REGISTERED COMPANY NUMBER: 05711840 (England and Wales)

REGISTERED CHARITY NUMBER: 1114197

THE NEXT STEP TRUST

(A COMPANY LIMITED BY GUARANTEE)

TRUSTEES' REPORT AND

AUDITED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31ST MARCH 2025

Page

Trustees' Report

1

to

9

Report of the Independent Auditors

10

to

12

Statement of Financial Activities

13

Statement of Financial Position

14

Statement of Cash Flows

15

Notes to the Statement of Cash Flows

16

Notes to the Financial Statements

17

to

26

The trustees who are also directors of the charity for the purposes of the Companies Act 2006, present their report with the financial statements of the charity for the year ended 31st March 2025. The trustees have adopted the provisions of Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019).

OBJECTIVES AND ACTIVITIES

Objectives and aims

The main object of the charity is to provide support and opportunities to adults with profound and multiple learning disabilities, complex health needs and autism.

The objectives can be summarised:

-

To have happier Next Steppers

-

Be a financially healthy organisation

-

Demonstrate commitment to our mission through operational excellence

-

Inspire and embrace the wider world

These objectives are met by a Day Service operating from three properties within Calderdale, with specialised facilities including a hydrotherapy pool, sensory room, indoor swing, a catering facility and provisions such as respite.

Activities are undertaken within the charity properties and in the wider community facilitated by a fleet of specially adapted vehicles.

Significant activities

The core activities undertaken by the Next Steppers can be generally classified within the following headings:

Therapy

- hydrotherapy, passive stretches, beauty spa, use of specialist manual handling equipment

Sensory

- sensory room and garden

Active Pursuits

- sailing, canoeing, climbing, rambling, horse riding

In House

- life skills, arts and crafts, aromatherapy

Community Based

- swim and gym, gardening, recycling, shopping, work experience; sports zone athletics

Residential

- annual trips to the Calvert Trust's in Keswick and Kielder for residential stays

Further details can be found on the website of the charity at www.nextsteptrust.org.uk.

All expenditure has supported the charity's objectives and/or legal requirements.

The Trustees have considered the Charity Commission guidance on public benefit and consider that they have met their obligation by providing a broad spectrum of opportunities for adults with complex disabilities. In addition to the benefits to the Next Steppers, the charity has benefitted the wider community by providing work-placements for a number of young people to gain experience in the sector as an aid to career selection and development, or as a personal development opportunity.

STRATEGIC REPORT

Achievement and performance

Charitable activities

2024-25 has been a year of change in the structure and operation of The Next Step Trust. Further to the investment in the development of specific roles within the staff team in 2023-24, to enhance the quality of the provision for the Next Steppers, the next stage was to audit the roles of the senior leadership team and its resilience given the size of the staff team. The recruitment of a Deputy Operations Manager to support the senior leadership team has given us the space to review the key departments within the organisation and their capability and capacity to carry out the required tasks. Through the course of 2024-25, the health and safety team had a "roots and cause" review; this has resulted in a more robust team with a clearer focus on their roles. This internal quality audit will extend to all departments. There is now more confidence that NST has a succession plan for key roles within the leadership team.

We continued to define and recruit against key roles to enhance the Next Stepper experience.

The Medication Lead was given more time to fulfil the role - this is now a 2 day a week position.

We have a Lead to plan holidays-this will hopefully allow for different experiences for the Next Steppers.

The most significant development in this area was time given to a Lead Support Worker to spend specifically to assess our offer to young people with autism. We have run sessions for staff to discuss how behaviour, especially behaviour which challenges, can be managed.

The new roles for the lead team translated in more internal and community based opportunities for the Next Steppers. We have communication plans that are in use and the next stage is to run workshops for staff to ensure they are well versed in using the adapted equipment to keep the Next Steppers central to the activity.

The last year was also a year of loss. Though we had been unfortunate to lose Next Steppers and colleagues over the years, last year we were tested like we had never been before. We lost three Next Steppers and a colleague in the space of three months. Leaving the team reeling with shock and grief. We had to find strength in each other, the Next Steppers and the families around us. The Trustee's stood by the team to offer any support they needed. A session on bereavement was organised through Overgate Hospice which was greatly appreciated. The experience did leave us more resilient and taught us a lot about how we can support each other through the greatest of challenges.

