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← Tcc (Trefnu Cymunedol Cymru/together Creating Communities)

2025-03-31-accounts

TCC Trefnu Cymunedol Cymru Together Creating Communities TCC (Trefnu Cymunedol Cymru/Together Creating Communities) A company Limited by guarantee Trustees, report and financial statements Year ended 31" March 2025 Registered charity number 1086434 Company number 04033853

TCC (Trefnu Cymunedol Cymrurrogether Creating Communities) A company limited by guarantee Financial Statements forthe Year Ended 31 March 2025 Contents Page Legal and Administrative Information Report of the Trustees 2-16 Accountants, Report to the Trustees 17 Statement of Financial Activities BaLance Sheet 19-20 Notes forming part of the financial statements 21-27

TCC (Trefnu Cymunedol Cymrurrogether Creating Communities) Legal and Administrative Information Reference and Administrative Information Charity name: TCC {Trefnu CymunedoL Cymru l Together Creating Communities) Charity registration number: 1086434 Company registration number: 04033853 Registered office and operational address: 37 Kingsmills Road. Wrexham. LL13 8NH. Trustees & Patron Lord Bishop Gregory Cameron Patron Mr Peter Burke Mr Stephen Byrne Miss CharLotte Cooper Mr Oliver Doak Mr Christopher Graffius Mrs MeLissa Griffiths Mr Christopher Hall Mr Darren Hampton Mrs Katja Jewell Mrs Zoe Lavery Mr Hugo Panayiotou (co-opted 8th August 2024) (co-opted 8th August 2024) (resigned 21 st May 2024) (resigned 26th January 2025) appointed as Chair on 11th September 2024 (co-opted 9th January 2025) {resigned 13th June 2024) (co-opted 8th August 2024) appointed as Vice-chair on 11th September 2024 (co-opted 9th January 2025) Mrs Jan Thomas Company secretary: Mrs Sue Williams Reporting accountant: MD Coxey & Co, 25 Grosvenor Road, Wrexham, LL11 1 BT Bankers: Lloyds Bank plc, 28 Regent Street, Wrexham, LL11 1SE. The Trustees are pleased to present their report and unaudited financial statement for the year ended 31 st March 2025.

Structure, Governance, and Management Governing Document The organisation is a charitable company limited by guarantee, incorporated on 14th July 2000 and registered as a charity 2nd May 2001. The company was established under a Memorandum of Association which established the objects and powers of the charitable company and is governed under its ArticLes of Association. In the event of the company being wound up members are required to contribute an amount not exceeding £1. Recruitment and Appointment of Trustees The directors of the company are also charity trustees for the purpose of charity law. Under the requirements of the Memorandum and Articles of Association the Trustees are elected to serve for a period of three years after which they must be re-elected at the next Annual GeneraL Meeting. On 21 st May 2024 Mr Oliver Doak stood down from the Board. and Mrs Katja JeweLI stood down on 13th June 2024. Trustees, member groups, and staff extended a thank you to OLiver and Katja for their work. At the Annual General Meeting on 1 Ith September 2024, Mrs MeLissa Griffiths was appointed as chair of the board, and Mr Hugo Panayiotou was appointed as vice-chair. During the year the board co-opted five new Trustees: Mr Stephen Byrne, Miss Charlotte Cooper, Mr Christopher HaLL. Mr Hugo Panayiotou, and Mrs Jan Thomas. TCC would like to thank Bishop Gregory Cameron. Bishop of St Asaph, who serves as TCC'S patron. Trustee Governance: Ensuring Accountability & Social Justice TCC'S Board of Trustees pLays a crucial role in ensuring that the organisation remains aligned with its charitable objects, driving social justice and community organising across North East Wales. Trustees are responsible for financial oversight, safeguarding, and strategic governance, ensuring that all activities provide a clear public benefit and comply with Charity Commission guidance. Each year, Trustees conduct a comprehensive review of major risks, including financiaL, operational, and safeguarding concerns, using a structured risk register framework. This ensures that TCC remains accountable, transparent, and resilient in its mission to tackle social injustice. To maintain effective governance, Trustees actively participate in strategy meetings, issue group discussions, and community-Led actions. ensuring a two-way flow of

information between leadership and grassroots organisers. They also engage in subgroups such as personnel and finance. providing recommendations that shape decision-making and alLiance-building. TCC is hoping to introduce The Governance App by the Directory of Social Change {DSCI to strengthen leadership and governance, providing Trustees with tools to review governance collectively, assess organisational needs. and track progress. This will ensure that Trustees remain equipped, informed. and engaged, contributing to strong leadership. accountability, and effective decision-making. By embedding community organising principles into governance, Trustees ensure that power remains with the people who drive change on the ground. Their leadership guarantees that TCC continues to fight for socialjustice, build collective power, and uphold its charitable mission in North East Wales. Safeguarding & Ethical Leadership Safeguarding remains a priority within TCC. with all policies reviewed and updated annually to ensure compliance with best practices and regulatory standards. The Chair of Trustees and Co-manager hold Level 3 Safeguarding Training Certification, equipping them with the expertise to oversee safeguarding measures effectively. As a community organising alliance, TCC recognises the importance of handling lived experiences with care, particularly in sensitive areas of work and youth engagement. Our safeguarding framework has evolved to include specific guidance on supporting young people in public vs private settings, ensuring that they are protected while participating in activism, leadership, and decision-making spaces. To uphold active citizenship in adult arenas. TCC has introduced boundaries for wellbeing, ensuring that young leaders engaging with decision-makers and individuals in positions of power are equipped with the tooLs to navigate these spaces safeLy and confidently. Organisational Structure The past year has been a transformative period forTCC, following the appointment of Sue Williams and Ruth Marshall as Co-managers in March 2024, including internal restructuring and comprehensive training. The Trustee Board's decision to promote internaLLy meant that the Co-managers brought a deep understanding of TCC and the team, which has significantly improved productivity and the delivery of our work. We have implemented reguLar supervision to continuously support and develop our staff. Additionally, we have restructured our team meetings to focus more on actionable outcomes. This new format ensures that each meeting is dedicated to delivering project aims and enhancing accountability. thereby improving our efficiency and effectiveness.

Collaborative Governance: Strengthening Leadership & Accountability TCC'S leadership structure is built on coLLaboration between management, Co- Managers, and the Board of Trustees, ensuring strong governance, financial oversight, and strategic decision-making. The Co-managers work closelywith Trustees to maintain transparency, aLign organisational priorities, and ensure that TCC'S activities continue to serve the community effectively. The Trustees play a key role in upholding TCC'S mission, ensuring that all operations meet legal requirements and adhere to the Charity Commission's guidance on public benefit. Beyond governance, Trustees carry out financial oversight, strategic decision- making, and safeguarding the integrity of TCC'S work. Trustees engage in subgroups such as personnel and finance, providing recommendations to the full board while maintaining clear lines of communication with the management team. Some Trustees aLso attend monthly Strategy meetings, strengthening the connection between Trustees and organising teams, fostering a two-way flow of information to ensure alignment across leadership levels. This collaborative approach guarantees that TCC remains accountabLe, transparent, and equipped to drive lasting social change, with Trustees and Co-managers working together to sustain and grow the alliance. The staff team comprised: Co-Manager- Operations and Finance. Mrs Sue Williams Co-Manager- Programmes and Partnerships, and Lead for Youth and Community Organising, Ms Ruth Marshall Digital and Community Organiser, Dr Stephen Kenyon-owen Community organiser, Mr David Hughes Community organiser, Ms Bobbi Cockcroft (resigned in December 2024

Charitable Objects & Public Benefit TCC'S work is guided by its charitable objects, which define the core purpose of the organisation and ensure alignment with Charity Commission requirements. These objects shape all activities, ensuringthat TCC remains focused on advancing social justice by community organising, and grassroots power-building across North East Wales. In its charitable objects, TCC is committed to deLivering pubLic benefit. ensuring that its work positiveLy impacts communities by addressing systemic inequaLities, empowering young leaders, and strengthening civic engagement. Trustees reguLarly review and assess whether aLI initiatives and campaigns remain true to TCC'S founding mission, maintainingtransparency, accountability, and ethical governance. By embedding community organising principles into governance, TCC ensures that its efforts directLy benefit those affected by social injustices while remaining compliant with charity law. It works to develop the capacity and skills of socially and economically disadvantaged communities in WaLes and its borderlands, empowering them to identify and meet their needs, and to participate more fuLLy in society. promote for public benefit any charitable purposes and in particular charitabLe purposes connected with: promotion of educational and training opportunities with special emphasis on providing access to such opportunities for people who are by reason of social and economic disadvantage otherwise unabLe to gain access and on inculcating the principles of good citizenship and advancing active understanding of law. politics. society. religion, morals. commerce, industry, arts, ecology and other subjects in so far as to be conducive to good citizenship. advancing the education of the public in all matters relating to the environment, its conservation. protection and related subjects and encouraging the use of such practice. urban or rural regeneration in areas of social and economic deprivation promoting personal development by encouraging and enabling peopLe to acquire the skills required to take an active part in civic life protection, enhancement and conservation of the environment relief of poverty provision of public health facilities and childcare promotion of public safety and prevention of crime. TCC'S key aim is capacity building, developing individuals and their institutions who can act effectively on their values for the common good through their involvement in civic life. As the oldest community organising group in the UK TCC continues to pioneer a new way of aLlowing people to have a voice in their own futures.

