A Place To Call Our Own Limited

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Trustees' Report	1—11
Independent Auditor's Report	12—13
Statement of Financial Activities (including Income and Expenditure Account)	14
Comparative Statement of Financial Activities (including Income and Expenditure Account)	15
Statement of Financial Position	16
Statement of Cash Flows	17
Notes to the Statement of Cash Flows	18
Notes to the Financial Statements	19—28

The trustees present their report and the financial statements for the year ended 31 July 2025.

Objectives and Activities

Aims and Objectives

Introduction from Lee Piercy, APTCOO (A Place to Call Our Own) Chairman

I am pleased and privileged to present this Trustee Report on behalf of the Charity.

On behalf of the Board of Trustees, I extend sincere thanks to our dedicated staff, volunteers, community partners, and fellow Trustees for their unwavering commitment to providing safe, high‑quality care to the people we support. In a year shaped by changes in public policy, a turbulent political climate, and rising costs, your resilience and professionalism have been exceptional.

Day‑to‑day operations at APTCOO are led by our CEO and Senior Leadership Team, under the governance of our Board of Trustees—a group who bring significant knowledge, experience, and insight from across sectors to guide APTCOO’s development and success.

This year, we have seen the benefits of investing in our people, enhancing green environments, and progressing our new property in Bassetlaw—Tall Trees. More service users accessed support, and attendance at our special school increased, enabling more young people to have their needs met earlier in their often challenging lives.

Whenever I visit our sites and teams, I am inspired by their dedication and ambition. Their expertise is rooted in empathy for children and families and in kindness and respect for one another. I am proud of the leadership, drive, and determination that APTCOO demonstrates every day.

Looking ahead, we anticipate continued political, economic, and social change. We are proactively advancing our strategic priorities to ensure APTCOO remains agile and sustainable—by Thinking Differently, collaborating with key stakeholders, and leveraging the voice of people.

A heartfelt thank you to every person in the APTCOO team. You bring a wealth of knowledge, lived experience, kindness, and compassion. We also extend our gratitude to everyone who has financially supported APTCOO. With your continued support, we look forward to carrying on our vital work.

Introduction from Carol Burkitt, Chief Executive Officer (CEO)

A year of meaningful change

As we reflect on the past year, I am proud to share the profound impact APTCOO has made in the lives of the families we support and across our local community.

At APTCOO, we bring together lived experience and professional expertise to provide specialist information, expert advice, and a compassionate listening ear.

Lived experience at the heart

Lived experience is central to everything we do. It enables us to offer services that are authentic, compassionate, and truly resonate with the families we support. Our holistic approach is why so many families continue to place their trust in us—knowing we will be here for them, whenever they need us.

After fifteen years at the helm of APTCOO, one truth has never changed: change is constant. We have survived and thrived by holding fast to our values—genuine kindness and our shared humanity.

Our work reaches deep into the lives of families, children and our own team. That depth requires emotional intelligence and the humility to know that none of us are flawless. At APTCOO we choose grace over gripe. We listen first, we extend trust, and when mistakes happen, we learn—together.

I am deeply proud to share this year’s report. It is heart‑centred and rooted in empathy, not competition or hierarchy. Compassion is not a soft alternative to results; it is how we get results that last. Compassion helps us keep things simple when the system feels complex. It helps us coordinate with partners and stand steady through change, challenge and crisis. It is the everyday practice behind our promise: the right support, at the right time, in the right place, with the right people.

Thank you to our families for your courage, to our staff and volunteers for your care, and to our partners and commissioners for your trust. Together we are making homes safer, days happier, lives healthier and futures more hopeful—one compassionate act at a time.

Annual Highlight | Summer Bazaar at Tall Trees

This year, Tall Trees was buzzing with excitement, laughter, and plenty of smiles as we hosted our Summer Bazaar—a fundraising event and a celebration of community spirit.

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From the moment the doors opened, the atmosphere was warm and welcoming. Our wonderful team, volunteers, parents/carers, and young people worked together to make the day truly special. Delicious homemade cakes and drinks were enjoyed by all, and a fantastic range of products showcased the value of our Grow‑to‑Grow Enterprise Project.

The homegrown and handmade items highlighted the talent and creativity across APTCOO, including some very gifted parents, staff, and young people who worked hard the day before to prepare for the event. It was heart‑warming to see young people from APTCOO in Bassetlaw’s after‑school club and the APTCOO Independent Special School in attendance—able to see first‑hand how their enterprise projects contributed to plant sales and refreshments. This clearly demonstrates how APTCOO blends its charity heart with education, promoting each pupil’s personal development and positive community impact.

Thank you

None of this would be possible without the dedication of our team, volunteers, and all those who support APTCOO. Together, we are making a difference—ensuring every family feels seen, supported, and empowered.

Public Benefit

APTCOO has built on its long legacy of family support to establish a dynamic, holistic and strengths-based approach to work with the SEND community, whatever their background or circumstances, whatever has happened in the past and whatever is happening now in the present. As APTCOO continues to expand and develop communities of reflective practice, we increasingly transform our frontline experience into an evidence base of what works when placing family, and their voices, at the heart of our day-to-day work, providing a community of practice.

Across all our services, APTCOO focuses on:

• Creating opportunity and life chances

• Promoting health, wellbeing and connectedness

• Supporting families through all life stages and major changes

• Helping to build and sustain safe, supportive relationships

• Amplifying family stories and the voices of families today

• Supporting a system that respects the whole family, treating every child as a whole person, not a diagnosis to be managed

• Relationships Really Matter

We provide extensive wraparound services that focus on health, wellbeing and fun. Activities are embedded in our local communities that form part of a network of community inclusion.

Our services include:

• Waiting well, support and access to parent group and wellbeing activities

• Delivery of specialist workshops

• Emotional wellbeing support for families

• After school activity groups for children and young people across all age ranges

• Therapeutic sensory space

• School Holiday Activities

• Volunteering

• Education, training, and employability; learning and work experience

• APTCOO provides hosting to other complementary providers and agencies enabling families to benefit from joined up services and coordinated care.

Our Values

At APTCOO, our vision is to build a community where every family and every child who is neurodivergent and/or has special needs and/or disabilities including early life trauma, is empowered, supported and no family ever feels alone.

Our mission is to provide a safe, nurturing, and inclusive environment for every parent, carer, child, and young person we support. Our SEND community is strengthened by the rich mix of diversity among our families, staff, and partners. This diversity brings fresh perspectives, fosters understanding, and enriches every aspect of our work. At APTCOO, we believe in reciprocal learning; recognising that everyone in our community, from children and families to staff and partners, brings valuable knowledge and experiences that help us grow together. Over the past year, we have worked closely with our dedicated team, partners, and families to deliver high-quality, specialist services that meet the needs of our families and commissioners.

Our Impact is measured not only by service outcomes, but by the confidence, independence, and sense of belonging our families gain. These outcomes are a testament to the dedication of the team, and the strength of the special families we serve.

