|CQNTENTS|CQNTENTS|CQNTENTS||
|---|---|---|---|
|INTRODUCTION||||
|The Chairman's<br>Welcome.||||
|The CEOs Welcome.||||
|The UET Story.||||
|The UET Timeline.||||
|REFERENCE AND ADMINISTRATIVE||DETAILS .||
|TRUSTEES' REPORT|||10|
|OBJECTIVESAND ACTIVITIES..|||10|
|A.<br>OBJECTS AND AIMS|||10|
|B<br>OBJECTIVES, STRATEGIES||AND ACTIVITIES|10|
|The UET Vision &Mission.|||10|
|Key Strategic Objectives 2019—2022|||12|
|Key Strategic Objective Overview||2019/20 —2021/22|13|
|Key Principles<br>during<br>COVID 19||(March 2020 —August 2020).|.14|
|Overview of UET COVID 19Recovery Plan|||14|
|C.<br>PUBLIC BENEFIT.|||16|
|ACHIEVEMENTS<br>AND PERFORMANCE|||16|
|A.<br>OVERVIEW OF ACTIVITY|||16|
|Covid-'I9 Timeline: March —August 2020|||17|
|Retail . .|||18|
|Skills for Work|||19|
|South Leigh Farm Provision. .|||20|
|Bespoke|||21|
|Skills for Life.|||21|
|B.<br>DELIVERY|||23|
|Effective leadership|||23|
|Quality Assurance|||24|
|Clear and Sustainable<br>Growth|Planning.||24|
|PLANS FOR FUTURE PERIODS|||25|
|A.<br>STRATEGIC DEVELOPMENT||2019/20 —2021/2022|25|
|B.<br>DEVELOPMENT PLANNING|2020-2021||34|
|FINANCIAL REVIEW .|||35|
|A.<br>RESERVES POLICY.|||35|





|B.<br>FINANCIAL POSITION.|||||...35|...35|
|---|---|---|---|---|---|---|
|C.<br>PENSION.|||||||
|D.<br>PRINCIPLE FUNDING SOURCES.||||||35|
|E.<br>PRINCIPLE RISKSAND UNCERTAINTIES.|||||....35||
|F.<br>FUNDRAISING.||||||36|
|G.<br>GOING CONCERN ...||||||36|
|STRUCTURE, GOVERNANCE|AND MANAGEMENT.|||..||37|
|GOVERNING<br>DOCUMENT||||||37|
|RECRUITMENT, APPOINTMENT,||INDUCTION|AND|TRAINING|OF NEW TRUSTEES......37||
|ORGANISATIONAL<br>STRUCTURE||||||37|
|ARRANGEMENTS<br>FOR SETTING||PAY AND REMUNERATION|||OF KEY MANAGEMENT||
|PERSONNEL|||||.......... ..........|..38|
|RELATED PARTIES.||||||38|
|RISK MANAGEMENT||||||38|
|Balance Sheet... ........... .... .||||||.41|
|Cash Flow Statement.||||||42|
|Notes to the Financial Statements.||||||.43|





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Key Strategic Objectives 2019/20 -2021122
StrategFCPlan 2019/20- 2021/22
Bu
Grow.th Strat
Quality Assurance Strategy.

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|||||SO 1.1—||SO 1.2—|||SO 1.3—|SO 1.3—||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
|||||Each Young Person||Standards<br>are not|||Safeguarding|||and||
|||||has a clear outcome||impacted<br>by|growth||wellbeing|is|paramount|||
|||||lead plan||||||||||
|||||SO 1A||SO 1.5|||SO 1.6|||||
|||||Skills for Life||Skills for Work is|||The Bespoke|||offer is||
|||||provides||providing<br>an|effective||providing|meaningful|||&|
|||||exceptionally<br>high-||route to work||with|relevant|work||||
|||||quality care 8 social||sustainable|outcomes||opportunities|||through||
|||||development|||||sustainable||enterprise|||
|||||provision<br>through|an||||projects|||||
|||||engaging,<br>person-||||||||||
|||||centred approach||||||||||
|KSO|2|||SO 2.1—||SO 2.2—||||||||
|First|Class|Team|'|To have the best<br>staff 8 Trustees||To develop a skilled &<br>knowledgeable||||||||
|||||||. professional||team||||||
|||||SO 2.3—||||||||||
|||||To recognise 8 value||||||||||
|||||employee<br>enthusiasm||||||||||
|||||8 commitment||||||||||
|||||SO3.1—||SO 3.2—||||||||
|||||To have a robust||Creative 8|appropriate|||||||
|||||growth strategy||environments||||||||
|||||SO3.3- To||SO3.4-To||ensure||||||
|||||effectively<br>&||Governance||is||||||
|||||efficiently deliver <br>all aspects of|on|challenging<br>supportive||&||||||
|||||business||||||||||
|||||management<br>to||||||||||
|||||ensure sustainable||||||||||
|||||Financial<br>health||||||||||





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|March||24'" all shops ceased trading/sites<br>closed|||
|---|---|---|---|---|
|||Retail team all furloughed|||
|||24'" online courses - plan for all furloughed<br>staff launched|||
|||25'" 26'"and 27'" all team on holiday to allow time to agree a|plan||
|||30'"calls to parents/carers<br>to offer support<br>and update on remote offer<br>SFW online portal launched/lunchtime<br>Skype calls added on 1"April|||
|||W/C 30'" four ofthe UET team support at Chalet School Monday -Friday|||
|April||From Monday 6'" to Friday 17'", UET support<br>BSM with Easter||holiday|
|||cover at CECfor dependants<br>of keyworkers|||
|||16'"retail & hospitality<br>grants applied<br>and accepted (f45,000|received)||
|||22"' staff welfare questionnaire<br>online|||
|||23"retail consultation<br>planning|||
|May||Remote offer and support<br>continues<br>by UET staff for young people<br>Retail consultation<br>starts on the 1"—letters sent out to retail team<br>6'"first HMRC furlough<br>payment<br>received for March & April|||
|||8'"VE day cover at CECfor BSM dependants<br>of keyworkers|||
|||11'"first retail consultation<br>meetings|||
|||18'"final Retail consultation<br>meetings|||
|||20'" Interviews<br>for new roles for re-purposed<br>Retail sites|||
|||22"' Retail Redundancies<br>announced|||
|June|WIC|25'" Half-term<br>cover for BSM dependants<br>of keyworkers<br>1"June|||
|||Skills for Work young people return Tuesday<br>&Thursday —based at CEC<br>Online sales website created —stock being loaded for launch<br>on 1"July|||
||WIC|Farm prep starts, Mon, Wed, Fri —BSM offered access on appointment<br>8'"June|||
|||Skills for Work young people return Tuesday<br>&Thursday —based at CEC|||
|||Red House sale stock preparation|||
|||All Gorse Hill sites remain closed|||
||W/C|15'"June|||
|||Remaining<br>Skills for Work young people return|||
|||Farm —fully open to BSM|||
|||Red House clearance sale Tuesday 16'"|||
|||CEC reopens|||
||W/C|22"~June|||
|||Bespoke young people reintegration<br>plan confirmed|||
||WIC|29'"June|||
|||Skills for Life young people return|||
|||Bespoke young people continue to return|||
|||Continue<br>to support BSM children<br>requiring<br>additional<br>support||while|
|||schools remain<br>on a part-time<br>offer.|||
|July||All UET staff in full-time|||
|||UET Short Breaks tender submitted<br>and successful|||
|||Planning<br>commences<br>for Skills for Life move to the Shaw Farm||Short|
|||Breaks accommodation|||
|||Bespoke commences<br>planning<br>for move to CEC and expansion||into a|
|||larger premises|||





