REGISTERED COMPANY NUMBER: 03031662 (England and Wales)

REGISTERED CHARITY NUMBER: 1047353

Report of the Trustees and

Unaudited Financial Statements

for the Year Ended 31 March 2026

for

Swindon Therapy Centre for

Multiple Sclerosis

Trading as

Neuro Wellbeing Centre

Page

Report of the Trustees

1

to

9

Independent Examiner's Report

10

Statement of Financial Activities

11

Balance Sheet

12

to

13

Notes to the Financial Statements

14

to

23

The trustees who are also directors of the charity for the purposes of the Companies Act 2006, present their report with the financial statements of the charity for the year ended 31 March 2026. The trustees have adopted the provisions of 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).

OBJECTIVES AND ACTIVITIES

Objectives and aims

The Charity delivers benefit to service users using the name of 'Neuro Wellbeing Centre'; an identity which reflects the diverse range of conditions for which relief is provided. It is governed by its Memorandum and Articles of Association, the updated version of which was approved by the Board and adopted by special resolution on 1st April 2022, and aims to promote the relief of persons who live with neurological conditions, by any lawful means, and in particular:

I. to provide them with wellbeing treatments, guidance and practical support.

II. to provide therapy (including but not limited to high dosage oxygen therapy (HDOT)).

Significant activities

To ensure that the charitable company's aims are met, it has a general policy to bring together those living with neurological conditions to form a service-user-based community in which help delivered by the Wellbeing Centre, and self-help enabled by a supportive community of staff, volunteers and service-users, improves the quality of life for everyone in that community.

The charitable company equips and administers a "Centre" (Bradbury House) for the provision of therapy for anyone who requests it, and funds this by requesting membership contributions, donations towards the services undertaken, together with fundraising events, general donations and grant funding; applied for and awarded by a wide range of grant-making organisations.

There have been no material changes in these policies since the last report.

Public benefit

The trustees are satisfied that the Charity's stated objective falls within the category "advancement of health" which is set out in the Charities Act 2011. The Charity meets this objective through lawful means as described previously.

The trustees have complied with the Charities Act 2011 and their duty to 'have regard' to public benefit guidance provided by the Charity Commission when exercising powers or duties to which guidance is relevant.

ACHIEVEMENTS AND PERFORMANCE

"The work and help that Lovish, the physio, provides is second to none. He's incredibly knowledgeable, and he pushes me to my comfort level and then a little bit more, which is great! And he's given me the drive to keep pushing for more. Coming here has been a godsend, not only physically but also rebuilding my confidence, positivity and my ability to socialise with others who understand, because they're in a similar position."

Delivery against charitable objects

The charitable company continued to deliver against its objectives of providing a range of therapies, support and advice to those living with neurological conditions, their families and carers, and to other people who could benefit from the services it provides.

Service delivery

Debi and her staff team continue to implement a strategy to raise our external profile, better tailor the services we provide to the needs of an expanding service user community and, through that work, increase the numbers of people who benefit from the support we provide. Overall service delivery in the reporting year reflected an increase compared to the prior period of 50.6%.

Therapy

2025/26

2024/25

Oxygen

2,844

2,185

Counselling

64

80

Gym/Exercise/Classes (Physio services)

4,449

2,619

Total Therapies

7,357

4,884

New enquiries

388

290

Sandra and the oxygen team continued to look at how and when to best deliver oxygen treatment to suit the needs of increasing numbers of clients. Half-hour, zero pressure and additional sessions all meant that more people were able to benefit from more use of the chambers and the number of oxygen sessions delivered in the period increased by 30.2% compared to last financial year.

In the gym, Lovish and Manasa, alongside a growing team of gym volunteers (many of whom have specialist knowledge, particularly in sport training and/or therapy and experience in working with people living with neuro conditions) continued to build close, supportive, trust-based relationships with a growing number of gym-users. Feedback from this community is regularly sought seeking to understand their experiences and how they can inform our future service delivery. For example, users told us how much they valued one to one time with the physios - and this insight was used to remodel how and when we booked users in, to ensure each received personal focus from a physio to better evaluate and power their progress. Lovish and his team enabled such focus without reducing the overall number of gym attendees.