TCC furthers its charitable purposes for the public benefit by meeting the objectives above through training members and others and equipping them to participate fully in their communities and thus overcome the social and economic disadvantages they face. TCC then works alongside people, training them in action, as they meet the needs of their communities by working on issues that affect them and the wider community. Thanks to our Alliance, Trustees, Friends & Partners The success of TCC is made possible through the dedication, funding, and collaboration of a diverse network of changemakers. We extend our sincere gratitude to those who have supported TCC, incLuding: Trustees, alliance members, and voLunteers who continue to dedicate time and energy to community organising. Collaborating organisations including City of Sanctuary. and The SociaL Change Nest. TCC deeply values CPF as an essential partner in building power, strengthening networks, and driving collective action. Their support has been transformative, ensuring that grassroots movements thrive and communities lead lasting change. TCC is deeply grateful to the Paul Hamlyn Foundation for strengthening youth- led organising and supporting staff and management through the TFLN network and training. Their commitment to Leadership development has empowered both young activists and organisational leaders to build power, drive change, and shape the future of socialjustice. TCC is deeply grateful to Oxfam forfunding a launchpad that has empowered women with caring responsibilities to organise, build networks, and advocate for change. Their support has been transformative in strengthening grassroots leadership. The LLoyds Bank Foundation for England and Wales who fund the Wrexham Action Poverty Collaboration (WPAC) a collaboration of TCC, Citizens Advice Wrexham and Wrexham Foodbank. Thanks to The NationaL Lottery Community Fund for five years of support, helping us grow and strengthen grassroots organising in North East WaLes. The Tudor Trust for its unwavering support in strengthening grassroots organising and community-Led action. Their commitment to resourcing communities has been instrumental in buiLding power, expanding networks, and driving lasting change. Financial Justice Working Group-The FDF Centre for Independent Living, Caia Park Partnership, Ethnic Minorities and Youth Support (EYST), Polish Integrated Support Centre {PISC), We are Plas Madoc. Housingjustice Cymru, St Joseph's Catholic & Anglican High SchooL, Unite the Union (Community), UareUK, St Asaph Diocese Engagement Off icer, Wrexham African Community,

Health and Justice (HMP Berwyn), Rainbow Foundation, Caniad, Advance Brighter Futures, Association of Voluntary Organisations in Wrexham {AVOW) TCC continues to be part of the European Community Organising Network (ECON}. ECON offers training and mentorship, teaching skills, and helps community organisers to develop strategic practice. The board would like to thank the Church in Wales Diocese of St. Asaph for the contribution of Bishop Gregory Cameron in his role as TCC'S patron. TCC Membership The membership comprises of organisations supporting the objects of the charity. At the end of March 2025, there were 40 groups in membership. Our member groups will always shape the landscape of the work that TCC does; it is important that organisers constantly check in. assess, and evaluate their work to ensure that training and campaigns remain authentic, respectful, and relevant to the needs of our community. TCC is committed to developing our reLationship with members, and we continue to focus on having conversations with diverse groups about the issues affecting their communities and the relevance of community organising in responding to those. Expanding Membership for Greater Community Power In recent years, TCC has engaged in extensive conversations across North East Wales, recognising that many individuaLs passionate about social justice lacked a formal way to participate. In response. we introduced individual membership, ensuring broader access to organising, campaigning, and decision-making. To remove financial barriers, we aLso proposed a sponsorship programme, ensuring organisations can remain part of TCC without financial strain. FolLowing community consuLtations, our Trustee Board approved the proposal, setting the groundwork for fLexibLe membership. training opportunities, and new pathways for involvement. Our priority for the comingyear is to grow our membership base, particularly expanding in Flintshire and Denbighshire. Finances The funding commitments TCC received from the National Lottery Community Fund, The Tudor Trust, Paul Hamlyn Foundation, Civic Power Fund, Lloyds Bank Foundation EngLand and Wales, Postcode CommunityTrust, Costa, and Oxfam have been much appreciated and have provided continuity. We are very gratefuL to these funders for their ongoing support and relationships with TCC. TCC is also very grateful to the Sisters of La Sante Union in Wrexham for their ongoing support in kind, namely the provision of offices and meeting room. The vaLue of this is

around £8,750 per annum and alLows us to keep our running costs to the bare minimum. In addition, the work of Trustees and leaders has added enormously to the support in kind. This year, TCC'S monthly supporter programme raised £3.702. This totalled £4,407 once Gift Aid has been claimed. The Trustees would like to extend a special note of thanks to the individuaLs who are part of TCC'S supporter programme and encourage anyone else able to do so to considerjoining and making a regular donation to TCC. Membership dues continue to be a vital element of our funding. this year raising £3,401. Funders often now ask for evidence of an organisation's own fundraising, so the money raised is also incredibly helpful when applying for larger grants. Training- Organisingfor Impact TCC'S community organising training equips individuals with the skills, confidence, and strategies to lead grassroots movements and drive social change. Through interactive workshops, mentoring. and strategic meetings, we provide practical tools for building power, engaging decision-makers, and mobilising communities. Our digital training modules further expand access, ensuringthat organising remains inclusive, adaptable, and impactful. Empowering communities relies on skill-building and leadership development. TCC'S training equips individuals with the knowledge and confidence to organise, advocate, and take action on social justice issues. TCC has also revamped its training deLivery. fostering creative engagement through a new website and online training modules. covering: Introduction to Community Organising Digital Organising Craftivism Safeguarding & Wellbeing Through workshops, mentoring, strategic meetings, and creative activism, TCC ensures training remains accessible, impactfuL, and adaptabLe to the needs of communities. Amplifying Change: Digital Tools for Collective Action Over the past year, our alliance has strengthened its ability to drive change through digitaL seLf-sufficiency and media empowerment. By investing in new camera and audio recording equipment, along with professional editing software, we have

equipped ourselves to create high-quality campaign and training videos- eliminating reliance on costly external providers. This move has enhanced our abiLity to communicate, train, and amplify the voices of those involved in grassroots organising. Additionally, we have launched the Community Power Podcast, a platform where members of our alliance share their experiences, struggles. and victories. Episodes feature interviews with TCC Trustees, youth groups. and discussions on the impact of organising at local, national. and international levels. Effective organising requires visibility, accessibility, and narrative control. HistoricalLy, community movements have depended on external media or limited traditional structures to document their work. By developing in-house digital capacity, our alliance ensures that our stories are toLd by us, for us, refLecting the true experiences of those involved in power-building and change-making. Furthermore, the podcast and training resources establish continuous learning and engagement, helping communities not only share knowledge but also strategically influence decision- makers. The abiLity to rapidly produce and disseminate media strengthens organisational autonomy, making our campaigns more agile. responsive, and impactful. Through investment in training, technology. and collaborative partnerships, we have successfulLy embedded digital empowerment into our organising framework. Practical steps include training teams on media production tools. establishing strategic partnerships, such as our Q&A session with Matt Hildreth, Executive Director of Ruralorganizing and RuralProgress, and supportingyouth leadership development, as seen in the interview with Clare Dixon, former Head of Latin America & Caribbean Operations for CAFOD. TCC worked closely with the Young Leaders of St Mary's Church, Wrexham, to formuLate the interview structure, while also liaising with CAFOD to organise the session. By embedding digital training and storytelling into our core organising work, we are strengthening our colLective power. ensuring our alliance remains a self-sustaining force for change. Activities and Impact TCC aLliance members have dedicated countless hours to volunteering, researching, and awareness-raising, strengthening our collective impact, but we have not acted alone. AIL of these successes have been achieved by working with other organisations, groups, and individuals in the area. Collaboration has been at the heart of our progress, strengthening our ability to engage effectively and drive meaningful change. Our reach has extended further through actions on campaigns. participation in webinars, networking events, shared learning sessions, and accountability meetings.

The past few years have proven challenging for many organisations, no less the third sector, but have aLso Led to opportunities-specifically regarding fresh ways of engagement and enabling effective dialogue with the communities surrounding us. Extending our digital engagement efforts even further, throughout 2023, we have been actively enhancing our digital outreach capacity. This incLudes developing a new website and related training and learning tools designed to support organisational growth and deepen community connection. By integrating these advancements with our ongoing consultation efforts, we have ensured that every voice is heard while fostering inclusivity, collaboration, and sustained engagement. Given the strong support for greater involvement, we ask the board to consider introducing individual membership as a means of further empowering our network and expanding meaningful participation Impact & Engagement: Strengthening Our Reach Building power within communities requires strategic engagement, colLective decision-making, and meaningful training. TCC ensures that every action taken contributes to long-term change, equipping individuals and groups with the tools to organise, advocate. and influence decision-makers. Over the past year, TCC has achieved significant milestones in training, organising, and outreach, including: 100+ hours of training delivered to over 240 people, covering community organising, leadership development. youth empowerment. and inclusivity practices. Over 400 hours of colLective decision-making, learning, and alLiance-driven action have ensured that campaigns, strategies, and advocacy efforts remain truly community-led. This sustained engagement reflects the dedication of our members and partners. fostering deeper collaboration and impactfuL outcomes. Engagement with 700+ new individuals, including member groups, ally organisations, and political decision-makers from across the spectrum, reinforcing TCC'S role as a catalyst for sociaLjustice and collaboration. TCC continues to build power by: Expanding training opportunities to equip communities with organising skiLLs and advocacy tools. Facilitating strategic meetings. issue research, and campaign actions to ensure sustained momentum. Strengthening partnerships and broadening our reach, ensuring that voices from all sectors- grassroots organisers, policymakers. and funders - work collectively towards change. io

This past year has seen TCC not only maintain but significantly expand its impact. ensuring that training, organising, and relationship-building transLate into transformative action. Whatwe Have Been Building Accountability Meetings 2024 Preparation for TCC'S Accountability Meetings began in March 2024 with one-to-one discussions with past community leaders. These meetings were widely promoted to engage new organisers. Though the general election had yet to be announced, it was expected in Autumn 2024. as the final possible date was January 2025. Significant boundary changes across Wales reduced constituencies from forty to thirty-two, prompting training and information sessions for member groups. Information packs outLined these adjustments and their impact. The election was called on May 22nd for July 4th. In response, community organisers hosted democracy sessions on MPS, roles, boundary restructuring, and the purpose of the Accountability Meetings. These sessions, integrated into TCC Strategy Meetings, engaged visiting groups and young people in schools and youth organisations. Eight key questions were developed, including two from young people, addressing climate change targets, candidates, priorities, foodbank reliance, refugee application processing, votes at 16. the cost-of-living crisis. and the No Hungry Learners campaign. Given the election's short notice, meetings were moved onLine. Member groups collaborated on scripts, question development, Welsh language inclusion, and co- chairing. Thirty-two candidates across five new constituencies were contacted, with twenty-seven confirming participation. All candidates who attended the meetings assured TCC that they would work with the organisation if elected as Members of Parliament for their constituencies. underscoring the significance of community-led initiatives in shaping policy and representation. Financial Justice Work The Financial Justice Working Group (FJWG) was established following a Cost-of- Living Summit organised by TCC and hosted by We Are Plas Madoc in 2022. Its role is to:_ a) Gather and document the lived experiences and challenges of those affected by poverty and the cost of living. b) Identify financial barriers and challenges faced by communities in Wrexham. c} DeveLop recommendations for WPAC to help influence Local decision-makers and power hoLders, with the aim of improving financial justice across Wrexham.