The external developments around King Cross have been dedicated to the memory of all the friends that we have lost over the years. We are celebrating their lives by creating a stimulating and fun activity zone. Pete Stott, a parent of one of our Next Steppers, has kindly carved the names of everyone that we are celebrating on Yorkshire stone to be incorporated into the development.

As a growing organisation, it was imperative that we stop and take stock of what is needed to support the service and we are pleased that we have had the financial ability to do this.

We continue to maintain a strong financial position which allows us to ensure we can invest in the facilities for the Next Steppers, having 'happier Next Steppers' is central to our ethos. We have also been able to respond to the cost of living concerns that our staff face and are responsive to their needs as well.

As reported last year, the cost of meals was reviewed and it was agreed that after over 10 years of subsidy, the prices were no longer realistic and it was only right to review the cost price of the meals. The prices were subsequently increased in April 2025 after notice was given to all the Next Steppers. The new prices continue to be fair, ensuring the Next Steppers are able to afford a hot meal and pudding that meets their dietary requirements and is also delicious!

Staff and recruitment

Over the last year, we have been successful in our staff recruitment. People applying for jobs have been attracted by our reputation of being a good employer and our values, which inspired them to choose us over other care provisions.

We continue to pay more than the living wage foundation recommended salaries which also reflects the requirements of the job. As the Next Steppers' needs become more complex, we need the staff team to be trained to a highly skilled level.

The Next Step Trust also encourages a positive and motivating working environment; open door policy; working in partnership with the next steppers; parents and the staff team. We are proud to have an excellent workforce.

The recruitment of the Deputy Operations Manager with finance responsibilities has been an asset to the

senior management team. The role, which supports the Operations Manager, is also to review the

effectiveness and quality of the various internal departments within the organisation. They have started by auditing the Health & Safety department. The benefits have been immediate including a new role of the Health & Safety and Environmental Officer being offered internally. Additional improvements have been implemented through the last few months and are ongoing. The next objective is to follow this with avreview of the day service leadership team.

With a more settled staff team, we were able to give more time to the development of activities and facilities that directly benefitted the Next Steppers. Several activities both internal and external have been a great success with the next steppers and staff.

The Trustees gave the green light to survey how the rebound facility could be incorporated on the grounds of the Hoover building. More details have been provided in the future plans section.

Pay was increased (above inflation) in April 2025 by 5%, this was the majority of the enhancement given by the Council and we are proud to say that passing this on keeps us as one of the highest paying organisations in the care sector in Calderdale. We have continued to offer increased Annual Leave. The personnel committee has been tasked with a review of the sickness and absence policy with the potential to offer occupational sick pay. This will further enhance the offer to the staff team. As an additional reward, the staff have the opportunity to avail of the Simply Health Plan at an enhanced Level 2, which offers health related benefits and discount on various products.

The Development Day in February 2025 allowed us the time to get to know each other as our team continues to grow. Having been through a very difficult year, when we lost three Next Steppers and a colleague in a very short period of time, we also took the opportunity to discuss how we deal with loss and respond when times are tough. It was very important that we turn to our values to give us the direction we need in challenging times. The next activity gave us the opportunity to acknowledge what we do well and where we can improve. It ended with some big dreams on behalf of the Next Steppers. The final hour of the afternoon was about letting off some steam with some highly competitive games.

Respite Project

Respite continues to be self-funding and income levels now exceed budgeted projections. The surplus has come primarily due to operating at low staffing levels. Since the last report, we have been fortunate to recruit staff to fulfil staffing ideals for 3 beds at the new facility.

As reported last year, we were fortunate to purchase Marsh Meadows, an adapted bungalow in Southowram. The property is a 10 minute drive from the Hoover building. It sits in a beautiful setting, therefore continuing to provide the holiday feel that we are keen to offer the Next Steppers.

The purchase went through in April 2024 and over the last year we further adapted the property to meet building regulations requirements. After which we applied to CQC for a change of address to provide the service from Elland road to Marsh Meadows. This process lasted 7 months with CQC assessors visiting us in March 2025 and the final approval and registration being granted in April 2025.

