| The Reach for Health Centre Ltd |
| The report of the trustees for the year ended 31 March 2025 |
|
|
| Introduction |
| Reach for Health is a specialist rehabilitation and wellness centre in Daventry, Northamptonshire. Established in May 2010, we have supported individuals, families, and healthcare professionals by demonstrating the life-changing impact of physical activity, tailored rehabilitation, and strong community support. We believe everyone, regardless of age, ability, background, or diagnosis deserves the opportunity to live independently, confidently, and with a fulfilling quality of life. We work as an extension of the healthcare system, bridging the gap between NHS services and the long-term support people need to thrive. Each year, over 600 patients are referred to us by GPs, physiotherapists, specialist nurses, and other clinicians who trust our expertise. Many community rehabilitation teams also use our centre for their clinics, ensuring seamless continuity of care from hospital to long-term rehabilitation. |
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| Our vision is to provide a safe and accessible space where people can receive specialist rehabilitation, connect with others, and take meaningful steps towards improved health and wellbeing, whether they are living with long-term conditions, living in isolation and with poor mental health, or beginning an active lifestyle. |
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| Our mission statement - “Empowering individuals to achieve their utmost potential. Our mission is to nurture an inclusive environment that comprehensively supports the enhancement of physical, mental, and social well-being. Through accessible activities, therapy, and a secure, safe environment, we aim to empower individuals to thrive and enhance their overall quality of life. |
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| ” Sometimes amazing things do happen” |
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| Chairman’s statement |
| I am pleased to present this year’s statement and to welcome you to The Reach for Health Centre’s annual report. Throughout what has been both a busy and challenging year, we have remained firmly committed to our mission and vision, ensuring that our community continues to receive the specialist rehabilitation and wellbeing support they rely on. |
|
| Like many organisations within the sector, we have faced pressures linked to the broader economic climate, particularly in securing large grants and sponsorship. Despite this, we have continued to strengthen the charity by adapting, innovating, and responding to local need. This year, we undertook a complete review and update of our policy framework to ensure continued full compliance with employment law and Charity Commission requirements. |
|
| Operationally, we have continued to expand our expertise and service offer. We introduced new specialist classes in cardiac and pulmonary rehabilitation, and we launched our first peer support group to further enhance community connection and wellbeing. We also experienced one trustee resignation during the year, and we express our thanks for their contribution to the charity. |
|
| Demand for our services remains strong, and our service-user base continues to grow steadily. Our physiotherapy programme has expanded significantly, leading us to appoint an additional physiotherapist to meet the increasing need and maintain high-quality care. |
|
| Christopher Heaton-Harris |
| Chair of Trustees |
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| Public Benefit |
| The trustees confirm that they have complied with their duty under Section 17 of the Charities Act 2011 to have due regard to the Charity Commission’s guidance on public benefit. In reviewing the charity’s aims and planning our activities throughout the year, the trustees have ensured that all services and programmes delivered by The Reach for Health Centre are designed to provide clear and meaningful benefit to the public. |
|
| The public benefit delivered by the charity can be summarised across the following key areas: |
|
| Accessible Specialist Rehabilitation and Wellbeing Services |
| The charity provides a wide range of specialist rehabilitation programmes for individuals living with long-term neurological, musculoskeletal, cardiac, pulmonary, and other chronic health conditions. These include structured exercise programmes, manual therapy, physiotherapy, functional rehabilitation, and targeted specialist classes. These services help people regain or maintain independence, improve mobility, manage symptoms, reduce pain, and enhance overall quality of life. Many service users would otherwise be unable to access ongoing rehabilitation due to limited NHS provision and long waiting lists. |
|
| Support for Early Intervention, Prevention and Long-Term Self-Management |
| Our services reduce the pressure on NHS and social-care systems by focusing on early intervention and long-term condition management. By providing regular rehabilitation, evidence-based exercise programmes, and ongoing professional support, we help prevent deterioration, reduce risk of hospital admissions, improve recovery outcomes, and enable individuals to live more independently in the community. This approach aligns strongly with local health priorities across West Northamptonshire. |