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|Monda||P.M||
|---|---|---|---|
|Horticulture|Uplands|||
|Animal care|Uplands|Churchward||
|Works ho||||
|Tuesda|A.M|P.M||
|Horticulture||||
|Animal Care|Churchward|";,';„'.;P(~W~VGhale~t'~gib%|pw4|
|Worksho|Churchward|Churchward||
|Work Ex erience||||
|Wednesda|A.M|P.M||
|Horticulture||||
|Animal care|Uplands*|||
|Worksho||||
|Thursda|A.M|P.M||
|Horticulture||Uplands||
|Animal Care||Uplands||
|Worksho|Uplands|Churchward||
|Frida|A.M|P.M||
|Horticulture||Uplands||
|Animal care||Uplands||
|Worksho|Churchward|||
|Work Ex erience||||





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|SO 1.1|Each Young|Person|(YP)|has a clear outcome<br>plan|has a clear outcome<br>plan||||
|---|---|---|---|---|---|---|---|---|
|KPIs -|2019/2020|||KPIG - 2020/2021||KPls - 2021/2022|||
|Consult|and create a|format|LH|YP Targets|are|Further embed the||ISPs to|
|to for Individual<br>Skill||plans||aspirational|with 60%of|ensure consistent||quality and|
|(ISP)and then implement||||ISPtargets|being|delivery of|75%of|ISP targets|
|across|all provisions.|||achieved.||achieved.|||
|All staff|are involved|and|LH|All staff are|fully trained|Embed the|ISP process to||
|trained|to launch the|ISP.||to develop SMART||ensure that|all staff are||
|||||targets<br>within the ISP||confidently|delivering<br>on the||
|||||||target of75% achieved.|||
|Create|a YP Skills Audit||LH|YP, parents,|carers and|YP skills have significantly|||
|and engage the YP,||||professionals|to attend|increased.|||
|parents|and carers<br>in|the||reviews to monitor the|||||
|process|5 launch|||progress of|the ISP twice||||
|||||a year.|||||
|||||Annual YP Skills Audit|||||





|SO 1.2 Standards|are not|are not|impacted<br>by growth|impacted<br>by growth|||||
|---|---|---|---|---|---|---|---|---|
|KPls - 2019/2020||||KPls - 2020/2021|||KPls - 2021/2022||
|Maximum<br>capacity|at each||LH|Ensure that maximum|||Review the capacity at|each|
|provision<br>determined<br>to||||capacity levels are not|||site in line with the 5Year||
|ensure<br>high quality|delivery|||breached|||Strategic Growth<br>Plan.||
|8 outcomes|||||||Ensure that. all new sites||
||||||||follow reviewed<br>capacity||
||||||||limits.||
|Establish<br>staffing<br>ratios for|||LH|Maintain<br>staffing ratios|||Review ofstaffing<br>ratios||
|safe and appropriate||||and review with each|||completed<br>in year 3to|reflect|
|support for all provisions.||||intake or movement|of||potential<br>changing<br>YP||
|||||YP|||cohorts and expansion.||
|Premises(settings)|Audit of||BM|Existing premises/sites|||Review of all premises|in|
|baseline standards|for|all||retain current<br>quality|i.e.||year 3to monitor quality.||
|provisions<br>to maintain||high||Growth<br>(expansion|||||
|quality offer.||||plans) through<br>new|||||
|||||sites/settings<br>does not|||||
|||||reduce resource at|||||
|||||current sites.|||||
|SO1.3Safeguarding||and|wellbeing<br>is paramount||||||
|KPls - 2019/2020||||KPls - 2020/2021|||KPls - 2021/2022||
|Create a UET wide|||LH|Ensure that the|||Develop the safeguarding||
|safeguarding<br>team|with|||Safeguarding<br>team has|||team to ensure that 80%||
|DSLs and DDSLs|identified|||completed<br>100%of|||have taken above statutory||
|and clearly communicate||||statutory<br>training|||training||
|across all provisions.|||||||||
|All staff have safeguarding|||NS|Safeguarding<br>training||is|External safeguarding||
|training as part oftheir||||completed<br>at UET team|||training<br>completed<br>once a||
|induction||||meeting<br>three times|a|year|year for all staff 8 trustees.||
|Designated<br>safeguarding|||LH|Designated<br>safeguarding|||80%ofTrustee board|to|
|trustee appointed||||trustee to complete DDSL|||complete safeguarding||
|||||level training|||training||
|The external safeguarding|||LH|The external<br>safeguarding|||The external safeguarding||
|audit are complete|and|||audits report that there||are|audits report that there are||
|compliant||||no concerns|||no concerns or||
||||||||recommendations<br>to|action.|





