The Trustees of Quaker Service are pleased to present their annual Directors' report and the financial statements for 1st April 2024 to 31st March 2025. The Trustees are also Directors of Quaker Service for the purposes of company law.
The financial statements comply with the Charities Act 2016, the Charities Act (NI) 2013, The Charities (Accounts and Reports) Regulations (Northern Ireland) 2015, the Companies Act 2006, the Memorandum and Articles of Association, and Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2015).
The charity’s value statements are set out below.
Our Concern
Justice, fairness, and opportunity are not experienced equally by everyone in our community.
Our Purpose
Led by Quaker values, to provide services that give support and effect change.
Our Vision
A community in which each individual is valued, their voice heard, and their need addressed.
Our Values
All of our work is value-led - values which we hold in common with Quakers.
All of our work is value-led - values which we hold in common with Quakers.
Because all human life is of equal worth, we hope to work creatively for peace and reconciliation. We seek to give voice where a need presents itself and to find creative ways of dealing with conflict by appealing to the capacity for understanding in ourselves and in others. We recognise the importance of human relationships for individuals, families, and communities. We believe that working in partnership with others to restore positive relationships is beneficial in bringing about reconciliation and can lead to change.
Our belief in equality inspires us to challenge those in power and to try to change systems that cause social injustice and hinder us from being a caring community. We aim to treat all people fairly and without judgement, respecting and accepting all, regardless of individual circumstances. We are true to the commitments we make and steadfast and compassionate in the support we provide. Clear sighted as to our purpose, we work quietly and with integrity.
As an organisation we seek to ensure that we are financially healthy, that we use our resources responsibly and that we work collaboratively to ensure the best outcomes for those we serve. Aware of our impact on the planet, we recognise our personal and collective role in promoting sustainability and of proactive
In shaping the objectives for the year and planning activities, the Directors have considered the Charity Commission's guidance on public benefit, including the guidance 'public benefit: running a charity (PB2). Quaker Service relies on grants and donations as well as the income from its trading subsidiary, Quaker Care, to cover its operating costs.
Quaker Service believes that all its purposes satisfy both elements of the public benefit requirement and does not see any harm flowing from its purposes. The charity's beneficiaries are individuals and families in need and people residing within the Northern Ireland prison system.
Programme activity April 2024 to March 2025
This year saw work continue to take place on the four priorities identified in the Quaker Service 2023-2026 Strategic Plan.
Quaker Service Strategic Priority 1 - Criminal Justice
We will strengthen and invest in the Quaker Connections programme our work within the Criminal justice System.
Developing our skilled and experienced volunteer base through pursuing new recruitment pathways and creating a volunteer support model that is inclusive and supports the training needs of volunteers.
Quaker Connections
The active volunteer base of Quaker Connections has been maintained at 25 volunteers. Some experienced volunteers have stepped back due to personal reasons, whilst new volunteers have been recruited through various channels. Advertising through Volunteer Now and the Causeway Volunteer Centre have yielded a small number of enquiries and further volunteers are currently in the pipeline.
The volunteer induction programme has been developed, now including in-house Befriending/Circle training and prison tours tailored by location. Both NIPS Resettlement and the PBNI Prison Team have participated in volunteer training days. Six volunteers completed Vulnerable Adult and Safeguarding training, six completed in-house Circle training, and three completed in-house Befriending training.
In the last year the Volunteer and Development Manager completed OCN Level 2 training in Family Group Conferencing
Developing Specific Support Services for Prisoners from Ethnic Minority Groups in line with Volunteer Feedback
Prisoners from ethnic minority groups face distinctive challenges in custody, including discrimination, cultural isolation, and barriers to accessing support services. Ethnic minority prisoners value practical help and trust-based relationships and with the recruitment of BAME (Black, Asian and Minority Ethnic) Ask Him prison mentors we are seeing more prisoners from ethnic minority groups at our drop-in sessions. This is still an area for development and is limited by time resources and volunteer availability in prison. It has been valuable to participate in cultural awareness days for ethnic minority groups at Maghaberry Prison..
