £26,667) which is wholly repayable in five years.
Restricted funds are used to support the programmes run by Valley CIDs. The programmes are focused on serving, inspiring and equipping children, young people and families to develop their full potential in society today. Details regarding the projects are set out within the Trustees' Report.
The fixed asset fund represents the book value of fixed assets not included in the endowment fund less the related long term element of the hire purchase creditor.
The other designated funds relate to specific programmes run by Valley CIDs where funds generated are actively spent to support the programme.
The fixed asset fund represents the book value of fixed assets not included in the endowment fund less the related long term element of the hire purchase creditor.
The other designated funds relate to specific programmes run by Valley CIDs where funds generated are actively spent to support the programme.
The endowment fund represents assets held by a linked charity, the Turner’s Educational Charity. It is understood that the land and buildings of the linked charity are an expendable endowment fund. These assets were originally entrusted to the Turner’s Educational Charity in the 1700’s.
At the reporting end date the charitable company had outstanding commitments for future minimum lease payments under non-cancellable operating leases, which fall due as follows:
During the year the group made purchases totalling £6,000 (2024: £nil) from Andrews The Builders Limited a company in which the P R Whitaker and D M Whitaker are directors. This had been approved by the trustees. Amounts due to Andrews The Builders Limited at the year end totalled £nil (2024: £nil).
During the year the group made purchases totalling £36,621 (2024: £39,171) from S Brook, the spouse of J Brook.
Unconditional donations received from trustees during the year amounted to £2,400 (2024: £2,420).
There is a uniting direction in place between Valley CIDS and the Turner’s Educational Charity. The two charities are not formally amalgamated but share common administration. The accounts of the Turner’s Educational Charity have been aggregated into these financial statements.
Details of the charitable company's subsidiaries at 31 March 2025 are as follows: