2022-02-28-accounts

This text was generated using OCR and may contain errors. Check the original PDF to see the document submitted to the regulator.

%JwD REScL/o SINCF. 1993 ILGW14 Greyhound Rescue Wales Annual Report 2022

Foreword ..............................................................................................................4 Care and Welfare ...........................................................................................6 Working for Change .....................................................................................8 Keeping in Touch ............................................................................................9 The Team ...........................................................................................................10 Income Generation ....................................................................................12 Finance ...............................................................................................................14 Organisational Development .............................................................16 Governance .....................................................................................................17

Greyhound Rescue Wales

Registered Address: Hillcrest, Bryncethin Road, Garnant, Ammanford, SA18 1YS Charity Number: 1152650 | Company Number: 08411721

www.greyhoundrescuewales.co.uk

Contact: info@greyhoundrescuewales.co.uk or our National Call line: 0300 0123 999

FACEBOOK-SQUARE facebook.com/GreyhoundRescueWales TWITTER-SQUARE twitter.com/WelshGreyhounds SQUARE-INSTAGRAM instagram.com/greyhound_rescue_wales LINKEDIN linkedin.com/company/greyhound-rescue-wales tiktok.com/@greyhoundrescue_wales

Foreword

This is an incredible organisation with an incredible team of supporters, volunteers, members, staff and trustees and it works because we all love and want to help greyhounds and lurchers[1] .

It has now been more than six months since the EGM. That meeting was critical to setting the Vision and Mission of the organisation, as the - democratically agreed - foundations of our work going forward. Without that we could not set about developing the new GRW Strategy. While a few people were not happy with the EGM’s focus on racing and the resultant shift towards an anti-racing stance, most members recognised it as fundamental to the vision and mission - which could not be resolved without a clear mandate from the membership on the direction the organisation should take. We now have that clarity and indeed the issue of greyhounds has been high on the political agenda in Westminster and Cardiff Bay. As a result of our change in stance we have been able to engage with these debates, to support the campaign to end racing, which we would not have been able to do in the same way had we not had that debate. Interestingly in recent weeks the RSPCA, Dogs Trust and Blue Cross have also amended their policy positions to become anti-racing.

That said the organisation was desperately in need of a review and refresh in order to protect it; make it sustainable; and enable it to go on to help many more hounds in need. This past year Trustees have had that organisational review firmly in our sights and with the help of our new Change Manager and very first CEO, we have made huge progress - some of which you can read about in this report and some of which we can tell you more about at the AGM. But more of that later.

We should note firstly that our staff and volunteers have shown an admirable rebound from the Covid pandemic - that is clear from the numbers of dogs we’re helping and all the work and activities detailed in the pages that follow. The shops, from which much of our income derives, have done better than expected in what can only be described as a challenging environment. We are thrilled at how the Therapy Hounds programme has taken off, with a massive injection of enthusiastic volunteers. Helping greyhounds and lurchers is our core purpose and seeing one after another recover and develop in our care and then go off happy to their forever homes will be something none of us tire of seeing. It is encouraging to see more people realise what fantastic pets greyhounds make but we’re under no illusions that our work to promote greyhounds goes on and remains a constant challenge.

The work to develop the Strategy was embarked upon as soon as the EGM had provided the necessary direction on the vision and mission, with the engagement strategy for consultation and feedback being led by the CEO. We’re proud of the co-production and effort that has gone into developing this strategy but we also remain completely open to

feedback and suggestions for improving it. The work that will go into meeting those strategic objectives can and will be shaped by ongoing developments and so please do let us know your thoughts. We do not want this to be a document that, after being launched at the AGM, sits on a shelf, it must be a living document that guides all of us as we strive to help more hounds. Please find a copy of the strategy at https://greyhoundrescuewales.co.uk/wp-content/ uploads/2022/10/Public-Strategy.pdf

Although as Trustees we’d like nothing more than to talk about greyhounds and lurchers all day, our primary responsibility is ensuring the organisation is operating as it should. This means we must establish that we are compliant with a whole raft of legislation from animal welfare, to health & safety, to employment law to data protection. To do that we need a full suite of organisational policies to guide us, and staff and volunteers. These assist our processes for monitoring systems and developments and help us to remain accountable for our actions. The report in 2021 identified a number of deficiencies in this regard and so we have injected a significant amount of our time and effort, and that of the CEO, into rectifying these deficiencies and we’re pleased to report that there is now a policy management system in place; the omitted policies have been identified; and the majority of policies have now been renewed, with the final few on course to be completed before the end of the year.

There have been a lot of practical improvements implemented as a result of this work too, many of which will positively impact on staff and volunteers, this has

included: a new one-stop-shop intranet for staff and volunteers; an open reporting system; a new brand book and templates to provide for corporate consistency; a refreshed staff handbook; the streamlining of financial systems; and the streamlining of adoption procedures.

Whilst we are confident that this huge programme of change is benefitting the organisation, we invite feedback from staff, trustees, volunteers and members alike. We’re on a journey to shore up the future of this great organisation. For that reason we have to keep a close eye on external developments too. The cost of living and financial outlook for the UK is presenting some extremely concerning challenges, not just in terms of what that means for our staff and volunteers and our income, but also what the rising costs in energy prices means for our rehoming centre and our shops as well as our staff and volunteers working from home. And of course we’ve already seen large numbers of owners surrendering their dogs to rescues as they can’t afford to keep them, which are economic conditions that also only serve to reduce the number of homes available to us for rehoming. We must consider all these factors on top of our internal major challenges - specifically Hillcrest which is nearing the end of its natural lifespan. Although the team has worked hard to make improvements to the kennels, on a very limited budget, these are not long term solutions and we must return to the task of rebuilding and raising the necessary funds to enable us to do that. These are no small tasks but together - for this wonderful organisation - we already achieve so much, and one look into the eyes of a greyhound is all we need to know we can do more.

4 1 We aim to help both greyhounds and lurchers which we will often refer to as hounds or sighthounds

Greyhound Rescue Wales - Annual Report 2022

Care And Welfare

Hillcrest rescue centre

It’s been another incredibly busy year at our Hillcrest rehoming centre, not only with the most important task of taking in dogs and finding them new homes but also with the development of the centre too. In addition to our regular rehoming work we have helped a number of injured hounds through our Last Hope scheme, rehabilitated them from injury and into their new lives.

Five greyhound puppies arrived at the centre in a neglected state to be nursed back to health and we continued to support the rehoming of lurchers both through the centre and our home direct scheme.

When dogs come into the centre they receive a health, wellbeing, and behavioural assessment, and we ensure they are neutered, vaccinated, and microchipped. Each day we aim to provide experiences for the dogs to get them ready for pet life, this may include a walk at the park, a ride in a car, or chilling out in a home environment.

With an increasing demand in dogs needing rescue places, we have developed the centre to improve our existing facilities - from a refurbishment of the kennels, to adding a path and further enrichment to our secure field. We have also increased our capacity to 19 dogs and put in a new hospital kennel so that we can better help the dogs who need us the most.

The centre doesn’t run itself and in addition to a fabulous staff team we have been recruiting

volunteers so that we can devote even more time and attention to each dog. Our wonderful Hillcrest volunteers range from those undertaking the Duke of Edinburgh scheme, to people gaining work experience and skills, to retired people who want to help in a hands-on way and, of course, to those who just want to spend time with dogs. We really couldn’t do all we do for the dogs without their help.

Finding forever homes

GRW strives to successfully place greyhounds and lurchers into new homes with their adoptive families, through an efficient matching process undertaken by the rehoming team based at Hillcrest. During 2021-2022 we have successfully rehomed 94 greyhounds and lurchers. The team is continually reviewing, developing and implementing new ideas with a view to streamlining processes so that we can increase the numbers of greyhounds and lurchers we can help and rehome successfully.

We have continued to use the virtual methods brought in during the Covid pandemic to undertake home-checks for potential adopters because it

is proving to be as effective, and it allows the adoption process to be undertaken in a timely manner. Having reviewed our criteria for those wanting to rehome a greyhound or lurcher we are now assessing individuals, and each application, on its own merit. This will hopefully encourage more people (those that work, for example, or those without their own garden) to help a hound in need, because - through a careful and thorough assessment of the dogs we have in our care - we believe a match is possible in most cases.

Potential adopters are encouraged to contact us about visiting the rehoming centre, either by appointment or on one of our pre-planned open days, should they want to learn more about sighthounds or would like to spend some time meeting greyhounds and lurchers before they commit to putting in an application.

Over the last year, we have seen a sharp rise in the numbers of both greyhounds and lurchers needing our help. As a result we are also looking to increase our capacity at Hillcrest to accommodate and better meet the demand of dogs needing rescue space.

Therapy Hounds

The Therapy Hounds project exists to enable adults to receive therapy through dogs and to promote greyhounds and lurchers as pets. We visit educational institutions, care homes and other venues to assist students and adults who may be going through a tough time, or miss canine company.

Studies have shown that dogs reduce stress, anxiety and depression as well as easing loneliness and improving overall health. Stroking a dog provides sensory relief and has been shown to reduce cortisol levels which lowers blood pressure.

The project began in 2016 but was interrupted in March 2020 by the pandemic. It re-started in September 2021 with a successful recruitment drive resulting in over 40 volunteers and hounds being enrolled. For the first time non-sighthounds were invited and these now visit alongside our greyhounds and lurchers showing that our hounds can interact happily with dogs of all shapes and sizes. All our Therapy Hounds are assessed by a qualified behaviourist to ensure they are suitable for the role.

Previous relationships with Students Unions at Swansea and the University of South Wales were renewed and exciting new initiatives started with Gower College, Ty Mair Care and Hafod care homes, the National Pool for Wales, and Campus Life at Swansea University. In September 2022 Therapy Hounds branched out into Pembrokeshire through a new partnership with Solva Care.

Up to the end of September 2022, Therapy Hounds made eight visits to educational establishments, three care home visits and two visits to other organisations across South Wales.

We now ask the organisations we visit for a contribution to ensure that the costs of the Therapy Hounds project are fully covered, with any excess income directed to GRW’s general fund in order to help the dogs in our care.

Greyhound Rescue Wales - Annual Report 2022

Working For Change

Greyhound Rescue Wales works with partner organisations to bring about longterm change to protect greyhounds and lurchers in Wales.

For the first half of the past year efforts focused on securing the strongest possible regulation of greyhound racing in Wales. This work was led by the Greyhound Working Group of the Animal Welfare Network Wales which is chaired by GRW and brings together BVA Wales, Battersea Dogs and Cats Home, Dogs Trust, and RSPCA Cymru, and is attended by Welsh Government.

GRW representatives have also taken part in a Welsh Government working group which is developing regulations for animal sanctuaries in Wales.

The EGM in March 2022 saw GRW make a major change of policy with members voting by more than three to one to work towards a Wales without greyhound racing. This was immediately followed by a decision to support the movement to end greyhound racing in Wales.

The group ensured that a programme of local authority race-night inspections of the one remaining racing track in Wales were completed, and it produced a guidance paper on track surfaces to complement the previously delivered voluntary code of practice for the welfare of greyhounds in Wales. Sadly, neither of these documents appear to have led to any meaningful improvements to welfare on the ground.

The Greyhound Working Group has continued its efforts towards regulation since then, and these have been supplemented by supporting partner organisations, notably Hope Rescue, in their work towards a ban.

GRW has joined the newly formed All Party Group for Animal Welfare at the Senedd with the aim of ensuring greyhound welfare keeps a high profile among MS’s and to press for change. GRW members and supporters were among the more than 35,000 people who signed Hope’s petition to ban greyhound racing in Wales and GRW members also attended a “walk and talk” event with MS’s organised by Hope Rescue at the Senedd. GRW provided a briefing for the MP who proposed a ban on greyhound racing in a Westminster Hall debate following a UK-wide petition; a GRW representative made a presentation to a Round Table of MSs on greyhound welfare and provided verbal and written evidence to the Senedd Petitions Committee to support a ban on racing here in Wales.

