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‘Before I came here my life wasn’t great. Since I joined Lily&Lime things have got much better. I couldn’t ask for a better place to be, it definitely helps my confidence. I can’t wait to see what the future holds.’ Daniel

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Our Vision

A society where people with learning disabilities enjoy fulfilling lives of their own choosing.

Who We Are

We appreciate each person. Everyone is different – we respect and celebrate this.

Our Mission

We support people with learning disabilities to fully develop their individual potential by providing opportunities, enhancing life skills, ensuring informed choice, and influencing society.

Our Purpose

We aim to go beyond basic needs to help explore and achieve individuals’ potential.

We’re always learning. We all have something to offer and more to learn.
We’re always improving. Striving to give our best and to have more impact.
We push for change. We will challenge society to be fully inclusive.
We have the
• We find the joy in everyday life. freedom to be ourselves and enjoy what we do.

Minstead Trust Annual Report and Accounts 2023 - 24

Chief Executive’s Statement

Since April 2023, Minstead Trust has made good steps towards satisfying the ambitious requirements of its current five-year strategy.

The second year saw further work to strengthen the foundations of what we do and to prepare for an uncertain future, whilst continuing to take an ambitious and enthusiastic approach to opportunities that further our aims for

people with learning disabilities. Above all, we have doubled down on our purpose – to go beyond the basic needs for which an individual may receive funding, to help explore and achieve individuals’ potential.

The prior year saw the beginning of our first contract with Bournemouth, Christchurch and Poole (BCP) council. Having built a successful and ongoing relationship with Portsmouth City Council to the east, this was the first step of a plan to expand the Trust west of its New Forest origins. In addition to achieving great outcomes in that supported living service, we also succeeded in winning the contract to deliver a Carers Representation Service in the same area. Together with running both employability and wellbeing services in the area, we are just one step away from achieving every objective within our overarching goal to provide a full-service hub in the area.

We operate in a difficult sector and this year had its challenges. We closed our smallest social enterprise, Brickyard Café, housed in The Brickworks Museum, Bursledon. The lingering effects of the pandemic meant that footfall to the site was simply not high enough to sustainably continue to provide work experience and opportunities for people. We therefore took the difficult decision to close and focus our resources on more impactful endeavours.

Our burgeoning employability division is one of those areas. Almost entirely funded at present through means other than government funding, we have grown in little over a year to support 50 people, create seven jobs, 10 placements, and see 15 apprentices successfully complete their qualifications. We achieve this at an average cost of less than £2,000 per year – just 25% of the equivalent cost of keeping people in state education. It is one of several ways in which we go beyond what we are funded for by adult social care to empower people with learning disabilities to lead the lives they want.

We have also taken strong steps to understand and address the challenges facing the adult social care sector. A wide-ranging stakeholder consultation tested our hypotheses about the future against the views of local authorities,

partners, family carers, and funders. With the resulting insights, we developed a new theory of change focused on three pillars: System, Society, and Sector. We have rigorously debated and agreed the key objectives and measures that will form the basis of our activity in the coming year. We have also agreed a pay policy for the year 2024-25 that already exceeds the £12 per hour minimum wage for care workers included in the Labour Party’s manifesto.

We are proud of our forward progress and excited to share some it with you in the coming pages.

Adam Dodd Minstead Trust Chief Executive

4 Minstead Trust Annual Report and Accounts 2023 - 24

Chair’s Statement

As mentioned last year, I have focused on ensuring we have the skills, capability and resources to meet our growth targets and the opportunities and challenges these present.

I am pleased to present our achievements in this year’s report which has been possible because of the support of such a capable and dynamic board and senior leadership team who work so well together in the pursuit of our ambition and purpose. We are also blessed to have such a dedicated workforce, volunteers and supporters who all share our ethos and vision for a society where people with learning disabilities enjoy fulfilling lives of their own choosing.

As we consider our future strategy and ambition, we are taking a systemic view of social care to push beyond the current realities of the funding landscape and incorporate areas that do not always get the attention they deserve.

As the parent of someone who is supported by Minstead Trust, I experience first-hand how, at its best, a mutually supportive and trust-based relationship can be integral to improved outcomes for individuals and reassurance to their family. Sadly, funding structures do not recognise the importance and value of this relationship nor the challenges it can present for all parties if not managed well. Our stakeholder consultation this

year, and taking on a Carers Representation Service, has underlined the significant value of this element to the social care system, and in the coming year we will explore partnerships with leading bodies to co-create a blueprint for strengthening and leveraging these valuable support structures.

Two years ago, we designated an infrastructure fund of £250,000 to bolster the quality of our delivery and our ability to achieve greater financial independence over time. I am delighted to report that we have met our ambitious target of returning to a breakeven position within two years whilst also expanding the breadth of our services. One of the most important, now and for the future, is our employability division. This takes people from the desire to work, through initial taster sessions to apprenticeships and on into paid employment.

We are also challenging accepted norms around pay for support workers. For too long, this crucial societal service has been undervalued by the fees government makes available to care providers like Minstead Trust. We are able to pay above the average through a combination of our social enterprises, which are growing quickly, and voluntary income. We are grateful to the tens of thousands of our social enterprise customers who, perhaps unknowingly, are helping us to improve pay conditions for our frontline workers.

We are so much more because of our supporters. We have benefitted significantly from pragmatic,

far-sighted grant funders who believe in our long-term strategic aims. We are grateful to all those who have helped us to improve the lives of the people we support despite the downwards pressure on real-terms social care budgets. And it is not just those who give money. Our wonderful volunteers extend what we can do and the impact we have. We are extremely grateful for their time, expertise, and engagement.

Josephine Grunwell

Minstead Trust Chair of Trustees

Minstead Trust Annual Report and Accounts 2023 - 24

‘I’m really enjoying it, I’m doing an apprenticeship, which I’m really enjoying, learning all the stuff around my apprenticeship. Now I’ve learnt loads and got the confidence to make the hot drinks.’ Jacques

Our personal highlights

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Minstead Trust Annual Report and Accounts 2023 - 24

Award winning achievements

Every year, our annual awards celebrate some of the life-changing successes of the people we support.

Corey, Jacques and Luke selected the finalists from their nominated peers and a panel of judges chose the winners.

The award categories are based on the Trust’s values and were presented by Cllr Neville Penman (Chair, New Forest District Council) and Mr John Dixon.

Award winners

We appreciate each person

Kevin and Elizabeth for helping a housemate in difficult times.

We are always learning

James for learning cooking skills and cooking for himself once a week.

We are always improving

Royce for improving his skills as part of the Minstead Trust maintenance team.

We push for change

Richard for always talking about new ideas and being hopeful that the world can change in positive ways.

We find the joy in everyday life

Rory for bringing joy to everyone he meets with his big smiles, and Edward for the way he makes many situations happy and joyous for others through his jokes.

The Romsey Rotary Award and the Jenna Dixon Award for Special Achievement Daniel for his contribution to the Lily & Lime café and Jon for winning a gold medal in the Special Olympics GB National Winter Games.

8 Minstead Trust Annual Report and Accounts 2023 - 24

Support services

1. Carers Representation Service

Helping family carers have their voices heard in Bournemouth, Christchurch and Poole

2. Poole Supported Living

Shared houses with varying levels of support for tenants

3. Residential

24/7 support for nine people to live in a shared home

4. New Forest Day Opportunities

Workshops and activities to help people develop new skills

5. New Forest Supported Living

Shared houses with varying levels of support for tenants

6. Portsmouth Day Opportunities

Activity sessions and community visits to help people learn new skills

7. Portsmouth Supported Living

Shared houses with varying levels of support for tenants

Employability

Work experience and training support ‘along the south coast

Social enterprises

8. Furzey Gardens

Public gardens, tea rooms and wedding venue

9. Minstead Lodge

Country house wedding and events venue

10. Real Jam & Chutney Company

Artisan products made by people with learning disabilities

11. Hanger Farm Arts Centre

Theatre, events and wedding venue

12. Lily&Lime cafés

Community cafés run by people with learning disabilities

The year in numbers

residential day 14,757 care home see 2 1 opportunities No change volunteer rf since 2022-23 No change since 2022-23 ; | ; Sopa penning pro cet _ eS TS hours nen eons 3 = ay me, 11,727 in 2022-23 lett eg ota Oy[ky] 8 re ae ‘ : —- eetye A Over . Le2 ee pe ~~ Aeran} a | we hea rt ee i ne 2 yy —¥ SS pol jam ‘ wt (Be O Supporting DireVS him,° 45,200 -> iea aexa BoeaS inne =| +Ae presSerrehsFs —7 | ET ON =a“. reyx eSon - Peoll oe GAMI| 268 people to live in Se de Li ee online 440 ( aed — ~ - Fy, es ~ = - - . ~~" » staff So t oe aie en F ry | 35 homes supporters om 3 Seeteeth SargSak Spe ie h e tkPaneeeLaPhe Saleee Steali Over Seg eee ae Soe eee A eae 264 in 2022-23 28 in 2022-23 Sts~~alaeDEES 38,500 in 2022-23 AT aeesel a toAeee Ay RNWa cheSe aN enrntnSe mel atSAEsee S wattS 35,000 social enterprises Furzey Gardens 139 across 6 venues visitors volunteers 5 5 venues in 2022-23 128 in 2022-23 31,500 in 2022-23

268 staff 264 in 2022-23

Minstead Trust Annual Report and Accounts 2023 - 24

at Per week 447 169 hours of support in people attend day residential opportunities each week 320 172 in 2022-23

320 people supported 301 in 2022-23

101 people supported in their own homes 106 in 2022-23

Minstead Trust Annual Report and Accounts 2023 - 24

Progress against our five-year strategy 2022-2027

This was the second year of our strategy under our unifying purpose: We seek to go beyond support for basic needs to help explore and realise individuals’ potential.

The strategy recognises that social care is in some ways broken: that local authority finances do not allow for the levels of support that enable people to really make their own choices in life; that this support is only available to the 20% of people with learning disabilities in the UK who qualify through their care needs assessment.

A stakeholder engagement review conducted this year recognises that there is desperate need for organisations like Minstead Trust and its community of support to step up to the challenge of going above and beyond social care provision to increase inclusion in society. This should start with exploring what inclusion really means within the Trust itself, and seeking ways to address the gaps in support that people with learning disabilities and their families are facing.

