2022-08-31-accounts

/UET S K l L L S F O R ,E V E R Helping young people with SEND to help themselves ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2022 AC4F42Cb 2710512023 C(JMPANIE5 HOUSE A15

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UPLANDS ENTERPRISE TRUST Unit B4C Orbital Retail Pèrk, Thamesdown Drive, Swindon. SN25 4AN Registered Company nvmber08011951 Registered Charity number 1148086

CONTENTS INTRODUCTION... The UEf story....................................................................................................................................... The UET Timeline................................................................................................................................. REFERENCE AND ADMINISTRATIVE DETAILS....... . TRUSTEES. REPORT............ OBJECTIVES AND ACTIVITIES........................................................................................................ OBJECTS AND AIMS....................................................... OBJECTIVES, STRATEGIES AND ACTivrriES................................................................. The UET Vision & Mission....................................................................... Mission Objectlves .. Key Strategic Objective OveNiow 2021122............................................................................. 10 A¢tivity Overview 21122....... .... 12 PUBUC BENEFIT.................................................................................................................. 16 DELIVERY..... .... . ........................................................................... . 16 Effective leadership...................................................................................................................... 16 Quality Assurance.... 17 Planning for the Future................................................................................................................ 17 FINANCIAL REVIEW....... ...................... ........................ ... ...... .... .... 18 RESERVES POLICY.............................................................................................................. 18 FINANCIAL POSITION... .18 PENSION...................................................................................................... 18 PRINCIPAL FUNDING SOURCES.............................................. .. . 18 E. PRINCIPAL RISKS AND UNCERTAINTIES.......................................................................... 19 FUNDRAISING....... 19 GOING CONCERN................................................................................................................. 20 STRUCTURE. GOVERNANCE AND MANAGEMENT................................................................ 20 GOVERNING DOCUMENT............................................................................................................... 20 RECRUITMENT, APPOINTMENT, INDUCTION AND TRAINING OF NEW TRUSTEES..... 20 ORGANISATIONAL STRUCTURE ... .21 ARRANGEMENTS FOR SETTING PAY AND REMUNERATION OF KEY MANAGEMENT PERSONNEL............................. . .21 RELATED PARTIES.......................................................................................................................... 21 RISK MANAGEMENT........................................................................................................................ 21 Statement of Trustees. responsibllltSes............................................... ........ . . .22

Trustees Responsibilities.........................................-................... Auditors Report.............................................. .. Statement of Financial Activities ..23 ..26 Balance Sheet.............................................................................................-.........-...........-........... ..27 Cash Flow Statement....................................-...-.............. . .... ..28 Notes to Ihe Financial Stalements......-.......-...... ........ . ..29

INTRODUCTION Uplands Enterprise Trust (UET) is a Swindon based charity that helps young people with additlonal needs to help themselves. UET is led by 8 knovAedgeable Board of voluntary Trustees and run by enthusiastic, skilled, and creative staff. The Trust is constantly developing, expanding, and changing to improve the lives of disabled young people within Swindon and the surrounding areas. This unique charilable trust was set up in response to the need for meaningful opportunities for disabled young people once education ends. In reality most young people with ADDTIONAL NEEDS left education at 19 embarked on a lrfe of leisure for the ￿rna1nder of their adult lives. The early retirement option was not welcomed by the young peop￿ or their families who had worked extremely hard in partnership with their child's school to prepare them for a purFKJseful life contributing io their local community- UET was created to ensure that this aspiration, to be valued by and contribute to the local communily. was realised for young people with disabilities, regardless of the barriers caused by their disabilities as there was little post education opportunities. The UET Story The beginning the Charity shops ... UET was created in 2012 with a clear ambitM)n lo provide meaningful aftd purposeful skill-based opportunities to enable these Children and Young People & Adults (CYP&AI to gain transferable skills that should benefit the community, provide them with sound work ethics and a sense of worth and belonging. UET wanted to make a difference lo their lrfe choices and outcomes and began by creating the opportunities to help shape their future. This ambition started with a small charity shop. The Redhouse shop opened in November 2012 just behind Uplands school, a great location for the students to access and assist in all aspects of retail and running the café. More shops followed and by 2019 UET had a specialist baby and children's shop, a l)outique and our flagship store in the Brunel centre in Swindon. The retail decline and the impact of COVID 19 pandemic ￿sUlted in UET ceasing trading in the Charity Shops. In late 2020 these ￿tall premises were re-purposed to support enterprise activity and the Online retail offer. The Online retail offer continues to be a focus for development fcff UET both in lerms of revenue sales bul also as a effective vehide for providing the UET CYP&A with the skills needed for the changing retail landscape. The retail property portfolio continued to be reduced over 202112022. with UET breaking from the Gorsehill Unit 117 in December 2021 and Redhouse lease coming to an end in August 2022. The Online premises in Gorsehill will then be the only remaining retail premises until October 2023. What about a Farni ... The UET fam at South Leigh established in 2013. offers the CYP&A the chance to engage and interact with livestock and learn lrfe skills in health and safety. environmental care, life processes and horticulture. Being fully inclusive, the farm enables all our CYP&A to interact with peers and staff while taking part in practical, hands•on experience regardless of their ability- Our poly-tunnel with wheelchair height planters, fully equipped V￿rkshOp, and selection of small mammals through lo chickens, a pjny and the farm dogs provide a varied and friendly environmenl. The UET Farm continued to primarily be an exporter of services to Brunel Academies Trust {Brunel) with over 95•A of all Fam sessions being offered to Brunel provisions. The UET Fam is

now registered with and approved by Sooal Fams & Gardens. which is already improving support networks and providing a wder range of opportunities for the CYP&A. From July 2022 the farm became sole use for UET. providing the young people with horticulture and animal care including equine experienc8 along with social interaction with their peers and staff. Then Horizons College ... The college opened in September 2013 as a communty-based specialist college offering educational opportunities for learners aged 16 - 25 years old with a wide range of special needs. The college grew rapidty from 10 leamers in September 2013 to over 80 leamers in September 2020. The college played a major role in the UEfs development. but Ihe rapid growth and focus on education outcomes meant that the transfer of the college to the educational family of the emerging Brunel Academies Trust (Brunel). previously known as Brunel SEN MAT (BSMI was in the best interests of the college and the remaining UET nOn￿dUcation activity. Folk)wing the launch of the Brunel Academies Trust (Brunel) in September 2018. Horizons began the transition to join its educational partners. This was achieved through the establishmenl of the Brunel subsidiary company Brunel Education {BE}. which enabled Horizons College lo transfer to BE on 31st August 2019. Followed by the development of the post•education Skills Offer .... As the colEege grew and developed. the College leamers needed a qualty Post-education offer that continued to develop and maintain the skills leamt through school and college. UET was committed to supporting the College leavers and their fafflilies. so created a post-educalion skills- based offer thal ensured skills leamt were applied through a range of work and life skills opportunities. Skills for Work and Skills for Lrfe became a qualty post-educalion prograrnme promoting independence and life in the community- This well-respecled Skills offerfurther developed wth the addition of a Bespoke Skills programme in September 2019 that was created to be accessible by YP&A that needed a fully individualised package wilh a focus on functional activity leading to enlerprise cpportunities. In 2020121, UET further diversif*d . Although 2020 saw UET remove the retsil activity it also saw the implementation of a new service UET Short Breaks. a respite provision for Children and Young People wilh additional needs and their families. This new Short Breaks service was accompanied by the lease of an exciting new premises which will allow for further diversification through increasing and developing the offer for children from 5- 18 years. The initial 1-year Short Breaks tender was very successful with over 70 regular placements, despite the significant challenges posed by COVIO restrictions during the lockdowns. COVID safe practlC8s and inevitable COVID outbreaks. The initial tender was retendered in June 2021 and fornially awarded to UET in July 2021 for a further 5 years with an estimated value in excess of 1.3 million and an associated growih and development plan. UET has evolved, developed. and grown since Horizons Colle9e transfe￿ed to Brunel Education. Having moved from a predominantly retail offer with an income of approximately £250,000 in 2016 to a combined service offer for the academic year 21122 that has an estimated income of over £1.280.000 and predominately funded by local aulhority or social care pl8￿Ment fees. These placement fees are funded both by adult and Children's services and provide a non-profit sustainable income for UET to enable the service to expand and develop to meet the needs of wider range of CYP&A with additional needs. In September 2022 there were 68 YP&A accessing the skills provisions with 78 CYP accessing Short Breaks.

The UET Timeline . UET'S fiTst charity shop opens in Redhouse lo provi¢Je woth experience for students from Uplands School. . UET Farm opens al South Leigh to provide further work skill5 and the chance for students lo inleract with livestock, learn horticulture skills and environmental care. 2012 .The UET Leaming Centre opens in Stratton Road in September 2013 with 14 leamers. The UET Leaming Centre is an Independent Specialist Provider offering educational opportunities for post 19 young people with a wide rarhge of special needs. 2013 .Skills for Lrfe launches al the Communty Enterprise Centre. The p05t education provision offers a wide range of opportunitities to develop lrfe aThY social skills. 2014 . Expansion of Retail to include the opening of the Gorse Hill Charity shop providing further wor1( experience and volunleering opportunities. 2015 .The Headlands sile is acquired in September 2016 as an additional campus for the UET Leaming Centre in ofder lo develop the need for further p051 education opportunilies. UET develops a long lemi view and reslruclure plan to ensu￿ we are evolving and constantly devebping plans to ensure thal Ihe UET offer continues lo be innovative. 2016 .September 2017 - Horizons College launched (fomierfy uEr Leaming Centre) - the are now 60+studenls on roll. .Two MO￿ shops open in Gorse Hill, our Boutique and Baby shop. 2017 or or opportunities. •8wnel Academies Trust IBfunel) P￿V￿xIS1y known as Brunel SEN Mulli A¢ademy Tfust 18SMI is bom. Con$4sting of six education provisions in Swindon. Brunel provides boulique education to child￿n and young people wth additional needs. The existing work eperience to UET'S educational artners is widened with close W￿kIn links to Brunel. aunc es pro Ing training an support Into wo an vo unteenng 2018 .Launch of the new Skills for Work site in September offering an additional level lo Skills for Work to ensure that young people with more wnplex needs are able to access a more bespoke offer. .June 2019 - Brunel Etjucation. a subsidiary of Brunel is established. 1s1 September 2019 - Horizons College transfers from UET to Brunel Education - 78 learners on role. 2019 .May 2020 Due lo the impact of COVID 19 UET ceases retail chaty shop trading. .Juty 2020 UET secures Short B￿kS Respite Contract. .Augusl 2020 - BeskN)ke Provision grows and moves to the Community Enterprise Centre. . Skills for Lrfe move to Shaw Fann in readiness for UET Short Breaks to commence in Sept 2020. 2020 . Skills Offer to grow by an estimated 30% with 62 youn9 peO￿e & adults regularly accessing weekly programmes. . 99 /0 Staff vaccinated against COVID 19. 2021 . Embed CQC framework thmughout UET Explore residential premises lo offer residerbtial placements to YPIA wth addttK)nal needs *Transfer Short Breaks lo Brunel Education 2022