Close relationships have developed with supportive Members of the Senedd (MSs) who have helped keep greyhound welfare in the forefront by organising events at the Senedd, such as the meet and greet with MS’s in December 2021, and by asking questions in plenary sessions of the Senedd and corresponding with Welsh Government Ministers.

Late in the year, concerning news was received that the long-rumoured development of the one remaining racing track in Wales seemed to be going ahead. This development would probably result in a fourfold increase in racing greyhounds in Wales and a proportionate increase in injuries and dogs needing homes, placing a huge additional burden on GRW and other rescues.

The campaign to end greyhound racing in Wales, however, was given new impetus by a change of policy in late September by the RSPCA, Dogs Trust and Blue Cross who jointly called for an end to greyhound racing in the UK. A meeting bringing together these organisations with Hope Rescue and GRW was arranged within days of the announcement and GRW looks forward to supporting our new partners to help bring about a Wales without greyhound racing.

Keeping In Touch

A team consisting of both staff and volunteers looks after GRW’s communications making sure that anyone interested in what we and our dogs do can access relevant and up-to-date information.

lives, humour, and discussion. Our Facebook team posts about beautiful dogs in our care, adoptions,

We try to reach out in as many ways as possible and really enjoy the different ways of keeping in touch with the greyhound community.

GRW’s activities, events, and fundraising. Popular #trainingtuesday videos help our adopters build a happy relationship with their dogs. Thursdays are dedicated to thank yous, and we really do have so much to be grateful for.

Our website contains a wide range of information about our organisation, volunteering opportunities and the different ways to support us. This is where anyone can: find out about the dogs available for adoption; put in an adoption request; join a fundraising scheme; or become a foster carer. Our website contains plenty of useful advice about dog behaviour and care, as well as a weekly blog on a variety of interesting topics.

We have a lively presence on Instagram which is followed by over 3,800 people who love greyhounds, and new followers continuing to join in. We can also be followed on LinkedIn, Twitter, TikTok, and YouTube.

Subscribers receive our bi-monthly newsletter, Speedy News, by email. This contains a digest of current GRWrelated news and information.

Twice a year, members receive Greyhound Express – a GRW magazine with contributions from GRW staff, trustees and other volunteers, and also pieces sent in by our readers. We especially value this last category and always encourage and welcome material and photos from readers. Greyhound Express is received digitally, by email, or as a paper copy, by post, depending on each reader’s preference. A batch of printed magazines is also dispatched to our shops and available at events.

We share information across six social media platforms. Our main Facebook page has over 8,500 followers and a fast-growing audience. Our supporters have their own Facebook group - Greyhound Rescue Wales Supporters - with 4,500 members and it is a vibrant forum for sharing snippets from their dogs’

Greyhound Rescue Wales - Annual Report 2022

The Team

A new Chief Executive providing the leadership and day to day direction for the operations of the organisation

Volunteering

The backbone of Greyhound Rescue Wales is our membership and supporters, many of whom donate money or time, which is critical to our success.

Changes at Trustee level with some leavers and some new starters but also, importantly, a conscious shift to a model of good governance with a separation between the strategic (Trustees) and the operational (CEO).

The organisation is incredibly fortunate to have such a variety of dedicated supporters including - but not limited to - transporters, shop staff, foster carers, dog walkers, Trustees, fundraisers, and the teams who manage our social media and media presence, as well as all the logistics and administration that goes into running a medium-sized charity. We are grateful to currently have 91 active volunteers. Thank you! If you are an active volunteer you may have noticed a few of the changes that have been brought in over the last year:

A new Confidentiality Clause
A move from physical to virtual home checks following a trial during the pandemic
A renewed priority for the Therapy Dogs project. As a result, more volunteers than ever support this area of our work

On the Horizon

For several years, surveys of members have shown that there is a desire for a greater presence in North Wales, and the importance of this has also been echoed by Trustees, however there hasn’t been anyone in a position to take this forward. Trustees have now identified someone who is willing to take up the challenge and we hope to have more details for you soon.

The pandemic changed many aspects of GRW’s work and what we were able to do, street collections became one of the casualties. However, a Collection Organisers’ Pack is being developed so that hopefully, soon, the

Our People

The past year has seen significant change for the organisation much of which involves our people and how we operate day to day, not least of all with the appointment of our first Chief Executive Officer who joined us in July 2022. This role is responsible for all operational aspects of the Charity which not only allows the Trustees to focus on strategy and good governance but also provides much needed direction and support for our staff.

We also identified the need for a Relief Retail Manager, a role which will give us vital holiday & absence cover across all of our shops. This role was filled in May 2022 with the successful candidate being one of the volunteers from our Blackwood shop.

With the same principle in mind we introduced the role of ‘bank staff’ at Hillcrest where we can ensure we have staff fully trained to cover holidays, absences or busy periods, thus enabling us to maintain the high level of care necessary for the dogs in our care.

Staff were awarded a 4.2% pay increase effective March 2022 and we continue to honour our commitment to the Real Living Wage https://www.livingwage.org.uk/

The Trustees also agreed to recognise the two additional Public Holidays during the past year, closing the shops so that retail staff could take the day off. In other areas of the Charity where closing was not possible (such as Hillcrest) staff were awarded the equivalent in additional leave to take at a later date.

resumption of Street Collections can begin. We will be looking for more volunteers to organise these.

Thank you to all who give their precious time to help GRW. We always need more volunteers! There are plenty of opportunities to suit everyone’s specific skills or needs. In particular though our Merthyr shop would be very grateful for more support, and we’re always on the lookout for more articles and stories for our newsletters and communications with our supporters.

Recruiting new people into a volunteering role for the organisation is just another way everyone can help too!

In the coming year we will focus on ensuring we have the necessary resources in place to carry out our operational activities, and reviewing, formalising and implementing our training plans.

Members

GRW is proud to be a democratically run member organisation. We currently have 506 members.

Complaints, incidents and safeguarding

This year we have received only two complaints, both concerning the process around fostering dogs and communication with foster carers. As a result of these complaints, the team has resolved to provide fuller responses to enquiries from foster carers whenever they are able - taking into account time constraints and other staff duties.

We have also been considering asking adopters how much follow-up communication they would prefer from us at the adoption stage, and sensitively talking to adopters after they have decided to return a dog, to see whether we could have done anything differently or better to improve their experience and/or prevent the return. The team takes every complaint very seriously and seeks to learn from them. We have received no further queries from these complainants, and we therefore hope that we have satisfied their concerns.

There have been no reported incidents this year.

Greyhound Rescue Wales - Annual Report 2022

Income Generation

Fundraising & Events

site, providing vital security for the dogs in our care and the staff who care for them. This project also supported distance monitoring and training to be undertaken for dogs with separation anxiety.

Over the course of the last 12 months Greyhound Rescue Wales, like many other charities, has been in recovery, post-pandemic. Due to the efforts of our wonderful staff, members and supporters, fundraising activities and events have not only continued but have been reinvigorated. As a result, we have been able to further develop our fundraising strategy.

Events

As a charity we have adapted events accordingly, to ensure compliance with the COVID-19 pandemic. However, we were able to run a Christmas Collection, and a Raise for Greys event in May. Digital events have included fun dog shows, our annual Last Hope auction, a virtual balloon race, and several online raffles. In total, via events we have raised £6,466.91.

Fundraising can be broken down into the following areas: grants, events, donations, regular giving and legacies. The period 2021/22 has seen a total fundraising income of £144,998.27, which has led to positive outcomes for the animals coming into our care. The key fundraising outcomes achieved include:

Donations

Grants

Over the past year we have received £30,352.00 in donations. Support from our regular donors is ongoing, and we are fortunate to be continuing to welcome new donors. In addition, £5,865.97 was raised as a result of our Facebook page donation button and appeals.

Over the last 12 months, Greyhound Rescue Wales has been successful in securing a total of £18,595 in grant funding, which includes the following:

Greyhound Board of Great Britain (GBGB) - We secured £5,000 to replace the surface of the Hillcrest Manège. The manège drainage system had broken down and the surface had become hard and damp, making it a potential risk to the hounds who loved to run in the secure area.

Regular Giving

A number of our supporters have engaged with the following initiatives:

100 Club Lottery - which continues to grow and thrive each month - raised £2,470.66;
Moondance Foundation - Moondance, a local trust, kindly granted £3,595 to fund CCTV on our Hillcrest
Hillcrest Supper Club raised £5,422;
Facebook Followers Club raised £628;
Last Hope regular giving raised £8,672.94; and,
Sponsor a Dog raised £5,795.52, (with new supporters receiving our fantastic new welcome packs!)

Legacies

As a result of the generosity and commitment of our fantastic supporters, we were fortunate to receive during the financial reporting period a total of £6,032 in legacies.

Once again this report highlights just how critical the role of our many supporters is - both those that donate and those that help us deliver the programmes that attract donations. So a huge thank you, from all of us to all of you, for your continued support. If you would like further information on any of these initiatives, visit our website or please get in touch.

Retail

This has been another good year for our Retail team, increasing takings on the previous year again, and embracing every opportunity to promote GRW, raise

funds, and help and integrate with the community. In August, Team Swansea took part in a vintage fashion show and market in Swansea. GRW led the fashion show, showcasing trashion designs, and sold both preloved and new stock on a market stall. The event promoted GRW to customers new and old, and raised almost £500 additional income.

A live music event hosted by Team Abergavenny in July drew in crowds of people to listen to the band playing outside the shop, enticing customers inside to browse our stock and make some purchases. The event raised over £250 in donations, and sparked a conversation that resulted in one of our more difficult to rehome greyhounds finding herself a foster sofa. She continues to thrive in her new home!

Our Swansea shop Manager has established links with Gower College where students, some of whom have learning difficulties, come to us for six weeks to build on their skills. The experience of working in the shop, and support and guidance from Team Swansea, is making a huge difference to their lives. Initially shy, by the end of the six weeks the students are confident and competent.

So far all of the students have remained as volunteers, and we were truly delighted to see their new confidence enable them to take part in the fashion show.

Greyhound Rescue Wales - Annual Report 2022

Financial Report

Growing income and managing funds

The core objective for Trustees has been to develop the organisation to be sustainable and achieve the right balance of resources in critical areas between staff and volunteers

----- Start of picture text -----
GRW Income 2019 - 2022 2019-2020 2020-2021 2021-2022
£400,000
£350,000
£300,000
£250,000
£200,000
£150,000
£100,000
£50,000
0
RETAIL COLLECTIONS REHOMING FUNDRAISING VAT GIFT AID GA-GOODS SUNDRY TOTAL
FEES RECLAIMED DONATIONS INCOME INCOME
2019-2020 £329,182 £17,941 £19,465 £77,770 £25,837 £9,944 £19,463 £3,300 £502,902
2020-2021 £167,018 £1,639 £27,374 £380,626 £32,462 £10,358 £0 £1,498 £620,975
2021-2022 £360,466 £1,192 £37,647 £155,727 £27,662 £21,420 £8,406 £1,602 £614,120
RETAIL COLLECTIONS REHOMING FEES FUNDRAISING / GRANTS VAT RECLAIMED GIFT AID DONATIONS GA-GOODS SUNDRY INCOME
----- End of picture text -----

The income for the year demonstrated strong growth in retail income through a return to normal activity, with a reduced level of trading restrictions through the Covid period. There was also the opening of a new shop in Abergavenny. Retail shop sales continue to provide the financial basis of income for the charity at this time making up over 58% of total income for the charity.