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|KPls - 2019/2020||KPls - 2020/2021|KPls - 2020/2021||KPls - 2021/2022|KPls - 2021/2022|
|---|---|---|---|---|---|---|
|Create an annual feedback|HT|To review the|||To review the questionnaire||
|questionnaire<br>for YP,||questionnaire<br>and receive|||and receive 90%||
|parent and carers to include||85% completion|rate|and|completion|rate and 80%|
|all aspects ofthe provision||75%satisfaction|rate.||satisfaction|rate.|
|with 80%completion<br>rate|||||||
|and above 70%satisfaction|||||||
|rate.|||||||
|Review and adapt the|HT|Develop the timetable||to|Audit timetable<br>with external||
|timetable to ensure<br>it is||work in line with|the ISP||consultant||
|focused on the change of||delivery|||||
|YP accessing the provision|||||||
|—mainly<br>PMLD|||||||
|Active participation<br>in the|HT|Embed ISPs in Skills||for|YP skills have significantly||
|Co-production<br>and||Life and ensure|all targets||increased.||
|implementation<br>of UET ISP||set are SMART.|||||
|for YP.|||||||



|<br>outcomes||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|
|KPls - 2019/2020||||KPls - 2020/2021|||KPis - 2021/2022|||||
|Active participation|in the||JP|Embed ISPs in Skills for|||25%ofYP|have|achieved|||
|Co-production<br>and||||Work and ensure|all||employed,|self-employed|||or|
|implementation<br>of|UET|ISP||targets set are SMART.|||an external|volunteer||role.||
|for YP to identify<br>pathways||||||||||||
|to training||||||||||||
|Establish<br>relationships||with|LH|Launch the sponsorship|||Sponsorship|project||||
|corporate partners|within|||project|||established|with|10%of|||
|Swindon<br>with the view of|||||||placements|accessing.||||
|sponsorship.||||||||||||
|Review and adapt|the||JP|Develop the timetable||to|Audit timetable||with external|||
|timetable<br>to ensure|it is|||work in line with the ISP|||consultant|||||
|focused on the change||of||delivery||||||||
|YP accessing the provision.||||||||||||





|Active participation|in the|JP|Embed ISPs in Skills for|YP skills have significantly|YP skills have significantly|
|---|---|---|---|---|---|
|Co-production<br>and|||Work and ensure<br>all|increased.||
|implementation<br>of|UET ISP||targets set are SMART.|||
|for YP.||||||
|SO 1.6The bespoke offer is providing<br>meaningful<br>&relevant||||work opportunities||
|through<br>sustainable<br>enterprise|||projects|||
|KPls - 2019/2020|||KPls - 2020/2021|KPls - 2021/2022||
|Create a clear plan, identify||LH|Officially launch the offer|Locate a further site for||
|the YP who would|benefit||with the move to Bagbury|horticulture|focused work|
|that are able to be|||and establish|||
|supported<br>whilst the offer is|||management<br>and lead|||
|in a temporary<br>location.|||team.|||
|Create a timetable|ofvaried|JP|Establish the pickling|Launch a|shop at Bagbury|
|enterprise<br>projects|that||project as a branded<br>item|to retail stock created||
|enables 100%ofYP to|||for external sales.|through<br>enterprise.||
|contribute to.||||||
|Active participation|in the|JP|Embed ISPs in Bespoke|YP skills have significantly||
|Co-production<br>and|||and ensure<br>all targets set|increased.||
|implementation<br>of|UET ISP||are SMART.|||
|for YP.||||||



## 

||SO2.1 To have the best staf|SO2.1 To have the best staf|f &Tr|ustees|||
|---|---|---|---|---|---|---|
||KPls for 2019/2020|||KPls for 2020/2021|, KPls for 2021/2022||
||Reviewed<br>and evaluated job||LH|All ofthe team are clear|UET internal|progression|
|,|descriptions<br>specifications|and person<br>to ensure they|DW|about their roles,<br>understand<br>the|embedded<br>practice.|in UET HR|
||are relevant|to the roles||expectations<br>from the job<br>descriptions<br>and identify a<br>career path<br>ifrequired.|70%of lead &<br>management<br>roles are<br>recruited<br>from within the||
|||||Team succession<br>plan|UET||
|||||created and updated|||





|||||through<br>six monthly||||||
|---|---|---|---|---|---|---|---|---|---|
|||||reviews.||||||
|||Review pay and create a|JS|85'/o ofstaff move up a|||90 /o of staff move up a|||
|||pay-scale to enable staff to<br>work through<br>increments|LH, pay increment<br>following<br>securing a positive<br>PM||||pay increment<br>following a<br>, positive<br>PM|||
||'|linked to performance||||||||
|||Create a UET culture of|, LH|Re-launch<br>the retail|Bingo||Source|external|donated|
|||rewarding<br>those whose||incentive for sales|||awards|for employee of||
|||performance<br>is above and||'. bonuses.|||the month<br>and year|||
||'|beyond.||Establish a voting system||||||
||'|Acknowledge<br>one off and||for employee<br>ofthe|month||',|||
|||exceptional<br>performance||||||||
||,|through<br>token awards at||||||||
||,<br>'|monthly<br>team meetings||||||||
||,|Complete a Trustee<br>Skill|MC|Actively recruit new|||I Retain|skilled board and||
|||audit and highlight<br>possible||trustees to fill skill gaps to|||i ensure|training|is updated|
|||skills gaps||. ensure<br>all areas ofthe||||||
|||||business<br>can be||||||
|||||represented||||||
|||SO2.2Todevelop a skilled|8 knowledgeable<br>professional|||team||||
|,||KPls for 2019/2020||KPls for 2020/2021|||KPls for|2021/2022||
|||100'/o ofnew starters|NS|Monthly<br>UET meeting|||Monthly|UET meeting||
|||complete the two-day||training<br>attended<br>by 90'/o|||training<br>attended||by 95'/o of|
|||induction<br>training<br>before||ofthe team. Review the|||the team.|||
|||starting the role.||induction<br>and whole||||||
|||||training<br>offer annually.||||||
|||Establish<br>statutory<br>training|LH|Statutory<br>training|||Develop|and offer additional||
|||for each provision.||requirements<br>included|in||training<br>to include|||
|||A training<br>matrix is in place|'|staff KPI's. 100'/o ofstaff<br> included<br>in the training|||accredited courses.|||
|||||matrix||||||
|||Complete a skills audit for|NS|Aim to have 50'/o ofthe|||Aim to have 75'/o||ofthe|
|||100'/o ofthe team with a||team at least at level 2|||team at least at level 2|||
|||baseline||Maths 8 English or an|||Maths &|English|or an|
|||||equivalent<br>vocational|||equivalent<br>vocational|||
|||||qualification.|||qualification.|||





