The Trustees present their annual report and financial statements for the year ended 30 April 2026.
The financial statements have been prepared in accordance with the accounting policies set out in note to the financial statements and comply with the Charity's [governing document], 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)” (as amended for accounting periods commencing from 1 January 2016).
The objects of the charity are for the public benefit and are all designed to support the relief of individuals in need. In particular the provision of shelter, food, clothing, advice and one to one mentoring and support. Most of these activities are undertaken through our Day Centre (the Hub), at 43, Melton Street, Leicester.
The Trustees give due regard to guidance contained in the Charity Commission’s general guidance on public benefit when reviewing the charity’s aims and objectives, exercising relevant powers and duties and in planning its future objectives.
In particular, the trustees consider how planned activities will contribute to the aims and objectives that have been set. We have developed formal governance and operational policies and procedures. These cover many areas including capability, code of conduct, data protection, donation acceptance and refusal, safeguarding, whistle blowing, dignity at work, comments and complaints and health and safety at work. The board periodically reviews how it applies the Charity Governance Code for small charities to inform improvements in its governance. This report sets out how we deliver our public benefit in practice.
Staffing and Team Update
The continued growth of our Supported Accommodation Project has been a significant focus this year. What began as a smaller initiative has now expanded to include five houses and support for 21 tenants. As a result, we strengthened our team by recruiting additional Case Workers, welcoming Siobhan, Megan, and Kean to the charity.
In October 2025, we said goodbye to Georgie, who left to take up a full-time position in Yorkshire. We thank her for her contribution and wish her every success in her new role.
September saw Gemma return from maternity leave. Following the discontinuation of the Partnership Development Coordinator role, she resumed her previous position as Hub Coordinator. We are grateful to Kate, who joined us as maternity cover and supported the team during Gemma’s absence before leaving upon her return.
A notable change within the leadership team came in January when Keith, who originally joined us as a Case Manager in March 2021, left to pursue a career opportunity in higher education. Over his time with the charity, Keith’s role evolved significantly in response to the organisation’s growth and changing needs. To fill this vacancy, we created and advertised a new Operations Manager position, attracting a strong field of applicants. We were delighted to appoint Anna, who had first become involved with the charity as a volunteer before joining our Saturday staff team. Anna officially joined the staff team on 2 January and has already made a substantial impact, particularly in the area of supported housing, introducing improved structures and processes across several key aspects of our work.
Unfortunately, despite achieving positive outcomes, we were unable to secure additional funding for the Lighthouse Project, our mentoring programmes. As a result, the project came to an end in December 2025. Ahead of the closure, our two Mentor Coordinators, Loki and Jo, left in October to pursue alternative employment opportunities, and Gemma oversaw the successful closure of the project.
Our Saturday staffing team continues to play an important role in service delivery. The regular rota includes Craig, Leah, Megan, Siobhan, and Kean, who generally work alternate Saturdays as part of their contracts. Dean remains employed on a dedicated Saturday contract, while Dan continues to support the charity by working a couple of Saturdays each month. In March, Dean expanded his role by increasing his contract to include Tuesdays, with a primary focus on supporting the maintenance and upkeep of our housing provision.
We remain incredibly grateful for the dedication, professionalism, and compassion shown by our staff in supporting our guests and service users. We are equally thankful for the commitment of our volunteers, whose contribution enables us to continue providing high-quality services despite rising demand and increasing costs. Their support helps us deliver exceptional value and maintain services at a fraction of the true operational cost.
As of 30 April 2026, the charity employed two full-time staff members and twelve part-time staff members.
Hub Operations
The Hub continues to operate five days per week, opening on Monday, Thursday and Friday from 9:30am to 2:30pm, Tuesday from 10:15am to 2:30pm (allowing time for staff training), and Saturday from 9:00am to 1:00pm.
The Charity continues to receive no local authority or government funding to support weekday Hub operations. Saturday opening is funded through the Rough Sleeping Drug and Alcohol Treatment Grant, administered by the Office for Health Improvement and Disparities via Public Health.
The Saturday service contract has recently been re-tendered. We have agreed to continue delivering the service until 30 June, while awaiting the outcome of our tender submission. (We have subsequently been awarded the contract).
