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 charity's Memorandum and Articles of Association, 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)".
1.1 Purposes as set out in governing document
To promote the support and relief of disabled persons of all ages by any
charitable means, in particular by providing education, advice and
information services and practical assistance to facilitate choice and
independence in daily living activities and full participation in society.
1.2 Main activities undertaken to fulfil those purposes
Maximising client income through support to access welfare benefit entitlements.
Providing guidance, advice, support and signposting to enable people to access services and activities which could contribute to improving their quality of life.
Our principal activity is enshrined in our mission statement which is:
To empower people with disabilities, their families, and relevant professionals to attain the highest quality of life possible, through information, advice, and support.
To recognise, challenge, and where possible remove barriers in society for people with disabilities.
The aims of the organisation are:
To enable people in the West Midlands who are affected by disability to fully participate in all aspects of community life.
To enable the organisation to be fit for purpose through audit, self-governance, and internal review.
To develop collaborative opportunities where appropriate and enable sustainable partnerships across all sectors.
To promote and market the organisation to enable it to be visible and best placed to maximise awareness of our work across the West Midlands, as the leading pan-disability organisation.
1.3 How our main activities further charity’s purposes for the public benefit
Our main activities are in line with the charitable purposes of Disability Solutions West Midlands, by contributing to the support and relief of disabled persons.
1.4 Trustees and regard for public benefit
The Trustees have complied with their duty under Section 17 of the Charities Act 2011, to have due regard to the guidance published by the Charities Commission, in deciding what activities the charity should undertake with a view to providing public benefit.
1.5 Issues our charity aims to tackle and the differences we aim to make
Disability Solutions West Midlands is a pan-disability organisation with no restriction regarding age, ethnicity, gender, sexual orientation or religion. Some of our services are geographically restricted by contract, whilst others can accept requests for support from any geographical location. We recognise that we are often not able to offer in-depth assistance when a client is geographically remote, but in this case, we will strive to signpost the client to their nearest source of help.
People with disabilities often experience disadvantage, discrimination and, consequently, a poorer quality of life. They are more likely to experience material deprivation, poverty and fuel poverty. A household that includes a disabled person has basic living expenses of around £1,095 more per month than a household with no disabled person (rising to £1,224 per month by 2029/30). Low income, high living costs, the emotional costs of living with disability, lack of knowledge about services and activities that could provide support, and practical issues can impact the ability of people with disabilities to maintain their independence and live safely and well.
Our blend of services have been developed in consultation with our beneficiaries, to ensure that we can meet identified needs within our community. We aim, through advice, information and education to enable people with disabilities to develop the skills and knowledge which will improve their choice and independence and contribute to our beneficiaries attaining the highest possible quality of life.
1.6 Our projects, activities and services
Stoke-on-Trent Welfare Benefits Service
Kindly funded by Stoke-on-Trent City Council, the service supports people with disabilities to claim disability-related welfare benefits and to appeal adverse eligibility decisions, to maximise their income and reduce financial hardship.
Staffordshire Macmillan Welfare Benefits Service
The service funded by Macmillan Cancer Support assists people newly diagnosed with cancer or within a 6-month cancer treatment window, to access welfare benefits and other financial support which can help mitigate the financial impacts of living with cancer.
Support and Advice Service and Advice Line
Advisory service which provides advice, information, signposting, support and guidance on issues such as independent living, reablement, independent living aids, blue badges, disability welfare benefits, care services, bereavement and loss, overpayments, housing, carers support etc.
DisAbility Connect
Funded by National Lottery Community Fund, the project offers supportive social prescribing+ and active linking of clients to community assets, for those who have disabilities or life-affecting health conditions. The project aims to support people living challenging and complex lives to explore options to tackle issues and problems they face.
Support to Work
In partnership with Stoke-on-Trent City Council and UK Government, the project combines holistic one-to-one support with the development of work-related skills, improvement of participants’ health and wellbeing, mentoring and supported work placements. The project team also collaborate with local employers to encourage them to employ more people with disabilities or life-affecting health conditions.
Disability Solutions Home Energy Support
In partnership with Energy Redress Scheme and National Energy Action, funding Energy Adviser City & Guilds for four DSWM staff to enable the provision of free home energy advice for people with disabilities.
