The focus of each year is the individual children, young people and families that Learning Space has walked alongside. The highlights are the stories of hope and transformation that we are privileged to hear and witness.
What was remarkable about the year, was that through quite significant upheaval and uncertainty, the team supported more people and delivered more sessions than ever before.
The amazing teams that are the heart of Learning Space welcomed new colleagues, and the board of trustees grew in number, experience and diversity.
Tightening budgets from our commissioners set against increasing need is an ever-present tension, but also a reality and we constantly innovate to find ways to respond. Learning Space’s strength in using solution focussed approaches allowed us to develop new ways of doing more with less.
We took time in the year to have a hard look at our services, the impact they have and what they cost, which has allowed us to further focus on the areas of greatest impact for children and young people.
Probably most significantly, the year saw us winning back the contracts that were under notice of termination. This huge achievement is a testament to the quality of the work delivered by the teams, matched with a determination by the leadership team to become an exemplary partner in delivery of our contracts.
We took our first steps in a formal fundraising strategy with some good success which has started to lay the groundwork for a period of growth, which will we hope allow us to have more impact in more people’s lives.
The board and senior leadership team has worked hard to develop the governance structures and processes that provide the foundations for any great organisation. This included adopting a new governing document that reflects modern governance standards and opens the door for expansion of the work we do.
We invested time and money in developing the leadership of the organisation and began the process of looking for a CEO to lead the organisation. This process concluded after year end with the appointment of Mark Lister as CEO. Mark brings huge experience as a CEO in the charity sector as well as a passion for the vision and work of Learning Space alongside children and young people.
As always, we are enormously grateful to our staff, volunteers, funders and partner organisations that make it possible for Learning Space to make such a significant contribution to people’s lives.
The trustees present their annual report and financial statements for the year ended 31 March 2025.
What’s the need?
As adults, we often have the privilege to hear children and young people share their exciting discoveries and experiences of growing up. The highs and lows are a normal and wonderful part of life.
But if the lows come too often or are too extreme, life can become very hard. Children and young people can experience pressures through social media, exposure to extreme views, bullying, harmful home lives, poverty, worrying world events, illness or death of someone they love. They might be singled out for their race, sexuality, faith and so much more. It’s a lot to navigate at the same time as figuring out who you are and where you fit in the world.
These are the things we hear from children, young people and their families as we work alongside them.
Statistics tell us that around 34,000 5-16 year olds in Surrey are dealing with a probable mental health disorder or need extra support with their emotional wellbeing. (Census 2021, NHS Digital, 2020). We know that a similar level of need is reflected in Sussex and in Kent.
The hard reality of reducing budgets needing to be stretched ever further means responding to the need takes dedication, innovation and at times, courage.
It sounds overwhelming, and for too many people it is. But with the right support, given in the right way and as early as possible, incredible things are possible.
How is Learning Space responding
We start with the person in front of us, putting them in control. We listen carefully to understand the solutions they are looking for and then we help to amplify and expand the strengths they already have in their lives.
We adapt our work to each child, young person and family, adjusting to their individual needs, styles and preferences.
All our team are trained to understand and work with neuro-atypical people in a way that is neuro-affirming.
We aim to empower people, holding them lightly and celebrating their strengths.
We are focussed on maximising the impact we can have. We follow developments in mental health science and we look carefully at all we do to see if there are better or more cost-effective ways of doing things.
What Guides Our Work
Everything we do is guided by our core principles.
We put children, young people and families first and at the centre of our work
We build trust
We are focussed on maximising our impact
In 2025-2026 we will formalise our values and start to measure how we live up to them.
Vision and Mission
Our vision is young people thriving. We aim to contribute to this vision through our mission of supporting the emotional well-being and mental health of children, young people and families.
Our approach is to hold the children, young people and families we support at the centre of our work.
We are solution focussed in our attitude and celebrate the diversity of neuro-types.
We are focussed on maximising the impact our work has among the people and communities we serve.
We always seek effective partnerships, firstly with children, young people but also with their families, and other professionals and organisations involved in their young lives.
Our year at a glance
Supported 2,385 Children, Young People and Families
Through 14,639 support sessions
Overall experience of support: 4.73 / 5
90% agreed that support received met their needs
38 Staff
4 new Trustees
Revenue £1,206,805
Activities and Performance
Safeguarding
Safeguarding is a critical foundation in all the work we do. The safety and wellbeing of children and young people always come first. It’s part of who we are, and everyone plays a role in it.