REFERENCE AND ADMINISTRATIVE DETAILS FOR THE YEAR ENDED 31 AUGUST 2022 Registered Company number 8011951 (England and Wales) Registered Charity number 1148086 Registered office Unit B4C Orbital Retail Park Thamesdown Drive Swindon Wiltshire SN25 4AN Charity name Uplands Enterprise Trust (previously knovm as Uplands Educatbonal Trust} Trustees Jackie Smith - Principal Trustee Derek Dinsey- Secretarylchair Jeff Smith Anthony Griffiths Susan Dinsey Daniel Boden Chris Sims Alan Stone appointed reappointed reb'red and re-appoinled reappointed retired and re-appointed reappointed retired and re-appointed appointed 29.03.12 13.03.19 16.03.22 01.07.20 16.03.22 17.03.21 16.03.22 25.01.22 Company Secretary Michelle Carter appointed 25.01.22 Clerk Michelle Carter appointed 06.07.16 Patron William Wyldbore-smith Senior Leadership Team Jackie Smith Tracey Morley Hayley Farmer Sarah Mccombe Chief Executive Officer (CEO) Head of Service Short Breaks Manager- resigned 31/0￿022 Ch￿r Finance Officer- resigned 30/0412022 Soli¢ilors Stone King LLP Boundary House 91 Charterhouse Street London EC1M 6HR AccountantslAuditors Ross Brooke Ltd 16 Dorcan Business Village Murdock Road Dorcan Swindon. SN3 SHY

TRUSTEES, REPORT FOR THE YEAR ENDED 31 AUGUST 2022 The Trustees. who are also directors of the charity for the Purposes of the Companies Act 2006. present their reporl wth the financial siatements of the charity for the year ended 31st August 2022. The Trustees have adopted the provisions of the Accounting and Reporting by Charities.. Statement of Recommended practi￿ applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland IFRS 102) {effective January 2019). OBJECTIVES AND ACTIVITIES A. OBJECTS AND AIMS The objects of the charity are: 1. to advance for the public benefit education in the United Kingdom. in particular but wilhout prejudice to the generality of the foregoing by developing, managing and providing, either directly or through third parties, education and training io pupils at Uplands School in Swindon (or any successor school to it)" 2. promoting for the benefit of the inhabitants of Swindon and the surrounding area the provision of facilities for recreation or other leisure lime occupation of indrviduals who have need of such facilities by reason of their youth. age. infirmity or disablement, financial hardship, or social and economic circumstance or for the public at large in the interests of social welfare and with the object of improving the condition of lrfe of the said inhabitants- and 3. to advance health and relieve disability by improving the morale. confidence. well-being, skills. and abilities of those deemed vulnerable B. OBJECTIVES, STRATEGIES AND ACTIVITIES The UET Vision & Mission Our Shared Vislon Helping those with additional needs to heti themselves. Our Mission To be a unique, high-quality organisation that builds self-belief. confidence. and skills to support those living with additional needs lo feel valued and included v￿thin their community- Our Mission Objectives

Exceptional Services Exceptional People Ex¢eptional Practice

Our Values The Vision and Mission are underpinned by the shared core values".

Aspiration Integrity Inclusion Our Principles Our principles are shaped by our vision, mission & values. Exceptional services where everyone can realise their potential Commitment to the Safeguarding of all CYP&A is a key focus of al in the Trust Innovative opportunities promote well-beiryJ and improves the life chances of CYP&A Sustainable business model delivered through fully compliant practice High standards of Govemance & leadership. with financial security and effective management supported by efficient servi￿$ must be embedded in all areas to enable excellent outcomes High quality professional development is valued Effective and Collaborative partnerships are promoled with all stakeholders to develop exceptional ADDTIONAL NEEDS services and provision Mission Objectives Exceptional Servlces All our children, young people and vulnerable adulis have exceptional opportunities through high quality servi￿$ and provisions that enable them to develop the skills and attributes to contribute to and feel valued by their community. Exceptional People UET is led by committed team of Trustees and slaff (our UET people) who operate with absolule integrity. are forward thinking, hardworking, skiwul practilioners determined lo enable children, young people and vulnerable adults with ADDTIONAL NEEDS to reach their full potential. Exceptional Practice Best practice is embedded to ensure sustainable provisions that are inclusive, aspirational, vibrant. safe. compliant. financialty healthy, well-resourced and led by an exceptional team. The UET Mission Objectives (MO) are met through clearly defined Stralegic Objectives {SO). Pro9￿SS towards achieving the MO SOS will be measured by a range of Key Performance Indicators (KPI). The KPIS ensure progress can be described both quantifiably and qualilalively towards achieving the SOS. The over-arching MOS for UET drive strategic planning and ensure the UET "Golden Thread- is evident in all aspects of devek)pment and improvement. The monitoring of progress is robustly embedded supported by rigorous controls and moderation. The SOS are reviewed annually based on the outcomes of the KP15 for each year and Ihe UET Strategic Plan is a dynamic 3 Year rolling programme of intent. implementation, and impact that quality assures outcomes across UET.

SOS and KPIS are monrlored regulady through the year by t)oth Trustees and the Senior Management Tearn (SMT) throu9h the more detsiled Devebpment Plans assoc4ated with each MO and SO. The overall success of each SO and associated KPIS will be RAG rated in July of each academic year and the impact of the KPIS outcomes measured. This RAG rated review will then inform any amendments for subsequent SO andlor KPIS for the next academic year. The Strategic lead for the MOS has direct accountability for ensuring outcomes and impact. A delegated lead is identified for each SO and associated KPIS to ensure actions are achieved in the agreed time scale and identify interventions rf required. Progress towards the MOS and SOS will be monitored regularly by the Strategic and Delegated Lead and will be reported to the UET Board through formal reports and SMT up-dates. Key Strategic Objective Overview 2021122 Mlsslon Objectlve 1- Excepiional Services: SO 1.1- To ensure personal development pathways lead to Su￿ssful outcomes for all SO 1.2- To deliver highquality training with a fim) commrtment lo raising service standards SO 1.3- To ensu￿ Safeguarding and wellbeing is a key prKJrity for all SO 1.4- To ensure all seNices provide an exceptionally high-qualty offer through an engaging, person-centred approach. SO 1.5- To ensure effective partnership working is embedded within UET. Mission Objective 2 - Exceptional Peoplo: SO 2.1- To Rec¥uit & Retain the best people SO 2.2 _ To devek)p individual people and nurture talent through effective CPD SO 2.3 - To prioritise & value our people's well-being & engagement. Mission Objective 3 - Exceptional Practice SO 3.1- To deliver Govemance that is effective. supportive, and challenging to ensure accountability at all leveb. SO 3.2 - To deliver a grovAh plan that does not compromise the quality of existing services SO 3.3 - To deliver efficient & effective business support. io

Mission Objective 1 Exceptional Services Table 1. Exceptlonal Setvlces Strategic Objective KO.1 End of Year RAG Comments 1.1 To ensure personal development pathways kad to successful oulcomes for all 4 achieved 1.2 To ensure high-quality stsff training with a fimi commitment to raising standards 3 achieved & 1 not athieved 1.3 To ensure Safeguarding and wellbeing is a key priority 1 achieved. 3 partialty achieved & 1 not aCh￿ved 1.4 To ensure all services provide an exceptionally high44ualty offer through an engaging. person- entred approach 4 achieved & 1 partially achieved 1.5 To ensure effective partnership working is ernbedded within UET 3 achieved & 1 ￿[rIed forward Mission Objective 2 Exceptional People Table 2. Exceptional People Strategic Objective KPI No. End of Y•ar RAG Comments 2.1 To recruit & retain Ihe besl 5 achieved. 1 partially achieved & 1 carried fgrward 2.2 To commit lo raising the professional profile of individuals within UET 2 achieved & 1 partially achieved 2.3 To prioritise & value our people's well-being & engagement 2 athieved & 2 partialy aehieved Misslon Objectlve 3 Exceptlonal Practice Table 3. Exceptional Practice Strategic Objective KPI No. End of Year RAG C¢>mments 3.1 To deliver GtsVernan￿ that is effective, supportive and challenging lo ensure accountabilty at all levels 2 athieved & 1 not achieved- Direct impact of COVID li

3.2 To delNer a growth plan that does not compromise the quality of existing services 3 achieved. 2 partial￿ achieved & 2 not achieved 3.3 To deliver efficient & effective business support 2 achieved & 1 partially achieved 3.4 To ensure sustainabk financial heath within the charitable SEND landscape 3.5 To ensure UET is fully compliant and meets all statutory responsibilities 4 achieved. 1 partially achieved. 1 not achieved & 2 carried forward 2 achieved. 1 partialty achieved & 1 carrièd forward Summary Table 5: Total KPIS RED AMBER GREEN GREY 22 14 25 13 Total- 61 6 {9%) 12 (21%) 37161Y•) 619Y•l The table above provides a summary of UET perfomance against the Key Performance Indicators outlined in our strategic plan 21122. As you will see despite the challenges related to COVID-19, we have a¢h￿Ved 61 % of KPI'S as you agree is a g¢)od out¢ome. Activity Overview 21122 UET now has two key Servi￿ areas: 1. Skills for Ever (The Skills Offer for postryeducation YP&4 18 years + with 3 cohorts) 2. Short Breaks Respite {The Children Offer for 5- 18 years) Placements across our tsvo key seniice areas within UET are continuing to increase with further growth expected in 202212023. This growth has required robust strategic planning underpinned by a clearly defined growth & resource plan. and this level of growth is expected into the next academic year 202312024. In our Skills for Ever service we have seen an additional 6 YP attending and a further 4 kjoking to start in the next two months. we are delivering over 230 hrs per week across our 3 sites. Provision Skills for Ever Hrs Dèlivered Short Breaks Hrs Delivered Sept 20121 8.000 1.600 Sept 21122 12,272 9.000 12

Skllls for Ever (YP&A) Skills for Ever is delivered through three distinct cohorts of provision: Skills for Lrfe, Skills for Work and BesF)oke. Each programme has a specialist offer that is tailored to meet the needs of their cohort through experienced and trained staff. Skills for Life offers structured sessions that are innovative. creative, and adapted to meet the needs of our cohort. Skills for Life support YP&Awith o)mplex health needs and provides physical health support. Skills for Llfe will.- Enable communication. We recognise that communication is imperative for our YP&A, and that there is more to communication than just verbal language. We encourage the use of communication aids Ihal are provided within Skills for Lrfe. Promote choice. Our trained staff use technology as an aid to enable our YP&A to independently make decisions. Choice is encouraged in every possib￿ instanGe al Skills for Life. Support health and wellbeing. We offer a variety of sessions that ￿eate new experiences for our YP&A. Our trained staff provide personal care and physical health support. ensuring care provided is dignified and safe. Create a sense of belonging. Our structured sessions enable our YP&A to participate within group sessions. creating a sense of community- We encourage interaction between our YP&A, building upon their social interaction and reLgtionships. Skills for Work offers a work-focused package. to provide work experience opportunities to enable people lo step into volunteering. self-employed or employed work with or wilhoul sUPPOrt. We aim to build the confidence and knO￿edge of our YP&A whilst also instilling professional values. Skills for Work provide work experience in." Hospitality. Our YP&A provide hot lunches for staff 4 days a week. they cost ihe ingredients. and are supported to purchase and prepare the meals. Farm. South Leigh offers the YP&A the chance lo engage and interact with livestock and learn life skills in health and safety, environmental care, lrfe processes and horticulture. Being fully inclusive, the farm enables all our YP&A lo inleract wilh peers and staff while taking part In practical. hands-on experience regardless of their ability. Our poly-tunnel with wheelchair height planters. fully equipped workshop. and selection of small mammals through to chickens, a pony and the fami dogs provKle a varied and friendly environment. Enlerprlse. UET Enterprise provide a t-shirt and mug printing service. The YP&A have access to and operate the machinery used. We also pickle eggs and onions to sell, and make candles and wax melts. Admin. Skills for Work have an office environment where our YP&A complete admin tasks. We also have an online shop, vthere our YP&A sort through stock, take photos and upload items of clothinglhomeware items online. Care Work. All at Skills for Work have the opportunity to complete care work within UET. Bespoke launched in summer 2019 to deliver tailored made packages. supporting YP&A with higher support requirements, and initially started with 3 YP&A, vthich very quickly became five. Due to the nature of the YP&A we supported we were mainly based off sile, initially supporting the charity shops with our logistic team. Bespoke then moved into the CEC building in September 13

2020 which enabled further development of the well-being offer that is required in COVID. This includes the development of well-being sessions, addressing things like anxiety and low mood through Yoga sessions specifically capturing our YP&A with ASD. We also support our YP&A to access Lift counselling services to address mental health issues. All YP&A are supported at a 1.1 or atrM)ve ratio. Packages to include hands on learning, to produce enterprise. embedding functional skills. whilst gaining essential employability skills. Our offer includes: Essential living skills. with activities. like shopping. cooking. and cleaning. Social and community skills. accessing café's pubs and restaurants. We also support our local community with regular litter picking sessions. Tailor made sensory sessions. utilising our recently purchase OMI table. Community links. such as Oak and Furrows. and The BKJ Yellow Bus project. Enterprise activity such as w¢Jodwork. textiles. catering. horticufture. business studies within an enterprise, logistics, Health & Safety awareness. recycling. and current world Irends. 2. Short Breaks {CYP} Launched in September 2020. UET Short Breaks offers a provision for C&YP aged 5-18 with ADDTIONAL NEEDS. The Short Breaks provision provides aftersthool, weekend respite and school holiday respite. We promote and actively encourage independence and life skills that will help the C&YP prepare for their futures. Our Short Breaks Team do this by providing a meaningful and fun experience where the C&YP have the opportunity to try new things in a safe. positive, and socially inclusive environment. The C&YP that attend have a variety of additional needs including. physical. medical. and behavioural. The Short Breaks team are trained and competent to provide high qualty svpport to enable them to cater to each individual. At Short Breaks, we encourage engagement in set aclivitses, please see below: Soft Play and outdoor adivities including sports Homework Assistance Life Skills including cooking and baking Art and Design Sensory Singing and Story telling Drama and Dance The C&YP receive an Individual Skill Plan (ISP) that captures areas of development that will be supported whilst the C&YP attend the provision. The Short Break team. parentslcarers and C&YP all input to the ISP and have shared outcomes for everyone. Fann UET Farm offers an inclusive, therapeutic, and educational space for Children and Young People ICYP) with additional needs and complex needs. We encourage and support a variety of OLrtdoor learning and nature-based activities around the Farm. All sessions are bespoke and interlink lo help students appreciate the valuable part they play in caring for the environment and each other. leam transferable lrfe and social skills and contribute to a positive sense of well- being. 14

We do this by facilitating time spent: Caring for the animals- chiGkens, rabbits, duGks. geese & a pony Growing in the organic garden and polytunnel Designing and making projects from reclaimed wood in the workshop Cooking with homegrovm produce in the cabin Wildlife watching in our pond area Each provision within UET has made good progress in year 21122 despite the challenges of COVID-19 pandemic. Below provides an overview of some ofthe achievements in each provision. Short Breaks Short breaks during 21122 continued with steady growlh. both in terms of hours delivered and CYP benefiting from the service. Hours delivered in 21122 were indicative of 6.500 hours, on track to deliver more than 9.000 hours for 22123 which averages at 134 hours per week. Achieving 100 /. KPI'S ouuined by Swindon Borough Council (SBC) as part of their quality assurance measures. Outcome outlined by S8C.' child￿n'S social communication and relationships are developed and sustained at an appropriate level to the indmdual child oryoung pe￿on. All children and young I￿Ople accessing Short Breaks have an individual Skill Plan vthich were produced in ¢ollaboratii)n with families. health care professionals and the children and young people. Skills for Llfe The team at Skills for Lrf8 have shown great commilmenl and tenacity to ensuring the young people and adults healih and wellbeing is paramount, providing a safe and engaging environmenl to maintain their level of independence and provide peer to peer interaction. Skills for Work Due to the COVID-19 pandemic we have seen many of our young people and adults, anxiety heightened this has been exasperated due to being unable to access community which is a big part of our Skills for Work offer. Therefore. our focus has been providing meaningful opportunities by converting our retail offer to cMJr online shop. sustaining iheir wellbeing and relationships, and having a focus on enterprise production. Since the reslrictions have lifted, we have been able to a¢￿$$ the local community more. alkjwing our YP to engage with kxal businesses once again, opening discussions for potential work experience opportunities for the near future. Bes Expanded production of enterprise items which has broadèned their partnerships within the communily lo increase opportunities for the young people and adutts. Our YP have regular opportunities to advertise and sell their enterprise products, working on their wmmunication and customer Servi￿ skills. Implementation of recording tools to capture engagement. outcomes and infom next steps for each individual young person and adult within the PfOViSiOn. 15

C. PUBLIC BENEFIT The Trustees have paid due regard to the Charity Commtssion's guidance on public benefrt in deciding what activities the charity should undertake. The Trustees consider that they have acted in the public benefit. D. DELIVERY Effective leadership For UET to continue to be a unique organisation. providing meaningful opportunities for young people with additional needs and deliver our key strategic objectives. we recognise that we have to: 1) Have a forward-thinking effedive leadership team. driven by a focused trustee Board and an adaplable team that have a passion for the work of the irust. Develop an efficient SMT and admin support team to enable the provisions to deliver with the tools. information and knowledge they require. 2) Continuously quality control the UET offer by qualty assurance and stakeholder feedback. 3} Ensure that our grovrth is clear. planned and agreed whilst maintaining the quality offer of the UET. UET is led by a knowledgeable Board of voluntary Trustees and run by enthusiastic. skilled and creative staff. and is a registered charity which operates for ils charitable purposes for the public benefit. The Trustees report to the Charily Commission each year on how it has carried out ils charitable purpose for the public benefit in line wilh the Charit Commission's ublic benefit uidance where relevant. UET Trustees ensure ihat they are aware of the guidance and take il into account when rnaking decisions to which the guidance is relevant. All Trustees uphold the Nolan Prin¢iples of Public Life. The UET Truslees, who are also directors of the charity for the purposes of ihe Companies Act 2006. have overall responsibility and ultimate decision-making authority for all Ihe work of UET in line with Charity Commission guidelines. The Trustees adopt the provisions of the Accounting and Reporling by Charities- Slalement of Recommended practi￿ {SORP} applicable lo charities when preparing their accounls in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 1021 (effective January 20151. The UET Board of Trustees is made of individuals who are appointed because of the skills that they bring to the governance of UET. The Truslees have a range of skills and qualities. and a variely of professional and personal experience. Skills Audits are carried out annually lo ensure that UET has a diverse Board where Trustees have different experiences and perspectives which ensures that the Board makes well-rounded deasions. Any gaps in the overall skills identified from the Skills Audit informs the recruitment requirements of the Board lo continually ensure Ihat the Board has the expertise to: exercise overall control of UET'S current business operations manage Ihe charity's resources responsibly sel the strategy and oversee its implementation ensure that the needs of the UET'S beneficiaries are put first keep the charity true to lis purpose The fundamental principles and njles of govemance are determined within.. 16