Developing a Service Advisory Group for Quaker Connections
Frequent meetings are held with Prison ASK Him Mentors to learn more about the services required by the men in prison. The Volunteer and Development Manager is an active member of the Accessing Services for Offenders (AFSO) group, participating in regular meetings.
Summary of Activities and Volunteer Engagement
Befriending Visits: 237 befriending visits were conducted across the three prisons.
Drop-in Sessions: 38 drop-in sessions were held at Maghaberry, providing a listening ear and signposting service to 119 inmates.
Yoga Sessions: 26 yoga sessions were delivered to 87 inmates from various landings at Maghaberry
Making Correct Moves Programme: 3 programmes were delivered, each over 13–16 weeks, engaging 26 inmates.
Community Referrals: 12 community referrals were facilitated
One-to-One Support: 52 one-to-one sessions were provided in prison.
Case Conferences: 2 case conferences were conducted.
One example of the impact of Befriending:
A request was made for a befriender for a young man who was receiving no visits and who had become extremely isolated within prison. He was linked up with a Quaker Connections volunteer and the regular visits that he started to receive immediately began to boost his self- confidence and self- esteem. Another benefit of the supportive relationship with his befriender was that he felt encouraged to engage with other prison services, which in turn led him to enrol in the Making Correct Moves programme, provided through Quaker Connections. Upon completing this peer led programme successfully, he himself became a peer mentor and volunteered to assist in the delivery of the course for others.
Immediately upon his release, Quaker Connections volunteers met with him to offer support with his reintegration into his community. Strong links were established with his probation officer, and additional help came from a local church, which provided voluntary work opportunities and ongoing guidance. After a few months he was offered work with a building company and started full time employment thereby reducing the chances of him reoffending and returning to custody.
Developing support for people leaving prison after lengthy sentences
A candidate was identified for the Circles of Support programme. Pre-release work was undertaken, including a volunteer meeting with the individual at Maghaberry Prison and a further meeting in Burren. The individual was re-called from their release; however, we continued to support and befriend the individual in prison while waiting for a new release date.
Collaboration with other voluntary sector agencies is essential to ensure that there is no duplication, and that there are effective support services for people leaving prison. We continue to engage with NIACRO, Extern, Barnardo’s, Start 360, Cruse, Relate, the Prison Arts Foundation, SVP and Habitat for Humanity. Last year we referred 3 individuals to access Habitat for Humanity’s, House to Home service the individuals received support such as interior painting and the provision of second-hand furniture to help furnish their accommodation.
Our strategic partnerships with local food banks have enabled us to provide essential food support to individuals in need. Currently, two participants—both experiencing challenges related to mental health and addiction—are availing themselves of this service.
Quaker Care has developed pre-release work and volunteering opportunities for those leaving prison.
Strengthening relationships with the Probation Board of Northern Ireland
We have established strong working relationships with the Probation Board of Northern Ireland, particularly through aligning with PBNI’s ongoing commitment to collaborating with other organisations to engage marginalised individuals through the Duke of Edinburgh Endeavour Award Programme.
Over the year Quaker Connections offered three projects through the Endeavour Award Programme for isolated individuals within the Intensive Support Unit, most of whom have previous custodial experience. The projects focused on cooking and horticulture and were based at Frederick Street Meeting House and at the Quaker Service allotment in Carryduff.
The aim of the programme was to offer participants a renewed sense of purpose and to give the opportunity to develop valuable skills. Over the course of each project, we witnessed significant personal growth and strong teamwork amongst participants, many of whom subsequently secured employment or achieved significant personal milestones. To celebrate the achievements of each one in successfully completing the course, a celebration event was held at Frederick Street at the end of each programme. Certificates were awarded and those who took part spoke movingly of what the project had meant to them.
Collaboration in Action – The Dig It 2
The Dig It 2 programme ran for seven weeks and involved seven participants from the PBNI Intensive Support Unit. In collaboration with Belfast Works, participants achieved an OCN Level 1 qualification in Horticulture and created hanging baskets, which were donated to Fredrick Street and the Quaker Care shop.
At the Quaker Service Carryduff allotment, participants engaged in permaculture activities led by our Eco Warrior, gaining practical experience in planting and site maintenance.
