REGISTERED COMPANY NUMBER: SC362935 (Scotland)

REGISTERED CHARITY NUMBER: SC040902

Report of the Trustees and

Unaudited Financial Statements for the Year Ended 31 March 2025

for

North Argyll Carers Centre Limited

Page

Reference and Administrative Details

1

Report of the Trustees

2

to

11

Independent Examiner's Report

12

Statement of Financial Activities

13

Balance Sheet

14

to

15

Notes to the Financial Statements

16

to

27

TRUSTEES

Dr J Houston

Ms E Shaw

Ms M M MacLean

Ms P J Watson

Ms M Backhouse (appointed 10.7.25)

C Jamieson (appointed 10.7.25)

COMPANY SECRETARY

REGISTERED OFFICE

Albany Street

Oban

Argyll

PA34 4AL

REGISTERED COMPANY NUMBER

SC362935 (Scotland)

REGISTERED CHARITY NUMBER

SC040902

INDEPENDENT EXAMINER

Mackay & Co CA

120 George Street

Oban

Argyll

PA34 5NT

SOLICITORS

T C Young Solicitors

Melrose House

69a George Street

Edinburgh

The trustees who are also directors of the charity for the purposes of the Companies Act 2006, present their report with the financial statements of the charity for the year ended 31 March 2025. The trustees have adopted the provisions of Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019).

OBJECTIVES AND ACTIVITIES

Objectives and aims

The objects of the Company are:

i. to relieve the needs of carers of individuals resident in North Argyll who are suffering from any form of mental and /or physical disability illness or impairment (which may include age associated problems) and those for whom they provide the care.

ii. to advance the education, increase the health and welfare and relieve the poverty and distress of carers within North Argyll area and elsewhere ("the Area of Benefit"); carers being defined for the purpose as being those persons who care in a voluntary capacity for any individual suffering from any form of mental and/or physical disability, illness or impairment.

iii. to promote and/or provide training to carers and others in skills associated with the care of and /or meeting the needs of or providing support to people resident in the Area of Benefit and suffering from any form of mental and/or physical disability, illness or impairment.

iv. to provide facilities for recreation and other leisure time occupation for the purpose of improving the conditions of life of carers of individuals resident in the Area of Benefit who suffer from any form of mental and/or physical disability or illness and those for whom they provide care.

v. to promote, establish and operate and/or support other schemes and projects of a charitable nature provided always these schemes and projects have a similar charitable purpose and aims to those of the Company.

Significant activities

To achieve its purposes, the charity:

- Provides a broad range of tailored and person-centred services which address the emotional and practical needs of unpaid carers in Oban, Lorn and the Isles

- Works with carers on production of Adult Carer Support Plans and Young Carer Statements under the Carers (Scotland) Act, ensuring carers' needs are identified and addressed,

- Runs regular groups and activities, including peer support groups, educational sessions, and social activities for adult, parent and young carers,

- Provides free counselling and therapeutic services, such as massage, manual therapy, and emotional support, to help carers manage the emotional and physical impact associated with their caring role,

- Supports carers to access short breaks and respite opportunities,

- Seeks to extend service range, supplementing direct provision through creative partnerships, referrals and signposting

- Represents the voice of carers at local and national forums, highlighting the distinct challenges faced by those living in the remote and rural communities of Oban, Lorn and the Isles.

- Organises awareness campaigns, and engagement sessions within the local community to increase understanding or unpaid carers and reach out to those not yet accessing support,

- Engages in fundraising and applies for grants to sustain and expand services.

ACHIEVEMENTS AND PERFORMANCE

Charitable Activities

During the year, we registered 98 new adult carers and 16 new young carers, bringing the total number of carers supported to 892. We received 81 referrals from the HSCP and made 4,895 review calls to carers. We provided advice, information, and signposting support to carers on 5,444 separate occasions. Our team completed 169 Adult Carer Support Plans, and 50 Young Carer Statements with carers. Additionally, 259 massage and manual therapy sessions and 391 counselling sessions were provided to support carers' wellbeing.

