The trustees present their annual report and financial statements for the year ended 31 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 charity's governing document, the Companies Act 2006, FRS 102 "The Financial Reporting Standard applicable in the UK and Republic of Ireland" and the Charities SORP "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)".
Together Collective, operating as Together Co, is a registered charity and a company limited by guarantee. The company was incorporated in December 1999 and is governed by its Articles of Association.
The objects of the charity are to promote any charitable purpose for the benefit of the community in Brighton and Hove and the counties of East Sussex and West Sussex, and in particular the advancement of education, the furtherance of health and the relief of poverty, distress and sickness.
We do this through our befriending, social prescribing and volunteering services and by sharing our ideas and expertise locally and nationally. We believe that no one should be lonely or socially isolated. Together, we can make sure no one is.
We operate by providing services that are designed based on insight into what is needed and will have greatest impact. Our services include:
Befriending: one-to-one and group-based support to reduce isolation.
Social Prescribing: linking individuals to services, groups and activities that boost wellbeing.
Connection Hub: a single point of access to help people find tailored navigation and support.
Volunteer-led Programmes: including our Connection by Letter and Connector schemes that are flexible, inclusive and community-based.
Advocacy and Influence: campaigning to raise awareness of social health using research, policy outreach, and partnerships.
The ages of the people we support range from 18 - 104, and 99% of the people supported by Together Co reported a positive change in at least one area of their lives, while 73% said their sense of wellbeing improved.
In 2024/25 we continued to deliver critical services to people living in the city, using our core delivery of befriending and social prescribing to reach people, including those living in some of the most deprived communities. This included emotional support and practical assistance, which contributed to a better quality of life.
During 2024/25, Together Co delivered services that prevented and alleviated loneliness and social isolation and wellbeing. We continued to adapt the delivery of our services to test and pilot new ways of engaging with our community and were able to respond with flexibility to the changing needs of those accessing our services.
Our programmes continued to retain focus on the needs of those we support, and services were provided free of charge. The people we support expressed high levels of satisfaction and appreciated the personal connections with volunteers and the positive impact our services had on their lives.
The trustees have paid due regard to guidance issued by the Charity Commission in deciding what activities the charity should undertake.
Connection Hub
In response to increasing demand and direct feedback from people using our services, we developed the Connection Hub to offer a more responsive and efficient way of managing referrals and enquiries. Staffed by two experienced link workers, the Hub acts as the front door to Together Co’s services, providing skilled triage for all incoming referrals. This enables us to deliver immediate, person-centred support, make timely decisions about signposting or onward referrals, and serves as a key point of contact for professionals seeking information, guidance, or collaborative input.
The Hub handles a range of functions, including:
Managing all incoming enquiries and referrals
Assessing each referral through initial conversations to explore needs and preferences
Providing one-off support and signposting where ongoing involvement is not required
In December 2024, the Connection Hub expanded its remit by taking over the UOK Central Access Point, strengthening its role within the city’s broader support landscape. This includes:
Providing information about UOK services
Considering other appropriate resources or services available locally for people seeking mental health support
Making direct referrals to UOK partners, streamlining access and improving continuity of care
In 2024/25 the Connection Hub provided one-off signposting support to 450 people.
The development and success of the Connection Hub demonstrates our commitment to innovation, collaboration, and ensuring that people receive the support they need as quickly and effectively as possible.
Together Co Social Prescribing
Social prescribing (SP) helps people find the places and people they need to be happier and healthier. Skilled link workers at Together Co help the people we support to navigate local services and identify activities that could benefit them.
“[The link worker] was amazing and took so much trouble to help. I've gotten involved in some of the activities and I'm now very busy.” – SP Client
Link workers take time to understand people’s needs, identify priorities, address barriers to action and agree goals. Social prescribing takes a holistic approach, recognising social, emotional and physical health needs. It increases people’s connection with their local area and communities.
“[The link worker] was so supportive and really went out of her way to help. I felt she really heard me and sent easy to understand resources that were very useful. She was very friendly and I am extremely grateful.” - SP Client
Community Social Prescribing
In 2024/25, we remodelled some aspects of our service design and delivery, and we further developed our Community Social Prescribing (SP) offer to reach more people in targeted neighbourhoods. Outreach work in the second half of the year allowed us to provide SP to more people who may not otherwise have been linked with us in different spaces in their local community. The team provided SP at foodbanks, community centres, community markets, sheltered housing, community libraries, lunch clubs, churches and family hubs. Much of our health and wellbeing is determined and shaped outside of health care settings, our Community SP provision therefore supports ‘health outside of health’ and prevention. Being available in the places people are already visiting helps to reduce barriers to access and allows us to provide support at pivotal points.
“Thank you so much. I have made the phone calls and we feel like we now have a plan at least.” – SP client following outreach support at a foodbank
Number of outreach/community events that SP was on offer - 62
Number of referrals and on-the-spot support at outreach events - 135 with conversations held with many more people, helping to build relationships and encourage additional referrals in the future.