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We are deeply grateful for the ongoing support from our stakeholders, families, and community partners. As we look ahead, we remain committed to building on our successes, learning from our challenges, and striving for even greater impact in the years to come.

APTCOO Independent Special School

APTCOO Independent Special School offers an inclusive, safe and nurturing environment supporting learners with special educational needs and/or disabilities (SEND) who have struggled to make progress in mainstream or special school settings. Learners attending APTCOO will typically be experiencing significant barriers to learning because of their social and emotional needs. We have created an all-encompassing curriculum placing a high priority on trauma-informed practise and nurture using the Principles of PACE (Playfulness, Acceptance, Curiosity and Empathy).

Prior to coming to APTCOO it has been identified that learners have not been able to make progress in either mainstream or special schools and need the specialised nurturing environments that APTCOO provides. These are often children and young people at a high level of need, who will have, or be in the process of an assessment of an Education Health and Care Plan (EHCP) and the involvement of several professionals.

The curriculum is broad, balanced and engaging and has a heavy focus on nurture and developing learners’ confidence and communication skills and improving dysregulated behaviour. This will be carefully adapted with special consideration to cognitive ability, dignity and personal development.

Our Independent Special School remains small and niche responding to the local commissioners who need a special place for a special child. APTCOO offers an inclusive, safe and nurturing environment supporting learners with special educational needs and/or disabilities (SEND) who have struggled to make progress in mainstream or special school settings. As we reached the end of the summer term we were pleased and proud to share the special work of APTCOO throughout our Ofsted inspection. The outcome of our inspection was a rating of Good; we were thrilled. The visit was thorough and perhaps equal to the grading we all enjoyed the experience, including our team and the inspectors who remarked on their own privileged experience and valuable insight into the lives of children who have experienced early life trauma.

“APTCOO is a safe and caring environment for pupils with special educational needs and/or disabilities (SEND). Pupils feel happy and say they are very well cared for. They enjoy attending because of the strong relationships they have with the staff.”

Source: Ofsted Inspection Report, July 2025

Throughout this year APTCOO has been focused on agreeing its strategic priorities co-produced in partnership with families, and partners.

1. Grow and expand the support and services to reach more families

2. Design and deliver mental health support to those who are on long wait lists

3. Develop the data quality of the work internally & externally

4. Increase the number of school places

5. Broaden the age focus to include Early Years with trauma- based early intervention

6. Promote the value of experts by experience, amplify the voices

7. Explore and share the benefits of green social prescribing

8. Invest in technology, systems to support 24/7 response

Each year APTCOO celebrates the impact and outcome of its work; APTCOO has managed to develop and grow its trauma informed specialist service provision in what are particularly challenging economic times. Impressive strides have been made in knowledge, skills, provision and strategies that can help to underpin trauma responsive support and interventions.

APTCOO manage and maintain a positive relationship between commissioners and service users acknowledging that none of the services or waiting well models offer a panacea for multi-faceted problems. However, APTCOO are now seeing the benefits of designing trauma informed needs led services which support, enhance and ensure a consistent and seamless journey through a maze of services. Together, the workforce and community are feeling the positive change in culture and reducing the stigma surrounding trauma and adversity.

APTCOO in Bassetlaw | Tall Trees Family Hub

Our Tall Trees SEND Family hub is flourishing, offering a positive learning centre for children and their families. Thank you to all the amazing local businesses and corporates that support us in a variety of ways from fundraising, raffle prizes discounts, free entry tickets for our families and donating their skill set and volunteering with us!

It has been an extremely busy year with the Tall Trees Family Hub in full swing, offering parents, carers and professionals a place to meet in the community that is safe, non-judgemental and open to new ways of “thinking differently” specialising in the cause and effect of family trauma and how best to improve the family wellbeing.

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The principles of green social prescribing - helping people to take part in nature-based activities to improve their mental and physical health - provide a framework to scaffold the soft therapeutic benefits of art, cookery, crafts and outdoor gardening horticulture and woodwork.

APTCOO offers a combined indoor and outdoor approach and has invested in places and spaces, offering therapeutic environments for all to enjoy, this includes our team and their families too. The social, economic and health benefits of our beautiful outdoor spaces is now recognised as a leap forward in creating community-embedded, nature-based, person-centred care.

Over the last year parents and volunteers have worked together to re-design and renovate our indoor and outdoor space into a thriving social enterprise hub.

APTCOO continues to develop parent carer champions, working to improve family health and well-being; they have lived through the experience and make the best teachers of life skills. APTCOO has implemented a whole system relational approach to well-being for all service users, staff and volunteers aiming to prevent the onset of mental health conditions.

The aim is to share the impact of collaboration by embedding a culture of learning within APTCOO and harnessing the best available evidence about what works in improving outcomes for all.

APTCOO shares the benefits of collective intelligence to share and generate the learning that is now being used to encourage the wider inclusion and interest from multiple agencies. These findings are a valuable opportunity for learning to be more swiftly disseminated to public sector partners. APTCOO is ambitious for the SEND community gathering and sharing their voice, contributing to the re-design of local services, without a battle.

APTCOO’s community Food Club helps with food and essentials; while our family support, helps people shape - or reshape - their futures for themselves. The Food Club improves families access to affordable food and specialist support on a year-round basis and offers food for a fraction of its retail value and reduces food waste.

The food club is very responsive to local need enabling families to stretch their budgets further each week, helping to prevent financial crises. The products include a wide selection of fresh, chilled, frozen, and ambient goods.

Alongside affordable food, families are able to access support services including a menu of activities, toolkits and advice, sharing good practice. The Food Club offers many opportunities to families targeting sensory diets, food sensitivities, healthy eating, lifestyles and the wider impact of health linked to eating problems, sleep deprivation, associated with the challenges of young people with SEND.

Time For Us | APTCOO Parent Carer Support Group

Time for Us has grown in numbers and remit. We now have a core group of parent carers who are steering the family-friendly and informative discussions in a way that they feel makes a difference and most importantly parent carers feel included.

We use the principles of Anna Freud Reflective Parenting model which helps parents and carers develop a better understanding of the thoughts, feelings, and intentions behind their own and their family emotions and behaviours. It encourages parents and carers to pause and reflect, improving communication, reducing conflict, and enhancing attachment by building a clearer picture of the child's inner world.

APTCOO's impact has been built on its ability to learn and evolve, responding to change with energy and innovation. Critical to the direction of travel is the commitment to demonstrate the impact. We are very proud of our compassion and care that is woven into our organisation.

At APTCOO, we measure what matters. We support families so children and young people can thrive—making homes safer, days happier, lives healthier and futures more hopeful. We listen, we learn, and we improve—capturing change through reliable data and real stories so we can do more of what works and share our impact with families, partners and funders.