Building Use and Income Generation
Leicester City of Sanctuary rents the building on Wednesdays, while two Christian churches use the premises on Sundays. The Charity also accommodates ad hoc room rentals, providing a valuable supplementary income stream.
Services Delivered
The Hub remains the focal point of the Charity's day-to-day operations, providing practical support and a welcoming environment for guests.
Services available include:
Breakfast and lunch.
Hot showers.
Changes of clothing, subject to availability.
Access to industrial washing and drying facilities for personal clothing.
Computers
Demand for many of these services continues to exceed available resources, particularly for clothing, snacks and cold drinks.
To improve capacity, one of the Charity's objectives for the coming financial year is to install an additional industrial washer and dryer.
Building Relationships Through Food
While the provision of food represents only a small part of the Charity's overall work, it remains an essential engagement tool. Although guests can access meals from several other organisations, sharing food helps break down barriers and enables staff and volunteers to build trusting relationships with those accessing the service.
These relationships are fundamental to the Charity's approach, allowing staff and volunteers to work alongside guests and support them in addressing the complex issues they face.
Demand for Services
During the year, overall demand for the Charity's services decreased by 11%, with 17,789 individual service interventions recorded. Despite this reduction, activity remains 24% higher than in the year ended 30 April 2024.
Although fewer people accessed the service overall, those who did increasingly presented with more complex and chaotic circumstances, requiring significantly more intensive support. Consequently, the reduction in footfall has not resulted in a corresponding reduction in workload.
The Charity remains committed to providing support to anyone who needs it, provided they comply with the organisation's minimal rules and procedures, ensuring that the Hub continues to offer an accessible and inclusive service for those experiencing homelessness and multiple disadvantage.
Financial Performance
For the year ended 30 April 2026, the Charity had budgeted for a significant operating deficit. In recognition of the continuing high demand for services, the Board of Trustees made the strategic decision to increase staffing levels to support the expansion of the Charity's supported housing provision.
Financial Performance (continued)
Despite the anticipated deficit, the Charity concluded the financial year with a small surplus. This positive outcome was achieved through a combination of factors, including securing more grant funding than originally anticipated and maintaining strong financial management across the organisation, particularly in relation to expenditure and staffing costs.
Looking ahead to the coming financial year, the Charity is forecasting a budget deficit of just under £50,000. Nevertheless, the Board of Trustees has agreed to maintain the current level of service provision, recognising the ongoing need within the community. Any operating deficit will be met from the Charity's reserves, ensuring continuity of support for those who rely on our services.
Catering Provision
Following extensive consideration, the Charity has been unable to identify a simple and practical alternative to the current charging system for cooked meals. Consequently, the £1 charge for a cooked lunch remains in place. The meal continues to represent excellent value for money, thanks to the exceptional quality of food prepared by our chef, Jen, and the dedication of her team of volunteers.
To ensure that financial hardship is not a barrier to accessing food, free meal tickets continue to be provided to guests who are not receiving benefits. In addition, breakfast and snacks, when available, remain free of charge.
This balanced approach enables the Charity to provide nutritious meals while maintaining accessibility for those with the greatest financial need.
Expansion of Supported Housing
The Charity’s supported housing provision expanded significantly during the year. The financial year began with one four-bedroom property. Capacity was subsequently increased through the acquisition of four additional properties: a second four-bedroom house in August, a five-bedroom property in October, and two further four-bedroom houses in February and April.
By the end of the reporting period, the Charity was managing five supported houses, providing a total of 21 bed spaces for individuals moving on from homelessness.
The expansion of the supported housing provision was accompanied by an increase in the number of Case Workers employed by the Charity. The role of Case Workers assigned to the supported housing programme has also developed considerably. Their primary responsibility is now the provision of intensive housing management, with each tenant receiving a minimum of two hours of support each week.
We are extremely grateful to the Benefact Trust, the Oliver Liddar Foundation and the Edward Cadbury Charitable Trust for providing funding towards these additional Case Worker posts. Their support has enabled the Charity to provide a more holistic service, addressing not only housing needs but also the wider issues affecting tenants. This enhanced support significantly improves the likelihood of tenants sustaining their accommodation and progressing towards greater independence.