Integrated Community Teams
Our Community SP team aligned to support the delivery of the Integrated Community Teams (ICT) approach in Brighton & Hove, with our link workers assigned to each of the three neighbourhood areas. Together Co has been part of the three ICT area leadership groups and nominated link workers have been regular attendees at the neighbourhood health forums, sharing insight and identifying opportunities for joined up working. The SP team continued to develop professional and community links for collaboration and to explore future outreach opportunities – especially where SP need or gaps in SP provision were highlighted. We began a Test & Change pilot, working with Deans & Central Brighton PCN, Trust for Developing Communities (TDC) and Adult Social Care, to look at how the experience and outcomes of care home residents can be improved through joint working and the provision of SP.
Community SP referrals we received from each ICT area:
Central - 86
East - 162
West - 115
Out of area - 15 (one-off signposting is provided wherever possible)
Unknown - 55 (usually because of quick intervention at an event as asking for a postcode is not appropriate)
City provision for Social Prescribing
City-wide referral routes into our Connection Hub meant SP referrals were received from organisations and professionals including adult social care, housing, hospital teams, substance misuse services, healthy lifestyles team and other Voluntary, Community and Social Enterprise (VCSE) organisations. This ensured that people did not need to visit their GP for SP support and could be linked at any time. It also meant that any adult, aged 18 and over in the city could self-refer for SP support. In 2024/25, 251 people self-referred into our SP service.
We continued to develop our pathway and joint working with adult social care. Our link workers attended the Inclusive Job Fair and a MSK Appointment Day, to provide on-the-spot SP to people attending. Our Community SP team worked with the University Hospitals Sussex NHS Foundation Trust to design a pilot for the provision of social prescribing to patients awaiting surgery – with the aim of improving their health and wellbeing by addressing the social and everyday factors that influence it, for example, housing, activity levels, emotional support and lifestyle factors. This pilot is continuing into 2025/26.
As part of our Ukraine support partnership, we established a link worker-led weekly drop-in at the Jubilee Library, Brighton, working with Sussex Interpreting Services (SIS) to provide a consistent space for Ukrainians to come and get support and information (following the end of the council’s Community Hub sessions).
We continued to work in partnership with Deans & Central Brighton Primary Care Network (PCN), providing their patients with SP support via our Connection Hub and PCN link worker. We further embedded SP by having our PCN link worker work within the GP practices on a regular basis. Working collaboratively with both our Community and PCN link workers we have supported the PCN’s outreach activity, helping them to reach their patients in different settings and offering support within the community.
Expanding volunteering and the wider SP ‘workforce’
We have dedicated time and link worker expertise to developing our SP volunteering capacity, taking on three new volunteers to support new SP delivery models and the increasing levels of need we are seeing.
We trained a new cohort of SP Champions, who in their volunteering roles across the city are able to offer brief interventions as well as promote and refer people in their communities into social prescribing.
Supporting the city’s Social Prescribing infrastructure
We brought together social prescribers from across the city through the Social Prescribing Provider Network meetings for all social prescribers in the city. These in-person sessions brought organisations together to talk about their SP work, to share learning and receive updates on key developments in the city, including on ICTs and the development of community mental health teams. The network offers continuous professional development (CPD) opportunities for social prescribers, aligning with requirements set out in the NHS Workforce Development Framework. We hosted a session from Switchboard’s Trans, Non-binary, Intersex link worker aimed at increasing knowledge and awareness of supporting LGBTQ and TNBI people.
SP Plus
Together Co continued to lead a partnership of five local VCSE organisations to deliver social prescribing support, with a shared aim of tackling health inequalities and improving access across the city.
Friends, Families & Travellers (FFT) provides SP through active outreach to Gypsy, Roma and Traveller communities. Brighton & Hove LGBT Switchboard (Switchboard) delivers SP specifically for trans, non-binary and intersex people. Sussex Interpreting Services (SIS) supports people with language needs through its Bilingual Community Navigators and volunteer-led triage service. Trust for Developing Communities (TDC) offers SP for ethnically diverse communities. Together Co’s SP Plus team focuses on referrals involving complex needs and supports residents living in areas of deprivation.
Each organisation draws on its specialist knowledge and trusted community relationships to understand unmet needs and provide culturally sensitive SP, overcoming barriers such as language and identity through lived experience and established local connections.
In 2024/25, there were 394 referrals into SP Plus (an average 33 per month).
On average, SP Plus supported 64 people every month (the average in 2023/24 was 59 supported per month), highlighting the important role that this partnership continues to have in addressing local health priorities.