This second year of our strategy continued the two-year focus on quality and building infrastructure, to grow Minstead Trust’s ability to respond to the challenge. The strategy is ambitious, far-reaching, and underpinned by detailed operational plans and budgets.

12 Minstead Trust Annual Report and Accounts 2023 - 24

Five year strategy: 2022-2027

Exploring and nurturing potential

People with learning disabilities usually have their needs assessed by the local authority. But delivering excellent care in support of someone’s assessed needs is only part of the story, and not everyone has an assessment.

We believe = every person has potential, which ie can go far beyond the basic needs for ~~ ~~ which they receive support. j Wns (\ Re m . 4d Minstead Trust Annual Report and Accounts 2023 - 24

We will:

Recognise and nurture potential by encouraging people to explore what they want from their lives
Enable people to have their own voice and views and make them known
Map the places and people in the community that offer people opportunities to explore their potential, and help connect them
Be creative and collaborative in providing new opportunities where gaps exist
Support families to understand their rights and what can be achieved
Help people at transitional points in their life, including; leaving school, moving to their own home or getting older.

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Five year strategy: 2022-2027

Educating and inspiring society

People with learning disabilities have a huge amount to offer the world. But usually their input and influence is undervalued and ignored.

We will:

Build upon the existing work experience and employment opportunities in our social enterprises by opening more outlets
Help to create more opportunities for work experience and employment in society
Create Learning Disability Confident Employer award
Engage fully in all opportunities to consult with and influence local and national government on learning disabilities at all levels
Influence and coach companies, services and communities in how to hear the views and perspectives of people with learning disabilities, and how to serve these citizens better

We believe in reducing or removing barriers in society and showing how people with learning disabilities can participate fully in their communities.

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Lead the way on modelling how truly inclusive communities benefit the world.

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Minstead Trust Annual Report and Accounts 2023 - 24

Find the best ways to involve people with learning

Put communication, feedback and research

Strategic delivery . © 3. i during the year

We are continuing the strengthening of the foundations of what we do, ready for significant growth in later years. In particular, we said we would:

Identify infrastructure improvements
Create an ‘always learning’ culture
Focus on greater meaningful involvement and influence of the people we support in each service and in organisational activity

A focus on infrastructure

A digital transformation programme got underway this year, thanks to a generous grant. The appointment of digital and information specialists has enabled swift improvements, including the introduction this year of Microsoft 365, Teams and SharePoint, as well as adopting an online platform to map organisational strategy and objectives, and monitor progress against targets.

A focus on learning

We are committed to supporting everyone to make informed choices, and receive the support they need, to live their lives the way they want to. This year we have started to put new measures in place that will enable us to review how well we are delivering on our commitment, and how we can improve.

Do we know what people want?

We conducted a simple survey across our care services staff, focused specifically on what we know about the aspirations of the people we support, and whether we are being successful in helping them live the lives they want.

Out of 306 responses, 85% suggested that they had a good idea of what the individual wanted.

A sample of current aspirations shows the wide range they cover:

Do you feel you know what this individual wants from their life?

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Stay in employment

Additional specialist roles to improve our infrastructure have been identified, including a learning and development lead, and a risk and compliance manager role to progress in the coming year.

Learn to ride a bike safely
Lose weight
Visit more places abroad and go to Japan

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Yes No
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Have more control of my money
Move in with my boyfriend, get married and have a flat together

Minstead Trust Annual Report and Accounts 2023 - 24

Are we providing the right support?

Are we supporting people to achieve the life thay want, or signposting them resources that can?

We delivered Active Support training this year to 130 frontline staff, to focus their support work on encouraging engagement in daily tasks, and in steps towards achieving personal goals.

Active Support uses a range of gradual and 1% 1% 6% graded support techniques to maximise the engagement and participation of people we support with routine tasks that develop skills and 12% independence, ensuring every moment is an opportunity. The survey showed that staff are feeling confident that in most cases they are supporting people towards their goals. A small sample of specific achievements by people we supported this year include: • Completing an apprenticeship and transitioning to full time paid employment • Travelling independently to town by bus and 80%

back on multiple occasions @ • Competing in an international figure skating Yes, we are helping them achieve the competition life they want ourselves

Competing in an international figure skating competition

Yes, we are signposting them to other resources

Learning to self-medicate

Learning and next steps

Kind of, we are trying but it’s not working well at present

Some of the people we supported found it difficult to communicate their ideas about their goals, and we will be working on ways to provide more tailored support for them.

Kind of, we have signposted them to other resources but it’s not working out

No, we don’t think we are helping them achieve the life they want currently

Not everyone has fully considered what they want from life, or realised the options available to them. To address this, we are adapting a Personal Outcomes Measuring Scale to prompt support discussions about any areas not yet fulfilled: helping to identify what they want from life and the skills and experience they may need to get there.

Additionally, we go above and beyond with a voluntary funded service to offer more intensive life coaching support, where required, to explore wider life options, support to cope with change, and create a positive plan for the future.

Reviewing our outcomes

This year has laid the foundations of identifying and measuring personal outcomes. This work will be taken further forward into developing a full organisational outcomes framework: linking strategic organisational outcomes to the individual progress that we are currently delighted to see and report in each service.

A focus on involvement of the people we support:

One of our three key strategic pillars is around involving the people we support throughout our organisation.

The move of our residential care home provided a real opportunity to ensure that the residents were fully engaged and at the heart of decisions around the move.

18 Minstead Trust Annual Report and Accounts 2023 - 24

They planned the move together, creating and excitement. The house is a vibrant and more

Going above and beyond

Our purpose is to go beyond the basic needs for which people received funded support to explore and nurture individual potential.

This year we have looked at how we offer services, to find ways to extend support to reach more people or to be creative in what can be delivered.

Support in the workplace: Lily & Lime cafés and Real Jam & Chutney Company

These are two of our five social enterprises offering a wide range of programmes that people can follow, including commissioned daytime services, supported volunteering opportunities and apprenticeships.

The teams include a full range of roles for support staff, kitchen professionals, volunteers with or without a learning disability all working together,

and offer progression pathways, for those who wish to further their careers within local businesses.

The team is able to be more flexible to individual needs when external pressures or mental health issues can push people off track.

These businesses are creating a more sustainable model of adult social care for people with learning disabilities and showing that inclusive workplaces are not just possible, but desirable.

We were excited to open a new Lily & Lime café this year within the Portsmouth Civic Offices called The View. This has created more opportunities for people with learning disabilities to experience the workplace. Each week 24 people with a learning disability are contributing to an amazing workplace culture, which shows customers how inclusive teams can work so positively together to create an outstanding customer experience.

After a full year of trading with Minstead Trust, Real Jam and Chutney Company has delivered just under 4,000 hours of training time and supported over 20 people to learn work and life skills in a workplace setting. People like Iesha, Henry and David are involved in the manufacturing process, building their confidence and being involved in business decisions.

Moving into a new professional kitchen, the company is looking at new initiatives to create more opportunities within the team for people with learning disabilities. We have 60 commercial customers, a new apprentice starting in autumn and a new brand launching.

Pick and mix services in Portsmouth

We are extending the opportunities available in the city whilst also supporting people to access community resources. We find out what the individual would like to do with their life and then support people creatively to find ways to achieve that, often in partnership with other organisations and individuals.

In the last 12 months, we significantly grew our outreach support for people living independently in their own homes. This rose from one person with 22 hours support, to six people with 119 hours of support.

Meanwhile the day opportunities at Warren Avenue extended the variety of sessions on offer to meet different interests while reinforcing learned skills or challenging people to acquire new ones. We also provide psychological support, social

20 Minstead Trust Annual Report and Accounts 2023 - 24

engagement, physical exercise, internal inclusion, community inclusion, and support with choices/ decision making. We help people to explore different types of housing/accommodation and support available within Portsmouth.

Together with options at Lily & Lime we now have a varied assortment of provision offered across the daytime in Portsmouth. We are working on a ‘pick and mix’ timetable across the venues we manage for individuals to have the choice of more opportunities, scope for learning and having fun.

People and Culture – using our skills to provide additional support

We work with our colleagues across the Trust to ensure we attract the best talent. We want an environment where employees and volunteers feel safe, listened to and enjoy coming to work.

But we also use our skills to do far more: providing additional expert advice to the people we support. This means we go above and beyond our job description to build even further on the amazing work being delivered by our teams of support professionals and skilled volunteers.

Mock interviews: we send an interview invite, conduct the interview in a realistic setting and ask questions aligned to the role the individual wants to apply for.

Money savvy: sometimes staff colleagues with a learning disability need a little extra help to understand their salary payments. Our payroll service can also spot early signs of someone experiencing problems with finances and offer some support discreetly.

Involvement in recruitment: people with learning disabilities participate in our key recruitment decisions, whether this is giving feedback on shortlisted candidates, attending recruitment roadshows or being part of interview panels. In 2024 we will go above and beyond to recruit for a paid role within the People & Culture team for someone with a learning disability to lead and steer the process.

We are always learning: recruiting alongside people with experience of being supported by the Trust provides a different kind of insight into what works well and not so well.

For people on our employability programmes we offer:

CV writing; once our Employability Mentors have skilfully uncovered the talents of each job seeker with a learning disability, we tailor each CV, alongside the individual, to highlight the skills and interests relevant to the job.

Minstead Trust Annual Report and Accounts 2023 - 24

‘This year I went for a commis chef position at a local pub, working five days a week, did a trial shift and got the job.’

Part two Community supporters

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Minstead Trust Annual Report and Accounts 2023 - 24 23

Volunteering

Our volunteers are a vital part of the work we do at Minstead Trust, and their impact extends far beyond the time everyone puts into helping our work for people with learning disabilities. They:

bring varied life experience, different backgrounds, and help us to be more diverse and circumspect in our thinking;
enhance staff morale by working alongside them and affirming the value of the work that staff are doing;
through buddying up with people we support, introduce people to experiences they might not otherwise have, helping to build further aspiration;
bring professional expertise we could never dream of being able to pay for, no matter how valuable to the cause, helping to shape and develop the organisation and its capabilities;
spend more time outside the organisation than our staff, and so can bring in an outside perspective, challenging us to be better and to avoid complacency;
are ambassadors - through word-of-mouth, volunteers help raise awareness, and help to find additional support that makes new things possible;
extend (very considerably) what we can do, helping us to overcome the shortcomings of local authority funding by supporting us to build financially independent social enterprises that will secure our position to support individuals, create new opportunities, and influence society well into the future.