We back this up with clear procedures, regular training, and reviews. As the challenges young people face grow more complex, we invest in specialist training so our team is ready to respond with confidence and care.
Guided by the safeguarding policy our Designated Safeguarding Leads and the lead trustee for safeguarding have reviewed, reported on and acted on any safeguarding risks. All safeguarding issues are reported to the appropriate authorities.
Quality and Improvement
We use quality frameworks which are centred on the goals and experiences of the children, young people and families that we support. These frameworks help us focus our work, improve our services, and ensure that the support we provide leads to positive outcomes and impact for each individual.
Quality is embedded in our practice through:
Biweekly case 1:1 case supervision offered to also directly working with children and young people (CYP). Additional in peer supervision sessions every 4–6 weeks.
Impact-focused work, using goal-based outcomes (GBO) developed by Duncan Law, which include built-in impact tracking session by session.
Quarterly analysis of experience-of-service questionnaires, which inform service improvements.
A solution-focused approach, central to our internal culture and ethos, with all practitioners trained in this model.
A commitment to neuro-affirming practice, embedded in our culture. We adapt our services to be inclusive and responsive, guided by feedback from our children and young people's user voice Group.
We are proud to report the following feedback from families and individuals we support:
Overall experience of support: 4.73 / 5 (mean)
Would use this service again if needed: 4.81 / 5 (mean)
In response to the statement “The support I received met my needs”, 90.32% of respondents either strongly agreed or agreed.
The following feedback from a family illustrates the impact of our approach:
“We just wanted to say thank you. Your team has been a small light in what has sometimes felt like a very dark tunnel. When our child transitioned to a new school, your support helped the head teacher and SENCO understand how best to meet his needs. That guidance led to an EHCP and a school placement that truly fits. He’s now enjoying transition days and looking forward to starting his new school. Your involvement made a real difference—not just to him, but to us as a family.”
Activities
Services to Support Children, Young People, and Families
One-to-One Support
Individual Sessions for Children and Young People
We provide solution-focused support for children and young people aged 5–17. Sessions last around 40 minutes and are tailored to each child’s needs. Delivered by our experienced multi-disciplinary team, they are designed to be child-centred, relational, and goal-based.
Support is available at our sites in Redhill, Tadworth and Guildford, as well as online.
Our practitioners:
Focus on strengths and goals set by the child or young person
Offer flexible sessions at school, home, or in the community
Work closely with families and schools to provide consistent support
Neurodivergent One-to-One Sessions
These sessions provide specialist, neuro-affirming support for children and young people with neurodivergent needs, diagnosed or not. Practitioners are qualified and experienced in ND approaches, ensuring each session is tailored to the child’s goals, preferences, and ways of communicating.
We also offer dedicated sessions for parents where needed.
Areas of focus include:
Building confidence and self-esteem
Supporting communication challenges
Working with situational mutism, Emotionally Based School Non-Attendance (EBSNA), and Pathological Demand Avoidance (PDA) needs
Strengthening collaboration between home and school
Community-Based Support
Community Wellbeing Team: Early Support for Emotional Health
Our Community Wellbeing Mentors provide early intervention for children and young people experiencing low to moderate emotional health needs. Support is flexible and delivered in familiar settings such as schools, homes, or community spaces.
Support may include:
One-to-one mentoring
Group sessions
Relational and goal-based activities to build resilience
Our approach is strengths-focused, meeting young people where they are and helping them move forward with confidence.
Early Intervention Coordinators in Secondary Schools
We work directly in secondary schools to provide solution-focused one-to-one support. Using a Goal-Based Outcomes approach, coordinators empower young people to set meaningful goals and build skills to manage challenges.
Common areas of focus include:
Anxiety and low mood
Exam stress
Emotional regulation
Identity and self-acceptance
Peer and family relationships
Understanding neurodiversity
Building self-esteem and confidence
Coordinators also liaise with staff and parents/carers to ensure a joined-up, consistent approach.
Early Intervention Practitioners in Primary Schools
In primary schools, our practitioners deliver child-centred one-to-one sessions to help children explore emotions, build confidence, and develop coping strategies.
