The directors present their annual report and financial statements for the year ended 31 March 2026.
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 company's Memorandum and Articles of Association, the Charities and Trustee Investment (Scotland) Act 2005, the Charities Accounts (Scotland) Regulations 2006 (as amended), the Companies Act 2006 and "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).
Charitable Purposes and Core Vision
The primary object of the company is the relief of individuals in need by reason of age, ill-health, financial hardship, or other disadvantage, achieved through the provision of high-quality accommodation and dedicated care. To further these objects, the company executes the following core activities:
Asset Stewardship: Managing the comprehensive assets, liabilities, and overarching undertaking of the entity known as ‘William Simpsons’.
Inclusive Care: Delivering residential accommodation and care to individuals in need, irrespective of age or gender.
Respite Provision: Operating dedicated respite care services and supporting infrastructure.
Holistic Support: Developing and maintaining any further facilities that directly advance the company’s primary charitable objects.
Service Delivery and Operational Scale
The care home delivers individualised residential accommodation for up to 71 residents across two buildings. Within the annex building, two beds are permanently designated to provide short-term respite care.
Our core operations are guided by our Mission Statement: to empower individuals to make their own choices and live their best lives through individualised support that actively enhances mental health and wellbeing.
The company is established strictly for the benefit of its service users and operates as a non-profit entity. The Directors exercise rigorous stewardship over the company’s assets to ensure all available resources are efficiently deployed in furtherance of these objectives.
Operational Performance and Quality Assurances
Occupancy levels remained robust throughout the financial year, driven by strong underlying demand and an agile approach to managing vacancy transitions across respite, short-term, and long-term care pathways. The charity’s updated website and enhanced social media presence have successfully elevated its public profile, fortifying connections with the local community.
Regulatory compliance and quality benchmarks remain exceptionally high:
The Care Inspectorate: The most recent formal inspection awarded the home strong, positive grades.
Care Home Assurance Response Team (CHART): Regular statutory site visits throughout the year resulted in excellent compliance scores, consistently exceeding 98% on each inspection.
Capital Improvements and Workforce Investment
The company successfully executed several capital expenditure and refurbishment projects during the year, including a targeted programme to replace en-suite facilities in residents' rooms alongside standard cyclical property maintenance.
Significant investments were made in workforce development to maintain premium care standards:
Internal Experts: The home retains its own certified Crisis Prevention Trainer alongside multiple Moving and Handling Trainers.
Vocational Qualifications: Numerous staff members successfully completed their SVQ Level 3 and Level 4 qualifications in Health and Social Care.
Leadership Excellence: Five permanent employees now hold a recognized Registered Manager qualification.
Staff Wellbeing and Enhanced Benefits
While prioritizing resident outcomes, the company remains dedicated to workforce welfare. The formal Staff Wellbeing Policy and individual Stress Risk Assessments are reviewed and updated continuously.
To boost recruitment and retention, the company expanded its competitive benefits package this year to include enhanced corporate maternity and paternity pay, which sits alongside existing provisions for private medical insurance and death-in-service benefits.
Financial Position and Funding Realignment
The company achieved an operating surplus for the financial year of £87,819 (2025: £4,128). This positive financial performance was driven primarily by sustained high occupancy rates and the successful negotiation of localised fee rates positioned above the National Care Home Contract (NCHC) baseline for the vast majority of residents.
This financial surplus directly enabled the company to execute three strategic objectives:
Wage Adjustments: Increasing staff remuneration significantly, tracking in line with local authority council funding uplifts.
Technological Infrastructure: Investing in new care technology and operational equipment.
Estate Preservation: Maintaining the physical grounds and buildings to an exemplary standard.
The ongoing financial support of our grant providers remains vital, enabling the charity to maintain its premises, fund supplementary resident activities, and launch one-off capital projects.
Framework for Financial Reserves
The company maintains financial reserves to mitigate cash-flow volatility, recognising its significant dependence on cyclical fee income from residents and the inherent timing delays between incurring operational expenditure and receiving associated funding. Reserves are also utilised to fund strategic development projects, with capital designated into specific funds as approved by the board. The Directors and Management confirm they are satisfied with the current level of available reserves.
The Directors continue to target modest operating surpluses to fund ongoing facility modernisations and to maintain liquid reserves in strict compliance with this policy. Restricted funds are segregated accounting treatments; any unapplied balances at the financial year-end are carried forward to be deployed exclusively against their designated purposes in the subsequent cycle.
