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35,993 claims
The outreach programme provides support to veterans and family members who cannot attend the drop-in centre.
Over the past year, we expanded our services through the introduction of an outreach programme for members of the Armed Forces Community who are unable to attend the Centre.
Service · Policy statement · From The Bridge for Heroes — annual report and accounts, year ending 31 May 2025, page 10
The Bridge for Heroes offers free services at its drop-in centre in King's Lynn.
Our main charitable activities have continued to be offered for free to the Armed Forces Community at our Bridge ‘drop-in’ Centre.
Service · Policy statement · From The Bridge for Heroes — annual report and accounts, year ending 31 May 2025, page 9
The charity's mission is to support members of the Armed Forces community by providing companionship, comradeship, information, guidance, and activities that promote mental health and physical well-being.
Our Mission The Bridge for Heroes’ mission is to support members of the Armed Forces community (serving, veterans and their families) by providing companionship and comradeship, alongside information , guidance and activities that promote mental health , physical health and well-being
Strategic · Policy statement · From The Bridge for Heroes — annual report and accounts, year ending 31 May 2025, page 8
The Bridge for Heroes' vision is to provide support and facilities that promote the overall health and well-being of members of the Armed Forces community.
Our Vision The Bridge for Heroes’ vision is to provide members of the Armed Forces community with support and facilities which promote their overall health and well-being (in order for them to lead meaningful lives).
Strategic · Policy statement · From The Bridge for Heroes — annual report and accounts, year ending 31 May 2025, page 8
The charity aims to provide holistic support for the Armed Forces Community, addressing their needs through various interventions and referrals.
The Charity provides swift interventions and addresses individuals' needs holistically, offering short-term and long-term support. This support is proactively achieved through one-to-one sessions, innovative group therapies, a wide range of activities, and local community events, alongside referring individuals and families to other organisations when required.
Service · Policy statement · From The Bridge for Heroes — annual report and accounts, year ending 31 May 2025, page 8
The Bridge for Heroes provides a wide range of activities and support services to veterans, including group sessions, one-to-one support calls, healthy lunches, and transportation.
Welfare Support Group sessions 1to1 sessions 1to1 support calls Home visits Hospital Visits Care Home Visits IAG Sessions Healthy lunches AFC Saturday Breakfasts Sunday Lunches Attending our Christmas Day Dinner Refreshments made Transportation provided Veterans ID Cards
Service · Observational claim · From The Bridge for Heroes — annual report and accounts, year ending 31 May 2025, page 6
The charity supported nearly 300 members of the Armed Forces Community, with 124 being new beneficiaries.
This year the Charity has directly supported nearly 300 members of the Armed Forces Community, 124 who are new to the Charity.
Service · Observational claim · From The Bridge for Heroes — annual report and accounts, year ending 31 May 2025, page 3
The company had a net expenditure of £50,006 in the year ending March 2025.
(50,006)
Financial · Funding statement · From Orb Community Enterprise — annual report and accounts, year ending 31 March 2025, page 23
Orb Community Enterprise had a total expenditure of £384,076 in the year ending March 2025.
(384,076)
Financial · Funding statement · From Orb Community Enterprise — annual report and accounts, year ending 31 March 2025, page 23
The company received £5,941 in donations and gifts during the year ending March 2025.
Donations and gifts: 5,941
Financial · Funding statement · From Orb Community Enterprise — annual report and accounts, year ending 31 March 2025, page 22
Orb Community Enterprise's financial position in the year ending March 2025 was robust, with £88,426 in Funds Carried Forward.
These included £87,013 in Unrestricted Funds in line with Orb's Reserve Policy of £87,000. Total In Year Income of £334,069 was only marginally lower than the previous year's £334,628 representing consistent income flow from key multi-year funders.
Financial · Funding statement · From Orb Community Enterprise — annual report and accounts, year ending 31 March 2025, page 5
Orb Community Enterprise's staffing underwent significant structural changes to better achieve its strategic goals.