The Articles of Association Associated guidance documents. policies and job descriptions Compliance with the regulations laid out in the Charities SORP The Charity Commission's public benefrt guidance The UET Board aims to manage by exception anij invest in areas of risk. It oversees operational slandards. compliance. financial probity and safeguarding. It is responsible for overseeing the work of the Chief Executive Officer (CEO) and all staff in delivering UET'S vision. in line with the UET Strategic Plan. Link Trustees work closely with staff in each of the UET Provision areas providing support and challenge lo ensure that UET'S provisions are safe. secure. are of high-quality and ensure the best outcomes for all young people. The UET Board ensure effective engagement with parents and carers, community and stakeholders Ihrough local knowledge. They oversee the implementation of the UET Provision Development Plans, ensuring alignment with UET'S vision and Strategic Plan. UET is led by the Chief Executive Officer (CEO) who leads the UET Senior Management Team ISMT) consisting of the Head of Service and Short Breaks Manager. Quality Assurance UET recognise5 that extemal audits provide a valuable opportunity to view systems and processes through the eyes of experts in their field. Safeguarding is supported through an annual review with the safeguarding team (including the linked trustee) to ensure all understanding and process follows legislalion and all team training including the induction, is up to date. A GDPR external audil is carried out annually and SMT cary out random GDPR audits throughout the year on team devices. H&S audits are carried out monthly in-house and annually externally. Finance month end reviews and checks are carried out by a Chartered Accountant and final year end accounts are fully audited extemalty. Planning for the Future UET recognises its unique role in providin9 Post education support to the young people it works with. With increasing demand for the services. it is essential that we ensure that expansion does not compromise the qualty of the UET offer and to keep the young people at the cenlre of everything that we do. Whilst growth is inevitable, as unlike education we do not have a fixed term attendance. we recognise that we need to ensure Ihal any expansion is within the original vision of the organisation, accommodating our original team of young people on their path through adulthood whilst welcoming new young pecple to a focused and supportive environment. Uplands Enterprise Trust is a devebping and 9rowng charttable trust for children and young people (CYP) with Special Educational Needs or Disabilities (SEND) focused on developing skills and supporting families. The key objects've is to provide qtjality opportunities for CYP with ADDTIONAL NEEDS to help them to help thernsefves. UET'S detailed 3-year Strategic Plan will be measured by three Key Strategic Objectives (KSO) and their associated annual Key Performance Indicators (KPIS) described below, and Ihere is an expectation that there will be other developments as the charitable trust continues to grow. 17

One of the strengths of the UET is to keep evolving, we listen to the young people that we work th and create new opportunities lo help support them. The partnership working between BE. Brunel and UET will be further developed to provide a conlinuily and wnstituency of offer for our families through to 25 years and beyond. The following are addilional areas for development whth will need to be revised and included in the UET Strategic Plan for 202212023: All Provisions Continuing the Quality Assurance focus on each of the individual provisions to ensure regulatory compliance. Focus on relevant training and development within the individual provisions to guarantee a multi-skilled and confident workforce. Implement a robust process to capture and measure impact across UET Short Breaks Adopt and apply Ofsted framework with the view to achievlng a 'GOOD' rating following any inspection. Proposed move of short breaks from UET to Brunel Education, this is due to the expertise within Brunel to ensure the setting is complianl with all its regulatory requirements. The proposed move is April 23, this does depend on Swindon Borough Coun¢ils timeline. Skills for Ever Plan and develop an additional provision to support our YP with praclical independent living skills and include paid employment opportunity within UET. Explore residential premises to offer residential placements for YPIA not just within Swindon but surrounding areas as well. Look at Open Door be￿ming part of the UEf offer. FINANCIAL REVIEW A. RESERVES POLICY At the year end the Trust has total funds of £374,193 (2021". £246,836). Of those funds. £8,760 are held as restricled funds and £111.556 are held as tangible fixed assels. The free reserves at 31 August 2022 are £365,433. The Trustees are confident that the trust can continue to operate with its reseryes to reflect approximately 3 months of running costs {£276,1)00). B. FINANCIAL POSITION At the year end the trust had net current assets of £262,637. C. PENSION The Irust conlributes towards the NEST pension scheme. D. PRINCIPAL FUNDING SOURCES The trust's main income source is from Adult arKI Children's Social Care funded packages and placements. NHS pla￿MentS and Direct Payments received from parents and carers, with £984,723 income received in 2020121. 18

PRINCIPAL RISKS AND UNCERTAINTIES The UET Board of Trustees has reviewed the major risks to which the Trust is exposed together with the operating. financial and compliance controls that have been implemented lo mitigate those risks. The principal risks and uncertainties facing the Trust are as follows: Failures in governance andlor management - the risk in this area arises from potential failure to effectively manage the Trust's finances. intemal controls. compliance with regulations and legislation. statutory returns etc. The Trustees continue to review and ensure Ihat appropriate measures are in place to mitigate these risks. Reputational-the continuing success ofthe Trust is dependent on continuing to attracl applicants in sufficient numbers by maintaining the highest standards. To mitigate this risk Trustees ensure that a full quality assurance framework is embedded across all areas of UET and is closely monitored and reviewed. Safeguarding and child protection - the Trustees continue to ensure that the highest standards are maintained in the areas of selection and monitoring of staff, the operation of child and vulnerable adults. proteclion policies and procedure5. health & safety and discipline. Staffing- the success of the Trust's is reliant on the qualty of its staff and so the Trustees monitor and review policies and procedures to ensure continued development and training of staff as well as ensuring there is clear succession planning. Fraud and mismanagement of funds - Al finan￿ stsff re￿1ve training to keep them up to dal8 with financial practice requirements and develop their skills in thi8 area. The fvll Board of Trustees met 4 times during the Per￿ 1st September 2021 to 31st Augusl 2022. The AGM took place on 16° March 2022 at Upper Shaw Farm, Ridge Green, Swindon, SN5 5PU. At each of the meetings the Trustees reviewed the charities current activity and reviewed the inpact of COVID 19 on UETS strategic and financial planning and the operational activity and developmenls of the charity- Slanding ilems on the meeting agendas include the review of the UET Risk Register and written reports from the CEO. Head of Service and Short Breaks Manager. including a finance update from the Chief Finance Officer and Link Finance Trustee, Tony Griffiths. Management Accounts are also reviewed monthly with Ross Brookes Accountsnts, the CEO and Link Finance Trustee Tony Grrffiths. The Trustees consider any risks using a risk evaluation matrix (operational. knowledge & people. financial, compliance and reputation) which may affect the trust. It assèsses the risk impact, the risk likelihood. and the control procedures in place, ensuring that 'red' risks are idenlified and appropriate strategies for the mitigation of any risks are identified. The Board monilors the implementation of these strategies and reviews the risk register at each Board meeting. F. FUNDRAISING Wilhin 202112022 UET were very fortunate to have fundraised for a total of £17.900 through successful applications completed by Caroline Dent. This consisted of £1,400 frorn The Rotary Club, £2,500 from St James's Place Foundation and £4,000 from D'oyly, £5,000 from B&Q, £10,000 from Nationwide thanks lo Sue Dinsey, one of our Trustees, £5,000 from The Willshire Community Fund. £100 from BBSRC, £35 from Intel, £250 from TransXL and £600 from RJ Plant to fund paid employment for 2 of our YPIA at Stratton Road. UET also received donations of £2800 from the Ultra Challenge, £5,000 Legacy, £250 from Vygon. our Finance Administrator raised £1.600 doing a sky dive & one of our young people raised £2.757 doing 21 challenges. 19

With these funds the charity was able to purchase a wheelchair accessible vehicle, an Omi table offering social engagement. music. fun activities for the YPIA at Stratton Road, Eye Gaze to assist our YPIA with making choices and communication. Sensory Cabin for Short Breaks. computer equipment across Ihe provisions, sensory equipment for Skills Life & a Workshop for the Community Enterprise Centre. UET are still part of Swindon Community Lottery, Easyfundraising and Amazon Smile for which we receive monies. UET received no complaints about fundraising activities during 2021122. G. GOING CONCERN After making appropriate enquiries. the Board has a reasonable expeclation that the Trust has adequate resources to conlinue in operational existence for the foreseeable future. For this reason, it continues to adopt the going concem basis in preparing the financial slatements. Further details regarding the adoption of the going concem can be found in Ihe Accounting Policies. STRUCTURE, GOVERNANCE AND MANAGEMENT GOVERNING DOCUMENT The charity is controlled by ils governing document, a deed of trust. and constttutes a limited Company, limited by guarantee. as defined by the Companies Act 2006. The charity is governed by its memorandum and articles incorporated 2910312012 as amended by special resolution(s) dated 0510712012. RECRUITMENT. APPOINTMENT. INDUCTION AND TRAINING OF NEW TRUSTEES The Trust has eight Trustees who are also directors of the company. The Trustees all have a background in either SEN Education. Health and Social Care, Finance. HR. Health & Safety, Governance and Risk Management or come from a local business or charity sector background. Three of the eight Trustees are also parents of young people with Special Educational Needs. The Trustees were recruited through their connection with Ihe Brunel Academies Trust and the local community or recruited externally via the volunteerin9 ne￿ork, Involve Swindon. Trustees hold an Annual Visioning Day to discuss and agree UEfs 5 Year Strategic Plan and vision for the future. Newly appointed Trustees receive one to one induction training from the Principal Trustee to understand the Trustees role and responsibilities, the needs of the Cohort and the work of the Trust. At the Annual General Meeting held 16h March 2022. Mr Chris Sims, Mrs Susan Dinsey and Mr Jeff Smith retired. Following a proposal from Mrs Jackie Smith which was seconded by Mr D8r8k Dinsey, Mr Chris Sims, Mrs Susan Dinsey and Mr Jeff Smith were each re-appointed for a further tem. This was unanimously agreed by all Truslees. The Trust is very fortunate in having a strong Board of Trustees who continually strive to develop and grow their knowledge. The Trust is grateful to each of the Trustees for their commitment and enthusiasm and the work they have done for the Trust throughout Ihe year. The Trust would also like to express their gratitude to the patron of UET. Mr William Wyldbore-smith. for supporting and promoting the work of the UET through his wider charitable work bolh locally and nationally. 20