|
| Promoting Social Inclusion and Reducing Isolation |
| The Centre offers a safe, supportive, and welcoming environment where people can connect with others facing similar challenges. Many of our service users experience isolation, anxiety, or reduced confidence due to their health conditions. Through group activities, peer support, social events, and community-led sessions, we provide a vital space for social connection, mental wellbeing, and emotional support. This community focus ensures our impact goes beyond physical rehabilitation. |
|
| Fair and Inclusive Access to Services |
| We are committed to ensuring that cost is never a barrier to accessing rehabilitation. Our fees are kept as low as possible, and we offer concessions, financial support pathways, and flexible membership options to ensure inclusivity. The Centre is fully accessible for people with disabilities, and our staff are trained to meet diverse needs. We welcome individuals of all ages, backgrounds, diagnoses, and levels of ability. |
|
| Integrated Working with Healthcare Professionals |
| We work in close partnership with GPs, physiotherapists, specialist nurses, NHS rehabilitation teams, and community health organisations. Over 600 individuals are referred to us each year as healthcare professionals trust our expertise and the high-quality outcomes we deliver. Community rehabilitation teams also use our facilities to run clinics, providing seamless continuity of care as individuals transition from clinical treatment into community rehabilitation. |
|
| Partnerships With Academic and Community Organisations |
| The charity contributes to the wider public benefit by collaborating with the University of Northampton and other institutions to support clinical research, student placements, and workforce development. This strengthens the future healthcare workforce and supports the sharing of knowledge, skills, and innovation across the region. We also work with local charities, voluntary groups, and community organisations to expand support networks and reach more people in need. |
|
| Positive Impact on Mental Health and Emotional Wellbeing |
| Many individuals who attend our services report improvements in confidence, purpose, mood, and coping abilities. Through supportive relationships with staff, volunteers, and peers, we help people build resilience and regain a sense of control over their lives. This is a significant public benefit, particularly in the context of widespread mental-health challenges linked to long-term conditions. |
|
| Strong Safeguarding and Governance to Protect the Public |
| The trustees ensure that all policies, procedures, and safeguarding measures are regularly reviewed and strengthened. This ensures that the charity operates safely, ethically, and in the best interests of service users and the community. |
|
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| Summary of Main Activities of the Charity |
| Specialist Rehabilitation and Exercise Programmes for Rehabilitation |
| • |
Delivering tailored rehabilitation programmes for individuals with long-term neurological, musculoskeletal, cardiorespiratory, and other chronic conditions. Also providing long-term management to assist in improving an individual’s quality of life. |
| • |
Offering specialist classes such as Cardiac Rehabilitation, Pulmonary Rehabilitation, Parkinson’s support, functional mobility training, and falls prevention programmes. |
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| Prevention, Early Intervention and Long-Term Self-Management |
| • |
Helping individuals prevent deterioration and reduce reliance on NHS services through evidence-based exercise, education, and condition-management strategies. |
| • |
Delivering a range of active healthy ageing programmes that support falls prevention, improved cardiovascular health, respiratory function, and long-term condition management. |
| • |
Provide immediate support for those recovering from elective or emergency surgeries like a joint replacement. |
|
| Community and Social Support Activities |
| • |
Offering a safe, inclusive environment where individuals can socially connect and build supportive relationships. |
| • |
Running community groups including craft, gardening, social clubs, and peer-led support groups. In the aim to promote confidence, reduce loneliness, and enhance emotional wellbeing. |
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| Inclusive Access and Affordable Support |
| • |
Keeping fees as low as possible to ensure affordability, offering concessions and flexible membership options to reduce barriers in accessing vital support. |
| • |
Providing a fully accessible environment equipped for individuals with disabilities, mobility challenges, and complex health needs. |
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| Partnership Working with Healthcare and Community Organisations |
| • |
Receiving more than 600 annual referrals from GPs, physiotherapists, specialist nurses, and NHS teams – bridging the gap of limited therapy following discharge often experienced by those who need on-going specialist attention. |
| • |