Going Concern Assessment
The Directors have reviewed the financial forecasts, operational pipelines, and risk profile of the charity. Based on this review, the board confirms that adequate resources are available to fund the ongoing activities of William Simpsons for the foreseeable future. Consequently, the Directors continue to adopt the going concern basis in preparing the financial statements.
Risk Management
Strategic Risk Framework
The Directors maintain a comprehensive, proactive risk management strategy structured around four primary pillars:
Bi-Annual Appraisals: Conducted every six months to review the principal risks and uncertainties facing the charity.
External Governance: Enforcing an annual health and safety audit executed by an independent, specialist provider.
Procedural Controls: Establishing strict organisational policies, software systems, and operational controls to mitigate identified exposures.
Crisis Mitigation: Implementing response protocols designed to minimise financial, operational, or reputational damage should a risk materialise.
Principal Risks and Mitigation Pathways
The charity’s formal Risk Matrix is re-evaluated every six months to lower residual risk scores. The current principal risks identified by the board, along with their management frameworks, include:
Identified Principal Risk | Operational Mitigation Framework |
Infectious Disease | Stringent infection control protocols and robust hygiene management systems. |
Physical Security | Rigorous on-site security measures protecting both residents and staff. |
Workforce Vacancies | Standardised written risk assessments paired with real-time dynamic risk assessments. |
All frontline and administrative staff are formally trained to perform dynamic risk assessments efficiently in their daily workflows.
The charity will continue to optimize its digital outreach, utilising the corporate website and social media channels to raise its regional profile. To further upskill our workforce, specialised clinical training has been sourced and will be rolled out to all staff this year, covering Epilepsy, Alcohol-Related Brain Damage (ARBD), and Adult Support and Protection.
Key strategic and operational objectives for the 2026/27 financial year include:
Estate Upgrades: Progressing the multi-phase capital project to modernize all remaining en-suite shower rooms in the main building.
Staff Retention: Combating recruitment pressures from retail, leisure, and local-authority-run services by continuously reviewing and introducing competitive employee benefits.
Agency Reduction: Actively minimizing the use of external agency staff to ensure continuity of care.
Pension Standards: Maintaining our verified Living Wage Status while actively working toward achieving formal Living Pension accreditation.
Pay policy for senior staff
The Board of Directors (who serve as the Charity Trustees) and the Senior Management Team (SMT) constitute the key management personnel of the charity. They hold ultimate responsibility for directing, controlling, running, and operating the organisation on a day-to-day basis.
Remuneration Structures: Up to three Director posts are formally remunerated under statutory allowances—specifically the Chairman and those serving as Chairs of designated sub-committees. All other Directors give their time, expertise, and governance freely without financial recompense. Full details of Director remuneration are disclosed transparently in the financial statements.
Salary Reviews: The remuneration of senior staff is reviewed on an annual basis. Adjustments are typically made in alignment with national average earnings benchmarks, while factoring in shifts in individual levels of responsibility, specialised experience, and required professional qualifications.
Constitution and Historical Origin
The original foundation was established in 1836 under the terms of a historical Deed executed by Francis Simpson. The Trustees were subsequently granted incorporation via a dedicated Act of Parliament, receiving Royal Assent on 23 June 1864. In March 2010, the Trustees successfully updated their legal mechanisms through a formal application to the Court of Session. In July 2010, the Scottish Parliament enacted the William Simpson’s Home (Transfer of Property etc.) (Scotland) Act 2010. By virtue of this legislation, all historical property, rights, interests, commercial liabilities, and employment contracts were formally transferred on 27 September 2010, vesting fully into the current corporate entity—a company limited by guarantee with registered Scottish charity status.
Board Governance and Core Values
The Directors recognise that statutory legislation and public accountability demand an exemplary duty of care in charitable governance. Accordingly, the Board operates with the highest standards of integrity, transparency, and honesty when discharging its obligations to advance the company's charitable purposes.
The Directors actively ensure that the Board maintains a diverse and balanced matrix of skills, competencies, and professional expertise necessary to fulfil its fiduciary and strategic duties.
Recruitment and Induction of Trustees
To sustain robust governance, all newly appointed Directors undergo a structured induction process. Upon appointment, each new trustee receives a comprehensive onboarding pack containing:
The company’s Memorandum and Articles of Association.
The most recent audited annual financial statements.
Minutes and strategic papers from recent Board and committee meetings.
As part of their formal integration, new Directors conduct on-site visits to the Home to inspect the facilities and meet with the key management and operational personnel.
Organisational Structure and Delegation Framework
The Board of Directors currently comprises six members and holds ultimate legal and operational responsibility for the governance of the company.