The Trust would like to thank all staff and managers for their dedication, commitment and hard work and would also like to express thanks to all of the local, regional and national business partners who have provided volunteers. donations. grants, and raised funds for UET. The Trust relies on donations received and the generosity and enthusiasm of our formal and informal partners vthose support is invaluable to the work of the charity. ORGANISATIONAL STRUCTURE TrusleeslDiredors govern the charity and set the overall strategy, objectives and targets. The strategic and operalional management of the trust is delegated to the CEO who line manages the Senior Management Team within UET. The CEO, Head of servi￿ and Short Breaks Manager form the UET Senior Management Team {SMT). The SMT are responsible for strategic and operational leadership of UET and are supported by the Brunel Academies Trust Central Services Team. The Trust have a seryice level agreement in place and a formalised re<harge model betsveen Brunel and Upkinds Enterprise Trust to pay for central support services. based upon actual staff time and costs. for support services provided to the trust by Brunel employees. ARRANGEMENTS FOR SETTING PAY AND REMUNERATION OF KEY MANAGEMENT PERSONNEL Key personnel's remuneration packages are agreed by Tnjsteesl CEO through their pay policy, as appointments are made the roles are defined and assessed against the market to identify a salary range and job description. Key personnel are able to progress within their role providing performance management targets are achieved within the defined beneffts of the salary grade. The performance management framework is a cydical review completed on an annual basis. An independent review of performance is completed each year for the CEO to provide trustee's with additional assurance that targets are being achieved. RELATED PARTIES Brunel Academies Trusl {Brunel) and its subsidiary company Brunel Education (BE) work closely with Uplands Enterprise Trust. The Trust's CEO is a TrusteelCEO of both Brunel and BE with the business functions of the UET being supported by the Brunel's central seNice function, via a fomial service level agreement. Brunel and BE sludenls benefrt from the services provided by UET where students access the fami. holiday clubs and retail provisions on a regular basis. Mr Chris Sims is also a Trustee on Ihe Brunel Board ofTrustees. UEfs palron. Mr William Wyldbore- Smith, is also a Trustee of both Brunel and BE. RISK MANAGEMENT The Trustees have a duly to identify and review the risks to which the Irusl is exposed and to ensure appropriate controls are in place to provide reasonable assuran￿ against fraud and error. The UET Board of Truslees has reviewed the key risks to ￿lch the trust is exposed together with the operating, financial and compliance controls that have been implemented lo mitigate those risks. The Board of Trustees categorises risks into 4 main categories: Reputalion, Opefalional, Knowledge & People & Finanoal. The UET Board of Trustees has responsibility for monitoring and evaluating the impact of risk. The Board of Trustees has implemented formal processes for identifying. evaluating and managing the trust's significant risks. This ha5 been embedded in the activity of the UET Board in the period 151 September 2021 to 31. August 2022 up to the dale of approval of the annual report and financial statements. The risk management process is regularly reviewed by the Board of Trustees and with Link Trustee. Daniel Boden. Risk management also continued to focus on the COVID 19 impact on all aspects of business and provision. The pandemic elevated financial. knowledge & people and operational risks. These risked were mitigated through the robust COVID 19 Re¢overy Plan and partnership working with Brunel and other relevant partners. 21

Statement of Trustees, Tesponsibilities The Truslees (who are also the directors of the company for the purposes of company lawl are responsible for preparing the Trustees. report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practi￿}. Company law requires the Trustees to prepare financial stalemenls for each financial year. Under company law. the Trustees must not approve the financial statements unless Ihey are satisfied that they gNe a true and fair view of the state of affairs of the charitable company and of its incoming resourGes and application of resources. including its income and expenditure. for that period. In preparing these financial statements. the Trustees are ￿qUired to: select suitable accounting policies and then apply them consistently; observe the methods and prinuples of the Charities SORP {FRS 102): make judgements and accounting estimates that are reasonable and prudent; state whether applicable UK Accounting Standards IFRS 102) have been followed, subjed to any material departures disdosed and explaned in the financial statements.. prepare the financial statements on the going concem basis unless it is inappropriate to presume that the Charity will conb'nue in business. The Trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the charitable company's transactions and disclose with reasonable accuracy at any time the financial position of the charitable rxlmpany and enable them to ensure that the financial statements comply wilh the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable Steps for the prevention and detection of fraud and other irregularities. Disclosure of infomation to auditor Each of the persons who are Trustees at the time when thts Trustees. report is approved has confirmed that.. so far as thal Trustee is aware. there is no relevanl audit information of whTr¢h the charity's auditor is unaware. and that Trustee has taken all the steps that ought to have been taken as a Truslee in order to be aware of any relevant audit infomiation arKI to establish that the ¢hariWs audilor is aware of that information. Report of the Trustees, incorporating a Strategic report. approved by order of the Board of Trustee5, as the company diredors. on 26.05.2023 and signed on the Board's behalf by: Ms J Smith, Principal Trustee Dale.. 26.05.2023 - CLIILSZ Date: 26.05.2023 22

Inde ndent Auditorfs Re to the Members of Opinlon We have audited the financial statements of Uplands Enterprise Tnjsl (the 'charitsble company'l for the year ended 31 August 2022 which comprise the Statement of Financial Activities, Balance Sheets and Stalements of Cash Flows and notes to Ihe financial slalemenls, including a summary of significanl accounting policies. The financial reporting framework that has been applied in Iheir preparation is applicable law and United Kingdom Accounting Stsndards, including FRS 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland Iuniled Kingdom Generally Accepted Accounting Pracltsl. In our opinion the financial statements.. give a true and fair view of the state of eharilable companrfs affairs as al 31 August 2022 and of its incoming resources and application of resources, including rts income and expenditure. for the year then ended- have been propedy prepared in accordance with United Kingdom Generalty Accepted Ac¢ounb"ng Practice" and have been prepared in accordance with the requifemenls of Ihe Companies Act 2006. Basis for opinlon We conducted our audit in accordance wilh International Siandards on Auditing {UK) {ISAs IUK}} and applicable law. Our responsibilities under those standards are furlher described in the Auditorfs responsibilities for the audit of the financial slalemenls section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audrt of the financial statements in Ihe UK, including the FRC'S Elhi¢al Standard. and we have fulfilled our other ethical responsibililies in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Conclusions relating to going concern In auditing the financial statemen15. we have concluded that the trustees. use of the going concem basis of accounting in the p￿paration of the financial statements is appropriate. Based on the work we have performed, we have r¢ot identified any material uncertainlies relating lo events OT conditions that. individually or collectively, may cast signrficant doubt on the charitable company's ability to continue a5 a goin9 concem for a period of al least tsvelve months from when the financial statements are aulhonsed for issue. Our responsibilrties and the responsibilities of Ihe trustees with respect to going concern are described in the relevant sections of this report. Other information The other information comprises the infomiation ineluded in the trustees. annual report, other than the financial slaternents and our auditor's report thereon. The Iwslees a￿ ￿Sponsible for the other infomialion contained within the annual report. Our opinion on the financial stalements doe5 not cover the other information and. except lo the extent othe￿ise explicitly slated in our report. we do not express any fomi of assurance conclusion theieon. Our responsibility is lo read the olher information and. in doing so, consider whelhef the other information is materially inconsistent with the financial slalements or our knowledge obtained in Ihe ￿Urse of the audit or otherwise appeals lo be materially misslaled. If we identify such material inconsistencies or apparent material misslalements. we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If. based on the work we have performed. we conclude that Ihere is a material misstatement of this other information. we are required to report that fact. We have nothing to report in Ihis regard. Oplnlons on other matters prescribed by the Companies A¢t 2006 In our opinion. based on Ihe work undertaken in the course of our audi1= the information given in the Trustees. Annual Report. which includes the Directors. Report prepa￿￿ for the purposes of Company law. for the financial year for which the financial slatemenls are prepared is consistent with the financial stslemenls-, and the Directors. Report ineluded within the Trustees. Annual Report has been prepared in accordance with applicable legal requirements. Other Matters The charitsble company took advantage of audit exemption for 2021 and therefore the Comparatives are unaudited. Matters on whlch we are requlred to report by exceptlon In the light of the knowledge and understsnding of the charitable company and ils environmenl oblained in the course of the audit, we have not identffied material misstatements in the Trustees. Report included within the Trustees. Annual Report. 23