We facilitated 256 group sessions, including weekly and monthly peer support groups in person and online, afterschool clubs, a young carers forum, school holiday activities, day trips, residential stays, Christmas lunches and parties, spa days and horse-riding, with 720 attendances from adult and parent carers and 778 from young carers. A total of 79 short breaks were funded through Shared Carer Scotland's Time to Live fund, Carers Trust's Carers Fund and our own HSCP funding, offering carers valuable time to rest and recharge with and without those they are caring for. As a delivery partner of Shared Care Scotland's Respitality Project, which celebrated its 10th birthday this year, we continued to create connections with local and national hospitality providers, building relationships and securing donations of meaningful short breaks opportunities for carers. This year, we supported carers to access 20 donated breaks, including overnight stays, day passes to visitor attractions and vouchers for spa treatments and dining experiences.

Charitable Activities (contd)

Through a grant from Shared Care Scotland's Creative Breaks fund we delivered our "Happy Post" project which consists of monthly online activities via Zoom delivering enjoyable, creative activities and a shared positive

Throughout 2024-25, North Argyll Carers Centre undertook a series of strategic and operational improvements aimed at enhancing service delivery and team cohesion. The year began with a significant management restructure following the retirement of the Assistant Manager. This led to the creation of an Adult Carer Service Coordinator role and an Office and Operations Coordinator role, aligning responsibilities more effectively and releasing funding to create an additional 27-hour support worker post in the Adult Carer Support team and a 10-hour post in the Young Carer Support team. In addition, we made successful appointments to our 2 vacant Adult Carer Support Worker posts. In January 2025 our Carer Activities Coordinator announced her intention to retire at the end of March which prompted the decision to review the role, resulting in the creation of a Carer Activity Support Worker role in the adult carer team. Revising the role to include a carer support caseload aligned it more closely with how we provide activities for parent carers and young carers, which are planned and delivered by carer support workers supporting the carers accessing the activities, rather than a dedicated activities worker. This change also enabled us to reallocate hours to expand carer support capacity, allowing an existing team member's hours to increase to full-time, better reflecting the scale of her caseload and activity delivery responsibilities. We carried out recruitment for both the Carer Activities Support Worker post and the vacant Coll Support Worker role, resulting in successful appointments. A volunteer was also recruited to assist with database clean-up and website redesign.

Increasing carer support hours significantly enhanced our delivery capacity, and as the year progressed, the restructure demonstrated its effectiveness. The Management Team worked together to streamline and simplify processes, clarify procedures, and make workloads more manageable, giving staff greater confidence and ensuring consistency of approach. This expanded capacity has enabled the team to maintain high-quality service provision while managing growing caseloads more effectively. By redistributing workload and increasing frontline hours, we've fostered a stronger sense of stability across the staff team and demonstrated our commitment to safeguarding their wellbeing and reducing operational pressure. Investment in capacity not only supports our current team but also future-proofs the organisation, ensuring we remain responsive, resilient, and able to meet our commitment to deliver the exceptional standard of carer support our community relies on.

Charitable Activities (contd)

In addition to our ongoing contract with Argyll and Bute HSCP we were successful in securing funding from several key sources during 2024-25, each contributing to the sustainability and expansion of our carer support services. Funding from Share Care Scotland's Creative Breaks Fund enabled us to continue our Adult Carer and Young Carer 'Time for Me' projects for another year, supporting peer support groups, day trips, residentials, activities and therapies. Our application to Children in Need was also successful, securing continuation funding for our Young Carers' afterschool groups and Photography Club. We received support from Shared Care Scotland's Better Beaks Fund to maintain our Parent Carer groups, day trips, therapies, and activities. In addition, the Community Mental Health and Wellbeing Fund provided funding to sustain the ongoing delivery of our counselling service. Funding for the third year of the Social Isolation Fund was confirmed by Scottish Government, which supports projects on Mull, Iona, Tiree, and Coll, and day trips for people living with Dementia and Parkinson's and their carers, as well as intergenerational activities for adult and young carers. We were very pleased to receive a visit to this project from Kaukab Stewart MSP, Minister for Equalities. She spoke with staff delivering the project and carers who had benefitted from taking part in the activities offered. It was good to have this recognition and to be able to highlight not only our successes, but the challenges carers and carers centres, especially in remote and rural areas, are facing.