The Financial Justice Working Group is an ever-expanding group of nineteen grassroots communities and local organisations that will continue to provide data and lived experiences to the Wrexham Poverty Action CoLlaboration to influence power holders and decision makers in deveLoping a Tackling Poverty Strategy for Wrexham. Tackling Poverty Summit The Summit was organised by both the Wrexham Poverty Action Collaboration {WPAC) and the Financial Justice Working Group (FJWG) - the event highlighted data, insights, and the Lived experiences of those affected by poverty and the cost of Living in Wrexham. These were shared with power hoLders and decision-makers in Wrexham, including off icers and Lead Members of Wrexham CounciL, Wrexham's Member of Parliament, the Wrexham and Flintshire Public Services Board, Betsi Cadwaladr University Health Board, and the Department for Work and Pensions. The Summit aimed not onLy to promote the work of the WPAC and share the lived experiences of those in poverty and crisis, but also to secure pledges from decision- makers and power holders to work in partnership with the Collaboration. A report of the event will soon be pubLished and will outline the case studies and lived experiences highlighted at the Summit. identifies common themes, and makes recommendations for areas of focus in the development of a comprehensive Tackling Poverty Strategy for Wrexham. Building Power: Cariad Teg & Women's Organising TCC has been organising and building power through Cariad Teg, a movement for women with caring responsibilities, ensuring their voices shape policy, advocacy, and grassroots action. With Oxfam's support, we have created spaces for women to organise, share experiences, and drive systemic change. Through community-led conversations, research, and campaigning, Cariad Teg is strengthening networks and ensuring that care work is recognised, valued, and central to socialjustice efforts. This initiative follows the community organising framework, ensuringthat women lead the movement, buiLd relationships, and take action on the issues that matter most. By deveLoping leadership, growing alliances, and engaging decision-makers. Cariad Teg is turning ideas into action and ensuringthat women's organising remains at the heart of TCC'S movement-building 12

Organising for Accessibility FLintshire Coastal Path The campaign for the removal of barriers aLong the Flintshire Coastal Path was led by TCC (Together Creating Communities) and its member groups. This initiative aimed to ensure accessibility for all, particularlywheelchair users and those with double prams. Despite initial resistance from Flintshire County Council, the campaign gained momentum with the support of local and national organisations, as well as politicaL figures. Extensive research highlighted that the barrier policy contravened various equality plans and objectives. The campaign group. incLuding local and national organizations, held regular meetings to strategise and share experiences. Social media played a crucial role in capturing and sharing the lived experiences of individuals affected by the barriers, which helped garner widespread support and attention from policymakers. The campaign's efforts culminated in a Day of Action, which, despite being postponed, led to Flintshire Council agreeing to remove the barriers. The removal process has begun, and the campaign group remains committed to ensuring fuLI accessibility. This case study underscores the power of collective action and community organising in driving social change and ensuring accessibility for all. Denbighshire Beach Accessibility TCC have been workingwith member groups to identify power holders within Denbighshire Council to campaign for the installation of boardwaLks on Denbighshire beaches. Correspondence has been sent to the local authority and meetings with officers are currently being arranged. Changing Places ToiLets The Changing Places Toilets campaign has been a long-standing initiative at TCC. Over the past 30 months, the campaign has achieved severaL notable wins. However, progress has been significantly restricted due to financial limitations at both County Council and WeLsh Government levels. The campaign has recently resumed contact with large supermarkets in the area to explore the installation of Changing Places facilities on their premises. After two years of campaigning and repeated requests for a timescale for a Changing Places Toilet at a large retail park in Flintshire (and folLowing several false starts), it now appears that this may soon come to fruition. after receiving positive news from the Retail Centre Manager. 13

Mental Health Action: Organisingfor Change Community Led Mental Health Action At TCC, we believe that meaningfuL change begins with colLaboration and a shared vision for a healthier, more compassionate society. In line with our commitment to social justice and community wellbeing, we have deepened our engagement with mental health initiatives across North Wales. Building Partnerships for Mental Health Impact This year. TCC partnered with Advance Brighter Futures (ABF), a leading mental health charity committed to empowering individuaLs and communities through innovative support programmes and training. ABF'S membership with TCC marks a significant step forward in our coLLective efforts to tackle mental health challenges at a grassroots level. Following the principles of community organising, we support member groups in conducting research, raising awareness, and expanding networks around mental heaLth issues. Through our partnership with ABF and participation in the Baton of Hope Campaign 2025, we amplify community-Led efforts to prevent suicide and improve mental heaLth support. As the UK'S largest coordinated suicide prevention initiative, the Baton of Hope brings together organisations and local leaders to raise awareness and drive meaningfuL action. reinforcingTCC's commitment to ensuring that every life matters. Our involvement in Suicide Prevention meetings and mental health forums ensures that local voices influence policy and decision-making. By fostering strategic partnerships and colLective action, TCC enabLes communities to organise. advocate, and shape long-term solutions to mental health challenges. ensuring that power remains with the people most affected. Building Youth Power: Leadership, Advocacy & Action Over the past year, TCC young leaders have been shaping campaigns. engaging with poLicymakers, and buiLding community power. TCC is committed to equippingyoung activists with the tools, confidence, and resilience to lead impactful change. Through a community organising framework, young changemakers learn how to build collective power. navigate advocacy spaces, and engage with decision-makers effectively. Our safeguarding approach ensures they have boundaries for wellbeing, supporting their growth as leaders in aduLt arenas while maintaining their safety and integrity. By fostering resilience, skiLI-building, and peer-led support, TCC ensures that young organisers can lead movements, drive change, and shape the future of socialjustice in North East Wales. 14

Youth Group Facilitation & Training Training is accessible and adaptable, deLivered through assemblies, PHSE sessions, and workshops for member groups and school groups. Sessions combine interactive discussions, game-based learning, and lived experiences, ensuring young people gain practical skills in organising, advocacy. and leadership. Members also receive free resources to support youth work, with guided materials and mentorship for educators. The Youth Organiser role provides structured support, offering training, facilitation, and mentorship to young activists throughout their issue work and campaigns TCC maintains stringent safeguarding policies. ensuring that all youth engagement aligns with child protection standards and active citizenship principles. This approach guarantees that young leaders can organise, advocate, and build power safely and effectively. What Young Leaders Have Been Working On TCC'S youth organisers-children and young people-are actively involved in all TCC meetings, decision-making processes, and ongoing campaigns, ensuring their voices shape the movement. They engage in financial justice work. contribute to discussions on economic inequality and policy change. and dedicate time to volunteering, community organising, and active citizen training. CAFOD Awareness- A youth group is raising awareness of CAFOD'S world peace campaign, creating a blog and podcast featuring an interview with a CAFOD representative to facilitate peer-led learning. Climate Action- Young organisers are working to educate their communities on sustainability, embedding climate-friendly practices into their congregations and local spaces. Youth in Action Group (YIA)-As a seLf-organising social justice member group, YIA actively participates in campaigns. advocacy, and movement-building, ensuring young people lead and shape their own activism. School Groups-with the new term, young members have joined St. Joseph's lunch group, actively participating in training, confidence-building. and campaign development as part of their community organisingjourney. Financial Justice Work-young leaders are actively participating in TCC'S financial justice initiatives, ensuring that economic inequality is tackled through advocacy, policy engagement, and grassroots action. The #NoHungryLearners campaign remains ongoing, with youth activists continuing to monitor school meal debt and child poverty, ensuring that their work remains relevant and impactful.

Through mentorship, safeguarding, and training, young leaders host meetings, engage with decision-makers, and lead advocacy efforts, ensuring their voices are heard and acted upon. FinanciaL Review Principal Funding Sources Grants were the main funding source of TCC in 2024-2025. We received funding from: Civic Power Fund Costa Community Fund Lloyds Bank Foundation England and Wales National Lottery Community Fund Oxfam Paul Hamlyn Foundation Postcode CommunityTrust The Tudor Trust The grants are additional to the annual membership dues paid by TCC member groups, the supporter programme, and fundraising. Reserves Policy The Trustees have a policy of holding in free reserves an amount equivalent to between six and twelve months of unrestricted spending, to protect the continuity of TCC'S core work. At the end of this financial year, the charity held the equivaLent of approximately 6 months of unrestricted spending in free reserves. Investment Policy TCC'S Articles of Memorandum authorises the deposit or investment of monies not immediately required for its purpose. Therefore, a Charities Official Investment Fund (COIF) deposit account was opened in May 2008. Plans for Future Periods A new trustee representing mental health services will be joining the Board in June 2025, ensuring that a diverse range of expertise and perspectives continue to shape our leadership. Approved by the Trustees on 5th June and signed on their behalf: Mrs Melissa Griffiths (Chair) 16

tNDEPENDENT EXAMINER'S REPORT TO THE TRUSTEES OF TCC TREFNU CYMUNEDOL CYMRurtOGETHER CREA TTNG COMMUNITIES Independent examiner's report to the trustees of Tcc (Trefnu Cymunedol Cymrultogelher Creating Communities) ('the Comp2ny') I report to the charity trustees on my examination of the accounts of the Company for the j'ear ended 3 1st March 2025. Responsibilities and basis of report As the Charity's trustees of the Company (and also its directors for the purp05e5 of company law) you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act ?006 ('the 2006 Act,). Having satisfied myself that the accounts of the Company are not required to be audited under Part 16 of the ?006 Act and are eligible for independent examination. I report in respect of my examination of your charity's accounts as carried out under Section 145 of the Charities Act ?01 l {Ihe ?01 l Act.). In carrying out my examination I have followed the Directions given by the Charity Commission under Section 145{5) (b) of the 201 l Act. Independent examiner's statement Since your charity's gross income exceeded £?iO.000 your examiner must be a member of a listed body. I can conf that l am qualified to undertake the examination because l am a member of the Institute of Chartered Accountants in Enoland and Wales, M,hich is one of the listed bodies. I have completed my examination. I confurn that no matters have come to Tny attention in connection with the examination giving me cause to believe.. accounting records were not kept in respect of the Cotnpany as required by Section 386 of the 2006 Act. or the accounts do Thot accord with those records- or the accounts do not cornply with the accounting requirements of Section 396 of the 2006 Act other than any requirement that the accounts give a true and fair view which is not a matter considered as part of an independent examination- or the accounts have not been prepared in accordance with the methods and principles of the Statemenl of Recommended Practice for accounting and reporting by charities (applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)). I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a Proper understanding of the accounts to be reached. Mrs J Evans ACA FCCA M. D. Coxey and Co. Limited Chartered Accountants 25 Grosvenor Road Wrexham LLII IBT 5 2025 Date: Page 17

TCC TREFNU CYMUNEDOL CYMRU￿OGETHER CREATING COMMUNITIES STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED JIST MARCH 2025 Unrestricted funds Restricted funds Total funds Total funds Notes INCOME AND ENDOWMENTS FROM Donations and legacies 7.103 239.48? 246.585 227.476 Other trading activities Investment income Other income 146 5,839 530 146 5.839 530 167 4.484 1.006 Total 13,618 2)9,482 25i.100 233.133 EXPENDITURE ON Charitable actii'ities General costs 6,295 156,695 162,990 153.673 Other 1,249 12.313 13,562 14,792 Total 7,544 169.008 176.552 168,465 NET INCOME 6,074 70,474 76.548 64,668 RECONCILIATION OF FUNDS Total funds brought forward 93,449 143.070 236.519 171.851 TOTAL FUNDS CARRIED FORWARD 99,523 213,544 313,067 ?36,519 The notes form part ofthese financial statements Page 18

TCC TREFNU CYMUNEDOL CYMRuftOGETHER CREATtNG COMMUNITIES BALANCE SHEET i 1ST MARCH 2025 Unrestricted fimds Restricted nds Total funds Total funds Notes FIXED ASSETS Tangible assets 262 5.585 4,121 CURRENT ASSETS Stocks Debtors Cash at bank 650 1.140 98.795 650 ,140 J07,015 650 2,029 234.J70 208,220 100,585 208.220 308,805 CREDITORS Amounts falling due within one year io (1.323) (1,323) (4,651) ET CURRENT ASSETS 99.262 208,220 307,482 232,398 TOTAL ASSETS LESS CURRENT LIABILITIES 99,524 213,543 J13,067 236,519 NET ASSETS 99.524 213.543 313.067 236.519 FUNDS Unrestricted funds Restricted funds 99,524 213,543 93,449 14J,070 TOTAL FUNDS 313,067 236,519 The charitable companv is enlitled to exemption from audit under Section 477 of the Companies Act 2006 for the year ended 3 1st March 2025. The meTnbers have not required the COTnpanv to obtain an audit of its financial statements for the year ended 31 si March 2025 in accordance with Section 476 of the Companies Act 2006. The trustees acknowledge iheir responsibilities for {a) ensuring that the charitable company keeps accounting records thai comply with Sections 386 and 387 of the Companies Act 2006 and preparing financial statements which give a true and fair view of the stste of affairs of the charitable company as at the end of each financial year and of its surplus or deficit for each fmancial year in accordance with tlie requiTements of Sections 394 and 395 and which othenvise complv with the requirements of the Cornpanies Act 2006 relating to fiT]ancial stalemenls. so far as applicable to the charitable company. (b) The notes forni part of these financial statements Page 19 continued...