Focus areas include:
Worries and low mood
Emotional regulation
Friendships and family relationships
Self-esteem and confidence
Separation anxiety and emerging school avoidance
Celebrating identity and difference
Support is designed to be relational, strengths-based, and responsive to each child’s needs.
We also run 'Tea and Talk' information sessions for parents and include topics such as internet safety and emotional wellbeing, transition to secondary school, emotional regulation. We work with emerging need and gain feedback as to what to prepare topics on, this reaches larger groups of parents.
School Partnerships
A number of schools contract directly with Learning Space to fund a practitioner typically working 1 or 2 days a week in the school to offer support and strategies. The practitioner delivers in-school interventions to pupils in a 1-1 or group setting, using a Solution Focussed approach. Examples of the focus of the intervention are; supporting Neurodivergent children/young people and others, with needs including; peer relationships, self-esteem, bullying, emotional regulation, confidence, social communication, strengths and school non-attendance
Primary Care Network, Social Prescribing Support (PCN)
Working in partnership with Dorking Health Care, this service is for young people aged 5 to 18 and their families. It provides a safe space to talk and to improve their emotional well-being. It is a short-term intervention of between one and three Solution Focussed sessions.
The aim of the service is for young peoples' voices to be heard and for them to be supported to identify their best hopes. Whilst highlighting their strengths, we also work in conjunction with other services and professionals to ensure that children and young people receive the appropriate support to work towards their best hopes.
East Surrey Place, Young Person Link Workers (ESP)
This service is similar to the PCN service but covering the areas of Horley, Merstham, Redhill, Reigate and Tandridge.
Group Programmes
LEGO®-Based Therapy: Building Social Connection Through Play
Delivered in primary schools, LEGO®-Based Therapy uses play to support neurodivergent children in developing social communication, regulation, and collaboration skills.
Children benefit by:
Building confidence and self-esteem
Strengthening peer relationships
Practising teamwork and problem-solving
Developing communication in a safe, low-pressure setting
Practitioners adapt sessions to each child’s pace and needs, working closely with parents and schools to embed skills in daily life.
Therapeutic Garden Groups: Nature-Based Emotional Wellbeing
Garden Groups provide therapeutic outdoor sessions that help children and young people build self-esteem, regulate emotions, and connect with others.
Groups run over six weeks for primary and secondary age ranges, welcoming up to 10 participants at a time.
Sessions include:
Nature-based play and reflective activities
Practical tools to support emotional growth
Opportunities to strengthen relationships
Skills are shared with families to ensure progress continues at home.
Therapeutic Garden Groups for Neurodivergent Children and Young People
Our neuro-affirming outdoor groups are designed specifically for neurodivergent children and young people.
Groups run over 10 weeks to allow trust and relationships to develop at a pace that suits participants. A pre-group assessment ensures activities match individual needs, communication preferences, and sensory profiles.
The programme offers:
Small groups with access to quiet spaces
Flexible, sensory-friendly activities
A calming, natural environment to support regulation
Opportunities to build confidence and peer connections
Families are supported with tools and strategies to continue progress at home.
Training and Resources
Neurodiversity Webinars for Parents
We run two-hour live webinars every two to three weeks, with sessions available during the day and evening. These focus on autism and ADHD, offering strategies and practical support.
Topics include:
Pathological demand avoidance (PDA)
Sensory differences
Anxiety
Autism in girls
Each webinar includes a presentation and a Q&A session.
Neurodiversity Webinars for Professionals
Our half-termly webinars support professionals working with neurodivergent children and young people. Delivered online with flexible time slots, they focus on autism and ADHD, sharing strategies and best practice.
We also offer bespoke ND training to schools, either online or in person.
Parent Empowerment Course
This well-established course helps parents and carers build stronger connections with their children and improve family wellbeing. Delivered online in a safe and confidential space, it introduces five trauma-informed, practical tools.
Parents learn to:
Reduce anxiety and increase cooperation
Use play and laughter to build resilience
Strengthen the bridge between home and school
Set compassionate limits and boundaries
Support children through meltdowns and school-related anxiety
Peer-to-peer support is built in, helping reduce isolation and stigma. Tools are adaptable for children of all ages.