Meeting Cadence: The Board meets monthly, with extraordinary meetings convened as required to address specific strategic matters. Meetings are conducted via hybrid and video-conferencing technology where appropriate.
Committee Infrastructure: Specialised sub-committees manage specific operational areas—focusing independently on Care Quality and Business/Financial Operations—and report directly back to the full Board.
Financial Oversight: Comprehensive monthly management accounts are produced, audited internally, and circulated to all Board members to ensure continuous financial monitoring.
Executive Delegation: The day-to-day operational management and administration of the charity are formally delegated to the Chief Executive Officer (CEO), who acts under clear authorities set by the Trustees. The Board remains fully accountable to the members of the company.
Legal and Administrative Details
Company Registration Number | SC377149 |
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Scottish Charity Number |
SC000485 |
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Principal Office |
Main Street Old Plean Stirling FK7 8BQ |
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Directors |
Mr AP Bradshaw Miss AK Laing Mr AJ Skilling Mrs GW Brownlow Mr MM Myles Mrs S Forshaw Ms M Spence |
Resigned 04/10/2025
Appointed 09/12/2025 |
Key management personnel |
Zoe Nolan Catherine Jones Christina Cochrane Anthony Brown |
Chief Executive Care Manager Finance Manager Operations Manager |
Solicitors |
Lindsays Caledonian Exchange 19a Canning Street Edinburgh EH3 8HE |
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Auditors |
Thomson Cooper Accountants 3 Castle Court Carnegie Campus Dunfermline KY11 8PB |
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Bankers |
Bank of Scotland plc 7-13 Port Street Stirling FK8 2EJ |
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The directors, who also act as trustees for the charitable activities of William Simpsons, are responsible for preparing the Directors' 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 directors to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the company 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 directors 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;
- state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements; and
- prepare the financial statements on the going concern basis unless it is inappropriate to presume that the company will continue in operation.
The directors are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the company and enable them to ensure that the financial statements comply with the Charities and Trustee Investment (Scotland) Act 2005, the Charities Accounts (Scotland) Regulations 2006 (as amended) and the Companies Act 2006. They are also responsible for safeguarding the assets of the company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
In accordance with the company's articles, a resolution proposing that Thomson Cooper be reappointed as auditor of the company will be put at a General Meeting.
During the year, the company purchased liability insurance for its directors and staff as permitted by Section 233 of the Companies Act 2006.
The directors' report was approved by the Board of Directors.
Opinion
We have audited the financial statements of William Simpsons (the ‘company’) for the year ended 31 March 2026 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 company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and 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 directors' 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 company’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.
Our responsibilities and the responsibilities of the directors 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 directors are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and 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.
We have nothing to report in respect of the following matters in relation to which the Charities Accounts (Scotland) Regulations 2006 requires us to report to you if, in our opinion:
the information given in the financial statements is inconsistent in any material respect with the directors' report; or
proper accounting records have not been kept; or
the financial statements are not in agreement with the accounting records; or
we have not received all the information and explanations we require for our audit.
As explained more fully in the statement of directors' responsibilities, the directors are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the directors determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the directors are responsible for assessing the company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the directors either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.
The extent to which our procedures are capable of detecting irregularities, including fraud, is detailed below.
We considered the opportunities and incentives that may exist within the organisation for fraud and identified the greatest potential for fraud in the following areas: existence and timing of recognition of grant income and the posting of transactions to the correct funds. We discussed these risks with management, designed audit procedures to test the timing and existence of donations and grant income, including reviewing of grant paperwork and terms and conditions, reviewing the allocation of costs against the correct funding and reviewed areas of judgement for indicators of management bias.
We identified areas of laws and regulations that could reasonably be expected to have a material effect on the financial statements from our sector experience through discussion with the officers and other management (as required by the auditing standards). We focused on specific laws and regulations which may have a direct material effect on the financial statements or operation of the charity, including the Charities and Trustees Investment (Scotland) Act 2005, regulation 8 of the Charities Accounts (Scotland) Regulations 2006 (as amended), and the Care Inspectorate.
We assessed the extent of compliance of the laws and regulations identified above by inspecting any legal correspondence, the Care Inspectorate report and making enquiries of management.
We reviewed the laws and regulations in areas that directly affect the financial statements including financial and taxation legislation and considered the extent of compliance with those laws and regulations as part of our procedures on the related financial statement items.
With the exception of any known or possible non-compliance with relevant and significant laws and regulations, and as required by the auditing standards, our work in respect of these was limited to enquiry of the officers and management of the company.