|SO2.3To recognise||&value employee<br>enthusiasm<br>&Commitment|&value employee<br>enthusiasm<br>&Commitment|&value employee<br>enthusiasm<br>&Commitment||
|---|---|---|---|---|---|
|KPls for 2019/2020|||KPls for 2020/2021|KPls for 2021/2022||
|~ 100%ofthe team are||NS|' 80%team are actively|90%ofthe team are||
|aware ofthe UET forum|||engaging<br>in the forum|actively engaging<br>in the||
||||weekly<br>.|, forum weekly||
|UET monthly<br>meetings||LH|UET monthly<br>meetings|UET monthly<br>meetings||
|.: attended<br>by 75%ofstaff|||attended<br>by 90% ofstaff|attended<br>by 95%of staff||
|(unless pre-authorised|||(unless pre-authorised|(unless pre-authorised||
|; absence)|||' absence)|absence)||
|' Implement<br>management||' LH|Formally document<br>and|Significant<br>improvement|in|
|, and lead fortnightly|||minute the meetings<br>to|the UET leadership<br>for||
|', meetings<br>Formally|||. establish<br>quality ofcontent|both senior and middle||
|document<br>and minute|the||and have action plan to|management.<br>100%of||
|meetings.|||improve<br>in Provision|Provision<br>Development||
||||Development<br>Plans.|Plan Targets achieved.||
|A UET commercial||LH|Launch<br>UET commercial|Launch<br>UET commercial||
|newsletter<br>has been|||newsletter<br>locally and be|newsletter<br>nationally<br>and||
|launched|||positively featured<br>in local|have national<br>charity press||
||||press|coverage.||
|All staff have the||. LH|All staff have the|, All staff have the||
|opportunity<br>to complete||an|opportunity<br>to complete an|opportunity<br>to complete an||
|annual<br>well-being<br>survey|||annual<br>well-being<br>survey|annual<br>well-being<br>survey||
|with 75%completion|rate.||with 80%completion<br>rate|with 85%completion<br>rate||
|90%Staff feel supported|||95%Staff feel supported|98%Staff feel supported||
|and valued.|||and valued.|and valued.||








|The 5-year Growth<br>Plan|The 5-year Growth<br>Plan|is|LH|The 5-year Growth<br>Plan is|The 5-year Growth<br>Plan is|
|---|---|---|---|---|---|
|understood<br>and all<br>provisions<br>deliver on the|||BM|understood<br>and all<br>provisions<br>deliver on the|understood<br>and all<br>provisions<br>deliver on the|
|growth target of15%for||||growth target of 15%for|growth target of20% for|
|19/20||||20/21|21/22|
|The new SMT become|||JS|The Leadership<br>in UET is|The SMT undertake<br>360|
|embedded<br>and all Leaders<br>achieve their PM targets<br>in|||LH|established<br>and there are<br>no SMT resignations|survey from all stakeholders|
|19/20||||within the year||
|Create Provision|||LH|The Provision|The provision<br>development|
|development<br>plans||||development<br>plans are|plans are used to inform|
|||||established<br>and accurately|and further develop the|
|||||reflects the YP population|rationale<br>around<br>provision|
|||||within the UET|structures<br>and staffing|
||||||models.|
|Create a fundraising|||NS|The fundraising|Large project fundraising|
|development<br>plan and|diary|||development<br>plan is|has delivered<br>grants for|
|ofevents||||established<br>8 large grant|expansion<br>sites.|
|||||applications<br>are included||
|||||for the expansion<br>in 2022||
|Build a social media and|||NS|Social media followers|Social media followers|
|local fundraising<br>plan with||||increased<br>by 20%.|increased<br>by 25%.|
|launch targets for followers||||Community<br>Lottery|Community<br>Lottery|
|and Community<br>Lottery||||purchases<br>increase by|purchases<br>increase<br>by 30%|
|||||25%||
|SO3.2 Creative 8 appropriate|||environments|||
|KPls - 2019/2020||||KPis - 2020/2021|KPls - 2021/2022|
|FM Strategy developed|to||BM|FM Strategy embedded|FM Strategy —review of|
|reflect UET Key Strategic||||and reviewed<br>at|progress and develop|
|Objectives.||||commencement<br>ofyear|strategy to allow for|
|||||2.|growth|
|ICT Strategy developed||to|BM|ICT Strategy embedded|ICT Strategy —review of|
|reflect UET Key Strategic||||and reviewed<br>at|progress<br>and develop|
|Objectives.||||commencement<br>ofyear|strategy to allow for|
|||||two..|growth|
|An external<br>Health 8 Safety|||RR|Annual<br>H8S audits are|Annual<br>H&S audits are|
|Consultant<br>engaged<br>to|||LH|conducted,<br>and any|conducted,<br>and any|





|complete an external<br>audit of|complete an external<br>audit of||advisories<br>acted on in|a|advisories<br>acted on in|advisories<br>acted on in|a||
|---|---|---|---|---|---|---|---|---|
|all UET premises.|||timely manner.||timely manner.||||
|The SMT and board of||JS|Risk Management<br>is||Full review of all Risk||||
|Trustees are clear in terms of<br>their responsibility<br>with Risk||LH|embedded<br>in all aspects<br>of UET activity with||Management<br>with<br>mitigation<br>a focus for|re-|||
|Management,<br>and that it|||employees||fresh based on the||||
|needs to be an active|||understanding<br>their||stabilising<br>of||||
|process.|||responsibilities.<br>Risks||organisational<br>growth.||||
||||regularly<br>reviewed<br>and||||||
||||all RR up-dated.||||||
|SO3.3To effectively<br>&|efficiently deliver on all aspects ofbusiness<br>management|||||to|||
|ensure sustainable<br>financial||health|||||||
|KPls - 2019/2020|||KPls - 2020/2021||KPls - 2021/2022||||
|Income target ofE750K||LH/|Increase on LYof15%||Increase of LYof20%||||
|||BM|||||||
|UET has reserves,<br>including|||UET has reserves,||UET has reserves,||||
|brought<br>forward<br>balance|& in-||including<br>brought||including<br>brought<br>forward||||
|year reserves of3%oftotal|||forward balance<br>& in-||balance<br>& in-year reserves||||
|income (F22,500)|||year reserves 4% of total||5%oftotal income||||
||||income||||||
|UET have an in year break||BM|UET have an in year||UET have an in year|break|||
|even position<br>with an overall|||break even position<br>with||even position<br>with an||||
|surplus of 1%(E7,500)|||an overall surplus of||overall surplus<br>of2%||||
||||1.5%||||||
|100%of provisions<br>have|in|BM|100%of provisions<br>have||100%of provisions<br>have|||in|
|year budget variances<br>of|less||in year budget variances||year budget variances||of||
|than 10%ofthe overall|||ofless than 8%ofthe||less than 7%ofthe overall||||
|budget|||overall budget||budget||||
|UET business<br>development||BM|UET business||UET business||||
|plan implemented<br>and<br>majority oftargets met.||LH|development<br>plan<br>embedded<br>and large||development<br>plan - all <br>targets met.||of||
||||majority oftargets met.||||||
|All contracts/SLA's<br>for non-||BM|High value non- staff||All regular and material||||
|staff expenditure<br>undertake<br>analysis<br>and negotiation||LH|expenditure<br>procured<br>centrally<br>managed|via|non-staff expenditure<br>procured<br>via centrally||||
||||contracts.||negotiated<br>contracts|using|||
||||Establish a preferred||the preferred<br>supplier||list||
||||supplier<br>list||||||





