The Chair presents their statement for the year.
The year 2024/25 saw Linkage Community Trust welcome Blueberry Academy Trust into the group together with The Melbourne Centre CIC and Blueberry Community and Enterprise Training CIC. This partnership enhances Linkage’s geographic spread across Yorkshire with bases now in Beverley, York, Scarborough and Northallerton.
We continued to implement our Corporate Strategy Nothing about you without you 2023-2028 alongside our commitment to providing individuals with a learning disability, autism or both quality education, care and support and enabling them to achieve further independence. The trust remains focused on its vision that people with learning disabilities, autism or both have opportunities and choices and are supported to achieve their aspirations and its mission to provide person centred services that enable individuals to develop their skills and behaviours to live independent lives. In a challenging environment Linkage remains in a sound financial position and achieved a successful financial result in the period thanks to continued control of costs and efficiency gains.
The Trust’s Residential Care provision serves 154 individuals. A further 104 individuals, supported through the Community Support Service, live in the community in either their own properties or through Linkage’s own partnership with Platform Housing and Local Housing Associations.
In our Lifelong Learning Directorate, our Colleges saw the number of places grow to 232, and our Linkage Choices Day Service continues to thrive. It offered a range of opportunities, with over 600 days’ activities offered per week.
The Trust’s Digitalisation Strategy launched in 2019, continued at pace during the year and we introduced an integrated HR and Payroll System. We upgraded all our hardware to windows 11 and continued to improve our reporting through our business intelligent platform via the use of Power Bi.
We have continued to deliver efficiency through the deployment of staff through the electronic time and attendance and rota system Planday, removing administrative burden from Managers and staff and helping us to deploy resources more effectively.
Following the successful bid to the National Lottery Heritage Fund, £3.5 million was successfully awarded in September 2024. Our fundraising team have been focused on raising the additional £1.5 million worth of match funding to enable us to develop the Hall into a training facility, sensory integration centre and repurpose the courtyard into care provision with those with more complex behaviours and needs.
Fundraising for our estates and capital projects was a key focus for the year, with a number of significant awards being received including £395K for the refurbishment of the Mablethorpe Bowling Green as a new day service in the community for our Linkage Choices service. We received over £100k of funding towards the development of a new Small Animal Care Facility in Grimsby and we gained £52K worth of funding towards training new lecturers to support learners in their growth and development.
Very sadly our dedicated Chair Mark Smith unexpectedly passed away in December 2024. Mark was a highly valued Trustee and was appointed Chair in May 2021. Like all Trustees he was extremely generous with his time on a voluntary basis. His enthusiasm, support and passion for Linkage was greatly missed. Steph Simpson, the Vice Chair stepped up and has for the last 12 months carefully led and directed Linkage through a period of rapid growth and change.
Finally, I must pay tribute to the skills and dedication of staff in especially trying times who have cared for those we support and have made Linkage’s achievements possible in the past year.
The Trustees present their annual report and financial statements for the year ended 31 August 2025.
The financial statements have been prepared in accordance with the accounting policies set out in note 1 to the financial statements and comply with the Trust's governing document, the Companies Act 2006, FRS 102 "The Financial Reporting Standard applicable in the UK and Republic of Ireland" and the Charities SORP "Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)".
The objects of the Trust are set out in the Articles of Association. More specifically, the Trust provides specialist further education, residential care and community support, adult skills and a range of employment services which, taken together, are intended to enable people with learning difficulties and other disabilities to realise their full potential and achieve independence. There has been no substantive change in the charitable objects during the period under review,
Our strategy "Nothing about you without you" was launched in 2023 and outlines how we will achieve our vision that people with learning disabilities, autism or both have opportunities and choices and are supported to achieve their aspirations. It seeks to build on our achievements whilst also making the most of new opportunities and learnings. Throughout our 2023-28 strategy period we will continue to work across greater Lincolnshire and East Riding to achieve our vision by delivering person centred services that enable individuals to develop the skills and behaviours to live independent lives. Our main priorities throughout 2023-28 are:
Impact - Increase the impact that our services have on the people we support.
Capacity - Increase capacity to deliver high-quality services.
Sustainability - Ensure the long-term sustainability by securing the support we need to keep us strong, and taking steps to ensure our environments, activities and organisation are fit for the future.