We have continued with our agile working approach to ensure we safeguard our workforce and our beneficiaries, which in turn has enabled us to continue to deliver against our contracts and agreements. With sincere thanks to our staff and volunteers for all their hard work, loyalty, integrity, and support.
Disability Solutions West Midlands are members of CPAG, Disability RightsUK, Support Staffordshire, VAST, RADAR, National Association of Welfare Rights Advisers, Rightsnet, and we are affiliated with Lasa and registered with the ICO. We continue to use the Advice Service Alliance Advice Quality Standard (AQS) as our main quality monitoring and accreditation tool and continue to hold specialist accreditation on the areas of Welfare Benefits Casework and Disability. We continue to work hard in retaining our high-quality standards and ability to conform to the best practice AQS guidelines. We hold the Bronze Award from the Armed Forces Covenant Employer Recognition Scheme and are a registered Disability Confident Employer. We hold Cyber Essentials Certification and are registered with the National Cyber Security Centre.
The Chair of Trustees is a member of the Association of Chairs, and the Chief Executive Officer is a member of ACEVO.
1.7 Short, medium and long-term strategies for achieving aims and objectives
Disability Solutions West Midlands has taken a robust approach to strategic
planning to enable us to achieve our aims and objectives:
Business Planning and Business Plan Action Plan
Business Continuity Planning
Sustainability Planning
Income and Funding Strategy
Marketing and Engagement Strategy
Digital Transformation Strategy
Monitoring and Evaluation Strategy
2.0 Achievements and Performance
2.1 Summary of our main achievements
9,864 individuals and over 17,262 wider family members and carers supported.
Over £22 million financial gains enabling people with disabilities and their families to meet their everyday and additional needs, retain independence and achieve better mental and physical health outcomes.
Consistently provided £39.76 return for every £1 invested.
Average cost per service user is £56.22.
2.2 Volunteer contribution to our work
Our dedicated and hardworking volunteers have generously donated over 6,298 volunteering hours to support our work in assisting people with disabilities and their families, to achieve positive changes to their lives.
Volunteers at Disability Solutions work within all the teams and projects within the charity and enrich our work with their knowledge, insight, and lived experience.
2.3 Difference our work has made to our beneficiaries
Positive outcomes reported by our beneficiaries include:
Reduced financial hardship.
Reduced food and fuel poverty.
Increased ability to pay for care and assistance.
Reduced debt.
Improved mental and physical wellbeing.
Improved emotional and personal resilience.
Increased independence, choice and financial control.
Increased ability to remain in their own home.
Reduced risk of homelessness.
Improved work readiness.
Improved social inclusion and reduced loneliness.
Reduced feelings of isolation.
2.4 Wider social impacts / benefits of our work
The social return on investment analysis of our work demonstrates that our work not only benefits the individuals and families we support, but also has a positive impact and wider benefit on our community.
For example:
the £22 million in financial gains that we have secured for our beneficiaries is likely to be spent in the community and will therefore benefit the local economy.
Better ability to live independently, with improved physical and mental wellbeing, will reduce potential costs for health and social care. We have calculated avoided costs of over £6.8million for our local public sector as a result of our work in the community.
2.5 How we measure success
Our Monitoring and Evaluation Strategy outlines outcomes and milestones for each of our service areas, targets, data collection requirements and methods. Each service is reviewed every six months to check progress.
We are thrilled to have had our dedication and quality acknowledged through awards we have received:
High Sheriff of Staffordshire Award 2025 in recognition of great and valuable service to the community, outstanding activity and contribution in enhancing the life of the community.
Acquisition International - Most dedicated West Midlands Person with a Disability Charity 2025 & Voice of the Community Award 2025.
Acquisition International - Most dedicated West Midlands Person with a Disability Charity 2024.
GHP Social Care Awards - Person with a Disability Charity of the Year 2024 – West Midlands.
Innovation & Excellence Award 2025 from Corporate Live Wire.
Acquisition International - Most Dedicated West Midlands PWD Charity 2026 & Voice of the Community Award 2026
Our Chief Executive Officer has received the following CEO awards - CEO of the Year 2024 from CEO Monthly, is the recipient of the 2025 CEO of the Year Award for Disability Education & Awareness from Excellence Awards and received Disability Support Services Leader of the Year 2026.