|All aspects offinancial|All aspects offinancial|All aspects offinancial|LH|All aspects offinancial||All aspects offinancial||
|---|---|---|---|---|---|---|---|
|compliance<br>are met and no||||compliance<br>are met and||compliance<br>are met and||
|RED management||action||no RED management||no management<br>action||
|points identified|by auditor|||action points (and||points identified<br>by auditor||
|||||AMBER have||||
|||||decreased)<br>identified|by|||
|||||auditor||||
|SMT and board oftrustees|||JS|SMT and board of||SMT and board oftrustees||
|develop structure<br>to review<br>all areas of compliance<br>and|||LH|trustees<br>monitor<br>compliance<br>with minimal||monitor compliance<br>with<br>no high-risk<br>management||
|identify<br>non-compliance/risk||||high-risk<br>management||action points identified|by|
|||||action points identified||external<br>audits||
|||||by external<br>audits||||
|Value for money||provisions.|BM|Value for money||Value for money||
|50%of provisions||spending||provisions.||provisions.||
|patterns<br>reviewed||to identify||75%of provisions||100%of provisions||
|efficiency savings||to equal||spending<br>patterns||spending<br>patterns||
|0.5%of provision||budget||reviewed<br>to identify||reviewed<br>to identify||
|||||efficiency savings to||efficiency savings to equal||
|||||equal 0.5%of provision||0.5%of provision<br>budget||
|||||budget||||



|SO3.4Toensure Governance|SO3.4Toensure Governance|SO3.4Toensure Governance|is|challenging<br>&supportive|challenging<br>&supportive|||
|---|---|---|---|---|---|---|---|
|KPls - 2019/2020||||KPls - 2020/2021||KPls - 2021/2022||
|90%ofTrustees complete||MC||95%of Governors|8|100%ofGovernors<br>&||
|a skills audit and that||||Trustees complete|a|Trustees complete a skills||
|identiTies any skills gaps||||skills audit and that||audit and that identifies|any|
|||||identiTies any skills|gaps|skills gaps||
|Trustee recruitment,||MC/LH||Trustee Board retain||Trustee Board retains||
|development<br>8 retention|is|||members<br>and is stable||members<br>and is stable—||
|a high priority with all||||—there are no||resignations<br>are planned|for|
|(100%)receiving||||resignations.||and recruitment<br>in place|so|
|induction,<br>support (as||||||there are no vacancies.||
|required)<br>and||||||||
|development.||||||||
|75%of all Trustees attend||LH||85%of all Trustees||90%of all Trustees attend||
|at least two UET team||||attend at least two|UET|at least two UET team||
|training sessions<br>within||||team training<br>sessions||training sessions<br>within|the|
|the year||||within the year||year||





## 



## 

## 



## 

## 



## 



## 

## 

## 



## 



## 

||||for t|he Year En|ded 31 Au<br>ust|2020|||
|---|---|---|---|---|---|---|---|---|
||||||||2020|2019|
||||||Unrestricted|Restricted|Total|Total|
||||||funds|funds|funds|funds|
|||||Notes|E|||E|
|INCOME AND ENDOWMENTS||FROM|||||||
|Donations<br>and legacies|||||1,881|17,163|19,044|93,734|
|Charitable<br>activities|||||||||
|Learning||||||||1,627,224|
|Living and working|||||783,478||783,478|464,385|
|Other trading<br>activities<br>Other income||||4<br>8|100<br>~4,812)||100<br>~4,812)|132,650<br>28,581|
|Total|||||780,647|17,163|797,810|2,346,574|
|EXPENDITURE ON|||||||||
|Raising funds||||||||8,334|
|Charitable<br>activities|||||||||
|Learning||||||||1,545,287|
|Living and working|||||703,347||703,347|576,595|
|Other||||11|277,637||277,637||
|Total|||||980,984||980,984|2,130,216|
|NET INCOME/(EXPENDITURE)|||||(200,337)|17,163|(183,174)|216,358|
|Transfers<br>between funds||||21|21,573|~21,573)|||
|Other recognised<br>gains/(losses)|||||||||
|Actuarial<br>gains/(losses)<br>schemes|on defined||benefit|||||~87,000)|
|Net movement<br>in funds|||||(178,764)|(4,410)|(183,174)|129,358|
|RECONCILIATION<br>OF FUNDS|||||||||
|Total funds brought|forward||||404,850|11,588|416,438|287,080|
|TOTAL FUNDS CARRIED FORWARD|||||226,086|7,178|233,264|416,438|








## 

|||||U|lands Ente<br>rise Trust|||
|---|---|---|---|---|---|---|---|
||||||Cash Flow Statement|||
||||for|the|Year Ended 31 Au ust|2020||
|||||||2020|2019|
|||||Notes||||
|Cash flows from operating||activities||||||
|Cash generated<br>from operations||||24||)288.330011)|232,552|
|Net cash (used in)/provided||by operating|activities|||)288,3D01))|232,552|
|Cash flows from investing||activities||||||
|Purchase oftangible<br>fixed assets||||||(32,685)|(85,869)|
|Sale oftangible<br>fixed assets||||||254,812||
|Net cash provided<br>by/(used||in) investing|activities|||222,127|~85,859)|
|Cash flows from financing||activities||||||
|Loan repayments<br>in year|||||||(50,222)|
|Pension<br>liability transferred||||||)147,000)||
|Net cash used<br>in financing|activities|||||i)47,000)|~50.222)|
|Change<br>in cash and cash||equivalents|in|||||
|the reporting<br>period||||||(213,174)|96,461|
|Cash and cash equivalents||at the||||||
|beginning<br>ofthe reporting||period||||312,514|216,053|
|Cash and cash equivalents||at the end|of|||||
|the reporting<br>period||||||99,340|312,514|