Hosting community rehabilitation and clinical teams onsite to support a smooth transition from hospital or clinical care into long-term rehabilitation. |
| • |
Establishing a formal partnership with the Muscular Dystrophy Support Centre (MDSC) to host a satellite clinic at our centre. This service provides specialist support for individuals living with muscular dystrophy across Northamptonshire and surrounding areas, ensuring local access to expert assessment, therapy, and long-term condition management. |
| • |
Working collaboratively with other community partners, charities, and health organisations to expand pathways of support and increase the reach of our services. |
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| Academic, Training and Research Collaboration |
| • |
Hosting regular student placements from many Universities, including Occupational Therapy, Physiotherapy, Sports Rehabilitation, and Sports Science students - Supporting the development of the future healthcare workforce and contributing to high-quality clinical education. |
| • |
Growing our academic partnership with University of Northampton through knowledge exchange and exploring opportunities for collaborative research and evaluation. |
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| Mental Health and Emotional Wellbeing Support |
| • |
Integrating emotional support, social connection, and confidence-building across all programmes. |
| • |
Helping individuals develop coping strategies, reduce anxiety, and improve overall mental wellbeing through activity and community engagement. |
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| Governance, Safeguarding and Operational Development |
| • |
Strengthening policies, safeguarding procedures, and operational systems to ensure safe and compliant service delivery. |
| • |
Expanding the staff team and preparing for future organisational growth, including plans to recruit an Executive Managing Director to support strategic development. |
|
|
| Future Plans |
| Service Expansion and Enhanced Clinical Delivery |
| We aim to continue growing our services by offering a wider range of tailored classes, specialist rehabilitation programmes, and evidence-based treatments. We will invest in upskilling our practitioners to broaden their expertise, ensuring we deliver consistently high-quality, person-centred care that remains affordable and accessible to all. |
|
| Developing a Sustainable Growth Model |
| The charity plans to develop a long-term, sustainable model for expansion, including the establishment of new rehabilitation centres. This will enable us to support increasing community need while contributing to wider NHS and local authority priorities around prevention, early intervention, and long-term condition management. |
|
| Strengthening Partnerships and Collaborative Networks |
| We will continue to build a strong network of like-minded charities, healthcare providers, academic partners, and community organisations. By sharing resources, knowledge, and best practice, we aim to increase collective impact and support more individuals across Northamptonshire and the surrounding areas. |
|
| Advancing Academic Partnerships and Collaborative Research |
| We plan to grow our academic partnership with the University of Northampton and other institutions to develop opportunities for joint research, evaluation, and evidence-based innovation. This includes expanding student placements, contributing to workforce development, and establishing a platform for collaborative research projects that enhance rehabilitation practice and demonstrate measurable community impact. |
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|
| Nature of the Governing Document and Constitution of the Charity |
| The Reach for Health Centre is a charitable company limited by guarantee, registered with both the Charity Commission for England and Wales and Companies House. The charity is governed by its Articles of Association, which serve as its governing document. |
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| The Articles of Association set out the charity’s purposes, trustee powers and responsibilities, rules for decision-making, and procedures for administering the charity. They also outline the arrangements for the appointment, election, retirement and removal of trustees, and the requirements for holding board and members’ meetings. |
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| As a charitable company limited by guarantee, The Reach for Health Centre has no share capital and is supported by members who each agree to contribute a nominal amount in the event of winding up. The Board of Trustees is responsible for the overall governance, strategic direction, and compliance of the charity, ensuring that all activities remain aligned with its charitable objectives and legal obligations. |
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|
| The Methods Adopted for the Recruitment and Appointment of New Trustees |
| New trustees are recruited and appointed in accordance with the procedures set out in the charity’s Articles of Association. When a vacancy arises, or when the Board identifies a need for additional skills or experience, potential trustees are sourced through open recruitment, professional networks, or recommendations from existing trustees and partners. |