Social Prescribing Impact
Referrals and Service Activity
In 2024/25, Together Co Social Prescribing and SP Plus partner services received a total of 1,180 referrals, leading to the delivery of 2,867 sessions, supporting 1,276 people. In addition, the introduction of our Connection Hub has streamlined our response, enabled one-off support and signposted at first contact for those not needing ongoing involvement.
Our link workers made an impressive 4,358 onward referrals to at least 472 different agencies, reflecting the breadth of our partnerships and the complexity of need we respond to.
Demand for Our Services
Throughout 2024/25, we experienced a mixed picture in referral trends:
Community Social Prescribing saw a 13% increase in referrals, demonstrating growing demand and awareness of our offer in this area.
SP Plus partners, including FFT, SIS, Switchboard, and TDC, received 288 new referrals, a modest decrease of 2% on the previous year.
Deans & Central PCN referrals were down by 7%, however, the number of people supported in this area increased significantly by 50%, from 243 to 365.
We seek feedback from the people we support through evaluation calls, an opportunity for us to listen, adapt and improve our services. It also gives us a chance to assess progress and any remaining support that is needed. On average, the people we support rated the usefulness of the SP service as 4.4 out of 5.
They also reported very positive outcomes following social prescribing support from Together Co and SP Plus partner services:
99.1% reported a positive change in at least one area of their lives
60% said their satisfaction with the amount they socialise had improved
62% said they were more able to access local activities
92% felt better informed about what was available to them
69% said they had more of the support they needed than before
60% felt they needed less support to cope with issues than before
73% reported improved wellbeing
Targeted Outreach and Insight Development
We continue to assess the reach of our Social Prescribing (SP) services, with a focus on areas experiencing the highest levels of deprivation, including the city’s 29 CORE20 areas, a focus on the 20% of the population in the lowest deprivation quintile. To support this, we have developed improved reporting systems that monitor SP activity and outcomes across Brighton & Hove. This data-led approach enables us to identify under-represented neighbourhoods and direct our outreach and collaboration efforts to reduce health inequalities.
In 2024–25:
We received referrals from 27 out of 29 CORE20 areas, indicating strong coverage across priority locations.
330 referrals (28% of the total) were for people living in CORE20 areas.
57 referrals (5%) were for people with no fixed address.
We are actively reviewing referral trends on a quarterly basis to identify areas where referral numbers are lower than expected. This helps us understand where additional outreach may be needed and ensures we are responsive to gaps in access and provision.
Throughout the year, we have worked closely with our SP Plus partners to build a co-ordinated and comprehensive picture of service impact. These insights are shaping targeted outreach efforts and helping to ensure that support reaches those who need it most.
Together Co Befriending
Our Befriending service has gone from strength-to-strength over the past year, offering more people more ways to connect than ever before. In 2024/25, we supported 579 people through befriending services, including in-person, telephone, and group befriending. We are also connecting people through short-term connector matches and letter writing matches, and we have seen more of our befrienders using technology, for example WhatsApp to enable video calling, with their matches.
“M has said the calls help her and make her laugh.” - Together Co volunteer
Our three befriending groups offered a range of outreach activities, advice and information across the year, including Brighton & Hove Energy Services Co-op advice, Rise Life seated sports and Citizens Advice outreach. The drop-in group at the Fitzherbert Hub in Kemp Town is now two years old and has seen its average attendance steadily grow, despite the absence of dedicated transportation, as it is ideally placed in the heart of the community and near to public transport.
Our regular, in-person volunteer induction training has enabled a steady stream of befriending matches to continue across the year, and we continually receive wonderful feedback as new bonds are created.
“I feel that R so looks forward to my visits. As she opens the door she's beaming which is a delight to see. A lovely lady.” - Together Co volunteer
Volunteers are matched carefully with people on shared interests, location and availability, and this meticulous approach ensures the best possible connections and provides personalised support throughout the process, fostering relationships that truly make a difference.
Many volunteers report an improvement in the mood of the person they are matched with after their time together.
“Every time I meet D he seems to become more and more confident with less anxiety. We laugh together and I feel we have a really great bond together.” - Together Co volunteer
Physical health can also benefit as people experience increased confidence in going out in the company of their befriending volunteer. This can enable a wider range of experiences such as group attendance or being able to access public transport.
Some of the many ways in which befrienders have helped over the last year include booking GP appointments for their match, noticing a general decline in their health and wellbeing leading to referrals to other NHS and adult social care departments, passing on concerns with paying fuel and household bills so they can receive help, and raising concerns about falls prevention.
Together Co Connector Project
The Connector Project helps the people we support to build connections with people and places in their community to improve their social health, giving people confidence and practical support with tasks and goals, including one-off support, so they can feel part of the community.
“I feel a lot more confident since having F’s help. Having someone to meet made me feel thought about, especially because I was waiting to hear from my GP about some medical issues.” - person supported by Together Co
Each match is tailored to the needs of the scheme member, with a volunteer supporting them for up to six weeks. Goals are varied, from joining local groups and activities, to building confidence with local transport.