NIACRO provided disclosure training, supporting participants in understanding disclosure processes and assisting them in drafting disclosure letters.
The concluding celebration event at Frederick Street was attended by NIPS Governors, PBNI and all were impressed by the impact of the rehabilitation work undertaken.
Quaker Service Strategic Priority 2 - Working with Friends
We will strengthen our relationship with Friends
Working alongside Frederick Street Friends to be a strong, outward facing presence at Frederick Street, highlighting that our work is a visible demonstration of the values of Quakers
In a significant development for the charity, Quaker Service moved its administrative base to Frederick Street Meeting House in October 2024, following the completion of the refurbishment of the upstairs area into a modern office and meeting space. This work was funded and carried out by Quaker Service alongside the completion of second phase of the refurbishment work funded by Frederick Street on the interior of the Meeting House. This phase included the entrance hall, the dining/meeting room and the kitchen and, following on from the refurbishment of the Meeting Room in 2023, has created an attractive and welcoming space.
A working group of representatives from Quaker Service and from Frederick Street met regularly throughout the year to oversee the practical arrangements associated with the move and to develop the relationship further. All are keen that the arrangement works to the benefit of both the Meeting and the charity.
This is a time of considerable change and regeneration in the area around Frederick Street and one of the aims of refurbishing the Meeting House was to promote greater community use of the building. Working alongside the Meeting, Quaker Service is managing the use of the Meeting House by community groups, charities and other groups during the week. This is a valuable form of outreach for both the Meeting and the charity. We are grateful for the links that are now well established with organisations such as the North Belfast Heritage Cluster and feel that the Meeting House is already becoming a much more visible and known presence on Frederick Street.
A further appeal for the Frederick Street Development Fund was made through ‘The Friend’ in January 2025. Over the course of the financial year, £12,100 was raised for the fund.
Individual Friends and Quaker Meetings across Britain and Ireland continued to support Quaker Service over the year. Two fundraisers which have become annual events were again held at South Belfast Meeting House – the plant sale in early summer and the Christmas Craft Fair, which is organised jointly by South Belfast and Frederick Street Friends, in late November. Both events are always well supported by Friends across Ulster Quarterly Meeting, and considerable creativity and skill underpin the success of each one.
There is great appreciation of the many ways Friends support Quaker Service. One instance is the annual Christmas hamper appeal which took place again this year. The Community Development Worker linked up with Friends’ School and, in conjunction with local meetings, a large collection of food items was made. Local Friends gathered at Frederick Street just before Christmas and made up 67 hampers for distribution, reaching a total of 247 people.
Quaker Service Strategic Priority 3 - Community Development
We will be responsive to community need:
Researching and piloting services to address unmet need.
Strengthening community outreach at Frederick Street.
Developing befriending initiatives beyond prison-related work.
Listening to and amplifying the voices of refugees and asylum seekers, working in partnership with Friends and community groups.
Building collaborative programmes with local organisations.
Cultivating a network of purposeful relationships that support our mission.
Engaging with Education
Partnering with students and departments at Ulster University to strengthen learning, research, and practice.
Community Work 2024–2025: A Year of Development
In September 2024, we appointed to a new role a Community Development Worker. The development of this work coincided with the charity’s move to Frederick Street Quaker Meeting House. In a sense, events were coming full circle, as Frederick Street is where Quaker Service had its roots some 50 years ago.
The first priority of the Community Development Worker was to commence a scoping study in North Belfast, where levels of need remain high, and where the charity seeks to build relationships alongside well-established organisations. The aims of the scoping study were to identify unmet needs in the community and to explore ways to support existing initiatives, with the purpose of developing and piloting sustainable community service using an assets-based approach.
The CDW was supported in the work by a Community Development Advisory group whose members represented a range of experience in the area. Thanks must go to Shane Whelehan, Chief Executive, Kate Campbell, Quaker Service Board, Pat Henry, formerly Ulster University, Andy Hamilton, Ulster University and Manus Maguire, Clifton Community Regeneration Forum, for all their help and advice. A community development project timeline was produced for the purpose of the scoping study.