The various projects delivered across the year, are focused on early intervention and prevention, and play a vital role in supporting carers and reducing the risk of crisis. The proactive approach ensures carers receive timely, meaningful support that not only builds resilience and long-term capacity to sustain caring roles, but also contributes to reduced social isolation, increased connectedness, and a greater sense of happiness and wellbeing. By placing emphasis on person-centred support, and the importance of taking guilt-free time out, we continue to create opportunities for young and adult carers and their friends and family to enjoy fun and exciting breaks from day-to-day routines, helping them feel valued, supported, and part of a community.

North Argyll Carers Centre also expressed interest in piloting Distress Brief Intervention referrals, although this initiative was later placed on indefinite hold. Despite this, the Centre maintained its commitment to innovation and responsiveness, ensuring that all changes aligned with its mission to support unpaid carers effectively.

Partnerships

We continue to work closely with colleagues across Education, Health, and Social Care, as well as a wide range of community and third sector organisations including Lorn and Oban Healthy Options, the Dove Centre, Oban Youth Café, Hope Kitchen, The Dementia Resource Centre, Carr Gomm Community Contacts, ALIenergy, Crossroads North Argyll, The Rockfield Centre, MECOPP, Social Enterprise Academy, Social Security Scotland, local housing associations, Cùram on Tiree, Coll Community Council, and the Community Learning Team.

We are active members of the Locality Planning Group, Community Planning Group, Carers Act Implementation Group, and of the Living Well Network until its discontinuation, contributing to strategic discussions and collaborative initiatives. Our involvement in the Lorn Medical Practice Frailty Group continues to support early identification of carers and holistic family support.

We attend meetings with Carers Centre and Service Managers across Argyll and Bute, providing a valuable space for peer support, sharing good practice, and advocating for resources. We also participate in the Joint Working Partnership of Carers Centre Chairs, which plays a strategic role in influencing local and national policy.

Nationally, we are a Network Partner of Carers Trust and members of Carers UK, the Coalition of Carers in Scotland, and the Scottish Young Carers Services Alliance. These partnerships ensure that carers in Oban, Lorn and the Isles are represented at national level and benefit from funding, training, and policy engagement.

We continue to work with Shared Care Scotland through the Better Breaks, Creative Breaks, and Time to Live programmes, and as a Respitality Delivery Partner. These collaborations enable us to offer carers meaningful short breaks and opportunities for rest and renewal.

FINANCIAL REVIEW

Financial position

The year under review shows an overall surplus of £15,065, compared to a surplus of £8,330 in the previous year. Looking at Unrestricted funds, there is a surplus of £29,546 compared to a surplus of £36,053 in the previous year.

At the year end the charity had £273,140 in general funds with £326,468 of this in the bank, with short term creditors of £61,235. The remaining funds are made up of short-term debtors of £6,000 and furnishings and equipment with a value of £1,907.

2024-25 is the seventh year of the implementation of the Carers (Scotland) Act. Demand for our services continues to increase but additional direct statutory funding has been limited. The uplift in our HSCP contract was significantly below inflation.

With only a minimal increase in core funding, we have remained focused on delivering high-impact services through careful financial stewardship. Staff have worked diligently to use resources carefully, reduce costs where possible, and prioritise value for money. Alongside this, we have actively pursued alternative funding streams to strengthen our unrestricted income, supporting both operational flexibility and long-term sustainability. This approach reflects our commitment to responsible financial management and ensures we can continue to meet growing demand without compromising the quality of support we provide.

We recognise the importance of remunerating staff fairly and as such it was important to us to offer a pay rise. This was applied as applied a progressive wage increase ensuring that lower-paid staff received a higher percentage uplift to support equity and cost-of-living pressures

Principal funding sources

The charity's principal source of funding is the grant income from public sources, primarily from Argyll and Bute Health and Social Care Partnership. Material levels of funding are derived from Trusts and from public fund-raising.