Growth - Grow the charity to increase the number of people who access our services.
The plan sets out the Trust vision:
'People with learning difficulties and disabilities have opportunities and choice and are supported to achieve their aspirations'.
The Trust's mission:
'To provide person centred services that enable individuals to develop skills and behaviours to live independent lives.'
The Trust will do this by developing a culture that embeds a "nothing about you without you" approach to shaping services and models of delivery with input from the people it supports.
We will continue to hold ourselves accountable for our progress in achieving our full priorities through internal monitoring and quarterly reporting to our Board of Trustees, as well as through the publication of an annual report.
When reviewing the Trust's objectives and aims and in planning future activities, the Trustees confirm that they have complied with relevant legislation and have paid due regard to guidance published by the Charity Commission. The Trustees have referred to the guidance and have aimed to summarise the activities in this report and to demonstrate that they have helped further the Trust's aims and objectives as detailed above.
The following pages highlight some of our major achievements and challenges during 2024/25. In developing our strategy and accompanying activity plans and in producing the annual report and accounts the trustees have given due consideration to the Charity Commissions for England and Wales published guidelines on the public benefit requirement under the Charities Act 2011 as well as the work carried out by Linkage is consistent with the charitable purposes as identified in the Charities Act 2011.
Impact
What we said we would do
We want to help people reach their own potential and be able to live the best lives possible. To do this we will:
develop a culture that embeds a “nothing about you without you” approach across all our services. improve the consistency of our practices to ensure all teaching is effective, that learning outcomes are the best they can be and that active support enabling individuals to achieve their aspirations.
improve the health and wellbeing of the people we support and our colleagues.
become a learning organisation.
increase the opportunities for accessing purposeful activities and employment.
build effective partnerships.
What we did this year:
In 2024/25 Linkage staff delivered over 500,000 hours of support to people living in our residential care, supported living and community services.
We expanded our lifelong learning provision offering 232 places to young people in our education provision and provided over 720 days of support per week to people attending our day opportunities.
We further developed our systems and processes utilising Power Bi to inform our quality and practice processes with real time information for learning outcomes. This enabled us to provide assurance of consistent compliance with regulatory requirements, to understand issues before they become problems and to proactively develop as an organisation through shared learning.
We concluded the role out of Nourish, our digital care solution to all services, providing colleagues with up-to-date information in relation to individuals that are supported including change in needs. We have utilised real time data from Nourish to create outcome and engagement reports for care in choices to monitor risk and to ensure that goals and aspirations of the people we support are met.
We further developed our people with lived experience to work alongside our quality team to inspect and undertake audits of our services. We have utilised feedback received from complaints and from the parent carer forums to shape and lead activities in Linkage Choices.
We have continued to make effective partnerships with our core strategic partners Lincolnshire, North East Lincolnshire and East Riding and have been working closely with the City of York to develop further opportunities including the transfer of the Minster Provision for delivery of a PMLD Education Service from September 2025 onwards.
We devised a revised Curriculum Strategy and Skills for Work and Life Strategy which focuses heavily on developing the employability skills for learners and people we support to enable them to lead more meaningful and impactful lives.
Capacity
What we said we would do
We want to be recognised as a great place to work with opportunities for colleagues to learn and grow and develop to meet the changing needs of the people who use our services. To do this we will:
recruit more people from a diverse range of communities and give them the best support so that they stay with us longer and we all work together effectively as one Linkage team.
develop a highly skilled agile and flexible work force with a focus on lifelong learning.
deploy our resources using a hub and spokes model to enable more efficient rota planning, aligned to efficient models for different types and complexities of services using leaner and improved systems and processes.
utilise volunteers, dedication, passion, enthusiasm, experience and desire to make a difference to increase the scale and scope of what we do.
What we did this year
Over the calendar year of 2025 we recruited and developed over 157 new staff with 135 working directly with the people we support and students. Our comprehensive induction and training process enabled 33% of applicable new staff to complete the Care Certificate and their level 2 qualification with 7% working towards the award.
We completed our Agile Working Project and introduced hub working to enable increased mobility of staff so that the most appropriately skilled staff member supports the appropriate individual.