Over the last year APTCOO has dedicated time and expertise, highlighting to partners how peer support approaches are increasingly valued as a powerful opportunity for those with lived experience to support one another.

We offer a safe space and encourage compassionate curiosity, acknowledging any challenging emotions, asking probing, open-ended questions to hear diverse opinions, and by responding with compassion to others. We encourage families, young people and our team to view feedback as a way of strengthening ideas and processes, rather than critique.

Case Study: From Support to Empowerment – A Parent’s Journey with APTCOO

Background

Parent X is a local mother of two boys, both diagnosed with Autism Spectrum Disorder (ASD) and Attention Deficit Hyperactivity Disorder (ADHD). She has been an active member

of APTCOO for over four years, accessing family support and practical strategies to help both

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children transition successfully into school life. Before starting a family, Parent X graduated with a degree in Fine Art and initially pursued a career in retail. Her passion for art remained strong, but parenting challenges and the demands of daily life meant her creative ambitions were put on hold.

Challenges

• Navigating the complexities of dual diagnoses (ASD and ADHD) for both children

• Managing periods of high stress and low morale while awaiting formal diagnoses

• Limited opportunities for personal development and creative expression

APTCOO’s Role

APTCOO provided flexible, tailored support during critical times, including:

• Family Support Services: Practical strategies for managing behaviour and routines

• Emotional Support: Helping Parent X build self-esteem and confidence

• Enterprise Hub Opportunities: Encouraging parents to explore skills and passions

Turning Point

Through APTCOO, Parent X rediscovered her love for art. She began volunteering as an Art

Therapy facilitator, delivering creative sessions for parents and children.

This experience:

• Offered a therapeutic outlet for her and other families

• Fulfilled a university entry requirement for practical experience in art therapy

• Transformed her role from a passive recipient of support to an active contributor within the APTCOO community

Future Aspirations

Parent X is now planning to return to higher education to study Art Therapy, building on her

Fine Art degree and volunteer experience. Her journey demonstrates the power of reciprocal

partnerships—where support evolves into empowerment and shared growth.

Parent Feedback

“APTCOO has been more than a support service to me and my family—we have grown stronger together. Tall Trees offers my boys a calm sensory experience that we need so much, especially after a day at school. I no longer feel lost and lonely; I’m excited about the future. Carrying out my love of art and sharing it with others has become a natural form of therapy that we are all enjoying.”

What do we know

It is essential to ensure that the voices of children, young people and families are at the heart of decisions about the interventions, research and services introduced to support them. A strong awareness of the diversity of those voices, and of the importance of hearing those that may be marginalised or socially excluded.

We know there is a rising demand and limited resources to address the increase in family/teenage mental health, we are working together with our partners offering intensive family therapy at the right time, in the right place, with the right people.

A single point of access helps enormously, that has ‘no wrong door’ and provides different types of support at different levels of engagement as families need it. This means that families can step into support when life becomes complex in any given areas and feel welcomed in a place they belong. We offer a comprehensive, one-stop shop with fully accessible and multi-functional space. Families enjoy and benefit from learning more about themselves, making friends and feeling valued.

Looking to the future

APTCOO operates in a SEND community landscape that is constantly evolving. We respond dynamically, listening to families, learning from practice, and adapting our support to the realities of today’s system. We know further challenges lie ahead. That’s why this year we’ve focused on being ready for future opportunities and equipped for change—so we can meet the needs of an overstretched public sector, commissioners, children, young people and their families.

Our ambition is to extend and improve services while keeping things simple. Families tell us that clarity matters, especially when navigating systems that can feel complex and overwhelming. We make it easier to get help that works.

APTCOO supports people through change, challenge and crisis. We care deeply about the children of today, the adults of tomorrow, and everyone we are becoming. Our promise is straightforward: the right support, at the right time, in the right place, with the right people. That’s how we help families feel safer, days become happier, lives grow healthier, and futures become more hopeful.

APTCOO Volunteers | Grow Your Own Workforce

APTCOO volunteers include people from all walks of life, in the local community; they have an established and growing team of volunteers including parents, carers, students, professionals, and willing members of the community.

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Volunteers bring an enormous amount of value by providing their time, skills and energy and it is important to reward them. At the right time a full range of training and development opportunities increases their chances of employment and in some cases employment with APTCOO itself.

The concept of “grow your own workforce” where parent carers, young people and volunteers from the local community are trained and developed underpins the ethos of APTCOO.

Feedback from volunteers

“I’ve volunteered for several years for various causes, including mental health advocacy. It was through volunteering that I first encountered APTCOO, by chance. I was really interested in what APTCOO was doing, so I started doing some work in a voluntary capacity. I got involved in the groups for young people as well as working in the office on funding applications.

As a volunteer I have accessed a full and varied training programme to support my development and I am now a paid member of staff, in line with APTCOO’s policy of “growing our own workforce”, I have become an advisory to the board representing young people.

For me, volunteering has helped develop a wide range of skills and given me a great deal of experience in many areas. It has been incredibly rewarding to transition from that into an active and paid role. No matter what, though, volunteering is a very positive experience. You never know who you’ll meet or in which direction it can take you.”

“When I first started volunteering at APTCOO I worked with the children and young people in groups, I found this interesting and gained knowledge and experience.

I volunteered for approximately 6 months trying out different types of work with young people with complex needs. I was fortunate enough to start education with a young boy enabling him to transition back into school. This gave me a further interest to work with children and young people with an additional need within the educational setting. Volunteering has helped me gain a vast amount of knowledge and experiences that I will never forget. I have been lucky enough to have and continue to enjoy the amazing training opportunities, currently I am focussing on Mental Health Awareness another string to my bow!!!”

Next Year’s Plans

APTCOO will continue to grow our funding, fundraising and commissioning base to ensure continued sustainability and growth.

APTCOO’s role is to weave and coordinate—linking education, health, social care, and community organisations—so help is simple to reach, easy to understand and delivered by the right people at the right time.

Relationship building is a strategic priority, not a nice to have. Strong, trusted relationships are the engine of systems change: they reduce duplication and delay, unlock earlier help, and keep the focus on what matters to families—being safer, happier, healthier and more hopeful. Our commitment to partners is clear: we will convene, connect and coordinate, creating the conditions for shared decisions, and shared results.

APTCOO’s support is holistic and dynamic in response to the fluctuating level of need and progress of the children and young people and families we meet every day. APTCOO recognises the changes and demands that families encounter as their children grow older.

APTCOO has seen a huge increase in awareness and recognition for children and adults with conditions such as Autism and ADHD, together with a noticeable change in vocabulary from special needs and disabilities to the Neurodivergent. We are now using and promoting the term ‘neurodiversity services’; this change has become far less stigmatising through the growing use of social media, apps and the resources available.

One of our greatest assets is our ability to demonstrate the listening and learning from our team and beneficiaries. We will continue to develop our community of practice model with an aim to encourage others to listen and learn and make changes together. Systems and processes are much needed together with trust, shared knowledge, and shared practice to reach and agree collective intelligence.