## 

## 

## 



## 

## 

## 

## 



## 

## 

## 

## 




## 

## 

## 

|INCOME FROM CH|ARI|T|AB|LE ACTIVITIE|S|||
|---|---|---|---|---|---|---|---|
|||||||2020|2019|
|||||Activity||f.||
|Enterprise<br>income||||Learning|||98|
|Grants||||Learning|||1,627,126|
|Shop income<br>Holiday club income||||Living and working<br>Living and working||79,003<br>26,778|159,127<br>6,258|
|Enterprise<br>income||||Living and working|||158|
|'Skills for life' course|fees||and|||||
|placement fees||||Living and working||574,220|298,842|
|Grants||||Living and working||103,477||
|||||||783,478|2,091,609|
|Grants received,<br>included|||in|the above, are|as follows:|||
|||||||2020|2019|
|||||||F||
|Swindon<br>Borough Council|||-|Student<br>Funding|||693,935|
|Wiltshire<br>County Council||- Student<br>Funding|||||124,500|
|Education<br>and Skills Funding<br>Agency<br>Gloucestershire<br>County<br>Council - Students|||||Funding||625,300<br>65,895|
|West Berks Student<br>Other|Funding||||||47,500<br>69,996|
|Coronavirus<br>-government<br>support<br>funding<br>Coronavirus<br>-Job Retention<br>Scheme grant||||||45,000<br>58,477||
|||||||103,477|1,627,126|



## 

## 

||||2020|2019|
|---|---|---|---|---|
||||E|E|
|Service charge|||~4,812)|28,581|
|RAISING|FUNDS||||
|Raising donations||and legacies|2020|2019|
||||F||
|Fundraising|consultancy|||6,986|
|Other trading activities|||2020|2019|
||||E||
|Sundry||||1,348|
|Aggregate|amounts|||8,334|





## 


## 

|||||||Direct|Support||
|---|---|---|---|---|---|---|---|---|
|||||||Costs (see|costs (see||
|||||||note 9)|note 10)|Totals|
||||||||E|F|
||Living and working|||||600,355|102,992|703,347|
|9.|DIRECT COSTS OF CHARITABLE ACTIVITIES||||||||
||||||||2020|2019|
||||||||F||
||Staff costs||||||487,766|1,170,518|
||Other operating|leases||- rent|||49,656|117,183|
||Rates and water||||||1,321|1,932|
||Insurance||||||359|1,150|
||Light and heat||||||9,382|23,782|
||Telephone||||||4,840|6,426|
||Fire and security||||||2,084|6,749|
||Repairs, renewals||and|cleaning|||14,304|36,154|
||Travel||||||4,779|21,808|
||Nursing<br>and Therapy<br>Supplies<br>Computer<br>expenses||||||4,489<br>299|49,656<br>20,098<br>16,135|
||Training||||||780|23,740|
||Enterprise costs||||||1,148|2,931|
||Subscriptions|||||||1,990|
||Set up costs<br>Recruitment<br>costs||||||65|6,341<br>1,355|
||Purchases||||||1,131|2,788|
||Professional fees||||||460|28,491|
||Sundry costs||||||1,397|1,175|
||Depreciation||||||16,095|72,629|
||||||||600,355|1,613,031|
|10.|SUPPORT COSTS||||||||
||||||||Governance||
|||||||Finance|costs|Totals|
||||||||F|F|
||Living and working|||||81,760|21,232|102,992|
||Support costs, included|||in the above, are as follows:|||2020|2019|
||||||||Living||
||||||||and|Total|
||||||||working|activities|
||||||||F|F|
||Wages<br>Social security|||||||29,664<br>2,515|
||Pensions|||||||9,000|
||Other operating|leases||- rent||||101,006|
||Rates and water|||||||1,186|
||Insurance||||||4,115|12,588|
||Light and heat|||||||10,070|
||Telephone||||||1,143|3,322|
||Bank charges<br>Business support<br>Sundries||||||674<br>55,000<br>2,089|17<br>297,416<br>9,684|
||Fire and security|||||||3,999|
||General site costs|||||||11,925|
||Recruitment<br>expenses||||||6,021||
||Bookkeeping<br>and management||||accounts||12,718||
||Carried forward||||||81,760|492,392|





## 

## 

## 

|||||2020|2019|
|---|---|---|---|---|---|
|||||Living||
|||||and|Total|
|||||working|activities|
|||||E|F|
|Brought|forward|||81,760|492,392|
|Interest|payable and similar charges||||2,000|
|Auditors'|remuneration|||3,167|11,532|
|Accountancy||and Independent|examination|5,242||
|Legal fees||||12,823|2,927|
|||||102,992|508,851|
|OTHER||||||
|||||2020|2019|
||||||P|
|Exceptional||items||277,637||



|Fixed assets|||||254,775|
|---|---|---|---|---|---|
|Trade debtors||||||
|Prepayments|||||20,814|
|Accrued income||||||
|Cash at Bank|||||277,951|
|Trade creditors||||||
|Accruals|||||(15,370)|
|Deferred income|||||(106,559)|
|Other creditors<br>Pension<br>liability|||||(6,974)<br>~147,000)|
|Total funds|||||277,637|
|Restricted funds||||||
|Unrestricted<br>funds|||||277,637|
|Total funds|||||277,637|
|NET INCOME/(EXPENDITURE)||||||
|Net income/(expenditure)|is stated after charging/(crediting):|||||
|||||2020|2019|
|||||f.||
|Auditors<br>remuneration|||||11,532|
|Auditor's<br>remuneration|- under|accrual|in prior year|3,167||
|Depreciation<br>-owned assets||||16,095|72,629|
|Other operating<br>leases||||49,656|218,189|
|Accountancy<br>and independent||examination||5,242||





## 

## 

## 

## 

## 

|STAFF COSTS|||||
|---|---|---|---|---|
||||2020|2019|
||||P|F|
|Wages and salaries|||457,412|1,088,387|
|Social security costs|||26,420|55,314|
|Other pension costs|||3,934|67,996|
||||487,766|1,211,697|
|The average<br>monthly|number ofemployees|during the year was as follows:|||
||||2020|2019|
|Living|||34|33|
|Working||||15|
|Learning||||42|
|Administration||||1|
|Leadership||||3|
||||38|94|



## 

## 

## 

|COMPAR|ATIVES FOR THE ST|ATEMENT|OF FINANCIAL|ACTIVITIES|||
|---|---|---|---|---|---|---|
|||||Unrestricted|Restricted|Total|
|||||funds|funds<br>f|funds<br>F|
|INCOME AND ENDOWMENTS||FROM|||||
|Donations|and legacies|||1,179|92,555|93,734|
|Charitable|activities||||||
|Learning||||1,627,224||1,627,224|
|Living and|working|||464,385||464,385|
|Other trading<br>activities||||132,650||132,650|
|Other income||||28,581||28,581|
|Total||||2,254,019|92,555|2,346,574|
|EXPENDITURE ON|||||||
|Raising funds||||8,334||8,334|
|Charitable|activities||||||
|Learning||||1,544,095|1,192|1,545,287|
|Living and|working|||566,118|10,477|576,595|
|Total||||2,118,547|11,669|2,130,216|
||||50|||continued. .|