3.0 Financial Review
The financial position of Disability Solutions West Midlands is detailed in the attached accounts which comply with statutory requirements.
3.1 Review of charity’s financial position at the end of the reporting
period
The year-end position shows the effect on unrestricted funds of including an element of overhead recovery in all funding bids, review of external costs, and adopting lean administrative function. As an organisation we have continued to strive to retain high quality service provision, whilst ensuring that we make the very best use of every penny at our disposal.
3.2 Financial effects of significant events
This has been another particularly challenging year due to the impacts of cost-of-living pressures, rising costs, the legacy of austerity, and economic downturn. We have continued to diversify our income streams where possible against the background of hard competition from other organisations competing for funding and commissions.
3.3 Principal risks and strategy for managing risks
The principal risks to the charity’s ability to continue to sustain its charitable activities are:
Reduction of income
Loss of premises
Loss of staff
Loss of reputation
The management of risk, which could materially impact upon the business, features in all reports to the Board from the CEO.The CEO maintains an ongoing organisational Risk Register to ensure the organisation remains aware of significant risks to the charity and works towards mitigating their effects, with the Risk Register being presented to the Board on a six-weekly cycle. The organisation has a Business Continuity Plan and Disaster Recovery Plan in place.
3.4 Principal funding sources and how they support our key objectives
Stoke-on-Trent City Council - commission to provide Stoke-on-Trent Welfare Benefit Service,
Macmillan Cancer Support – Staffordshire Macmillan Welfare Benefit Service,
National Lottery Community Fund – DisAbility Connect social prescribing service, and Support and Advice Service
Government ‘s UK Shared Prosperity Fund – Support to Work Project
Lloyds Bank Foundation – Support for our income maximisation services
Energy Redress Scheme – Disability Solutions Home Energy Support
Beneficiary contributions and donations – towards Advice Line and charity costs.
3.5 Pension liabilities
Auto enrolment compliant with Peoples’ Pension.
3.6 Total amount of funds held
At the period end the figure was £353,589 : (2025: £406,318)
3.7 Restricted funds
At the period end the figure was £146,131 :(2025: £295,142)
3.8 Reserves Policy – amounts and why we hold reserves
Disability Solutions West Midlands has a reserves policy, its purpose is to ensure that Disability Solutions West Midlands can maintain adequate free reserves to enable the charity to manage any reasonably foreseeable eventuality and comply with Charity Commission guidance.
Reserves definition:
“Reserves are that part of a charity’s unrestricted funds that is freely available to spend on any of the charity’s purposes.” (Charity Commission guidance document CC19)
Free reserves exclude:
Restricted funds such as grants given by funders for a specific project or piece of work.
Funds designated by trustees for a specific purpose.
Fixed assets.
Why Disability Solutions West Midlands holds reserves:
Contingency: unexpected expenditure in the event of an emergency,
Cash-flow: Situations where a bill has to be paid before the money to cover it has been received by the charity,
Commitment: a commitment to occasional significant expenditure which cannot be covered by annual income,
Conservation: funds which trustees cannot spend immediately without compromising their legal responsibilities to ensure that their charity’s resources are used necessarily, reasonably and incidentally in the fulfilment of their charitable objects,
Closure: the charity becomes financially unsustainable and must be wound up.
Factors considered by CEO and Trustees to determine reserves:
How secure are our income streams.
Are there any uncertainties in our income forecast.
Monthly expenditure.
Could we reduce service delivery on a temporary basis in an emergency and how might this reduce costs.
How much would it cost us to close down e.g. redundancy, outstanding debtors etc.
The Chair, Treasurer, and CEO will agree when reserves can be spent.
Disability Solutions West Midlands will hold a minimum of 3 months operating costs to fulfil its legal and moral obligations. Surplus cash reserves will be directed towards fulfilling the charity’s aims and objectives. Disability Solutions West Midlands will also hold a Contingency Fund of £10,000 in addition to any reserves held. Disability Solutions West Midlands reserves will be reviewed twice in each financial year. This policy is reviewed at least annually.
Disability Solutions West Midlands currently holds free reserves of £197,458.