Improving Access to Accommodation
All Case Workers now play a more active role in identifying guests who are ready to move into supported accommodation. Staff work proactively to ensure that the necessary documentation and assessments are completed in advance, enabling individuals to move into accommodation as soon as vacancies become available.
Where appropriate, guests may also move into alternative supported housing schemes or private rented accommodation if suitable opportunities arise before a vacancy becomes available within the Charity’s own housing provision. This approach ensures that individuals can access appropriate accommodation at the earliest opportunity, regardless of the provider.
During the year, the Charity supported 97 individuals into accommodation, including temporary and permanent housing options and placements within our own supported housing provision. A further 18 individuals were assisted to secure a place on the local housing register, improving their prospects of accessing long-term accommodation.
Benefits and Financial Inclusion
Case Workers continue to support guests to access their full benefit entitlements. This includes helping individuals prepare for benefit reviews and challenging decisions where there is reason to believe that the outcome is incorrect.
During the year, 19 guests were supported to secure an increase in their benefits. This can be a significant step towards greater financial stability and can also widen the range of housing opportunities available to individuals.
We are grateful for our close working relationship with the Department for Work and Pensions, with a member of their team working from our centre on a weekly basis. This provides an invaluable resource for our guests and staff.
Case Workers also provided wider financial support, including:
160 individuals supported with telephone calls to other organisations;
109 guests assisted with completing official paperwork;
202 guests referred to other agencies better placed to support specific needs;
20 payment plans arranged for individuals in rent or utility arrears; and
16 individuals supported to open a bank account.
Tackling Digital Exclusion
Although many guests have access to smartphones, and the Charity provides computers and Wi-Fi, many individuals remain digitally excluded. Contacting statutory bodies by telephone or online can be particularly challenging, especially when individuals are required to wait on hold for extended periods.
These difficulties can be compounded by mental health issues and the effects of previous or ongoing drug and alcohol use. Case Workers therefore continue to provide practical assistance to ensure that guests can access essential services and complete important administrative tasks.
Health and Wellbeing
Supporting guests to access healthcare remains an important part of the Charity’s work. During the year, we helped 20 individuals register with a GP and actively supported a further 36 people to engage with appropriate medical services to address their health needs.
The Charity continues to host the Homeless Mental Health Team twice a week. Turning Point also provides drug and alcohol support at the centre twice a week. Case Workers actively encourage and refer guests to engage with appropriate recovery services.
For individuals who are further along in their recovery and resettlement journey, Case Workers also provide support to help them move towards employment or education. This includes assistance with CV writing and registering for college courses.
Rough Sleeping Initiative
Ian, our Senior Case Worker, continues to work with some of the most entrenched rough sleepers in the city through the Rough Sleeping Initiative, under contract with the local authority.
The contract began in July 2021 and has now been extended for a further year until March 2027.
Mental Health and Recreational Activities
People who are homeless or vulnerably housed are three times more likely to experience mental health issues than those living in stable accommodation. In recognition of this, and alongside the Charity’s wider mental health strategy, we held a number of recreational arts and art therapy groups during the year.
These activities were funded primarily through the National Lottery Awards for All programme. Unfortunately, this funding has now been fully utilised and, as we enter the new financial year, the Charity has had to cancel these groups.
Other activities remain popular with guests, including board games, word searches and colouring. Guests have also become increasingly involved in practical activities at the Hub and in our supported houses, including painting and making garden furniture.
Lived Experience
The Charity’s Lived Experience role, funded by our main funder, the Albert Gubay Trust, has continued to achieve positive results.
The role has helped guests to break down barriers and encouraged them to become more involved in the Charity’s decision-making processes. This has strengthened the voice of people with lived experience within the organisation and supported a more inclusive approach to service development.
Funding Challenges and Service Sustainability
Like many small charities, securing sufficient funding to continue existing projects has become increasingly challenging.
In addition to the cancellation of the arts and art therapy programme, the Charity was unable to secure continued funding for the Lighthouse Project, despite achieving all of its key measures of success. As a result, the mentoring programme was closed during the latter part of 2025.
These funding challenges highlight the continuing pressures faced by small charities in maintaining successful services while also responding to increasing demand.