Youth Leadership
Surrey Heath Youth Council
Surrey Heath Youth Council (SHYC) is a youth-led initiative for 11–18 year olds, enabling them to shape their community through weekly meetings, projects, and leadership opportunities.
The Council offers:
A platform for young people’s voices and ideas
Social action projects, campaigns, and events
Inclusive, supportive spaces with peer and professional guidance
Benefits for participants:
Confidence and leadership development
Friendships and belonging
Practical skills for CVs, apprenticeships, and jobs
SHYC is inclusive and accessible, with pre-joining conversations available to ensure comfort for all participants.
Youth Voice
Youth Voice provides opportunities for children and young people to feel and be heard with its mission being to ensure every child and young person can access a service to support their emotional wellbeing and mental health. Any young person accessing Learning Space services can apply to join our Youth Voice group.
The group helps us to deliver service improvements as well as develop and shape new models of support.
Workforce Development
Training in the Solution Focussed Approach
We delivered scheduled and bespoke training and workshop in Solution Focused (SF) approaches adding to the tools professionals are able to use when supporting children, young people and families.
Mindworks and Surrey Wellbeing Partnership
Some of the services listed above were funded by and delivered as part of Mindworks Surrey, the Emotional Wellbeing and Mental Health service either contracted directly or via the Surrey Wellbeing Partnership.
Learning Space was a founding member of the Surrey Wellbeing Partnership through which we provide some of our services on behalf of Mindworks Surrey. The partnership draws together a range of charities to provide unique capabilities and capacity.
Events After Year-End
Since the close of the fiscal year, several noteworthy events have taken place that have contributed to the delivery of our key priorities:
Leadership: We appointed Mark Lister as interim CEO
Fundraising: We adopted our fundraising strategy and invested in experienced contract staff to implement the programme. We introduced a fundraising policy and began registration with the Fundraising Regulator.
Brand refresh: We launched our refreshed branding, starting the journey towards professional management of our brand
We secured funding for continuing professional development for our Leadership team
We recruited several expert pro-bono volunteers including a branding specialist, a Data Protection Adviser and website contractors and are seeking new volunteers across other disciplines
Equality, diversity and inclusion
Our services for children, young people and families are open to all regardless of gender, race, ethnicity, faith etc. Our support is focused on children and young people living with neurodivergence or mental ill-health. We aim to ensure that the ways we work do not unintentionally disadvantage anyone because of who they are. We think about the language we use, the people we employ and the places we work.
Our employment policies and practices help to ensure we do not discriminate unfairly in who we employ and how our team is treated.
We actively recruit onto our board of trustees to ensure diversity and to hear different voices especially those of young people and families.
Fundraising
The year saw the start of a structured fundraising programme for Learning Space. In 2024-25 this was small scale and initial work revolved around research and applications to trusts, foundations and other grant giving bodies. We were also grateful to benefit from community fundraising and in-kind support from local businesses.
Looking ahead
As we look to the future, we remain committed to maximising the impact we have in supporting the emotional wellbeing and mental health of children, young people and families. Our strategic plan for 2025-2026 included several key priorities:
A focus on maximising the impact of our work through effective, evidence-informed approaches and ensuring all our programmes are cost-effective.
To formalise and integrate our core values
To work collaboratively within the Surrey Wellbeing Partnership to maximise the opportunities to support young people through the Mindworks contract
To continue to diversify funding to provide more financial resilience and broaden the reach of our work including significant expansion of our fundraising activity.
Strengthening Partnerships: We will seek to strengthen existing partnerships and forge new ones, recognising that collaboration is crucial to achieving our goals.
To further enhance our management skills.
To develop our use and governance of IT and data.
Key risks and uncertainties disclosures
The trustees review risks regularly and discuss any action plans needed to mitigate serious risks at organisation level. In 2025 they reviewed and updated the organisation-wide risk management policy.
The Chief Executive and Senior Leadership Team flag any new risks at their regular meetings and will alert the Board immediately of any new significant risk.
During the past year, Learning Space has addressed risks that arose from poor governance and loss of major contracts. New Company Articles were adopted, strong governance has been implemented and the charity has strengthened leadership.
Since the year end, banking risk has been reduced by spreading reserves across more banks.
Data risks that existed due to immature IT practices have been significantly reduced and are being further reduced through a programme of infrastructure improvements, process design and training.