Investment policy and objectives

There is provision for a reserve fund, so a prudent investment policy is appropriate. Reserve funds will necessarily be treated as a cash reserve to meet contingencies (see Reserves Policy below), so are invested in an immediate access account bearing the best interest possible.

Reserves policy

The long-term aim of the company is to have sufficient liquid reserves to cover short term liabilities, and to achieve this by holding 3 months' operating cash. At the present time, this policy is being met. The company had reserves of £292,774 at the end of the period (2024: £277,709). However, £19,634 are restricted funds to be used for specific purposes (as detailed in Note 15). The unrestricted funds amount to £273,140 (2024: £187,284).

FUTURE PLANS

This year, we were proud to achieve Carer Positive Engaged status, recognising our commitment to supporting staff who have caring responsibilities. This milestone reflects our ongoing efforts to create a workplace culture that values and understands the needs of carers. Looking ahead, we are determined to progress towards Carer Positive Exemplary status, further embedding carer-friendly practices across our organisation. We also aim to use our experience to support other local employers in becoming Carer Positive, sharing insights and practical approaches that can make a real difference. We hope to link this work with our partnerships through Respitality and other organisations we collaborate with, strengthening our collective impact in supporting unpaid carers across the region.

As Scotland moves towards implementing the new Right to a Break for unpaid carers-part of the Care Reform (Scotland) Act-we are exploring opportunities to contribute to shaping its delivery. With consultation and co-design central to the implementation process, we believe our practical insights and local connections can help ensure the new rights are meaningful, accessible, and responsive to carers' real needs. We will be actively involved in helping to design the strategy for delivery in Argyll and Bute through our role within the Health and Social Care Partnership, and we are committed to bringing the voice of carers in Oban, Lorn and the Isles into national discussions around implementation.

STRUCTURE, GOVERNANCE AND MANAGEMENT

Governing document

The charity is controlled by its governing document, a deed of trust, and constitutes a limited company, limited by guarantee, as defined by the Companies Act 2006.

North Argyll Carers Centre Limited, incorporated in July 2009, is a Company Limited by Guarantee, not having a share capital. It is governed by its Memorandum and Articles of Association, which outline its charitable purposes and operational framework.

Governing Bodies

The Members of the company are Carers who use the Centre and others with an interest in the work of the Centre. The Members, at the Annual General Meeting, appoint Directors in accordance with the Articles of Association. The Board of Directors is responsible for the direction and management of the charity under the terms of the Companies Act 2006 and the directors are regarded as Trustees of the charity.

Organisational structure

The Board of Directors is responsible for strategic direction of the charity, for setting budgets and monitoring performance and for oversight of the officers. During the period under report the Board met on eight occasions. The Manager is responsible for the day-to-day management of the charity and for assessing funding opportunities. She is in attendance at all Board meetings and reports on operational performance. She works with the Treasurer to set the annual budget which is scrutinised and approved by the Board. Any expenditure out with the budget requires approval by the Board.

Induction and training of new trustees

New trustees are briefed on their responsibilities under the Companies Act and under charity law, and are provided with a copy of 'Guidance for Charity Trustees' issued by OSCR. In addition, they are briefed on the company's Memorandum & Articles of Association, on the charity's objectives and purposes, and on the charity's financial performance and risk profile

Related parties

Zivile Matijaskiene is employed by the organisation as our Office and Operations Coordinator, and also operates a separate company, Close to You, providing home help and befriending services to support carers. During the reporting period, payments were made to her company from the Time to Live (TTL) fund for carer support services, and from unrestricted funds for cleaning services provided to the organisation.

Kathleen House is employed by North Argyll Carers Centre as our Adult Carer Team Coordinator. In a private capacity, as one of the 3 professional counsellors delivering our counselling service, she has received payment from the Community Mental Health and Wellbeing Fund during the reporting period.

Risk management

The trustees manage risk by the following:

- Assessing the risks faced by the charity and recording this assessment in a Risk Register which identifies the current risk level based on factors affecting the organisation.