We have improved the onboarding process to reduce the time from interview to start for new staff members. We have set up a pre onboarding system for staff to enable them to access Linkage and complete training prior to joining us enabling them to have a wider understanding of the culture and values of the organisation prior to joining. We have developed HR systems and processes to improve the transparency of data and compliance with increased review of effective absence monitoring, digitalisation of paper records and further development of the starter/leaver process.
We have reviewed our policies and procedures to ensure full HR compliance in line with changing legislation and have reviewed our current offer to staff to improve retention via the development of a new rewards package.
What we were not able to achieve
Linkage were unable to deliver some of its planned activities for 2023/24 due to limited capacity. We had to prioritise projects throughout the year to ensure that we are best meeting the needs of the people who use our service.
The development of a workforce plan that addressed both future and current needs was planned for this year but was delayed. Our project to review our policies and refresh and align them was not fully completed in the year and this project rolled over to the next financial year.
Sustainability
What we said we would do
We are working to ensure our long-term sustainability by securing the support we need to keep us strong and taking steps to ensure our environments, activities and organisation are fit for the future. We want to:
be a financially strong charity, able to reinvest in our services and to create environments where people with learning disabilities, autism or both can flourish.
diversify and strengthen our income streams by continuing to ensure the statutory entitlement for people and all our costs are covered through our fees.
increase the efficiency of systems and processes, investing in digital systems solutions and processes to enable colleagues more active support through investment and technology systems and work flows to support the leaner processes.
enhance our environments so they are energy efficient and fit for purpose.
What we did this year
We have continued to diversify and strengthen our income streams with new grant and trust funding streams established. Our key project of developing an inclusive and sustainable future for the transformation of the Weelsby Hall Estate has resulted in gaining a number of new grant funding and trust streams including a significant award from the National Lottery Heritage Fund of £3.5 million. In addition we received significant funds from UKSPF North East Lincolnshire Radioactive Waste Management (RWM) Theddlethorpe, Humber Museums Partnership, Postcode
Lottery, Birchwood Big Give, Taking Teaching Further, The Orsted East Coast Community Fund and the Wolfson Foundation.
The investment and strengthening of our Fundraising Team in the previous year saw Linkage being recognises for its significant achievements this year and we were awarded with The Charity Times Award Fundraising Team of the Year for 2024. The Team successfully raised over £1 million of restricted funding aimed at key development projects including the Weelsby Hall Project, the development of a Small Animal Care Service, the refurbishment of the Mablethorpe Bowling Green and creation of a new training centre, investment in Oliver House a new registered care home and other key project areas.
We continue to access new funding streams such as access to work funding and increased our financial sustainability by ensuring that all the people who are statutory entitled to care receive appropriate funding from local authorities.
We have continued to enhance our environments and invested heavily in Oliver House a new registered care home which opened in June 2025.
We also began the redevelopment of Abbey House in Grimsby which is due to be re-opened in early 2026.
We have continued to invest in digital systems and solutions with a significant financial upgrade to the windows 11 systems.
We began the redevelopment of the Oasis Estates Building into a Volunteer Hub which is due for opening in December 2025 and developed a new Small Animal Care Centre due for opening on 14th January 2026.
Environmentally we have begun to invest in electric vehicles with the first two electric vehicles joining our fleet and have invested in photovoltaic panels on our new buildings Small Animal Care Centre in Grimsby and as part of the redevelopment of the Mablethorpe Bowling Green.
What we were not able to achieve
Linkage was unable to deliver some of its planned activities for 2024/25 due to limited capacity. We had to prioritise projects throughout the year to ensure that we are best meeting the needs of the people who use our service.
We undertook a review of our key properties and had acquired an EPC rating for each of these properties. Unfortunately resourcing resulted in the action plan to address the energy efficiencies has not been actioned in the year.
Growth
What we said we would do
We want to grow the charity and increase the number of people who access our services. Growth is important to us as a charity as it enables us to do more for more people. It builds up scale and when commercially viable it protects our long-term sustainability. We want to grow our services so that we can deliver more things for more people and be the 'go to' provider for young people and young adults, families and commissioners in our operating areas across Lincolnshire, East Riding, and our neighbouring counties. We will:
build our reputation supporting people with learning disabilities and autism to lead more independent lives across all the communities in which we work.
reach out to families and schools to take our services where and when people need them. expand opportunities and choice by providing more support to day opportunities, education and employment services in more locations so that more people can access them.
expand long-term living opportunities, either directly or through partners we will provide accommodation to enable people to live their lives as they want.
develop more services for young people.
increase our offer to 16-17 year olds providing residential education and accommodation for those transitioning to adulthood and enabling those out of area to move back to their community.