In concluding this review of 2024/2025, we would like to thank every member of the APTCOO Team; our members of staff, with our volunteers and fundraisers, commissioners, and donors including acts of kindness from the local communities. Without these we could not offer such highly valued services for our families, together with continuous employment training and volunteering opportunities that remain our golden thread.

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The trustees confirm that they have complied with the requirements of Section 17 of the Charities Act 2011 to have due regard to the Charity Commission’s guidance on public benefit.

Continuing to invest

Throughout 2024/2025, we have continued to go the extra mile—investing in our team, environments, and core services to ensure that both the people who deliver our work and the people we serve experience the benefits.

As demand for charitable services continues to rise, communities are grappling with multiple, overlapping pressures charities are often stepping in where statutory support has been withdrawn or reduced. In this context, the Trustees and CEO are faced with increasingly difficult choices about how to deploy finite resources responsibly and fairly, with one of the hardest calls being when to say yes and when to say no.

That decision requires balancing mission fit, urgency of need, organisational capacity, risk and safeguarding considerations, equity across beneficiaries, and the likely sustainability and impact of any intervention.

Ultimately, effective leadership means holding the tension between compassion, reputation and meeting immediate need, where possible, while protecting the charity's long term ability to serve.

Achievements and Performance

Risk Management

The Trustees regularly review and assess the risks faced by the charity in all areas of its work. The Trustees have a risk register acting as a management strategy which comprises:

• the principal risks and uncertainties that the charity faces is updated by the senior management team and presented to the full board, for review and discussion

• the establishment of policies, systems, and procedures to mitigate those risks identified in the annual review

• the implementation of procedures designed to minimise or manage any potential impact on the charity should those risks materialise

The Trustees ensure the decision-making processes are informed, rigorous and timely, and that effective delegation, control and risk-assessment and management systems are set up and monitored.

The Trustees promote a culture of sound management of resources but also understand that being over-cautious and risk averse can itself be a risk and hinder innovation. Where aspects of a Trustee’s role are delegated to committees, staff, volunteers, or contractors, they keep responsibility and oversight.

The Trustees operate a risk management approach to the charity's business and the process involves:

• Setting out objectives/targets to be achieved annually

• Setting out an annual budget

• Delegating authority to ensure objectives and targets are achieved

• Undertaking an annual Financial Risk Assessment

• Developing a Governor toolkit

• Team wellbeing

In addition, the Trustees have also set out and implemented policies and procedures to cover quality assurance, team wellbeing, equal opportunities, health and safety, environmental issues and recycling, IT data and financial policies covering investment, reserves, and limits of authority for expenditure.

Financial Review

Financial Position

At 31 March 2025, the charity held free reserves of £496,559 (2024: £117,696).

The trustees consider this level of reserves to be appropriate for the size and nature of the charity’s operations, providing sufficient flexibility to manage financial risks and maintain service delivery.

The trustees will continue to monitor reserves throughout the year to ensure they remain aligned with the charity’s strategic and operational needs.

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Reserves Policy

We are pleased with the financial performance of the charity during the year. We have continued to grow and develop and add to reserves, 2025 reserves are split restricted £39,838 (2024: £47,420) and unrestricted £955,533 (2024: £628,723)

APTCOO’s reserves policy promotes resilience, informs planning and gives confidence and provides assurance to commissioners and stakeholders that the finances are being properly managed and its activities are sustainable. This also provides an indicator of future funding needs and its overall resilience.

The utilisation of the charity's reserves can only be undertaken within the limits and parameters set by the Trustees, who have agreed that sufficient reserves be retained to cover re-investment in the team, in capital/premises, equipment and projects.

APTCOO is reviewing their three-year financial plan, therefore, the level of reserves requires protecting the organisation against income fluctuations and continuity reserves to protect our operations against unplanned, adverse events.

The Trustees have set the target of free reserves at £522,590 to allow for closure costs including staff redundancies, should they be required. The trustees believe that this is being met.

Most of our contracted work is either funded from Local Authority Education contracts, health commissioners and grants. The economic downturn and cost of living crisis continues to have an impact on our organisation in terms of staff costs and the costs of services we receive, We anticipate these will continue to rise. The Trustees recognise this and will continue to closely monitor the situation.

The Trustees will develop a plan of action to be taken to reduce costs, should the required income required to sustain the work is not secured.

APTCOO strive to secure as many funding streams as possible to reduce risk by not depending on one source of income. In this regard we are happy to report funding to deliver specialist education continues to provide the sustainability of our wrap-around Charity support without any extra cost to the families. We are grateful to have had continued fundraising support from local community grants, organisations and contracted income through the local authority, and Health including:

• Nottingham City Council and Nottinghamshire County Council (Education) - APTCOO deliver commissioned education, health, and care placements

• Nottingham ICB - APTCOO in Bassetlaw provides a range of high, quality support services to empower families pre- and post-diagnosis, who have children and young people with behaviours that challenge including Autism, ADHD (attention deficit hyperactivity disorder) and SEND (Special Educational Needs and Disability). Services include information, advice ASD (autism spectrum disorder) guidance, family learning programme and ASD (autism spectrum disorder) Sensory Therapies

• Nottinghamshire County Council Short Breaks – APTCOO provide a flexible Short Breaks Service supporting young people with additional needs APTCOO activity groups and the local community

Pay, Reward and Recognition

APTCOO offer generous, family friendly terms and conditions with flexible working agreements that continue to attract, manage, support, and deliver to the Charity’s aims. We are immensely proud of the neuro-diverse make-up of the team who bring their own lived experience, understanding with added value.

Over the last year we delivered on our commitment to invest in our team. We introduced a new pay framework based on an extensive benchmarking exercise, a simpler grade and flattened organisational structure which saw a significant investment in pay, with all colleagues receiving an increase.

We are now piloting a new approach to performance and growth with our management and leadership team to help drive quality and excellence on behalf of children and young people and families. We will continue our work to link performance more closely with pay and reward.

During this period, we also made changes to our reward offer, including:

• Enhanced our family friendly working patterns

• Increased Maternity, Paternity, Adoption and Carer leave entitlements

• Widened our support for colleagues’ mental health and wellbeing, investing in a confidential counselling service

• Family benefits including use of the green environments

• Generous hospitality

Often, the commitment of staff comes from lived experience of or a personal connection which can make day-to-day work emotional, triggering or distressing. With the need to focus on delivery it is all too easy for the mental health of staff, volunteers and leaders to become secondary.

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Pay, Reward and Recognition - continued

The CEO and Trustees recognise their unique responsibility and influence in shaping a culture where everyone can do their best work safely and sustainably. APTCOO invests in preventative approaches, and ensure our policies, workloads, and people practices support safety and inclusion; we provide confidential support and peer networks for staff to ensure everyone is supported.