3.9 Any uncertainties re charity viability
The trustees have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future.
3.10 Any funds / subsidiary undertakings in deficit
No funds in deficit.
4.0 Structure, Governance and Management
4.1 Nature of governing document
Governing Document is Memorandum and Articles of Association December 2010.
4.2 How charity is constituted
Disability Solutions West Midlands is a charitable organisation and was registered 24 April 1992. The charity is constituted and was governed during the year by its Memorandum and Articles December 2010. The organisation was registered as Disability Solutions West Midlands, a Charitable Company Limited by Guarantee on 23 December 2010.
4.3 Recruiting and appointing new Trustees
The charity is governed by a Board of Trustees, in accordance with its Memorandum and Articles. The Board meets a minimum of 6 times per calendar year. The Board has appointed sub-committees for Finance and Business development, which report each meeting back to the Board. 100% of our Board members have lived experience of disability and/or long-term health condition.
Trustees are recruited on an on-going basis, and we are currently looking to increase our Board’s capacity and skill set by recruiting new trustees. Prospective trustees must fill in an application form outlining what they can offer to support the charity and are interviewed by current trustees before being presented to members at the Annual General Meeting for election. Board members must retire on rotation but may stand for re-election.
4.4 Plans for future and how future plans have been developed
As a user-led organisation, the charity’s future plans are very much in response to the needs of our current and potential beneficiaries. For this reason, we place high value on consulting with our community and taking feedback from the people we serve about issues that are affecting their lives, how we could better support them, and whether our services are meeting their needs and expectations.
Due to ongoing pressures experienced by all charities in the current economic climate, events planned for the coming year are focused on fundraising for core activities and are regularly reviewed. Additional staffing will be secured as required/appropriate, to ensure that the high quality and punctual provision of information is maintained, as awareness of Disability Solutions West Midlands and the requirement for our services increase.
We shall also continue to provide focused opportunities to seek and explore further sustainable growth and enhance the skills already present within the organisation. Our Business Planning has more details of future planning.
The trustees who served during the year were:
5.0 Reference and Administration details
5.1 Policies and procedures for induction and training of Trustees
New Trustees are provided with access to all current information regarding services provided, copies of current appropriate policies, and relevant Charity Commission publications on the role and responsibilities of Trustees. The Chief Executive Officer (CEO) provides updates to Trustees regarding local developments that may impact on the organisation.
5.2 Organisational structure
The Charity is governed by a Board of Trustees in accordance with its Memorandum and Articles of Association. The Board meets a minimum of six times per calendar year. The Board has appointed sub-committees for Finance, Employment, and Business Development, which report to the Board at each meeting. Whilst the Charity is governed by the Board of Trustees, daily business management, staff management and strategic planning of the charity is undertaken by the Chief Executive Officer. Full organisational structure for the organisation and its services is available upon request.
5.3 Decisions made by the Chief Executive Officer
Corporate Governance
Responsible for all matters of organisational structure below the level of CEO.
Able to delegate authority to other staff and will prepare and maintain a comprehensive scheme of delegation for the organisation.
Strategy
Preparation of the organisation’s Strategic Plan for consideration and approval of the Board, ensuring early consultation with the Board.
Recommendations to the Board for formal strategic partnerships with other organisations.
Functions, powers and discretions (Legal and administrative)
Responsible for exercising all of the organisation’s legal and administrative powers and discretions in delivering statutory functions, subject to escalating any high risk/high impact issues in line with the risk management strategy.
Corporate Plans & Budget
Preparation of corporate Business Plan and Annual Budget in line with the organisation’s Strategic Plan, ensuring early consultation with the Board.
Variations to the approved budget where the variation would not have a significant impact on the overall approved levels of income and expenditure. A financial variation shall be treated as significant if it involves incurring one-off expenditure of £1,500 or more, or more than £5,000 for any one operational area per annum.
Annual Report & Accounts
Writing the Annual Report for Board approval. Drawing up accounts for operational review and sub-committee consideration and Board approval.
Performance Management
To keep the Board informed of progress in achieving performance objectives and report any significant variance from the approved annual operating plans and Budget. To keep the Board informed of any significant issues in the operation of the organisation.