## 

|||||Notes to the Financial Statements<br>-continued<br>for the Year Ended 31Au<br>ust 2020|Notes to the Financial Statements<br>-continued<br>for the Year Ended 31Au<br>ust 2020|Notes to the Financial Statements<br>-continued<br>for the Year Ended 31Au<br>ust 2020|Notes to the Financial Statements<br>-continued<br>for the Year Ended 31Au<br>ust 2020||
|---|---|---|---|---|---|---|---|---|
|15.|COMPARATIVES|FOR||THE STATEMENT OF FINANCIAL ACTIVITIES - continued|||||
|||||||Unrestricted|Restricted|Total|
|||||||funds|funds|funds|
|||||||||F|
||NET INCOME|||||135,472|80,886|216,358|
||Transfers<br>between|funds||||78,919|~78,919)||
||Other recognised|gains/(losses)|||||||
||Actuarial<br>gains/(losses)<br>schemes|||on defined|benefit|~87,000)||~87,000)|
||Net movement<br>in funds|||||127,391|1,967|129,358|
||RECONCILIATION|OF FUNDS|||||||
||Total funds brought||forward|||277,459|9,621|287,080|
||TOTAL FUNDS CARRIED FORWARD|||||404,850|11,588|416,438|
|16.|TANGIBLE FIXED|ASSETS|||||||
|||||||||Fixtures|
|||||||Short|Plant and|and|
|||||||leasehold<br>E|machinery|fittings<br>f|
||COST||||||||
||At 1 September 2019|||||370,900|18,000|58,677|
||Additions||||||224|21,574|
||Disposals|||||)307,887)||~36.860)|
||At 31 August 2020|||||63,013|18,224|43,391|
||DEPRECIATION||||||||
||At 1 September 2019|||||178,758|7,950|22,355|
||Charge for year<br>Eliminated<br>on disposal|||||6,335<br>)161,826)|1,804|5,667<br>~9,814)|
||At 31 August 2020|||||23,267|9,754|18,208|
||NET BOOK VALUE||||||||
||At 31 August 2020|||||39,746|8,470|25,183|
||At 31August 2019|||||192,142|10,050|36,322|



## 



## 

## 

## 

|||Notes to the Financial Statements<br>-<br>for the Year Ended 31 Au<br>ust|Notes to the Financial Statements<br>-<br>for the Year Ended 31 Au<br>ust|Notes to the Financial Statements<br>-<br>for the Year Ended 31 Au<br>ust|continu<br> 2020|ed|||
|---|---|---|---|---|---|---|---|---|
|16.|TANGIBLE FIXED|ASSETS - continued|||||||
||||||Motor||Computer||
||||||vehicles||equipment|Totals|
||||||E||E||
||COST||||||||
||At 1 September 2019||||86,822||116,704|651,103|
||Additions||||10,000||887|32,685|
||Disposals||||~83,783)||)109,084)|)537,814)|
||At 31August 2020||||13,039||8,507|146,174|
||DEPRECIATION||||||||
||At 1 September 2019||||32,544||85,448|327,055|
||Charge for year|||||774|1,515|16,095|
||Eliminated<br>on disposal||||~31,747)||~79,415)|~282,8D2)|
||At 31 August 2020||||1,571||7,548|60,348|
||NET BOOK VALUE||||||||
||At 31 August 2020||||11,468||959|85,826|
||At 31 August 2019||||54,278||31,256|324,048|
|17.|DEBTORS:AMOUNTS<br>FALLING DUE WITHIN ONE YEAR||||||||
||||||||2020|2019|
||||||||F|F|
||Trade debtors||||||249,697|192,430|
||Other debtors||||||1,114||
||Accrued income|||||||5,920|
||Prepayments||||||7,687|46,558|
||||||||258,498|244,908|
|18.|CREDITORS: AMOUNTS|||FALLING DUE WITHIN ONE YEAR|||||
||||||||2020|2019|
|||||||||f|
||Trade creditors||||||41,665|127,242|
||Social security and other|||taxes|||9,244|14,756|
||Other creditors||||||97,881|18,192|
||Accruals and deferred||income||||61,610|157,842|
||||||||210,400|318,032|
||Deferred income||||||||
||||||||E||
||Deferred Income at|1 September 2019|||||110,259||
||Resources deferred<br>in <br>Amounts<br>released<br>from||the year<br> previous years||||~110,259)||
||Deferred Income at 31||August 2020||||||






||Minimum<br>lea|se|paymen|ts<br>under|non-cancellable<br>o|perating<br>leases|fall due as follo|ws:||
|---|---|---|---|---|---|---|---|---|---|
|||||||||2020<br>f|2019<br>f|
||Within one year|||||||82,172|215,674|
||Between one|and five||years||||214,688|763,339|
||In more than|five years||||||62,759|2,417,932|
|||||||||359,619|3,396,945|
|20.|ANALYSIS OF NET ASSETS BETWEEN FUNDS|||||||||
|||||||||2020|2019|
|||||||Unrestricted|Restricted|Total|Total|
|||||||funds<br>f|funds<br>f|funds<br>f|funds<br>f|
||Fixed assets|||||85,826||85,826|324,048|
||Current assets|||||350,660|7,178|357,838|557,422|
||Current<br>liabilities|||||(210,400)||(210,400)|(318,032)|
||Pension<br>liability||||||||)147,000)|
|||||||226,086|7,178|233,264|416,438|
|21.|MOVEMENT|IN FUNDS||||||||
||||||||Net|Transfers||
||||||||movement|between|At|
|||||||At 1.9.19|in funds<br>f|funds<br>f|31.8.20|
||Unrestricted|funds||||||||
||General fund|||||551,850|(200,337)|21,573|373,086|
||Pension reserve|||||)147,000)|||i147,000)|
|||||||404,850|(200,337)|21,573|226,086|
||Restricted funds|||||||||
||Community<br>Enterprise|||Centre||822|||822|
||Farm tools|||||375|||375|
||Skills for Work||refit|||10,391||(7,335)|3,056|
||Sensory room||||||17,163|~14,238)|2,925|
|||||||11,588|17,163|~21,573)|7,178|
||TOTAL FUNDS|||||416,438|)183,174)||233,264|
||Net movement||in funds,|included|in the above are|as follows:||||
||||||||incoming|Resources|Movement|
||||||||resources<br>f|expended<br>f|in funds<br>f|
||Unrestricted|funds||||||||
||General fund||||||780,647|(980,984)|(200,337)|
||Restricted funds|||||||||
||Sensory room||||||17,163||17,163|
||TOTAL FUNDS||||||797,810|~98D,984)|)183,174)|