Total Income Breakdown % 2021-2022

----- Start of picture text -----
Retail - 58.7%
Collections - 0.2%
Rehoming Fees - 6.1%
Fundraising Grants - 25.4%
VAT Reclaimed - 4.5%
Gift Aid Donations - 3.5%
GA-Goods - 1.3%
Sundry Income - 0.3%
----- End of picture text -----

Expenditure Control

----- Start of picture text -----
GRW Expenditure 2019 - 2022 2019-2020 2020-2021 2021-2022
£600,000
£500,000
£400,000
£300,000
£200,000
£100,000
0
HILLCREST RESCUE & REHOMING OVERHEADS HILLCREST DEVELOPMENT SHOPS MERCHANDISE TOTAL EXPENDITURE
2019-2020 £95,483 £46,129 £38,137 £19,187 £253,133 £2,043 £454,112
2020-2021 £101,710 £35,933 £49,226 £41,051 £233,879 £1,621 £463,420
2021-2022 £113,875 £50,555 £82,234 £38,834 £280,189 £3,786 £569,472
HILLCREST RESCUE & REHOMING OVERHEADS HILLCREST DEVELOPMENT SHOPS MERCHANDISE TOTAL EXPENDITURE
----- End of picture text -----

Costs have increased within the year based on the growth in retail sales and opening of the new Abergavenny shop. There were also additional overhead costs in relation to strengthening income generation and finance with recruitment of new staff. The biggest costs are in relation to the retail side of the charity (49% of total costs), however this still generates a net contribution of approximately £80k against the income generated. Overall costs are in line with expectation and still demonstrate a surplus for the period.

----- Start of picture text -----
Expenditure Breakdown % 2021-2022
Shops - 49%
Merchandise - 1%
Hillcrest - 20%
Rescue & Rehoming - 9%
Overheads - 14%
Hillcrest Development - 7%
----- End of picture text -----

Please see the separate ‘Validated Accounts’ from our auditors Rimmer and May for the full financial statement for GRW for 2021-2022 at greyhoundrescuewales.co.uk/annual-accounts

The Trustees have noted that the reporting year (AGM to AGM) does not tally with the organisation’s financial reporting year and we will rectify this during the next period.

Greyhound Rescue Wales - Annual Report 2022

Organisational Development

This has been a transformative year for Greyhound Rescue Wales.

represented a step-change for GRW as it was the first time the membership had been given the opportunity to change the position of the charity so directly through a democratic process. It was important to decide our vision and mission within the first 6 months of the process as it would ultimately underpin any changes that came after. In the months leading up to the EGM, there were several rounds of consultation with stakeholders including staff, volunteers, members, other charities and racing industry representatives. A great deal of effort was put into removing bias from the process and not exerting undue influence on stakeholders in either direction. As with any democratic process, there will be those who are dissatisfied with the result. Whilst we saw small pockets of this, particularly in the week following the vote, there was no negative impact to operations or our relationship with stakeholders.

Following the March 2022 EGM, the pace of change managed by the steering committee increased. From March to September 2022, significant improvement work was done including:

This is the result of making a conscious decision to complete the organisational review and make major improvements to ensure the highest return on investment; good governance; and the financial sustainability of GRW for many years to come.

Revising and improving all of GRW’s public-facing media
Revising all GRW policies, and implementing a policy management system

We have reached a major milestone as it is the first time in GRW history that there is a fullyprofessional staff cadre at all levels of the charity. Our change programme has underpinned much of the transformation and this, along with the development of our future strategy, has set a course for further expansion and improvement over the coming years.

Revising how GRW manages information
Assessing all systems currently utilised by GRW - who has access to them, at what level, and why
Recruiting for and appointing GRW’s first Chief Executive Officer (CEO)

Our change programme began in earnest in October 2021 with the formation of a Change Steering Committee, consisting of a group of Trustees, supported via the appointment of a qualified and experienced Change Manager. The programme was structured primarily around the 20 change recommendations outlined in an independent organisational review conducted during the previous year. These recommendations covered various themes including the structure of the charity, internal and external communications, governance and policy, strategy, and information management, amongst others. From October 2021 through to September 2022, the steering committee worked on implementing these recommendations at an appropriate pace and in a logical order to avoid any conflict between changes.

Improving GRW’s internal communications
Developing GRW’s strategy for the future to lay out our objectives and how we will achieve them

The development of our strategy is important for two main reasons. Firstly, it provides the crucial link between the grand-strategic level of the vision and mission and the operational level of day-to-day business. Secondly, it will ensure that the benefits brought about by the change programme will continue to grow into the future, instead of just being short term fixes that are forgotten after 12 months. The process of developing the strategy took place over several months. Meeting shortly after the EGM, Trustees conducted a workshop where they decided on a set of themes and set about expanding on the vision and mission under each theme. It was important at this stage to separate out the operational from the strategic. The Trustees were aiming to set what they

The first major milestone of the project came in March 2022 when proposals for a revised vision and mission were put to a membership vote at an EGM. This

wanted GRW to achieve. It would be for the incoming CEO to decide how to achieve each objective.

months of the process. This is because many of the larger benefits come much later on. Within GRW, people will be asked repeatedly to make changes to the way they work and they may not immediately know why. A useful way to think about this change programme is to imagine GRW as a plant that has outgrown its pot. We will spend the first 12-18 months building a bigger ‘pot’ for GRW to grow into by making changes to the way the charity works. It won’t necessarily grow in those early stages, but once that pot is there we have set ourselves up for much more growth in the future.

Following the workshop, the strategy went through several rounds of consultation with staff, volunteers, partner charities and members before finalising. The result is a document that concisely outlines our aims and objectives for the next 5 years, underpinned by our values and standards.

It is often hard to convince people of the need for change programmes, particularly in the first 6-9

Governance

Good governance is the responsibility of all Trustees but the appointment of the first Trustee role to lead on this has undoubtedly helped the Board focus throughout this past year on the problems of the previous Board(s), and how to make lasting improvements.

A great deal of work has been undertaken during the past year to bring GRW’s Board up to standard - we are proud of where we have got to, however we recognise that good governance is an ongoing and continuous process, which we remain firmly committed to.

A commitment to be a Digital-First organisation, where we seek smart and digital solutions as the default position for both the savings that can be made as well as the gains in accountability. This includes the full utilisation of the Google business systems GRW already has - to ensure version control and transparency (re document storage and use).

The change programme drove a significant proportion of the improvements to governance either intentionally or as a consequence of improvements or efficiencies made elsewhere. This is to be expected following a root and branch organisational review.

The introduction of a performance management system for the CEO and, by extension through that post, to all staff
A review of the constitutional arrangements of the organisation, which resulted in a number of issues being identified along with a solution to rectify these problems via a proposal (to the AGM) to transform GRW into a Charitable Incorporated Organisation (CIO) along with a new constitution.

Key improvements have been seen through:

The new processes for the EGM including the engagement work, voting methods and supporting information.
The development of the Strategy born out of the democratically produced (at the EGM) Vision and Mission, and the engagement and consultation methods utilised to inform this work.
A new joint CEO and Trustee Risk Register
A new declarations of interest section at the top of every meeting
The formal separation of the strategic and the operational through the appointment of the first CEO, which has led to the transformation of Trustee roles. Trustees no longer directly line-manage any of the team, which is providing a more consistent and clear demarcation for all staff.
The instigation of the first Trustee live-document action log to track and record open actions (and who’s responsibility they are), ensuring items no longer get lost - this also increases accountability. Following the appointment of the CEO the action log includes those actions delegated to him. All open actions are reviewed at the start of every Trustee meeting.
A comprehensive policy review which has involved a substantive update to each and every policy area as well as the identification of a large number of missing policies (which have since been or are being developed); and, crucially, the introduction of a professional policy management process to safeguard against any further problems in future.
An improvement to accountability through a clearer division of responsibility and the development of a Scheme of Delegation
The re-introduction of an Officers Group (see page 18)

Greyhound Rescue Wales - Annual Report 2022

Who are we

The ‘Meet the Team’ section of the website[2] , which is under development, provides the names and roles of all the individual Trustees (and staff of GRW).

The Board of Trustees are volunteers and as such there can be external pressures which affect the time they are able to give to GRW, this is reflected in the meeting records of the past year.

Trustee Meetings Attendance

September 2021 - October 2022

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TRUSTEE
Alain Thomas ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
Magdalena Gryczmanska ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
Claire Lawson ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
Carolyn Graves-Brown ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ R
Debra Allen ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
Tina Dunstan ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
Claire Gardner ✔ ✔ ✔ ✔ ✔ ✔ LOA ✔ ✔
Jon Trew ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
Darren Pritchard ✔ ✔ ✔ ✔ ✔
Sarah Marsh ✔ ✔ ✔ ✔ LOA ✔ R
Matthew Crowle ✔ ✔ ✔ ✔ ✔ R
Vall Ball ✔ ✔ R
Steve Tom ✔ LOA R
Kirty Davies-Pryor ✔ R
Malcolm Eames Prior to being co-opted ✔ ✔ ✔
Essex Havard Prior to being co-opted ✔ ✔
19.9.21 3.10.21 17.10.21 21.11.21 19.12.21 30.1.22 20.2.22 10.4.22 12.6.22 24.7.22 4.9.22 2.10.22
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[LOA = Leave of Absence, R = Resigned, * = Change Steering Committee]

It was also agreed to reinstate an Officers group with delegated authority to make urgent decisions which cannot wait for either a majority of Trustees to reply via email or until the next full Trustees meeting. This has also provided a more appropriate forum to review and guide the activities and development of the CEO. Typically this group includes the Chair, Vice-Chair and the Trustee for HR. Detailed updates from this group are provided at the next full Trustees meeting where, if necessary, decisions can also be ratified.

Following the AGM in 2021 it was agreed to set up a Change Steering Committee to work alongside the

new Change Manager on the agreed organisational development programme. Core members of the group are indicated above but other Trustees also attended on an ad hoc basis. The group met weekly in the run up to the EGM in March 2022 and more than 20 times over the year.

Trustees met in person on Sunday 15th May to workshop the details of the new strategy. There were also ad hoc meetings including those around the recruitment rounds for the Change Manager and CEO positions.

2 https://greyhoundrescuewales.co.uk/meet-the-team/

%JwD REScL/o SINCF. 1993 ILGW14 Achub Milgwn Cymru Adroddiad Blynyddol 2022

Cynnwys

Rhagair ...................................................................................................................4 Gofal a Lles .........................................................................................................6 Gweithio i Newid Pethau ..........................................................................8 Cadw Mewn Cysylltiad ............................................................................9 Y Tîm .....................................................................................................................10 Creu Incwm .....................................................................................................12 Cyllid .....................................................................................................................14 Datblygu’r Mudiad .....................................................................................16 Llywodraethu .................................................................................................17

Achub Milgwn Cymru

Cyfeiriad Cofrestredig: Hillcrest, Heol Bryncethin, Garnant, Rhydaman, SA18 1YS Rhif Elusen: 1152650 | Rhif Cwmni: 08411721

www.greyhoundrescuewales.co.uk

Cyswllt: info@greyhoundrescuewales.co.uk neu ffoniwch ein llinell Genedlaethol: 0300 0123 999

Rhagair

Mae hwn yn fudiad anhygoel sydd â thîm penigamp o gefnogwyr, gwirfoddolwyr, aelodau, staff ac ymddiriedolwyr ac mae’n gweithio oherwydd rydyn ni i gyd yn caru milgwn a chwˆ n potsiwr[1] ac eisiau eu helpu.

Wedi dweud hynny, roedd dirfawr angen adolygu ac adfywio’r mudiad er mwyn ei ddiogelu; ei wneud yn gynaliadwy; a’i alluogi i ddal ati i helpu llawer mwy o helgwn mewn angen. Yn ystod y flwyddyn ddiwethaf, mae’r Ymddiriedolwyr wedi canolbwyntio ar yr adolygu sefydliadol hwn a gyda chymorth ein Rheolwr Newid newydd a’n Prif Weithredwr cyntaf un, rydym wedi gwneud cynnydd aruthrol – gallwch ddarllen am rai ohonynt yn yr adroddiad hwn a chewch hanes rhai eraill yn y Cyfarfod Cyffredinol Blynyddol. Ond mwy am hynny maes o law.