Risk Management
As CEO, to maintain systems of internal control and quality assurance within the organisation and to provide the Board and Operational Review / Sub Committees with assurance on its ongoing effectiveness. To advise the Board and/or Operational Review / Sub Committees of any material changes to internal control or quality frameworks. Escalation of issues for consideration by the Board, in accordance with the organisation’s Risk Management Strategy.
Human Resources Issues
The structure of the Senior Team, all appointments and other HR issues.
Significant Publications
Identify significant publications and propose a full programme of reports and other publications. Responsibility for carrying out work relating to significant publications in accordance with the Board’s initial approval.
Operational Review / Sub Committees
It is the Chief Executive’s prerogative to determine and execute any proposals arising from Sub-committees, subject to the authority already delegated to her by the Board / Management Committee.
Communication Issues
Significant issues to be identified and considered by the Board. The CEO and then Chair should sign-off all press releases and other statements where the statement is on a significant matter of public, political or reputational significance.
Board of Trustees Administration
Ensure the Board can function properly through provision of an effective secretariat. To make recommendations for the cycle of Board meetings, and for the composition of agendas for meetings. To oversee the preparation of draft minutes and maintain efficient overall arrangements for the administration of the Board. To provide necessary support and resources for Trustees to maintain and develop their skills and knowledge.
Decisions made by Trustees
Corporate Governance
Consideration and approval of the governing document. Principles of Good Governance, Memorandum of Understanding, Delegated Powers, Standing Orders and Financial Policies.
Strategy
Determining the overall strategic direction of the organisation. Consideration and approval of the organisation’s Strategic Plan.
Consideration and approval of formal strategic partnerships with other organisations.
Functions, powers and discretions (Legal and administrative)
Strategic principles governing operational policy, relating to the exercise of the organisations function, powers and discretions.
Corporate Plans & Budget
Consideration and approval of the organisation’s corporate Business Plan and Annual Budgets. Variations to the approved budget where the variation would have a significant impact on the overall approved levels of income and expenditure.
Annual Report & Accounts
Approval of Annual Report and accounts, in conjunction with the CEO, or other member of staff delegated as Accounting Officer.
Performance Management
Determination and approval of arrangements for performance management and consideration of regular monitoring reports.
Risk Management
Approval of the organisation’s Risk Management Strategy and consideration of reports of the Operational Review Sub Committee, in conjunction with the CEO or delegated Accounting Officer.
Human Resources Issues
Appointment of the CEO. Determining the remuneration of the CEO.
Approval of significant changes to overall HR strategy and policy, including staff terms and conditions of employment. Annual review of pay and conditions.
Significant Publications
Approve the programme of Significant Publications.
Approval, in good time before publication, in the case of Significant Publications, of the executive summary including the report’s key messages, and the plan for the report’s communication and implementation.
Operational Review / Sub Committees
To regularly review the operational performance of the organisation. To monitor the financial outcomes of operations, actual and proposed, together with the on-going solvency of the organisation. To support the Chief Executive Officer through advice and direction as necessary and requested.
Communication Issues
Approval of communication plans in relation to matters of public, political or reputational significance.
Board of Trustees Administration
The cycle of Board meetings, the composition of Board agendas and approval of minutes of Board meetings.
5.4 Partners who help us to meet our charitable aims
Include:
The National Lottery Community Fund
Stoke-on-Trent City Council
Macmillan Cancer Support
UK Gov / UK Shared Prosperity Fund
Lloyds Bank Foundation
6.0 Exemptions from disclosure
No exemptions from disclosure.
7.0 Funds held as custodian trustees on behalf of others
7.1 No funds held as custodian trustees on behalf of others.
Detailed Annual Report
A more detailed account of the organisation’s activities and an abridged version of these accounts can be found in the Disability Solutions West Midlands Annual Report, which will be distributed to members. A full version of these accounts will be provided upon request. Non-members can obtain a copy by contacting the registered office.
Small Company Provision
This report has been prepared in accordance with the special provisions for small companies under Part 15 of the Companies Act 2006.
The Board would like to place on record their sincere thanks to all staff and volunteers for their outstanding efforts, and to our funders, supporters, and investors for their continued confidence, partnership, and support.
The trustees' report was approved by the Board of Trustees.