The response from users has been extremely positive, with numbers of overall sessions delivered and people attending the gym sustained at much higher levels than in past years and feedback continuing to reflect very high levels of satisfaction, as well as user observations of improvements in physical and mental health as a result of sustained attendance.

We are convinced that 'closing the loop' on feedback in this way will ensure that the reputation and usage of our increasingly well-renowned gym continue to grow over time.

In the Studio and TLC room, Michelle (Exercise classes), Gail and Jill (Yoga classes), Sonia (Pilates), Darren (Tai-Chi), Jill (Sound bath), Gary (Nordic walking) and Kevin (Counselling) all continued to deliver a range of activities, collectively enabling more than 1,200 sessions to be delivered over the course of the reporting period. Again, feedback from attendees was excellent and the importance of and benefits derived from regular physical activity and emotional connection with fellow users forms an absolutely crucial part of 'making every day a good day' for those attending the Centre.

We are truly fortunate to have such a dedicated and talented team, across all of our services.

Volunteers

Volunteers continue to make a significant and highly valued contribution to the Centre. We increased the size of our volunteer team from 24 at the beginning of April 2025 to 31 by the end of March 2026. Between them, this inspirational team generously gave 4,200 hours of their time in that period to ensure that we continued to deliver our charitable objects.

The financial impact of the contribution of this group continued to be significant. The Voluntary Sector Specific Model (ONS Benchmark) of the financial value of time contributed collectively by our team of part-time volunteers was £60,606 (using the ONS standard benchmark of £14.43 per hour for community-focused part-time volunteer hours).

Calculating monetary value does not, however, capture the incredible impact volunteers have on our charity and those who depend on us. Through their commitment, skills, compassion and enthusiasm, volunteers help strengthen our ethos, values and culture, enriching and deepening our connection with the people we help and the wider community we seek to serve. The trustees again offer deep appreciation for every volunteer hour dedicated to supporting those who come to us for help. We are sincerely thankful for the inspirational difference made by each and every member of this team.

A continually building external profile, which is helping us to build our user community and offering

Debi has continued to take every opportunity to reach out to the wider Swindon and Wiltshire community, undertaking many talks and visits external to the Centre, as well as hosting visits into Bradbury House, particularly from key influencers in the primary healthcare sector and others with significant influence in our catchment area.

This work has resulted in a measurable increase in the numbers of people coming to ask for help who have been referred by their GP or the Great Western neurological team. We have also continued to provide support, when asked, to Swindon Town Football Club, who use the Alter-G (anti-gravity treadmill) and oxygen chambers to help players to rehabilitate after injuries. This work has manifestly helped in the increase in both people using the Centre and resulting donations income.

FINANCIAL REVIEW

Financial position

The financial statements for the year show a deficit of £17,918 in the Statement of Financial Activities (SoFA). Cashflows resulted in a smaller deficit of £6,830, with a cash-at-bank balance at the end of the period of £57,838. The difference between SoFA and cash flow outcomes is a normal result of charity accounting practices and does not indicate financial distress. The difference primarily arises from the distinction between accrual accounting (used for the SoFA) and cash accounting (reflected in our cash position).

SoFA Deficit: The SoFA reports income and expenditure when each are earned or committed, not necessarily when the cash changes hands. Our reported deficit in this first section of the accounts is largely due to the accounting requirements to:

- recognise depreciation charges on our capital assets,

- adhere to the required accounting treatment of loan capital and interest payments,

- ensure appropriate recognition of debtors and creditors,

- and allocation of some (capital) spend to fixed assets.

These are non-cash items and/or timing differences and do not affect the immediate cash available in our bank accounts.