What we did this year
In October 2024 we acquired the Blueberry Academy Trust, The Melbourne Centre CIC and Blueberry Community and Enterprise Training CIC as part of our expansion into the Yorkshire region and now have services delivered in York, Scarborough and Northallerton. This strategic move furthers both organisations’ commitments to providing inclusive, high-quality education and employment pathways.
In our core business we have continued to deliver the inclusive and sustainable future for Weelsby Hall Project with RIBA stage 4 plans delivered and tendered in the year.
We developed a Small Animal Care Centre based on the Weelsby Hall Site and utilised this building as a community engagement activity delivering holiday clubs over the summer and creating further opportunities for students to undertake work experience in care homes through engagement.
Through our partnership with Blueberry Academy Trust we have worked closely with the City of York Council and have worked to enable them to develop a new Minster Provision for people with Profound and Multiple Learning Disabilities that opened in September 2025.
Growth is clearly important to the Trust because we believe we can do more things for more people and through growth we are able to become more efficient and financially sustainable.
For most of its history, the Trust has been able to rely upon fee income from its activities. In recent years, however, it has become increasingly clear that, if the Trust wishes to maintain the pursuit of excellence and to benefit from opportunities to explore new markets and test new services, it will need to develop a non-fee based income stream. For this reason, in the previous financial year, it has embarked upon a new fundraising strategy. The strategy primarily aims to focus on key development projects including an Inclusive and Sustainable Future for the Weelsby Hall Estate and was successful in September 2024 of receiving an award of £3.5 million worth of National Lottery Heritage Funding for the redevelopment of the estate. In total this year the fundraising team achieved over £1 million worth of restrictive funding focused on key projects including development of a new Small Animal Care Service, a newly acquired Sensory Outreach vehicle and library service funding for key projects throughout the year.
It is the policy of the Trust that unrestricted funds which have not been designated for a specific use should be maintained at a level equivalent to between three and six month’s expenditure. The Trustees consider that reserves at this level will ensure that, in the event of a significant drop in funding, they will be able to continue the Trust’s current activities while consideration is given to ways in which additional funds may be raised. This level of reserves has been maintained throughout the year.
The Trustees' investment powers are prescribed in the Trust's Articles of Association. The Trustees are permitted to invest any monies of the Trust not immediately required for its purpose in or upon such investments, securities or property as the management committee shall think fit and is allowed by law. During the reporting period, the Trust's investment portfolio was managed by Kingswood Group (in association with JCH: Management Services Limited).
The Board of Trustees is ultimately responsible for Risk Management. The Board reviews key risks and the adequacy of mitigation actions on a regular basis. A comprehensive annual planning and budgeting process is approved by the Board during which a thorough assessment of key external and internal risks is undertaken. The Board also receives risk evaluations on any new major areas of activity. Reporting and monitoring of Risk has undergone an overhaul with a focus on Trustees’ appetite for risk and the level of detail reported and considered. This new approach is designed to enable the Board to express its high level risk tolerance and to inform strategic choice and direction. Linkage understands the strong connection between risk management and risk assurance activities. Four risks are currently regarded as high level after mitigation as follows:
Risks | Mitigation |
Funding fails to keep up with the impact of cost increases from external circumstances and political change (e.g. post-COVID, Brexit, Cost of Living)
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IT Systems failure, loss of data, cyber security attacks
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Potential financial unsustainability of the Community Supported Living service |
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Lack of systems and processes
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Strategic Planning
The strategic plan which is updated annually by the Board covers the period 2023 to 2028 and focuses on ‘nothing about you without you’. The plan outlines our journey for the five years and sets out clearly the Trust's vision, mission and values, and the actions the Trust will take to achieve its objectives.
The Trust is governed by a Board of Trustees which meets eight times a year on a pre-planned basis, and more frequently if required. In addition, the Board has an annual strategy day and Trustees receive financial and other updates between board meetings. All Trustees give their time freely. Trustees are required to disclose all relevant interests and to withdraw from any decisions where a conflict of interest arises. No notice was received of any changes to the Trustees' interests during the year.