Mae chwe mis a mwy wedi mynd heibio bellach ers y Cyfarfod Cyffredinol Arbennig (CCA/EGM). Roedd y cyfarfod hwnnw’n hollbwysig i osod Gweledigaeth a Chenhadaeth y mudiad; cytunwyd arnynt yn ddemocrataidd a nhw fydd sylfeini ein gwaith wrth i ni symud ymlaen. Hebddynt ni allem fynd ati i ddatblygu Strategaeth newydd Achub Milgwn Cymru. Er nad oedd ambell un yn hapus â ffocws y CCA ar rasio cwˆ n a’r symud wedi hynny tuag at safiad gwrth-rasio, roedd y rhan fwyaf o’r aelodau yn cydnabod ei fod yn sylfaenol i’r weledigaeth a’r genhadaeth – ac na ellid datrys hyn heb fandad clir gan yr aelodau ar y cyfeiriad y dylai’r mudiad ei gymryd. Mae’r eglurder hwnnw gennym yn awr ac yn wir mae milgwn wedi bod yn uchel ar yr agenda wleidyddol yn San Steffan a Bae Caerdydd. O ganlyniad i’r newid yn ein safiad rydym wedi gallu cymryd rhan yn y dadleuon hynny, a chefnogi’r ymgyrch i roi terfyn ar rasio, rhywbeth na fyddem wedi gallu ei wneud yn yr un modd pe na baem wedi cael y ddadl honno. Yn ddiddorol, mae’r RSPCA, y Dogs Trust a Blue Cross yn ystod yr wythnosau diwethaf hefyd wedi newid eu safbwyntiau polisi i fod yn erbyn rasio milgwn.

Dylem yn y lle cyntaf roi clod i’n staff a’n gwirfoddolwyr am fownsio’n ôl gystal ar ôl pandemig COVID-19 – mae hynny’n amlwg o nifer y cwˆ n rydym yn eu helpu a’r holl waith a gweithgareddau a ddisgrifir ar y tudalennau canlynol. O’r siopau y daw llawer o’n hincwm, ac maent wedi gwneud yn well na’r disgwyl mewn amgylchedd na ellir ond ei ddisgrifio fel un hynod heriol. Rydym wrth ein boddau yn gweld sut mae’r rhaglen Cwˆ n Therapi wedi datblygu, gan gael hwb enfawr gwirfoddolwyr brwdfrydig. Helpu milgwn a chwˆ n potsiwr yw ein pwrpas craidd ac ni fydd yr un ohonom yn blino eu gweld, un ar ôl y llall, yn gwella ac yn datblygu yn ein gofal ac yna’n mynd yn hapus i’w cartref oes. Mae’n galonogol gweld rhagor o bobl yn sylweddoli bod milgwn yn gwneud anifeiliaid anwes gwych ond rydym hefyd yn deall yn llwyr fod yn rhaid parhau â’n gwaith yn cefnogi milgwn a bod hynny’n dal yn her gyson.

Dechreuwyd ar y gwaith o ddatblygu’r Strategaeth cyn gynted ag yr oedd y CCA wedi rhoi’r cyfeiriad angenrheidiol ar gyfer y weledigaeth a’r genhadaeth, gyda’r Prif Weithredwr yn arwain ar y strategaeth ymgysylltu ar gyfer ymgynghori ac adborth. Rydym yn falch o’r cynhyrchu a’r ymdrech a wnaed ar y cyd

i ddatblygu’r strategaeth hon ond rydym hefyd yn gwbl agored i adborth ac awgrymiadau ar gyfer ei gwella. Bydd datblygiadau parhaus yn dylanwadu ar y gwaith a wneir er mwyn cyflawni’r amcanion strategol hyn ac felly daliwch ati i roi gwybod i ni beth yw eich barn. Nid ydym am i hon fod yn ddogfen sydd, ar ôl cael ei lansio yn y Cyfarfod Cyffredinol Blynyddol, yn eistedd ar silff, mae’n rhaid iddi fod yn ddogfen fyw sy’n arwain pob un ohonom wrth inni ymdrechu i helpu mwy o helgwn. Mae copi o’r strategaeth i’w weld yn https://greyhoundrescuewales.co.uk/wp-content/ uploads/2022/10/Public-Strategy.pdf

Er y byddem fel Ymddiriedolwyr wrth ein boddau yn siarad am filgwn a chwˆ n potsiwr drwy’r dydd, ein prif gyfrifoldeb yw sicrhau bod y mudiad yn gweithredu fel y dylai. Mae hyn yn golygu bod yn rhaid i ni sicrhau ein bod yn cydymffurfio â llu o ddeddfwriaethau – o les anifeiliaid, i iechyd a diogelwch, i gyfraith cyflogaeth i ddiogelu data. I wneud hynny mae angen cyfres lawn o bolisïau sefydliadol i’n harwain ni, ein staff a’r gwirfoddolwyr. Mae’r rhain yn cynorthwyo ein prosesau ar gyfer monitro systemau a datblygiadau ac yn ein helpu i barhau i fod yn atebol am ein gweithredoedd. Roedd yr adroddiad yn 2021 wedi nodi nifer o ddiffygion yn hyn o beth ac felly rydym wedi rhoi cryn dipyn o’n hamser a’n hymdrech, ac amser y Prif Weithredwr, i unioni’r diffygion hyn ac mae’n bleser gennym adrodd fod system rheoli polisi ar waith bellach; mae’r polisïau a hepgorwyd wedi’u nodi; ac mae mwyafrif y polisïau bellach wedi’u diweddaru, gyda’r rhai olaf ar y gweill o gael eu cwblhau cyn diwedd y flwyddyn.

Mae llawer o welliannau ymarferol wedi digwydd o ganlyniad i’r gwaith hwn hefyd, a bydd llawer ohonynt

yn effeithio’n gadarnhaol ar staff a gwirfoddolwyr, gan gynnwys: mewnrwyd siop-un-stop newydd ar gyfer staff a gwirfoddolwyr; system agored ar gyfer adrodd; templedi sydd â brand newydd i roi cysondeb corfforaethol; llawlyfr staff wedi’i ddiwygio; symleiddio systemau ariannol; a symleiddio gweithdrefnau mabwysiadu.

Er ein bod yn hyderus bod y rhaglen newid enfawr hon o fudd i’r mudiad, rydym yn gwahodd adborth gan staff, ymddiriedolwyr, gwirfoddolwyr ac aelodau fel ei gilydd. Rydyn ni ar daith i atgyfnerthu dyfodol y mudiad bendigedig hwn. Am y rheswm hwnnw mae’n rhaid inni gadw llygad barcud ar ddatblygiadau allanol hefyd. Mae costau byw a rhagolygon ariannol y DU yn heriau hynod bryderus, nid yn unig o ran yr hyn y mae hynny’n ei olygu i’n staff a’n gwirfoddolwyr a’n hincwm, ond hefyd o ran effaith y costau cynyddol mewn prisiau ynni ar ein canolfan ailgartrefu a’n siopau yn ogystal â’n staff a’r gwirfoddolwyr sy’n gweithio gartref. Ac wrth gwrs rydym eisoes wedi gweld nifer fawr iawn o berchnogion yn gadael eu cwˆ n mewn canolfannau achub gan nad ydynt bellach yn gallu fforddio eu cadw, sef amodau economaidd sydd hefyd yn lleihau nifer y cartrefi sydd ar gael i ni ar gyfer ailgartrefu. Rhaid inni ystyried yr holl ffactorau hyn ar ben ein heriau mawr mewnol – yn enwedig Hillcrest sy’n agosáu at ddiwedd ei oes naturiol. Er bod y tîm wedi gweithio’n galed i wneud gwelliannau i’r cenelau, ar gyllideb gyfyngedig iawn, nid yw’r rhain yn atebion hirdymor a rhaid inni ddychwelyd at y dasg o ailadeiladu a chodi’r arian angenrheidiol i’n galluogi i wneud hynny. Nid yw’r rhain yn dasgau bychain ond gallwn eu gwneud gyda’n gilydd – er mwyn y mudiad gwych hwn ac er ein bod eisoes yn cyflawni cymaint, a does ond angen edrych yn ddwfn i lygaid milgi i wybod y gallwn wneud mwy.

----- Start of picture text -----
4 1 Ein nod yw helpu milgwn yn ogystal â chwˆ n potsiwr (lurchers) a byddwn yn cyfeirio atynt yn aml fel bytheiaid neu helgwn
golwg (sighthounds).
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Achub Milgwn Cymru - Adroddiad Blynyddol 2022

Gofal a Lles

Canolfan Achub Hillcrest

Mae hi wedi bod yn flwyddyn arall hynod o brysur yng nghanolfan ailgartrefu Hillcrest, nid yn unig gyda’r dasg bwysicaf o dderbyn cwˆ n a dod o hyd i gartrefi newydd iddynt ond gyda datblygiad y ganolfan hefyd. Yn ogystal â’n gwaith ailgartrefu rheolaidd rydym wedi helpu nifer o helgwn wedi’u hanafu trwy ein cynllun Last Hope, gan eu gwella o’u hanafiadau a’u hadsefydlu i’w bywydau newydd.

Cyrhaeddodd pump o gwˆ n bach milgi i’r ganolfan yn amlwg wedi’u hesgeuluso a chawsant y gofal angenrheidiol i wella. Rydym yn dal i gefnogi ailgartrefu cwˆ n potsiwr trwy’r ganolfan a’n cynllun syth i’r cartref.

Pan ddaw cwˆ n i mewn i’r ganolfan, rydym yn asesu eu hiechyd, eu lles a’u hymddygiad, ac yn sicrhau eu bod yn cael eu hysbaddu, eu brechu, a’u microsglodynnu. Bob dydd rydym yn ceisio rhoi profiadau i’r cwˆ n i’w paratoi at fywyd fel anifail anwes, gall hyn gynnwys mynd am dro i’r parc, mynd ar daith mewn car, neu ymlacio mewn amgylchedd cartref.

Gan fod cynnydd yn nifer y cwˆ n sydd angen eu hachub, rydym wedi datblygu’r ganolfan i wella ein cyfleusterau presennol – o adnewyddu’r cenelau, i ychwanegu llwybr a chyfoethogi ymhellach ar ein cae diogel. Rydym hefyd wedi codi ein capasiti i 19 o gwˆ n ac wedi gosod cenel ysbyty newydd fel y gallwn helpu’n well y cwˆ n sydd ein hangen fwyaf.

Nid yw’r ganolfan yn rhedeg ei hun ac yn ogystal â thîm gwych o staff rydym wedi bod yn recriwtio

gwirfoddolwyr er mwyn i ni fedru rhoi hyd yn oed mwy o amser a sylw i bob ci. Mae ein gwirfoddolwyr gwych yn Hillcrest yn amrywio o rai sy’n gwneud cynllun Dug Caeredin, i bobl sy’n ennill profiad gwaith a sgiliau, i bobl wedi ymddeol sydd eisiau helpu mewn ffordd ymarferol ac, wrth gwrs, y rheiny sydd ond eisiau treulio amser gyda chwˆ n. Yn wir, ni fyddai’n bosibl gwneud popeth a wnawn dros y cwˆ n heb eu cymorth nhw.

Canfod Cartref Oes

Mae Achub Milgwn Cymru yn gwneud ei orau i gael cartrefi newydd llwyddiannus i filgwn a chwˆ n potsiwr, trwy broses baru effeithlon wedi’i chynnal gan y tîm ailgartrefu yn Hillcrest. Yn ystod 2021-2022 llwyddom i ailgartrefu 94 o filgwn a chwˆ n potsiwr. Mae’r tîm wrthi’n gyson yn adolygu, datblygu a gweithredu syniadau newydd i geisio symleiddio prosesau er mwyn i ni fedru helpu ac ailgartrefu hyd yn oed rhagor o filgwn a chwˆ n potsiwr yn llwyddiannus.