Dental and Optical Support
Our award-winning emergency dental treatment service continues to provide essential support to guests. The service is provided by:
Doncaster Road Dental Practice;
Glenfield Dental Practice;
Willowbrook Dental Practice; and
Heacham Drive Dental Practice.
The service now operates every two months. Glenfield Dental Practice has also continued to provide financial support for our Christmas programme.
Unfortunately, our regular optical support, previously provided by First Vision Eyecare, has ended due to funding cuts. We are currently in discussions with another organisation to explore whether this much-needed service can continue.
Partnership and Community Support
The Charity continues to rely heavily on the support of our partners, whose financial contributions, donations, volunteering and specialist services make a significant contribution to our work.
We are particularly grateful to Heidelberg Materials UK for their continued financial support, including assistance with the sourcing and purchase of sleeping bags. They also took part in the Big Sleep and provided volunteers to support activities at our Hub.
Howes Percival Solicitors continued as our Charity of the Year until December 2025, building on the funds raised in 2024. In February 2026, one of their partners, Justine Flack, joined our Board of Trustees, further strengthening the excellent relationship we have developed.
We also thank Shoe Zone for their continued support, particularly through their generous donations of footwear. Union FS continued its support through its annual food drive, raising funds and collecting significant quantities of food to support our day-to-day operations.
The Big Sleep
Following two years of outstanding success, both in terms of participation and fundraising, the Big Sleep was disappointing in March 2026, raising just under £8,000.
With the exception of the COVID-19 pandemic, the event has taken place every year since 2018. However, there are now significantly more charities organising sleepouts, including organisations with no direct connection to homelessness services. As a result, we are reviewing the future of the event, including its venue and overall format.
We remain grateful to Heidelberg Materials UK and Dupli Ltd for their continued sponsorship and support of the Big Sleep.
Our long-term financial strategy remains focused on diversifying our income and reducing our dependency on grants. The move in March 2025 to managing properties as supported accommodation, and the continued growth of this project, represents a major step forward as we seek to increase our earned income.
We have continued our Local Authority contract, which has been extended to 31 March 2027. Through this contract, Ian works with some of the most entrenched rough sleepers in the city. Following a successful tender process, our Public Health contract has also been extended to 30 June 2027, with the hope that it will be extended for a further two years. This contract funds our Saturday opening.
Our partnership agreement with the Church Urban Fund for the Mentoring Project, as discussed earlier, has now concluded, and the project ended during the latter part of 2025.
Many charities report that grant fundraising is becoming harder each year. Despite this challenging environment, and thanks to the significant steps we have taken to diversify our income, we can report an excellent year. Grant income rose by £23,000 to £155,627, including the third and final payments from the Lloyds Bank Foundation (£25,000) and the Tudor Trust (£31,780).
Our general fundraising income, excluding contributions received through online giving, reduced by £7,900 to £17,991, reflecting the fact that fewer people undertook fundraising events for us. Online giving also decreased by £6,600 to £32,776. Given the substantial reduction in funds raised through the Big Sleep, of which most donations are made online, this figure would actually indicate an underlying increase in our online giving.
Overall income increased by £103,621 to £532,237. This was mainly due to income from our rental properties, comprising Housing Benefit and guests’ contributions towards rent, which totaled £172,000 compared with only £3,000 in the previous financial year. We did not, of course, receive any income from the Church Urban Fund, compared with £79,600 in the previous year.
Income from the rental of our Hub decreased by £3,700 due to the cancellation of a regular booking. This income will fall further in the current financial year following our decision to terminate the contract of one of our licensees. We have also made a conscious decision not to actively pursue further rental opportunities, given the time and effort involved in managing these arrangements and the potential impact on our ability to use the space when required. Most of the other income lines remained relatively static.
Expenditure rose by £60,755 to £523,600, including £80,650 in direct costs for the supported houses. While salary costs increased significantly because of the work involved in managing the supported accommodation, our overall salary bill fell by £18,400. This reduction was achieved through careful recruitment control and by repurposing some roles to support the housing project.
Our repairs and maintenance costs increased by £5,000, mainly due to the cost of installing a gas cooker. All other expenditure lines remained relatively static.