The Trustees, who are also the directors for the purpose of company law, and who served during the year and up to the date of signature of the financial statements were:
Subject to the requirements of the law and the Trust's Articles of Association, the Board is empowered to appoint as a trustee any person who is willing to act, either to fill a casual vacancy or by way of an addition to the Trustees.
Responsibility for each major area of activity (Lifelong Learning, Care and Independence and Finance and Resources) is delegated to what Linkage (but not Companies House) describes as a 'Director', each of whom reports to the Chief Executive. The Chief Executive and the Directors make up the Executive Leadership Team (ELT), which reports regularly and routinely to the Board of Trustees.
A programme of induction and development has been available to all the Trustees, covering all the main features of the Trust's activities and the duties and responsibilities of Trustees. In addition, most meetings of the Board are preceded by development sessions, where presentations are made to Trustees on various aspects of the Trust’s activities and on developments in the environment in which the Trust operates.
The remuneration of key management personnel is reviewed on an annual basis by the Board.
Linkage Staff
The staff at Linkage remains its greatest asset. Their commitment to the education, care and development of independence and welfare of the people supported by the Trust has remained consistently high. Year on year, the achievements of all the staff are reflected in personal targets and reviewed in annual appraisals. Performance against targets built into each service's operating plan is also monitored routinely and reviewed annually. During the period under review, the Trust's Care services continued to obtain consistently high grades from the Care Quality Commission and the Linkage College Ofsted maintained its rating of 'Good' with outstanding elements' in its last inspection.
Employee Involvement and Staff Development
The Trust commitment too training and development is considerable and seeks both to enhance the quality of its work and to maintain its enviable market position. Various means are employed to ensure that staff at all levels and at all sites are informed of and able to contribute to the developments occurring across the organisation. Mandatory training for Linkage staff achieved 97% during the year.
Although there is no formal trade union involvement a Linkage-wide consultation body, a staff representative group ensures staff have a voice and assists the Executive Leadership Team in its decision making. Throughout the year this group particularly focused on our new agile working systems and processes.
Disabled Persons
The Trust's policy is to give full and fair consideration to applications for employment made by disabled persons, having regard to their particular aptitudes and abilities. Disabled employees receive appropriate training to facilitate and encourage career development. Employees who become disabled are retained in their existing posts where possible or retrained for suitable alternative posts. The Trust continues to use and develop its commitment to the 'two ticks' disability symbol promoted by the Department for Work and Pensions.
The Trust is a full member of the Association of Colleges (providing an umbrella for the entire FE sector), the Association for Real Change (providing an umbrella over the care sector), the British Association for Supported Employment, the National Association for Special Educational Needs, the National Association of Specialist Further Education Colleges, the National Council of Voluntary Organisations, Voluntary Organisations Disability Group and the Lincolnshire and Humberside Chambers of Commerce.
Other organisations with which the Trust works closely include the Education and Skills Funding Agency, local authority, Adult Social Care and Children’s Services Departments, various inspection regimes (especially Ofsted and the Care Quality Commission) and a number of quality assurance organisations.
Both formally and informally, the Trust works closely .and collaboratively with a wide range of other service providers, including mainstream and specialist FE colleges, housing associations, local authorities, other care providers and local employers, both individually and through a variety of professional networks.
Included in creditor balances is £542,555 (2024: £610,779) due to students and residents in respect of monies held on their behalf in bank accounts in the Trust's name. This amount is also included in the figure for cash at bank and in hand on the balance sheet.
In accordance with the company's articles, a resolution proposing that Azets Audit Services be reappointed as auditor of the company will be put at a General Meeting.
The Trustees' report was approved by the Board of Trustees.
The Trustees, who are also the directors of Linkage Community Trust for the purpose of company law, are responsible for preparing the Trustees' Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).
Company law requires the Trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the Trust and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that year.
In preparing these financial statements, the Trustees are required to:
- select suitable accounting policies and then apply them consistently;
- observe the methods and principles in the Charities SORP;
- make judgements and estimates that are reasonable and prudent; and
- prepare the financial statements on the going concern basis unless it is inappropriate to presume that the Trust will continue in operation.
The Trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the Trust and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the Trust and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
Opinion
We have audited the financial statements of Linkage Community Trust (the ‘Trust’) for the year ended 31 August 2025 which comprise the statement of financial activities, the balance sheet, the statement of cash flows and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).