Rydym yn parhau i ddefnyddio’r dulliau rhithwir a gyflwynwyd yn ystod pandemig COVID-19 i gynnal archwiliadau ar gartrefi darpar fabwysiadwyr gan fod gwneud hynny yr un mor effeithiol â mynd yno

yn gorfforol, ac mae’n cyflymu’r broses fabwysiadu. Ar ôl adolygu ein meini prawf ar gyfer y rheiny sydd am ailgartrefu milgi neu gi potsiwr, rydym bellach yn asesu unigolion, a phob cais, ar sail ei rinwedd ei hun. Y gobaith yw y bydd hyn yn annog rhagor o bobl (y rheiny sy’n gweithio, er enghraifft, neu’r rheiny heb eu gardd eu hunain) i helpu ci mewn angen, oherwydd – trwy asesu’r cwˆ n sydd gennym yn ein gofal yn ofalus a thrylwyr – rydym yn credu bod paru yn bosibl yn y rhan fwyaf o achosion.

Caiff pobl sydd eisiau mabwysiadu eu hannog i gysylltu â ni i drefnu ymweld â’r ganolfan ailgartrefu, naill ai drwy apwyntiad neu ar un o’n diwrnodau agored sydd wedi’u trefnu ymlaen llaw, er mwyn iddynt ddysgu rhagor am helgwn neu os hoffent dreulio peth amser yn cwrdd â milgwn a chwˆ n potsiwr cyn cyflwyno cais. Yn ystod y flwyddyn ddiwethaf, rydym wedi gweld cynnydd sydyn yn nifer y milgwn a’r cwˆ n potsiwr sydd angen ein cymorth. O ganlyniad, rydym hefyd yn bwriadu cynyddu ein capasiti yn Hillcrest i ateb y galw hwn ac i ddarparu ar gyfer cwˆ n sydd angen lle achub.

Cw ˆ n Therapi

Mae’r prosiect Cwˆ n Therapi yn bodoli i roi therapi i oedolion trwy gwˆ n ac i hyrwyddo milgwn a chwˆ n potsiwr fel anifeiliaid anwes. Rydym yn ymweld â sefydliadau addysgol, cartrefi gofal a lleoliadau eraill i gynorthwyo myfyrwyr ac oedolion a allai fod yn mynd trwy gyfnod anodd, neu’n hiraethu am gwmni cwˆ n.

Mae astudiaethau wedi dangos bod cwˆ n yn lleihau straen, pryder ac iselder yn ogystal ag yn lleddfu unigrwydd ac yn gwella iechyd yn gyffredinol. Mae mwytho ci yn ymlacio’r synhwyrau, a gwelwyd ei fod yn lleihau lefelau cortisol a hynny’n gostwng pwysedd gwaed.

Dechreuodd y prosiect yn 2016 ond tarfwyd arno ym mis Mawrth 2020 gan y pandemig. Ailddechreuodd ym mis Medi 2021 gydag ymgyrch recriwtio lwyddiannus a arweiniodd at gofrestru dros 40 o wirfoddolwyr a helgwn. Am y tro cyntaf gwahoddwyd cwˆ n nad oeddent yn helgwn golwg (sighthounds) ac mae’r rhain bellach yn ymweld ochr yn ochr â’n milgwn a’n cwˆ n potsiwr gan ddangos y gall ein helgwn ymwneud yn hapus â chwˆ n o bob lliw a llun. Mae ein

cwˆ n therapi i gyd yn cael eu hasesu gan arbenigwr cymwys ar ymddygiad cwˆ n i sicrhau eu bod yn addas ar gyfer y rôl.

Adnewyddwyd perthynas flaenorol ag Undebau Myfyrwyr Abertawe a Phrifysgol De Cymru a dechreuwyd ar fentrau newydd cyffrous gyda Choleg Gwˆ yr, cartrefi gofal Tyˆ Mair a Hafod, Pwll Cenedlaethol Cymru, a Bywyd Campws ym Mhrifysgol Abertawe. Ym mis Medi 2022 ymestynnodd Cwˆ n Therapi i Sir Benfro trwy bartneriaeth newydd gyda Gofal Solfach.

Hyd at ddiwedd mis Medi 2022, roedd Cwˆ n Therapi wedi gwneud wyth ymweliad â sefydliadau addysgol, tri ymweliad â chartref gofal a dau ymweliad â sefydliadau eraill ar draws De Cymru.

Erbyn hyn rydym yn gofyn i’r sefydliadau yr ymwelwn â hwy am gyfraniad i sicrhau bod costau’r prosiect Cwˆ n Therapi yn cael eu talu’n llawn, gydag unrhyw incwm dros ben yn cael ei roi i gronfa gyffredinol Achub Milgwn Cymru er mwyn helpu’r cwˆ n yn ein gofal.

Achub Milgwn Cymru - Adroddiad Blynyddol 2022 7

Gweithio i Newid Pethau

Mae Achub Milgwn Cymru yn cydweithio â sefydliadau partner i sicrhau newid hirdymor i amddiffyn milgwn a chwˆ n potsiwr yng Nghymru.

Am hanner cyntaf y flwyddyn ddiwethaf rhoddwyd sylw i’r ymdrechion i sicrhau’r rheoleiddio cryfaf posibl ar rasio milgwn yng Nghymru. Arweiniwyd y gwaith hwn gan Weithgor Milgwn sy’n rhan o Rwydwaith Lles Anifeiliaid Cymru dan gadeiryddiaeth Achub Milgwn Cymru; mae’r gweithgor hwn yn dwyn ynghyd BVA Cymru, Cartref Cwˆ n a Chathod Battersea, y Dogs Trust, ac RSPCA Cymru, ac mae Llywodraeth Cymru yn mynychu hefyd.

Yn y Cyfarfod Cyffredinol Arbennig ym mis Mawrth 2022, gwnaed newid mawr mewn polisi gyda mwy na thri aelod i bob un yn erbyn yn pleidleisio dros weithio tuag at Gymru heb rasio milgwn. Dilynwyd hyn yn syth gan benderfyniad i gefnogi’r ymgyrch i ddod â rasio milgwn i ben yng Nghymru.

Mae’r Gweithgor Milgwn wedi parhau â’i ymdrechion i reoleiddio rasio cwˆ n ers hynny, a sefydliadau partner, yn enwedig Hope Rescue, wedi ategu’r gwaith hwn o weithio tuag at waharddiad.

Sicrhaodd y gweithgor fod yr awdurdod lleol yn cwblhau ei raglen i gynnal ymweliadau yn arolygu rasio nos yn yr un trac rasio sydd ar ôl yng Nghymru. Mae’r gweithgor hefyd wedi llunio canllawiau ar arwynebau traciau i ategu’r cod ymarfer gwirfoddol a gyflwynwyd yn flaenorol ar gyfer lles milgwn yng Nghymru. Yn anffodus, nid yw’n ymddangos bod y naill na’r llall o’r dogfennau hyn wedi arwain at unrhyw welliannau ystyrlon i les y cwˆ n ar lawr gwlad.

Mae Achub Milgwn Cymru wedi ymuno â’r Grwˆ p Hollbleidiol newydd ar gyfer Lles Anifeiliaid yn y Senedd gyda’r nod o sicrhau bod lles milgwn yn parhau i fod â phroffil uchel ymhlith Aelodau o’r Senedd ac i bwyso am newid. Roedd aelodau a chefnogwyr Achub Milgwn Cymru ymhlith y dros 35,000 o bobl a lofnododd ddeiseb Hope Rescue i wahardd rasio milgwn yng Nghymru a bu aelodau Achub Milgwn Cymru hefyd yn bresennol mewn digwyddiad “cerdded a siarad” gydag Aelodau a drefnwyd gan Hope Rescue yn y Senedd.

Mae perthynas agos wedi datblygu gydag Aelodau cefnogol o’r Senedd a hyn wedi helpu i gadw lles milgwn ar flaen y meddwl. Trefnwyd digwyddiadau yn y Senedd (megis cwrdd ag Aelodau o’r Senedd ym mis Rhagfyr 2021), gofynnwyd cwestiynau mewn sesiynau llawn o’r Senedd a gohebwyd â Gweinidogion Llywodraeth Cymru.

Rhoddodd Achub Milgwn Cymru bapur briffio i’r AS a gynigiodd waharddiad ar rasio milgwn mewn dadl yn Neuadd San Steffan yn dilyn deiseb ledled y DU gyfan; traddododd cynrychiolydd ar ein rhan gyflwyniad i Ford Gron o Aelodau Seneddol ar les milgwn gan roi tystiolaeth lafar ac ysgrifenedig i Bwyllgor Deisebau’r Senedd i gefnogi gwaharddiad ar rasio yma yng Nghymru.

Mae cynrychiolwyr Achub Milgwn Cymru hefyd wedi bod yn rhan o weithgor Llywodraeth Cymru sydd wrthi’n datblygu rheoliadau ar gyfer llochesi anifeiliaid yng Nghymru.

Ar ddiwedd y flwyddyn, cafwyd newyddion pryderus bod y si ynghylch datblygu’r un trac rasio sydd ar ôl yng Nghymru wedi’i gwireddu a bod y datblygiad yn mynd yn ei flaen. Mae’n debyg y byddai’r datblygiad hwn yn arwain at gynnydd pedwarplyg mewn rasio milgwn yng Nghymru gyda chynnydd cymesur mewn anafiadau a chwˆ n sydd angen cartrefi, gan roi baich ychwanegol enfawr ar Achub Milgwn Cymru a mudiadau achub eraill.

Fodd bynnag, rhoddwyd hwb newydd i’r ymgyrch i ddod â rasio milgwn i ben yng Nghymru oherwydd y newid polisi gan yr RSPCA, y Dogs Trust a Blue Cross ddiwedd mis Medi wrth iddynt alw ar y cyd am ddiwedd ar rasio milgwn yn y DU. Trefnwyd cyfarfod i ddwyn ynghyd y sefydliadau hyn gyda Hope Rescue ac Achub Milgwn Cymru o fewn dyddiau i’r cyhoeddiad ac rydym yn edrych ymlaen at gefnogi ein partneriaid newydd i helpu i greu Cymru heb rasio milgwn ynddi.

Cadw Mewn Cysylltiad

Mae tîm sy’n cynnwys staff a gwirfoddolwyr yn gofalu am waith cyfathrebu Achub Milgwn Cymru gan wneud yn siwˆ r bod unrhyw un sydd â diddordeb yn yr hyn yr ydym ni a’n cwˆ n yn ei wneud yn gallu cael gafael ar wybodaeth berthnasol a chyfoes.

Rydym yn ceisio estyn allan mewn cynifer o ffyrdd â phosib ac yn wirioneddol fwynhau’r gwahanol ddulliau o gadw mewn cysylltiad â chymuned y milgwn.

hiwmor a thrafodaethau. Mae ein tîm Facebook yn postio am gwˆ n hardd yn ein gofal, mabwysiadu, gweithgareddau’r mudiad, digwyddiadau, a chodi arian. Mae fideos poblogaidd #trainingtuesday yn helpu ein mabwysiadwyr i feithrin perthynas hapus gyda’u cwˆ n. Mae pob dydd Iau yn cael eu neilltuo i ddiolch i bobl, ac yn wir mae gennym ni gymaint i fod yn ddiolchgar amdano.

Mae ein gwefan yn cynnwys ystod eang o wybodaeth am ein mudiad, am gyfleoedd gwirfoddoli a ffyrdd gwahanol i’n cefnogi. Dyma lle gall unrhyw un gael gwybodaeth am y cwˆ n sydd ar gael i’w mabwysiadu; cyflwyno cais i fabwysiadu; ymuno â chynllun codi arian; neu ddod yn ofalwr maeth. Mae ein gwefan yn cynnwys digon o gyngor defnyddiol am ymddygiad cwˆ n a gofalu amdanynt, yn ogystal â blog wythnosol ar amrywiaeth o bynciau diddorol.