- Establishing systems and procedures to mitigate those risks identified, and noting them in the Risk Register

- Implementing procedures to minimise any possible impact should those risks materialise

- Ensuring that policies are in place to define procedures for handling situations that might pose risk.

- Ensuring the register is reviewed at each meeting of the Board, with individual Board members having oversight of a specific area within the register. Amendments and potential new risks are presented to the Board for their consideration and action as required. The register is updated/amended by the Treasurer if required. This is a standing item on the Board Meeting agenda.

Carers centres across Scotland are facing increasing financial and operational pressures. Our organisation is not immune to these challenges, with risks including reduced local authority funding, rising demand for services, and difficulties in recruiting and retaining staff. The volume and complexity of need are placing heavy pressure on our capacity, with more carers presenting in crisis and requiring intensive support. This is further intensified by the ageing demographic in Argyll and Bute, which adds to the challenging landscape for social care systems and increases the responsibilities placed on unpaid carers.

These pressures have a direct impact on staff morale at North Argyll Carers Centre. Our team is deeply committed to supporting carers, but the emotional toll of high demand, limited resources, and increasingly complex cases is significant. We continue to invest in staff wellbeing through reflective practice, peer support, and wellbeing initiatives, but recognise that sustained investment and strategic planning are essential to maintain a resilient workforce.

To address financial risk and ensure long-term sustainability, we are actively exploring ways to reduce our reliance on statutory funding. While local authority support remains vital, we recognise the vulnerability of depending too heavily on a single funding stream-particularly in the current climate of public sector cuts. As a non-trading organisation, we are focusing on diversifying income through increased fundraising, grant applications, strategic partnerships, and investigating the potential for sponsorship, aiming to build a more resilient financial base that can support innovation and growth in our services.

Cyber security also remains a growing concern. As we continue to digitise our services and handle sensitive personal data, we recognise the importance of robust cyber resilience. Threats such as phishing, ransomware, and data breaches pose significant risks to service continuity and trust. We are committed to strengthening our cyber security posture through staff training, improved systems, and alignment with national frameworks such as Cyber Essentials and Better Security, Better Care.

North Argyll Carers Centre is actively involved in consultation and discussion at a national level relating to the Scottish Government's intention to create a National Care Service. Uncertainty continues around how this will be implemented and it's effect for unpaid carers and carers centres. We continue to ensure that the voices of carers in remote and rural communities across the Oban, Lorn and Isles area are heard. We remain committed to ensuring that proper recognition, rights and protections for the unpaid carer workforce are represented in discussions at all levels. We will also ensure that services like ours are recognised for the value they bring to their communities and the unique role they fulfil in supporting unpaid carers.

The crisis in Social Care continues to have a very significant impact on unpaid carers and their families. We observe daily, the risk to the health and wellbeing of carers and those they care for that this situation represents. For us as an organisation it has an impact in terms of the increasing numbers of unpaid carers reaching crisis and advising of fears about their ability to sustain caring roles in the future. We continue to deliver a high quality, person centred emotional and practical support service to unpaid carers and the importance of the non-statutory, preventative support and respite opportunities we deliver continues to be of paramount importance in this challenging environment. We will continue to express our concern for the wellbeing of carers and those they care for and highlight the significant risk that recruitment issues in Social Work and Homecare engender for this invaluable unpaid workforce.

The exponential increase in the numbers of carers registering for support, has not slowed in the last year. Staffing shortages, financial pressures and waiting lists in statutory services, with significant unmet need even where carers are at substantial and critical risk in their caring roles, mean that the challenges carers face continue to be more complex. Though we have worked to identify means to address capacity issues and support our staff team's wellbeing, the demands on our them remain very high. It is a priority, for the next year, to review our operational practices to identify any means to protect our team's physical, emotional and mental heath while ensuring we can continue to deliver an undiluted quality service to carers. We will make full use of he resources available to us as a Carers Trust Network Partner to help us do so.