Cash Flow Deficit: Day-to-day operations have been managed effectively, with incoming cash from donations, grants and rental income, along with use of some of the cashflow surplus from the prior period, sufficient to cover operational costs as they fell due. Cash flows for the financial year (and prior period) are shown below:

2026

2025

£

£

INCOME

Donations

133,765

76,303

Gift Aid

7,660

6,779

Legacies

1,700

297

Grants

30,650

118,636

Rental income

35,881

34,238

Other income

-

58

Interest

715

754

Total income

210,371

237,065

EXPENDITURE

Staff related costs

124,737

128,468

Other running costs

86,844

88,723

Project spend

5,620

750

Total expenditure

217,201

217,941

Net Income/Expenditure

(6,830

)

19,124

Overall income was 11.3% lower than the prior year.

Grant funding markedly declined, showing a 74.2% decrease year-on-year. Towards the end of the prior financial year, we had already seen a much more challenging environment in which to secure grant funds. Many grant funds were oversubscribed, highly restricted, and/or much more focused on narrow outcomes that didn't always reflect the realities of day-to-day service delivery. Core costs, such as staff time, utilities, rent, and digital infrastructure were frequently excluded from any grant application opportunity, despite being essential to achieving any charitable impact.

In recognition of this ongoing evolution of the grant funding arena, Debi and the trustees agreed that our income generation strategy needed to alter focus, placing less reliance on a small number of often over-subscribed potential grant funders and more on generation of sustainable income from sources over which we have more control. The work undertaken to evolve our strategy, and the resulting successful shift in income mix, is outlined further below.

Encouragingly, and reflecting the continued work of Debi and her excellent team to provide increased levels of support to those attending the Centre, donations income for the financial year increased by 75.3% compared to the prior year (having also increased by 15.2% in FYE 31st March 2025) and rental income grew by a further 4.8%.

Operational expenditure was almost 'steady state'.

This outcome was achieved against a backdrop of the many ongoing headwinds which could have driven costs up. By focusing on the value of all activities and eliminating those which added least value, by negotiating better contracts with suppliers and utility providers and stopping those considered poor value, Debi and team were able to contain costs to a 'steady state'; this will continue to be our focus going forward.

The out-turn (both in cash flow and SoFA terms) for the year ending 31st March 2026 reflects a programme of activity being sustained by the CEO, supported by the Trustee Board, focused on optimising income generation opportunities, maximising use of capital assets and controlling and containing expense, all whilst continuing to deliver our charitable objects to a growing community of beneficiaries.

Continuing evolution of our income generation strategy

The charity does not receive any funding from local or central government, nor from the primary healthcare sector. We have always been, and intend to remain, a self-funded charity and we are proud that we have been able to sustain the charity through some very tough recent years.

Looking back over the past four financial years, the mix of income has been (deliberately) moved in such a way as to ensure that not as much reliance is placed on grant funding.

FYE 31 Mar 2026

FYE 31 Mar 2025

FYE 31 Mar 2024

FYE 31 Mar 2023

Donations/legacies

68%

35%

46%

34%

Grant funding

15%

50%

41%

58%

Rental Income

17%

14%

12%

7%

This shows the extremely positive outcome of excellent work to attract more service users and thereby increase the levels of donations income. The increase over time in the share of income derived from renting out space that we do not use, at times when it is vacant, also reflects the benefit derived from the huge effort involved in marketing our facility to potential tenants and then securing long-term rental agreements.

Looking forward, the budget for the financial year ending 31st March 2027 targets a funding shape which brings grant funding back up to 25% of total income, with donations targeted at 60% and rental income at 15%. The trustees are satisfied and confident that such a mix of income sources further strengthens the financial stability and sustainability of the charity.

Reserves policy

It is the view of the trustees that the level (value) of free reserves held at any one time must be very carefully calibrated and balanced.

On one hand, free reserves provide a prudent 'buffer' that enables continuing operation for a time should any of the risks described below crystalise. On the other hand, experience in recent years has shown that potential grant funders are deterred from approving grant requests if they see what they consider to be either unsustainably low or excessively large values of free reserves.