“F was absolutely lovely. She was instrumental in getting me to the group.” - person supported by Together Co
The project offers volunteers flexibility, with people able to offer their time and then take a break. The role can also be a great stepping stone to more regular volunteering.
In 2024/25, 41 people were involved in the Connector Project, 27 Connector matches were made, and 192 sessions were delivered.
Connection by Letter Project
The aim of the project is to create connections and reduce loneliness and isolation by creating meaningful connections through the art of letter writing.
We started a six-month pilot in June 2024 in association with Best of British Events. The pilot was a big success with lots of lovely feedback.
“Personally, I think its invaluable especially with these unprecedented times (lockdown, etc). I'd never heard about it before but used to write letters to a friend in the Army and whilst I was at boarding school, but didn't have a reason to do it in later life. It's great for me right now because I can't get out and meet people due to my health and disabilities.”
In 2024/25, the Connection by Letter project made 39 matches between 76 people. People are matched based on hobbies and interests and many of the matches are intergenerational.
“It’s good to look forward to the next letter. Getting to know and make another friend.”
“It's great to hear things from the perspective of a young person.” -intergenerational match
“I feel very connected to others. I am connecting with someone I wouldn't normally speak to, and I think there is something really incredible about that.”
Together Co Partnerships
Throughout 2024/25, collaboration and partnership working has remained central to Together Co’s work and continued to provide wonderful opportunities.
We have grown our corporate partnerships and welcomed volunteers from Levis, Sussex Innovation, Nestle and Moda Homes. Our Winter Warmer in December 2024 saw corporate support and engagement from local organisations including Silverstone Communications, Brighton Palace Pier. Legal and General took on a headline role and we welcomed more than 40 corporate volunteers on the day. Volunteers benefited from opportunities to connect and engage with the people we support and were able to play a key role in making the Winter Warmer a day of enjoyment and warmth. The Winter Warmer also gave Together Co an opportunity to celebrate befriending and connection across Brighton & Hove. It was wonderful to be able to welcome volunteers from SIS, Lunch Positive and Time to Talk Befriending, and some of the people they support.
As well as corporate partnerships we have continued to work closely with the University of Brighton, providing placement opportunities for students and supporting the university’s Wellbeing Week in 2024 and Student Volunteering Week 2025. Volunteering with Together Co provides students with the opportunity to develop vital skills and gain experience, helping connect them to their communities and wider networks across Brighton & Hove.
The Ageing Well Partnership and Brighton & Hove City Council Befriending Links Partnership saw Together Co collaborate with and work alongside several local organisations. Partner meetings have provided opportunities to share best practice, learn from one another and enhance our offer to support local people.
One of Together Co’s key partners in the Ageing Well Partnership is Time to Talk Befriending. We continue to work together across the city to offer befriending services.
Together Co Volunteering
Together Co’s community of volunteers provided immense support in 2024/25. Their kindness, commitment and dedication remained vital to our mission and without them Together Co would not achieve its goals.
In 2024/25, volunteers gave 13,415 hours of support. We were incredibly lucky to welcome 94 new regular volunteers and 75 corporate volunteers to our community. We continue to welcome volunteers from all backgrounds including students, working professionals, parents and carers, and retirees.
“It's been incredibly rewarding to witness someone grow in independence and access spaces they previously felt unable to without support. Thanks for existing and creating these opportunities for meaningful connections.” - Together Co volunteer
Many volunteers have said their reasons for joining us include their own experiences of loneliness and the desire for more connection. We believe it is important to create a community for our volunteers and provide various opportunities for connection and support. In 2024/25, we hosted socials and events as an opportunity to connect and catch up, and to thank and recognise them for their work.
“It's a great feeling to know that I am making a difference in someone's life.” - Together Co volunteer
A new Volunteer Experience Lead joined the team in July 2024, to focus on volunteer management, and developing and enhancing Together Co’s volunteering programme and journey. By continuing to innovate and expand our volunteer programmes, we strive to create an even stronger, more connected community.
“…It didn't take long before I realised that this whole volunteering experience was helping me too... My heart slowly got bigger and bigger, and the more I got from it, the more I wanted to give back. It's truly amazing and something you can only understand once you experience it for yourself.” - Together Co volunteer
In 2024/25, we worked on expanding and diversifying our volunteer programme, creating new opportunities within the Social Prescribing Team, Connection Hub and Volunteering Team. We also launched micro-volunteering opportunities as part of a time pledge campaign over the Christmas period.