TCC TREFNU CYMUNEDOL CYMRuftOGETHER CREATING COMMLfNITIES BALANCE SHEET- continued i 1ST MARCH 2025 These financial statements have been prepared in accordance with the provisions applicable to charitable companies subject to the small compani¢s regime. The financial statements were approved by the Board of Trustees and authorised for issue on 5.th...J.un.e...2n.25......... ond were signed on its behalf by: Trustee The notes form part of these financial statements Page 20

TCC TREFNU CYMUNEDOL CYMRuftOGETHER CREA TtNG COMMUNITIES NOTES TO THE FtNANCIAL STATEMENTS FOR THE YEAR ENDED J I ST MARCH 2025 ACCOUNTING POLICIES Basis of preparing the financial statements The fmancial statements of the charitable company, which is a public benefit entity under FRS I O? have been prepared in accordance with the Charities SORP {FRS I O?) 'A¢counting and Reporting by Charities.. Statement of Recommended Prdctice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective l January 2019),, Ftnancial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Lreland, and the Companies Act 2006. The fmancial statements have been prepared under the historical cost convention. Income All income is recognised in ihe Statement of Financial Activities once the charity has entitlement to the funds. it is probable that the income will be received and the amount can be measured reliably. Expenditure Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to that expenditure: li is probable thai a transfer of economic benefits will be required in settlenient and the amount of the obligation can be measured reliably. Expenditure is accounted for on an accrua15 basis and has been classified under headings that aggregale all cost 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. Tangible fixed assets Depreciation is provided at the following annual rates in order to write off each asset over its estimated useful life. Fixtures and fittings 20/0 on cost Stocks Stocks are valued at the lower of cost and net reallsable value, after making due allowance for obsolete and slow moving items. Taxation The charity is exempt from corpordtion tax OT] its charTtable activitie5. Fund accounting Unrestricied funds can be used in accordance with the charitable objectives at the discreiion of the trustees. The trustees have this year created a designated reserve in relation to wind-down costs. The level of designated reserve5 that the trustees consider a most appropriate level in this re(pard 15 Curre￿trY sel at six months expenditure. The trnsiees are of the opinion thai there are su￿1Clent funds to Tneet the charities obligations. The value of this reserve is cU￿entlY £78,000 {2024.. £nil) Restricted funds can only be used for particular restricted purposes within the objects of the charity. Restrictions arise when specified by the donor OT 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. Page21 continued...

TCC TF￿FNu CYMLfNEDOL CYMRU/TOGETHER CREA TtNG COMMUNITIES NOTES TO THE FtNANCIAL STA TEMENTS - continued FOR THE YEAR ENDED J 1ST MARCH 2025 OTHER TRADING ACTIVITIES 31.3.25 31.3.24 Fundraisino events 146 167 INVESTMENT INCOME 31.3.25 Inlerest on cash deposits 4,484 NET INCOMEI(EXPENDITURE) Net iThcomel(expenditure) is stated after chargingJ{crediting}: 31.3.25 31.3.24 Depreciation - owned assets 1,447 I,OiO TRUSTEES, REMUNERATION AND BEIYEFITS There were no trustees, remuneration or other benefits for the year ended 31st March 2025 nor for the year ended 31 si March 2024. Trustees, expenses There iyere no t￿Stees, expenses paid for the year ended 31st March 2025 nor for the year ended 3 1st March 2024. COMPARA TIVES FOR THE ST ATEMENT OF FINANCIAL ACTIVITIES Unrestricied funds Restricted nds Tothl ftinds INCOME AND ENDOWMENTS FROM Donations and legacies 7.495 219.981 227,476 Other trading activities Investmeni income Other income 167 4,484 1,006 167 4,484 1,006 Total 219,981 233,133 EXPENDITURE ON Charitable activities General costs (782} 154,455 153,67) Other 4,673 10,119 14,792 Total 3,891 164,574 168,465 NET INCOME 9.261 55,407 64.668 Page 22 continued...

TCC TREFNU CYMUNEDOL CYMRUITOGETHER CREATING COMMUNITIES NOTES TO THE FtNANCIAL STATEMENTS - continued FOR THE YEAR ENDED i 1ST MARCH 2025 COMPARATIVES FOR THE STATEMENT OF FIiYANCIAL ACTIVITIES- continued Unrestricted Restricted funds funds Total fund5 RECONCILIATION OF FUNDS Total funds brought fons'ard 84.188 87,663 171.851 TOTAL FUNDS CAiiRIED FORWARD 93.449 14J.070 2)6,519 TANGIBLE FIXED ASSETS Fixtures fittings COST At I sl April 2024 Additions 17,627 2,911 At 3 1st March ?025 DEPRECIATION At I st April 2024 Charge for year 13,506 1,447 At 3151 March 2025 14,953 NET BOOK VALUE At 3 1st March 2025 5,585 At 3 1st March 2024 4,121 STOCKS 31.3.25 31.3.24 Stocks 650 650 DEBTORS.. AMOUNTS FALLING DUE WITHIN ONE YEAR Other debtors Prepa}'ments 1,006 1,140 2,029 Page 2) ontinued...

TCC TREFNU CYMUNEDOL CYMRurroGETHER CREATING COMMUNITIES NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED i IST MARCH 2025 io. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR 31.3.25 Trade creditors Social security and other taxes 1,323 1.260 3.391 4,651 ii. MOVEMENT IN FUNDS Net movement in funds Transfers betmreen funds At At 1.4.?4 Unrestricted funds General fund Designated fund 93,449 6,075 {78,000) 78,000 21,524 78,000 93,449 6,075 99,524 Restricted fund5 National Lottery Conununity Fund Mooiidance Foundation The Tudor Trust TSRF3 A VOW Youth Led Grant Civic Power Fund Paul Hamlyn Foundation Postcode ComTnunity Trust Tudor Trust Wellbeing Costa Comrnunity Grant Lloyds Bank Foundation Oxfam 86,065 6,241 10,?26 2,505 758 6.700 13,053 16,fv13 879 {J1.268) 77 16.713 (146) (164) 54,797 6,318 26,939 2,359 594 42.324 7.460 (14.122) (450) 763 46,513 9,473 2,521 429 763 9,473 143,070 70,473 21),543 TOTAL FUNDS 236,519 76,548 31J,067 Page 24 continued...

TCC TREFNU CYMUNEDOL CYMRUITOGETHER CREATING COMMUNITIES NOTES TO THE FtNANCIAL STATEMENTS - continued FOR THE YEAR ENDED i 1ST MARCH 2025 ii. MOVEMENT IN FUNDS - Continued Net movement in funds, included in the above are as follows: Incoming resources Resources expended Movement in funds UnrestTiCted funds General fLmd 13,618 (7.543) 6.075 Restricted funds National Lottery Community Fund Moondance Foundation The Tudor Trust 50.848 {82,116) 77 (?6.?88) (146) (164) (4.378) (37.540) (14,123) (4iO) (238) (3,116) (31 ?68) 77 16,71i (146) (164) 43.001 A VOW Youth Led Grant Civic Power Fund Paul Hamlyn Foundation Postcode Cornmunity Trust Tudor Trust Wellbeing Costh Community. Grant Lloyds Bank Foundation Oxfam 40.002 45,000 7.460 (14,122) {450) 1,001 49.629 10.000 239,482 169.009) 70,473 TOTAL FUNDS 253,100 176,552) 76,548 Comparatives for movement in funds Net movement in funds At At 1.4.23 Unrestricted luDds General fund 84,188 9.261 93,449 Restrieted funds National Lottery Community Fund Moondance Foundation The Tudor Trnst TSRF3 A VOW Youth Led Grant Civic Power Fund Paul Hanilyn Foundation Postcode Community Trust Tudor Trust Wellbeing 60,626 8.016 25.818 11,775) 9,7?2 (16,516) 758 6,700 13,lil 16,670 879 86,444 6,?41 9,722 2,505 758 6,700 13,151 16,670 879 19.021 87,663 55,407 143.070 TOTAL FUNDS 171.851 64,668 )36,519 Page 25 continued...

TCC TREFNU CYMUNEDOL CYMRUTtOGETHER CREATING COMMUNITIES NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED ) 1ST MARCH 202) MOVEMENT IN FUNDS - continued Comparative net movement in funds, included in the above are as follow5: Incoming resources Resources expended Movement in funds Unrestricted funds General fund (J,891) 9,261 Restricted funds National Lottery Community Fund Moondance Foundation The Tudor Trust TSRF3 A VOW Youth Led Grant Civic Power Fund Paul Hamlyn Foundation Postcode Community Trust Tudor Trust Wellbeing 97,981 (72,16)) (1.775) (i4.?78) (16.516) {242) (J,300) (31,849) (3,330) 1,121) 25,818 (1.775} 9,722 (16.516) 758 6,700 13,151 16,670 879 44,000 1.000 10,000 45,000 20.000 2.000 219,981 (164.574) 55,407 TOTAL FUNDS 2J3.133 168,465) 64.668 A current year 12 tnonths and prior year 12 months cotnbined position is as follows.. Net movemenl in funds Tran5fer5 between fLLnd5 At 31.3.25 At 1.4.23 Unrestricted funds General fund De5iJated fund 84,188 15,336 (78,000) 78.000 21,524 78,000 84,188 15.336 99,524 Restricted funds National Lotterv Community Fund Moondance Foundaiion The Tudor Trust TSRF3 AVOW Youth Led Grant Civic Power Fund Paul Hamlyn Foundation Postcode Community Trust Tudor Trust Wellbeing Costa Community Grant Lloyds Bank Foundation Oxfam 60.6?6 8,016 (5,450) (1,698) 55,176 19.021 {16,662} 594 42,324 20,611 2,548 429 763 46,513 9,473 594 20,611 2,548 429 763 87,663 125,880 21J,543 TOTAL FUNDS 171,851 141.216 313,067 Page 26 continued...