The Mindworks contract, which Learning Space subcontracts to via Surrey Wellbeing Partnershp is due for extension review in 2027 (effective date 31st March 2028). As this contract currently represents a significant percentage of the charity’s income, uncertainty about renewal represents a risk beyond April 2028. Learning Space has performed well under this contract and has a good reputation for the quality of support.
Governance, structure and management
Company Number | 3325809 |
Charity Number | 1061545 |
Governance | The charity is a company limited by guarantee and its governing document is its Memorandum and Articles of Association dated 17 February 1997 and as amended on 29 November 2000, 25 May 2005, and 8 August 2024. |
Registered and principal office | Enterprise Court, Unit 2, 3 Mill Street, Redhill, Surrey, RH1 6PA. |
Trustees
| 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: |
Chair | Stefan Nahajski (Appointed 9 November 2023) |
Treasurer | Michael Lightfoot (Appointed 2 April 2024) |
Trustees | Samantha Edginton (Resigned 4 June 2024) Lesley Pitt (Appointed 16 November 2022) Susan Jenkins (Appointed 8 November 2023) Siân Kempster (Appointed 17 February 2025) Eleanor Church (Appointed 17 February 2025) Sarah Bailey (Appointed 17 February 2025, Resigned 28 July 2025) |
Interim Chief Executive | Mark Lister (from 21 April 2025) |
Bankers | Santander Business Banking Operations, Sunderland, SR43 4FW |
Solicitors | H3 Solicitors Suite 1, The Old Pig Styes, Brighthams Farm, Bines Road, Partridge Green, West Sussex, RH13 8EQ |
Auditors | Morris Palmer Limited Barttelot Court, Barttelot Road, Horsham, West Sussex RH12 1DQ |
Trustees
Trustees are selected to complement the skills, capacity and diversity of the existing board and ensure strong governance and support for the organisation. The composition of the board is reviewed regularly, and recruitment is on-going.
Trustees are selected by:
CV and covering letter
Two interviews – one informal and one semi-structured
References
Background and eligibility checks including DBS vetting
Self-declarations and agreements including a code of conduct.
New trustees receive an induction which includes an overview of the structure, governance and work of the charity, along with their duties as charity trustees and company directors. On-going training is available and encouraged.
The Board of Trustees is responsible for the strategic direction, governance and performance of the charity. It approves the strategy, the annual business plan and budget, and monitors performance of our main service delivery activities and our monthly management accounts.
The Board meets monthly (except in August) and has two away days which include the CEO and Senior Leadership Team to develop or review strategy. The board has an annual plan of meeting topics through which it can fulfil its roles and these balance operational and finance oversight with strategic review and leadership.
Different trustees provide leadership and oversight of key areas of the charity including finance, safeguarding, HR, IT, risk, participation and impact.
The board is in the process of defining sub-committees to enable wider contribution in more specialist areas.
Key discussions at Board meetings during 2024-25 focused on HR issues, recruitment of a new CEO, developing and adopting a range of new policies, re-engagement with key contracts, safeguarding and the Annual Report and Accounts. Financial and operational performance was routinely monitored.
Current Trustees
Stefan Nahajski (Chair)
Stefan’s 25-year career in management and IT consultancy included roles across strategy, innovation, business development, commercial management as well as working with clients as an executive consultant. Stefan was the founder and CEO of a Surrey-based youth charity and has nearly 20 years’ experience in young people’s emotional wellbeing and transformation of child and adolescent mental services. He is a non-executive director at Surrey Choices and Chair of a small national vintage motorsport club.
Lesley Pitt
Lesley worked with Learning Space for over 15 years as a Practitioner and a Team Leader before retiring in 2022. Shortly after, she joined the Trustee Board of which she is now the Safeguarding Lead.
Lesley's background is in Social Work having trained in Aberdeen she went on to specialise with working with children and families. She then returned home to London and worked in various social work settings including as a paediatric social worker in Kingston Hospital. Lesley previously managed a busy charity offering social activities including playschemes/after school clubs/transition focused groups for young people with a learning disability.
Currently Lesley is also a trustee of a local fundraising charity and has just been asked to take on the role of Chair for a community project group.