I report to the trustees on my examination of the financial statements of Disability Solutions West Midlands (the charity) for the year ended 31 March 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 the Institute of Chartered Accountants in England and Wales ( 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.
Disability Solutions West Midlands is a private company limited by guarantee incorporated in England and Wales. The registered office is North Staffordshire Medical Institute, Hartshill Road, Hartshill, Stoke-on-Trent, Staffordshire, ST4 7NY.
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” (“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 charity is a Public Benefit Entity as defined by FRS 102.
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 £.
The accounts have been prepared under the historical cost convention and 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 unless the funds have been designated for other purposes.
Designated funds comprise funds that have been set aside at the discretion of the trustees for specific purposes. The purposes and uses of the designated funds are set out in the notes to the financial statements.
Restricted funds are subject to specific conditions by donors 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.
For legacies, entitlement is taken at the earlier of the charity being aware that probate has been granted, where the estate has been finalised and notification has been made by the executor(s) to the charity that a distribution will be made, or when the distribution is received from the estate. Receipt of a legacy, in whole or in part, is only considered probable when the amount can be measured reliably and the charity has been notified of the executor's intention to make a distribution.
Liabilities are recognised as resources expended where there is a legal and constructive obligation committing the charity to the expenditure. Expenditure is accounted for on an accrual basis and has been classified under headings that aggregate all costs related to the category.
Expenditure on raising funds include costs of generating voluntary income. The costs of generating voluntary income do not include the costs of disseminating information in support of charitable activities.
Governance costs are those incurred in connection with the administration of the charitable company and compliance with constitutional and statutory requirements.
Tangible fixed assets are initially measured at cost and subsequently measured at cost or valuation, net of depreciation and any impairment losses.
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 charity 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).
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 charity 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 charity's balance sheet when the charity 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 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.
There are no critical accounting estimates or judgements that have been made in these financial statements.
Governance costs include payments of £3,594 (2025 - £3,420) to the independent examiner for the examination of the charitable company's financial statements.
None of the trustees (or any persons connected with them) received any remuneration during the year (2025: None), and 2 (2025: 1) of them were reimbursed a total of £3,719 (2025: £1,561) travelling expenses incurred in attending meetings and other events on behalf of the charity and also in performing duties as volunteers.
The average monthly number of employees during the year was:
During the year, funding for UK SPF Support to work came to an end. As a result the charity made a redundancy payment of £3,414 to an employee in accordance with statutory requirements and the charity's redundancy policy. These costs are included with in charitable activities expenditure.
The trustees and Chief Executive Officer are regarded as key management personnel and their total remuneration during the year was £50,425 (2024 - £48,720).
The charity is exempt from tax on income and gains falling within section 505 of the Taxes Act 1988 or section 252 of the Taxation of Chargeable Gains Act 1992 to the extent that these are applied to its charitable objects.
The charity operates a defined contribution pension scheme for all qualifying employees. The assets of the scheme are held separately from those of the charity 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.
Macmillan Cancer Support
To enable Disability Solutions West Midlands to operate a county-wide service providing welfare benefits advice.
Stoke-on-Trent City Council - SOT Disability Benefit Service
Offers support throughout the claims process to customers facing DLA to PIP migration, PIP r-assessment, ESA, CA and UC claims, specialising in appeals and tribunal support.
Awards for All
Reaching volunteers with disabilities.
National Lottery Community Fund - DisAbility Connect
This is a three year project offering social prescribing+, taking an holistic and meaningful approach to helping to link people with disabilities and long-term conditions with opportunities, services, information and support to improve health and social outcomes. The project also offers structured volunteering placements.
UKSPF – funding our Support to Work programme supporting people with disabilities to get closer to the labour market through development of work-related skills, work placements, and improved health and wellbeing.
Energy Redress - The Energy Support Project, funded by the Energy Industry Voluntary Redress Scheme, offers free home energy advice for people with disabilities or long-term ill-health (north Staffordshire area) to help them to better cope with energy costs.
The income funds of the charity include the following designated funds which have been set aside out of unrestricted funds by the trustees for specific purposes:
Contingency - This is a small emergency reserve to cover Disability Solutions West Midlands in the event of unforeseen necessary expenditure.
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.
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 related party transactions during the year (2025: none).