The trustees have identified four principal risks which, if crystalised, would challenge operational and/or financial security. These are as follows:

i. Contingency: unexpected expenditure in the event of an emergency,

ii. Cash-flow: situations where a bill must be paid before the money to cover it has been received,

iii. Commitment: a commitment to occasional significant expenditure which cannot be covered by the annual income,

iv. Imminent Closure: the charity becomes financially unsustainable and must be wound down.

After careful consideration, and in the case of the first three of these four risks, the trustees do not earmark specific free reserves to mitigate the possibility that one or more may crystalise. This is because, in adopting regular and rigorous cash-flow management, forecasting and budgeting controls, suitable credit balances and/or contingency sources of funds (e.g. equity release from the substantial equity in the freehold premises owned by the Charity) would enable such unexpected and very rare cost challenges to be met.

In the case of the (fourth) risk of 'imminent closure', the trustees believe that the value of free reserves held must provide sufficient value to cover carefully defined, annually reviewed and Board approved 'wind down' running costs for a period of 3 months.

Reserves to be held for mitigation of imminent closure risk.

If there were no other choice than to wind down the Charity, most 'steady state' income would be maintained for the wind-up period. The committed cohort of unpaid volunteers who help with core-service delivery would enable the provision of services to beneficiaries to be managed in such a way as to sustain most throughout the wind-down period, thus ensuring a residual stream of service-user donations. Rental and room hire income would also be sustained, as notice to tenants was served and worked through.

The level of expenditure would be managed down immediately and significantly. Staff costs would be reduced by retaining only essential salaried staff needed to ensure an orderly winding down of operations. Contract staff would be released where their costs could not be more than covered by income generated from services they deliver. Non-critical spend would be immediately stopped and such assets as could be disposed of would be sold to realise further cash to cover run-down costs.

It is the view of the trustees that the value of free reserves needed to cover for this scenario should consist of additional funds needed to cover running costs of £2,464 per month; giving the need for a total 3-month 'running cost reserve' of £7,392, plus Statutory Redundancy costs of £10,508; making a total free-reserve requirement of £17,900, which, as can be seen from the balance sheet, was exceeded by a substantial margin at year-end.

Going concern

After making appropriate enquiries, the trustees have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. For this reason, they continue to adopt the 'going concern' basis under the historical cost convention in preparing the financial statements. Further details regarding the adoption of the going concern basis can be found in the Accounting Policies.

STRUCTURE, GOVERNANCE AND MANAGEMENT

Legal structure

The Company was incorporated in England and Wales on 10th March 1995 and is limited by guarantee without share capital use of 'Limited' exemption, under Company number 03031662. It is a registered Charity under number 1047353 and operates under the name of "Neuro Wellbeing Centre".

Organisational structure and decision-making

A Trustee Board, consisting of appropriate officers and trustees, meets quarterly to oversee the strategic direction and implementation, change management and fundraising progress, and review the financial position, amongst other governance matters.

Trustee Induction and Training

The CEO and Chair are responsible for ensuring that new trustees are familiarised with the strategy, objectives, operational activities, resourcing and finances of the charity and with their duties as trustees by sharing Charity Commission guides and materials setting out duties and responsibilities of charity trustees.

Risk management

The trustees have assessed, and regularly re-assess, the major risks to which the Charity is exposed, particularly those related to operations and finances, and are satisfied that appropriate systems and procedures are in place to mitigate exposure to the major risks.

The trustees identified the top five risks for this reporting period as:

1. Fundraising activity: Fundraising activity is insufficient as service users continue to experience cost-of-living pressures and are therefore limited in amounts of donations they can make, and/or grant funding opportunities are limited considering current pressures within the voluntary sector, where demand for grant funding now exceeds supply of available funds.

2. Sustainability: Failure to generate sufficient income to meet costs required to sustain the Charity.

3. Serious injury or damage to individuals or property: An injury is sustained whilst an individual is in our facility and/or damage occurs to property or equipment because we do not attend to mitigating actions.

4. Delivery of optimum impact: Expected impact as defined in Objects to our service users, their carers and/or the wider community is not delivered.