In our opinion, the financial statements:
Basis for opinion
We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor's responsibilities for the audit of the financial statements section of our report. We are independent of the Trust in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
In auditing the financial statements, we have concluded that the Trustees' use of the going concern basis of accounting in the preparation of the financial statements is appropriate.
Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the Trust’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.
Our responsibilities and the responsibilities of the Trustees with respect to going concern are described in the relevant sections of this report.
Other information
The other information comprises the information included in the annual report other than the financial statements and our auditor's report thereon. The Trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.
We have nothing to report in this regard.
Opinions on other matters prescribed by the Companies Act 2006
In our opinion, based on the work undertaken in the course of our audit:
the information given in the Trustees' report for the financial year for which the financial statements are prepared, which includes the directors' report prepared for the purposes of company law, is consistent with the financial statements; and
the directors' report included within the Trustees' report has been prepared in accordance with applicable legal requirements.
In the light of the knowledge and understanding of the Trust and its environment obtained in the course of the audit, we have not identified material misstatements in the directors' report included within the Trustees' report.
We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:
adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or
the financial statements are not in agreement with the accounting records and returns; or
certain disclosures of trustees' remuneration specified by law are not made; or
we have not received all the information and explanations we require for our audit; or
the Trustees were not entitled to prepare the financial statements in accordance with the small companies regime and take advantage of the small companies' exemptions in preparing the Trustees' report and from the requirement to prepare a strategic report.
A further description of our responsibilities is available on the Financial Reporting Council’s website at: https://www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor's report.
Extent to which the audit was considered capable of detecting irregularities, including fraud
Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above and on the Financial Reporting Council’s website, to detect material misstatements in respect of irregularities, including fraud.
We obtain and update our understanding of the entity, its activities, its control environment, and likely future developments, including in relation to the legal and regulatory framework applicable and how the entity is complying with that framework. Based on this understanding, we identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. This includes consideration of the risk of acts by the entity that were contrary to applicable laws and regulations, including fraud.
In response to the risk of irregularities and non-compliance with laws and regulations, including fraud, we designed procedures which included:
Enquiry of management and those charged with governance around actual and potential litigation and claims as well as actual, suspected and alleged fraud;
Reviewing minutes of meetings of those charged with governance;
Assessing the extent of compliance with the laws and regulations considered to have a direct material effect on the financial statements or the operations of the entity through enquiry and inspection;
Reviewing financial statement disclosures and testing to supporting documentation to assess compliance with applicable laws and regulations;
Performing audit work over the risk of management bias and override of controls, including testing of journal entries and other adjustments for appropriateness, evaluating the business rationale of significant transactions outside the normal course of business and reviewing accounting estimates for indicators of potential bias.
Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.
Use of our report
This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.
The statement of financial activities includes all gains and losses recognised in the year. All income and expenditure derive from continuing activities.
Linkage Community Trust is a private company limited by guarantee incorporated in England and Wales. The registered office is Toynton Hall, Main Road, Toynton All Saints, Spilsby, Lincolnshire, PE23 5AE, United Kingdom.
The financial statements have been prepared in accordance with the Trust's governing document, the Companies Act 2006, FRS 102 "The Financial Reporting Standard applicable in the UK and Republic of Ireland" and the Charities SORP "Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)". The Trust is a Public Benefit Entity as defined by FRS 102.
The financial statements are prepared in sterling, which is the functional currency of the Trust. Monetary amounts in these financial statements are rounded to the nearest £.
The financial statements have been prepared under the historical cost. The principal accounting policies adopted are set out below.
At the time of approving the financial statements, the Trustees have a reasonable expectation that the Trust has adequate resources to continue in operational existence for the foreseeable future. Thus the Trustees continue to adopt the going concern basis of accounting in preparing the financial statements.
Unrestricted funds are available for use at the discretion of the Trustees in furtherance of their charitable objectives.
Restricted funds are subject to specific conditions by donors or grantors as to how they may be used. The purposes and uses of the restricted funds are set out in the notes to the financial statements.
Cash donations are recognised on receipt. Other donations are recognised once the Trust has been notified of the donation, unless performance conditions require deferral of the amount. Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is recognised at the time of the donation.
Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, it is probable that a transfer of economic benefits will be required in settlement, and the amount of the obligation can be measured reliably.