Sue Jenkins
Sue has over 20 years board experience in NHS in operational, strategy and improvement roles. Having originally trained as an accountant is certified in the Kaizen lean improvement approach. She is trustee of two youth and children-based charities
Sue is experienced in business planning, organisational governance, leadership development, financial management, recruitment, service development, strategic and annual planning, operational delivery of complex services, service redesign, performance management and media response, so brings a huge range of skills to the board.
Mike Lightfoot
Michael is an experienced business consultant with a diverse career spanning several decades. He has held various leadership roles, including Finance and Operations Director at LOVEFiLM, Director of Finance at Touch Local, and Non-Executive Director at Plumen. His expertise spans finance, operations, and strategic planning, having worked with companies such as LOVEFiLM and Woolworths. Michael's educational background includes a BA in Business Studies, and he is a qualified accountant, FCCA. He has over 15 years of experience in volunteering, serving as Youth Vice Chair and Junior Director of Rugby at Teddington RFC, as well as a Director of Strawberry Hill Golf Club Ltd.
Sîan Kempster
Siân is a Chief People Officer in the digital marketing industry, bringing over 15 years of expertise in People Management, HR, DEIB, and Wellbeing. As a mum to two children -one of whom is neurodivergent and has been supported by Learning Space - Siân is passionate about helping the charity reach more families in need.
Ellie Church
Ellie is an early-career project delivery professional in the Ministry of Justice, currently assigned to the Youth Custody Service. For 3 years, she was a member of Amplify, the Youth Shadow Leadership Board for Mindworks Surrey, contributing to initiatives across the county. Passionate about improving children and young people's mental health, she is committed to creating and advocating for positive change
Members' guarantee
None of the trustees has any beneficial interest in the company. All of the trustees are members of the company and each guarantees to contribute a maximum of £10 to the assets of the charity in the event of a winding up while he or she is a member or within twelve months of their ceasing to be a member.
Fundraising
As a charity, fundraising is crucial to the development of our work and extending our reach and impact.
Learning Space is committed to maintaining high standards in our fundraising activity and this is monitored by our staff and trustees. Our aim is to ensure those we engage with through our fundraising have a positive experience that builds their trust in the charity and in the sector as a whole.
Our fundraising policy sets out the standards expected in our fundraising and we are in the process of registering with the Fundraising Regulator.
The welfare of everyone we engage with is of paramount importance for us, and we ensure potentially vulnerable members of the community are able to engage with Learning Space in a way that is right for them.
We ensure that everyone working on behalf of Learning Space to raise funds is briefed or trained on what is expected of them in their role, including to ensure that our fundraising is not unreasonably intrusive or persistent and that we do not pressurise anyone to give to Learning Space.
Public benefit
The trustees have paid due regard to the general guidance on public benefit issued by the Charity Commission in deciding what activities the charity should undertake.
The trustees are satisfied that the charity continues to meet the required public benefit test through its objectives and activities.
Financial Health
Our financial position at the end of the year shows a loss, reflecting the reinvestment in operations that enabled the recovery of Surrey Wellbeing Partnership contracts and the establishment of new streams of activity. Our strategic relationship with Surrey Wellbeing Partnership represents a significant proportion of our funding.
The restructuring of Learning Space has resulted in a more resilient organisation. Adjusting for the one-off costs associated with the restructure reveals that Learning Space generated an underlying surplus of approximately four per cent of revenue.
The results for the year show that the charity made a loss of £15,593 (2024: surplus £182,054). The company's reserves decreased from £537,272 as of 31 March 2024 to £521,679 at the year-end.
Reserves Policy
The Board has assessed potential risks and, based on this assessment, has drawn up a Reserves Policy that will enable us to invest as much as possible to support our beneficiaries while ensuring the charity’s long-term sustainability, stability, and resilience. Unrestricted General Reserves are maintained to meet unexpected demands on resources and mitigate the risk of income becoming unavailable.
These include:
Income funds ceasing, e.g., Contracts or Grants not being renewed – funds would be needed to buy time for alternative income streams to be sought or to ensure redundancy costs could be met.
Covering the risks of unforeseen emergency or other unexpected need for funds, e.g., an unexpected large repair bill or covering long-term sickness.
Unexpected calls for funding to develop new opportunities or begin new projects, which may require up-front expenditure or match funding.
