During the financial year July 2024–July 2025, the organisation delivered a range of community focused activities aimed at improving food access, wellbeing, and opportunities for local families and employability/training. Over the course of the year, its programmes have benefited the community in the following ways: The Food Bank evolved from a weekly model to a half-termly distribution, enabling the organisation to provide larger, more impactful food parcels through strengthened partnerships with organisations such as The Felix Project. This shift increased efficiency and reach, supporting over 180 individual families across the year with essential food supplies. The organisation continued to run gardening sessions at its community garden, creating a consistent space for young people and families to engage with nature, learn about food growing, and build practical and wellbeing-focused skills linked to sustainability and healthy living, with talks with Lambeth probation services about a partnership. A series of half-term and Summer programmes were delivered, offering structured and safe activities for children and young people. These included arts and crafts workshops, sports, play, and fitness sessions, alongside enrichment opportunities such as trips to the beach, soft play centres, cinemas, and theatres, broadening participants’ experiences and supporting social development. The annual Christmas drive remained a key highlight, during which the organisation prepared and distributed over 125 cooked meals to community members. In addition, care packages were assembled and distributed in collaboration with partner organisations, ensuring vulnerable individuals and families received both food and essential items during the festive period. Across all activities, the organisation has strengthened its role as a community hub both in mission and reality, increasing use and visibility of our small community space and providing consistent support to families affected by cost-of-living pressures, food insecurity, and limited access to enrichment opportunities, while fostering community connection and resilience. Overall, the year reflects a shift towards higher-impact, partnership-led delivery, allowing the organisation to extend its reach, deepen its support, and respond more effectively to the evolving needs of the community.

For the garden in particular we have been working with community volunteers to develop the space and direction of the gardens activities going forward. This has been through one one-to-one conversation semi regular meetings to discuss strategy.

The total amount paid or receivable by directors in respect of qualifying services was £14,559 There were no other transactions or arrangements in connection with the remuneration of directors, or compensation for director’s loss of office, which require to be disclosed.

No transfer of assets other than for full consideration