TCC TREFNU CYMUNEDOL CYMRUITOGETHER CREATtNG COMMUNITIES NOTES TO THE FtNANCIAL STATEMENTS - continued FOR THE YEAR ENDED i 1ST MARCH 2025 MOVEMENT IIY FUNDS - continued A current year 12 months and prior year 12 months combined net movement in fund5, included in the above are as follows: Incoming resources Re50urce5 expended Movement Èn funds Unrestricted fuDd5 General fL￿d 26,770 (11.434) 15,336 Restricted funds National Lottery Community Fund Moondance Foundation The Tudor Trust TSRF3 AVOW Youth Led Grant Civic Power Fund Paul Hamlyn Foundation Post¢ode Community Trust Tudor Trust Wellbeing Costa Communit)" Grant Lloyds Bank Foundation Oxfam 148,8?9 (154 ?79) (1.698) {60.566) {16.662) {406) (7.678) {69,389) {17.453) (1,571) (238) (3.116) (5.450) (1.698) 26.435 (16.662) 594 42,324 20,611 2,548 429 763 46,513 9,473 87,001 1,000 50.002 90.01)0 20.001 1,001 49.629 10.000 459,463 {333,583) 125,880 TOTAL FUNDS 486,233 (J4i,O17) 141,216 The Avow Youth Led and Postcode Community T￿st grdnts are in connection with capital assets and therefore have a balance remaining in line with the net book value of the asset. 12. RELATED PARTY DISCLOSURES There were no related paity transactions for the year ended 31 st March 2025. This page does not forni part of the statutory fmancial statements Page 27

TCC (Trefnu Cymunedol Cymru/Together

Creating Communities)

Diwedd Adroddiad Saesneg / End of English Report The following document contains the Welsh-language

The English version of the Annual Report and Accounts has been formally approved and signed by the Trustees and

Commission.

inclusion for Welsh-speaking members, supporters, and partners. Every effort has been made to ensure it is an

TCC (Trefnu Cymunedol Cymru/Together

Creating Communities)

Cwmni cyfyngedig trwy warant

Adroddiad yr ymddiriedolwyr Blwyddyn yn diweddu 31 Mawrth 2025

Rhif elusen gofrestredig 1086434

Rhif cwmni 04033853

TCC (Trefnu Cymunedol Cymru/Together Creating Communities)

Cwmni cyfyngedig trwy warant Cynnwys Tudalen Gwybodaeth Gyfreithiol a Gweinyddol 1 Adroddiad yr Ymddiriedolwyr 2 - 18

TCC (Trefnu Cymunedol Cymru/Together Creating Communities)

Gwybodaeth Gyfreithiol a Gweinyddol

Gwybodaeth Gyfeiriol a Gweinyddol

Swyddfa gofrestredig a chyfeiriad gweithredol: 37 Ffordd Melin y Brenin, Wrecsam. LL13 8NH.

Ymddiriedolwyr a Noddwr

Arglwydd Esgob Gregory Cameron Noddwr Mr Peter Burke Mr Stephen Byrne (cyfetholwyd 8fed Awst 2024) Miss Charlotte Cooper (cyfetholwyd 8fed Awst 2024) Mr Oliver Doak (ymddiswyddodd 21ain Mai 2024) Mr Christopher Graffius (ymddiswyddodd 26ain Ionawr 2025) Mrs Melissa Griffiths penodwyd yn Gadeirydd ar 11eg Medi 2024 Mr Christopher Hall (cyfetholwyd 9fed Ionawr 2025) Mr Darren Hampton Mrs Katja Jewell (ymddiswyddodd 13eg Mehefin 2024) Mrs Zoe Lavery Mr Hugo Panayiotou (cyfetholwyd 8fed Awst 2024) penodwyd yn Isgadeirydd 11eg Medi 2024 Mrs Jan Thomas (cyfetholwyd 9fed Ionawr 2025)

Ysgrifennydd y cwmni: Mrs Sue Williams

1BT

Bancwyr: Lloyds Bank ccc, 28 Stryt y Rhaglaw, Wrecsam, LL11 1SE.

Mae'r Ymddiriedolwyr yn falch o gyflwyno eu hadroddiad a'u datganiad ariannol heb ei archwilio ar gyfer y flwyddyn a ddaeth i ben 31ain Mawrth 2025.

Strwythur, Llywodraethu a Rheoli

Dogfen Lywodraethu

Mae'r sefydliad yn gwmni elusennol cyfyngedig trwy warant, a gorfforwyd ar 14eg Gorffennaf 2000 a chofrestrwyd fel elusen 2il Mai 2001. Sefydlwyd y cwmni o dan Femorandwm Cymdeithasu a sefydlodd wrthrychau a phwerau'r cwmni elusennol, ac sy'n cael ei lywodraethu o dan ei Erthyglau Cymdeithasu. Os bydd y cwmni'n cael ei ddirwyn i ben, bydd yn ofynnol i aelodau gyfrannu swm heb fod yn fwy na £1.

Recriwtio a Phenodi Ymddiriedolwyr

Mae cyfarwyddwyr y cwmni hefyd yn ymddiriedolwyr elusen at ddibenion cyfraith elusennol. O dan ofynion y Memorandwm a'r Erthyglau Cymdeithasu, etholir yr rhaid eu hailethol yn y Cyfarfod Cyffredinol Blynyddol nesaf.

Ar 21ain Mai 2024 ymddiswyddodd Mr Oliver Doak o'r Bwrdd, ac ymddiswyddodd Mrs Katja Jewell ar 13eg Mehefin 2024. Estynodd ymddiriedolwyr, aelod-grwpiau a staff ddiolch enfawr i Oliver a Katja am eu holl waith.

Yn y Cyfarfod Cyffredinol Blynyddol ar 11eg Medi 2024, penodwyd Mrs Melissa Griffiths yn gadeirydd y bwrdd, a phenodwyd Mr Hugo Panayiotou yn isgadeirydd.

Yn ystod y flwyddyn cyfetholodd y bwrdd bum Ymddiriedolwr newydd: Mr Stephen Byrne, Miss Charlotte Cooper, Mr Christopher Hall, Mr Hugo Panayiotou, a Mrs Jan Thomas.

Hoffai TCC ddiolch i'r Esgob Gregory Cameron, Esgob Llanelwy, sy'n gwasanaethu fel noddwr TCC.

Llywodraethu Ymddiriedolwyr: Sicrhau Atebolrwydd a Chyfiawnder Cymdeithasol

Mae Bwrdd Ymddiriedolwyr TCC yn chwarae rôl hanfodol wrth sicrhau bod y sefydliad yn parhau i gyd-fynd â'i amcanion elusennol, gan yrru cyfiawnder cymdeithasol a threfnu am oruchwyliaeth ariannol, diogelu a llywodraethu strategol, gan sicrhau bod pob gweithgaredd yn darparu budd cyhoeddus clir ac yn cydymffurfio â chanllawiau'r Comisiwn Elusennau.

Bob blwyddyn, mae Ymddiriedolwyr yn cynnal adolygiad cynhwysfawr o brif risgiau, gan gynnwys pryderon o ran ariann, gweithredu a diogelu, gan ddefnyddio fframwaith cofrestr risg â strwythur. Mae hyn yn sicrhau bod TCC yn parhau i fod yn atebol, yn dryloyw ac yn wydn yn ei genhadaeth i fynd i'r afael ag anghyfiawnder cymdeithasol.

Er mwyn cynnal llywodraethu effeithiol, mae Ymddiriedolwyr yn cymryd rhan weithredol mewn cyfarfodydd strategol, trafodaethau grwWp ar faterion, a gweithredoedd dan arweiniad y gymuned, gan sicrhau llif dwyffordd o wybodaeth rhwng yr arweinwyr a threfnwyr ar lawr gwlad. Maent hefyd yn cymryd rhan mewn isgrwpiau fel personel a chyllid, gan ddarparu argymhellion sy'n llunio’r broses wneud penderfyniadau ac adeiladu cynghreiriau.

offer i Ymddiriedolwyr adolygu llywodraethu ar y cyd, asesu anghenion sefydliadol, ac olrhain cynnydd. Bydd hyn yn sicrhau bod Ymddiriedolwyr yn parhau i fod yn gymwys, yn wybodus ac wedi ymgysylltu, gan gyfrannu at arweinyddiaeth gref, atebolrwydd, a gwneud penderfyniadau effeithiol.

Trwy ymgorffori egwyddorion trefnu cymunedol mewn llywodraethu, mae Ymddiriedolwyr yn sicrhau bod pwer yn parhau a’r bobl sy'n gyrru newid ar gwlad. Mae eu harweinyddiaeth yn sicrhau bod TCC yn parhau i ymladd dros gyfiawnder cymdeithasol, yn adeiladu pWer ar y cyd, ac yn cynnal ei elusennol yng Ngogledd Ddwyrain Cymru.

Diogelu ac Arweinyddiaeth Foesegol

eu hadolygu a'u diweddaru'n flynyddol i sicrhau cydymffurfiaeth ag ymarferion gorau a safonau rheoleiddio. Mae Cadeirydd yr Ymddiriedolwyr a'r Cyd-Reolwr yn meddu arArdystiad Hyfforddiant Diogelu Lefel 3, sy'n darparu’r arbenigedd iddynt oruchwylio mesurau diogelu'n effeithiol.

Fel cynghrair trefnu cymunedol, mae TCC yn cydnabod pwysigrwydd trin profiadau byw â gofal, yn enwedig mewn meysydd sensitif o waith ac ymgysylltu ag ieuenctid. Mae ein fframwaith diogelu wedi esblygu i gynnwys canllawiau penodol ar gefnogi pobl ifanc mewn lleoliadau cyhoeddus yn hytrach na phreifat, gan sicrhau eu bod yn cael eu diogelu wrth gymryd rhan mewn mannau gweithredu, arwain a gwneud penderfyniadau.

Er mwyn cynnal dinasyddiaeth weithredol mewn arenau oedolion, mae TCC wedi cyflwyno ffiniau ar gyfer lles, gan sicrhau bod arweinwyr ifanc sy'n ymgysylltu â llunwyr penderfyniadau ac unigolion mewn swyddi a phWer yn caelyr offer i lywio'r mannau hyn yn ddiogel ac yn hyderus.

Strwythur y Sefydliad

Mae'r flwyddyn ddiwethaf wedi bod yn gyfnod trawsnewidiol i TCC, yn dilyn penodi Sue Williams a Ruth Marshall fel Cyd-reolwyr ym mis Mawrth 2024, gan gynnwys ailstrwythuro mewnol a hyfforddiant cynhwysfawr. Roedd penderfyniad -Reolwyr wedi cyfrannu dealltwriaeth ddofn o TCC a'r tîm, sydd wedi gwella cynhyrchiant a chyflawniad ein gwaith yn sylweddol. Rydym wedi ymgymryd â goruchwyliaeth reolaidd i gefnogi a datblygu ein staff yn barhaus.