Structure, Governance and Management

Governing Document

APTCOO is a local charity and company limited by guarantee. The company was established under a Memorandum of Association which sets out the objects and powers of the charitable company and governed under its Articles of Association.

APTCOO is led by a voluntary board of Trustees, currently consisting of five members. These members bring a wealth of commitment, knowledge, and experience to support the strategic development of the organisation.

The Trustees accept collective responsibility for ensuring that the charity has a clear and relevant set of aims and an appropriate strategy for achieving them. They agree the charity’s vision, values and reputation and leads by example, requiring anyone representing the charity reflects its values positively; they oversee the ethos and culture of the organisation underpinning the safeguarding delivery of all activities.

The Trustees of the charity are also the Board of Governors to the Independent Special School who meet on a quarterly basis periodically review the organisation’s charitable purpose to make sure that the charity, and its purposes, stay relevant and valid. The Trustees regularly meet and review the quarterly financial management reports, the sustainability of its income sources the sustainability of its income sources and their impact on achieving charitable purposes in the short, medium, and longer term.

Trustees consider the benefits and risks of partnership working, its broader responsibilities towards communities, stakeholders, wider society and the environment, and acts on them in a manner consistent with the charity’s purposes, values, and available resources.

The Chief Executive Officer (CEO) is appointed by the Trustees to manage the day-to-day operations of the charity. To facilitate effective operations, the CEO has delegated authority, within terms of delegation approved by the Trustees for operational matters including services for APTCOO families, financial management, fundraising, marketing and publicity, HR and employee relations.

The Trustees confirm that they have complied with the requirements of section 4 of the Charities Act 2011 to have due regard to the public benefit guidance published by the Charity Commission for England and Wales.

Trustee Selection Methods

All new Trustees receive an induction plan. As a minimum, this includes meetings with the Chair, Chief Executive Officer (CEO), Senior Leadership Team and other key staff, the opportunity to observe a Board meeting before joining the Board. The CEO presents in detail on the charity’s history, strategy, services, finances, and current operating environment.

As part of the recruitment process, prospective Trustees receive an induction pack which includes the Charity Commission publication “CC3 The Essential Trustee: What you need to know”. The pack also contains information on the charity’s structure, aims and objectives, policies and procedures, sub-committees, latest Annual Report & Accounts and Memorandum and Articles of Association. Prospective Trustees are invited to attend a full board meeting to observe and discuss the responsibilities of being a APTCOO Trustee. They visit the activity groups and school and work environments, meet with the parents to see, and feel the Charity in operation, meet the staff and volunteers.

Induction and Training of Trustees

Trustees follow an induction with training that is continually reviewed, and information is provided of training courses available.

Page 9

Page 10

A Place To Call Our Own Limited

Trustees' Report (continued)

For The Year Ended 31 July 2025

Reference and Administrative Details

Trustees

Lee Piercy

Mrs Catherine Spencer (appointed 05/12/2024)

Mrs Nichola Storey

Mrs Karen Kilner

Mr Michael Holmes

Other Personnel

C Burkitt - CEO

M Ledsham - Head Teacher

S Wright - Executive Assistant

Charity Number

1102516

Company Number

04708232

Registered Office

North Farm House

Worksop Road

Newark

Nottinghamshire

NG22 9EX

Accountants

Cedar + Co.

Chartered Certified Accountants

The Greenhouse

106-108 Ashbourne Road

Derby

DE22 3AG

Auditors

Thorne Widgery Accountancy Ltd

2 Wyevale Business Park

Kings Acre

Hereford

HR4 7BS

Page 10

Page 11

A Place To Call Our Own Limited

Trustees' Report (continued)

For The Year Ended 31 July 2025

Statement of Trustees' Responsibilities

The trustees (who are also the directors of A Place To Call Our Own Limited for the purposes 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. Under company law the trustees must not approve the financial statement unless they are satisfied that they give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing the financial statements the trustees are required to:

select suitable accounting policies and then apply them consistently;
observe the methods and principles in the Charity SORP;
make judgments and accounting estimates that are reasonable and prudent; and
prepare the financial statements on the going concern basis unless it is inappropriate to presume that the company will continue in business.

The trustees are responsible for keeping adequate accounting records which disclose with reasonable accuracy at anytime the financial position of the charitable company and to enable them to ensure that the accounts comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

Statement of Disclosure of Information to Auditors

Each of the persons who are trustees at the time when this trustees' report is approved has confirmed that:

so far as the trustee is aware, there is no relevant audit information of which the charitable company's auditors are unaware; and
they have taken all the steps that they ought to have taken as trustees in order to make themselves aware of any relevant audit information and to establish that the charitable company's auditors are aware of that information.

Small Company Rules

This report has been prepared in accordance with the special provisions relating to companies subject to the small companies regime within Part 15 of the Companies Act 2006.

The trustees' report was approved by the board of trustees and signed on its behalf by:

Lee Piercy

Trustee

23/04/2026

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Page 12

Independent Auditor's Report

to the Members of

A Place To Call Our Own Limited

Independent Auditor's Report

Opinion

We have audited the financial statements of A Place To Call Our Own Limited (the "charitable company") for the year ended 31 July 2025 which comprise the Statement of Financial Activities, The Balance Sheet, The Cash Flow Statement and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice)

In our opinion the financial statements:

give a true and fair view of the state of the charitable company's affairs as at 31 July 2025 and of its incoming resources and application of resources, including its income and expenditure, for the year then ended;
have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
have been prepared in accordance with the requirements of the Charities Act 2006.

Basis for Opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor's responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC's Ethical Standard, and the provisions available for small entities, in the circumstances set out in note 23 to the financial statements, 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.

Conclusions Relating to Going Concern

In auditing the financial statements, we have concluded that the trustees' use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

Other Information

The trustees are responsible for the other information. The other information comprises the information included in the Annual Report, other than the financial statements and our Report of the Independent Auditors thereon.

Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

In connection with our audit of the financial statements, 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 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.

Matters on Which We Are Required to Report by Exception

We have nothing to report in respect of the following matters in relation to which the Charities (Accounts and Reports) Regulations 2008 require us to report to you if, in our opinion:

the information given in the Trustees' Report is inconsistent in any material respect with the financial statements; or
sufficient accounting records have not been kept; or
the financial statements are not in agreement with the accounting records or returns; or
we have not received all the information and explanations we require for our audit.

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Page 13

Independent Auditor's Report (continued)

to the Members of

A Place To Call Our Own Limited

Responsibilities of Trustees

As explained more fully in the Statement of Trustees' Responsibilities, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the charitable company's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charity or to cease operations, or have no realistic alternative but to do so.

Auditor's Responsibilities for the Audit of the Financial Statements

We have been appointed as auditor under section 144 of the Charities Act 2011 and report in accordance with the Act and relevant regulations made or having effect thereunder.