As the study progressed, the CDW cultivated several purposeful relationships to support the work of Quaker Service, attending over 50 meetings and events in the community up to the end of March 2025. Groups engaged with included the North Belfast Community Partnership Forum, Anaka Women’s Collective, the Belfast Unemployed Resource Centre, Voices of Young People in Care (VOYPIC) and the Simon Community.
A key relationship is with Ulster University and the CDW initially linked up with representatives from GEMS NI and the Ulster University Student Union to find out about support and advice for international students at the university. Alongside the Course Director of Foundation Year International students, the CDW then undertook a pilot study with Foundation Year International Students. This consisted of a written survey and two focus groups to gain further insight into the experiences of students arriving from overseas to study in Belfast and to ascertain volunteering opportunities for those students that would enable them to build relationships in the community.
Those surveyed reported a mixed experience on arriving in Belfast and at Ulster University. Some of the findings included,
50% of those surveyed experienced difficulties in identifying suitable affordable accommodation,
70% of those surveyed reported that they were made to feel welcome,
30% reported that they did not feel welcomed and had experienced racism.
62% of participants experienced loneliness and isolation and reported that they had limited opportunities for socialising and community integration.
90% would welcome opportunities to meet new people and integrate more into their locale.
75% said they would be very interested in volunteering opportunities with Quaker Service or a community partner, and
25% responded that they might consider volunteering.
The example of the research with Ulster University is only one instance of the work involved in the scoping study. The scoping study is due to be completed by summer 2025 and a report published.
A key purpose of the move to Frederick Street is to increase community use of the newly refurbished Meeting House accommodation. Since the move into Frederick Street, the Community Development Worker has welcomed new groups for meetings and activities. Visitors are shown around the building and the facilities available as well as being given a brief introduction to the values shared by the Meeting and the charity. Bookings by community groups, charities and others continue to grow, providing outreach and creating a vibrant centre of connection for the community the charity wishes to serve.
Quaker Service Strategic Priority 4 – A Sustainable Charity
We will be a sustainable charity
Developing social enterprise through our trading arm, Quaker Care
2024/25 was a year of change for Quaker Care and the Quaker Shop. In April, a Social Enterprise Business Development Manager (SEBDM) was appointed, a role largely funded by the Dormant Accounts Fund NI for a three-year period. The post was created to contribute to the financial sustainability of Quaker Service.
The Quaker Shop had a challenging start to the year as it was without an employed manager, and many thanks are owed to the volunteers and Margaret Hastings for enabling continuity of retail activity during this period. In June, a new Shop & Volunteer Manager was appointed.
Making use of her background and experience in merchandising and vintage retail, a new and unique personality of the Quaker Shop was developed. It became an engaging space to shop as well as displaying and pricing items to maximise sales value. To increase the profile of the shop the greater use of social media has been developed to create a lively social media presence on Facebook for Quaker Care.
The end of year covenant from Quaker Care to Quaker Service in March 2025 was £11,767 compared to £1,032 in the previous year. This was the result of improved retail trading performance, an outcome of incremental changes and improvements over the last nine months of the year. There is further potential for growth as online sales, which had ceased during the previous financial year, have not yet recommenced, and will be considered for re-introduction in 2025/26.
My first year as manager has seen a significant change both in how the shop looks and in the day-to-day operations. Our hard work has paid off, and we are in a good position to grow. Guided by Quaker values our shop continues to offer affordable goods, provide opportunities for volunteering and strengthens our connections with the community on the Lisburn Road. We have enhanced our customer offering and instore experience by introducing vintage and small items of furniture. By focusing on visual merchandising, layout and creative window displays we have increased footfall and enjoyed glowing feedback from our community of customers.
Engagement with Probation Service NI in the form of Community Service placements was limited, with just one participant completing some hours. Quaker Care will seek to work with PBNI again in the future. Collaboration did take place between Quaker Care and the service users of Quaker Service – A terrarium workshop with Dig It participants, who kindly donated their creations for sale in the shop, and one graduate of the programme has become a regular volunteer with Quaker Care, making a highly valued contribution.