Review Of Current Financial Year
The financial statements show a surplus of £8,637, compared with the budgeted deficit of £84,950. This significantly better-than-anticipated result was achieved through stronger income performance than predicted, together with strict controls over expenditure. The surplus is split between Restricted and Unrestricted Funds, as shown in the Statement of Financial Activities on pages 12.
The charity has total reserves of £373,427, as shown on the Balance Sheet on page 13. The Trustees consider the charity’s reserves position to remain strong.
It remains an ambition of the Trustees to purchase premises of our own. However, it has been agreed that a proportion of the designated building fund may be used as a deposit towards the purchase of a house, which would supplement the charity’s supported housing provision. This did not take place during the current financial year, as the charity continued to build experience in this area through its existing leasehold properties while also reviewing imminent changes to supported housing legislation.
The charity is again budgeting for a significant deficit of £46,594 in the coming financial year. The Board has agreed to approve this budgeted deficit in view of the continued high demand for the charity’s services, its strong financial position and its strategic aim of expanding its supported housing provision.
The charity’s long-running discussions with a local church regarding the possibility of taking space within its building on a long-term lease continued during the year. The charity incurred architects’ fees of £14,400 for the preparation of outline drawings required to progress the proposal to the next stage. However, following continued disagreements with the Parochial Church Council, the Board concluded in June 2026 that it had no option but to withdraw from the project.
The Year in Summary | Year to | 30/04/2026 | Year to | 30/04/2025 |
Total Income |
| £532,237 |
| £428,616 |
Total Expenditure |
| £523,600 |
| £462,845 |
Operating Surplus / (deficit) |
| £8,637 |
| £(34,229) |
Hub Services Accessed |
| 17,789 |
| 20,005 |
Helped into Accommodation |
| 97 |
| 67 |
Registered With Medical Services |
| 20 |
| 44 |
Improved Financial Situation |
| 39 |
| 49 |
In reviewing our financial and non-financial performance for the year, the Trustees can once again express their sincere appreciation for the outstanding efforts of our dedicated staff and volunteers. Their commitment, hard work and professionalism have enabled the charity to continue supporting people who are homeless or vulnerably housed.
This work must also be viewed against the wider context in which the charity operates. It is a matter of considerable concern that, in the 21st century, there remains a need for a charity such as ours to exist. The continued and significant increase in the number of people / complexities requiring our support underlines both the scale of the challenge and the vital importance of the services we provide.
Designated Funds
The Board remains committed to securing the charity’s long-term future through the eventual purchase of its own premises. The lease on the current building was renewed in February 2026 for a further nine years, subject to break clauses at three-year intervals.
The charity has now leased five houses, providing a total of 21 bed spaces for supported housing, through relationships established with local landlords. The Board is keen to continue expanding this provision as the charity moves forward.
The Board has also agreed to explore the purchase of its first supported housing property, using part of the Building Fund as a deposit, once the CEO considers the charity is in a position to proceed.
In light of the forecast deficit for the next financial year, it has been agreed that the balance held in the Building Fund will be maintained at £200,000.
Reserves Policy
The Bridge Homelessness to Hope adopts a risk-based approach to managing its reserves. The policy is based on a forward-looking assessment of income and expenditure, together with consideration of the wider economic environment in which the charity operates. In determining the appropriate level of reserves, the charity considers the extent to which its income is secured and the proportion of its costs that are fixed or variable.
The charity receives a mix of funding, some of which is provided for specific purposes and is therefore held as restricted funds. These funds are not available for expenditure on other purposes. The remaining funds are unrestricted and may be used across all of the charity’s activities.
Reserves are the unspent unrestricted funds of the charity, referred to as general funds in the financial statements. As the charity owns no fixed assets, these reserves are held in cash.
Reserves Policy (continued)
The purpose of maintaining reserves is:
invest in expanding and enhancing services for our guests in line with growing demand;
fund working capital requirements and manage time lags in the receipt of committed funding;
manage economic or regulatory changes that may have unforeseen financial consequences; and
help the charity manage a potential downturn in income.
It is the charity’s policy that unrestricted funds which have not been designated for a specific purpose should be maintained at a level equivalent to between three and six months’ expenditure. The Trustees consider that reserves at this level will enable the charity, in the event of a significant reduction in funding, to continue its current activities while consideration is given to ways in which additional funds may be raised. This target level of reserves has been maintained throughout the year.