As reported previously, respite continues to be in high demand and we have a waiting list. Though we are now registered as a 4 bedded facility, we continue to offer 3 beds as we need to recruit more staff to meet the demand. The intention is to review our position in January 2026. We will be deciding whether the 4th bed is used solely as an emergency bed or whether to incorporate it into the regular offer.

Hydrotherapy Pool

The hydrotherapy pool continues to enhance the lives of the Next Steppers. It has not only changed their experience while at the Day Service but has had a lasting impact on the overall quality of their lives. Where in the past, we were lucky to be able to access one hydrotherapy session per week for the most vulnerable of our next steppers, now we are able to offer two sessions per week to all the next steppers.

Over the last year we have had a few problems with the pool. In September 2024, we had a planned closure to refit the lining. The company stripped the pool back to replace most of the nuts and bolts so we didn't face the risk of another leak.

We have actively advertised over the last year to recruit a pool attendant so we can offer it to external users but haven't had any success. We will keep reviewing our position regards this.

Environmental impact

As mentioned last year, we have not had to make many significant changes to our activities despite the increase in costs of utilities and fuel, a decision was taken to limit the mileage distance of excursions on the minibuses. This is not only to be cost effective but also for Next Steppers not to spend unnecessary time sat on a bus. It is also better for the environment! Having less 'trips out' allows for better indoor activities to be planned such as the Theatre Group, Music therapy session, Bingo days and outdoor sports sessions.

We have started the process of going paperless.

The Next Step Trust has invested in dedicated recycling bins including food waste.

We have progressed in the plan to have solar panels installed-we have started applying for grants to support this. We have a surveyor who has given us quotes for the three sites.

Financial review

Principal funding sources

Funding has been secured for many key areas of the Charity. The majority of income comes from publicly funded centre user's fees.

The Charity has a surplus for the year of £201,843 (2024: £207,583).

We are now back to the level of surplus that we would expect to have and though we continue not to meet our cash reserves we have assets in excess of £2 million which could be used to secure short term finance if needed.

Councils continue to be at risk with adult social care funding cuts. Adult day service contracts are ending in March 2026, the local authority is currently holding consultation events to assess the future of day service provision.

We negotiated with the council for an enhanced uplift to be equitable as they had made a lower offer to learning disability services. There has been a change in government, we will keep our eye on what this may mean for funding.

Reserves policy

The Charity aims to maintain a level of reserves to ensure that uninterrupted services may continue in the event of short-term funding problems and also to maintain a level of reserves such that if the long- term survival of the Charity could not be sustained, staff redundancy payments and outstanding creditors could be met. Current centre running costs in terms of staffing and centre overheads are running at around £608,735 per quarter.

Total funds held by the charity were £2,854,811 (2024 - £2,652,968). Of these £2,042,199 (2024 - £1,442,177) can only be realised on the disposal of the Charity's fixed assets.

The Charity holds £809,219 (2024 - £1,207,365) in unrestricted current assets less liabilities. Of this, £407,674 (2024 - £354,265) has been designated by the Trustees for specific purposes.

Of the funds held, £112,235 (2024 - £117,225) are restricted and not available for the general use of the Charity.

The Trustees are of the opinion that funds held are adequate.

Future plans

The Next Step Trust continues to be more successful than was ever originally imagined. Now, having just reached our 19th birthday, the demand for services is forecast to continue increasing.

The successful installation of the Hydrotherapy pool has been the pinnacle of our achievements in the recent past. Though we have been keen to make this facility available to the wider community, we are currently having to keep this plan on hold pending the recruitment of a pool attendant.

Over the last year, we continued to focus on the quality of the provision. The Activity Lead has increased the activities on offer including ice skating for all including wheelchair users, a badminton and rounder's session, wheelchair rambling and special Olympics. A Ready, steady cook competition which has been endorsed by Ainsley Harriot, story massages and find your voice. The communication lead has led sessions on how to use the accessible equipment we have to maximise its potential, such as using switches and PECS.