We are very grateful for the 139 volunteers who supported us during the year, contributing nearly 14,800 hours across the year – an incredible 26% increase over the previous year. They have contributed numerous positive outcomes between them, from supporting people to learn new crafts and skills, to devising the new digital strategy for the whole organisation.

Board of Trustees

Our Board is populated entirely by volunteers who each give a significant amount of time, attention, and expertise to the organisation each year. As at the year end, the board was comprised of 13 trustees.

We welcomed four new trustees over the course of the year, including, Eleanor Clark, Dr David Naylor, and Nicola Pestell. With experience in management, bid writing, care provision,

academia, and marketing, these new additions bring a rich mix of skills and a fresh perspective that is invaluable as the Trust navigates the challenging waters of innovating in adult social care.

During the year we said goodbye to Graham Waters, who had served as a trustee and Deputy Chair of the Board of Trustees for many years. With experience spanning a wide range of industries and organisations, including the Care Quality Commission, Graham provided valuable insight, support and challenge over a long period of voluntary service. We are pleased to say that we still retain Graham as a volunteer, and he can often be found meeting and greeting visitors to Furzey Gardens. We also said goodbye to Ann Day who served for several years as the chair of the Finance and Facilities Committee. We are grateful to them both for their service.

24 Minstead Trust Annual Report and Accounts 2023 - 24

Volunteer stories

Claire, Volunteer Cycling Buddy to Rhianne

Rhianne says:

‘Knowing that I am a keen cyclist, I was kindly asked if I could help Rhianne to improve her cycling. Rhianne is a very competent rider, having ridden regularly with PEDALL, a New Forest based charity which promotes inclusive cycling, but she really wanted some support and company to encourage and enable her to ride independently.

‘I have fun cycling with Claire. When we cycle together, we talk on the bike and she helps me to keep safe on the road all the time. She also helps me look behind for cars and traffic as well. I have fun with Claire.’

Our first ride was a short one, from where she lives in Totton to Hanger Farm café – as no cycle ride is really complete without a cafe stop! The following week we ventured a little further into Totton and soon after that, Rhianne successfully cycled there by herself. Since then, she has not only ridden solo the three miles to Copythorne Community café, but our joint rides have become more challenging too.

I have hugely enjoyed our rides together, and it has given me great pleasure seeing Rhianne gain in confidence. I’m really proud of her, navigating her own way to places and no longer stopping on the uphill sections! It’s wonderful that she can now travel independently to many local places and not have to rely on buses or taxis.’

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Minstead Trust Annual Report and Accounts 2023 - 24 25

Focus on Sam Agnew: One year into her Trustee role at Minstead Trust

‘In 2021 I had been volunteering at Hanger Farm and was already impressed by what the venue brings to the local community, with many regulars as well as new visitors. Volunteering was an excellent way to find out more about Minstead Trust and when I heard Adam (CEO) speaking about the work of the wider Trust I knew I wanted to be more involved.

I have 14 years of experience in the charity sector with organisations supporting health and social care, particularly for older people. In that time I have led services operationally, as well as working strategically at director level.

I have now been a trustee since 2022 and have been constantly impressed by the ethos of everyone involved. It’s easy to talk about a broken social care system but much harder to do something about it. At every level Minstead Trust recognises potential and celebrates individual contribution. Offering real work, safe places to live and care and support that really empowers and celebrates people.

I have been inspired by the variety of support, and the dedication of staff in finding ways to break down barriers so that the confidence and skills of individuals are broadened. I am on the social enterprise committee and find it incredible that we provide so many amazing opportunities through those activities for the people we support. This includes making the delicious products in the Real Jam & Chutney Company, growing and nurturing the gardens at Minstead Lodge, and making beautiful craft products to sell at Furzey Gardens.

Whether I’m talking to the people we support, or the staff that work there, being a trustee is a privilege and in some small way we’re all of us making our community a much nicer place to be.’

‘These opportunities don’t just tick boxes they are often transformational for those involved and show that employment is a real possibility for people with a learning disability.’

26 Minstead Trust Annual Report and Accounts 2023 - 24

Funders

We are extremely grateful for the support from all our donors, including individuals, groups, companies and grant funders. We would particularly like to thank the following The following businesses have also offered The following individuals undertook sponsored supportive community funders: : invaluable support: challenges to raise funds for the Trust: • Romsey Methodist Church • PIMCO Prime Real Estate Claire Aplin for her abseil challenge, Helen • All Saints Church Minstead • Milestone Infrastructure White for her swim challenge, Mary Birch for her crafts and Steve, Marc and Harry for their • Chandlers Ford Methodist Church • Great South Run. The Christos Lazari Foundation • Cadnam Methodist Church • Veolia Special mention must also go to Councillor and Chair of New Forest District Council - Neville • Downton Baptist Church • Stewarts Garden Centres Penman for selecting Minstead Trust as one of • Westside Church Totton • Netserve Ltd his Chair’s charities. • Our Lady of Mercy Lymington • Snows Toyota Group Thank you to all the trusts and foundations that have supported us through the year and • Freemasons from Hampshire and the Isle of Wight • Fire and Safety Team have enabled us deliver projects. This includes • Rotary Groups of Bransgore, New Forest • Brewer’s Decorator Centres the conversion of our courtyard hay store into a new artisan weaving and textiles studio, and Romsey • Cadbury Foundation expanding production facilities for the Real • Romsey Roundtable Jam & Chutney Company, and supporting the growth of our social enterprises as they build • Totton and Eling Carnival their profitability. • A35 Classic Car Club Southampton It is this committed community of support • Hale and Woodgreen Horticultural Society around Minstead Trust that allows us to continue to innovate: finding new ways to support the skills and aspirations of people with learning disabilities. 7 Minstead Trust Annual Report and Accounts 2023 - 24 27

Our key objectives for the financial year ending March 2024 were:

1. To move our care home residents to improved premises in the community

Achieved. Our residents moved into their new accommodation in Lyndhurst in July 2023
Outcome: eight people are living in a lovely new home with ready access to community resources

2. To carry out an extensive consultation of our stakeholders, leading to a new Theory of Change for how best to achieve our vision

Achieved. We consulted a range of stakeholders, developed a Theory of Change and gathered feedback on the role Minstead Trust can play to achieve our vision.
Outcome: we have a clear route forward, which endorses and builds on our current strategy.

3. To empower our staff continuously to improve our services and operations

Ongoing: we emphasise a workplace culture in which people can question, challenge, and learn from mistakes. We have also introduced the PDSA cycle of continuous improvement, based on our value of Always Learning.
Outcome: confidence to try new things, honesty in learning from experience, and identifying improvements in every role.

4. Grow the involvement of our volunteers through the creation of new volunteer roles at all levels of the Trust

Achieved: volunteer numbers have returned to pre-pandemic levels, with new roles identified such as HR and Finance Admin, Jam & Chutney Makers and Social Enterprise Delivery Drivers. We have also recruited people with a learning disability to both new and established roles, such as welcome hosts at our public events and venues.
Outcome: we are a truly inclusive organisation, able to open up new opportunities for the people we are supporting and our colleagues.

5. To decide upon and trial a way to better measure our effectiveness

Ongoing: we undertook a snapshot survey as a baseline and are working on tailoring a personal outcomes scale measure.
Outcome: We are confident that we have good knowledge of individuals’ goals and that in most cases, we are working well towards them.

6. To select and trial a new way to measure our impact on society

Still to do: this will be based on the work following the Theory of Change and Stakeholder review.

7. To implement a new pay review scheme that rewards expertise and experience in the care sector whilst helping to support high standards of care and support

Achieved: new support worker grading structure introduced, requiring skills based evidence, mandatory training requirements and policies up to date.
Outcome: improvement in training and policy compliance. Clearer career path to apply for more senior roles, anticipating this will lead to improved employee retention and engagement.

28 Minstead Trust Annual Report and Accounts 2023 - 24

8. To carry out a strategic review on the future of Minstead Lodge, our flagship property

Ongoing: we undertook a strategic options review and considered the criteria that future development will need to meet, in order to optimise the asset. We have asked all staff, volunteers and the people we support to submit their ideas for the future, so that everyone has a chance to participate in this important organisational conversation.
Outcomes: clarity on the future of the site and a shared commitment across the services to making it happen.

9. To extend our services in Bournemouth, Christchurch and Poole

Achieved: we were awarded the contract to run the learning Disability Carers Representation Service for BCP council. We are delivering employment support services in the areas.
Outcome: a consolidated presence from which to build further support.

10. To extend our Lily & Lime services in Portsmouth

Achieved: we successfully open a new outlet at The View in Portsmouth Civic Offices.
Outcomes: an additional five people with learning disabilities have the opportunity to contribute to the workplace. Awareness of the potential of people with learning disabilities is higher amongst council staff.

Our key objectives for the financial year ending March 2025

Our purpose: To go beyond basic needs to help explore and achieve individuals’ potential

Strategy pillar 1: Explore and nurture potential

Objective 1: We understand what everyone we support wants from their livess

Objective 2: We are supporting everyone to achieve the life they want

Strategy pillar 2: Educate and Inspire Society

Objective 3: We will change societal views about people with learning disabilities through employment, work experience, exposure, and awareness building.

Objective 4: We will ensure that the views and experiences of people with learning disabilities are heard by those who have the power to change the world for the better, and make recommendations

Strategy pillar 3: Involve the people we support throughout our organisation

Objective 5: We are involving the people we support in the improvement of our services and embedding this approach

Objective 6: We will co-produce our services with the people we support

Minstead Trust Annual Report and Accounts 2023 - 24

Minstead Trust consolidated accounts show a 18% increase in net income to £7.7m (2023: £6.5m) with a surplus of £40k (2023: deficit £215k). Charitable costs increased by 14%.

Both Care Services and Social Enterprises contributed to the increased income. In Care Services the 17% increase in income was driven by Day Opportunities, expansion of Supported Living in Portsmouth and a complete year of Supported Living in Poole. There was growth across our social enterprises with the 32% increase income driven by a complete year of Real Jam & Chutney Company and growth of our Lily & Lime café brand in Portsmouth.

Our strategy continues to be to diversify our income streams and during the year we have raised funds to expand our successful Real Jam & Chutney Company.