The activities of the shop would not be possible without the generosity of 27 volunteers who regularly and reliably give their time, effort and creativity to their roles. We are extremely grateful to all the volunteers and seek to increase their numbers in the coming year. In addition to the volunteers, the shop is also thankful to the brilliant customers who shop and donate – their kind words on the improvements made in store are frequent and appreciated.
Progress has been made in developing the social enterprise. The Social Enterprise Business Development Manager consulted widely in drawing up a draft strategic plan for Quaker Care for Board approval. The strategy is designed to set out a clear road forward for Quaker Care and is centred around four pillars: Sustainability, Social Impact, Mechanisms of Innovation and Implementation and Monitoring. The SEBDM himself has engaged with several capacity and network building programmes that will embed Quaker Care within the thriving social enterprise scene throughout Ireland and add skills previously absent in the organisation. Aligning with the draft strategy was the work carried out in developing a detailed business plan for a café in the caretaker’s flat on the site of Frederick Street Meeting. In addition, an exercise was started before the end of the year to recruit Quaker Care Board members with experience of finance and social enterprise.
Year 1 of the 3-year funded role has focused on laying the foundations for sustainable growth. Year 2 will see strategies and plans implemented that will develop Quaker Care further. All the work undertaken is designed to ensure that Quaker Care is strategically positioned to expand its social impact, guided by strong Quaker principles and a commitment to ethical, innovative enterprise.
The Finance & Personnel Committee met five times during the year reviewing fundraising, risk management, and recruitment, as well as monitoring investments, cash flow and income and expenditure. The Reserves Policy was kept under review over that period.
Recruitment
Over the course of the year, four appointments were made. Three were new posts: a Social Enterprise Business Development Manager (from April 2024), a Community Development Worker (from September 2024) and a Facilities Manager (part-time) from September 2024. In June 2024 a new Volunteer and Shop Manager was appointed.
Quaker Cottage
The organisation Black Mountain Shared Space moved out of the Cottage in June 2024 on the opening of its new facilities at the foot of Black Mountain on the Ballygomartin Road. It did not prove possible to find another organisation to move into the Cottage. The Board held two special meetings to consider the future use of the Cottage. Six options were identified and explored, with discussion of the gains and drawbacks associated with each one. At a facilitated session held in August 2024, a formal decision-making process was undertaken with the conclusion that the property should be sold. This decision is being taken forward.
The Charity had a deficit of £30,836 at the year-end. The figure includes planned expenditure from reserves of some £18,000 on the refurbishment of the office accommodation at Frederick Street. It is anticipated that there will be further planned deficits as funds are designated from reserves for capital expenditure to support our work.
RESULTS
There were net outgoing resources for the year attributable to unrestricted reserves of £30,836 (2024: £43,634) which now stand at £805,483. There were no net incoming or outgoing resources for the year (2024: £4,107 outgoing) attributable to restricted reserves which stand at £NIL.
1. Aim of reserves policy
Following a review of the reserves policy for Quaker Service in 2025, the Management Board has agreed reserves to enable the charity to meet the needs of its beneficiaries by:
Securing and sustaining the charity’s viability and future;
Reassuring its beneficiaries, members, funders and the general public that Quaker Service intends to use all the money coming into its care for the general purposes of the charity as set out in the memorandum and articles of association; and
Developing services as evidenced by need.
2. The range of reserves needed
Our reserves policy is twofold.
It will be policy to hold a minimum of three months and a maximum of six months expenditure in hand (i.e., over and above that held in fixed assets and designated funds). This includes the cost of statutory redundancy and notice payments of the current staff team.
In addition, funds may be designated for specific purposes such as:
Building, asset purchase and refurbishment provision.
Development fund, with amounts set aside by the Management Board depending upon plans for service/project development.
Other purposes as approved by the Board.
We aim to expend funds designated for specific purposes within a period of 18 months.
3. The current level of reserves held
Following a Finance & Personnel Committee meeting on 5th August 2025, the Board has agreed that the total reserves being designated or restricted for 2025/2026 (excluding fixed assets) is £416,847.
