Impact_Report_2025–26-Digital - Flipbook - Page 5
This has meant that we have received two to three years
We would like to thank everyone who has
of backdated payments during 2025-26, leading to a spike
contributed to Active Prospects this year: our
in income in this year’s accounts. In addition, we incurred
staff and volunteers, Board members, families,
costs in previous years that were not fully funded until
commissioners, funders, donors, and partner
now. This meant our cash reserves were being utilised until
organisations. Your trust, challenge, commitment,
the payments were finally made at the end of the year.
and belief in our purpose make our work possible.
The uncertainty over this recommissioning process
also meant that we had to budget prudently this year,
including deferring some maintenance works. Our betterthan-expected financial performance will now allow us
to make an increased contribution to our reserves (in line
with an organisation of our size and recent growth) as
well as giving us a firmer platform for investing in homes,
services, systems and people.
Our Annual Report and Financial Statements contains a
detailed review of our financial performance for 2025-26.
This can be found on our website.
Looking ahead, we remain ambitious. We have embarked
on the journey to become a Registered Provider of Social
Housing; if successful, this will leave us better prepared to
capitalise on future growth opportunities while remaining
Most importantly, we thank
the people we support, whose
aspirations, achievements
and voices continue to guide
and inspire us. This report is
about them – about people
accessing the support and the
opportunities they need to
lead full and aspiring lives,
in a place they can call home.
Thank you for taking the time
to read our report.
resilient within a changing regulatory and political landscape.
Our work will continue to be guided by our Active Plan. This
is centred on five strategic goals: an aspiring life; a louder
voice; an employer of choice; a creative approach; and a
resilient, sustainable and equitable organisation. These
goals describe the organisation we want to be: values-led,
financially sustainable, inclusive, creative, and rooted in the
rights and aspirations of the people we support.
As set out in our Active Plan, we will expand specialist
housing and support where we can do so safely and
Maria Mills
Chief Executive Officer
sustainably; deepen our work on wellbeing outcomes;
strengthen the voice of people with lived experience; and
invest in our staff, systems and homes. Collaboration
will remain essential as we work with partners across the
health, social care, housing, further education, private
and voluntary sectors. This annual report demonstrates
our progress in delivering our Active Plan, with sections
devoted to each of the five strategic goals.
Chris Poole
Chair of the Board
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