Short-term cash flow deficits.
To mitigate this, and in consideration of the economic environment, we set the range for our unrestricted general reserves this year from £484,000 to £575,500, representing 3.8 to 4.6 months of annual expenditure.
Statement of trustees’ responsibilities
The trustees, who are also the directors of Learning Space for the purpose of company law, are responsible for preparing the Trustees' 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 trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charity 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 trustees are required to:
select suitable accounting policies and then apply them consistently;
state whether applicable UK Accounting Standards and the Charities Act have been followed, subject to any material departures disclosed and explained in the financial statements;
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 charity will continue in operation.
The trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
The trustees are responsible for the maintenance and integrity of the charity and financial information included on the charity's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.
The trustees' report was approved by the Board of Trustees.
Opinion
We have audited the financial statements which comprise:
the statement of financial activities including income and expenditure account
the balance sheet;
the statement of cash flows;
the statement of accounting policies; and
the related notes 1 to 23.
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).
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 charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the Financial Reporting Council’s (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.
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 trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, 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.
As explained more fully in the trustees’ responsibilities statement, the trustees 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 trustees 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 trustees are responsible for assessing the charity’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 trustees either intend to liquidate the charity or to cease operations, or have no realistic alternative but to do so.
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.
A further description of our responsibilities for the audit of the financial statements is located on the FRC’s website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.
Extent to which the audit was considered capable of detecting irregularities, including fraud
Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below.
We considered the nature of the charity’s industry and its control environment, and reviewed the charity’s documentation of their policies and procedures relating to fraud and compliance with laws and regulations. We also enquired of management and the trustees about their own identification and assessment of the risks of irregularities, including those that are specific to the charity’s business sector.
We obtained an understanding of the legal and regulatory frameworks that the charity operates in, and identified the key laws and regulations that:
had a direct effect on the determination of material amounts and disclosures in the financial statements. This included UK Companies Act, pensions legislation and Charities Act; and
do not have a direct effect on the financial statements but compliance with which may be fundamental to the charity’s ability to operate or to avoid a material penalty. This included The UK Bribery Act.
We discussed among the audit engagement team regarding the opportunities and incentives that may exist within the organisation for fraud and how and where fraud might occur in the financial statements.
As a result of performing the above, we identified the greatest potential for fraud in the following areas, and our procedures performed to address them are described below:
Income recognition: tested contract income by inspecting contract information, performed cut-off testing; and checked income to bank statements.
In common with all audits under ISAs (UK), we are also required to perform specific procedures to respond to the risk of management override. In addressing the risk of fraud through management override of controls, we tested the appropriateness of journal entries and other adjustments; assessed whether the judgements made in making accounting estimates are indicative of a potential bias; and evaluated the business rationale of any significant transactions that are unusual or outside the normal course of business.
In addition to the above, our procedures to respond to the risks identified included the following:
reviewing financial statement disclosures by testing to supporting documentation to assess compliance with provisions of relevant laws and regulations described as having a direct effect on the financial statements;
performing analytical procedures to identify any unusual or unexpected relationships that may indicate risks of material misstatement due to fraud;
enquiring of management concerning actual and potential litigation and claims, and instances of non-compliance with laws and regulations; and
reading minutes of meetings of those charged with governance.
Report on other legal and regulatory requirements
Opinions on other matters prescribed by the Companies Act 2006
In our opinion, based on the work undertaken in the course of the audit:
the information given in the Chair’s statement and the trustees’ report for the financial year for which the financial statements are prepared is consistent with the financial statements; and
the Chair’s statement and the trustees’ report have been prepared in accordance with applicable legal requirements.
In the light of the knowledge and understanding of the charity and its environment obtained in the course of the audit, we have not identified any material misstatements in Chair’s statement or the trustees’ report.
Matters on which we are required to report by exception
Under the Companies Act 2006 we are required to report in respect of the following matters if, in our opinion:
adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or
the financial statements are not in agreement with the accounting records and returns; or
certain disclosures of trustees’ remuneration specified by law are not made; or
we have not received all the information and explanations we require for our audit.
We have nothing to report in respect of these matters.
Use of our report
This report is made solely to the charity’s trustees, as a body, in accordance with part 4 of the Charities (Accounts and Reports) Regulations 2008. Our audit work has been undertaken so that we might state to the charity’s members 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 charity and the charity’s trustees as a body, for our audit work, for this report, or for the opinions we have formed.