Approved by order of the board of trustees on 2 December 2025 and signed on its behalf by:

Dr J Houston - Trustee

Independent examiner's report to the trustees of North Argyll Carers Centre Limited ('the Company')

I report to the charity trustees on my examination of the accounts of the Company for the year ended 31 March 2025.

Responsibilities and basis of report

As the charity's trustees of the Company (and also its directors for the purposes of company law) you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 ('the 2006 Act').

Having satisfied myself that the accounts of the Company are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of your charity's accounts as carried out under Section 145 of the Charities Act 2011 ('the 2011 Act'). In carrying out my examination I have followed the Directions given by the Charity Commission under Section 145(5) (b) of the 2011 Act.

Independent examiner's statement

Since your charity's gross income exceeded £250,000 your examiner must be a member of a listed body. I can confirm that I am qualified to undertake the examination because I am a member of the Institute of Chartered Accountants of Scotland, 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:

1.	accounting records were not kept in respect of the Company as required by Section 386 of the 2006 Act; or

2.	the accounts do not accord with those records; or

3.	the accounts do not comply with the accounting requirements of Section 396 of the 2006 Act other than any requirement that the accounts give a true and fair view which is not a matter considered as part of an independent examination; or

4.

the accounts 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 accounts 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 accounts to be reached.

David Ross CA

The Institute of Chartered Accountants of Scotland

Mackay & Co CA

120 George Street

Oban

Argyll

PA34 5NT

Date: .............................................

31.3.25

31.3.24

Unrestricted

Restricted

Total

Total

fund

funds

funds

funds

Notes

£

£

£

£

INCOME AND ENDOWMENTS FROM

Donations and legacies

2

5,842

266

6,108

16,048

Charitable activities

4

Support of carers

349,881

136,059

485,940

479,839

Investment income

3

2,807

-

2,807

2,763

Total

358,530

136,325

494,855

498,650

EXPENDITURE ON

Charitable activities

Support of carers

328,984

150,806

479,790

490,320

NET INCOME/(EXPENDITURE)

29,546

(14,481

)

15,065

8,330

Transfers between funds

12

56,310

(56,310

)

-

-

Net movement in funds

85,856

(70,791

)

15,065

8,330

RECONCILIATION OF FUNDS

Total funds brought forward

187,284

90,425

277,709

269,379

TOTAL FUNDS CARRIED FORWARD

273,140

19,634

292,774

277,709

31.3.25

31.3.24

Unrestricted

Restricted

Total

Total

fund

funds

funds

funds

Notes

£

£

£

£

FIXED ASSETS

Tangible assets

9

1,907

-

1,907

2,687

CURRENT ASSETS

Debtors

10

6,000

-

6,000

6,000

Cash at bank and in hand

326,468

19,634

346,102

327,928

332,468

19,634

352,102

333,928

CREDITORS

Amounts falling due within one year

11

(61,235

)

-

(61,235

)

(58,906

)

NET CURRENT ASSETS

271,233

19,634

290,867

275,022

TOTAL ASSETS LESS CURRENT LIABILITIES

273,140

19,634

292,774

277,709

NET ASSETS

273,140

19,634

292,774

277,709

FUNDS

12

Unrestricted funds

273,140

187,284

Restricted funds

19,634

90,425

TOTAL FUNDS

292,774

277,709

The charitable company is entitled to exemption from audit under Section 477 of the Companies Act 2006 for the year ended 31 March 2025.

The members have not required the company to obtain an audit of its financial statements for the year ended 31 March 2025 in accordance with Section 476 of the Companies Act 2006.

The trustees acknowledge their responsibilities for

(a)	ensuring that the charitable company keeps accounting records that comply with Sections 386 and 387 of the Companies Act 2006 and

(b)

preparing financial statements which give a true and fair view of the state of affairs of the charitable company as at the end of each financial year and of its surplus or deficit for each financial year in accordance with the requirements of Sections 394 and 395 and which otherwise comply with the requirements of the Companies Act 2006 relating to financial statements, so far as applicable to the charitable company.

These financial statements have been prepared in accordance with the provisions applicable to charitable companies subject to the small companies regime.