During the year the difficult decision was made to close Brickyard Café as the social enterprise was loss making, due to site issues beyond our control. All staff who expressed an interest in redeployment were successfully offered alternative roles.

We continue to see a great deal of interest and support for our strategy by funders. Fundraised income increased by 10% to £735k due to generous grants (£307k received this year), as well as the community of supporters around each of our services and enterprises. The grants have enabled Minstead Trust provide support over and above the level funded by statutory contracts. This year the grants have enabled us to invest in our facilities, a new digital transformation team, our employability team (supporting people into employment) and our wellbeing work.

The majority of our increased expenditure relates to increased staffing to support our growth with a full-time equivalent increase of 10 people (staff costs increased by 14.5%). As noted above, Minstead Trust has invested in digital transformation by establishing a new team and it is anticipated that this investment will lead to significant efficiencies in ways of working.

2023-24 Income 2022-23 Income £7.67m £6.49m

We have continued to face significant challenges in recovering money owed by local authorities. Our trade debtors increased by 71% to £632k at 31 March 2024. In the latter part of the year Minstead Trust recruited a credit controller to focus on reducing our debtor days and we expect to see the full impact of this role in the year to 31 March 2025.

This year our cash balances fell by 13% to £1.4m due to the worsening debtors’ position and the £174k investment in fixed assets. This included £64k in a new workroom for our New Forest Day Opportunities and £29k in our new Jam & Chutney production room.

Despite 18% income growth year-on-year, we have been able to retain a good degree of diversification across our income streams, with just 68% of our income coming from local authority funded care and support fees for the second year in a row (down from 92% a decade ago).

Care and Support fees 68% Social Enterprises 18% Donations, grants and legacies 9% Property and investments 5%

Fees and Contributions 68% Social Enterprises 18% Donations, grants and legacies 8% Property and investments 6%

Minstead Trust Annual Report and Accounts 2023 - 24

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32 Minstead Trust Annual Report and Accounts 2023 - 24

Our Governance Structure

Minstead Trust was established in 1986 and incorporated in 1996 as a charity and company limited by Guarantee and registered in England and Wales.

Charity number 1053319 Company number 03149116

Charitable Objects and Public Benefit

Our Charitable Objects are:

1. To support people with a disability, or otherwise excluded by their social or economic circumstances and members of their family and their carers by means of providing services, facilities, campaigning and support to enable them to lead more independent and fulfilling lives and become fully integrated in society.

2. To preserve, maintain and develop the historic gardens and buildings particularly at Furzey Gardens, Minstead for the enjoyment and benefit of the horticultural groups and the general public and in particular people who are otherwise excluded by their social or economic circumstances

3. To provide facilities for the better carrying out of the objects herein referred to without prejudice to the generality of this object to provide library, workshop, research, employment, training, recreational, spiritual and other residential and non-residential facilities as may be necessary to promote such objects.

Charity Trustees have a duty to report on their charity’s public benefit. They should demonstrate that:

1. There is an identified benefit or benefits

2. The benefit must be to the public or section of the public.

This report sets out the activities that Minstead Trust carried out to further its strategic aims and public benefit and charitable objects. The Trustees take note of the Charity Commission’s advice on public benefit and confirm that our activities meet the requirement of Public Benefit of our charity.

Board of Trustees

Our Trustees have ultimate responsibility for directing the work of our charity, ensuring that it is solvent, well run, and delivering against our charitable objects or the public benefit. The Trustees of Minstead Trust are Directors of Minstead Trust for the purpose of company law. No Trustee has any financial interest in the charity. No Trustee receives any remuneration for their services as a Trustee but may be reimbursed reasonable and necessary expenses.

The Board of Trustees appoint the Chief Executive who is accountable to the trustees for the day to day running of the charity, and for implementing the strategic business plan approved by Trustees. The Board set out the delegated responsibilities to the CEO on an annual basis.

The Trustees ordinarily serve up to three terms of three years. The Board met four times in the year

as well as an annual away day. All Trustees sit on at least one committee of the Board which convene several times a year depending on the specific Terms of Reference as set out in the Governing Document.

The Committees during the year were:

Social Enterprises
Governance
Finance and Facilities • People and Culture
Care and Support • Development

The Board elects a Chair who ordinarily fulfills that role for a period of three years.

Trustee Recruitment, Training and Induction

The Board seek to ensure a good mix of experience and expertise, including finance, HR, commercial, risk, senior management and direct experience of learning disabilities. During the year, four new trustees were recruited, and three retired. Two of the current 13 Trustees have family experience of learning disabilities.

New positions are advertised, following a skills assessment by the Board. The recruitment process is overseen by the Governance Committee and aims to involve some of the people we support.

All Trustees receive induction training by the Senior Leadership Team and complete the NCVO Trustee Induction Training as well as Safeguarding Training. All Trustees are subject to our Safer Recruitment Policy for staff and volunteers. Safeguarding Training is refreshed every three years.

Minstead Trust Annual Report and Accounts 2023 - 24

Risk Management

The Board is ultimately responsible for risk management. Our risk philosophy helps to ensure we can achieve our purpose by:

Creating a culture that supports sound decision making throughout the organisation;
Ensuringes diversity of thought and lived experience is reflected in the design of our tools, processes, and frameworks; and
Maintainings sufficient agility to respond to change as required.

The Board undertakes a fundamental risk review annually. Each risk is assigned a likelihood and estimated impact which together give the risk an

overall rating. The highest rated strategic risks are reviewed at each Board meeting and the Committees review and manage the risks related to their remit outside of the Board meetings. The Board confirms that this process was followed throughout the year, and that control systems exist to manage identified risks. Members of the Senior Leadership Team (SLT) compile and maintain operational risk registers that provide more granular detail of overarching areas of risks, again with likelihood and estimate impact calculations applied to indicate the severity of risk in each case. Risk mitigations and controls are specified. The key risks that the Board have identified and actively monitor and control with risk mitigation and a responsible manager for each risk include:

Risk Changes in government policy and/or inconsistent policy application	Impact on strategic or operational objectives Misalignment of our strategy and impacting upon services and finances
Forced closure or reduction in services	Catastrophic loss of income and/or reputational damage impacting the Trust’s operations
Reputation/Poor public perception of charity sector and/or Minstead Trust	Reduction in support and goodwill
Strategy is not sufficiently future focused, flexible and/or diverse	Failure to meet the current trend or future needs of our beneficiaries, leading to a decline in use of our services and ineffective use of money
Inadequate or inaccurate reserves, cash-flow and/or investment management	Limited ability to delivery strategy which impacts the charity’s sustainability
The Board reviewed the organisational Risk Register during the period and deemed it fit for purpose, following a substantial refresh in the prior year.

34 Minstead Trust Annual Report and Accounts 2023 - 24

Decision Making and Management of the Charity

Having agreed the annual budget, which is linked to the five-year strategy, the Board delegate the policy implementation and day-to-day management to the Chief Executive. The detail is set out in the Delegation of Powers included within the Trust’s Governing Rules. Strategic objectives and actions tracked through quarterly progress reports monitored through committees, alongside financial reporting to the Board.

The Chief Executive was supported during the year by a senior leadership team comprised of:

Director of Development
Director of Care and Support
Regional Director of Care (Portsmouth)
Director of Finance
Director of People & Culture
Director of Social Enterprises

Fundraising Practices

Minstead Trust takes a diversified approach to fundraising, generating voluntary income from individual donors, including donations to Furzey Gardens, fundraising events, corporate supporters, trusts, and FTE foundations. Our fundraising team consists of 2.6 staff including a project officer and is overseen by the Director of Development. The Trust does not employ any professional fundraising organisations.

Pay and Remuneration Policy

Our pay philosophy is to support recruitment and retention of excellent staff by implementing sustainable and appropriate pay and benefits packages. We believe that all contracted roles should attract a minimum of the Real Living Wage whenever possible, and we work to generate income from our social enterprises to supplement the pay levels that local authority contracts will afford.

Staff remuneration is reviewed on an annual basis, based on job evaluation, comparable market benchmarking and the charity’s financial parameters. Frontline roles are regularly benchmarked against other similar organisations in the area with a view to be at or close to the top of the list of best payers.

Other roles are assigned to a particular grade, and each grade is banded around a midpoint set at the level of the independently determined average market rate for that role in our location and sector. We meet equal pay requirements by differentiating within a salary band only on the basis of qualifications, skills, and/or performance.

Our main objective as a responsible employer is to work towards paying in line with the recommendation of the Real Living Wage Foundation and each year have focused any pay increases on those members of our team who are least well paid. In addition, we focus our benefits package on financial resilience, including discount cards, physical and mental health schemes, cycle to work schemes, enhanced sick pay, maternity pay and death-in-service insurance. We continue to keep these benefits under review, surveying our staff to ask what is important to them.

The pay review process is presented to the People and Culture Committee, who in turn present this to the Finance Committee and is then agreed by the Board based on recommendations made by the Chief Executive on behalf of the Senior Management Team. The People and Culture Committee also review the recommendations of the CEO for Senior Leadership Team pay, and recommend that CEO’s pay, both of which are subject to agreement by the Board of Trustees.

We are registered with the Fundraising Regulator and work to the Fundraising Code of Conduct.

Minstead Trust Annual Report and Accounts 2023 - 24

Reserves Policy

The Board reviews the reserves policy annually in all cases or more frequently as required in light of changing circumstances.

The total funds of the charity at the end of the reporting period are £6.4m. Of this amount, £168k is restricted and are therefore not available for the general purposes of the charity. The charity has the following designated funds:

£5.1m has been designated, representing the value of the tangible fixed assets (mainly properties) necessary for the day-to-day operations of the Trust.
In 2022 £250k was designated for core cost infrastructure development over the two years to 31 March 2024 and this has now all been spent.
During the year the Trustees agreed to designate £50k for possible emergency facilities costs at Minstead Lodge, £50k to cover the costs of our recent property condition surveys and £69k towards paying our excellent support workers an enhanced rate for being promoted to grade 2 level.

The trustees have adopted a risk-based approach to calculating necessary cash holdings. At the year end, this figure was £1.2m. This figure is calculated on the basis of our key strategic risks and the reliability of our income sources, with a view to meeting the following needs:

To provide sufficient working capital to cover delays between spending and receiving contractual and other income
To provide a cushion to deal with unexpected expenditure, particularly in facility costs
To enable a managed exit from services if contracts or funding were withdrawn

The cash holdings as at the year-end were £1.4m, of which £500k is held in a highly liquid investment vehicle. The free reserves of the charity at the end of the reporting period stand at £953k which is 15% below the calculated reserves figure.However, as the free reserves calculation includes liabilities related to long-term mortgages, the Board is comfortable that cash holdings represent a better means of managing financial risk, and that our current reserves are adequate.