Yn ogystal, rydym wedi ailstrwythuro ein cyfarfodydd tîm i ganolbwyntio mwy ar ganlyniadau y gellir eu gweithredu. Mae'r fformat newydd hwn yn sicrhau bod pob cyfarfod yn ymroddedig i gyflawni nodau prosiect a gwella atebolrwydd, a thrwy hynny wella ein heffeithlonrwydd a'n heffeithiolrwydd.

Llywodraethu Cydweithredol: Cryfhau Arweinyddiaeth ac Atebolrwydd

Mae strwythur arweinyddiaeth TCC wedi'i adeiladu ar gydweithrediad rhwng rheolwyr, Cyd-Reolwyr, a Bwrdd yr Ymddiriedolwyr, gan sicrhau llywodraethu cryf, goruchwyliaeth ariannol, a llunio penderfyniadau strategol. Mae'r CydReolwyr yn gweithio'n agos ag Ymddiriedolwyr i gynnal tryloywder, alinio blaenoriaethau sefydliadol, a sicrhau bod gweithgareddau TCC yn parhau i wasanaethu'r gymuned yn effeithiol.

Mae'r Ymddiriedolwyr yn chwarae rôl allweddol wrth gynnal cenhadaeth TCC, ganllawiau'r Comisiwn Elusennau ar fudd i'r cyhoedd. Y tu hwnt i lywodraethu, mae Ymddiriedolwyr yn cynnal goruchwyliaeth ariannol, yn llunio penderfyniadau strategol, ac yn diogelu uniondeb gwaith TCC.

Mae Ymddiriedolwyr yn cymryd rhan mewn is-grwpiau fel personél a chyllid, gan rheoli. Mae rhai Ymddiriedolwyr hefyd yn mynychu cyfarfodydd Strategaeth misol, gan gryfhau'r cysylltiad rhwng Ymddiriedolwyr a thimau trefnu, gan feithrin llif dwyffordd o wybodaeth i sicrhau aliniad ar draws lefelau arweinyddiaeth.

atebol, yn dryloyw, ac yn gymwys i yrru newid cymdeithasol parhaol, ag Ymddiriedolwyr a Chyd-

Roedd y tîm staff yn cynnwys:

Cyd-reolwr - Gweithrediadau a Chyllid, Mrs Sue Williams Cyd-reolwr - Rhaglenni a Phartneriaethau, ac Arweinydd Trefnu Ieuenctid a Chymunedol, Ms Ruth Marshall

Trefnydd Digidol a Chymunedol, Dr Stephen Kenyon-Owen

Trefnydd cymunedol, Mr David Hughes Trefnydd cymunedol, Ms Bobbi Cockcroft (ymddiswyddodd ym mis Rhagfyr 2024

Amcanion Elusennol a Budd y Cyhoedd

Mae amcanion elusennol TCC yn arwain ei waith, gan ddiffinio pwrpas craidd y sefydliad a sicrhau aliniad â gofynion y Comisiwn Elusennau. Mae'r amcanion hyn yn siapio pob gweithgaredd, gan sicrhau bod TCC yn parhau i ganolbwyntio ar lawr gwlad ar draws Gogledd Ddwyrain Cymru.

Yn ei amcanion elusennol, mae TCC wedi ymrwymo i ddarparu budd i'r cyhoedd, gan sicrhau bod ei waith yn cael effaith gadarnhaol ar gymunedau, trwy fynd i'r afael ag anghydraddoldebau systemig, grymuso arweinwyr ifanc, a chryfhau ymgysylltiad dinesig. Mae Ymddiriedolwyr yn adolygu yn rheolaidd, ac yn asesu, a yw pob menter ac ymgyrch yn aros yn driw i genhadaeth sefydlu TCC, gan gynnal tryloywder, atebolrwydd a llywodraethu moesegol.

Trwy ymgorffori egwyddorion trefnu cymunedol mewn llywodraethu, mae TCC yn sicrhau bod ei ymdrechion o fudd uniongyrchol i'r rheiny y mae anghyfiawnderau cymdeithasol yn effeithiol arnynt, wrth barhau i gydymffurfio â chyfraith elusennau. gymdeithasol ac economaidd yng Nghymru a'i gororau, gan eu galluogi i adnabod eu hanghenion, eu helpu i ddiwallu eu hanghenion, a chymryd rhan yn llawnach mewn cymdeithas.

hyrwyddo diogelwch y cyhoedd ac atal troseddu.

gallu gweithredu'n effeithiol ar eu gwerthoedd er lles cyffredin trwy eu

mae TCC yn parhau i arloesi ffordd newydd o ganiatáu i bobl gael llais yn eu dyfodol eu hunain.

Mae TCC yn hyrwyddo ei ddibenion elusennol er budd y cyhoedd trwy gyflawni'r

gymryd rhan lawn yn eu cymunedau ac felly goresgyn yr anfanteision cymdeithasol ac economaidd y maent yn eu hwynebu. Yna mae TCC yn gweithio ochr yn ochr â phobl, gan eu hyfforddi ar waith, wrth iddynt ddiwallu anghenion eu cymunedau trwy weithio ar faterion sy'n effeithio arnynt hwy a'r gymuned ehangach.

Diolch i'n Cynghrair, Ymddiriedolwyr, Cyfeillion a Phartneriaid

Mae llwyddiant TCC yn bosibl oherwydd ymroddiad, cyllid a chydweithrediad rhwydwaith amrywiol o ysgogwyr newid.

Rydym yn diolch yn ddiffuant i'r rheiny sydd wedi cefnogi TCC, gan gynnwys:

Aelodaeth TCC

Ymhlith yr aelodau mae sefydliadau sy'n cefnogi amcanion yr elusen. Ar ddiwedd mis Mawrth 2025, roedd 40 o grwpiau yn aelodau.

Bydd ein haelod-grwpiau sy'n aelodau bob amser yn siapio tirwedd y gwaith y mae TCC yn ei wneud; mae'n bwysig bod trefnwyr yn gwirio, asesu a gwerthuso eu gwaith yn gyson i sicrhau bod hyfforddiant ac ymgyrchoedd yn parhau i fod yn ddilys, parchus a pherthnasol i anghenion ein cymuned. Mae TCC wedi ymrwymo i ddatblygu ein perthynas ag aelodau, ac rydym yn parhau i ganolbwyntio ar gael sgyrsiau â grwpiau amrywiol am y materion sy'n effeithio ar eu cymunedau a pherthnasedd trefnu cymunedol wrth ymateb i'r rheini.

Yn ystod y blynyddoedd diwethaf, mae TCC wedi cymryd rhan mewn sgyrsiau helaeth ledled Gogledd Ddwyrain Cymru, gan gydnabod nad oedd ffordd ffurfiol o gymryd rhan ar gael i lawer o unigolion sy'n angerddol am gyfiawnder cymdeithasol. Mewn ymateb, fe wnaethom gyflwyno aelodaeth unigol, gan sicrhau mynediad ehangach i drefnu, ymgyrchu a llunio penderfyniadau.

Er mwyn cael gwared ar rwystrau ariannol, fe wnaethom hefyd gynnig rhaglen nawdd, gan sicrhau bod sefydliadau yn gallu parhau i fod yn rhan o TCC heb straen ariannol.

Yn dilyn ymgynghoriadau cymunedol, cymeradwyodd ein Bwrdd Ymddiriedolwyr y cynnig, gan osod y sylfaen ar gyfer aelodaeth hyblyg, cyfleoedd hyfforddi, a llwybrau newydd ar gyfer cyfranogiad. Ein blaenoriaeth ar gyfer y flwyddyn i ddod yw tyfu ein sylfaen aelodaeth, yn enwedig ehangu yn Sir y Fflint a Sir Ddinbych.

Cyllid

Derbyniodd TCC ymrwymiadau ariannu oddi wrth Gronfa Gymunedol y Loteri Sefydliad Banc Lloyds Cymru a Lloegr, Ymddiriedolaeth Gymunedol Cod Post, Costa Rydym yn ddiolchgar iawn i'r cyllidwyr hyn am eu cefnogaeth a'u perthnasau parhaus â TCC.

Mae TCC hefyd yn ddiolchgar iawn i Chwiorydd La Sante Union yn Wrecsam am eu cefnogaeth barhaus mewn nwyddau, sef darparu swyddfeydd ac ystafell gyfarfod. Gwerth hyn yw tua £8,750 y flwyddyn ac mae'n ein galluogi i gadw ein costau gweithredu mor isel â phosibl.

Yn ogystal, mae gwaith Ymddiriedolwyr ac arweinwyr wedi ychwanegu'n aruthrol at y gefnogaeth mewn nwyddau.

Yn ystod y flwyddyn mae rhaglen cefnogwyr misol TCC wedi codi £3,702. Roedd hyn yn gyfanswm o tua £4,407 ar ôl hawlio Cymorth Rhodd. Hoffai'r

TCC, ac annog unrhyw un arall sy'n ystyried ymuno a gwneud cyfraniad rheolaidd i TCC i wneud hynny. Mae tâl aelodaeth yn parhau i fod yn elfen hanfodol o'n cyllid, gan godi £3,401 eleni.

Mae arianwyr yn aml yn gofyn am dystiolaeth o weithgareddau codi arian sefydliad ei hun, felly mae'r arian a godir hefyd yn hynod ddefnyddiol wrth ymgeisio am grantiau mwy.

Hyfforddiant Trefnu ar gyfer Effaith

strategaethau i unigolion arwain mudiadau llawr gwlad a gyrru newid cymdeithasol. Trwy weithdai rhyngweithiol, mentora, a chyfarfodydd strategol, penderfyniadau, a chynnull cymunedau. Mae ein modiwlau hyfforddiant digidol yn ehangu mynediad ymhellach, gan sicrhau bod trefnu yn parhau i fod yn gynhwysol, yn addasadwy ac yn effeithiol.

Mae grymuso cymunedau yn dibynnu ar adeiladu sgiliau a datblygu arweinyddiaeth. Mae hyfforddiant TCC yn darparu'r wybodaeth a'r hyder i unigolion drefnu, eirioli a gweithredu ar faterion cyfiawnder cymdeithasol.

Mae TCC hefyd wedi ailwampio ei ddarpariaeth hyfforddiant, gan feithrin ymgysylltiad creadigol trwy wefan newydd a modiwlau hyfforddiant ar-lein, sy'n cwmpasu:

Trwy weithdai, mentora, cyfarfodydd strategol, a gweithredu creadigol, mae TCC yn sicrhau bod hyfforddiant yn parhau i fod yn hygyrch, yn effeithiol ac yn addasadwy i anghenion cymunedau.