Mae gennym bresenoldeb bywiog ar Instagram, gyda dros 3,800 o ddilynwyr sy’n caru milgwn, ac mae dilynwyr newydd yn parhau i ymuno. Mae modd ein dilyn hefyd ar LinkedIn, Twitter, TikTok, a YouTube.

Mae tanysgrifwyr yn derbyn ein cylchlythyr deufisol, Speedy News , trwy e-bost. Mae hwn yn cynnwys crynodeb o newyddion a gwybodaeth sy’n gysylltiedig ag Achub Milgwn Cymru.

Ddwywaith y flwyddyn, mae aelodau yn derbyn Greyhound Express – sef cylchgrawn Achub Milgwn Cymru gyda chyfraniadau gan staff, ymddiriedolwyr a gwirfoddolwyr eraill, a hefyd darnau a anfonir gan ein darllenwyr. Rydym yn gwerthfawrogi’r categori olaf hwn yn arbennig ac rydym bob amser yn annog ac yn croesawu deunydd a lluniau gan ddarllenwyr. Anfonir Greyhound Express yn ddigidol drwy e-bost, neu fel copi papur drwy’r post, yn dibynnu ar ddewis pob darllenydd. Mae swp o gylchgronau printiedig hefyd yn cael eu hanfon i’n siopau ac ar gael mewn digwyddiadau.

Rydym yn rhannu gwybodaeth ar chwe llwyfan y cyfryngau cymdeithasol. Mae gan ein prif dudalen Facebook dros 8,500 o ddilynwyr a chynulleidfa sy’n tyfu’n gyflym. Mae gan ein cefnogwyr eu grwˆ p Facebook eu hunain – Cefnogwyr Achub Milgwn Cymru – gyda 4,500 o aelodau ac mae’n fforwm bywiog ar gyfer rhannu pytiau o fywydau eu cwˆ n,

Achub Milgwn Cymru - Adroddiad Blynyddol 2022

Y Tîm

Gwirfoddoli

Prif Weithredwr newydd sy’n rhoi’r arweinyddiaeth a’r cyfeiriad o ddydd i ddydd ar gyfer gwaith y mudiad

Asgwrn cefn Achub Milgwn Cymru yw ein haelodau a’n cefnogwyr, a llawer ohonynt yn rhoi arian neu amser, sy’n hanfodol i’n llwyddiant. Mae’r mudiad yn hynod ffodus i gael cymaint o amrywiaeth o gefnogwyr ymroddedig gan gynnwys – ond heb fod yn gyfyngedig i – pobl sy’n cludo cwˆ n, staff siop, gofalwyr maeth, cerddwyr cwˆ n, Ymddiriedolwyr, codwyr arian, a’r timau sy’n rheoli ein presenoldeb ar y cyfryngau cymdeithasol ac yn y cyfryngau, yn ogystal â’r holl logisteg a gweinyddiaeth sy’n rhan o redeg elusen ganolig ei maint. Rydym yn ddiolchgar fod gennym 91 o wirfoddolwyr gweithgar ar hyn o bryd. Diolch!

Newidiadau ar lefel yr Ymddiriedolwyr gyda rhai yn gadael a rhai newydd yn dechrau ond hefyd, yn bwysig, y Bwrdd yn symud yn ymwybodol i fodel llywodraethu da drwy wahanu’r lefel strategol (Ymddiriedolwyr) a’r lefel weithredol (Prif Weithredwr).

Os ydych yn wirfoddolwr gweithgar mae’n bosibl eich bod wedi sylwi ar rai o’r newidiadau sydd wedi’u cyflwyno dros y flwyddyn ddiwethaf:

Cymal Cyfrinachedd newydd
Symud o gynnal archwiliadau ar gartrefi yn gorfforol i wneud hynny yn rhithwir yn dilyn treial yn ystod y pandemig
Blaenoriaeth ar newydd wedd ar gyfer y prosiect Cwˆ n Therapi. O ganlyniad, mae mwy o wirfoddolwyr nag erioed yn cefnogi’r maes hwn o’n gwaith

Ar y Gorwel

Ers nifer o flynyddoedd, mae holi aelodau mewn arolygon wedi dangos ysfa i gael mwy o bresenoldeb yng ngogledd Cymru, ac mae pwysigrwydd hyn hefyd wedi’i adleisio gan yr Ymddiriedolwyr, fodd bynnag nid oes neb wedi bod mewn sefyllfa i fwrw ymlaen â hyn. Mae’r Ymddiriedolwyr bellach wedi nodi rhywun sy’n fodlon ymgymryd â’r her a gobeithiwn gael rhagor o fanylion i chi yn fuan.

Newidiodd y pandemig sawl agwedd ar waith y mudiad a’r hyn y gallem ei wneud, ac yn anffodus roedd casglu ar y stryd yn un o’r pethau sydd wedi dioddef. Fodd bynnag, mae Pecyn i Drefnwyr Casgliadau wrthi’n cael ei ddatblygu a’r gobaith yw y bydd Casglu ar y Stryd

Ein Pobl

Mae newid sylweddol wedi bod yn y mudiad yn ystod y flwyddyn ddiwethaf, gyda llawer o’r newid hwnnw yn ymwneud â’n pobl a’r ffordd rydym yn gweithredu o ddydd i ddydd, yn bennaf oll drwy benodi ein Prif Weithredwr cyntaf a ymunodd â ni ym mis Gorffennaf 2022. Mae’r rôl hon yn gyfrifol am holl elfennau gweithredol yr Elusen sydd nid yn unig yn rhoi modd i’r Ymddiriedolwyr ganolbwyntio ar strategaeth a llywodraethu da ond sydd hefyd yn rhoi cyfeiriad a chefnogaeth y mae mawr eu hangen i’n staff. Gwelwyd hefyd yr angen am Reolwr Manwerthu Wrth Gefn, rôl a fydd yn rhoi gwasanaeth gwyliau ac absenoldeb hanfodol i ni ledled ein holl siopau. Llanwyd y rôl hon ym mis Mai 2022 gyda’r ymgeisydd llwyddiannus yn un o’r gwirfoddolwyr o’n siop yn y Coed-duon.

Gyda’r un egwyddor mewn golwg, cyflwynwyd rôl ‘staff wrth gefn’ yn Hillcrest lle gallwn sicrhau bod gennym staff wedi’u hyfforddi’n llawn i gyflenwi yn ystod gwyliau, absenoldebau neu gyfnodau prysur, gan ein galluogi i roi gofal teilwng i’r cwˆ n yn ein gofal.

Rhoddwyd codiad cyflog o 4.2% i staff ym mis Mawrth 2022 ac rydym yn parhau i anrhydeddu ein hymrwymiad i Gyflog Byw Gwirioneddol https://www.livingwage.org.uk/

Cytunodd yr Ymddiriedolwyr hefyd i gydnabod y ddwy W[ˆ ] yl y Banc ychwanegol yn ystod y flwyddyn ddiwethaf, gan gau’r siopau er mwyn i’r staff manwerthu gael y diwrnod i ffwrdd. Yn rhannau eraill yr Elusen lle nad oedd yn bosibl cau (fel Hillcrest), rhoddwyd yr hyn a oedd yn cyfateb i wyliau ychwanegol i staff i’w cymryd maes o law.

yn ailddechrau yn fuan. Byddwn yn chwilio am ragor o wirfoddolwyr i drefnu’r rhain.

Diolch i bawb sy’n rhoi o’u hamser gwerthfawr i helpu Achub Milgwn Cymru.

Rydym bob amser angen mwy o wirfoddolwyr! Mae digon o gyfleoedd i gyd-fynd â sgiliau neu anghenion penodol pawb. Yn benodol, byddai ein siop ym Merthyr yn ddiolchgar iawn am fwy o gefnogaeth, ac rydym bob amser yn chwilio am ragor o erthyglau a straeon ar gyfer ein cylchlythyrau ac wrth gyfathrebu â’n cefnogwyr. Mae recriwtio pobl newydd i wirfoddoli dros y mudiad yn ffordd arall y gall pawb helpu hefyd!

Yn y flwyddyn i ddod byddwn yn canolbwyntio ar sicrhau bod gennym yr adnoddau angenrheidiol i gyflawni ein gwaith, ac adolygu, ffurfioli a gweithredu ein cynlluniau hyfforddi.

Aelodau

Mae Achub Milgwn Cymru yn falch o fod yn fudiad wedi’i redeg yn ddemocrataidd gan yr aelodau. Ar hyn o bryd mae gennym 506 o aelodau.

Cwynion, digwyddiadau a diogelu

Dwy gwˆ yn yn unig a dderbyniwyd eleni, a’r ddwy yn ymwneud â’r broses o faethu cwˆ n a chyfathrebu â gofalwyr maeth. O ganlyniad i’r cwynion hyn, mae’r tîm wedi penderfynu rhoi atebion llawnach i ymholiadau gan ofalwyr maeth pryd bynnag y gallant – gan ystyried cyfyngiadau amser a dyletswyddau eraill y staff.

Rydym hefyd wedi bod yn ystyried gofyn i fabwysiadwyr faint o gyfathrebu dilynol yr hoffent ei gael gennym ni ar y cam mabwysiadu, a siarad yn sensitif â mabwysiadwyr ar ôl iddynt benderfynu dychwelyd ci, i weld a allem fod wedi gwneud unrhyw beth yn wahanol neu’n well i wella eu profiad ac/neu eu hatal rhag dychwelyd. Mae’r tîm yn cymryd pob cwyn o ddifrif ac yn ceisio dysgu oddi wrthynt. Nid ydym wedi derbyn unrhyw ymholiadau pellach gan yr achwynwyr hyn, a gobeithiwn felly ein bod wedi bodloni eu pryderon.

Ni adroddwyd am unrhyw ddigwyddiadau eleni.

Achub Milgwn Cymru - Adroddiad Blynyddol 2022

Creu incwm

Codi Arian a Digwyddiadau

diogelwch hanfodol i’r cwˆ n yn ein gofal a’r staff sy’n gofalu amdanynt. Roedd y prosiect hwn hefyd yn cefnogi monitro o bell a hyfforddiant ar gyfer cwˆ n sy’n dioddef o bryder wrth wahanu.

Yn ystod y 12 mis diwethaf mae Achub Milgwn Cymru, fel llawer o elusennau eraill, wedi bod yn cael eu traed yn ôl oddi tanynt ar ôl y pandemig. Oherwydd ymdrechion ein staff, aelodau a chefnogwyr gwych, mae gweithgareddau a digwyddiadau codi arian nid yn unig wedi parhau ond wedi cael eu hadfywio. O ganlyniad, rydym wedi gallu datblygu ein strategaeth codi arian ymhellach.

Digwyddiadau

Fel elusen rydym wedi addasu digwyddiadau er mwyn sicrhau cydymffurfio â phandemig COVID-19. Fodd bynnag, roeddem wedi gallu cynnal Casgliad Nadolig, a digwyddiad Raise for Grays ym mis Mai. Mae digwyddiadau digidol wedi cynnwys sioeau hwyl i gwˆ n, ein harwerthiant Last Hope blynyddol, ras falwˆ n rithwir, a sawl raffl ar-lein. Yn gyfan gwbl, drwy’r digwyddiadau hyn oll rydym wedi codi £6,466.91.

Mae modd rhannu’r codi arian i’r meysydd canlynol: grantiau, digwyddiadau, rhoddion, rhoddion rheolaidd a chymynroddion. Yn y cyfnod 2021/22 cyfanswm yr incwm o godi arian oedd £144,998.27, sydd wedi arwain at ganlyniadau cadarnhaol i’r anifeiliaid sy’n dod i’n gofal. Mae’r prif ganlyniadau o’r codi arian yn cynnwys:

Rhoddion

Grantiau

Dros y flwyddyn ddiwethaf rydym wedi derbyn £30,352.00 mewn rhoddion. Mae cefnogaeth gan ein rhoddwyr rheolaidd yn parhau, ac rydym yn ffodus i fod yn parhau i groesawu rhoddwyr newydd. Yn ogystal, codwyd £5,865.97 o ganlyniad i’n botwm rhoi ac apeliadau ar dudalen Facebook.