Designated Funds £397,585
£187,085 5.5 months operating costs from the 24/25 Budget (not including depreciation, management charges or £100k reserves for capital expenditure) of £128,622 plus redundancy liabilities of £19,041
£140,000 Service Development Priorities
£60,000 Frederick Street Development
£8,500 Quaker Cottage maintenance and repairs and legal fees
£2,000 541 Lisburn Road repair and maintenance
Restricted Funds £15,843
£15,843 Family Group Conferencing Funds
Free Reserves £3,419
4. Monitoring and Reviewing the Policy
The Finance & Personnel Committee will monitor the policy on a regular basis and will put forward proposals each year to the Management Board for consideration.
The Management Board will continue to review the policy on an annual basis in the summer of each year when the annual accounts are being presented for approval.
5. Total charity funds analysis at 31st March 2025
| 2025 | 2024 | 2023 | 2022 |
Restricted Funds | £15843 | £15843 | £45450 | £43549 |
Unrestricted Funds |
|
|
|
|
Tangible Fixed Assets | £388591 | £409555 | £437798 | £465200 |
Designated Funds | £397585 | £404663 | £395005 | £483101 |
Free Reserves | £3419 | £6213 | £5762 | £1880 |
Funds Carried Forward | £805438 | £836274 | £884015 | £993730 |
The Board has wide investment powers granted under section 4 in the Memorandum of Association which states that the Board may 'invest the moneys of the Company not immediately required for its objects in or upon such investments, securities or property as may be thought fit and in keeping with Quaker values.' The Board has granted its investment managers discretion to manage its investments within the parameters set by the Board.
Quaker Service has a strong ethical basis guided by Quaker beliefs and values. We require our investment managers to avoid direct equity investment in companies which produce alcohol, armaments, pornography and tobacco and fossil fuels, companies whose main activities relate to gambling and companies where there are significant human rights concerns. The Board prefers investments in companies which make a positive contribution to society and the environment including companies listed in the FTSE4GOOD Index.
The charity's investment managers, Quilter Cheviot, provide regular reports on the performance of investments and other relative matters for the attention of the Board. They also meet with the Finance & Personnel Committee at least annually. In January 2024 we decided to move our main investment portfolio managed by Quilter Cheviot to a short-term fixed interest portfolio as the previous portfolio was being impacted negatively by the war in Ukraine and other adverse market conditions. This has proved to be a good decision, allowing more certainty in our financial planning.
The Board reviews its investments twice a year and reserves the right to require the investment managers to dispose of specific equities which it feels do not fit in with its ethical concerns.
The Chief Executive and Finance and Personnel Committee have kept the Risk Register under review over the year, making amendments as necessary.
The Management Board of Quaker Service is responsible for safeguarding the organisation, its assets and third parties, including staff and volunteers, and recognises the importance of risk management. We seek to embed risk management into the culture of Quaker Service and to promote risk awareness amongst the people involved in governing our Charity, those delivering our services, and amongst the beneficiaries of our services.
The organisation's Corporate Risk Register categorises our risk under the headings of Governance, Strategic, Compliance, Operational, Financial, Environmental and Reputational. The Register is reviewed regularly in accordance with Principle 3 of The Code of Good Practice (3rd Edition revised 2021).
Quaker Service is a company limited by guarantee governed by its Memorandum and Articles of Association dated March 2007. The company is under the control of the Directors who are, therefore, acting Trustees for the Charity.
The Objects of the Company as set out in its Memorandum of Association and as listed on the register of charities are to promote the benefit of the inhabitants of Ulster (hereinafter called the "area of benefit") without distinction of gender, sexual orientation, disability/ability, race, political, religious or other opinion, by associating the statutory authorities, voluntary organisations and the inhabitants in a common effort to improve the conditions of life for the said inhabitants and in in particular to; a) take over and absorb the Ulster Quaker Service Committee which has existed in Northern Ireland since 1969, and to carry on and continue the work of the said Committee; b) relieve poverty, advance education and provide a direct service to prisoners and the families of prisoners in the area of benefit by providing or assisting others in the provision of facilities, practical support, training and education for prisoners and their families and organising educational, recreational and other leisure-time activities for the children of prisoners; c) relieve poverty, advance education and to provide facilities in the interests of social welfare for the education, recreation and leisure-time occupation of families and individuals who by reason of social or economic circumstances have need of such facilities, so that their conditions of life may be improved; d) work towards the elimination of discrimination and promote equality of opportunity, and good relations between persons of different racial and religious groups; e) such other purposes as shall be exclusively charitable as the Company may from time to time decide.