5. Volunteer/operational resource: Inability to recruit and/or retain enough volunteers.

For each of the top five risks, and all other risks that the trustees have identified and regularly consider, there are risks associated with our own conduct, the conduct of others whom we have authorised and conduct which we have not authorised.

To mitigate each of the risks, there were various processes, procedures, and controls in place and these were, and continue to be, periodically reviewed by the trustees and the CEO to ensure extensive mitigating actions are in place.

Measures already in place, operated effectively throughout the period, included but were not limited to:

- Board of Trustees and CEO gave a constant focus to financial measures and strategy, and trustees supported the CEO in building levels of service user donations to mitigate the issues which have been increasingly materialising in generating grant income.

- Regular financial forecasting defined actions required to ensure sustainability and enabled work referred to above to be undertaken.

- Continual marketing of the Centre and awareness-raising by the CEO ensured that we reached new service users and funding supporters, with several new (as of early 2026) leaflets and campaigns now in place to do this.

- An ongoing programme enabled the charity to actively manage costs, ensuring best use of revenues generated with tangible results evident in expenditure levels for this reporting period. Despite well understood cost of living pressures, the level of spend for this reporting period was managed such that it was below that for the last.

- Regular health and safety checks were undertaken, and an annual Health and Safety audit completed and acted upon.

- A strong working relationship with the Fire Service was sustained and their help enlisted to ensuring that our approach to fire risk continues to reflect best practice.

- Regular equipment checks, maintenance and servicing were undertaken, as usual alongside upgrades to the infrastructure of the Centre, with careful and appropriate focus given to balancing capital and service delivery-oriented spending.

- The CEO undertook active measures to grow the size of the volunteer team over the period, thereby ensuring resilience in the volunteer cohort. Whilst 2 of the 24 volunteers who had been in place at the beginning of this reporting period left the volunteer team, 9 new recruits meant that we ended the period with 31 active and very much appreciated volunteers. Regular contact is maintained with all volunteers and support and encouragement provided by the CEO, the Oxygen Services Manager and the Lead Physiotherapist.

REFERENCE AND ADMINISTRATIVE DETAILS

Registered Company number

03031662 (England and Wales)

Registered Charity number

1047353

Registered office

Bradbury House

Westmead Drive

Westmead

Swindon

Wiltshire

SN5 7ER

Trustees

C Clayton

T Culling

J Keppel

A Saunders

S Wells

Independent Examiner

James Gare

Monahans

Chartered Accountants

Hermes House

Fire Fly Avenue

Swindon

Wiltshire

SN2 2GA

Approved by order of the board of trustees on 26 July 2026 and signed on its behalf by:

T Culling - Trustee

Independent examiner's report to the trustees of Swindon Therapy Centre for Multiple Sclerosis ('the Company')

I report to the charity trustees on my examination of the accounts of the Company for the year ended 31 March 2026.

Responsibilities and basis of report

As the charity's trustees of the Company (and also its directors for the purposes of company law) you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 ('the 2006 Act').

Having satisfied myself that the accounts of the Company are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of your charity's accounts as carried out under Section 145 of the Charities Act 2011 ('the 2011 Act'). In carrying out my examination I have followed the Directions given by the Charity Commission under Section 145(5) (b) of the 2011 Act.

Independent examiner's statement

I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe:

1.	accounting records were not kept in respect of the Company as required by Section 386 of the 2006 Act; or

2.	the accounts do not accord with those records; or

3.	the accounts do not comply with the accounting requirements of Section 396 of the 2006 Act other than any requirement that the accounts give a true and fair view which is not a matter considered as part of an independent examination; or

4.

the accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities (applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)).

I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.