We communicated identified laws and regulations throughout our team and remained alert to any indications of non-compliance throughout the audit. However, the primary responsibility for the prevention and detection of fraud rests with the Trustees. To address the risk of fraud we identified internal controls established to identify risk, performed analytical procedures to identify unusual movements, assessed any judgements and assumptions made in determining accounting estimates, reviewed journal entries for unusual transactions and identified related parties
Owing to the inherent limitations of an audit, there is an unavoidable risk that we may not have detected some material misstatements in the financial statements, even though we have properly planned and performed our audit in accordance with auditing standards. We are not responsible for preventing non-compliance and cannot be expected to detect non-compliance with all laws and regulations.
These inherent limitations are particularly significant in the case of misstatement resulting from fraud as this may involve sophisticated schemes designed to avoid detection, including deliberate failure to record transactions, collusion or the provision of intentional misrepresentations
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.
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 and to the charity’s trustees, as a body, in accordance with Section 44(1)(c) of the Charities and Trustees Investment (Scotland) Act and regulation 10 of the Charities Accounts (Scotland) Regulations 2006. Our audit work has been undertaken so that we might state to the charity's trustees 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 charity’s Trustees as a body, for our audit work, for this report, or for the opinions we have formed.
Thomson Cooper is eligible for appointment as auditor of the company by virtue of its eligibility for appointment as auditor of a company under section 1212 of the Companies Act 2006.
The statement of financial activities includes all gains and losses recognised in the year. All income and expenditure derive from continuing activities.
William Simpsons is a private company limited by guarantee incorporated in Scotland. The registered office is Main Street, Old Plean, Stirling, FK7 8BQ.
The financial statements have been prepared in accordance with the company's Memorandum and Articles of Association, the Charities and Trustee Investment (Scotland) Act 2005, the Charities Accounts (Scotland) Regulations 2006 (as amended), the Companies Act 2006, FRS 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland” (“FRS 102”) 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)" (effective 1 January 2019).
The company is a Public Benefit Entity as defined by FRS 102.
The financial statements are prepared in sterling, which is the functional currency of the company. Monetary amounts in these financial statements are rounded to the nearest £.
The financial statements have been prepared under the historical cost convention modified to include the revaluation of freehold properties. The principal accounting policies adopted are set out below.
William Simpsons reported a cash inflow of £143,430 from operating activities for the year and have been fully able to meet all bank borrowing covenants. We have seen occupancy levels average 98% throughout the year and see no reason why this should not continue. On this basis, the Directors are of the view that the charity is a going concern and the Financial Statements have been prepared on this basis.
Unrestricted funds comprise accumulated surpluses or deficits on general funds and they are available for use at the discretion of the Directors in furtherance of the objectives. The portion of these funds relating to unrestricted property has been designated by the Directors.
Restricted funds are created when donations are received for a particular purpose, the use of which is restricted to that area or purpose. The related expenditure is charged to the statement of financial activities when incurred.
All incoming resources are recognised once the company has entitlement to the resources, it is probable that the resources will be received and the monetary value of incoming resources can be measured with sufficient reliability.
Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity; this is normally upon notification of the interest paid or payable by the bank.
Cash donations are recognised on receipt. Other donations are recognised once the company 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.
Liabilities are recognised as resources expended as soon as there is a legal or constructive obligation committing the company to the expenditure. All expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all the costs related to the category.
Governance costs comprise costs involving the public accountability of the company and its compliance with regulation and good practice. These costs include costs related to statutory audit together with an apportionment of overhead and support costs.
Overhead and support costs have been allocated between charitable activity and governance. The allocation of overhead and support costs are analysed in the notes to the accounts,
The costs of charitable activities include an apportionment of overhead and support costs.
Tangible fixed assets are initially measured at cost and subsequently measured at cost or valuation, net of depreciation and any impairment losses. Assets over £5,000 are capitalised.
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 original stone buildings and surrounding land have not been depreciated on the grounds that it is considered the buildings will have an expected useful life considerably in excess of fifty years and are subject to an annual impairment review.
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.
At each reporting end date, the company reviews the carrying amounts of its tangible 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).
Stocks are stated at the lower of cost or net realisable value, subject to due provision for obsolescence.
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 company 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 company's balance sheet when the company 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 company’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 company is demonstrably committed to terminate the employment of an employee or to provide termination benefits.
The company makes contributions to a defined contribution pension scheme for all employees who have remained in the scheme. The scheme funds are held and administered independently. Contributions payable by the company are charged to the statement of financial activities as they become payable.