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website 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 charitable company's trustees, as a body, in accordance with Part 4 of the Charities (Accounts and Reports) Regulations 2008. Our audit work has been undertaken so that we might state to the charitable company's trustees those matters that 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 charitable company and the charitable company's trustees as a body, for our audit work, for this report, or for the opinions we have formed.

Statutory Auditor

24/04/2026

Thorne Widgery Accountancy Ltd

2 Wyevale Business Park

Kings Acre

Hereford

HR4 7BS

Page 13

Page 14

A Place To Call Our Own Limited

Statement of Financial Activities (including Income and Expenditure Account)

For The Year Ended 31 July 2025

Statement of Financial Activities (including Income and Expenditure Account)

				2025	2024
		Unrestricted funds	Restricted funds	Total funds	Total funds
	Notes	£	£	£	£
INCOME AND ENDOWMENTS FROM:
Donations and legacies	3	1,018	-	1,018	80,735
Charitable activities	4	1,304,164	-	1,304,164	1,012,964
Investments	5	117	-	117	462

		1,305,299	-	1,305,299	1,094,161

EXPENDITURE ON:
Charitable activities	7	(978,490 )	(7,582 )	(986,072 )	(1,045,120 )

NET INCOME		326,809	(7,582 )	319,227	49,041


NET MOVEMENT IN FUNDS		326,809	(7,582 )	319,227	49,041
RECONCILIATION OF FUNDS:
Total funds brought forward		628,723	47,420	676,143	627,102

TOTAL FUNDS CARRIED FORWARD	19	955,532	39,838	995,370	676,143

The notes on pages 18 to 26 form part of these financial statements.

Page 14

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A Place To Call Our Own Limited

Comparative Statement of Financial Activities (including Income and Expenditure Account)

For The Year Ended 31 July 2025

Comparative Statement of Financial Activities (including Income and Expenditure Account)

				2024
		Unrestricted funds	Restricted funds	Total funds
	Notes	£	£	£
INCOME AND ENDOWMENTS FROM:
Donations and legacies	3	25,733	55,002	80,735
Charitable activities	4	1,012,964	-	1,012,964
Investments	5	462	-	462

		1,039,159	55,002	1,094,161

EXPENDITURE ON:
Charitable activities	7	(1,037,538 )	(7,582 )	(1,045,120 )

NET INCOME		1,621	47,420	49,041


NET MOVEMENT IN FUNDS		1,621	47,420	49,041
RECONCILIATION OF FUNDS:
Total funds brought forward		627,102	-	627,102

TOTAL FUNDS CARRIED FORWARD	19	628,723	47,420	676,143

The notes on pages 18 to 26 form part of these financial statements.

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A Place To Call Our Own Limited

Statement of Financial Position

As At 31 July 2025

Statement of Financial Position

				2025	2024
		Unrestricted funds	Restricted funds	Total funds	Total funds
	Notes	£	£	£	£
FIXED ASSETS
Tangible Assets	12	458,972	22,746	481,718	511,027

		458,972	22,746	481,718	511,027
CURRENT ASSETS
Debtors	13	130,413	-	130,413	14,505
Cash at bank and in hand		488,661	17,092	505,753	270,191

		619,074	17,092	636,166	284,696
Creditors: Amounts Falling Due Within One Year	14	(89,817 )	-	(89,817 )	(63,804 )

NET CURRENT ASSETS (LIABILITIES)		529,257	17,092	546,349	220,892

TOTAL ASSETS LESS CURRENT LIABILITIES		988,229	39,838	1,028,067	731,919

Creditors: Amounts Falling Due After More Than One Year	15	(32,697 )	-	(32,697 )	(55,776 )

NET ASSETS		955,532	39,838	995,370	676,143

FUNDS OF THE CHARITY
Restricted Funds				39,838	47,420
Unrestricted Funds				955,532	628,723

TOTAL FUNDS	19			995,370	676,143

For the year ending 31 July 2025 the charitable company was entitled to exemption from audit under section 477 of the Companies Act 2006 relating to small companies, although an audit has been carried out under section 144 of the Charities Act 2011.

The members have not required the company to obtain an audit in accordance with section 476 of the Companies Act 2006.

The trustees acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and the preparation of accounts.

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

On behalf of the board

Mrs Nichola Storey

Trustee

23/04/2026

The notes on pages 18 to 26 form part of these financial statements.

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A Place To Call Our Own Limited

Statement of Cash Flows

For The Year Ended 31 July 2025

Statement of Cash Flows

		2025	2024
	Notes	£	£
Cash flows from operating activities
Net cash generated from operations	1	260,979	68,762
Interest paid		(7,697 )	(8,091 )

Net cash generated from operating activities		253,282	60,671

Cash flows from investing activities
Purchase of tangible assets		(12,115 )	(76,226 )
Proceeds from disposal of tangible assets		18,619	-
Interest received		117	462

Net cash generated from/(used in) investing activities		6,621	(75,764 )

Cash flows from financing activities
Repayment of bank borrowings		(23,078 )	(23,080 )
Repayment of finance leases		(1,263 )	(2,599 )

Net cash used in financing activities		(24,341 )	(25,679 )



Increase/(decrease) in cash and cash equivalents		235,562	(40,772 )
Cash and cash equivalents at beginning of year	2	270,191	310,963

Cash and cash equivalents at end of year	2	505,753	270,191

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A Place To Call Our Own Limited

Notes to the Statement of Cash Flows

For The Year Ended 31 July 2025

Notes to the Statement of Cash Flows

1. Reconciliation of income to cash generated from operations

	2025	2024
	£	£
Net income	319,227	49,041
Adjustments for:
Interest expense	7,697	8,091
Interest income	(117 )	(462 )
Depreciation of tangible assets	26,571	25,655
Profit on disposal of tangible assets	(3,767)	-
Movements in working capital:
(Increase)/decrease in trade and other debtors	(115,908 )	47,170
Increase/(decrease) in trade and other creditors	27,276	(60,733 )

Net cash generated from operations	260,979	68,762

2. Cash and cash equivalents

Cash and cash equivalents, as stated in the Statement of Cash Flows, relates to the following items in the Balance Sheet:

	2025	2024
	£	£
Cash at bank and in hand	505,753	270,191

3. Analysis of changes in net funds

	As at 1 August 2024	Cash flows	As at 31 July 2025
	£	£	£
Cash at bank and in hand	270,191	235,562	505,753
Finance leases	(1,263)	1,263	-
Debts falling due within one year	(23,080 )	-	(23,080 )
Debts falling due after more than one year	(55,776)	23,079	(32,697)

	190,072	259,904	449,976

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A Place To Call Our Own Limited

Notes to the Financial Statements

For The Year Ended 31 July 2025

Notes to the Financial Statements

1. General Information

A Place To Call Our Own Limited is a company limited by guarantee, incorporated in England & Wales, registered number 04708232 and registered charity number 1102516 . The registered office is North Farm House, Worksop Road, Newark, Nottinghamshire, NG22 9EX.