2024/25 saw the Orb staff team undergo significant structural change to help it better achieve the goals established in the five-year Strategy & Business Plan. The position of Strategic Director shared with sister organisation Pioneer Projects was revised to Chief Executive Officer, with more focused responsibility for system level work pushing the Creative Health agenda and developing practical Creative Health Delivery Partnerships in North Yorkshire, and reduced responsibility for day-to-day operations.
Operational · Procedural statement · From Orb Community Enterprise — annual report and accounts, year ending 31 March 2025, page 5
Orb Community Enterprise's Route One to Wellness partnership received 286 referrals during the year.
This partnership received 286 referrals during the year.
Service · Metric statement · From Orb Community Enterprise — annual report and accounts, year ending 31 March 2025, page 5
Orb Community Enterprise is working with Pioneer Projects and North Yorkshire Council to develop a Creative Health framework for the county.
This saw the completion of a shared feasibility study on Creative Health Partnerships in North Yorkshire, funded by North Yorkshire County Council, which has led to a joint piece of work working with the local authority Culture, Localities, and Public Health Departments to develop a commissionable Creative Health framework for the county.
Strategic · Commitment statement · From Orb Community Enterprise — annual report and accounts, year ending 31 March 2025, page 5
Orb Community Enterprise's Creative Programme has shown strong outcomes based on the Five Ways to Wellbeing model, with over 92% of participants demonstrating increased mental wellbeing.
All participants were supported through initial wellbeing assessment and goal setting, with those completing a course of engagement and review showing strong outcomes based around the Five Ways to Wellbeing model. 92% demonstrated increased measured mental wellbeing, with 84% feeling more connected, 90% more active, 81% more skilled, 82% more aware, and 81% more able to give to others.
Service · Metric statement · From Orb Community Enterprise — annual report and accounts, year ending 31 March 2025, page 5
Orb Community Enterprise's Creative Programme includes partnerships with various cultural and community organizations, resulting in over 98 sessions at partner venues.
Over the year we undertook 98 separate sessions with these partners at their venues and locations both indoors and out. These included our regular calendar of Spring, Summer, Autumn and Winter Celebrations at Orb, but also impactful public performances and exhibitions delivered at partner venues including at Chapel FM's Home from Home event and Writing on Air festival, a Making Faces Tree Trail at National Trust Fountains Abbey, Knaresborough Community Festival, and the 'A Curious Herbal exhibition at RHS Harlow Carr.
Service · Metric statement · From Orb Community Enterprise — annual report and accounts, year ending 31 March 2025, page 4
Orb Community Enterprise provided over 517 Creative Group Sessions to 186 unique individuals in the year ending March 2025.
During the year we were able to provide 517 Creative Group Sessions to 186 unique individuals at an average of 22 sessions per individual, in groups with an average size of 8.
Service · Metric statement · From Orb Community Enterprise — annual report and accounts, year ending 31 March 2025, page 4
Orb Community Enterprise maintains a risk register reviewed annually by the Board of Trustees.
Orb maintains a risk register and the Board of Trustees ensure that all major risks to which the charity is exposed are reviewed on at least an annual basis and that the systems, policies, and procedures are in place to manage these risks.
Governance · Procedural statement · From Orb Community Enterprise — annual report and accounts, year ending 31 March 2025, page 3
Orb Community Enterprise is an Approved Provider to North Yorkshire Council Health and Adult Services.
Orb has been assessed against the North Yorkshire Council Quality Assurance Framework and is an Approved Provider to North Yorkshire Council Health and Adult Services.
Commissioning · Policy statement · From Orb Community Enterprise — annual report and accounts, year ending 31 March 2025, page 3
Orb Community Enterprise has a five-year Strategy and Business Plan guiding its work.
A five-year Strategy and Business Plan and an annual work plan guide the work of the Orb staff team under the leadership of the Chief Executive Officer.
Strategic · Policy statement · From Orb Community Enterprise — annual report and accounts, year ending 31 March 2025, page 3