Investment Policy

The Board has the power to invest charitable funds. Investment decisions are taken collectively by the Board, but trustees receive recommendations from the Finance and Facilities Committee. The performance of investments is monitored by the Board quarterly based on reports from the Finance Director.

In general, the Board has agreed a medium risk profile in line with the aim of the policy to generate a return on the excess of inflation over the long term, whilst generating an annual income to support the ongoing activities of the Trust. Capital growth will be used to support project development as and when required by the Strategic Plan.

The Board has adopted an ethical investment strategy informed by guidelines published by the Church of England’s Ethical Investment Advisory Group.

Throughout the period, however, the Board has maintained a sum slightly greater than £500,000 in a Charity Fund with CCLA. This fund trades daily and is therefore highly liquid.

Honorary Offices

Minstead Trust benefits from a Patron and Ambassador. Professor Joy Carter CBE DL, Former Vice Chancellor of the University of Winchester and Deputy Lord Lieutenant for Hampshire has been patron of Minstead Trust since 2016.

Our Ambassador, Reverend Tim Selwood, founded Minstead Trust and was Chair of Trustees until 2016 and a Trustee until 2018. He is supported by several Learning Disability Ambassadors who promote the work of the Trust to the community.

We thank our Patron and Ambassadors for their ongoing support and involvement in Minstead Trust.

36 Minstead Trust Annual Report and Accounts 2023 - 24

- sna . § 2 Part four

Key volunteers, staff and advisors

Patron: Professor Joy Carter, CBE, DL Ambassador: Rev. Tim Selwood

Trustees

The Directors of the charitable company are its Trustees for the purposes of Charity Law and throughout this report are collectively referred to as Trustees or the Board.

The Directors during the year under review, including changes since the year end are:

Mrs Jo Grunwell, Chair of Trustees

Mr Ian Clark

Senior Management Team

Chief Executive: ..........................................Adam Dodd, ACMA, CGMA, IRMCert, MSc LLB (Hons) Director of Finance: ..................................Jeanette Adamson FCCA (resigned October 2023) Rachel McIlroy FCA (appointed January 2024)

Director of Care and Support: ...........Travis Musselwhite

Director of Development: .....................Dawn Wood MA (Oxon) Director of Human Resources: ...........Heidi Oldrey MCIPD

Mrs Elizabeth Selby

The Hon Lady McDonald

Mr Martin Callaghan

Director of Social Enterprises: ...........Jay Powell

Regional Director of Care: ....................Lisa Lee BA (Hons) Company Secretary: ................................Mrs Wendy Newton

Mrs Ann Day (resigned November 2023)

Mr Edward Casanova (appointed July 2023)

Mrs Gael Sellwood

Registered Office

Minstead Lodge Seaman’s Lane, Minstead, Hampshire, SO43 7FT

Mrs Samantha Agnew

Mr Oliver Trumble (appointed July 2022)

Mrs Elanor Clark (appointed February 2024)

Mr David Naylor (appointed February 2024)

Mrs Nicola Pastell (appointed February 2024)

Mrs Jane Bliss (appointed Feburary 2024) (resigned April 2024)

Auditors

Ward Goodman Audit Services Ltd 4 Cedar Park, Cobham Road, Ferndown Industrial Estate Wimborne, Dorset, BH21 7SF

Bankers

Lloyds Bank Plc 39 High Street, Lymington, Hampshire, SO41 9ZF

Minstead Trust Annual Report and Accounts 2023 - 24

Statement of the Trustees’ Responsibilities

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 group and of the incoming resources and application of resource, 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 estimatres that are reasonable and prudent;
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 group 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 group and 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, Ward Goodman Audit Services Ltd, will be proposed for re-appointment at the forthcoming Annual General Meeting.

This trustee’s report under the Charities Act 2011 and in accordance to the Special Provisions of Part 15 of the Companies Act 2006 was approved by the board of Trustees on 18/9/24 And is signed and authorised on its behalf by:

Josephine Grunwell Chair of Trustees

Minstead Trust Annual Report and Accounts 2023 - 24

Report of the Independent Auditors to the Trustees of Minstead Trust

Opinion

We have audited the consolidated financial statements of Minstead Trust (the ‘charitable parent company’ and its trading subsidiary, together ‘the group’) for the year ended 31 March 2024 which comprise the consolidated statement of financial activities, the group and parent charitable company balance sheets and the consolidated statement of cashflows and the notes to the financial statements. 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:

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 group and 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.

and parent charitable company’s ability to continue to adopt the going concern basis of accounting for a period of at least twelve months from the date when the financial statements are authorised for issue.

Other information

The trustees and directors 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 we do not express any form of assurance conclusion thereon.

give a true and fair view of the state of the charitable group’s and the parent charitable company’s affairs as at 31 March 2024 and of the group’s 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.

Conclusions relating to going concern

We have nothing to report in respect of the following matters in relation to which the ISAs (UK) require us to report to you where:

the trustees’ use of the going concern basis of accounting in the preparation of the financial statements is not appropriate; or
the trustees have not disclosed in the financial statements any identified material uncertainties that may cast significant doubt about the group

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, 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.

40 Minstead Trust Annual Report and Accounts 2023 - 24

Matters on which we are required to report by exception We have nothing to report in respect of the following matters where the Charities Act 2011 requires us to report to you if, in our opinion:

the information given in the Report of the Trustees is inconsistent in any material respect with the financial statements ; or
the group and parent charitable company have not kept adequate accounting records; or
the financial statements are not in agreement with the accounting records and returns; 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 group and parent 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 group and parent charitable company or to cease operations, or have no realistic alternative but to do so.

Our responsibilities for the audit of the financial statements

WWe have been appointed as auditors under Sections 144 and 152 of the Charities Act 2011 and report in accordance with the Act and relevant regulations made or having effect thereunder.

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.

We obtained an understanding of the legal and regulatory frameworks applicable to the charitable group and the sector in which they operate
We obtained an understanding of how the charitable group are complying with those legal and regulatory frameworks by making enquires of management
We assessed the susceptibility of the charitable group’s financial statements to material misstatement, including how fraud might occur.

Minstead Trust Annual Report and Accounts 2023 - 24

Use of our report

Audit procedures performed by the engagement team included:

This report is made solely to the charitable group’s 1 Identifying and assessing the design trustees, as a body, in accordance with Part 4 of effectiveness of controls management has in the Charities (Accounts and Reports) Regulations place to prevent and detect fraud 2008. Our audit work has been undertaken so that we might state to the charitable group’s trustees 2 Understanding how those charged with those matters we are required to state to them in governance considered and addressed the an auditor’s report and for no other purpose. To the potential for override of controls or other fullest extent permitted by law, we do not accept or inappropriate influence over the financial assume responsibility to anyone other than the reporting process charity and the charitable group’s trustees as a body, for our audit work, for this report, or for the 3 Challenging assumptions and judgments made opinions we have formed.

3 Challenging assumptions and judgments made by management in its accounting estimates

4 Identifying and testing journal entries, in particular any journal entries posted with unusual account combinations; and

5 Assessing the extent of compliance with the relevant law 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.

I M Rodd BSc FCA FCCA

(Senior Statutory Auditor) For and on behalf of Ward Goodman Audit Services Ltd

Registered Auditor

4 Cedar Park, Cobham Road, Ferndown Industrial Estate, Wimborne, Dorset, BH21 7SF

Date: 1/10/24

Audit procedures performed by the engagement team included: 1 Identifying and assessing the design effectiveness of controls management has in place to prevent and detect fraud 2 Understanding how those charged with governance considered and addressed the potential for override of controls or other inappropriate influence over the financial reporting process 3 Challenging assumptions and judgments made by management in its accounting estimates 4 Identifying and testing journal entries, in particular any journal entries posted with unusual account combinations; and 5 Assessing the extent of compliance with the relevant law 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. @ 42 Minstead Trust Annual Report and Accounts 2023 - 24

Minstead Trust Consolidated Statement of Financial Activities for the Year Ended 31 March 2024

----- Start of picture text -----
||||||| |---|---|---|---|---|---| |2024|2023| |Unrestricted funds|Restricted funds|Total funds|Total funds| |Notes|£|£|£|£| |eee| |INCOME AND ENDOWMENTS FROM| |Donations and legacies|3|356,463|378,284|734,747|670,749| |-|-|-|-| |Charitable activities| |Care and support fees|6|5,189,896|-|5,189,896|4,437,532| |Charitable activity|6|491,436|-|491,436|329,547| |Primary purpose trade|6|1,075,374|-|1,075,374|959,778| |Subsidiary trading income|80,062|-|80,062|34,895| |Other trading activities|4|63,236|-|63,236|50,911| |Investment income|5|32,050|-|32,050|10,904| |Other income|1,200|-|1,200|-| |Total|7,289,717|378,284|7,668,001|6,494,316| |EXPENDITURE ON| |Support other funding|7|16,760|-|16,760|29,181| |Charitable activities| |Charitable activities|8|7,336,185|231,095|7,567,280|6,661,843| |Trading subsidiary income|42,786|-|42,786|18,786| |Total|7,395,731|231,095|7,626,826|6,709,810| |NET INCOME|(106,014)|147,189|41,175|(215,494)| |Transfers between funds|22|94,522|(94,522)|-|-| |Tax on activities|(773)|-|(773)|-| |Net movement in funds|(12,265)|52,667|40,402|(215,494)| |RECONCILIATION OF FUNDS| |Total funds brought forward|6,255,345|115,317|6,370,662|6,586,156| |TOTAL FUNDS CARRIED FORWARD|6,243,079|167,984|6,411,063|6,370,662|

----- End of picture text -----

All activities relate to continuing operations. The notes on pages 48 to 63 form part of these financial statements.