2. Accounting Policies

2.1. Basis of Preparation of Financial Statements

The financial statements have been prepared in accordance with the Charities SORP (FRS 102) "Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019)", Financial Reporting Standard 102 "The Financial Reporting Standard applicable in the UK and Republic of Ireland" and the Companies Act 2006.

The charitable company is a Public Benefit Entity as defined by FRS 102.

2.2. Incoming Resources

Recognition of income:

Income is included in the Statement of Financial Activities (SoFA) when the charity becomes entitled to, and virtually certain to receive, the income and the amount of the income can be measured with sufficient reliability.

Income with related expenditure:

Where income has related expenditure the income and related expenditure is reported gross in the SoFA.

Donations and legacies:

Voluntary income received by way of grants, donations and gifts is included in the the SoFA when receivable and only when the Charity has unconditional entitlement to the income.

Tax reclaims on donations and gifts, donated services and facilities:

Income from tax reclaims is included in the SoFA at the same time as the gift/donation to which it relates.

These are only included in income (with an equivalent amount in expenditure) where the benefit to the Charity is reasonably quantifiable, measurable and material.

Volunteer help Investment income:

This is included in the accounts when receivable.

Gains/(losses) on revaluation of fixed assets:

This includes any gain or loss resulting from revaluing investments to market value at the end of the year.

Gains/(losses) on investment assets:

This includes any gain or loss on the sale of investments.

2.3. Resources Expended

Recognition of expenditure:

Expenditure is recognised on an accruals basis. Expenditure includes any VAT which cannot be fully recovered, and is reported as part of the expenditure to which it relates.

Expenditure on raising funds:

These comprise the costs associated with attracting voluntary income, fundraising trading costs and investment management costs.

Expenditure on charitable activities:

These comprise the costs incurred by the Charity in the delivery of its activities and services in the furtherance of its objects, including the making of grants and governance costs.

Grants payable:

...CONTINUED

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A Place To Call Our Own Limited

Notes to the Financial Statements (continued)

For The Year Ended 31 July 2025

2.3. Resources Expended - continued

All grant expenditure is accounted for on an actual paid basis plus an accrual for grants that have been approved by the trustees at the end of the year but not yet paid.

Governance costs:

These include those costs associated with meeting the constitutional and statutory requirements of the Charity, including any audit/independent examinationfees, costs linked to the strategic management of the Charity, together with a share of other administration costs.

Other expenditure:

These are support costs not allocated to a particular activity.

2.4. Tangible Fixed Assets and Depreciation

Tangible fixed assets are measured at cost less accumulated depreciation and any accumulated impairment losses. Depreciation is provided at rates calculated to write off the cost of the fixed assets, less their estimated residual value, over their expected useful lives on the following bases:

Land and Buildings	2% SLM
Improvements to land and buildings	10% SLM
Plant & Machinery - Unrestricted	20% SLM
Motor Vehicles	25% RBM
Plant & Machinery - Restricted	20% SLM
Computer Equipment	33% RBM

2.5. Leasing and Hire Purchase Contracts

Assets obtained under finance leases are capitalised as tangible fixed assets. Assets acquired under finance leases are depreciated over the shorter of the lease term and their useful lives. Assets acquired under hire purchase contracts are depreciated over their useful lives. Finance leases are those where substantially all of the benefits and risks of ownership are assumed by the charitable company. Obligations under such agreements are included in the creditors net of the finance charge allocated to future periods. The finance element of the rental payment is charged to the statement of financial activities so as to produce a constant periodic rate of charge on the net obligation outstanding in each period.

Rentals applicable to operating leases where substantially all of the benefits and risks of ownership remain with the lessor are charged to the statement of financial activities as incurred.

2.6. Cash and Cash Equivalents

Cash and cash equivalents are basic financial assets and include cash in hand and deposits held at call with banks, other short-term highly liquid investments that mature in no more than three months from the date of acquisition and are readily convertible to a known amount of cash with insignificant risk of change in value, and bank overdrafts.

2.7. Taxation

The charity is exempt from tax as all its income is charitable and applied for charitable purposes.

3. Income from Donations and Legacies

			2025
	Unrestricted	Restricted	Total
	funds	funds	funds
	£	£	£
Donations and gifts	1,018	-	1,018
Legacies	-	-	-

	1,018	-	1,018

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A Place To Call Our Own Limited

Notes to the Financial Statements (continued)

For The Year Ended 31 July 2025

			2024
	Unrestricted	Restricted	Total
	funds	funds	funds
	£	£	£
Donations and gifts	6,043	-	6,043
Legacies	19,690	55,002	74,692

	25,733	55,002	80,735

4. Income from Charitable Activities

	2025	2024
	Unrestricted funds £	Unrestricted funds £
Contracted services	1,297,963	1,007,188
Grants	6,201	5,776

	1,304,164	1,012,964

5. Investment Income

	2025	2024
	Unrestricted	Unrestricted
	funds	funds
	£	£
Bank interest receivable	117	462

6. Net Income/(Expenditure)

The net income is stated after charging/(crediting):

	2025	2024
	£	£
Depreciation of tangible fixed assets - owned	26,571	25,655
Gain/Loss on disposal of tangible fixed assets	(3,767)	-

7. Analysis of Expenditure

			2025
	Activities undertaken directly	Support costs (see note 8 )	Total
	£	£	£
Contracted services	12,256	973,816	986,072

			2024
	Activities undertaken directly	Support costs (see note 8 )	Total
	£	£	£
Contracted services	4,329	1,040,791	1,045,120

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A Place To Call Our Own Limited

Notes to the Financial Statements (continued)

For The Year Ended 31 July 2025

8. Support Costs

	2025
	Contracted services
	£
Employee costs	744,615
Premises expenses	107,401
General administration	91,299
Depreciation	22,804
Interest payable	7,697

	973,816

	2024
	Contracted services
	£
Employee costs	763,851
Premises expenses	142,228
General administration	100,966
Depreciation	25,655
Interest payable	8,091

	1,040,791

9. Auditor's Remuneration

Remuneration received by the charitable company's auditors and their associates during the year was as follows:

	2025	2024
	£	£
Audit Services
Audit of the company's financial statements	13,500	12,500

10. Staff Costs

Staff costs were as follows:

	2025	2024
	£	£
Wages and salaries	678,141	694,155
Social security costs	54,562	56,979
Other pension costs	11,912	12,717

	744,615	763,851

The number of employees whose employee benefits (excluding employer pension costs) for the reporting period exceeded £60,000 was:

	2025		2024
£60,000 to £69,999	1		1

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A Place To Call Our Own Limited

Notes to the Financial Statements (continued)

For The Year Ended 31 July 2025

Key management staff received salaries of £141,500 (2024 £141,000)

11. Average Number of Employees

Average number of employees during the year was: 28 (2024: 26)