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| All prospective trustees are provided with information about the charity’s aims, governance structure, and trustee responsibilities. Applicants are invited to meet with the Chair and senior leadership to discuss the role, assess suitability, and ensure alignment with the charity’s values and objectives. |
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| Formal appointments are approved by the Board of Trustees at a scheduled board meeting, in line with the charity’s governing document. All newly appointed trustees undergo an induction process which includes an introduction to the charity’s governance framework, policies, safeguarding responsibilities, and strategic plans. Ongoing training and development opportunities are provided to ensure trustees can fulfil their duties effectively. |
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|
| Organisational Structure and Decision Making |
| The Reach for Health Centre is governed by a Board of Trustees (who are also Directors) responsible for the charity’s strategic direction, governance, and compliance. The Board meets bi-monthly to review performance, monitor risk, approve policies, and make key strategic decisions. All decisions are made collectively, with delegated authority used where appropriate for urgent matters. |
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| Day-to-day management is delegated to the Senior Leadership Team, including the Centre Director, who oversees operations, staffing, service delivery, safeguarding, and financial management within the parameters set by the Board. Regular reporting ensures trustees remain informed and able to provide oversight. |
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|
| Risk Management |
| The trustees recognise their responsibility for identifying and managing the major risks facing the charity. A risk register is maintained and reviewed regularly by the Board to ensure potential risks are monitored, mitigated, and appropriately controlled. |
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| Key areas of risk considered include financial sustainability, safeguarding, operational delivery, workforce capacity, health and safety, data protection, and compliance with legal and regulatory requirements. The Board assesses the likelihood and potential impact of each risk and ensures that appropriate policies, procedures, and internal controls are in place to manage them. |
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|
| Financial Review |
| Policies on reserves |
| The trustees annually review the charity’s reserves to ensure financial stability, manage risk, and support the long-term sustainability of The Reach for Health Centre. The reserves policy is designed to ensure that the charity can continue delivering essential services during periods of financial uncertainty, unexpected expenditure, or fluctuations in income. The charity aims to maintain sufficient cover for six months of core operating costs. |
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| Availability and adequacy of assets of each of the funds |
| The Trustees have reviewed the charity’s funds and are satisfied that the assets held at year end are adequate to meet the obligations and planned activities of The Reach for Health Centre. |
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| The charity holds a combination of restricted and unrestricted funds; each managed in accordance with the donor’s intentions and the financial controls set by the Board. |
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| Unrestricted Funds |
| Unrestricted reserves remain essential for supporting day-to-day operations, staffing, building maintenance, essential equipment replacement, and general service delivery. |
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| At the year end, the balance of unrestricted funds was sufficient to ensure continuity of services and allowed the charity to operate without risk to its financial stability. |
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| The Trustees continue to work towards building an appropriate level of free reserves to safeguard against unexpected costs, income fluctuations, and wider economic pressures affecting the voluntary sector. |
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| Restricted Funds |
| Restricted funds received during the year were used solely for the purposes specified by funders. Key uses included: |
| • |
Specialist rehabilitation equipment |
| • |
Community programmes, class delivery and intervention development |
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| All restricted funds are fully supported by identifiable assets or expenditure. |
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| Overall Adequacy of Assets |
| The Trustees confirm that the charity’s assets are sufficient to meet current liabilities and planned commitments. Cash flow continues to be carefully managed, and the charity has not entered into any financial arrangements that would place its assets at undue risk. |