Expenditure is classified by activity. The costs of each activity are made up of the total of direct costs and shared costs, including support costs involved in undertaking each activity. Direct costs attributable to a single activity are allocated directly to that activity. Shared costs which contribute to more than one activity and support costs which are not attributable to a single activity are apportioned between those activities on a basis consistent with the use of resources. Central staff costs are allocated on the basis of time spent, and depreciation charges are allocated on the portion of the asset’s use.
Goodwill represents the excess of the cost of acquisition of unincorporated businesses over the fair value of net assets acquired. It is initially recognised as an asset at cost and is subsequently measured at cost less accumulated amortisation and accumulated impairment losses. Goodwill shall be considered to have a finite useful life, and shall be amortised on a systematic basis over its life.
Tangible fixed assets are initially measured at cost and subsequently measured at cost or valuation, net of depreciation and any impairment losses.
Depreciation is recognised so as to write off the cost or valuation of assets less their residual values over their useful lives on the following bases:
The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds and the carrying value of the asset, and is recognised in the statement of financial activities.
Freehold Property is not depreciated on the grounds of immateriality. Freehold property is subject to regular maintenance and repair such that in the Trustees opinion the residual value is not materially different from the value in the financial statements and has a long useful economic life. The Trustees consider the need for impairment at each period end.
A review for impairment of a fixed asset is carried out if events or changes in circumstances indicate that the carrying value of any fixed asset may not be recoverable.Shortfalls between the carrying value of fixed assets and their recoverable amounts are recognised as impairments. Impairment losses are recognised in the statement of financial activities.
Fixed asset investments are initially measured at transaction price excluding transaction costs, and are subsequently measured at fair value at each reporting date. Changes in fair value are recognised in net income/(expenditure) for the year. Transaction costs are expensed as incurred.
At each reporting end date, the Trust reviews the carrying amounts of its tangible and intangible assets to determine whether there is any indication that those assets have suffered an impairment loss. If any such indication exists, the recoverable amount of the asset is estimated in order to determine the extent of the impairment loss (if any).
Cash and cash equivalents include cash in hand, deposits held at call with banks, other short-term liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities.
The Trust has elected to apply the provisions of Section 11 ‘Basic Financial Instruments’ and Section 12 ‘Other Financial Instruments Issues’ of FRS 102 to all of its financial instruments.
Financial instruments are recognised in the Trust's balance sheet when the Trust becomes party to the contractual provisions of the instrument.
Financial assets and liabilities are offset, with the net amounts presented in the financial statements, when there is a legally enforceable right to set off the recognised amounts and there is an intention to settle on a net basis or to realise the asset and settle the liability simultaneously.
Basic financial assets, which include debtors and cash and bank balances, are initially measured at transaction price including transaction costs and are subsequently carried at amortised cost using the effective interest method unless the arrangement constitutes a financing transaction, where the transaction is measured at the present value of the future receipts discounted at a market rate of interest. Financial assets classified as receivable within one year are not amortised.
Basic financial liabilities, including creditors and bank loans are initially recognised at transaction price unless the arrangement constitutes a financing transaction, where the debt instrument is measured at the present value of the future payments discounted at a market rate of interest. Financial liabilities classified as payable within one year are not amortised.
Debt instruments are subsequently carried at amortised cost, using the effective interest rate method.
Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of operations from suppliers. Amounts payable are classified as current liabilities if payment is due within one year or less. If not, they are presented as non-current liabilities. Trade creditors are recognised initially at transaction price and subsequently measured at amortised cost using the effective interest method.
Financial liabilities are derecognised when the Trust’s contractual obligations expire or are discharged or cancelled.
The cost of any unused holiday entitlement is recognised in the period in which the employee’s services are received.
Termination benefits are recognised immediately as an expense when the Trust is demonstrably committed to terminate the employment of an employee or to provide termination benefits.
Payments to defined contribution retirement benefit schemes are charged as an expense as they fall due.
In the application of the Trust’s accounting policies, the Trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.
The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods.
During the year expenses totalling £614 (2024: £60) were reimbursed or paid directly to 2 Trustees (2024: 1). Expenses paid to Trustees related to the reimbursement of mileage.