In 2024/25 Together Co:
Had 492 volunteers across the organisation
Increased corporate volunteer hours, ran 10 corporate volunteering days, and received 510 hours of corporate support
“This was one of the best days I have had at work. It was so heartwarming to see the reaction from people as we delivered their Christmas hampers. I’m really looking forward to supporting Together Co again this year.” - Corporate volunteer
“It was a wonderful experience and we left feeling inspired. Thank you so much for having us we all loved spending the morning with you guys!” - Corporate volunteer
Together Co’s Volunteer Working Group (VWG) continued to develop, meeting bi-monthly to ensure that the volunteer voice and experience was at the heart of development and delivery. This feeds into Together Co’s organisational strategy and there are plans to increase representation at the group in 2025.
Together Co is committed to providing an exceptional volunteer experience. Two key developments to help with this in 2024/25 were:
The development and implementation of our Volunteer Handbook - this resource is designed to act as a companion for volunteers throughout their time with us. It is available electronically and on paper.
Further training opportunities were organised for volunteers based on their feedback.
Together Co developed Mental Health Awareness and Mental Health First Aid training for volunteers. This was piloted in February 2025 and feedback has informed what we offer in 2025.
Volunteers were also able to access Dementia Awareness Training and Bereavement Training, thanks to our partnership with Time to Talk Befriending.
Together Co’s wider impact and influence
Together Co’s coverage, outreach and influence has continued to expand in Brighton and Hove throughout 2024/25, through continued brand awareness and creative partnerships which have allowed us to tell our story.
Campaigns included our Be Together necklace, designed in partnership with Posh Totty Designs and marketed on their website and through our Good Gift Guide, the Campaign for Social Health and legacy giving.
As Together Co looks to make changes in the way it talks about community and loneliness, we have concentrated on promoting the benefits of social health, the ways we can connect with our community in order to feel a sense of belonging.
We believe using positive and solutions focused language will help in destigmatising loneliness as well as empowering people so they can integrate into their communities.
The Campaign for Social Health is part of this journey in recognising the need for human connection and communication in order to thrive. Our communications strategy was very much focused around this in 2024/25, and this is set to continue in 2025/26.
We also created a legacy giving campaign and video which tells the story from the perspective of one of our volunteers, David McDermott, and why he decided to leave a gift in his will to Together Co. The video formed part of the wider ongoing campaign which saw us partner with Cognitive Law who were offering people advice around making a will, safeguarding, power of attorney, and other advice.
Following his long-term involvement with Together Co, David agreed to become an ambassador for our charity.
We were also pleased to welcome two more ambassadors to Together Co during 2024/25. Social health expert Kasley Killam whose wealth of experience on the subject has proved invaluable to the work we do, and Derrick Evans MBE, also known as TV’s Mr Motivator.
Derrick agreed to become an ambassador for our charity after collaborating with us during Loneliness Awareness Week 2024 where he brought The Motivational Experience to Brighton Palace Pier, helping to raise our profile across the city and beyond.
TV presenter Gail Porter continued to be a huge support to Together Co as a charity ambassador, attending many of our events, including The Motivational Experience, Summer Party and Winter Warmer.
Media coverage was extensive during 2024/25, and we were featured on multiple occasions on BBC South East Today, the BBC News website, BBC Radio Sussex, ITV Meridian News, ITV X, The Argus, SussexWorld, GScene,
Radio Reverb, Latest TV, Sussex Business Times, MSN, Raring2Go, and blogs on the BozBoz website, one of our corporate supporters, and Sussex Interpreting Services, one of the partnerships we work with in Brighton and Hove.
Our Connection By Letter scheme, which matches people as pen pals and has been hugely successful, was included in a collaboration with The Old Market, a theatre in Hove which was hosting a three-week run of the play Please Right Back, a stage show involving letter writing. The scheme was also included in news bulletins on BBC Radio Sussex in February 2025.
Our CEO was a guest on several podcasts including the Leading Lights podcast, a series interviewing charity CEOs and about their leadership stories, as well as speaking at events across the city which raised brand awareness and generated new corporate relationships.
Our social media channels have continued to grow and help to raise awareness of Together Co with instagram and LinkedIn being our most successful. Our general and volunteer newsletters saw a steady increase in subscribers, with more than 1,400 between them.
Our continued outreach work and coverage means that Together Co is becoming more widely known throughout the city and beyond, and we are using this momentum to continue building our presence.
Community Fundraising Highlights
In 2024/25, community fundraising reached new heights, powered by our dedicated supporters.
Our first-ever gala at Brighton Palace Pier in October 2024 was a huge success, raising more than £18,000. Featuring entertainment from Ray Lewis, former lead singer of The Drifters, this event marked a milestone in our calendar and strengthened our connection with the local community. The event would not have been possible without our sponsors Lawton & Dawe Properties, Prolific 10, Best of British Events, Extech Cloud, Upfix, Brighton Palace Pier and Backbone Studio Ltd.
In June 2024, Loneliness Awareness Week brought Together Co into the spotlight. One of the most memorable moments was our collaboration with Mr Motivator, who brought The Motivational Experience to Brighton Palace Pier, engaging the community in an inspiring and energising event. As part of the week, our i360 abseil saw 30 fearless volunteers raise more than £12,000, while a lively pub quiz at The Signalman raised more than £600. Regular pub quizzes continued throughout the year, generating hundreds of pounds for our services.