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| The Board is satisfied that the assets available are adequate for the charity’s operational requirements and for the continued delivery of public benefit in line with its charitable objectives. |
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| Transactions and Financial positions |
| During the financial year, The Reach for Health Centre continued to manage its resources responsibly to support the delivery and growth of rehabilitation and community services. |
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| Income |
| Total detailed income for the year amounted to £405,767, generated through a combination of grants, donations, class and therapy income, memberships, and fundraising activity. This aligns with the income reported in the Statement of Financial Activities, with minor differences due to rounding and accounting adjustments across unrestricted and restricted funds. |
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| Expenditure |
| Total detailed expenditure for the year was £459,848, reflecting the charity’s ongoing investment in service delivery and governance. Key expenditure areas included staffing, utilities, maintenance, equipment costs, administrative overheads, and the operational costs required to run a busy rehabilitation centre. Additional adjustments, such as depreciation and allocated support costs are reflected in the SoFA, leading to the final statutory expenditure figure. |
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| Net Position |
| The financial year resulted in a planned deficit as the charity continued to invest in strengthening its services, improving operational infrastructure, and responding to increased demand. |
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| The deficit shown in the formal accounts incorporates depreciation, support cost allocations, and fund transfers, providing a full picture of the charity’s financial activities over the year. |
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| Year-End Position |
| The Reach for Health Centre ended the year with positive net assets, supported by a combination of unrestricted and restricted funds. These assets include the charity’s fixed assets, primarily essential rehabilitation and fitness equipment. |
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| Summary |
| Despite pressures affecting the wider voluntary and health sectors, the charity remains financially stable, with assets adequate to meet its commitments. The Trustees continue to monitor financial performance closely, manage costs responsibly, and work proactively to develop sustainable income streams for future years. |
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| Share Capital |
| The company is limited by guarantee and therefore has no share capital. |
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| Statement of Trustees Responsibilities |
| The trustees are responsible for preparing the Trustees’ Annual Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards. Company law requires the trustees to prepare financial statements for each financial year that give a true and fair view of the state of affairs of the charity and of its incoming resources and application of funds for that period. |
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| In preparing the financial statements, the trustees are required to: |
| • |
select suitable accounting policies and 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; |
| • |
prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue its operations. |
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| The trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the charity’s transactions and disclose, with reasonable accuracy at any time, its financial position. They are also responsible for safeguarding the assets of the charity and taking reasonable steps to prevent and detect fraud and other irregularities. |
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| The trustees are responsible for ensuring that the charity complies with: |
| • |
the requirements of the Charities Act 2011; |
| • |
the Companies Act 2006 (if applicable); |
| • |
the charity’s governing document; |
| • |
relevant accounting regulations and reporting standards. |
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| The trustees confirm that, as far as they are aware, there is no relevant audit information of which the charity’s independent examiner is unaware, and they have taken all necessary steps to ensure they are aware of any relevant information needed by the independent examiner. |
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| Name, registered office and constitution of the charity |
| Full name: |
The Reach for Health Centre Ltd |
|
| Date of incorporation: |
24th of May 2010 |
|
| Company registration number: |
7263077 |
|
| Charity number: |
1138302 |
|
| Date charity registered: |
7th October 2010 |
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| Charity registered office: |
Stefen Hill Ground, Western Avenue, Daventry NN11 4UD |
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|
|
| Christopher Heaton-Harris |
| Director and Chair of Trustees |
|
| The Reach for Health Centre Ltd |
| Notes to the Accounts |
| for the Year Ended 31 March 2025 |
|
| 1 |