Morris Palmer Limited is eligible for appointment as auditor of the charity 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.
The notes on pages 23 to 35 form part of these financial statements.
The notes on pages 23 to 35 form part of these financial statements.
The notes on pages 23 to 35 form part of these financial statements.
Learning Space is a private company limited by guarantee incorporated in England and Wales. The registered office is Enterprise Court, Unit 2, 3 Mill Street, Redhill, Surrey, RH1 6PA.
The financial statements have been prepared in accordance with the charity's Memorandum and Articles of Association dated 17 February 1997 (as amended 29 November 2000, 25 May 2005 and 8 August 2024), 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 financial statements have been prepared under the historical cost convention. 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.
Designated funds comprise funds which 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.
Income is recognised when the charity is legally entitled to it after any performance conditions have been met, the amounts can be measured reliably, and it is probable that income will be received.
The following specific policies are applied to particular categories of income:
Donations and similar incoming resources are only included in the Statement of Financial Activities when the charity has unconditional entitlement to the resources.
Investment income is included in the accounts when receivable.
Government grants are recognised at the fair value of the asset received or receivable when there is reasonable assurance that the grant conditions will be met and the grants will be received.
A grant that specifies performance conditions is recognised in income when the performance conditions are met. Where a grant does not specify performance conditions it is recognised in income when the proceeds are received or receivable. A grant received before the recognition criteria are satisfied is recognised as a liability.
When incoming resources have related expenditure, the incoming resources and related expenditure are reported gross in the Statement of Financial Activities.
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.
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.
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.
Financial assets, other than those held at fair value through income and expenditure, are assessed for indicators of impairment at each reporting date. Financial assets are impaired where there is objective evidence that, as a result of one or more events that occurred after the initial recognition of the financial asset, the estimated future cash flows have been affected.
If an asset is impaired, the impairment loss is the difference between the carrying amount and the present value of the estimated cash flows discounted at the asset’s original effective interest rate. The impairment loss is recognised in net income/(expenditure) for the year.
If there is a decrease in the impairment loss arising from an event occurring after the impairment was recognised, the impairment is reversed. The reversal is such that the current carrying amount does not exceed what the carrying amount would have been, had the impairment not previously been recognised. The impairment reversal is recognised in net income/(expenditure) for the year.
Financial assets are derecognised only when the contractual rights to the cash flows from the asset expire or are settled, or when the charity transfers the financial asset and substantially all the risks and rewards of ownership to another entity, or if some significant risks and rewards of ownership are retained but control of the asset has transferred to another party that is able to sell the asset in its entirety to an unrelated third party.
Basic financial liabilities, including creditors 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.
Payments to defined contribution retirement benefit schemes are charged as an expense as they fall due.
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.
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.
Critical accounting judgement and key sources of estimation uncertainty:
The trustees have concluded there are no critical accounting judgement and key sources of estimation uncertainty to disclose.
School Service Agreements
CAMHS fees
Training income
Other income
Counselling services
School Service Agreements
CAMHS fees
Training income
Other income
Counselling services
Insurance
Training and subscriptions
Telephone
Recruitment
Travel expenses
Accounts preparation
IT support
Accounts preparation includes fees payable to the Auditor for the preparation of the statutory accounts of £2,100 (2024 - £2,400).
The following trustee received remuneration from the charity during the year:
Lesley Pitt - support services £350 (2024 - £6,200)
No other trustees (or any persons connected with them) received any remuneration or benefits from the charity during the year.
The following trustees received reimbursements from the charity during the year:
S Nahajski £1,443 (2024 - £nil)
M J Lightfoot £246 (2024 - £nil)
No other trustees (or any persons connected with them) received any reimbursements from the charity during the year.
The average monthly number of employees during the year was:
Remuneration and benefit of key management personnel are disclosed on note 9.
There were no employees whose annual remuneration was more than £60,000.
The charity is exempt from taxation on its activities because all its income is applied for charitable purposes.
Deferred income is included in the financial statements as follows:
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.
The unrestricted fund above is a material fund for a specific purpose.
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 disclosable related party transactions during the year, other than those disclosed in note 9. (2024 - none).