The medication requirements have increased significantly, therefore the Medication Lead role has been allocated additional time not only to support the safe administration of medication but to also ensure the staff are checked regularly on their competency.

As mentioned previously, a Deputy Day Service Co-ordinator (part time) has been appointed to support the day to day running of the day service. The Moving and Handling Lead role has made a significant difference in influencing the mobility of the Next Steppers. Their passive stretches are reviewed regularly, and training is provided on how to support them in the hydrotherapy pool. Having a trained person on site allows staff to take advice and ensure the next stepper gets the best support possible.

The Board of Trustees The Next Step Trust strategy remains.

Ensuring robust Governance - We continue to have a gap for another parent trustee and preferably someone with a finance background, we are also interested in recruiting another Trustee who may have broader experience within the charitable sector. We have been fortunate to have a parent involved with the Service Development Group.

The resilience built into the senior leadership team which now includes the Deputy Operations Manager has been an excellent development. Monthly SLT meetings ensure good communication between the various departments and also give us the opportunity to consider new developments. This has also given more confidence to the team to support their decision making.

We have revisited the transition timeline to welcome new next steppers into the service. To ensure we can recruit staff and train them we now stagger the transition over the summer to be completed in September.

Another important concern was The Next Step Trust being appropriate as a service for older next steppers. It was agreed that rather than age, it was the interests and health of the next steppers that should determine the appropriateness of the service for this. Therefore, Person Centred Plan reviews will be used to determine any changing needs and how The Next Step Trust can respond to these.

The Eligibility Policy has been a good guide to use during transition and lends itself to an open and transparent conversation with parents and carers who are advocating for their child. The welcome pack that is given to new next steppers has been reviewed and is more in line with what we want individuals to know about us when they join. This includes key policies.

The investment in the IT system has been a success. It has made information more accessible, reliable and easier to update. It is also a step closer to becoming paperless. Staff are able to use their time better and are also able to communicate changes across sites more effectively. We will continue to explore the opportunities this system offers.

We continue to consider the possibility of development of respite to not only offer short breaks for the next steppers but possibly offer the option of transition to supported living accommodation. As we have been authorised the use of a fourth bed at Marsh Meadows, we are now in an excellent position to consider its possibilities.

The next step holidays have been very popular over the last 10 years. More and more next steppers are requesting to go away. We would like to explore the options of different holiday offers such as cruise, seaside breaks along with the residential activity breaks.

As we mentioned in the previous report, it has not been possible for us to access rebound through school or community facilities. We are currently in the final stages of seeking authorisation to build our own provision on the grounds of the Hoover building.

Additionally, we have been considering the potential of revamping the external area at King Cross. Some plans were developed during the pandemic. These were put on hold while we consolidated post pandemic. As mentioned earlier in the report, we now have the opportunity to develop this space in memory of the friends we have lost. We want to celebrate their lives and their legacy. An interactive space for the use of the next steppers would be a fitting tribute to them. This project too is in the final stages of its planning. We hope to be able to get some support from a local industry to realise this ambition.

Having successfully made internal changes to use our space more effectively, we have been able to house the equipment for the next steppers who have joined us in 2025. However, we will now need to consider an external storage unit for any additional equipment we may need in the future.

To ensure staff have a comfortable and safe space to take a break or to get support if they need it, a beautiful wellness hub was set up by a team of our own staff who worked really hard to redecorate the basement meeting room. Similarly, a group of us did the same for FMH after we opened up the space there to redecorate it into a beauty therapy area and a tranquil space for next steppers. We will continue to revisit how we are using the spaces and finding specific purpose for areas. It was reported that we have the space to welcome new next steppers for the next 3 years at a minimum.

We have started a conversation with Community Foundation for Calderdale to consider the access to the mezzanine floor at Friends' Meeting House as additional space for the future.

We have been very successful in supporting people with autism. Currently, we are in the process of auditing the activities of all the people with autism and complex behaviour. This will allow us to ensure we are providing a stimulating environment that encourages development. We have appointed an autism lead who continues to develop on the work we started last year. He is reviewing the needs of all our next steppers with autism to assess whether they are getting the best out of our service.