## 

## 

## 

## 

|Comparatives<br>for|mo|veme|nt<br>in fun|ds|||||
|---|---|---|---|---|---|---|---|---|
|||||||Net|Transfers||
|||||||movement|between|At|
||||||At 1.9.18|in funds|funds|31.8.19|
|||||||||E|
|Unrestricted<br>funds|||||||||
|General fund|||||326,459|146,472|78,919|551,850|
|Pension reserve|||||~49,000)|~98,000)||)147,000)|
||||||277,459|48,472|78,919|404,850|
|Restricted funds|||||||||
|Community<br>Enterprise||Centre|||9,552|(8,730)||822|
|Astroturf garden|||||(780)||780||
|College salamander|course|||||(176)|176||
|Holiday clubs|||||348|(348)|||
|Farm tools|||||159|591|(375)|375|
|Employer engagement|||||192|(192)|||
|Skills for Life|||||150|(150)|||
|ESFA capital grants||||||31,142|(31,142)||
|Skills for Work refit||||||10,391||10,391|
|SBCcapital funding||||||48,358|~48,358)||
||||||9,621|80,886|~78,919)|11,588|
|TOTAL FUNDS|||||287,080|129,358||416,438|
|Comparative<br>net movement|||in funds,|included|in the above are|as follows:|||
||||||Incoming|Resources|Gains and|Movement|
||||||resources|expended|losses|in funds|
||||||F||||
|Unrestricted<br>funds|||||||||
|General<br>fund<br>Pension reserve|||||2,254,019|(2,107,547)<br>~11,000)|~87,000)|146,472<br>~98,000)|
||||||2,254,019|(2,118,547)|(87,000)|48,472|
|Restricted funds|||||||||
|Community<br>Enterprise||Centre|||1,090|(9,820)||(8,730)|
|College salamander|course||||824|(1,000)||(176)|
|Holiday clubs||||||(348)||(348)|
|Farm tools|||||750|(159)||591|
|Employer engagement||||||(192)||(192)|
|Skills for Life||||||(150)||(150)|
|ESFA capital grants|||||31,142|||31,142|
|Skills for Work refit|||||10,391|||10,391|
|SBCcapital funding|||||48,358|||48,358|
||||||92,555|~11,669)||80,886|
|TOTAL FUNDS|||||2 346574|~2,130,216)|~87,000)|129,358|



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## 

||||Defined|benefit|
|---|---|---|---|---|
||||pension|plans|
||||2020|2019|
||||E|F|
|Present value offunded|obligations|||(392,000)|
|Fair value of plan assets||||245,000|
|||||(147,000)|
|Present value of unfunded||obligations|||
|Deficit||||)147,000)|
|Net liability||||)147,000)|



|The amounts<br>recognised<br>in t|he Statement of Financial<br>Activiti|es are as follows:||
|---|---|---|---|
|||Defined|benefit|
|||pension|plans|
|||2020|2019|
|||E|E|
|Current service cost|||18,000|
|Net interest from net defined|benefit|||
|asset/liability|||8,000|
|Past service cost|||1,000|
||||27,000|
|Interest income on plan assets|||6,000|





## 

## 

|Changes||in|the present|v|alue of|the d|efined|benefit obligation<br>are as follows:|||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|
||||||||||||Defined|benefit|
||||||||||||pension|plans|
||||||||||2020|||2019|
||||||||||F||||
|Opening||defined<br>benefit|||obligation||||392,000|||267,000|
|Current|service cost|||||||||||18,000|
|Past service|||cost|||||||||1,000|
|Contributions|||by scheme||participants|||||||3,000|
|Interest|cost|||||||||||8,000|
|Benetits||paid||||||||||(1,000)|
|Transfer||out|||||||(392,000)||||
|Remeasurements:|||||||||||||
|Actuarial||(gains)Rosses||from changes|||in||||||
|demographic|||assumptions|||||||||(22,000)|
|Actuarial||(gains)/losses||from changes|||in||||||
|financial||assumptions||||||||||118,000|
|||||||||||||392,000|
|Changes||in the fair value|||ofscheme assets|||are as follows:|||||
|||||||||||Defined||benefit|
||||||||||||pension|plans|
||||||||||2020|||2019|
||||||||||P||||
|Opening||fair|value ofscheme assets||||||245,000|||218,000|
|Transfer||out|||||||(245,000)||||
|Contributions|||by employer|||||||||10,000|
|Contributions|||by scheme||participants|||||||3,000|
|Interest|income on plan|||assets||||||||6,000|
|Benefits|paid|||||||||||(1,000)|
|Return on plan assets|||||||||||||
|(excluding||interest income)||||||||||9,000|
|||||||||||||245,000|
|The amounts|||recognised||in other|recognised||gains and losses are as follows:|||||
|||||||||||Defined||benefit|
||||||||||||pension|plans|
||||||||||2020|||2019|
||||||||||F||||
|Actuarial||(gains)/losses||from changes|||in||||||
|demographic|||assumptions|||||||||22,000|
|Actuarial||(gains)/losses||from changes|||in||||||
|financial|assumptions|||||||||||(118,000)|
|Return on plan assets (excluding||||||interest|||||||
|income)||||||||||||9,000|
|||||||||||||~87,000)|





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## 

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## 

|ACTIVITIES|||||||
|---|---|---|---|---|---|---|
||||||2020|2019|
|Net (expenditure)/income||for the reporting|period (as per the||||
|Statement ofFinancial Activities)|||||(183,174)|216,358|
|Adjustments<br>for:|||||||
|Depreciation<br>charges|||||16,095|72,629|
|Pension service cost|less contributions|||||9,000|
|Pension interest cost||||||2,000|
|Increase<br>in debtors|||||(13,590)|(169,822)|
|(Decrease)/increase|in creditors||||)107,632)|102,387|
|Net cash (used in)/provided||by operations|||~288,301)|232,552|
|ANALYSIS OF CHANGES||IN NET FUNDS|||||
|||||At 1.9.19|Cash flow|At 31.8.20|
|||||E|P||
|Net cash|||||||
|Cash at bank and in hand||||312,514|~213,174)|99,340|
|||||312,514|~213,174)|99,340|
|Total||||312,514|~213,174)|99,340|



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