James Gare

Monahans

Chartered Accountants

Hermes House

Fire Fly Avenue

Swindon

Wiltshire

SN2 2GA

27 July 2026

2026

2025

Unrestricted

Designated

Restricted

Total

Total

fund

funds

funds

funds

funds

Notes

£

£

£

£

£

INCOME AND

ENDOWMENTS FROM

Donations and legacies

3

167,811

-

7,000

174,811

206,489

Other trading activities

4

35,881

-

-

35,881

24,047

Investment income

5

715

-

-

715

754

Total

204,407

-

7,000

211,407

231,290

EXPENDITURE ON

Raising funds

6

9,530

-

-

9,530

12,211

Charitable activities

7

Therapy and Support

166,303

42,792

10,700

219,795

223,593

Total

175,833

42,792

10,700

229,325

235,804

NET INCOME/(EXPENDITURE)

28,574

(42,792

)

(3,700

)

(17,918

)

(4,514

)

Transfers between funds

20

(28,936

)

28,936

-

-

-

Net movement in funds

(362

)

(13,856

)

(3,700

)

(17,918

)

(4,514

)

RECONCILIATION OF

FUNDS

Total funds brought forward

60,829

698,495

3,700

763,024

767,538

TOTAL FUNDS CARRIED FORWARD

60,467

684,639

-

745,106

763,024

2026

2025

Unrestricted

Designated

Restricted

Total

Total

fund

funds

funds

funds

funds

Notes

£

£

£

£

£

FIXED ASSETS

Tangible assets

14

-

902,302

-

902,302

923,953

CURRENT ASSETS

Debtors

15

10,888

-

-

10,888

7,886

Cash at bank

57,838

-

-

57,838

64,668

68,726

-

-

68,726

72,554

CREDITORS

Amounts falling due within one year

16

(8,259

)

(8,655

)

-

(16,914

)

(15,547

)

NET CURRENT ASSETS

60,467

(8,655

)

-

51,812

57,007

TOTAL ASSETS LESS CURRENT LIABILITIES

60,467

893,647

-

954,114

980,960

CREDITORS

Amounts falling due after more than one year

17

-

(209,008

)

-

(209,008

)

(217,936

)

NET ASSETS

60,467

684,639

-

745,106

763,024

FUNDS

20

Unrestricted funds:

General fund

60,467

60,829

Designated fixed asset fund

684,639

698,495

745,106

759,324

Restricted funds

-

3,700

TOTAL FUNDS

745,106

763,024

The charitable company is entitled to exemption from audit under Section 477 of the Companies Act 2006 for the year ended 31 March 2026.

The members have not required the company to obtain an audit of its financial statements for the year ended 31 March 2026 in accordance with Section 476 of the Companies Act 2006.

The trustees acknowledge their responsibilities for

(a)	ensuring that the charitable company keeps accounting records that comply with Sections 386 and 387 of the Companies Act 2006 and

(b)

preparing financial statements which give a true and fair view of the state of affairs of the charitable company as at the end of each financial year and of its surplus or deficit for each financial year in accordance with the requirements of Sections 394 and 395 and which otherwise comply with the requirements of the Companies Act 2006 relating to financial statements, so far as applicable to the charitable company.

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

The financial statements were approved by the Board of Trustees and authorised for issue on 26 July 2026 and were signed on its behalf by:

T Culling - Trustee

1.	GENERAL INFORMATION

Swindon Therapy for Multiple Sclerosis is an incorporated charitable company incorporated in England / Wales . In the event of the charity being wound up, the liability in respect of the guarantee is limited to £1 per member of the charity. The address of the registered office, the nature of the charity's operations and principal activities are given in the Trustees Report.

2.	ACCOUNTING POLICIES

Basis of preparing the financial statements

The financial statements of the charitable company, which is a public benefit entity under FRS 102, have been prepared in accordance with the Charities SORP (FRS 102) 'Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019)', Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland' and the Companies Act 2006. The financial statements have been prepared under the historical cost convention.

The financial statements are prepared on a going concern basis under the historical cost convention, modified to include certain items at fair value. The financial statements are presented in sterling which is the functional currency of the charity and rounded to the nearest pound.

Income

All income is recognised in the Statement of Financial Activities once the charity has entitlement to the funds, it is probable that the income will be received and the amount can be measured reliably.