Rentals payable under operating leases, including any lease incentives received, are charged as an expense on a straight line basis over the term of the relevant lease.
Care Home Fees
Raising funds
Agency Costs
Clothing and footwear
Training and recruitment
Rates and water charges
Repairs, maintenance and bin collections
Garden materials
Heat and Light
Cleaning materials
Food
Medical supplies/PPE/Covid-19/bedding and towels
Equipment repairs, renewals and gain on sale
Equipment rental and maintenance contracts
Outings, entertainments, gifts, clothing and consumables
Vehicle costs/taxis/mileage allowances
Television/resident software/computer costs
Bank charges/loan interest
Insurances
Stationery/telephone/internet/general expenses
Registration/regulatory fees
Professional fees
All costs are allocated on a percentage basis.
The average monthly number of employees during the year was:
One employee received emoluments of more than £60,000 (2025 - 1).
The company contributes to a pension scheme on behalf of all employees who have opted to be in the scheme. There is currently a 64% uptake by employees.
The key management personnel of the charity comprise the directors and staff listed on page 4. The total employee benefits were £212,950 (2025 - £206,635).
Mileage expenses were claimed at 45p/mile.
The charity is exempt from taxation on its activities because all its income is applied for charitable purposes.
Land and buildings comprises land lying on the east side of Plean and buildings constructed thereon. The care home is included in land and buildings at a book value of £3,453,827 representing cost less depreciation.
The company operates a defined contribution pension scheme for all qualifying employees. The assets of the scheme are held separately from those of the company in an independently administered fund.
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.
As part of a review of the funds in the year, the Directors have made the decision to amalgamate the funds of the 'Respite Day Care Centre Fund' and the 'Respite Day Care Centre Refurbishment Fund' into the Care Home Fund. The prior year remains unchanged.
Purpose of Capital Restricted Funds:
Respite Day Care Centre Fund
This fund comprised accumulated donations, and interest thereon, received for the respite care centre fixed asset. The funds are being depleted in subsequent periods as the assets are depreciated.
Respite Day Care Centre Refurbishment Fund
This fund comprised accumulated donations and grant funding in respect of the purchase of fixed assets for the phased property improvement programme for the respite day care centre.
Furnishings, Equipment and Redecoration Fund
This fund comprises donations received for furnishings, equipment and decoration from Queen Mary's Roehampton Trust, The Miss DM Dawson Trust, Geraldine Kirkpatrick Charitable Trust and an individual donation towards a memorial which was used to purchase fixed assets.
Care Home Fund
This fund represents accumulated donations received towards the 64 bed unit constructed in 2012 which is shown within fixed assets. The funds are being depleted in subsequent periods as the assets are depreciated.
Purpose of Revenue Restricted Funds:
Vehicle Fund
This fund represents a donation received from the Army Benevolent Fund towards the purchase cost of a wheelchair adapted 5 seater vehicle. This has now been disposed of.
Rotary Club - Activities and Entertainment
This fund represents a donation received from The Rotary Club which was utilised for activities and entertainment in accordance with the restriction.
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.
Purpose of Designated Funds:
Heritable Property is the Victorian buildings and fields. This was transferred from restricted funds as a result of the William Simpson's Home (Transfer of Property etc) (Scotland) Act 2010. During the year, the Trustees decided to amalgamate this separate asset fund into one fund for the Care Home Fund. The prior year remains unchanged.
The Respite Day Care Centre, Bungalow, Stable Block Office/Laundry and Care Home funds represent expenditure on buildings met from free resources of the Company designated for these purposes which the directors have set aside into these funds to reflect the fact that the amounts are not available for the general operations of the home. The funds will diminish as the assets’ values diminish through depreciation. During the year, the Trustees decided to amalgamate these separate asset funds into one fund for the Care Home Fund. The prior year remains unchanged.
The Day Care Project fund has been created this year from the legacy received from the late David McCulloch's estate and will be used for future Day Care Projects.
At the reporting end date the company had outstanding commitments for future minimum lease payments under non-cancellable operating leases, which fall due as follows:
During the financial year, the child of a trustee received a total remuneration of £33,490 in the form of a salary for services provided (2025: £31,940).
Trustees received expenses amounting to £529 (2025: £574)
By reason of its charitable status the company is considered to be exempt from income and corporation taxes. The company is presently unable to obtain registration for value added tax purposes and as a result cannot recover any of that tax on its expenditure, with irrecoverable tax included in the relevant expenditure incurred.
The company had no material debt during the year.