Chwyddo Newid: Offer Digidol ar gyfer Gweithredu ar y Cyd

Dros y flwyddyn ddiwethaf, mae ein cynghrair wedi cryfhau ei gallu i yrru newid trwy hunangynhaliaeth ddigidol a grymuso cyfryngau. Trwy fuddsoddi mewn camera ac offer recordio sain newydd, ynghyd â meddalwedd golygu hyfforddi o ansawdd uchel - gan ddileu dibyniaeth ar ddarparwyr allanol costus. Mae'r datblygiad hwn wedi gwella ein gallu i gyfathrebu, hyfforddi a chwyddo lleisiau'r rheiny sy'n ymwneud â threfnu ar lawr gwlad.

llwyfan lle mae aelodau ein cynghrair yn rhannu eu profiadau, eu brwydrau a'u TCC, grwpiau ieuenctid, a thrafodaethau ar effaith trefnu ar lefelau lleol, cenedlaethol a rhyngwladol.

hanesyddol, mae mudiadau cymunedol wedi dibynnu ar gyfryngau allanol neu strwythurau traddodiadol cyfyngedig i ddogfennu eu gwaith. Trwy ddatblygu capasiti digidol mewnol, mae ein cynghrair yn sicrhau bod ein straeon yn cael eu hadrodd gennym ni, drosom ni, gan adlewyrchu gwir brofiadau'r rheiny sy'n adnoddau hyfforddi yn sefydlu dysgu ac ymgysylltu parhaus, gan helpu cymunedau i rannu gwybodaeth yn ogystal â dylanwadu ar lunwyr penderfyniadau yn strategol. Mae'r gallu i gynhyrchu a lledaenu cyfryngau yn gyflym yn cryfhau ymreolaeth sefydliadol, gan wneud ein hymgyrchoedd yn fwy ystwyth, ymatebol ac effeithiol.

Trwy fuddsoddi mewn hyfforddiant, technoleg a phartneriaethau cydweithredol, rydym wedi llwyddo i ymgorffori grymuso digidol yn ein fframwaith trefnu. Ymhlith y camau ymarferol mae hyfforddi timau ar offer cynhyrchu cyfryngau, sefydlu partneriaethau strategol, fel ein sesiwn Holi ac Ateb â Matt Hildreth, Cyfarwyddwr Gweithredol RuralOrganizing a RuralProgress, a chefnogi

datblygiad arweinyddiaeth ieuenctid, fel y gwelir yn y cyfweliad â Clare Dixon, strwythur y cyfweliad, wrth hefyd yn cysylltu â CAFOD i drefnu'r sesiwn.

Trwy ymgorffori hyfforddiant digidol, ac adrodd straeon, yn ein gwaith trefnu parhau i fod yn rym hunangynhaliol ar gyfer newid.

Gweithgareddau ac Effaith

Mae aelodau cynghrair TCC wedi neilltuo oriau di-ri i wirfoddoli, ymchwilio a chodi ymwybyddiaeth, gan gryfhau ein heffaith ar y cyd, ond nid ydym wedi gweithredu ar ein pen ein hunain. Cyflawnwyd yr holl lwyddiannau hyn trwy weithio â sefydliadau, grwpiau ac unigolion eraill yn yr ardal. Mae cydweithio wedi bod wrth wraidd ein cynnydd, gan gryfhau ein gallu i ymgysylltu'n effeithiol a gyrru newid ystyrlon. Mae ein dylanwad wedi ymestyn ymhellach trwy weithredoedd ar ymgyrchoedd, cymryd rhan mewn gweminarau, digwyddiadau rhwydweithio, sesiynau dysgu a rennir, a chyfarfodydd atebolrwydd.

Mae'r blynyddoedd diwethaf wedi bod yn heriol i lawer o sefydliadau, gan gynnwys y trydydd sector, ond maent hefyd wedi arwain at gyfleoedd - yn benodol o ran ffyrdd newydd o ymgysylltu a galluogi deialog effeithiol â'r cymunedau o'n cwmpas.

Gan ymestyn ein hymdrechion ymgysylltu digidol hyd yn oed ymhellach, trwy gydol 2023, rydym wedi mynd ati i wella ein gallu allgymorth digidol. Mae hyn yn cynnwys datblygu gwefan newydd, ac offer hyfforddi a dysgu cysylltiedig, sydd wedi'u dylunio i gefnogi twf sefydliadol a dyfnhau cysylltiadau cymunedol. Trwy integreiddio'r datblygiadau hyn â'n hymdrechion ymgynghori parhaus, rydym wedi sicrhau bod pob llais yn cael ei glywed wrth feithrin cynhwysiant, cydweithredu ac ymgysylltu parhaus. O ystyried y gefnogaeth gref i fwy o gyfranogiad, gofynnwn i'r bwrdd ystyried cyflwyno aelodaeth unigol fel modd o rymuso ein rhwydwaith ymhellach, ac ehangu cyfranogiad ystyrlon

Effaith ac Ymgysylltu: Cryfhau Ein Dylanwad

penderfyniadau ar y cyd, a hyfforddiant ystyrlon. Mae TCC yn sicrhau bod pob drefnu, eirioli a dylanwadu ar y rheiny sy'n llunio penderfyniadau.

Dros y flwyddyn ddiwethaf, mae TCC wedi cyflawni cerrig milltir sylweddol o ran hyfforddiant, trefnu ac allgymorth, gan gynnwys:

Cryfhau partneriaethau ac ehangu ein dylanwad, gan sicrhau bod lleisiau o bob sector - trefnwyr ar lawr gwlad, llunwyr polisi, a chyllidwyr - yn gweithio ar y cyd tuag at newid.

Yn ystod y flwyddyn ddiwethaf mae TCC wedi llwyddo i gynnal ac ehangu ei effaith yn sylweddol, gan sicrhau bod hyfforddiant, trefnu a meithrin perthnasau yn trosi i weithredu trawsnewidiol.

Yr Hyn Rydyn Ni Wedi Bod yn Ei Adeiladu

Cyfarfodydd Atebolrwydd 2024

Dechreuodd paratoadau ar gyfer Cyfarfodydd Atebolrwydd TCC ym mis Mawrth 2024 â thrafodaethau un-i-un ag arweinwyr cymunedol blaenorol. Hyrwyddwyd y cyfarfodydd hyn yn eang i ennyn diddordeb trefnwyr newydd. Er nad oedd yr etholiad cyffredinol wedi'i gyhoeddi eto, roedd disgwyl iddo ddigwydd yn Hydref 2024, oherwydd y dyddiad hwyraf posibl oedd Ionawr 2025. Fe wnaeth newidiadau sylweddol i ffiniau ledled Cymru leihau etholaethau o ddeugain i deuddeg ar hugain, gan ysgogi sesiynau hyfforddi a gwybodaeth i aelod-grwpiau. Roedd pecynnau gwybodaeth yn manylu ar yr addasiadau hyn a'u heffaith.

Cyhoeddwyd ar Fai 22ain y cynhelir yr etholiad ar Orffennaf 4ydd. Mewn ymateb, cynhaliodd trefnwyr cymunedol sesiynau democratiaeth ar rolau ASau, ailstrwythuro

ffiniau, a phwrpas y Cyfarfodydd Atebolrwydd. Roedd y sesiynau hyn, wedi'u hintegreiddio mewn Cyfarfodydd Strategaeth TCC, yn ymgysylltu â grwpiau a oedd yn ymweld a phobl ifanc mewn ysgolion a sefydliadau ieuenctid. Datblygwyd wyth cwestiwn allweddol, gan gynnwys dau gan bobl ifanc, yn mynd i'r afael â thargedau newid hinsawdd, blaenoriaethau ymgeiswyr, dibyniaeth ar fanciau bwyd, prosesu ceisiadau ffoaduriaid, pleidleisio yn 16 oed, yr argyfwng costau byw, a'r ymgyrch Dim Dysgwyr Llwglyd.

Oherwydd rhybudd byr yr etholiad, symudwyd y cyfarfodydd ar-lein. Cydweithiodd aelodau-grwpiau ar sgriptiau, datblygu cwestiynau, cynnwys y Gymraeg, a chyd-gadeirio. Cysylltwyd â thri-deg-dau o ymgeiswyr ar draws pum etholaeth newydd, â saith ar hugain yn cadarnhau cyfranogiad. Rhoddodd yr holl sefydliad pe baent yn cael eu hethol yn Aelodau Seneddol ar gyfer eu hetholaethau, gan danlinellu arwyddocâd mentrau dan arweiniad y gymuned wrth lunio polisïau a chynrychiolaeth.

Gwaith Cyfiawnder Ariannol

Sefydlwyd y Gweithgor Cyfiawnder Ariannol (FJWG) yn dilyn Uwchgynhadledd Costau Byw a drefnodd TCC y gwnaeth We Are Plas Madoc ei chynnal yn 2022. Ei rôl yw:-

a) Casglu a dogfennu heriau a phrofiadau byw'r rheiny y mae tlodi a chostau byw yn effeithio arnynt.

b) Nodi heriau a rhwystrau a ariannol sy'n wynebu cymunedau yn Wrecsam. Wrecsam.

pedair ar bymtheg o gymunedau ar lawr gwlad, a sefydliadau lleol, a fydd yn parhau i ddarparu data a phrofiadau byw i Gydweithredu Tlodi Wrecsam i ddylanwadu ar gyfer Wrecsam.

Uwchgynhadledd Trechu Tlodi

Cydweithredu Tlodi Wrecsam (WPAC) a'r Gweithgor Cyfiawnder Ariannol (FJWG) a drefnodd yr Uwchgynhadledd - tynnodd y digwyddiad sylw at ddata, gwybodaeth fewnol a phrofiadau byw y rheiny yn Wrecsam y mae tlodi a chostau penderfyniadau yn Wrecsam, gan gynnwys swyddogion ac Aelodau Arweiniol Cyngor Wrecsam, Aelod Seneddol Wrecsam, Bwrdd Gwasanaethau Cyhoeddus

Wrecsam a Sir y Fflint, Bwrdd Iechyd Prifysgol Betsi Cadwaladr, a'r Adran Gwaith a Phensiynau.

Nod yr Uwchgynhadledd oedd hyrwyddo gwaith y WPAC a rhannu profiadau byw'r rheiny mewn tlodi ac argyfwng, yn ogystal â sicrhau addewidion gan lunwyr Cydweithredu.

Cyhoeddir adroddiad y digwyddiad cyn bo hir a bydd yn amlinellu'r astudiaethau achos a'r profiadau byw y tynnwyd sylw atynt yn yr Uwchgynhadledd, yn nodi themâu cyffredin, ac yn gwneud argymhellion ar gyfer meysydd ffocws wrth ddatblygu Strategaeth Trechu Tlodi gynhwysfawr ar gyfer Wrecsam.

gyfer menywod â chyfrifoldebau gofalu, gan sicrhau bod eu lleisiau'n llunio polisi, eiriolaeth a gweithredu ar lawr gwlad.

Gyda chefnogaeth Oxfam, rydym wedi creu mannau i fenywod drefnu, rhannu profiadau, a gyrru newid systemig. Trwy sgyrsiau dan arweiniad y gymuned, ymchwil ac ymgyrchu, mae Cariad Teg yn cryfhau rhwydweithiau ac yn sicrhau bod gwaith gofal yn cael ei gydnabod, ei werthfawrogi ac yn ganolog i ymdrechion cyfiawnder cymdeithasol.