At The Next Step Trust, we never forget that it is through the dedication, resilience, friendship and kindness of our staff team that we succeed. Another main focus for us in the coming year is to review the terms and conditions we can offer to staff, as we strive to be the best employer we can be and do all we can to look after the wellbeing of our highly-skilled and highly-dedicated team.

Volunteers, Apprentices and work placement.

Over the last year we have been more proactive in recruiting volunteers. The success has come in more interest from apprentices. Something that during Covid had completely stopped.

STRUCTURE, GOVERNANCE AND MANAGEMENT

Governing document

The Charity is a charitable company limited by guarantee and was set up on 16 February 2006. It is governed by a memorandum of association. Its objects are to establish the provision of support and to provide opportunities for people with complex disabilities.

Organisation and Trustees

Trustees are to number a minimum of three persons with no maximum number. Trustees are subject to retirement by rotation at the annual general meeting of the Charity. One third of Trustees must retire at each such meeting on the basis of those who have been longest in office since their appointment or reappointment. Retiring Trustees are eligible for re-appointment. New Trustees are appointed at the recommendation of existing Trustees. Membership of the Charity is open to any individual or organisation that does not pose a conflict to the best interests of the Charity. When a new Trustee is appointed he/she is given a welcome pack which includes information relating to his/her responsibilities and details relating to the Charity.

Organisational Structure

The Charity has a Board of 6 Trustees at the period end (1 of whom is a parent of a Next Stepper), and a Chief Executive Officer who oversees the day-to-day activity of the Charity and reports directly to the Board of Trustees. The staff comprise a further 87 employees (66 full time equivalents). The team includes an Operations Manager, Senior HR & People Development Manager, Day Service Co-ordinator, 5 Lead Supports, 2 Lead Support-Care Plans, Deputy Operations Manager (Finance Officer), a catering team of 4 people, administrative staff including HR Administration. The majority of staff are dedicated to providing direct support to Next Steppers.

There is a Parents Forum that meets regularly (bi-annually) to provide feedback and advice to the Board and Management of the Charity. The local advocacy service, Cloverleaf have started to run some sessions with the Next Steppers, this will hopefully lead to an independent forum which informs us about the Next Steppers needs and dreams.

Volunteers

The Charity is grateful for the unstinting efforts of its volunteers who are involved in service provision and fund-raising. Current volunteers are involved in catering; we also encourage individuals to volunteer across roles including support and activities. The Charity has also provided work-placements for a number of young people, to gain experience in the sector as an aid to career selection and development, or as a personal development opportunity for employees of a particular company.

Risk Assessment

The Charity's main funding streams are the Local Authority and Integrated Care Board (formerly PCT). Though the placements are spot purchased, the number of Next Steppers has increased year on year and we continue to be in demand. In the last two years there has been a waiting list for the service. More recently, the transition enquiries have started sooner and extend into the next two years of school leavers. Having said that, as with any external government funding, we are vulnerable to changes in government policy. This is an external risk for the Charity, and the situation continues to be closely monitored by the Trustees. There was an increase in funding for Day Services of 6% on 1 April 2024.

Being in a more financially robust position, we are not dependent on grants and donations. We do seek grants and donations to allow us to expand our facilities for specific large projects such as the hydrotherapy pool. We are most vulnerable to changes in staff, so succession planning is important, and we have taken steps to make the organisation more.

As a small Charity, most potential risks are of an internal nature, such as loss or illness of key staff or Next Steppers. The Charity seeks to identify and monitor risks in order to minimise the effect they may have on its activities. We have a Risk Register in place to evaluate potential risks and implement a contingency plan.

REFERENCE AND ADMINISTRATIVE DETAILS

Registered Company number

05711840 (England and Wales)

Registered Charity number

1114197

Registered office

The Hoover Building

Westfield Street

Halifax

West Yorkshire

HX1 2DN

Trustees

Ms M S Cawthorn Solicitor

J S Mooney Director

Ms C A Naylor Housewife

Ms E J Pearson Community Programmes Manager

Ms L Stradeski Chief Executive

Ms J Walsh Hospital Consultant

Company Secretary

J S Mooney

Auditors

Cresswells Accountants (UK) Limited

Chartered Accountants

and Statutory Auditors

12 Market Street

Hebden Bridge

West Yorkshire

HX7 6AD

STATEMENT OF TRUSTEES' RESPONSIBILITIES

The trustees (who are also the directors of The Next Step Trust for the purposes 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 charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing those financial statements, the trustees are required to

-	select suitable accounting policies and then apply them consistently;

-	observe the methods and principles in the Charity SORP;

-	make judgements and estimates that are reasonable and prudent;

-	state whether applicable accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements;

-	prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business.

The trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the charitable company and to enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

In so far as the trustees are aware:

-	there is no relevant audit information of which the charitable company's auditors are unaware; and

-	the trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditors are aware of that information.

AUDITORS

The auditors, Cresswells Accountants (UK) Limited, will be proposed for re-appointment at the forthcoming Annual General Meeting.

Trustees' report, incorporating a strategic report, approved by order of the board of trustees, as the company directors, on 12th November 2025 and signed on the board's behalf by:

J S Mooney - Trustee

Opinion

We have audited the financial statements of The Next Step Trust (the 'charitable company') for the year ended 31st March 2025 which comprise the Statement of Financial Activities, the Statement of Financial Position, the Statement of Cash Flows and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

-	give a true and fair view of the state of the charitable company's affairs as at 31st March 2025 and of its incoming resources and application of resources, including its income and expenditure, for the year then ended;

-	have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and

-	have been prepared in accordance with the requirements of the Companies Act 2006.

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 Auditors' responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC's Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the trustees' use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

Other information

The trustees are responsible for the other information. The other information comprises the information included in the Annual Report, other than the financial statements and our Report of the Independent Auditors thereon.

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.

In connection with our audit of the financial statements, 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 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.

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 Trustees' Report for the financial year for which the financial statements are prepared is consistent with the financial statements; and

-	the Trustees' Report has been prepared in accordance with applicable legal requirements.

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Trustees' Report.

We have nothing to report in respect of the following matters where the Companies Act 2006 requires us to report to you 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.

Responsibilities of trustees

As explained more fully in the Statement of Trustees' Responsibilities, the trustees (who are also the directors of the charitable company for the purposes of company law) 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 charitable company's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

Our responsibilities for the audit of the financial statements

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 a Report of the Independent Auditors 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.

The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

In identifying and assessing risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, our procedures include the following:

-

we obtained an understanding of the legal and regulatory frameworks applicable to the Company and the sector in which it operates. We determined the following laws and regulations were most significant: The Companies Act 2006, FRS102 and Health and Safety Act.

-

we obtained an understanding of how the Company is complying with those legal and regulatory frameworks by making inquiries to the management.

-

we assessed the susceptibility of the company's financial statements to material misstatement including how fraud might occur. Audit procedures performed by the audit team included:

-

identifying and assessing the design effectiveness of controls management has in place to prevent and detect fraud.

-

understanding how those charged with governance considered and addressed the potential of override of controls or other inappropriate influence over the financial reporting process.

-

challenging assumptions and judgements made by management in its significant accounting estimates.

-

identifying and testing journal entries.

-

assessing the extent of compliance with the relevant laws and regulations.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at www.frc.org.uk/auditorsresponsibilities. This description forms part of our Report of the Independent Auditors.

Use of our report

This report is made solely to the charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company's members those matters we are required to state to them in an auditors' report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company's members as a body, for our audit work, for this report, or for the opinions we have formed.

Sarah Helliwell BFP ACA FCCA MAAT (Senior Statutory Auditor)

for and on behalf of Cresswells Accountants (UK) Limited

Chartered Accountants

and Statutory Auditors

12 Market Street

Hebden Bridge

West Yorkshire

HX7 6AD

12th November 2025

2025

2024

Unrestricted

Restricted

Total

Total

fund

Designated

funds

funds

funds

Notes

£

£

£

£

£

INCOME AND

ENDOWMENTS FROM

Donations and legacies

2

6,747

-

-

6,747

13,958

Charitable activities

5

Charitable activities

2,808,248

67,185

17,255

2,892,688

2,602,148

Other trading activities

3

1,111

-

-

1,111

124

Investment income

4

15,586

-

-

15,586

19,354

Other income

4,049

-

-

4,049

-

Total

2,835,741

67,185

17,255

2,920,181

2,635,584

EXPENDITURE ON

Raising funds

6

47,444

-

13,899

61,343

142,006

Charitable activities

7

Support fees

282,568

-

-

282,568

427,108

Charitable activities

2,293,815

7,923

5,235

2,306,973

1,807,955

Other

56,912

5,853

4,689

67,454

50,932

Total

2,680,739

13,776

23,823

2,718,338

2,428,001

NET INCOME/(EXPENDITURE)