Individual fundraising efforts also played a vital role. Lizzie Johnson, a former volunteer, cycled from London to Brighton to support our cause, while Linda Bramley led a high-energy Zumbathon, raising £1,080. In March 2025, 10 runners raised more than £4,000 by running the Brighton Half Marathon.
We also saw the return of creative and engaging fundraising events including a firewalk, which raised £1,300. We held a fun Summer Party fundraiser at Projects the Lanes where our amazing ambassador Gail Porter performed her first ever Brighton comedy show. There was also a show by Lulu's Black Market Events, and mesmerising magic. Food was provided by Nostos Hove. Connected Brighton, Projects the Lanes, Extech Cloud, and Backbone Studio Ltd helped make the event possible.
Corporate and Community Partnerships
Our corporate partnerships flourished this year, reflecting the growing recognition of Together Co’s impact across Brighton and Hove. We were honoured to be named Charity of the Year by Brighton Palace Pier, The Grand, and Connected Brighton, with The Grand alone raising more than £6,000.
Other partnerships included:
Winter Warmer hampers supported by Oander Charitable Foundation, Zurich Community Trust, and Bird & Blend Tea Co, who not only funded but also helped package and deliver the hampers to those in need.
Collaboration with Best of British Events, who funded our Connection By Letter Project and raised vital funds through various themed events.
An innovative partnership with Regis Morin at Not Just Travel, where every holiday booked helped raise money for Together Co.
Brighton & Hove Soiree Rotary Club helped raised much needed funding as their chosen charity through various community events and generous donations.
Launch of the Good Gift Guide
In 2024/25, we proudly launched Together Co’s Good Gift Guide, a celebration of Sussex-based independent businesses that enables people to shop locally while giving back. A portion of every sale went directly to support our services.
Participating businesses included: Soctopus, Posh Totty, Nostos, Devil’s Dyke Distillery, Olive & Joyce, Get Glossy, Business Leaders Wine Club, Little Jasmine Therapies and Spa, Phase Photography, Hi Cacti, Pussy Home Boutique, MD Tea, Brighton Toy and Model Museum, Velvet Hove, Sussex Seed Balls, Silk & Lawn, Flamingo Styling Co, and Hello My Moon.
This creative fundraising initiative not only raised funds but also reinforced our values of community, connection, and collaboration.
We would like to say a huge thank you to our regular donors, event participants, corporate partners, and everyone who contributed - whether through donations, volunteering, or attending our events. Your ongoing generosity and belief in our mission are the driving force behind our ability to support people who are lonely and isolated in Brighton and Hove.
Financial position: We reported incoming resources of £738,963 (2023-24: £885,957) for the year; a decrease of £146,994. Expenditure in the year was £754,961 (2023-24: £831,437); giving a deficit of £15,998 (2023-24: surplus £54,520).
Principal funding sources – Grants & Donations
Together Co is incredibly grateful for the generous support we received from a wide range of funders in 2024/25. Our work around social health, loneliness and social isolation in Brighton and Hove was made possible through a combination of statutory grants, commissioned funds, and contributions from charitable trusts, foundations, corporate partners, and individual donors.
Thank you to Army Benevolent Fund, Asda Foundation, Barleycorn Trust, Brighton District Nurses Association Trust, Chalk Cliff Trust, Charlotte Marshall Charitable Trust, The Childwick Trust, Dodgson Foundation, Ernest Kleinwort Charitable Trust, Friarsgate Trust, Garfield Weston Foundation, Henry Smith Charity, Humanity at Heart, Inman Charity, Mrs A Lacy Tate Trust, Oander Charitable Foundation, Safer in Sussex Community Fund (Sussex Police & Crime Commissioner), Sir Jules Thorn Charitable Trust (Ann Rylands Small Donations), Sussex Community Foundation, Zurich Community Trust, Schroder Charitable Trust, Brighton & Hove Soiree Rotary Club, CriSeren Foundation, W.G. Edwards Charitable Foundation, GSK Impact Awards, Homity Trust, the McCarthy Stone Foundation, Waitrose Community Fund and Lord Barnby’s Foundation.
We extend our warm thanks to each of these organisations for their investment in our mission.
Designated Funds
Contingency Reserve
This reserve is in place to provide for the cost of staff redundancies in case of the closure of Together Co and is recalculated each year.
Legacy Reserve
The Legacy Reserve is an amount set aside for key projects, which have currently been identified as:
1. Upgrade of the organisation's IT systems and related security including integrated digital approach to services, communications and fundraising.
2. Compliance with GDPR and maximising benefits of integrated digital systems.
3. Contract contingency to ensure that staff can continue to be employed in situations where successful funding has been secured but the contract commencement has been delayed by a short period.