Between April 1st 2024 and March 31st 2025 there were seven scheduled Board meetings. Five meetings of the Finance and Personnel Committee took place during the same period.
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:
Board members are elected at the Annual General Meeting from the charity's membership by the members present. The Management Board is to contain a minimum of 75% Friends and Attenders of which half must be Friends (Members of the Religious Society of Friends). Furthermore, up to 25% of the Board of Directors may be appointed from Associate Members of the Company. On 31st March 2025, the Management Board was comprised of six (60%) Friends, four (40%) Attenders and no Associate members.
New Directors are provided with an induction meeting with the Chief Executive (and/or Chair) to help them understand the roles, responsibilities, skills, and contributions that they, as Trustees, are expected to make. A Directors’ manual is provided with detailed information to support them in their new role, including (1) Quaker Service: history, constitution, company information, charitable status, strategic plan, annual reports and other publications; (2) Management Board: membership, role, responsibilities, conflict of interest, code of good governance; (3) Staff: Organisation structure; (4) Financial information; (5) Policies and Procedures; and (6) Previous minutes.
Approximately £4,700 was held in joint fundraising efforts with Fredrick Street Friends for development of the Meeting House during this period.
In accordance with the company's articles, a resolution proposing that HM Chartered Accountants be reappointed as auditor of the company will be put at a General Meeting.
The trustees' report was approved by the Board of Trustees.
The trustees, who are also the directors of Quaker Service 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.
Opinion
We have audited the financial statements of Quaker Service (the ‘charity’) for the year ended 31 March 2025 which comprise the statement of financial activities, the statement of financial position, the statement of cash flows and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).
In our opinion, the financial statements:
Basis for opinion
We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor's responsibilities for the audit of the financial statements section of our report. We are independent of the charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
In auditing the financial statements, we have concluded that the trustees' use of the going concern basis of accounting in the preparation of the financial statements is appropriate.
Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charity’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.
Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.
Other information
The other information comprises the information included in the annual report other than the financial statements and our auditor's report thereon. The trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.
We have nothing to report in this regard.
We have nothing to report in respect of the following matters in relation to which the Charities Accounts and Reports Regulations (Northern Ireland) 2015 requires us to report to you if, in our opinion:
the information given in the financial statements is inconsistent in any material respect with the trustees' report; or
sufficient accounting records have not been kept; or
the financial statements are not in agreement with the accounting records; or
we have not received all the information and explanations we require for our audit.
As explained more fully in the statement of trustees' responsibilities, the trustees, who are also the directors of the charity for the purpose of company law, are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the trustees are responsible for assessing the charity’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.
We have been appointed as auditor under section 65(2) of the Charities Act (Northern Ireland) 2008 and report in accordance with the Act and relevant regulations made or having effect thereunder.
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.
The extent to which our procedures are capable of detecting irregularities, including fraud, is detailed below.
Our approach to identifying and assessing the risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, was as follows:
the engagement partner ensured that the engagement team collectively had the appropriate competence, capabilities and skills to identify or recognise non-compliance with applicable laws and regulations;
we identified the laws and regulations applicable to the company through discussions with directors and/or senior management, and from our commercial knowledge and experience of the sector;
We focused on specific laws and regulations which we considered may have a direct material effect on the financial statements or the operations of the company, including Companies Act 2006, taxation legislation, data protection, anti-bribery, employment, environmental and health and safety legislation
we assessed the extent of compliance with the laws and regulations identified above through making enquiries of management and inspecting legal correspondence; and
identified laws and regulations were communicated within the audit team regularly and the team remained alert to instances of non-compliance throughout the audit.