155,002

53,409

(6,568

)

201,843

207,583

Transfers between funds

18

(1,578

)

-

1,578

-

-

Net movement in funds

153,424

53,409

(4,990

)

201,843

207,583

RECONCILIATION OF

FUNDS

Total funds brought forward

2,181,478

354,265

117,225

2,652,968

2,445,385

TOTAL FUNDS CARRIED FORWARD

2,334,902

407,674

112,235

2,854,811

2,652,968

2025

2024

Unrestricted

Restricted

Total

Total

fund

Designated

funds

funds

funds

Notes

£

£

£

£

£

FIXED ASSETS

Tangible assets

13

1,624,913

308,444

108,842

2,042,199

1,442,177

CURRENT ASSETS

Debtors

14

284,836

-

11,048

295,884

392,536

Cash at bank and in hand

565,171

99,230

4,782

669,183

945,893

850,007

99,230

15,830

965,067

1,338,429

CREDITORS

Amounts falling due within one year

15

(140,018

)

-

(12,437

)

(152,455

)

(127,638

)

NET CURRENT ASSETS

709,989

99,230

3,393

812,612

1,210,791

TOTAL ASSETS LESS CURRENT LIABILITIES

2,334,902

407,674

112,235

2,854,811

2,652,968

NET ASSETS

2,334,902

407,674

112,235

2,854,811

2,652,968

FUNDS

18

Unrestricted funds

2,742,576

2,535,743

Restricted funds

112,235

117,225

TOTAL FUNDS

2,854,811

2,652,968

The financial statements were approved by the Board of Trustees and authorised for issue on 12th November 2025 and were signed on its behalf by:

J S Mooney - Trustee

C A Naylor - Trustee

Cash flows from operating activities

Cash generated from operations

1

385,712

127,151

Net cash provided by operating activities

385,712

127,151

Cash flows from investing activities

Purchase of tangible fixed assets

(667,689

)

(34,838

)

Sale of tangible fixed assets

999

-

Net cash used in investing activities

(666,690

)

(34,838

)

Change in cash and cash equivalents in the reporting period

(280,978

)

92,313

Cash and cash equivalents at the beginning of the reporting period

2

945,893

853,580

Cash and cash equivalents at the end of the reporting period

2

664,915

945,893

1.	RECONCILIATION OF NET INCOME TO NET CASH FLOW FROM OPERATING ACTIVITIES

2025

2024

£

£

Net income for the reporting period (as per the Statement of Financial Activities)

201,843

207,583

Adjustments for:

Depreciation charges

67,454

50,932

Profit on disposal of fixed assets

(787

)

-

Decrease/(increase) in debtors

96,653

(149,572

)

Increase in creditors

20,549

18,208

Net cash provided by operations

385,712

127,151

2.	ANALYSIS OF CASH AND CASH EQUIVALENTS

2025

2024

£

£

Cash in hand

1,653

1,594

Notice deposits (less than 3 months)

667,530

944,299

Overdrafts included in bank loans and overdrafts falling due within one year

(4,268

)

-

Total cash and cash equivalents

664,915

945,893

3.	ANALYSIS OF CHANGES IN NET FUNDS

At 1.4.24

Cash flow

At 31.3.25

£

£

£

Net cash

Cash at bank and in hand

945,893

(276,710

)

669,183

Bank overdraft

-

(4,268

)

(4,268

)

945,893

(280,978

)

664,915

Total

945,893

(280,978

)

664,915

1.	ACCOUNTING POLICIES

Basis of preparing the financial statements

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

The functional and presentation currency of the charity is considered to be pound sterling (£) because that is the currency of the primary economic environment in with the charity operates. the financial statements have been prepared using round pounds only.