Minstead Trust Annual Report and Accounts 2023 - 24

Minstead Trust Consolidated Balance Sheet at 31 March 2024

----- Start of picture text -----
2024 2023
Notes £ £
FIXED ASSETS
Intangible assets 14 20,708 23,299
Tangible assets 15 5,404,517 5,402,050
5,425,225 5,425,349
CURRENT ASSETS
Stock 17 15,721 14,701
Debtors 18 767,061 565,803
Cash at bank and in hand 1,421,033 1,623,883
2,203,815 2,204,387
CREDITORS
Amounts falling due within one year 19 (487,404) (467,204)
NET CURRENT ASSETS 1,716,411 1,737,183
TOTAL ASSETS LESS CURRENT LIABILITIES 7,141,636 7,162,532
CREDITORS
Amounts falling due after more than one year 20 (730,573) (791,870)
NET ASSETS 6,411,063 6,370,662
FUNDS
Unrestricted funds 23 930,693 1,058,137
Designated funds 23 5,312,386 5,197,208
Restricted funds 23 167,984 115,317
TOTAL FUNDS 6,411,063 6,370,662
----- End of picture text -----

Company number: 03149116 Charity number: 1053319

These financial statements were approved by the Board of Trustees on 18/9/24 and were signed on its behalf by:

Trustee - Ian Clark

The notes on pages 48 to 63 form part of these financial statements.

44 Minstead Trust Annual Report and Accounts 2023 - 24

Minstead Trust Charity Balance Sheet at 31 March 2024

----- Start of picture text -----
2024 2023
Notes £ £
FIXED ASSETS
Tangible assets 15 5,365,954 5,359,189
Investments 16 30,100 30,100
5,396,054 5,389,289
CURRENT ASSETS
Stock 17 12,528 12,551
Debtors 18 840,007 622,926
Cash at bank and in hand 1,397,890 1,622,704
2,250,425 2,258,181
CREDITORS
Amounts falling due within one year 19 (485,444) (467,078)
NET CURRENT ASSETS 1,764,981 1,791,103
TOTAL ASSETS LESS CURRENT LIABILITIES 7,161,035 7,180,392
CREDITORS
Amounts falling due after more than one year 20 (730,573) (791,870)
NET ASSETS 6,430,462 6,388,522
FUNDS
Unrestricted funds 23 986,139 1,115,301
Designated funds 23 5,276,338 5,157,904
Restricted funds 23 167,985 115,317
TOTAL FUNDS 6,430,462 6,388,522
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The notes on pages 48 to 63 form part of these financial statements. These financial statements were approved by the Board of Trustees on 18/9/24 and were signed on its behalf by: Trustee - Ian Clark

Minstead Trust Annual Report and Accounts 2023 - 24

Minstead Trust Consolidated Cashflow Statement for the Year Ended 31 March 2024

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2024 2023
Notes £ £
Cash flows from operating activities:
Cash generated from operations 1 (2,014) 323,397
Net cash provided by (used in) operating activities (2,014) 323,397
Cash flows from investing activities:
Purchase of tangible fixed assets (173,582) (183,182)
Purchase of fixed asset investments - (30,000)
Sale of tangible fixed assets 1,200 -
Interest received 32,050 10,904
Net cash provided by (used in) investing activities (140,332) (202,278)
Cash flows from financing activities:
Loan repayments in year (102,514) (102,834)
Interest on loans in year 42,010 44,897
Net cash provided by (used in) financing activities (60,504) (57,937)
Change in cash and cash equivalents in the reporting period (202,850) 63,182
Cash and cash equivalents at the beginning of the reporting period 1,623,883 1,560,701
Cash and cash equivalents at the end of the reporting period 1,421,033 1,623,883
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The notes on pages 48 to 63 form part of these financial statements

Minstead Trust Annual Report and Accounts 2023 - 24

Notes to the Consolidated Cash Flow Statement for the Year Ended 31 March 2024

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1. RECONCILIATION OF NET INCOME TO NET CASH FLOW FROM OPERATING ACTIVITIES
2024 2023
£ £
Net income for the reporting period (as per the statement of financial activities) 40,402 (215,494)
Adjustments for:
Depreciation charges 171,115 177,592
Amortisation charges 2,591 2,589
Profit on disposal of fixed assets (1,200) -
Interest received (32,050) (10,904)
Cashflows before movement in working capital 180,858 (46,217)
Decrease / (increase) in stock (1,020) 1,924
Decrease / (increase) in debtors (201,258) 247,763
Increase / (decrease) in creditors 19,406 119,927
Net cash provided by (used in) operating activities (2,014) 323,397
2. ANALYSIS OF CHANGES IN NET FUNDS
At 1.4.23 At 31.3.24
Cash flow
£ £ £
Net cash
Cash at bank and in hand 1,623,883 (202,850) 1,421,033
1,623,883 (202,850) 1,421,033
Debt
Debts falling due within 1 year (61,204) (793) (61,997)
Debts falling due after 1 year (791,870) 61,297 (730,573)
(853,074) 60,504 (792,570)
Total 770,809 (142,346) 628,463
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All activities relate to continuing operations. The notes on pages 48 to 63 form part of these financial statements

Minstead Trust Annual Report and Accounts 2023 - 24

Minstead Trust Notes to the Financial Statements For the Year Ended 31 March 2024

1. LEGAL FORM

Minstead Trust is a private company, Limited by Guarantee, registered in England and Wales. The company’s registered number and registered address can be found on the Company Information Page.

2. 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 2015)’, 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 with the exception of investments which are included at market value, as modified by the revaluation of certain assets.

Basis of Consolidation

The group financial statements consolidate the financial statements of Minstead Trust and its wholly owned subsidiary The Real Jam & Chutney as if they formed a single entity. Intercompany transactions and balances have therefore been eliminated in full. The Real Jam & Chutney was acquired in October 2022. Goodwill is amortised on a 10 year straight line basis. The Group has taken advantage of section 408 of the Companies Act 2006 by not providing a separate statement of financial activities for the subsidiary. Net incoming resources attributable to the subsidiary are £1,052 (Net outgoings 2023: £26,150).

Income

Income is recognised when the charity has entitlement to the funds, any performance conditions attached to the items of income have been met, it is probable that the income will be received and the amount can be measured reliably.

Income from Government and other grants, whether ‘capital ‘ grants or revenue grants, is recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably and is not deferred.

Expenditure

Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to that expenditure, 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 accounted for on an accruals basis and has been classified under headings that aggregate all costs related to the category. Where costs cannot be directly attributed to particular headings they have been allocated to activities on a basis consistent with the use of resources.

Goodwill

Goodwill, being the amount paid in connection with the acquisition of The Real Jam & Chutney Company Limited in 2023, is being amortied evenly over its estimated useful life of ten years.

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
1% on cost, 2% on cost and 10% on cost
Plant and machinery

between 7% and 10% reducing balance

48 Minstead Trust Annual Report and Accounts 2023 - 24

Fixtures and fittings
10% on reducing balance
Motor vehicles
10% on cost
Computer equipment

between 10% and 20% on cost

Stocks

Stocks are valued at the lower of cost or net realisable value.

Taxation

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

Incoming resources and resources expended are shown exclusive of value added tax (VAT) where appropriate. However, where the VAT is irrecoverable it is included within the category of resources expended for which it was incurred.

Fund accounting

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

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.

Pension costs and other postretirement benefits

The charitable company operates a defined contribution pension scheme. Contributions payable to the charitable company’s pension scheme are charged to the Statement of Financial Activities in the period to which they relate.

Investments

Investments included in the accounts are included at market value. Gains arising from the sale of quoted investments are disclosed in the SOFA as realised gains. Gains arising from changes to the market values of quoted investments are disclosed in the SOFA as unrealised gains.

Debtors and prepayments

Debtors and prepayments are recognised at the transaction price where an entity has a present obligation resulting from a past event that will probably result in the transfer of funds from a third party to the charity and the amount due to settle the obligation can be measured or estimated reliably.

Creditors and provisions

Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their transaction price after allowing for any trade discounts due.

Financial instruments

Financial assets and financial liabilities are recognised when the company becomes a party to the contractual provisions of the instrument.

All financial assets and liabilities are initially measured at transaction price, unless the arrangement constitutes a financing transaction. If an arrangement constitutes a financing transaction with scheduled repayment dates, the financial asset or liability is measured at the present value of the future payments discounted at a market rate of interest for a similar debt instrument.

Significant judgements and estimates

In the application of the charity’s accounting policies, which are described above, the trustees are required to make judgements, estimates and assumptions about the carrying amounts of assets and liabilities that are not readily apparent from other sources. Gifted properties are considered to be an area of estimation uncertainty as a professional valuation is not obtained by Trustees.

Charitable activities

“Costs of charitable activities comprises those costs incurred by the charity in the delivery of its activities including the primary purpose trading. It includes both costs that can be allocated directly to such activities and includes an apportionment of support costs. Support costs are allocated on a basis designed to reflect the use of the resource and allocated according to time spent on each category as set out in notes 8 and 9.

Minstead Trust Annual Report and Accounts 2023 - 24

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3. DONATIONS AND LEGACIES 2024 2023
£ £
Donations 427,749 390,687
Grants 306,998 280,062
734,747 670,749
Grants received, included in the above, are as follows:
2024 2023
£ £
Grants for social care 159,788 66,621
Business grants 87,410 158,590
Government and Education Grants - 15,456
Computers and plant - 6,925
Building and Land Projects - 16,470
Other Grants 59,800 16,000
306,998 280,062
4. OTHER TRADING ACTIVITIES 2024 2023
£ £
Sponsorships 1,387 1,438
Sales 61,849 49,473
63,236 50,911
5. INVESTMENT INCOME 2024 2023
£ £
Deposit account interest 32,050 10,904
32,050 10,904
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50 Minstead Trust Annual Report and Accounts 2023 - 24

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6. INCOME FROM CHARITABLE ACTIVITIES 2024 2023
Activity £ £
Day services Care and support fees 1,536,620 1,256,051
Residential Care and support fees 807,235 803,513
Supported living Care and support fees 2,846,041 2,377,968
Hanger Farm income Charitable activity 491,436 329,547
Rental income Primary purpose trade - rental income 350,350 363,288
Hospitality Primary purpose trade - Food & hospitality training 458,589 363,831
Furzey Gardens Primary purpose trade 266,435 232,659
6,756,706 5,726,857
7. SUPPORT OTHER FUNDING 2024 2023
Raising donations and legacies £ £
Freelancers 9,898 21,758
Advertising 1,432 2,869
11,330 24,627
Other trading activities £ £
Commission 5,430 4,554
5,430 4,554
Aggregate amounts 16,760 29,181
8. CHARITABLE ACTIVITIES COSTS
Direct costs £ Support costs £ Governance costs £ Totals £
Charitable activities 7,487,016 70,764 9,500 7,567,280
Governance costs are made up of the Auditor Remuneration of £9,500.
9. SUPPORT COSTS
Finance £
Charitable activities 70,764
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Minstead Trust Annual Report and Accounts 2023 - 24 51

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10. NET INCOME/(EXPENDITURE) 2024 2023
£ £
Net income/(expenditure) is stated after charging/(crediting):
Depreciation - owned assets 171,115 177,592
Amortisation 2,589 2,589
Auditors remuneration 9,500 7,400
Auditors remuneration for non audit work 4,500 4,391
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11. TRUSTEES’ REMUNERATION AND BENEFITS

There were no trustees’ remuneration or other benefits for the year ended 31 March 2024 nor for the year ended 31 March 2023.