Yn ystod y 12 mis diwethaf, mae Achub Milgwn Cymru wedi llwyddo i sicrhau cyfanswm o £18,595 mewn cyllid grant, sy’n cynnwys y canlynol:

Bwrdd Milgwn Prydain Fawr (GBGB) – cawsom £5,000 i adnewyddu arwyneb yr Hillcrest Manège. Roedd system ddraenio’r manège wedi torri a’r arwyneb wedi mynd yn galed ac yn llaith, gan ei wneud yn risg bosibl i’r cwˆ n oedd wrth eu bodd yn rhedeg yn y man diogel.

Rhoi Rheolaidd

Mae nifer o’n cefnogwyr wedi ymwneud â’r mentrau canlynol:

Loteri Clwb 100 – sy’n parhau i dyfu a ffynnu bob mis – wedi codi £2,470.66;
Sefydliad Moondance – yn garedig iawn, rhoddodd Moondance, sef ymddiriedolaeth leol, £3,595 i ariannu teledu cylch cyfyng yn Hillcrest, gan roi
Clwb Swper Hillcrest wedi codi £5,422;
Clwb Dilynwyr Facebook wedi codi £628;
Rhoddion rheolaidd Last Hope wedi codi £8,672.94;
‘Noddi Ci’ wedi codi £5,795.52, (gyda chefnogwyr newydd yn derbyn ein pecyn croeso newydd gwych!)

Cymynroddion

O ganlyniad i haelioni ac ymrwymiad ein cefnogwyr gwych, buom yn ffodus i dderbyn cyfanswm o £6,032 mewn cymynroddion yn ystod y cyfnod adrodd ariannol hwn.

Unwaith eto mae’r adroddiad hwn yn dangos yn glir pa mor hanfodol yw rôl ein cefnogwyr niferus – y rheiny sy’n rhoi arian a’r rheiny sy’n ein helpu i gynnal y rhaglenni sy’n denu rhoddion. Felly diolch o galon, oddi wrth bob un ohonom i bob un ohonoch, am eich cefnogaeth barhaus. Os hoffech ragor o wybodaeth am unrhyw un o’r mentrau hyn, ewch i’n gwefan neu cysylltwch â ni.

Manwerthu

Mae hi wedi bod yn flwyddyn dda arall i’n tîm Manwerthu, yr enillion wedi cynyddu ers y flwyddyn flaenorol eto, a phob cyfle i hyrwyddo’r mudiad wedi’i fachu, gan godi arian, a helpu i integreiddio â’r gymuned.

Ym mis Awst, cymerodd Tîm Abertawe ran mewn marchnad a sioe ffasiwn hen ddillad. Arweiniodd Achub Milgwn y sioe ffasiwn, gan arddangos dyluniadau ffasiwn, a gwerthu stoc dillad hen a newydd ar stondin yn y farchnad. Roedd y digwyddiad wedi hyrwyddo’r mudiad i gwsmeriaid hen a newydd, a chodi bron i £500 o incwm ychwanegol.

Cynhaliwyd digwyddiad cerddoriaeth fyw gan Dîm y Fenni ym mis Gorffennaf a hwnnw wedi denu tyrfaoedd o bobl i wrando ar y band yn chwarae y tu allan i’r siop, gan ddenu cwsmeriaid y tu mewn i bori ein stoc a phrynu pethau. Cododd y digwyddiad dros £250 mewn rhoddion, ac wedi ysgogi sgwrs a arweiniodd at un o’n milgwn anoddaf i’w ailgartrefu yn cael ei faethu. Mae’n dal i ffynnu yn ei gartref newydd!

Mae ein Rheolwr Siop yn Abertawe wedi meithrin cysylltiadau â Choleg Gwˆ yr lle mae myfyrwyr, rhai ohonynt ag anawsterau dysgu, yn dod atom am chwe wythnos i adeiladu ar eu sgiliau. Mae’r profiad o weithio yn y siop, a chefnogaeth ac arweiniad Tîm Abertawe, yn gwneud gwahaniaeth enfawr i’w bywydau. Er eu bod yn swil i ddechrau arni, erbyn diwedd y chwe wythnos mae’r myfyrwyr yn hyderus ac yn abl. Hyd yn hyn mae pob un o’r myfyrwyr wedi aros fel gwirfoddolwyr, ac roeddem wrth ein boddau yn gweld eu hyder newydd yn eu galluogi i gymryd rhan yn y sioe ffasiwn.

Achub Milgwn Cymru - Adroddiad Blynyddol 2022

Adroddiad Ariannol

Tyfu incwm a rheoli cronfeydd

Yr amcan craidd i Ymddiriedolwyr fu datblygu’r mudiad i fod yn gynaliadwy ac i sicrhau’r cydbwysedd iawn o ran adnoddau mewn meysydd hollbwysig rhwng staff a gwirfoddolwyr

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Incwm Achub Milgwn Cymru 2019 - 2022 2019-2020 2020-2021 2021-2022
£400,000
£350,000
£300,000
£250,000
£200,000
£150,000
£100,000
£50,000
0
MANWERTHU CASGLIADAU FFIOEDD CODI ARIAN / ADHAWLIO RHODDION NWYDDAU- MÂN CYFANSWM
AILGARTREFU GRANTIAU TAW CYMORTH RHODD CYMORTH INCWM INCWM
2019-2020 £329,182 £17,941 £19,465 £77,770 £25,837 £9,944 £19,463 £3,300 £502,902
2020-2021 £167,018 £1,639 £27,374 £380,626 £32,462 £10,358 £0 £1,498 £620,975
2021-2022 £360,466 £1,192 £37,647 £155,727 £27,662 £21,420 £8,406 £1,602 £614,120
MANWERTHU CASGLIADAU FFIOEDD AILGARTREFU CODI ARIAN / GRANTIAU ADHAWLIO TAW RHODDION CYMORTH NWYDDAU-RHODD CYMORTH MÂN INCWM
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Roedd yr incwm am y flwyddyn yn dangos twf cryf o incwm manwerthu wrth i bethau ddychwelyd i weithgarwch arferol ar ôl y cyfyngiadau ar fasnachu yn ystod cyfnod COVID-19. Agorwyd siop newydd yn y Fenni hefyd. Mae gwerthiannau siopau manwerthu yn parhau i roi sail incwm ariannol i’r elusen, ac ar hyn o bryd yn fwy na 58% o gyfanswm incwm yr elusen.

Manylion Incwm % 2021-2022

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Manwerthu - 58.7%
Casgliadau - 0.2%
Ffioedd Ailgartrefu - 6.1%
Codi Arian / Grantiau - 25.4%
Adhawlio TAW - 4.5%
Rhoddion Cymorth - 3.5%
Nwyddau-Rhodd Cymorth - 1.3%
Mân Incwm - 0.3%
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Rheoli Gwariant

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Gwariant Achub Milgwn Cymru 2019 - 2022 2019-2020 2020-2021 2021-2022
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£600,000
£500,000
£400,000
£300,000
£200,000
£100,000
0
HILLCREST ACHUB AC AILGARTREFU GORBENION DATBLYGU HILLCREST SIOPAU NWYDDAU CYFANSWM GWARIANT
2019-2020 £95,483 £46,129 £38,137 £19,187 £253,133 £2,043 £454,112
2020-2021 £101,710 £35,933 £49,226 £41,051 £233,879 £1,621 £463,420
2021-2022 £113,875 £50,555 £82,234 £38,834 £280,189 £3,786 £569,472
HILLCREST ACHUB AC AILGARTREFU GORBENION DATBLYGU HILLCREST SIOPAU NWYDDAU CYFANSWM GWARIANT
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Mae costau wedi cynyddu yn ystod y flwyddyn yn seiliedig ar y twf yn y manwerthu ac agor siop newydd yn y Fenni. Roedd gorbenion ychwanegol hefyd mewn perthynas â chryfhau cynhyrchu incwm ac ariannu recriwtio staff newydd. Mae’r costau pennaf yn ymwneud ag ochr manwerthu’r elusen (49% o gyfanswm y costau), ond mae hyn yn dal i gynhyrchu cyfraniad net o tua £80k yn erbyn yr incwm a gynhyrchir. Mae’r costau cyffredinol yn unol â’r disgwyl ac yn dal i ddangos gwarged ar gyfer y cyfnod.

Manylion Gwariant % 2021-2022

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Siopau - 49%
Nwyddau - 1%
Hillcrest - 20%
Achub ac Ailgartrefu - 9%
Gorbenion - 14%
Datblygu Hillcrest - 7%
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Mae ‘Cyfrifon wedi’u Dilysu’ gan ein harchwilwyr Rimmer a May mewn dogfen ar wahân ac yn ddatganiad ariannol llawn ar gyfer Achub Milgwn Cymru am 2021-2022, a gellir ei weld yn greyhoundrescuewales.co.uk/annual-accounts

Mae’r Ymddiriedolwyr wedi nodi nad yw’r flwyddyn adrodd (o un Cyfarfod Blynyddol i’r llall) yn cyd-fynd â blwyddyn adrodd ariannol y mudiad a byddwn yn cywiro hyn yn ystod y cyfnod nesaf.

Achub Milgwn Cymru - Adroddiad Blynyddol 2022

Datblygu’r Mudiad

Mae hon wedi bod yn flwyddyn llawn newidiadau i Achub Milgwn Cymru.

elusen mor uniongyrchol drwy broses ddemocrataidd. Roedd yn bwysig penderfynu ar ein gweledigaeth a’n cenhadaeth o fewn 6 mis cyntaf y broses gan y byddai’n sail yn y pen draw i unrhyw newidiadau a ddeuai wedi hynny. Yn y misoedd yn arwain at y Cyfarfod, bu sawl cylch ymgynghori â rhanddeiliaid gan gynnwys staff, gwirfoddolwyr, aelodau, elusennau eraill a chynrychiolwyr y diwydiant rasio. Gwnaed llawer o ymdrech i gael gwared ar ragfarn o’r broses a pheidio â dylanwadu’n ormodol ar randdeiliaid y naill ffordd na’r llall. Fel gydag unrhyw broses ddemocrataidd, bydd yna rai sy’n anfodlon â’r canlyniad. Er i ni weld pocedi bach o hyn, yn enwedig yn yr wythnos yn dilyn y bleidlais, ni chafwyd unrhyw effaith negyddol ar weithrediadau na’n perthynas â rhanddeiliaid.

Mae hon wedi bod yn flwyddyn llawn newidiadau i Achub Milgwn Cymru. Mae hyn o ganlyniad i wneud penderfyniad ymwybodol i gwblhau’r adolygiad sefydliadol a gwneud gwelliannau mawr i sicrhau’r buddion pennaf posibl ar fuddsoddiad; llywodraethu da; a chynaliadwyedd ariannol y mudiad am flynyddoedd lawer i ddod.

Yn dilyn y CCA ym mis Mawrth 2022, cyflymodd y newid dan reolaeth y Pwyllgor Llywio. Rhwng mis Mawrth a mis Medi 2022, gwnaed gwaith gwella sylweddol gan gynnwys:

Diwygio a gwella holl gyfryngau cyfathrebu Achub Milgwn Cymru sydd ar gyfer y cyhoedd

Rydym wedi cyrraedd carreg filltir fawr gan mai dyma’r tro cyntaf yn hanes Achub Milgwn Cymru i ni gael fframwaith o staff gwbl broffesiynol ar bob lefel yr elusen. Mae ein Rhaglen Newid wedi bod yn sail i lawer o’r trawsnewid ac mae hyn, ynghyd â datblygu ein strategaeth ar gyfer y dyfodol, wedi gosod llwybr ar gyfer ehangu a gwella ymhellach yn y blynyddoedd i ddod.