The average monthly number of employees during the year was:
The key management personnel of the Trust are considered to be the senior leadership team. The total amount of employee benefits (including employer pension and national insurance contributions) was as follows:
The charity is exempt from taxation on its activities because all its income is applied for charitable purposes.
Properties are revalued on a discretionary basis. Valuations have been carried out to revalue properties on a market value basis. The valuations were undertaken by suitably qualified independent valuers.
The Trust has adopted a policy of revaluation for tangible fixed assets.
At 31 August 2025, had the revalued assets been carried at historic cost less accumulated depreciation and accumulated impairment losses, their carrying amount would have been approximately £15,380,079 (2024 - £15,380,079).
Trade debtors are stated after provisions for bad debts and credit notes of £307,314 (2024: £523,985).
The long-term loan is secured by a legal charge over one freehold property owned by the Trust which has a net book value of £275,000 (2024: £275,000). The loan balance is 91% (2024: 91%) of the value of the security held.
Deferred income is included in the financial statements as follows:
The Group Savings Plan is a defined contribution scheme.
The Trust operated an Executive Pension Plan which is a defined contribution plan with underlying guarantees of a defined benefit nature. It is therefore accounted for in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102).
The scheme is closed to further accrual of benefits. At 31 August 2025, the scheme makes payments to six (2024: six) pensioners.
The following disclosures are taken from the report prepared as at 31 August 2025 by Barnett Waddingham LLP, the Plan's actuary.
The assumed life expectations on retirement at age 65 are:
The amounts included in the balance sheet arising from the Trust's obligations in respect of defined benefit plans are as follows:
The actual return on plan assets was £90,000 (2024 - £210,000).
The restricted funds of the charity comprise the unexpended balances of donations and grants held on trust subject to specific conditions by donors as to how they may be used.
Most of the Trust's income is in the form of fees but it also receives grants and raises funds for specific purposes. These restricted funds are described below:
ESFA Maintenance - represents funding received from the Department for Education (DfE) to be spent on the condition of educational facilities.
Lincs CC - CSL Innovation Fund - funding secured via Lincolnshire County Council to improve staff recruitment and retention as well as develop further Community Supported Living services in the community.
DfE Bursary Fund - represents funds provided by the DfE to financially support students and remove barriers to learning.
National Lottery Heritage Fund - Weelsby Hall Project - represents funds provided by the National Lottery Heritage Fund for the renovation of Weelsby Hall.
Tolkien Trust - relates to funding provided to cover the core costs of the charity.
Big Lottery Fund - relates to funding provided by the Big Lottery Fund and other donors for the continued running costs of the charity's Sensory Bus.
Karten Trust - relates to funding towards equipment within educational services.
Education & Training Foundation - funding from the Educational Trusts' Forum to assist with the recruitment and training of new teaching staff.
Other Restricted Funds - relate to other grants and donations from funders and individuals which are subject to restrictions imposed by the donor.
The unrestricted funds of the charity comprise the unexpended balances of donations and grants which are not subject to specific conditions by donors and grantors as to how they may be used. These include designated funds which have been set aside out of unrestricted funds by the trustees for specific purposes.
For clarity of presentation, the Trustees choose to show the value of property and the accumulated gains and losses as separate funds. Free Reserves above therefore represents the accumulated surplus on charitable activities.
At the reporting end date the Trust had outstanding commitments for future minimum lease payments under non-cancellable operating leases, which fall due as follows:
A further 80 properties are rented by the charity. At the year end the original lease has expired and a new lease is being negotiated and therefore no commitment is included above.
Amounts contracted for but not provided in the financial statements:
During the year the Trust entered into the following transactions with related parties:
Linkage Trading Ltd:
Linkage Trading Ltd is a company limited by guarantee which is controlled by Linkage Community Trust.
The Trust processes payroll on behalf of the company and receives other minor income and expenses. Total expenses and repayments resulted in a net repayment in the year of £nil (2024: £9,839).
In addition, the company charges the Trust a management fee for marketing services provided. The charge for the year was £nil (2024: £17,975).
The balance outstanding at the year-end is £4,446 (2024: £nil) and included within amounts owed by group undertakings.
The Blueberry Academy Limited:
The Blueberry Academy Limited is a company limited by guarantee which is controlled by Linkage Community Trust.
The balance owed at the year-end is £101,863 (2024: £nil) and included within amounts owed by group undertakings.