Trustees’ expenses

During the year the trustees of Minstead Trust were paid expenses of £nil (2023 - £nil) and provides Directors indemnity insurance £1,442 (2023 - £1,442). The Memorandum and Articles of Association preclude the payment of any remuneration.

12. STAFF COSTS Wages and salaries Social security costs Other pension costs Te average number of employees during the year was as follows: Employees Te full time equivalent was	2024 2023 £ £ 5,027,501 4,381,584 399,545 361,078 106,405 89,272 5,533,451 4,831,934 2024 2023 260 239 2024 2023 165 155
Te number of employees whose remuneration and employee benefts (excluding employer pension costs) exceeded £60,000 was:
£60,001 - £70,000	2024 2023 4 -
£70,001 - £80,000	- 1
£90,001 - £100,000	1 -

The total remuneration and benefits for key management personnel in the year to 31 March 2024 amounted to £499,194 (2023: £458,295).

52 Minstead Trust Annual Report and Accounts 2023 - 24

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13. COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES
Unrestricted funds Restricted funds Total funds
£ £ £
INCOME AND ENDOWMENTS FROM
Donations and legacies 379,756 290,993 670,749
Charitable activities
Care and support fees 4,767,079 - 4,767,079
Primary purpose trade 959,778 - 959,778
Furzey Gardens trading income 34,895 - 34,895
Other trading activities 50,911 - 50,911
Investment income 10,904 - 10,904
Total 6,203,323 290,993 6,494,316
EXPENDITURE ON
Support other funding 29,181 - 29,181
Charitable activities
Charitable activities 6,404,167 257,676 6,661,843
Furzey Gardens trading expenditure 18,786 - 18,786
Total 6,452,134 257,676 6,709,810
Net gains/(losses) on investments - - -
NET INCOME (248,811) 33,317 (215,494)
Transfers between funds 120,437 (120,437) -
Net movement in funds (128,374) (87,120) (215,494)
RECONCILIATION OF FUNDS
Total funds brought forward 6,383,719 202,437 6,586,156
TOTAL FUNDS CARRIED FORWARD 6,255,345 115,317 6,370,662
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Minstead Trust Annual Report and Accounts 2023 - 24

14. INTANGIBLE FIXED ASSETS

14. INTANGIBLE FIXED ASSETS
COST At 1 April 2023 Additions At 31 March 2024 AMORTISATION At 1 April 2023 Charge for year At 31 March 2024 NET BOOK VALUE At 31 March 2024	Goodwill £ 25,886 - 25,886 2,587 2,591 5,178 20,708
At 1 April 2023	23,299

15. TANGIBLE FIXED ASSETS - Minstead Trust and Subsidiary

COST At 1 April 2023 Additions Disposals At 31 March 2024 DEPRECIATION At 1 April 2023 Charge for year Eliminated on disposal At 31 March 2024 NET BOOK VALUE At 31 March 2024	Freehold property £ 5,310,943 90,810 - 5,401,753 458,776 85,363 - 544,139 4,857,614	Long leasehold £ 47,503 15,241 - 62,744 2,948 4,522 - 7,470 55,274	Plant and machinery £ 182,179 23,944 - 206,123 56,596 15,500 - 72,096 134,027	Fixtures and fttings £ 225,878 29,909 - 255,787 112,113 15,439 - 127,552 128,235	Motor vehicles £ 259,574 - - 259,574 155,512 3,919 - 159,431 100,143	Computer equipment £ 334,361 13,678 - 348,039 172,443 46,372 - 218,815 129,224	Totals £ 6,360,438 173,582 - 6,534,020 958,388 171,115 - 1,129,503 5,404,517
At 1 April 2023	4,852,167	44,555	125,583	113,765	104,062	161,918	5,402,050

54 Minstead Trust Annual Report and Accounts 2023 - 24

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15. TANGIBLE FIXED ASSETS - Minstead Trust
Freehold property Long leasehold Plant and machinery Fixtures and fittings Motor vehicles Computer equipment Totals
COST £ £ £ £ £ £ £
At 1 April 2023 5,310,943 47,503 178,621 225,878 221,747 330,417 6,315,109
Additions 90,810 15,241 22,813 29,911 - 13,678 172,453
Disposals - - -
At 31 March 2024 5,401,753 62,744 201,434 255,789 221,747 344,095 6,487,562
DEPRECIATION
At 1 April 2023 458,776 2,948 56,595 112,111 153,355 172,133 955,918
Charge for year 85,363 4,522 14,460 15,441 216 45,688 165,690
Eliminated on disposal - - -
At 31 March 2024 544,139 7,470 71,055 127,552 153,571 217,821 1,121,608
NET BOOK VALUE
At 31 March 2024 4,857,614 55,274 130,379 128,237 68,176 126,274 5,365,954
At 1 April 2023 4,852,167 44,555 122,026 113,767 68,392 158,284 5,359,191
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16. FIXED ASSET INVESTMENTS - Trust

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|||| |---|---|---| |Unlisted investments|Totals| |MARKET VALUE|£|£| |At 1 April 2023|30,100|30,100| |Additions|-|-| |Disposals|-|-| |Revaluations|-|-| |At 31 March 2024|30,100|30,100| |NET BOOK VALUE| |At 31 March 2024|30,100|30,100| |At 1 April 2023|30,100|30,100|

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Minstead Trust Annual Report and Accounts 2023 - 24

17. STOCKS

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|||||| |---|---|---|---|---| |Trust and subsidiary|Trust| |2024|2023|2024|2023| |£|£|£|£| |Finished Goods|15,721|14,701|12,528|12,551| |18. DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR| |Trust and subsidiary|Trust| |2024|2023|2024|2023| |£|£|£|£| |Trade debtors|632,099|367,778|622,832|360,842| |Amounts owed from group undertakings|-|-|82,930|65,292| |Other debtors|13,042|46,057|12,325|45,158| |VAT|-|34,999|-|34,665| |Prepayments and accrued income|121,920|116,969|121,920|116,969| |767,061|565,803|840,007|622,926| |19. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR| |Trust and subsidiary|Trust| |2024|2023|2024|2023| |£|£|£|£| |Bank loans (see note 21)|61,997|61,204|61,997|61,204| |Trade creditors|147,440|112,160|145,483|112,160| |Social security and other taxes|97,410|86,993|97,410|86,993| |Other creditors|32,140|76,050|32,140|76,050| |Deferred tax|-|126|-|-| |Accrued expenses|140,831|130,671|140,828|130,671| |VAT|7,586|-|7,586|-| |487,404|467,204|485,444|467,078|

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56 Minstead Trust Annual Report and Accounts 2023 - 24

20. CREDITORS: AMOUNTS FALLING AFTER MORE THAN ONE YEAR

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|||||| |---|---|---|---|---| |Trust and subsidiary|Trust| |2024|2023|2024|2023| |£|£|£|£| |Bank loans (see note 21)|730,573|791,870|730,573|791,870| |21. LOANS| |Trust and subsidiary|Trust| |An analysis of the maturity of loans is given below:|2024|2023|2024|2023| |£|£|£|£| |Amounts falling due within one year on demand:| |Bank loans|61,997|61,204|61,997|61,204| |Amounts falling due after more than one year:| |Bank loans - 1 -2 years|61,997|61,204|61,997|61,204| |Bank loans - 2 - 5 years|668,576|730,666|668,576|730,666| |730,573|791,870|730,573|791,870| |22. SECURED DEBTS| |The following secured debts are included within creditors:| |Trust and subsidiary| |2024|2023| |£|£| |Bank loans|792,570|853,074| |Each of the loans are secured against the properties they were borrowed for.|

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Minstead Trust Annual Report and Accounts 2023 - 24

23. LEASING AGREEMENTS

Minimum lease payments under non-cancellable operating leases fall due as follows:

----- Start of picture text -----
|||| |---|---|---| |Trust and subsidiary| |2024|2023| |£|£| |Within one year|91,502|85,877| |Between one and five years|104,685|172,165| |196,187|258,042|

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24. ANALYSIS OF NET ASSETS BETWEEN FUNDS (consolidated)

----- Start of picture text -----
||||||| |---|---|---|---|---|---| |2024|2023| |Unrestricted|Designated|Restricted|Total|Total| |£|£|£|£|£| |Fixed assets|261,131|5,143,386|-|5,404,517|5,402,050| |Investments|20,708|-|-|20,708|23,299| |Current assets|1,866,831|169,000|167,984|2,203,815|2,204,387| |Current liabilities|(487,404)|-|-|(487,404)|(467,204)| |Long term liabilities|(730,573)|-|-|(730,573)|(791,870)| |Total assets / (liabilities)|930,693|5,312,386|167,984|6,411,063|6,370,662|

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58 Minstead Trust Annual Report and Accounts 2023 - 24