As at 30 April 2026, the actual level of reserves was £373,427, which was within the target range.
The charity has agreed a deficit budget for 2026–27. This is a conscious decision that reflects the continuing demand for our services and the charity’s commitment to meeting the needs of the community. We will, of course, continue to work to reduce the forecast deficit. While recognising that the coming year will once again be challenging, the Trustees are confident that the charity has sufficient financial stability to continue its much-needed and growing work in the community.
Investment Policy
The charity’s funds are primarily held to support its charitable objectives and to meet the costs of its day-to-day operations. The Trustees recognise that, while funds must remain readily available to meet the charity’s operational and financial commitments, surplus cash balances should be managed prudently to achieve an appropriate return where this can be done without compromising liquidity or financial security.
The charity therefore places funds that are not immediately required for operational purposes into a range of fixed-term savings accounts. These accounts have terms of one month, three months, six months and one year. The use of a range of maturity periods enables the charity to balance the need to maximise interest income with the need to ensure that funds become available at regular intervals to meet anticipated expenditure and other financial commitments.
The Trustees regularly review the charity’s cash position, anticipated income and expenditure, and the level of funds required to support ongoing operations. Investment decisions are made with the primary objectives of preserving capital, maintaining appropriate liquidity and obtaining a reasonable return on surplus funds.
The charity does not undertake speculative investment activities, and its funds are not invested in higher-risk investments. The investment approach is therefore consistent with the charity’s reserves policy and its overall objective of maintaining financial stability while making effective use of funds that are not immediately required.
Principal Risks and Uncertainties
The Trustees have assessed the principal risks facing the charity, including financial, operational, strategic, regulatory and reputational risks that could affect its ability to achieve its charitable objectives.
The Trustees are satisfied that appropriate systems and procedures are in place to identify, monitor and manage the charity’s principal risks and to mitigate exposure to them. The risk environment is kept under regular review, and the Trustees recognise that risk management is an ongoing process which must respond to changes in the charity’s activities, operating environment and wider economic circumstances.
Structure, Governance and Management
The Bridge Homelessness to Hope is a company limited by guarantee, incorporated on 21 April 2009 and registered as a charity on 30 September 2009. The company was established under a Memorandum of Association, which sets out the objects and powers of the charitable company, and is governed by its Articles of Association. The charity is registered with the Charity Commission.
Over the coming year, we will continue to focus on strengthening the organisation's financial sustainability by further diversifying our income streams and reducing our reliance on grant funding. This will include developing existing corporate partnerships, identifying new fundraising opportunities and exploring alternative sources of income.
We will also review our staffing structure to ensure that it continues to meet the changing needs of the organisation. As demand becomes increasingly complex and our supported housing provision grows, it is important that we have the right skills, capacity and resources in place to provide effective support while maintaining a sustainable service.
The expansion of our supported housing provision will remain a key priority, with further properties planned to increase the number of people we can accommodate and support. We also intend to develop our work with prison leavers, recognising the importance of appropriate housing and support in helping people make a positive transition back into the community and reducing the risk of homelessness.
Finally, we will continue to invest in the Hub and improve the environment for both guests and staff. A key project will be the refurbishment of the Hub's bathrooms, supported by the funding secured from HSBC. This will improve the facilities available to our guests and contribute to creating a welcoming, safe and dignified environment.
The charity trustees are also directors of the charitable company and are referred to as trustees throughout this report. In addition to their governance responsibilities, trustees contribute operational time, skills and expertise to support the staff team and the delivery of the charity’s activities. Trustees may also hold trustee positions with other charitable organisations.
In appointing new trustees, the Board has due regard to the skills, experience and diversity required to govern the charity effectively. It also considers the need to develop the charity’s capacity, maintain appropriate continuity and ensure that the Board reflects the communities and constituency served by the charity. The charity aims to follow best practice through an inclusive and transparent recruitment process.
During the financial year 2025–26, one new trustee was appointed to the Board, with Justine Flack appointed on 19 February 2025. Two trustees also resigned during the subsequent reporting period: Natasha Douglas resigned on 14 October 2025 and Ofure Obomighie resigned on 6 January 2026.