We have nothing lo report in respect of the f0kn￿"ng matter5 vthere the Companies Act 2006 requires us to report lo yots if. in our opinion= adequale accounting records have not begn kepL IY relums adequate for our audit have not been rèceived from branches not visited by us: or Ihe parent charitable company financial statements are not in agreement with the accounling records and returns.. or certain disclosures of trustees. remuneration specified by law are not made.. or we have nol received all the information and explanations we require for our audit.. or the trustees were not entitled lo prepare the financial statements in accordance with the small companies regime and take advants9e of the small companies, exemption in preparing the Trustees, Annual Report and take advantage of the small companies exernp￿n from the requirement to prepare a Strategic Report. R8spon$ibilitios of trusl•es As explained rnore fully in the Trustees. Responsibilities Statement set out on page 22. the trustees (who are also the directors of the charitable company purposes of company lawl afe responsible fof the preparation ol a Irustees, annual report and financial statements and for being satisfied that they give a true and fair view, and for such internal control as Ihe INstees detemine is necessary lo enable the preparation of fmancial statements that are free from material misslatement, whether due to fraud or error. In preparing the financial stalemenls, the Iruslees are responsible for assessing Ihe tharitable company 5 ability to continue as a going concern. disclosing. as applicable. matters re￿Ied to going concem and using the going concern basis of accounting Un￿$$ the trustees erther intend to liquidate the charitable company or lo cease operations. or have no reah'slic ahemative bul to do so. Auditoes responsibilities for thg audit of the financial statgmgnts Our objectives are to oblain reasonable assurance about whether the financial stslements as a whole are free from material misslalemenl, whether due lo fraud or error. and lo issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance, bul is not a guarantee that an audil conducted in accordance with ISAS (UK) will always detect a material misstatement when rt exists. Misstatements can artse from fraud or error and are considered material if. individually or in the aggregate. they could reasonabty be expected lo influence Ihe economic decision5 of users taken on the basis of these financial slalernent5. Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design proce.dures in line wilh our responsibililies. outlined above, to detecl material misstatements in respect of irregularities. including fraud. The specific procedures for this engagement and the extent to which these are capable of detecting irregularities, including fraud is detailed below.. We have considered.. the nature of the charity and sector. control environment and operating performanoe.. the charity's own assessment. including assessments made by key management. of the risks that irregularities may oeeur either as a result of fraud or error. any matters we identified having reviewed Ihe charity's policies and procedures relating lo.. idenlrfying, evaluating and complying with laws and regulations and whether they were aware of any instances of non-complianee" detecting and responding to the risks of fraud and whether they have knowledge of any actual, suspecte¢J or alleged fraud.. and the intemal controls established to mitigate risks of fraud or non-compliance with laws and regulations.. the matters discussed amongst the audit engageffent team. As a result of these procedures. we considered the opportunities and incenlNes thal may exist within the organisalion for fraud and identified Ihe grealesl potential for traud in the areas in which management is required to exercise significant judgement, such as the (Jisclosure of adjusting items. In common wilh all audits under ISAS IUK}, we are also required lo perform S￿fiC procedures to respond lo the risk of management override. We also obtained an understanding of the legal and regulatory framework that the eharity operates in. focusing on provision5 of those laws and regulations that had a direct effect on the detemiination of material amounts and disclosures in Ihe financial slatemenls. The key laws and regulations we considered in Ihis context were Ihe Companies Act, Charities Act and tax legislation. Because of the inherent limitations of an audil. there is a risk that we will not detect all Irregularit￿$. including those leading to a material misstatement in the financial 5L￿ernents or nonthcompliance with regulation. This risk increases the more that eompliance with a law or regulation is removed from the events and transactions rellected in the financial statements. as we will be less likely to become aware of instances of non4ompliance. The risk is also greater regarding irregularities occurring due to fraud rather than error. as fraud invofves intentional concealment. forgery, collusion, omission or misrepresentation. 24

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Couneil's website al.. http'.Ilww.frc.org.uklauditorsresponsibilities. This description forms part of our auditor's report. Use of our report This report is made solely lo the chafitable company's members. as a bc#Yy. in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we M￿h1 slate lo the charitable company's members those matters we are required lo stale to them in an auditorfs report and for no olher pyrpose. To the fullest extent permitted by law. we do not a￿ept or assume responsibiltty to anyone other than the eharilable company and the tharitable company s members as a bC￿y. for our audit work. for thi5 report. or for the opinions we e formed. oline Webster (S•nior Statutory Auditor) for and on behalf of UHY Ross Brooke. Statutory Auditor Suite I Windrush Court Abingdon Business Park Abingdon Oxfordshire OX14 1SY Dale tsl£li3 25

U lands Ente rise Trust Statement of Financoal Actlvrtles atin an Ineom• and Ex ènditur• Account for the Year ErKled 31 Au ust 2022 Ineo 2022 Total funds 2021 ToLIl fvnds Unrèstnctsd lunds Restricte lunds Notes INCOME AND ENDOWMENTS FROM Donations and legacies 10.868 55.818 66,686 19.153 Charitsbl• adiviti•s Leaming and LNing support 1.213.171 1,213,171 963,617 Othgr tradin9 adivi¢ies 8.622 8.622 Total 1,232.661 55,818 1.288.479 982.770 EXPENDITURE Charltable a¢tiviUes All provisions 1.105.858 55.264 1.161,122 969.198 Othef Total 1,105,858 55.264 1,161,122 969.198 NET INCOMEIIEXPENDITUREI 126.803 $54 127,357 13.572 Transfers b8twwen fvnd$ Other recognlsed Sain￿(10$$$) Actuari81 ga￿SlI10$seSI on defined benefit schemes Nèt mov•m•nt in lunds 126.803 S54 127.357 13.572 RECONCILIATION OF FUNDS Total funds brought fopmard 236.630 8.206 246.836 233.264 TOTAL FUNDS CARRIED FORWARD 374 193 246.836 Thè nole$ form part of thèse finan¢ial stateffnts

U lands Ente ise Trust ist•rod nUm￿r.. 08011951 Balan¢• Sh••t 31Au ust 2022 2022 2021 FIXED AS5Ers Tangible assets 13 111.$56 73.377 CURRENT ASSETS Deblors Co$h at bank and in hand 14 128.677 307.981 112.826 170.393 436,658 283,219 CREDITORS Amounts falling due one year 15 1174.0211 {109.7601 14ET CURRENT ASSETS 262.637 173.459 TOTAL ASSETS LESS CURRENT LIABILITES 374.193 246.836 NET ASSErs 17 374.193 246.836 FUNDS Unrestrict8d fund5 Rèstricted fuThJs 18 365.433 8.760 238.630 8.206 TOTAL FVNDS 374.193 246.836 Th888 fin8wKial State￿nts have been Wep0￿ in a¢￿d￿ tmth Ihe prwsk)ns appI￿￿e to ¢haritable conwans $ybjecl to the sm1 companies re9ime. The finanei81 stst8ments were apprnv8d by Ihe Board of Try￿tee￿ and aulhorised lor issue on 26ts) May 2023 werg strjned ￿ its beh*1 by.. J A Smith - Trustee The notes lomi port of Ihese finanr#al statements 27

U lands Ente rise T￿51 Cash Flow Stat*m•nt for the Year Ended 31 A ust 2022 2022 2021 Cash flows from operath)g actfvilles Cash generated from operat￿ThS 20 204.587 77.163 N61 cash (used tnypr0￿ded by operating acti￿￿e$ Cash flows from Inv•stlng actSvitl•s Purchase of tangible fixed assets Sal? of tsrvJible fixed assets 167,219) 220 16,110} Net ￿$h provided byllused in) imiestirvj acti¥￿e$ Cash IIow5 frorn financing aclivilies Loan repayments in year Pension liability tfansferred Net cash used in finanong acb"viti¢$ Change In ¢a$h and Cash equfval•nts In th¢ reporting period ash and cash equivalents at the b•ginning 01 th• r•porting ￿rIOd 21 137.588 71,053 170.393 99,340 Cash and cash •quivaknts at •nd of the reportlng perlod 307.981 170.393 The rb)tes fcffii part of these finanryal stat0Th￿nts 28

U lands Ente se TNst Notes to the Financial Slat•m•nts for the Year Ended 31 Au ust 2022 STATUTORY INFORIAATION Uplands Enterprise Trust is a chantable company limited by guarantee. %￿lhOUt share ￿pItal, irtrwrporated in England and Wales. The re9iStered tsff￿ addrÈ5s afMI principal a¢livth5 can be found In the Trustees. Report. ACCOUNTING POLICES Gen•ral Inforniatlon and basls of preparatlon The financial statements of the charitable cthmpany, which is a public beneffit entity under FRS 102. have been prepatsd in aCc￿danCe the Charitses SORP IFRS 102)'Ac¢ounting and Reporting by Charities.. Slalement of Recommended Praclice applicatAe to ¢haritre5 preparing their accounts in accordance with the Financi81 Repowting Slandard appliCa￿e in the UK and Républic of Irdand IFRS 1021 {effedive 1 January 20191,. Financial Reporting Standard 102 The Financrdl Reporting Slandard applicable in tht UK and Republic ￿ Irelan(r and th¢ Compani¢$ Act 2006. The fin￿¢181 statennts have been p￿pa￿d unt1er the historical cosl convention. Uplands Edu¢ational Trust meets the defiThiion of a public beneft entity under FRS 102. The accounts are presented in Ste￿1n9 vthi¢h is th& Ity￿ti￿al ¢urr¢rty of the Twust and roun(l¢d to Ihtr neaf¥sI [￿Ind. Golng con¢¢m The trustees assess whèthar thè usè of wng cLYvm is arwriate t.e. whether Ihere are any materi81 uncerlainl￿s ￿lated to events or conditions Ihat may cast significant doubt on the a￿"lity of the chanty to conts.nu as a going concern. The trustees make this assessment in respèct of a ￿¥10￿ of at lèast onè year from the date of aulhorisation for issue of the finawal siatements and have conclu¢Jed Ihat the charity has adequate resources to continue in operali)nal existence for the loresee8ble futwe and the￿ are no material uncertainlie5 about its ability to continue as a going concem, thus Ihey continue to adopt the going conctm basis ol accounting in preparing the finarKial statements. Income All Ir￿orne is recwised in the Statemènt of Financia ACtI￿tI￿$ 0[￿e the charity has $niiUem8nt to the funds. it is probable that the in(ome wll bo feceived and the amounl can be measured reliably. Int•rèst lTrteresl on fijnds held on deposit is incJu¢Jed bthen receivable and the am(yJnt can be measured feliabty by the charily.. t￿5 is normaly rKJbficalion ol Ihe interest paid or payabk by the bank. Grants Income from govemmenl and other grants are recognised at lair value ￿ tre charity has entitlement after any perfixmancè conditlOn5 have been met. is probatye that the income wll be re￿1Ve￿ and the amount can be measured reliably. If entsthment Is not mel then these arThJunts are deferred. The balance ol income received lor specific purposès but not expended durin9 the period is shown in thè rèlvant funds on Ihe balance sheet. Whèn entitknienl befrye inco￿￿ is r￿e1ve(l. Ihe irKome 15 accrued. Donatlons Donation$ a￿ recognised on a re¢ervable basis there i8 ceriainty of ￿lpt and the amount can be ￿liablY measurèd. Agency arrangem•nts The academy Iwsl acts as an agent in dislribLrtirvJ 16-19 twrsary funds ffom ESFA. Payments received from ESFA and subsequenl disbursements to students are excluded from Ihe ststement of ftnarKial activities as Ihe trust does not have control over the charitable app1Ka1￿ of the fvThJs. Exp•nditur• Liabilib'es are ￿C(snised as expenditureas soon as Ihere is a legal orconstructivè oblpJati)n commith.ng the charity to that expenditure, it is Probab￿ that a transfer of economic benefrts ￿11 be required in sewement and the amount of the obligation be measured Teli8bty. Expenditure is accounted fof on an accruals basis and has been dassrfied under headings that a99regat? all cost refated to the category. Where costs cannot be directy attributed to particular headings they have been alocated to acts"v￿.es on the basis detail￿ bg1ow_ VAT Charged to but not recoverable by Ihe chaiity k8 included under the headin9 to %thich xp•n&turn relates. Allo¢ati•n ond opportloTrment of costs Support costs hav? been apportioned lo the relevanl acbvityes of the charity on the basis of the perc8ntage o15taff numtrs oxprtssed 85 lull t¥ne equivalent emptyes. 29 continued...