4. Strategic corporate projects.
The level of unrestricted reserves at the end of the year was £211,939 (2024: £199,870); and restricted reserves were £nil (2024: £28,067). Grants are recognised as restricted funds, whereas funds received through service-level agreements are treated as unrestricted, though they are designated to specific services or projects to deliver a contracted service. Included in these reserves is an element of contingency reserve, which we set aside to cover project termination costs. The total in the contingency fund amounted to £63,029 (2024: £56,134). The total reserves of £211,939 represent approx. 3.4 months of annual expenditure. Our policy sets the guide level of reserves that we aim to have on hand at around three months of annual expenditure.
We aim to hold surplus cash in accordance with our Reserves Policy, with the equivalent of approximately three months running costs maintained as cash deposits across current and deposit accounts held with banks covered by the Financial Services Compensation Scheme. Funds in excess of three months running costs may be invested in charity specific Common Investment Funds, the income from which is used in furtherance of the charity's Objects.
Consultations to inform our new strategy for 2025–2028 began in October 2024, through a collaborative process with staff and trustees, with a view to launching the refreshed plan in summer 2025.
In 2024/25, we entered the final year of our three-year strategic plan - Our Future, Together, which was developed in 2021/22. Over the course of Our Future, Together, we made meaningful progress across our three strategic pillars:
Igniting community connectedness - Through partnerships and initiatives we deepened our reach and impact, strengthening the social fabric of Brighton and Hove, supporting more than 1,850 people a year.
Developing the best in everyone - We continue to be supported by a committed and growing volunteer workforce. In contrast to national trends showing a 16% decline in volunteering, Together Co has experienced a 4.6% increase in the number of volunteers reflecting the strength of our offer and the commitment of our community.
Renewing operational stability - As this year’s financial results show, we are on a more stable footing. We have invested in new CRM systems and are exploring the responsible and safe use of AI to enhance our impact, efficiency, and user experience in 2025/26 and beyond.
Our core mission, to create connections that change lives, remains at the heart of everything we do. As we look ahead, we will continue to evolve and expand our work in befriending, connector, social prescribing, and volunteering, and ensuring Together Co continues to meet the needs of our community in a changing world.
Together Collective, operating as Together Co, is a registered charity and a company limited by guarantee. The company was incorporated in December 1999 and is governed by its Articles of Association.
In November 2022, the Board of Trustees revised and updated Together Co’s Articles of Association in their entirety. The revised Articles are available on request from the CEO at the registered office and include full details of governance and management arrangements.
Two Trustees left the Board during 2024/25, including the Chair of Trustees, David Cundy, whose two-year tenure ended in November 2024, Natalie Orringe was appointed by the Board as his successor. Trustees volunteered their time and received no benefits from Together Co. Details of any expenses claimed are provided in the notes to the accounts.
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:
To recruit trustees, we identify gaps in the Board's expertise, conduct community outreach and/or advertise and appoint candidates based on a written application and interview.
New trustees are given an information pack about Together Co, attend briefing sessions with the CEO and service managers, and are encouraged to attend courses on topics such as governance, safeguarding, voluntary sector developments and equality, diversity and inclusion.
The Board of Trustees held quarterly meetings during 2024/25 to provide direction for Together Co’s work, and they also gathered for a strategy and visioning day. Responsibility for the day-to-day running of Together Co is vested in the CEO, who reports to the Chair of the Board. The operation of individual services is delegated to the senior team.
The Board updates the Together Co business plan, reviews strategic objectives, and sets targets with the CEO to ensure the charity focuses on its stated aims and objectives. The Board and staff team implemented the final year of the three-year strategic plan, with the Board receiving quarterly reports and working with the CEO to ensure activities remained focused on achieving our goals. The Board and staff team also developed a revised strategy for 2025 to 2028. The new strategy will be used to set action plans and performance metrics that will be reported against to the Board. The aim is to use the strategy to continue to drive operational improvement in the charity.
Together Co is committed to the highest standards of governance, believing that good governance should be embedded throughout the organisation. Board meetings, alongside Finance and Risk and People and Culture Subcommittee meetings, ensure strong oversight of the activities delivered and the financial accountability surrounding contracts and grants.
Risk management
The Board examines the risks to which Together Co is exposed and has established arrangements to maintain oversight of finance, risk management, business development, and people and culture issues. Risk management arrangements include documented internal financial controls and procedures to ensure the health and safety of staff, volunteers, and service users. Commercial insurance covers normal business risks, including professional indemnity and employee and volunteer liability.
The trustees' report was approved by the Board of Trustees.
The trustees, who are also the directors of Together Collective 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 charity 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 charity 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 charity and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
I report to the trustees on my examination of the financial statements of Together Collective (the charity) for the year ended 31 March 2025.