Professor Philip Baker resigned as a trustee on 16 June 2026. Adriana Murray was subsequently appointed as a trustee on 20 August 2026.
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:
None of the Trustees has any beneficial interest in the company. All of the Trustees are members of the company and guarantee to contribute £10 in the event of a winding up.
Fundraising
Section 162a of the Charities Act 2011 requires charities to make a statement regarding fundraising activities.
Although The Bridge Homeless To Hope does not undertake widespread fundraising from the general public, the legislation defines fundraising as "soliciting or otherwise procuring money or other property for charitable purposes". Such amounts receivable is presented in the accounts as "Donations".
The charity does not use a professional fundraiser or commercial participator to raise funds. Any monies raised direct from the public follows guidelines set out by the Charity Commission, UK law and with reference to the Fundraising Code of Practice.
The charity is registered with the Fundraising Regulator and pays the annual levy.
We respect the privacy and contact preferences of all public donors and treat information in line with our GDPR and Data Protection policies.
The charity does not engage in direct marketing to raise funds.
The Trustees report was approved by the Board of Trustees.
I report to the Trustees on my examination of the financial statements of The Bridge Homelessness To Hope (the Charity) for the year ended 30 April 2026.
Having satisfied myself that the financial statements of the Charity are not required to be audited under Part 16 of the Companies Act 2006 and are eligible for independent examination, I report in respect of my examination of the Charity’s financial statements carried out under section 145 of the Charities Act 2011. In carrying out my examination I have followed the Directions given by the Charity Commission under section 145(5)(b) of the Charities Act 2011.
Since the Charity’s gross income exceeded £250,000, the independent examiner must be a member of a body listed in section 145 of the Charities Act 2011. I confirm that I am qualified to undertake the examination because I am a member of ICAEW, which is one of the listed bodies.
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 that in any material respect:
accounting records were not kept in respect of the Charity as required by section 386 of the Companies Act 2006.
the financial statements do not accord with those records; or
the financial statements do not comply with the accounting requirements of section 396 of the Companies Act 2006 other than any requirement that the financial statements give a true and fair view, which is not a matter considered as part of an independent examination; or
the financial statements 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 financial statements 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 financial statements to be reached.
The statement of financial activities includes all gains and losses recognised in the year. All income and expenditure derive from continuing activities.
The Bridge Homelessness To Hope is a private company limited by guarantee incorporated in England and Wales. The registered office is 43 Melton Street, Leicester, LE1 3NB.
The financial statements have been prepared in accordance with the Charity'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 Charity is a Public Benefit Entity as defined by FRS 102.
The Charity has taken advantage of the provisions in the SORP for charities not to prepare a statement of cash flows.
The financial statements are prepared in sterling, which is the functional currency of the Charity. Monetary amounts in these financial statements are rounded to the nearest £1.
The financial statements have been prepared under the historical cost convention, [modified to include the revaluation of freehold properties and to include investment properties and certain financial instruments at fair value]. 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 Charity 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 Charity 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.
Expenditure is recognised on an accruals basis as a liability is incurred. Expenditure includes VAT which cannot be recovered.
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.
Cash and cash equivalents include cash in hand, deposits held at call with banks, other short-term liquid investments with original maturities of twelve months or less, and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities.
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 Charity’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 Charity is demonstrably committed to terminate the employment of an employee or to provide termination benefits.
In the application of the Charity’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.
The charity has extended its services and provides accommodation to its service users, which the charity considers is in line with its core objectives.
Included within Unrestricted Income for 2026 relating to Housing Services income are the following:
Rent receipts from client & contributions to cost £8,182
Housing benefits receipts £163,719
Raising funds
No Trustees were re-imbursed expenses during the year (2025 - £Nil)
The average monthly number of employees during the year was:
The charity is exempt from tax on income and gains falling within section 505 of the Taxes Act 1988 or section 252 or the Taxation of Chargeable Gains Act 1992 to the extent that these are applied to its charitable objects.
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.
These are unrestricted funds which are material to the Charity's activities.
Movements in designated funds were as follows.
At the reporting end date the Charity had outstanding commitments for future minimum lease payments under non-cancellable operating leases, which fall due as follows:
There were no disclosable related party transactions during the year (2025 - none).