U lan41$ Ents se Trust lo the Finan¢ial Staternents . con for th• Year Ended 31 Au t20 ACCOUNTrIG POLICIES * continued Redundancy l Tennlnatlon payrnents TerMInat￿n bènefits are measured ai bèst Èstimatè of Ihè expenditure required lo sètllè the obligat6on at the reports.ng date. 11 Ihe expected setueTh￿n1 (lale ol the teminabon payments is 12 months or mole after making Ihe provision and Ihe ellect woukl be material. the present value ol the 0￿19ation is cakuiated using an appropriate discount rate. TangIb￿ fFx•d assets Depieaat¥)n is Fyovided at the follwng anwal rates in lyderto wrile off each a55el over its estimaled useful lile. Propety Improvements Plant and machinery Fixtures and fittings Motor Ve￿CleS Computer equipment 10% on Stra￿ht line basis 10% on slrdight li￿ basis 20%- 33% straighl line basis 20% cfi siraight line basis 33% on strarght line basis Assets costing £100 or mtre are GaWlised as tarrfJibJe r￿ed a&sets aThJ are carrie(l at cost, nel of depreciation and any proviwon for impainngnt. DeprKiathon 15 chaW from the of acquisltiryh to th? month of di$Fvsal. Taxatlon The charity is exempt from corporab.on tax on ts charitat4e actiwbes. Fund accounting Unrestricted funds tan be used in accordar￿ with Ih• charitablè obièctivts at the discretion of the trvstees. Reslricled lunds can only be used for parbcukr ￿tricied purposes ￿thin Ihe objects of the charity. Restridions arise when specified by the or when fvnds are rawl for par￿￿18T restricted PLwe5. Further exFAanation of the nature and purpx)se of each ftwxl is irtluded in the notes to financial statemernts. Hire purchase and leasing commitments Rentals paid under operatsn9 leases are char9ed to Ihe Slateffnt of Financ￿ Activities on a stra￿1 line basis over the period ofthe lease. Defined contribution scher Tht assèts of the scheme are held separatety from those of the charity in an independenuy administered lund. NEST. The costs ol the defined contritiulion arrangements a￿ charged as in(JJrred. Donat￿ good5 Whèrè matèrial. donated gL%)ds and serV￿e5 are reco9ni5ed a5 income when thè charity has contral overthè rtèm, any conditions associaled wilh the donatetl item have been mei, the ￿ceIPt of econom￿ benefit from the use by the charity of the ilem is probable and Ihal econom￿ beneftl can be measured ￿11abty. On receipt, where materk81, donated goods and service5 are re￿gnised on the basis ol the value of the gfft to the ¢hanty whith is Ihe amounl the charty would have been wlling to pay to obtain servKes or faalit￿S ofeqUiva￿nleCQn0mIC benèfit on Ihe open market,. a coThesponding amount is Ihen recognised ￿ eXperKlthi￿ in the period of receipt. In a¢cord?nce with the ChariD"es SORP IFRS 102}, the general volunteer lime is not reccsnised and refer to the trustÈs' annual rèFth for mtsrÈ information about their contribulion. The charity receives donated goods for resa*. EsbmaliThJ ihe faK vahje of ihese gc￿S is irryaclical because of the volume of bw-value item5 received and the absen￿ of delaI￿d stock control systems and records. As such the donated goods lor resa￿ afe not re￿nIs&￿ on receipt. Instead. the ¥a￿e lo the charity ol Ihe donaled goods sold is rtcognrsed as Income when 501d. Debtors Trade and other debtors are recognised at Ihe ￿tt￿rnt￿t amwnt due ali•r any trade di5COUllt offèrèd. Prepayments are valued at the amount p￿paid net of any trade discounts due. itinued...

Notes to the Flnancial Statements - continued lor th• Ytrar End￿ 31 Au ust 2022 ACCOUNnNG POLICES - contintsed Cash at bank and In hand Cash at bank and cash in hand indudes cash and short temi l*w#J inveslments with a short maturity of th￿e months or less from the date of acqui5ilK)n or opening ofthe de￿sit or similar account. Credotors and provi51ons Credittsrs and provisions arÈ recognised whèrè thÈ charity has a prèsent oblKJation resu￿n9 from 8 past èvent th81 will probably resutt in the transfer of Ivnd5 to a third party arxj the afflount due to setue the obligation can be rneasu￿d or estimated reliabty. Creditors aThl pmMs•)ns a￿ nOm)a1￿ recogr¥sed at their setuemenl amount after allowing for any trade discounts due. Fln•nclal Instruments The charity only has finanaal assels and financial liabilities ol a kind that qualify as basic ffinancial instruments. Basic financial inslwments are initialty ￿cOgnised at transaction value and subsequenuy measured al their settlem¢nl value wth the exception of bank klans vthich a￿ subseqventty measured at amoriised Cost using Ihe èffèctivè inierest method. Crltical accounting èstimatès and arèa$ of Judgement Estimates and judgements are continualty evaluated arK1 are based on hislorical experience and other factors. induding expectations of future events Ihal a￿ believed lo be reaSona￿e under Ihe circUmstar￿s. Critical accounb"n None estimates and assum Critical areas of ud ernent The￿ are no cnts"¢al areas ofjudgement. DONATIONS ANO LEGACIES 2022 2021 Donations Grants 10.868 55,81B 1,873 17.2BO 66.686 19,153 ants received. incbJde(1 in the abov•. are as fthlows: 2022 2021 Swindon Borough Counol- Infectw Conlrol Social Farms & Gardens St James Place- Sensory Rotary Club Wiltshire CommuThty Fund O'oyly Carte Sponsof a Star 8&Q Charities Twsl 28.818 750 14,030 750 2.500 1,400 5.¢)00 4,000 850 5,000 10,000 55,818 17.260 OTHER TRADING ACTIVITIES 2022 2021 Fundfaising events Other Income 3,866 4,756 8.622 31

V lands Ente rlse Trust Not•s lo Ihe Financial Ststemenls . continued for the Year Ended 31 Au ust 2022 INCOME FROM CHARrrABLE ACTMTIES 2022 2021 Coutse feès and placÈments Commissionèd SessK¥ns Shop Income Holidaylsaturday dub irKomè Enterwise i1￿)me Grants and donations Other 971,414 233.427 1.991 744.780 209,538 914 3,121 5.511 1,034 940 828 1.213,171 963.617 Grants re￿1¥8￿, in¢￿￿ed in th atrth¢. are as lolk)ws: 2022 2021 Coronavirus- Job Retention Scheme grant 1.034 1,034 Government Granl Income- funding is receNed from the atrf)ve kKal authorit￿5 and govemrnent bodi&s1s8• nol• 3 aL801. There w8re no unlu￿lI￿d condrtions or other conb"ngencs attached to these grants. The (*arty has nol direct benefited from any other forms of govemmenl ass$tan¢e. CHARtrABLE ACTIVITIES COSTS 'rect Costs (see note 7) Support costs Isee note 81 Totats All pwvisicms 1.019,063 142.059 1.161,122

U lands Entè se Trust Notes to the Financial Statements - continu•d for Ihe Year Ended 31 Au ust 2022 DIRECT COSTS OF CHARITABLE ACTMTIES 2022 2021 Slaff costs Building rent Rates and water Insurance Light and heat Telephone Fire and security Repairs, renewats and deaning Motor and trav¢1 Postsge & stats"onary PPE supplies IT Support Training Enterprise costs Subscripbons Staff Welfare Donations Paid Ma(keting Professional fe8S Sijndry costs Bad Debts Wasta disposal Deprecialion and 105s on disposal 771.597 60.792 822 7,713 17.491 7.010 4,858 55.692 15,235 7,408 9,822 3,379 4.020 9,631 372 3,385 325 175 639.688 45.944 1.176 1.104 15,064 12,129 3.807 19.979 14.270 6,671 8.271 4,401 2.352 3.480 1,085 1,068 412 21.489 6,339 18,559 8.587 495 4.36S 25,889 1.019.063 SUPPORT COSTS HR& Governance Costs Finance Totals Living an¢J wothing 89,059 53.01)0 142,059 Suppc*t costs. induded in lh• abovè. art as lo1￿￿S.. 2022 2021 Insurance Telèphone Bank charges Business supporl Sundries AuditlX5' remurwatir Recruitment Bookkeèping Legal an¢J pfofessional Accountancy and Indepe￿￿ent examination 4.638 480 114.669 665 100.(x)O 6,5rK) 1,086 16,822 3.736 28.221 4,650 Carried forward 142.059 141,910

Not¢s to the FSnanclal Statements - ¢onllnued for the Year Ended 31 Au ust 2022 NET INCOMEIIEXPENOITUREI Nel in¢omel{expenditurel ts stated afterchar9iwlc￿￿rg}". 2022 2021 Depreriatton. owned assets her operab'ng leases Ac¢ountsn¢y ar¥J Audit I 25.889 60.792 9.000 18.559 45,944 4.650 10. TRUSTEES. REMUNEIiATION AMD BENEFITS Thgrg were no tru$lees' r￿uneration or other y￿￿ ended 31 August 2022 nor for the y¢ar ¢nded 31 Au9VSt 2021. Trustees. expenses The￿ were no Iwstees. expenses paid for the year ended 31 August 2022 nor for Ihe yeaf ended 31 Augusl 2021. continued...