Mae'r fenter hon yn dilyn y fframwaith trefnu cymunedol, gan sicrhau bod menywod yn arwain y mudiad, yn adeiladu perthnasoedd, ac yn gweithredu ar y materion pwysicaf. Trwy ddatblygu arweinyddiaeth, tyfu cynghreiriau, ac ymgysylltu â llunwyr penderfyniadau, mae Cariad Teg yn troi syniadau yn weithredoedd ac yn sicrhau bod trefnu gan fenywod yn parhau i fod wrth wraidd gwaith adeiladu mudiadau TCC

Trefnu ar gyfer Hygyrchedd

Llwybr Arfordir Sir y Fflint

-grwpiau, yr ymgyrch dros gael gwared ar rwystrau ar hyd Llwybr Arfordir Sir y Fflint. Nod y fenter hon oedd sicrhau hygyrchedd i bawb, yn enwedig defnyddwyr cadair olwyn a'r rheiny sydd â phramiau dwbl. Er gwaethaf gwrthwynebiad cychwynnol gan Gyngor Sir y Fflint, enillodd yr ymgyrch fomentwm â chefnogaeth sefydliadau lleol a chenedlaethol, yn ogystal â ffigurau gwleidyddol.

sefydliadau lleol a chenedlaethol, gyfarfodydd rheolaidd i strategeiddio a rhannu profiadau. Chwaraeodd y cyfryngau cymdeithasol rôl hanfodol wrth gofnodi a gasglu cefnogaeth a sylw eang gan lunwyr polisi.

Arweiniodd ymdrechion yr ymgyrch at Ddiwrnod Gweithredu, er bod hwn wedi cael ei ohirio, arweiniodd at Gyngor Sir y Fflint yn cytuno i gael gwared ar y parhau i fod yn ymrwymedig i sicrhau hygyrchedd llawn. Mae'r astudiaeth achos cymdeithasol a sicrhau hygyrchedd i bawb.

Hygyrchedd Traethau Sir Ddinbych

Mae TCC wedi bod yn gweithio ag aelodCyngor Sir Ddinbych i ymgyrchu dros osod llwybrau pren ar draethau Sir swyddogion yn cael eu trefnu ar hyn o bryd.

Toiledau Changing Places

Mae'r ymgyrch Toiledau Changing Places wedi bod yn fenter hirdymor yn TCC. Dros y 30 mis diwethaf, mae'r ymgyrch wedi cyflawni sawl buddugoliaeth nodedig. Fodd bynnag, mae cynnydd wedi'i gyfyngu'n sylweddol oherwydd cyfyngiadau ariannol ar lefel Cyngor Sir a Llywodraeth Cymru. Yn ddiweddar, mae'r ymgyrch wedi ailddechrau cysylltiad ag archfarchnadoedd mawr yn yr ardal i archwilio gosod cyfleusterau Changing Places ar eu safle. Ar ôl dwy flynedd o ymgyrchu, a cheisiadau dro ar ôl tro am amserlen ar gyfer Toiled Changing Places Toilet parc manwerthu mawr yn Sir y Fflint (ac yn dilyn sawl dechrau ffug), mae'n ymddangos bellach y gallai hyn ddwyn ffrwyth yn fuan, ar ôl derbyn newyddion cadarnhaol gan Reolwr y Ganolfan Manwerthu.

Gweithredu Iechyd Meddwl: Trefnu ar gyfer Newid

Gweithredu Iechyd Meddwl dan Arweiniad y Gymuned

Yn TCC, credwn fod newid ystyrlon yn dechrau â chydweithrediad a gweledigaeth a rennir ar gyfer cymdeithas iachach a mwy tosturiol. Yn unol â'n hymrwymiad i gyfiawnder cymdeithasol a lles cymunedol, rydym wedi dyfnhau ein hymgysylltiad â mentrau iechyd meddwl ledled Gogledd Cymru.

Adeiladu Partneriaethau ar gyfer Effaith ar Iechyd Meddwl

Eleni, ffurfiodd TCC bartneriaeth ag Advance Brighter Futures (ABF), elusen iechyd meddwl flaenllaw sydd wedi ymrwymo i rymuso unigolion a chymunedau trwy raglenni cymorth a hyfforddiant arloesol. Mae aelodaeth ABF â TCC yn gam sylweddol ymlaen yn ein hymdrechion ar y cyd i fynd i'r afael â heriau iechyd meddwl ar lawr gwlad.

Yn dilyn egwyddorion trefnu cymunedol, rydym yn cefnogi aelod-grwpiau i gynnal ymchwil, codi ymwybyddiaeth ac ehangu rhwydweithiau mewn perthynas â materion iechyd meddwl. Trwy ein partneriaeth ag ABF a chymryd rhan yn arweiniad y gymuned i atal hunanladdiad a gwella cymorth iechyd meddwl. Fel dwyn sefydliadau ac arweinwyr lleol ynghyd i godi ymwybyddiaeth a gyrru gweithredu ystyrlon, gan atgyfnerthu ymrwymiad TCC i sicrhau bod pob bywyd yn bwysig.

Mae ein cyfranogiad mewn cyfarfodydd Atal Hunanladdiad a fforymau iechyd meddwl yn sicrhau bod lleisiau lleol yn dylanwadu ar bolisi a llunio penderfyniadau. Trwy feithrin partneriaethau strategol a gweithredu ar y cyd, mae TCC yn galluogi cymunedau i drefnu, eirioli a llunio datrysiadau hirdymor i fwyaf.

Gweithredu

Dros y flwyddyn ddiwethaf, mae arweinwyr ifanc TCC wedi bod yn llunio

ifanc arwain newid effeithiol. Trwy fframwaith trefnu cymunedol, mae ysgogwyr yn sicrhau bod ganddynt ffiniau ar gyfer lles, gan gefnogi eu twf fel arweinwyr mewn arenâu oedolion wrth gynnal eu diogelwch a'u huniondeb. Trwy feithrin gwytnwch, meithrin sgiliau, a chefnogaeth dan arweiniad cymheiriaid, mae TCC yn sicrhau y gall trefnwyr ifanc arwain mudiadau, sbarduno newid, a llunio dyfodol cyfiawnder cymdeithasol yng Ngogledd Ddwyrain Cymru.

Hwyluso a Hyfforddi Grwpiau Ieuenctid

Mae'r hyfforddiant yn hygyrch ac yn addasadwy, wedi'i gyflwyno trwy gynulliadau, sesiynau ABGI, a gweithdai ar gyfer aelod-grwpiau a grwpiau ysgol. Mae sesiynau'n cyfuno trafodaethau rhyngweithiol, dysgu ar sail gemau, a phrofiadau byw, gan sicrhau bod pobl ifanc yn ennill sgiliau ymarferol mewn trefnu, eiriolaeth ac arweinyddiaeth.

Mae aelodau hefyd yn derbyn adnoddau am ddim i gefnogi gwaith ieuenctid, â deunyddiau dan arweiniad a mentora i addysgwyr. Mae rôl y Trefnydd Ieuenctid yn darparu cefnogaeth strwythuredig, gan gynnig hyfforddiant, hwyluso a mentora i weithredwyr ifanc trwy gydol eu gwaith â materion a'u hymgyrchoedd

Mae TCC yn cynnal polisïau diogelu llym, gan sicrhau bod pob ymgysylltiad ag ieuenctid yn cyd-fynd â safonau amddiffyn plant ac egwyddorion dinasyddiaeth weithredol. Mae'r dull hwn yn gwarantu y gall arweinwyr ifanc drefnu, eirioli ac

Beth Mae Arweinwyr Ifanc Wedi Bod Yn Gweithio Arno

Mae trefnwyr ieuenctid TCC - plant a phobl ifanc - yn cymryd rhan weithredol ym mhob cyfarfod TCC, prosesau llunio penderfyniadau, ac ymgyrchoedd parhaus, gwaith cyfiawnder ariannol, yn cyfrannu at drafodaethau ar anghydraddoldeb economaidd a newid polisi, ac yn neilltuo amser i wirfoddoli, trefnu cymunedol, a hyfforddiant dinasyddion gweithredol.

Mae'r ymgyrch #DimDysgwyrLlwglyd yn parhau, ag ymgyrchwyr ieuenctid yn parhau i fonitro dyled prydau ysgol a thlodi plant, gan sicrhau bod eu gwaith yn parhau i fod yn berthnasol ac yn effeithiol.

Trwy fentora, diogelu a hyfforddiant, mae arweinwyr ifanc yn cynnal cyfarfodydd, yn ymgysylltu â llunwyr penderfyniadau, ac yn arwain ymdrechion eiriolaeth, gan sicrhau bod eu lleisiau'n cael eu clywed a gweithredir arnynt.

Adolygiad Ariannol

Prif Ffynonellau Ariannu

Grantiau oedd prif ffynhonnell ariannu TCC yn 2024-2025. Rydym wedi derbyn arian oddi wrth:

Cronfa Grym Dinesig Cronfa Gymunedol Costa Sefydliad Banc Lloyds Cymru a Lloegr Gronfa Gymunedol y Loteri Genedlaethol Oxfam Sefydliad Paul Hamlyn Ymddiriedolaeth Gymunedol Cod Post Ymddiriedolaeth Tudor

Mae'r grantiau'n ychwanegol at y taliadau aelodaeth blynyddol y mae aelodgrwpiau TCC yn eu talu, y rhaglen gefnogwyr, a chodi arian.

Polisi Cronfeydd wrth Gefn

Mae gan yr Ymddiriedolwyr bolisi o ddal swm sy'n cyfateb i rhwng chwech a deuddeg mis o wariant anghyfyngedig mewn cronfeydd wrth gefn rhydd, er mwyn diogelu parhad gwaith craidd TCC. Ar ddiwedd y flwyddyn ariannol hon, roedd gan yr elusen gyfwerth â thua 6 mis o wariant anghyfyngedig mewn cronfeydd wrth gefn rhydd.

Polisi Buddsoddi

Mae Erthyglau Memorandwm TCC yn awdurdodi adneuo neu fuddsoddi arian nad oes ei angen ar unwaith at ei ddiben. Felly, agorwyd cyfrif cadw Cronfa Buddsoddi Swyddogol Elusennau (COIF) ym mis Mai 2008.

Cynlluniau ar gyfer Cyfnodau'r Dyfodol

Bydd ymddiriedolwr newydd sy'n cynrychioli gwasanaethau iechyd meddwl yn ymuno â'r Bwrdd ym mis Mehefin 2025, gan sicrhau bod ystod amrywiol o arbenigedd a safbwyntiau yn parhau i lunio ein harweinyddiaeth.

Cymeradwywyd gan yrymddiriedolwyr ar Sed Mehefin ac wedi'i arTrvyddo ar eu rhan: Mrs Melissa Griffiths (Cadeirydd) 18