We assessed the susceptibility of the company’s financial statements to material misstatement, including obtaining an understanding of how fraud might occur, by:
making enquiries of management as to where they considered there was susceptibility to fraud, their knowledge of actual, suspected and alleged fraud; and
considering the internal controls in place to mitigate risks of fraud and non-compliance with laws and regulations;
To address the risk of fraud through management bias and override of controls, we:
performed analytical procedures to identify any unusual or unexpected relationships;
tested journal entries to identify unusual transactions;
assessed whether judgements and assumptions made in determining the accounting estimates set out in Note 2 were indicative of potential bias; and
investigated the rationale behind significant or unusual transactions;
In response to the risk of irregularities and non-compliance with laws and regulations, we designed procedures which included, but were not limited to:
agreeing financial statement disclosures to underlying supporting documentation;
reading the minutes of meetings of those charged with governance;
enquiring of management as to actual and potential litigation and claims; and
reviewing correspondence with HMRC and the company’s legal advisors;
There are inherent limitations in our audit procedures described above. The more removed that laws and regulations are from financial transactions, the less likely it is that we would become aware of non-compliance. Auditing standards also limit the audit procedures required to identify non-compliance with laws and regulations to enquiry of the directors and other management and the inspection of regulatory and legal correspondence, if any.
Material misstatements that arise due to fraud can be harder to detect than those that arise from error as they may involve deliberate concealment or collusion.
A further description of our responsibilities is available on the Financial Reporting Council’s website at: https://www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor's report.
Use of our report
This report is made solely to the charity’s trustees, as a body, in accordance with Part 4 of the Charities Accounts and Reports Regulations (Northern Ireland) 2015. Our audit work has been undertaken so that we might state to the charity’s trustees those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charity and the charity’s trustees as a body, for our audit work, for this report, or for the opinions we have formed.
HM Chartered Accountants is eligible for appointment as auditor of the charity by virtue of its eligibility for appointment as auditor of a company under section 1212 of the Companies Act 2006.
The statement of financial activities includes all gains and losses recognised in the year. All income and expenditure derive from continuing activities.
Quaker Service is a private company limited by guarantee incorporated in Northern Ireland. The registered office is 541 Lisburn Road, Belfast, BT9 7GQ.
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, [modified to include the revaluation of freehold properties and to include investment properties and certain financial instruments at fair value]. 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.
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.
Fixed asset investments are initially measured at transaction price excluding transaction costs, and are subsequently measured at fair value at each reporting date. Changes in fair value are recognised in net income/(expenditure) for the year. Transaction costs are expensed as incurred.
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.
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 the Quaker cottage expenses of £33,794 is £15,694 (2024: £28,243 ) of depreciation.
The average monthly number of employees during the year was:
The remuneration of key management personnel was as follows:
The charity considers its key management personnel includes all persons that have authority and responsibility for planning, directing and controlling the activities of the charity. The total compensation paid to key management was £121,512 (2024: £117,378).
The charity is exempt from taxation on its activities because all its income is applied for charitable purposes.
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 charity receives restricted funding for several of its projects as noted above. More details of the purpose of these funds and activities undertaken are given in the directors’ report.
During the year the charity identified that funds relating to the Family Group Conferencing should be recognised as restricted and a transfer from unrestricted funds has been shown to reflect this.
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.
The directors had previously designated funds to replace minibuses used for the cottage project. All vehicles are now hired rather than purchased so the funds have been transferred to the cottage project. Other transfers are made to support the projects in receipt of restructured funds for general reserves.
There were no financial commitments at the year end.
As a direct subsidiary under the control of Quaker Service, Quaker Care Ltd is considered to be a related party of the company.
During the year Quaker Care Ltd donated by way of gift aid its profit for the year ended 31 March 2025, £11,767 (2024: £1,032).
At 31 March 2025 the amount due to the company from Quaker Care Ltd was £59,506 (2024: £102,056)
The charity had no material debt during the year.
The Charity is a company limited by guarantee and does not have a share capital. It is governed by a Memorandum & Articles of Association and the liability of each member is limited to an amount not exceeding £1.