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24. MOVEMENT IN FUNDS - continued
Trust and subsidiary At 1.4.23 Incoming resources Resources expended Transfers At 31.3.24
£ £ £ £ £
Unrestricted funds
General fund 1,058,137 7,289,717 (7,396,504) (55,162) 896,187
Designated funds
Emergency lodge facilities - - - 50,000 50,000
Essential assets 5,162,702 - - (19,316) 5,143,386
Infrastructure 34,506 - (34,506) - -
Property surveys - - - 50,000 50,000
Staff fund - - - 69,000 69,000
5,197,208 - (34,506) 149,684 5,312,386
6,255,345 7,289,717 (7,431,010) 94,522 6,208,573
Restricted funds
Big Give - Wellbeing 43,431 37,927 (44,758) - 36,600
Boot Room / Apple Tree - 45,000 (14,058) (30,942) -
Community Group - Drop Ins 13,829 - (30) - 13,799
Digital Infrastructure - 50,000 (16,624) - 33,376
Haystore - 111,000 (10,256) (54,538) 46,206
Other restricted funds (<£10k) 23,190 30,141 (24,714) (6,932) 21,685
Social Enterprises - 25,000 (25,000) - -
Step Up To Work 34,867 36,722 (71,589) - -
TBG Spring Appeal - 25,085 (6,657) (2,110) 16,318
The Real Jam and Chutney Company - 17,410 (17,410) - -
115,317 378,284 (231,095) (94,522) 167,984
TOTAL FUNDS 6,370,662 7,668,001 (7,662,105) - 6,376,557
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Minstead Trust Annual Report and Accounts 2023 - 24 59

----- Start of picture text -----
24. MOVEMENT IN FUNDS - continued
Trust At 1.4.23 Incoming resources Resources expended Transfers At 31.3.24
£ £ £ £ £
Unrestricted funds
General fund 1,115,301 7,176,955 (7,247,698) (58,418) 986,139
Designated funds
Emergency lodge facilities - - - 50,000 50,000
Essential assets 5,123,398 - - (16,060) 5,107,338
Infrastructure 34,506 - (34,506) - -
Property surveys - - - 50,000 50,000
Staff fund - - - 69,000 69,000
5,157,904 - (34,506) 152,940 5,276,338
6,273,205 7,176,955 (7,282,204) 94,522 6,262,477
Restricted funds
Big Give - Wellbeing 43,431 37,927 (44,758) - 36,600
Boot Room / Apple Tree - 45,000 (14,058) (30,942) -
Community Group - Drop Ins 13,829 (30) - 13,799
Digital Infrastructure - 50,000 (16,624) - 33,376
Haystore - 111,000 (10,256) (54,538) 46,206
Other restricted funds (<£10k) 23,190 30,141 (24,714) (6,932) 21,685
Social Enterprises - 25,000 (25,000) - -
Step Up To Work 34,867 36,722 (71,589) - -
TBG Spring Appeal - 25,085 (6,657) (2,110) 16,318
The Real Jam and Chutney Company - 17,410 (17,410) - -
115,317 378,284 (231,095) (94,522) 167,985
TOTAL FUNDS 6,388,522 7,555,239 (7,513,299) - 6,430,462
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60 Minstead Trust Annual Report and Accounts 2023 - 24

----- Start of picture text -----
24. MOVEMENT IN FUNDS - continued
Comparatives:
Trust and subsidiary At 1.4.22 Incoming resources Resources expended Transfers At 31.3.23
£ £ £ £ £
Unrestricted funds
General fund 938,376 6,203,323 (6,452,134) 368,572 1,058,137
Designated funds
Essential assets 5,195,343 - - (32,641) 5,162,702
Infrastructure 250,000 - - (215,494) 34,506
5,445,343 - - (248,135) 5,197,208
6,383,719 6,203,323 (6,452,134) 120,437 6,255,345
Restricted funds
Big Give - Wellbeing 51,550 28,566 (36,685) - 43,431
Community Group - Drop Ins 13,829 - - - 13,829
Furzey Bridge (Meadow) 25,069 - (3,036) (12,766) 9,267
Furzey Centenary Art Commission 2022 12,932 650 (7,528) (6,054) -
General Capital Expenditure 22,323 - - (22,323) -
Other restricted funds (<£10k) 28,877 43,066 (15,602) (42,418) 13,923
Social Enterprises - 75,000 (75,000) -
Step Up To Work 47,857 61,121 (74,111) - 34,867
The Real Jam and Chutney Company - 82,590 (45,714) (36,876) -
202,437 290,993 (257,676) (120,437) 115,317
TOTAL FUNDS 6,586,156 6,494,316 (6,709,810) - 6,370,662
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Minstead Trust Annual Report and Accounts 2023 - 24 61

----- Start of picture text -----
24. MOVEMENT IN FUNDS - continued
Comparatives
Trust At 1.4.22 Incoming resources Resources expended Transfers At 31.3.23
£ £ £ £ £
Unrestricted funds
General fund 938,476 6,168,428 (6,399,479) 407,876 1,115,301
Designated funds
Essential assets 5,195,343 - - (71,945) 5,123,398
Infrastructure 250,000 - - (215,494) 34,506
5,445,343 - - (287,439) 5,157,904
6,383,819 6,168,428 (6,399,479) 120,437 6,273,205
Restricted funds
Big Give - Wellbeing 51,550 28,566 (36,685) - 43,431
Community Group - Drop Ins 13,829 - - - 13,829
Furzey Bridge (Meadow) 25,069 - (3,036) (12,766) 9,267
Furzey Centenary Art Commission 2022 12,932 650 (7,528) (6,054) -
General Capital Expenditure 22,323 - - (22,323) -
Other restricted funds (<£10k) 28,877 43,066 (15,602) (42,418) 13,923
Social Enterprises - 75,000 (75,000) -
Step Up To Work 47,857 61,121 (74,111) - 34,867
The Real Jam and Chutney Company - 82,590 (45,714) (36,876) -
202,437 290,993 (257,676) (120,437) 115,317
TOTAL FUNDS 6,586,256 6,459,421 (6,657,155) - 6,388,522
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Minstead Trust Annual Report and Accounts 2023 - 24

24. MOVEMENT IN FUNDS - Continued

DESIGNATED FUNDS

Emergency lodge facilities

Designated for possible emergency facilities costs at Minstead Lodge.

Essential Assets Fund

The net book value (historical cost minus accumulated depreciation) of property, computer equipment and vehicles.

Infrastructure

Designated fund to support future infrastructure improvements.

Property surveys

Designated fund to cover the costs of recent property condition surveys.

Staff fund

Designated fund to support the development of the support staff team.

RESTRICTED FUNDS

Big Give Wellbeing

To provide a wellbeing service for people we support as well as staff.

Boot Room / Apple Tree

To resite the Appletree café into a new facility to enable the charity to increase production in the Jam & Chutney social enterprise.

Community Group - Drop Ins

To support the opening of a number of community drop-in centres to support for those people in society who have not been successful in securing a more permanent provision from their local authority.

Digital Infrastructure

To cover a Digital Infrastructure Improvement Project including software and personnel costs.

Haystore

To fund the conversion of an old haystore area into the arts and crafts room for the New Forest Day Opportunities Team.

Social Enterprises

To cover the operating expenses of social enterprises, including marketing and central costs.

Step Up To Work

To support people to transition from learning basic skills of a job to becoming employable and even employed.

TBG Spring Appeal

To boost social enterprises and the crucial training opportunities they offer for people with learning disabilities.

The Real Jam & Chutney

To cover initial set up and the running costs of the Jam & Chutney social enterprise.

Furzey Bridge (Meadow)

Furzey Centenary Art Commission 2022

To be spent on the Furzey Centenary Art Commission.

General Capital Expenditure

To finance purchases of large capital items in the support the of running the charity.

TRANSFER IN FUNDS

Transfers have been made from restricted funds to general funds where a restriction has been fulfilled through the purchase of capitalised equipment in the year.

Transfers have been made from a restricted fund to recognise a pool of money which was incorrectly combined with another project.

25. RELATED PARTY TRANSACTIONS

During the year ended 31 March 2024, the trustees donated a total of £1,200 to the charity (2023: £624).

During the year ended 31 March 2024, the Senior Management team donated a total of £nil to the charity (2023: £355).

26. CAPITAL COMMITMENTS

At the balance sheet date, the group had made commitments of £19,588 for costs to the Haystore project.

To build a bridge at Furzey gardens to improve pathways and extend the gardens to the open meadow areas.

Minstead Trust Annual Report and Accounts 2023 - 24

minstead eadtrust.org.uk | © f X & Minstead Trust is a charitable company registered in England and Wales, registered number 03149116. Registered charity number: 1053319. VAT number: 287 5996 22

2024-04-05-accounts

Our Vision

Who We Are

Our Mission

Our Purpose

Chief Executive’s Statement

Chair’s Statement

Josephine Grunwell

Our personal highlights

Award winning achievements

Award winners

We appreciate each person

We push for change

Support services

1. Carers Representation Service

2. Poole Supported Living

3. Residential

4. New Forest Day Opportunities

5. New Forest Supported Living

6. Portsmouth Day Opportunities

7. Portsmouth Supported Living

Employability

Social enterprises

8. Furzey Gardens

9. Minstead Lodge

10. Real Jam & Chutney Company

11. Hanger Farm Arts Centre

12. Lily&Lime cafés

The year in numbers

268 staff 264 in 2022-23

Progress against our five-year strategy 2022-2027

Five year strategy: 2022-2027

Exploring and nurturing potential

We will:

Five year strategy: 2022-2027

Educating and inspiring society

We will:

Strategic delivery . © 3. i during the year

A focus on infrastructure

A focus on learning

Do we know what people want?

A sample of current aspirations shows the wide range they cover:

Are we providing the right support?

Learning and next steps

Reviewing our outcomes

A focus on involvement of the people we support:

Going above and beyond

Support in the workplace: Lily & Lime cafés and Real Jam & Chutney Company

Pick and mix services in Portsmouth

People and Culture – using our skills to provide additional support

For people on our employability programmes we offer:

Volunteering

Board of Trustees

Volunteer stories

Claire, Volunteer Cycling Buddy to Rhianne

Focus on Sam Agnew: One year into her Trustee role at Minstead Trust

Funders

Our key objectives for the financial year ending March 2024 were:

3. To empower our staff continuously to improve our services and operations

5. To decide upon and trial a way to better measure our effectiveness

10. To extend our Lily & Lime services in Portsmouth

Our Governance Structure

Charity number 1053319 Company number 03149116

Charitable Objects and Public Benefit

Our Charitable Objects are:

Board of Trustees

The Committees during the year were:

Trustee Recruitment, Training and Induction

Risk Management

Decision Making and Management of the Charity

Fundraising Practices

Pay and Remuneration Policy

Reserves Policy

Investment Policy

Honorary Offices

- sna . § 2 Part four

Key volunteers, staff and advisors

Trustees

The Directors during the year under review, including changes since the year end are:

Senior Management Team