Going concern

In the opinion of the trustees, there are no material uncertainties as to the charity's ability to continue as a going concern.

Income

All income is recognised in the Statement of Financial Activities when entitlement has passed to the charity, it is probable that the economic benefits associated with the transaction will flow to the charity and the amount can be reliably measured. The following specific policies are applied to particular categories of income:

-

income from donations or grants is recognised when there is evidence of entitlement to the gift, receipt is probable and its amount can be measured reliably.

-

legacy income is recognised when receipt is probable and entitlement established.

-

income from contracts for the supply of services is recognised with the delivery of the contracted service. This is classified as unrestricted funds unless there is a contractual requirement for it to be spent on a particular purpose and returned if unspent, in which case it may be regarded as restricted.

Expenditure

Expenditure is recognised on an accruals basis as a liability is incurred. Expenditure includes any VAT which cannot be fully recovered, and is classified under headings of the statement of financial activities to which it relates:

-

expenditure on raising funds includes the costs of all fundraising activities, events, non-charitable trading activities, and the sale of donated goods.

-

expenditure on charitable activities includes all costs incurred by a charity in undertaking activities that further its charitable aims for the benefit of its beneficiaries, including those support costs and costs relating to the governance of the charity apportioned to charitable activities

-

other expenditure includes all expenditure that is neither related to raising funds for the charity nor part of its expenditure on charitable activities.

Tangible fixed assets

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

Freehold property

-

2% on cost

Fixtures and fittings

-

20% on cost

Motor vehicles

-

25% on reducing balance

Equipment

-

33% on cost

Tangible fixed assets are initially recorded at cost, and subsequently stated at cost less any accumulated depreciation and impairment losses.

Impairment of fixed assets

A review for indicators of impairment is carried out at each reporting date, with the recoverable amount being estimated where such indicators exist. Where the carrying value exceeds the recoverable amounts, the asset is impaired accordingly. Prior impairments are also reviewed for possible reversal at each reporting date.

Financial instruments

The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value, with the exception of bank loans which are subsequently measured at amortised cost using the effective interest method.

Taxation

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

Leasing commitments

Rentals paid under operating leases are charged to the Statement of Financial Activities on a straight line basis over the period of the lease.

Pension costs and other post-retirement benefits

Contributions to defined contribution plans are recognised as an expense in the period in which the related service is provided. Prepaid contributions are recognised as an asset to the extent that the prepayment will lead to a reduction in future payments or a cash refund.

Fund accounting

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

Designated funds are unrestricted funds which have been earmarked by the trustees for particular future projects or commitments.

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

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

2.	DONATIONS AND LEGACIES

2025

2024

£

£

Donations from individuals

6,747

4,133

Grants

-

9,825

6,747

13,958

Grants received, included in the above, are as follows:

2025

2024

£

£

General

-

9,825

3.	OTHER TRADING ACTIVITIES

2025

2024

£

£

Fundraising events

1,111

124

4.	INVESTMENT INCOME

2025

2024

£

£

Bank interest received

15,586

19,354

5.	INCOME FROM CHARITABLE ACTIVITIES

2025

2024

Activity

£

£

Support fees

Charitable activities

1,888,488

1,699,342

Access fees

Charitable activities

684,290

618,675

Respite fees

Charitable activities

215,641

198,347

Transport fees

Charitable activities

65,243

56,046

Outreach fees

Charitable activities

-

6,673

Dinner money

Charitable activities

22,823

21,297

Holiday income

Charitable activities

16,203

1,768

2,892,688

2,602,148

6.	RAISING FUNDS

Raising donations and legacies

2025

2024

£

£

Cost of fundraising

12

253

Other trading activities

2025

2024

£

£

Purchases

61,331

141,753

Aggregate amounts

61,343

142,006

7.	CHARITABLE ACTIVITIES COSTS

Support

Direct

costs (see

Costs

note 8)

Totals

£

£

£

Support fees

691

281,877

282,568

Charitable activities

2,297,819

9,154

2,306,973

2,298,510

291,031

2,589,541