The financial statements were approved by the Board of Trustees and authorised for issue on 2 December 2025 and were signed on its behalf by:

P J Watson - Trustee

1.	ACCOUNTING POLICIES

Basis of preparing the financial statements

The financial statements of the charitable company, which is a public benefit entity under FRS 102, have been prepared in accordance with the Charities SORP (FRS 102) '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)', Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland' and the Companies Act 2006. The financial statements have been prepared under the historical cost convention.

Income

All income is recognised in the Statement of Financial Activities once the charity has entitlement to the funds, it is probable that the income will be received and the amount can be measured reliably.

Voluntary income is received by way of grants, donations and gifts and is included in full in the statement

of financial activities when receivable. Grants where entitlement is not conditional on the delivery of a specific performance by the charity, are recognised when the charity becomes unconditionally entitled to the grant.

Donated services and facilities are included at the value to the charity where this can be quantified. The value of services provided by volunteers has not been included.

Gifts donated for resale are included as incoming resources within activities for generating funds when they are sold.

Grants, including grants for the purchase of fixed assets, are recognised in full in the statement of financial activities in the year in which they are receivable.

Income from investments is included in the year in which it is receivable.

Expenditure

Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to that expenditure, 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 accounted for on an accruals basis and has been classified under headings that aggregate all cost related to the category. Where costs cannot be directly attributed to particular headings they have been allocated to activities on a basis consistent with the use of resources.

Tangible fixed assets

Depreciation is provided at the following annual rates in order to write off each asset over its estimated useful life.

Fixtures and fittings

-

25% on reducing balance

Computer equipment

-

25% on reducing balance

Taxation

The charity is exempt from corporation tax on its charitable activities.

Fund accounting

Unrestricted funds can be used in accordance with the charitable objectives at the discretion of the trustees.

Restricted funds can only be used for particular restricted purposes within the objects of the charity. Restrictions arise when specified by the donor or when funds are raised for particular restricted purposes.

Designated funds are part of the unrestricted funds which trustees have earmarked for a particular project or use, without restricting or committing the funds legally. The designation may be cancelled by the trustees if they later decide that the charity should not proceed or continue with the use or project for which the funds were designated.

Further explanation of the nature and purpose of each fund is included in the notes to the financial statements.

Pension costs and other post-retirement benefits

The charitable company operates a defined contribution pension scheme. Contributions payable to the charitable company's pension scheme are charged to the Statement of Financial Activities in the period to which they relate.

2.	DONATIONS AND LEGACIES

31.3.25

31.3.24

£

£

Donations

6,108

16,048

3.	INVESTMENT INCOME

31.3.25

31.3.24

£

£

Interest received

2,807

2,763

4.	INCOME FROM CHARITABLE ACTIVITIES

31.3.25

31.3.24

Activity

£

£

Grants

Support of carers

485,940

479,839

Grants received, included in the above, are as follows:

31.3.25

31.3.24

£

£

HSCP Core Funding

349,080

338,250

Shared Care Scotland Time to Live Funding

21,325

20,883

Carers Trust Carers Fund

1,386

2,130

Carers Trust - Coach Hire

600

-

Shared Care Scotland Better Breaks

16,575

13,575

Shared Care Scotland Adult Carer Time for Me

27,397

31,269

BBC Children in Need

28,530

28,530

Argyll & Bute TSI Community Mental Health & Wellbeing

-

9,000

Social isolation & loneliness fund

12,268

7,127

St Vincent de Paul

-

250

Shared Care Scotland

(640

)

-

Shared Care Scotland Young Carer Time for Me

29,218

28,825

Argyll & Bute Council

201

-

485,940

479,839

5.	NET INCOME/(EXPENDITURE)

Net income/(expenditure) is stated after charging/(crediting):

31.3.25

31.3.24

£

£

Depreciation - owned assets

780

1,343

6.	TRUSTEES' REMUNERATION AND BENEFITS

There were no trustees' remuneration or other benefits for the year ended 31 March 2025 nor for the year ended 31 March 2024.

Trustees' expenses

There were no trustees' expenses paid for the year ended 31 March 2025 nor for the year ended 31 March 2024.