12. Tangible Assets

	Land & Property
	Land and Buildings	Plant & Machinery - Unrestricted	Motor Vehicles	Plant & Machinery - Restricted
	£	£	£	£
Cost
As at 1 August 2024	481,936	15,260	40,383	45,493
Additions	-	-	12,116	-
Disposals	-	(904 )	(15,945 )	(7,583 )

As at 31 July 2025	481,936	14,356	36,554	37,910

Depreciation
As at 1 August 2024	39,283	3,198	23,142	7,582
Provided during the period	9,152	2,872	6,579	7,582
Disposals	-	-	(9,579 )	-

As at 31 July 2025	48,435	6,070	20,142	15,164

Net Book Value
As at 31 July 2025	433,501	8,286	16,412	22,746

As at 1 August 2024	442,653	12,062	17,241	37,911


	Computer Equipment	Total
	£	£
Cost
As at 1 August 2024	1,814	584,886
Additions	-	12,116
Disposals	-	(24,432 )

As at 31 July 2025	1,814	572,570

Depreciation
As at 1 August 2024	654	73,859
Provided during the period	387	26,572
Disposals	-	(9,579 )

As at 31 July 2025	1,041	90,852

Net Book Value
As at 31 July 2025	773	481,718

As at 1 August 2024	1,160	511,027

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A Place To Call Our Own Limited

Notes to the Financial Statements (continued)

For The Year Ended 31 July 2025

13. Debtors

	2025	2024
	£	£
Due within one year
Trade debtors	15,862	9,465
Other debtors	114,551	5,040

	130,413	14,505

14. Creditors: Amounts Falling Due Within One Year

	2025	2024
	£	£
Net obligations under finance lease and hire purchase contracts	-	1,263
Trade creditors	10,650	9,340
Bank loans and overdrafts	23,080	23,080
Other creditors	2,381	2,663
Taxation and social security	36,049	13,158
Accruals and deferred income	17,657	14,300

	89,817	63,804

15. Creditors: Amounts Falling Due After More Than One Year

	2025	2024
	£	£
Bank loans	32,697	55,776

16. Loans

An analysis of the maturity of loans is given below:

	2025	2024
	£	£
Amounts falling due within one year or on demand:
Bank loans	23,080	23,080

	2025	2024
	£	£
Amounts falling due between one and five years:
Bank loans	32,697	55,776

The loan is provided by Northern Ipact Fund over a 5 year period. It was to assist with the purchase of The Tall Trees. The charity has committed to share social impact reports during the period of the loan. The loan is unsecured.

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A Place To Call Our Own Limited

Notes to the Financial Statements (continued)

For The Year Ended 31 July 2025

17. Other Commitments

The total of future minimum lease payments under non-cancellable operating leases are as following:

	2025	2024
	£	£
Not later than one year	43,200	42,000
Later than one year and not later than five years	160,800	124,800
Later than five years	307,200	350,400

	511,200	517,200

18. Pension Commitments

During the year the charge to the statement of financial activities in respect of defined contribution schemes was £11,912 (2024: £12,717).

At the statement of financial position date contributions of £2,381 (2024: £2,663) were due to the fund and are included in creditors.

19. Movement in Funds

	As at 1 August 2024	Income	Expenditure	As at 31 July 2025
	£	£	£	£
Unrestricted funds
General:
General unrestricted fund	628,723	1,305,299	(978,490 )	955,532
Restricted funds
Restricted	47,420	-	(7,582 )	39,838


Total funds	676,143	1,305,299	(986,072 )	995,370

	As at 1 August 2023	Income	Expenditure	As at 31 July 2024
	£	£	£	£
Unrestricted funds
General:
General unrestricted fund	627,102	1,039,159	(1,037,538 )	628,723
Restricted funds
Restricted	-	55,002	(7,582 )	47,420


Total funds	627,102	1,094,161	(1,045,120 )	676,143

20. Transactions with Trustees

None of the trustees received any remuneration or any other benefits from an employment with the charity or a related entity during the current or previous year.

21. Related Party Disclosures

There have been no related party transactions in the reporting period that require disclosure, except for those disclosed in the Transactions with Trustees note.

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A Place To Call Our Own Limited

Notes to the Financial Statements (continued)

For The Year Ended 31 July 2025

22. Company limited by guarantee

The company is limited by guarantee and has no share capital.

Every member of the company undertakes to contribute to the assets of the company, in the event of a winding up, such an amount as may be required not exceeding £1.

23. FRC's Ethical Standard - Provision Available for Small Entities

In common with other businesses of our size and nature we use our auditors to prepare and submit returns to the tax authorities and assist with the preparation of the financial statements.

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A Place To Call Our Own Limited

Detailed Statement of Financial Activities (including Income and Expenditure Account)

For The Year Ended 31 July 2025

Detailed Statement of Financial Activities (including Income and Expenditure Account)

	2025	2024
	Total funds	Total funds
	£	£
INCOME AND ENDOWMENTS FROM:
Donations and legacies

Donations from individuals	321	3,812
Donations from organisations	697	2,231
Legacies	-	74,692

	1,018	80,735

Charitable Activities:
Contracted services
Income from charitable activities	1,297,963	1,007,188

	1,297,963	1,007,188
Grants
Grants	6,201	5,776

	6,201	5,776
Investments

Bank interest receivable	117	462

	117	462


	1,305,299	1,094,161
EXPENDITURE ON:
Charitable Activities:
Contracted services
Purchases	(12,256)	(4,329)
Wages and salaries	(678,141)	(694,155)
Employers NI	(54,562)	(56,979)
Employers pensions - defined contributions scheme	(11,912)	(12,717)
Rent	(52,908)	(58,556)
Light and heat	(35,690)	(43,138)
Repairs and maintenance	(16,456)	(38,305)
Cleaning	(2,347)	(2,229)
Vehicle running costs	(8,307)	(9,441)
Small tools	(3,671)	(7,309)
Insurance	(6,874)	(7,378)
Printing, postage and stationery	(4,266)	(4,497)
Publications	(852)	(5,468)
Telecommunications and data costs	(9,978)	(7,537)
Accountancy fees	(16,153)	(17,511)
Legal fees	(27,140)	(28,929)
Subscriptions	(8,276)	(8,495)
Bank charges	(3,973)	(750)
Sundry expenses	(1,809)	(3,651)
Depreciation	(18,989)	(18,073)
Depreciation of plant and machinery	(7,582)	(7,582)

...CONTINUED

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A Place To Call Our Own Limited

Detailed Statement of Financial Activities (including Income and Expenditure Account) (continued)

For The Year Ended 31 July 2025

NET INCOME	319,227	49,041
Loss on disposal of tangible fixed assets	3,767	-
Bank interest payable	(7,697)	(7,502)
Other interest payable	-	(589)

	(986,072)	(1,045,120)

	(986,072)	(1,045,120)

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