U l•nds Ente rise Trttsl otes to the Finan¢ial Statements - ¢ontinu for the Year Ended 31 Au ust 2022 11. STAFF COSTS 2022 2021 Wages and salaries Social security costs Other PenS￿D costs 727.948 33,424 10,225 604.372 29,683 8,633 771,597 639,686 The average monthly number of empfoy8es durirwJ thè year was as follows: 2022 2021 51 42 No empkyees rec8N8d emolumenls in oxcess of £60.(NX). Key rnanagemeni personnel The key managemenl Frsonnel of the tharity comprisè the trustees aThJ the senior management team. The toial amount of employee benefits Cincluding employer pension ¢￿tributIonS) received by key managernenl personnel for their services to the tharity was £57,316 12021. £85,449}. The total empkyee benefits indude costs of direct empbyment an(J costs ol emp)yee benefits recharged to Ihe chaiity. 12. COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTNMES Unrestrided nds Restrictgd funds Tolal funds INCOME AND ENDOWMENTS FROM Donations and legacie$ 1.873 17.280 19.1S3 Charitable a¢tivilie$ All provisi￿3 963.617 963,617 Total 965.49) 17.280 982.770 EXPENDftURE ON Charitable a￿1vIlle$ I provisi¢)ns 952,946 16,252 969,198 Total 952.946 16.252 969,196 onliNsd...

U laftds Ente se Trvst Not•s to th• Financial Statements . contlnu•d for th• Ytar End•d 31 Au usl 2022 12. COMPARAnVES FOR THE STATEIAENT OF FINANCIAL ACTIVITIES - wrtlnued Unreslricled fvnds Resthcled funds Total funt1s NET INCOME 12.544 1,028 13.572 Trarbsfers bglw¢en fun(ts Other recognised gainsll1055es) Actuarial gainslllossesl on defined benefft schemes Net movement In lunds 12.544 1.028 13,572 RECONCILIATION OF FUIIDS Total funds br•1 forlvard 226.086 7.178 233,264 TOTAL FUNDS CARRIED FORWARD 238,630 8,206 246,836 13. TANGIBLE FIXED ASSETS Fixtures and fittings Short asehold anl and machinery COST At 1 S8Ptémbèr 2021 Additions Disposals 63.013 16.535 18.224 43.852 29,125 9,897 At 31 August 2022 79.070 18.224 63.080 DEPRECIATIOM At 1 September 2021 Charge for year Eliminated on disposal 29,430 6.691 13,376 3,622 23,072 9,220 9.650} Al 31 August 2022 35.856 16,998 22.642 NET BOOK VALUE At 31 A￿U$l 2022 43,214 1,226 Al 31 August 2021 33.583 4,848 20,780 continuad...

Notes lo the Financial Statements - continued for the Year Ended 31 Au U5t 2022 13. TANGIBLE FIXED ASSETS • tontinu•d Motor Veh￿leS Computer equipment Totals COST At 1 September 2021 Addilions Disposals 13,039 18.939 3,333) 14,156 2.620 4,2541 152,284 67,219 17,9821 At 31 August 2022 28.645 12.522 201,541 DEPRECIATION At 1 September 2021 Charge for year Eliminated on disposal 4.142 3.939 8,887 2,416 78,907 25,888 14,8101 At 31 Au9USt 2022 7.192 89.985 NET BOOK VALUE At 31 August 2022 21,453 5,225 111.556 At 31 August 2021 8,897 5,269 73.377 14. DEBTORS: AMOUNTS FALUNG DUE WITHIN ONe YEAR 2022 2021 Trade deblors Other debtors Ac¢rued incomo Prepayments 67.857 3.321 43.667 13.832 43.815 5.009 $6,095 7,907 128.677 112,B26 15. CREDITORS.. AMOUPITS FALLING OUE W￿￿1N ONE YEAR 2022 2021 Trade c￿dItorS Social security and other tsxe$ Olh?r creditors Accruals and ¢jefer￿ income 24.649 9,079 6,S99 133.694 32,445 7,299 5,046 64 970 174.021 109,760 16. LEASING AGREEMENTS Minimum kase payrn¢nis under ntsn4arttllable ¢)per*n9 leases fall due as folk)ws". 2022 2021 Within ore year Bétween one and fivè ytrars In more than five years 38.503 15,167 38.502 1.167 53.670 39.669 37 continued...

U lands Ente rise Trust i4ot•s lo the Flnanclal Stat•m•nts - contlnu•d for the Year Ended 31 Au ust 2022 17. ANALYSIS OF NET ASSETS BETWEEN FUNDS 2022 Totsl funds 2021 Total funds Unrestricted funds Fixed assets Current assets Currenl liabilibes 111,556 427.898 174.021} 111,556 436,658 174.021) 73,377 283,219 109.7601 8.760 365,433 8,780 374.193 246,836 MOVEMENT IN FUNDS N¢t mov8m8nl in funds Tran$ftrrs bet￿en funds At 31.8.22 At 1.9.21 Unrnstrict•d fvnds General lund 238.630 126.803 365.433 Restricted funds Community Entefprtse C¢ntr¢ Farm tools Skills for Work ￿fft Sensory room Sensory Grant Social Fams & Garijens Wiltshire Community Fund Sponsor-a4taf 8&Q Grant Charities Trust 822 375 3.056 2.925 1.028 822 375 3,056 2,925 11,0281 693 693 850 850 39 39 $54 TOTAL FUNDS 246,836 127.357 374.193 Net movement in funds, included ¢n the al￿ are as fc110￿.. IncomirKJ r¢sour¢ Resources expended Movement funds Unrestrl¢ted funds General fund 1.213.171 11.105.858) 126.803 R•strlct•d lunds Sensory Grant Social Faryrs & Gardens Wiltshire Community FurbJ Sponsor-a-stsr Baa Grant Charities TnAst {1.0281 1571 (5.0001 11,0281 693 750 5.000 850 850 (5.0001 (9,9611 10,000 39 TOTAL FUNDS 1.254,281 11.126.904) 127,357 38 conlnued...

il lands Ent• Tntst Motès to tht FinaneTal Statemnts - eontlnu•d for the Yèar Endd 31 Au ust 2022 18. MOVEMENT IN FUNDS- contlnu Comparativ•s for mov•m•nt In fvnds Nèt movement fvnds Transfèrs befvrfeen (unds Al 31.8.21 Al 1.9.20 Unrestricted funds General lund 226.086 12.544 238 630 R•striet•d funds Comfflunity Enterprise Centr• Farm tools Skill for work Teffil Sensory room Sensory Grant 822 375 3.056 2.925 822 375 3,056 2.925 1.028 1.028 7.178 1,028 8,206 TOTAL FUNDS 233.264 13.572 246.836 CompafatN• nel mvement in funds. irtluded in the above are as frliows: R•sourtss exwirJ8d Gains and losses Movement in funds resourees Unre$lri¢ted funds General fund 965.490 1952,946) 12,544 Restrf¢ted fvnds Sensory room 17.280 16,2521 1,028 TOTAL FUNDS 982.770 9,198} 13,572 19. RELATED PARTY DISCLOSURES The folbwin9 IranSact￿n$ twk ￿a¢e beknn the dBrity Brund SEN MuNi-Acadèmy Trust IBSMI. The Irustètr, Mrs J Smrth, is CEO and llu$te¢ ol BSEN. £53.CQO was charged Irom BSEN lo UET spent by Mrs J on assisting ￿ charity. The Trustee, Mrs J Smith, has rented ¢yJl a farn ￿NId1￿j ts LJ5e by the UET for student educati(￿. UET pays a peppercom rent of £1 per annvm. Th8 50n of Twu5te85' D and S Dinsey 15 ernpknyed by UET and èrd £1.880 th• year. 39

20. RECONCILIATION OF NET (EXPENDmJREillNCOME TO NEf CASH FLOW FROM OPERATING ACTIVITIES 2022 2021 Cash Ilows from operatin9 activities= Net movÈmenl in hjndslnei incomel {net expÈn(*iure) 127.357 13.572 back deprecialion Add back loss on disposal olfixed asset 25,888 2,932 18.559 AdJustm•nts for. (Increaseydecrease in t1eblors Increaselldecreasel in ¢￿dItorS 115.8511 64,261 145.672 {100,6401 Net cash genernted fromllused inl wrations 204.587 77.163 21. ANALYSIS OF CHANGES IN NET FUNOS At 1.9.21 Cash fk)w Al 31.8.22 Net cash Cash al bank Cash in hand 169.683 710 138.298 710 307,981 170.393 137,588 307.981