7.	STAFF COSTS

The average monthly number of employees during the year was as follows:

31.3.25

31.3.24

Management, Admin & support workers

16

17

No employees received emoluments in excess of £60,000.

8.	COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES

Unrestricted

Restricted

Total

fund

funds

funds

£

£

£

INCOME AND ENDOWMENTS FROM

Donations and legacies

7,990

8,058

16,048

Charitable activities

Support of carers

338,250

141,589

479,839

Investment income

2,763

-

2,763

Total

349,003

149,647

498,650

EXPENDITURE ON

Charitable activities

Support of carers

316,410

173,910

490,320

NET INCOME/(EXPENDITURE)

32,593

(24,263

)

8,330

Transfers between funds

3,460

(3,460

)

-

Net movement in funds

36,053

(27,723

)

8,330

RECONCILIATION OF FUNDS

Total funds brought forward

151,231

118,148

269,379

TOTAL FUNDS CARRIED FORWARD

187,284

90,425

277,709

9.	TANGIBLE FIXED ASSETS

Fixtures

and

Computer

fittings

equipment

Totals

£

£

£

COST

At 1 April 2024 and 31 March 2025

6,945

12,228

19,173

DEPRECIATION

At 1 April 2024

6,840

9,646

16,486

Charge for year

29

751

780

At 31 March 2025

6,869

10,397

17,266

NET BOOK VALUE

At 31 March 2025

76

1,831

1,907

At 31 March 2024

105

2,582

2,687

10.	DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

31.3.25

31.3.24

£

£

Other debtors

6,000

6,000

11.	CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

31.3.25

31.3.24

£

£

Social security and other taxes

-

6,696

Accrued expenses

52,235

52,210

Deferred government grants

9,000

-

61,235

58,906

12.	MOVEMENT IN FUNDS

Net

Transfers

movement

between

At

At 1.4.24

in funds

funds

31.3.25

£

£

£

£

Unrestricted funds

General fund

187,284

29,546

56,310

273,140

Restricted funds

Time to Live

15,773

2,451

(15,357

)

2,867

Adult Time for Me

33,274

3,170

(24,384

)

12,060

Carers Trust Carers Fund

(200

)

200

-

-

Carers Support Fund - Respite

14,413

(5,995

)

(8,418

)

-

Therapies

-

(858

)

858

-

Counselling

-

(1,019

)

1,019

-

Other grants

855

-

-

855

CMHWB

10,307

(10,307

)

-

-

Argyll & Bute Hardship

1,924

(1,924

)

-

-

Social Isolation & Loneliness Fund

2,914

(2,119

)

-

795

St Vincent de Paul

150

(100

)

-

50

YC TFM Creative Breaks

9,965

2,020

(8,978

)

3,007

Better Breaks Fund

1,050

-

(1,050

)

-

90,425

(14,481

)

(56,310

)

19,634

TOTAL FUNDS

277,709

15,065

-

292,774

Net movement in funds, included in the above are as follows:

Incoming

Resources

Movement

resources

expended

in funds

£

£

£

Unrestricted funds

General fund

358,530

(328,984

)

29,546

Restricted funds

Time to Live

21,325

(18,874

)

2,451

Adult Time for Me

27,663

(24,493

)

3,170

Carers Trust Carers Fund

1,386

(1,186

)

200

Carers Support Fund - Respite

-

(5,995

)

(5,995

)

Therapies

-

(858

)

(858

)

Counselling

-

(1,019

)

(1,019

)

Children in Need

28,530

(28,530

)

-

CMHWB

-

(10,307

)

(10,307

)

Argyll & Bute Hardship

-

(1,924

)

(1,924

)

Social Isolation & Loneliness Fund

12,268

(14,387

)

(2,119

)

St Vincent de Paul

-

(100

)

(100

)

YC TFM Creative Breaks

29,218

(27,198

)

2,020

Better Breaks Fund

15,935

(15,935

)

-

136,325

(150,806

)

(14,481

)

TOTAL FUNDS

494,855

(479,790

)

15,065