Having satisfied myself that the financial statements of the charity are not required to be audited under Part 16 of the Companies Act 2006 and are eligible for independent examination, I report in respect of my examination of the charity’s financial statements carried out under section 145 of the Charities Act 2011. In carrying out my examination I have followed the Directions given by the Charity Commission under section 145(5)(b) of the Charities Act 2011.
Since the charity’s gross income exceeded £250,000, the independent examiner must be a member of a body listed in section 145 of the Charities Act 2011. I confirm that I am qualified to undertake the examination because I am a member of the Association of Chartered Certified Accountants, which is one of the listed bodies.
I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:
accounting records were not kept in respect of the charity as required by section 386 of the Companies Act 2006.
the financial statements do not accord with those records; or
the financial statements do not comply with the accounting requirements of section 396 of the Companies Act 2006 other than any requirement that the financial statements give a true and fair view, which is not a matter considered as part of an independent examination; or
the financial statements have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities applicable to charities preparing their financial statements in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102).
I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the financial statements to be reached.
The statement of financial activities includes all gains and losses recognised in the year. All income and expenditure derive from continuing activities.
Together Collective is a private company limited by guarantee incorporated in England and Wales. The registered office is Projects The Lanes, Nile House, Nile Street, Brighton, BN1 1HW.
The financial statements have been prepared in accordance with the charity's governing document, the Companies Act 2006, FRS 102 "The Financial Reporting Standard applicable in the UK and Republic of Ireland" and the Charities SORP "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)". The charity is a Public Benefit Entity as defined by FRS 102.
The financial statements are prepared in sterling, which is the functional currency of the charity. 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 charity 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 or grantors 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 charity 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.
Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, it is probable that a transfer of economic benefits will be required in settlement, and the amount of the obligation can be measured reliably.
Expenditure is classified by activity. The costs of each activity are made up of the total of direct costs and shared costs, including support costs involved in undertaking each activity. Direct costs attributable to a single activity are allocated directly to that activity. Shared costs which contribute to more than one activity and support costs which are not attributable to a single activity are apportioned between those activities on a basis consistent with the use of resources. Central staff costs are allocated on the basis of time spent, and depreciation charges are allocated on the portion of the asset’s use.
Tangible fixed assets are initially measured at cost and subsequently measured at cost or valuation, net of depreciation and any impairment losses. The charity has a policy to capitalise assets over £1,000.
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 charity 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 charity 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 charity's balance sheet when the charity 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 charity’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 charity 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.
The charity is allocating contract income for provision of services to income from charitable activities. The presentation of the comparative figures has been amended to follow this accounting policy. There has been no impact on the total income in 2024.
The charity is applying an accounting policy of classifying expenditure by activity. The presentation of the comparative figures has been amended to follow this accounting policy. There has been no impact on the total expenditure in 2024.
In the application of the charity’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.
Included within governance costs are fees paid to the Independent Examiner of £3,000 (2024: £3,060).
None of the trustees (or any persons connected with them) received any remuneration during the year, but two of them were reimbursed a total of £54 travelling expenses (2024 - one trustee was reimbursed £77).
The average monthly number of employees during the year was:
Redundancy and termination payments totalling £9,250 were made in the reporting period.
The total remuneration of key management personnel during the year was £64,643 (2024: £64,351).
The charity is exempt from taxation on its activities because all its income is applied for charitable purposes.
Deferred income is included in the financial statements as follows:
The charity operates a defined contribution pension scheme for all qualifying employees. The assets of the scheme are held separately from those of the charity in an independently administered fund.
Included within other creditors is pension payable of £2,834 (2024: £2,988).
The restricted funds of the charity comprise the unexpended balances of donations and grants held on trust subject to specific conditions by donors as to how they may be used.
The unrestricted funds of the charity comprise the unexpended balances of donations and grants which are not subject to specific conditions by donors and grantors as to how they may be used. These include designated funds which have been set aside out of unrestricted funds by the trustees for specific purposes.
Designated funds
Contingency reserve
This reserve is in place to provide for the cost of staff redundancies upon closure of Together Co and is recalculated each year end. A transfer is made from general funds to adjust the value of the contingency reserve.
Legacy reserve
The legacy reserve is to be used for key operational projects, which are currently identified as:
1. Upgrade of the organisation's IT systems and related security including integrated digital approach to services, communications and fundraising
2. Compliance with GDPR and maximising benefits of integrated digital systems
3. Contract contingency to ensure that staff can continue to be employed in situations where successful funding has been secured but the contract commencement has been delayed by a short period.
4. Strategic corporate projects
At the reporting end date the charity had outstanding commitments for future minimum lease payments under non-cancellable operating leases, which fall due as follows:
The total amount of lease payments recognised as an expense during the year was £20,160 (2024: £18,540).
There were no disclosable related party transactions during the year (2024 - none).
The charity had no material debt during the year.