General Information |
|
The Reach for Health Centre Ltd is a charitable company registered and domiciled in England. Its registered office is Stefen Hill Ground, Western Avenue, Daventry, NN11 4UD. |
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|
| 2 |
Accounting policies |
|
Basis of preparation of the accounts |
|
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 2015)', Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland' and the Companies Act 2006. |
|
|
The Reach for Health Centre Ltd meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy. |
|
|
The financial statements are presented in £ Sterling, its functional currency and rounded to the nearest £. |
|
|
Accounting convention |
|
The financial statements are prepared, on a going concern basis, under the historical cost convention as modified by the revaluation of freehold land and buildings and fixed asset investments. |
|
|
Incoming Resources |
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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. |
|
|
Deferred income |
|
In accordance with the SORP grants received in advance and specified by the donor as relating to specific accounting periods or alternatively which are subject to conditions which are still to be met, and which are outside the control of the charity or where it is uncertain whether the conditions can or will be met, are deferred on an accruals basis to the period to which they relate. Such deferrals are shown in the notes to the accounts and the sums involved are shown as creditors in the accounts. |
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|
Recognition of liabilities |
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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. |
|
|
Grants awarded are included in the statement of financial activities when approved by the trustees and agreed with the recipient. The value of grants unpaid at the year end is accrued. Grants offered subject to conditions which have not been met at the year end date are noted as a commitment but not accrued as expenditure. |
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|
Fixed assets and depreciation |
|
Depreciation has been provided at the following rates in order to write off the assets (less their estimated residual value) over their estimated useful economic lives. |
|
|
Restricted |
20% straight line |
|
Unrestricted |
20% straight line |
|
|
Pension Costs |
|
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. |
|
|
|
Taxation |
|
As a registered charity, the company is exempt from income and corporation tax to the extent that its income and gains are applicable to charitable purposes only. |
|
| 2 |
Accounting policies (continued) |
|
Finance and operating leases |
|
Rentals payable in respect of operating leases where substantially all the benefits and risks of ownership remain with the lessor are charged to the Statement of Financial Activities as incurred. |
|
|
Funds structure policy |
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The charity maintains a general unrestricted fund which represents funds which are expendable at the discretion of the trustees in furtherance of the objects of the charity. Such funds may be held in order to finance both working capital and capital investment. |
|
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Restricted funds have been provided to the charity for particular purposes, and it is the policy of the board of trustees to carefully the monitor the application of those funds in accordance with the restrictions placed upon them. |
|
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There is no formal policy of transfer between funds or on the allocation of funds to designated funds, other than that described above. |
|
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Any other proposed transfer between funds would be considered on the particular circumstances. |
|
|
Financial Instruments |
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The charity only has basic financial assets and liabilities of a kind that qualify as basic financial instruments. These are initially recognised at transaction value and subsequently measured at their settlement value. |
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|
| 3 |
Deficit /Surplus for the Financial Year |
|
This is stated after charging :- |
2025 |
|
2024 |
| £ |
£ |
|
Depreciation of owned fixed assets |
21,140 |
|
16,101 |
|
Independant Examiniation Fee |
600 |
|
- |
|
Fund Audit fees |
- |
|
- |
|
|
| 4 |
Expenses paid to trustees or persons connected with trustees |
|
|
|
|
|
|
2025 |
|
2024 |
| £ |
£ |
|
The aggregate amount of expenses paid to trustees was |
- |
|
- |
|
|
|
|
|
|
|
|
|
|
There were no expenses paid to any trustees in the year ending 31st March 2025. |
|
|
| 5 |
Staff Costs and Emoluments |
|
|
|
|
|
|
2025 |
|
2024 |
| £ |
£ |
|
Gross Salaries |
306,662 |
|
244,949 |
|
Pension Costs |
6,254 |
|
3,324 |
|
|
|
|
|
|
312,916 |
|
248,273 |
|
|
|
|
|
|
|
|
|
|
Numbers of full time employees or full time equivalents |
2025 |
|
2024 |
|
Engaged on charitable activities |
12 |
|
12 |
|
|
|
|
|
|
12 |
|
12 |
|
|
|
|
|
|
|
|
|
|
There were no employees with emoluments in excess of £60,000 per annum |
|
|
| 6 |