For donations to be recognised the charity will have been notified of the amounts and the settlement date in writing. If there are conditions attached to the donation and this requires a level of performance before entitlement can be obtained then income is deferred until those conditions are fully met or the fulfilment of those conditions is within the control of the charity and it is probable that they will be fulfilled.

No amount is included in the financial statements for volunteer time in line with the SORP. Further detail is given in the Trustees' Annual Report.

Income from trading activities includes income earned from fundraising events and trading activities to raise funds for the charity. Income is received in exchange for supplying goods and services in order to raise funds and is recognised when entitlement has occurred.

Interest income is recognised using the effective interest method

Expenditure

Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to that expenditure, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably. Expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all cost related to the category. Where costs cannot be directly attributed to particular headings they have been allocated to activities on a basis consistent with the use of resources.

Tangible fixed assets

Depreciation is provided at the following annual rates in order to write off each asset over its estimated useful life.

Freehold property

-

2% on straight line basis

Oxygen Chamber

-

10% on reducing balance

Equipment

-

20% on reducing balance

Computer equipment

-

25% on straight line basis

Taxation

The charity is exempt from corporation tax on its charitable activities.

Fund accounting

Unrestricted funds can be used in accordance with the charitable objectives at the discretion of the trustees.

Restricted funds can only be used for particular restricted purposes within the objects of the charity. Restrictions arise when specified by the donor or when funds are raised for particular restricted purposes.

Further explanation of the nature and purpose of each fund is included in the notes to the financial statements.

Pension costs and other post-retirement benefits

The charitable company operates a defined contribution pension scheme. Contributions payable to the charitable company's pension scheme are charged to the Statement of Financial Activities in the period to which they relate.

Debtors

Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.

Cash at bank and in hand

Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

Creditors and provisions

Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.

Financial instruments

The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value.

3.	DONATIONS AND LEGACIES

2026

2025

£

£

Donations and grants

160,339

201,548

Gift aid

14,472

4,941

174,811

206,489

4.	OTHER TRADING ACTIVITIES

2026

2025

£

£

Rental income and hire of equipment

35,881

24,047

5.	INVESTMENT INCOME

2026

2025

£

£

Deposit account interest

715

754

6.	RAISING FUNDS

Raising donations and legacies

2026

2025

£

£

Staff costs

5,070

7,900

Fundraising costs

260

260

Support costs

4,200

4,051

9,530

12,211

7.	CHARITABLE ACTIVITIES COSTS

Direct

Support

Costs (see

costs (see

note 8)

note 9)

Totals

£

£

£

Therapy and Support

177,887

41,908

219,795

8.	DIRECT COSTS OF CHARITABLE ACTIVITIES

2026

2025

£

£

Staff costs

114,787

117,677

Insurance

7,333

7,673

Utilities

16,684

15,045

Oxygen

13,912

12,283

Depreciation

25,171

25,773

177,887

178,451

9.	SUPPORT COSTS

Governance

Management

Finance

costs

Totals

£

£

£

£

Raising donations and legacies

4,200

-

-

4,200

Therapy and Support

35,235

46

6,627

41,908

39,435

46

6,627

46,108

Support costs, included in the above, are as follows:

2026

2025

Raising

donations

Therapy

and

and

Total

Total

legacies

Support

activities

activities

£

£

£

£

Wages

4,200

-

4,200

4,051

Repairs

-

8,191

8,191

11,879

Sundry

-

9,423

9,423

9,831

Interest payable and similar charges

-

17,621

17,621

19,355

Bank charges

-

46

46

-

Accountancy and legal fees

-

6,627

6,627

4,077

4,200

41,908

46,108

49,193

10.	NET INCOME/(EXPENDITURE)

Net income/(expenditure) is stated after charging/(crediting):

2026

2025

£

£

Depreciation - owned assets

25,171

25,773

Independent examination

2,600

2,400

11.	TRUSTEES' REMUNERATION AND BENEFITS

There were no trustees' remuneration or other benefits for the year ended 31 March 2026 nor for the year ended 31 March 2025.

Trustees' expenses

There were no trustees' expenses paid for the year ended 31 March 2026 nor for the year ended 31 March 2025.