Tangible fixed assets |
| Unrestricted |
|
Restricted |
|
Total |
| £ |
£ |
£ |
|
|
Asset cost, valuation or revalued amount |
|
At 1 April 2024 |
176,357 |
|
- |
|
176,357 |
|
Disposals |
- |
|
- |
|
- |
|
Additions |
3,399 |
|
4,678 |
|
8,077 |
|
At 31 March 2025 |
179,756 |
|
4,678 |
|
184,434 |
|
|
|
|
|
|
|
|
|
|
Accumulated depreciation and impairment provisions |
|
At 1 April 2024 |
148,183 |
|
- |
|
148,183 |
|
Disposals |
- |
|
- |
|
- |
|
Charge for the Year |
20,205 |
|
936 |
|
21,140 |
|
At 31 March 2025 |
168,387 |
|
936 |
|
169,323 |
|
|
|
|
|
|
|
|
|
|
Net book value |
|
At 1 April 2024 |
28,172 |
|
- |
|
28,172 |
|
At 30 June 2019 |
28,174 |
|
- |
|
28,174 |
|
At 31 March 2025 |
11,368 |
|
3,742 |
|
15,111 |
|
|
|
|
|
|
|
|
|
|
The restricted assets relate to those purchased with the Soroptomist grant in the year ending 31st March 2025. |
|
|
| 7 |
Debtors |
2025 |
|
2024 |
| £ |
£ |
|
Trade debtors |
1,762 |
|
1,762 |
|
Other Debtors |
- |
|
- |
|
Prepaid expenses |
- |
|
- |
|
Accrued income |
- |
|
13,585 |
|
Stock |
449 |
|
449 |
|
Loans Made |
- |
|
- |
|
|
|
|
|
|
2,211 |
|
15,796 |
|
|
|
|
|
|
|
|
|
|
| 8 |
Creditors: amounts falling due within one year |
2025 |
|
2024 |
| £ |
£ |
|
Bank loans and overdrafts |
- |
|
- |
|
Trade creditors |
2,063 |
|
4,522 |
|
Amounts due to associated or subsidiary undertakings |
- |
|
- |
|
Accruals |
8,642 |
|
1,950 |
|
Obligations under finance lease and hire purchase contracts |
- |
|
- |
|
PAYE and NI |
11,936 |
|
5,093 |
|
Other taxes |
- |
|
- |
|
Pension Contributions |
5,898 |
|
1,842 |
|
Other creditors |
- |
|
478 |
|
Deferred income and grants in advance |
- |
|
- |
|
|
|
|
|
|
28,539 |
|
13,884 |
|
|
|
|
|
|
|
|
|
|
| 9 |
Particulars of Individual Funds and analysis of assets and liabilities representing funds |
|
|
At 1 April 2024 |
Unrestricted |
Restricted |
Total |
| funds |
funds |
Funds |
| £ |
£ |
£ |
|
Fixed Assets |
28,172 |
|
- |
|
28,172 |
|
Current Assets |
139,003 |
|
- |
|
139,003 |
|
Current Liabilities |
(13,884) |
|
- |
|
(13,884) |
|
Long Term Liabilities |
- |
|
- |
|
- |
|
Provisions for charges |
- |
|
- |
|
- |
|
|
153,291 |
|
- |
|
153,291 |
|
|
|
|
|
|
|
|
|
At 31 March 2025 |
Unrestricted |
Restricted |
Total |
| funds |
funds |
Funds |
| £ |
£ |
£ |
|
Fixed Assets |
11,368 |
|
3,742 |
|
15,111 |
|
Current Assets |
112,639 |
|
- |
|
112,639 |
|
Current Liabilities |
(28,539) |
|
- |
|
(28,539) |
|
Long Term Liabilities |
- |
|
- |
|
- |
|
Provisions for charges |
- |
|
- |
|
- |
|
|
95,468 |
|
3,742 |
|
99,210 |
|
|
|
|
|
|
|
|
The individual funds included above are :- |
|
|
|
Funds at |
|
Movements |
|
Transfers |
|
Funds at |
|
|
2024 |
|
in |
|
Between |
|
2025 |
|
|
|
|
Funds |
|
funds |
|
|
|
|
as below |
| £ |
£ |
£ |
£ |
|
|
Lottery Prizes |
478 |
|
- |
|
(478) |
|
- |
|
Overhead Contingency |
75,000 |
|
- |
|
- |
|
75,000 |
|
PHE |
75 |
|
- |
|
- |
|
75 |
|
Soroptomist Grant |
- |
|
9,405 |
|
- |
|
9,405 |
|
Unrestricted Fund |
77,738 |
|
(63,486) |
|
478 |
|
14,730 |
|
|
153,291 |
|
(54,081) |
|
- |
|
99,210 |
|
|
|
|
|
|
|
|
|
|
Analysis of movements in funds as shown in the table above |
|
|
|
Incoming |
|
Outgoing |
|
Accrued |
|
Movement |
|
|
Resources |
|
Resources |
|
Income |
|
in funds |
| £ |
£ |
£ |
£ |
|
Lottery Prizes |
- |
|
- |
|
- |
|
- |
|
Overhead Contingency |
- |
|
- |
|
- |
|
- |
|
PHE |
- |
|
- |
|
- |
|
- |
|
Soroptomist Grant |
11,042 |
|
(1,637) |
|
- |
|
9,405 |
|
Unrestricted Fund |
394,725 |
|
(458,210) |
|
- |
|
(63,486) |
|
|
405,767 |
|
(459,848) |
|
- |
|
(54,081) |
|
|
|
|
|
|
|
|
|
|
Soroptomist Grant |
|
Part of this grant has been allocated to capital expenditure incurred during the year ending 31st March 2025. The remainder is allocated to capital expenditure in the following year. Consequently, funds are still appearing as available on the statement of financial account despite being fully spent. This expenditure will be realised in subsequent years through the depreciation of the assets over their useful life. |
|
|
| 9 |
Particulars of Individual Funds and analysis of assets and liabilities representing funds |
|
(continued) |
|
|
Comparative Year |
Funds at |
Movements |
Transfers |
Funds at |
|
|
2023 |
in |
Between |
|
2024 |
| Funds |
funds |
| as below |
| £ |
£ |
£ |
£ |
|
Lottery Prizes |
365 |
|
- |
|
113 |
|
478 |
|
Overhead Contingency |
60,000 |
|
- |
|
15,000 |
|
75,000 |
|
PHE |
75 |
|
- |
|
- |
|
75 |
|
Unrestricted Fund |
104,928 |
|
(12,077) |
|
(15,113) |
|
77,738 |
|
|
165,368 |
|
(12,077) |
|
- |
|
153,291 |
|
|
Analysis of movements in funds as shown in the table above |
|
|
|
Incoming |
|
Outgoing |
|
Accrued |
|
Movement |
| Resources |
|
Resources |
|
Income |
|
in funds |
| £ |
£ |
£ |
£ |
|
Lottery Prizes |
- |
|
- |
|
- |
|
- |
|
Overhead Contingency |
- |
|
- |
|
- |
|
- |
|
PHE |
- |
|
- |
|
- |
|
- |
|
Unrestricted Fund |
357,072 |
|
(369,149) |
|
- |
|
(12,077) |
|
|
357,072 |
|
(369,149) |
|
- |
|
(12,077) |
|
|
|
|
|
|
|
|
|
|
| 10 |
Share Capital |
|
The charity is incorporated under the Companies Acts and is limited by guarantee, each member having undertaken to contribute such amounts not exceeding one pound as may be required in the event of the company being wound up whilst he or she is still a member or within one year thereafter.
|