Adolygu holl bolisïau’r mudiad, a rhoi system rheoli polisïau ar waith
Adolygu sut mae’r mudiad yn rheoli gwybodaeth
Asesu’r holl systemau a ddefnyddir ar hyn o bryd gan y mudiad – pwy sydd â mynediad iddynt, ar ba lefel, a pham
Recriwtio ar gyfer y Prif Weithredwr (CEO) cyntaf a’i benodi

Dechreuwyd o ddifrif ar ein Rhaglen Newid ym mis Hydref 2021 pan ffurfiwyd Pwyllgor Llywio Newid yn cynnwys grwˆ p o Ymddiriedolwyr a thrwy benodi Rheolwr Newid cymwys a phrofiadol i’w cefnogi. Roedd y rhaglen wedi’i threfnu’n bennaf ar sail yr 20 argymhelliad i newid a amlinellwyd mewn adolygiad sefydliadol annibynnol a gynhaliwyd yn ystod y flwyddyn flaenorol. Roedd yr argymhellion hyn yn ymdrin â themâu amrywiol gan gynnwys strwythur yr elusen, cyfathrebu mewnol ac allanol, llywodraethu a pholisi, strategaeth, a rheoli gwybodaeth, ymhlith eraill. Rhwng mis Hydref 2021 a mis Medi 2022, bu’r Pwyllgor Llywio yn gweithio ar roi’r argymhellion hyn ar waith ar gyflymder priodol ac mewn trefn resymegol i osgoi unrhyw wrthdaro rhwng newidiadau.

Gwella cyfathrebu mewnol y mudiad
Datblygu strategaeth y mudiad ar gyfer y dyfodol i sefydlu ein hamcanion a sut y byddwn yn eu cyflawni

Mae datblygu ein strategaeth yn bwysig am ddau brif reswm. Yn gyntaf, mae’n gyswllt hollbwysig rhwng lefel strategol uchel y weledigaeth a’r genhadaeth a lefel weithredol y busnes o ddydd i ddydd. Yn ail, bydd yn sicrhau y bydd y buddion a ddaw yn sgil y Rhaglen Newid yn parhau i dyfu i’r dyfodol, yn hytrach na dim ond bod yn atebion tymor byr a anghofir amdanynt ar ôl 12 mis.

Digwyddodd y broses o ddatblygu’r strategaeth dros nifer o fisoedd. Mewn cyfarfod yn fuan ar ôl y CCA, cynhaliodd yr Ymddiriedolwyr weithdy lle penderfynwyd ar gasgliad o themâu a mynd ati i ehangu ar y weledigaeth a’r genhadaeth o dan bob thema. Roedd yn bwysig ar y cam hwnnw i wahanu’r gweithredol oddi wrth y strategol. Bwriad yr Ymddiriedolwyr oedd gosod yr hyn yr oeddent am i’r

Daeth carreg filltir fawr gyntaf y prosiect ym mis Mawrth 2022 pan roddwyd cynigion ar gyfer gweledigaeth a chenhadaeth ddiwygiedig i bleidlais yr aelodau mewn Cyfarfod Cyffredinol Arbennig (CCA/EGM). Roedd hyn yn newid mawr i’r mudiad gan mai dyma’r tro cyntaf i’r aelodaeth gael y cyfle i newid sefyllfa’r

mudiad ei gyflawni. Mater i’r Prif Weithredwr newydd fyddai penderfynu sut i gyflawni pob amcan.

mwy o faint yn dod yn llawer hwyrach. Yn Achub Milgwn Cymru, bydd gofyn i bobl wneud newidiadau dro ar ôl tro i’r ffordd y maent yn gweithio ac efallai na fyddant yn deall pam ar y pryd. Ffordd ddefnyddiol o feddwl am y Rhaglen Newid hon yw dychmygu Achub Milgwn Cymru fel planhigyn sydd wedi tyfu’n rhy fawr i’w botyn. Byddwn yn treulio’r 12-18 mis cyntaf yn adeiladu ‘potyn’ mwy i’r mudiad dyfu iddo drwy wneud newidiadau i’r ffordd y mae’r elusen yn gweithio. Ni fydd o reidrwydd yn tyfu yn y cyfnodau cynnar hynny, ond unwaith y bydd y potyn hwnnw yn ei le, rydym wedi gosod ein hunain yn barod i dyfu llawer mwy yn y dyfodol.

Yn dilyn y gweithdy, aeth y strategaeth drwy sawl cylch ymgynghori gyda staff, gwirfoddolwyr, elusennau partner ac aelodau cyn ei chwblhau. Y canlyniad yw dogfen sy’n amlinellu’n gryno ein nodau ac amcanion ar gyfer y 5 mlynedd nesaf, a’n gwerthoedd a’n safonau yn sail iddi.

Yn aml mae’n anodd argyhoeddi pobl fod angen Rhaglen Newid, yn enwedig yn ystod 6 i 9 mis cyntaf y broses. Mae hyn oherwydd bod llawer o’r buddion

Llywodraethu

Mae llywodraethu da yn gyfrifoldeb ar bob Ymddiriedolwr ond mae penodi un Ymddiriedolwr i arwain yn benodol ar hyn yn ddi-os wedi helpu’r Bwrdd i ganolbwyntio drwy gydol y flwyddyn ddiwethaf ar broblemau’r Bwrdd(Byrddau) blaenorol a sut i wneud gwelliannau parhaol.

ymrwymiad i fod yn fudiad Digidol yn Gyntaf, sef cael atebion clyfar a digidol i fod yn sefyllfa ddiofyn er mwyn sicrhau arbedion yn ogystal â chynnydd mewn atebolrwydd. Mae hyn yn cynnwys defnydd llawn o systemau busnes Google sydd gan y mudiad eisoes – i sicrhau rheoli fersiynau a thryloywder (o ran storio a defnyddio dogfennau).

Mae llawer iawn o waith wedi’i wneud yn ystod y flwyddyn ddiwethaf i godi Bwrdd Achub Milgwn Cymru i’r safon angenrheidiol – rydym yn falch o ble rydym wedi cyrraedd, er ein bod yn llwyr sylweddoli bod llywodraethu da yn broses gyson a pharhaus, ac rydym yn parhau i fod yn gwbl ymrwymedig iddi.

Mae’r Rhaglen Newid wedi esgor ar nifer fawr o welliannau i’r llywodraethu, naill ai’n fwriadol neu o ganlyniad i welliannau neu arbedion effeithlonrwydd a wnaed mewn mannau eraill. Mae hyn i’w ddisgwyl yn dilyn adolygiad sefydliadol o’r bôn i’r brig.

cyflwyno system rheoli perfformiad ar gyfer y Prif Weithredwr a, thrwy ei ymestyn, ar gyfer yr holl staff.
adolygu trefniadau cyfansoddiadol y mudiad, a hynny wedi arwain at nodi nifer o faterion ynghyd ag atebion i ddatrys y problemau hyn drwy gynnig (i’r CCA) drawsnewid y mudiad yn Sefydliad Corfforedig Elusennol (SCE) ynghyd â chyfansoddiad newydd.

Cafwyd gwelliannau allweddol fel a ganlyn:

prosesau newydd ar gyfer y Cyfarfod Cyffredinol Arbennig (CCA) gan gynnwys y gwaith ymgysylltu, dulliau pleidleisio a gwybodaeth ategol.
Cofrestr Risgiau newydd ar y cyd i’r Ymddiriedolwyr a’r Prif Weithredwr
datblygu’r Strategaeth sydd wedi codi o’r
adran newydd ‘datgan buddiannau’ ar frig pob cyfarfod
weledigaeth a’r Genhadaeth y penderfynwyd arnynt yn ddemocrataidd (yn y CCA), a’r dulliau ymgysylltu ac ymgynghori a ddefnyddiwyd i lywio’r gwaith hwn.
- dechrau ar log i gofnodi camau gweithredu’r Ymddiriedolwyr, sef dogfen fyw i olrhain a chofnodi’r camau gweithredu hynny sydd i’w wneud (a phwy sy’n gyfrifol amdanynt), gan sicrhau nad yw eitemau’n mynd ar goll mwyach – mae hyn hefyd yn cynyddu atebolrwydd. Yn dilyn penodi’r Prif Weithredwr, mae log y camau gweithredu yn cynnwys y rhai a ddirprwywyd iddo ef. Adolygir pob cam gweithredu sydd i’w gwneud ar ddechrau pob cyfarfod yr Ymddiriedolwyr.
mynd ati’n ffurfiol i wahanu’r strategol a’r gweithredol
trwy benodi’r Prif Weithredwr cyntaf, sydd wedi arwain at drawsnewid rolau’r Ymddiriedolwyr. Nid yw Ymddiriedolwyr bellach yn rheolwr llinell uniongyrchol ar unrhyw aelod o’r tîm, sy’n sicrhau ffiniau mwy cyson a chlir i’r holl staff.
adolygiad cynhwysfawr ar bolisïau sydd wedi cynnwys diweddaru sylweddol ar bob maes polisi yn ogystal â nodi nifer fawr o bolisïau sydd ar goll (a’r rheiny wedi’u datblygu neu wrthi’n cael eu datblygu ers hynny); ac, yn hollbwysig, cyflwyno proses broffesiynol i reoli polisïau i ddiogelu rhag unrhyw broblemau pellach yn y dyfodol.
gwella atebolrwydd trwy rannu cyfrifoldeb yn gliriach a datblygu Cynllun Dirprwyo
ailgyflwyno Grwˆ p Swyddogion (gweler tudalen 18)

Achub Milgwn Cymru - Adroddiad Blynyddol 2022

Pwy ydyn ni

Mae adran ‘Cwrdd â’r Tîm’ ar y wefan , sy’n dal i gael ei datblygu, yn rhestru enwau a rôl pob Ymddiriedolwr (a staff Achub Milgwn Cymru).

Gwirfoddolwyr yw Bwrdd yr Ymddiriedolwyr ac o’r herwydd gall fod pwysau allanol sy’n effeithio ar yr amser y gallant ei roi i Achub Milgwn Cymru, adlewyrchir hyn yng nghofnodion cyfarfodydd y flwyddyn ddiwethaf.

Presenoldeb yng Nghyfarfodydd yr Ymddiriedolwyr Medi 2021 hyd at Hydref 2022

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YMDDIRIEDOLWR
Alain Thomas ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
Magdalena Gryczmanska ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
Claire Lawson ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
Carolyn Graves-Brown ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ Ym
Debra Allen ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
Tina Dunstan ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
Claire Gardner ✔ ✔ ✔ ✔ ✔ ✔ CA ✔ ✔
Jon Trew ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
Darren Pritchard ✔ ✔ ✔ ✔ ✔
Sarah Marsh ✔ ✔ ✔ ✔ CA ✔ Ym
Matthew Crowle ✔ ✔ ✔ ✔ ✔ Ym
Vall Ball ✔ ✔ Ym
Steve Tom ✔ CA Ym
Kirty Davies-Pryor ✔ Ym
Malcolm Eames Cyn cael ei gyfethol ✔ ✔ ✔
Essex Havard Cyn cael ei gyfethol ✔ ✔
19.9.21 3.10.21 17.10.21 21.11.21 19.12.21 30.1.22 20.2.22 10.4.22 12.6.22 24.7.22 4.9.22 2.10.22
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[CA = Caniatâd i fod yn absennol, Ym = Ymddiswyddo, * = Pwyllgor Llywio Newidiadau]

Cytunwyd hefyd i ailsefydlu Grwˆ p Swyddogion sydd ag awdurdod dirprwyedig i wneud penderfyniadau brys na all aros i fwyafrif yr Ymddiriedolwyr ymateb trwy e-bost neu tan gyfarfod llawn nesaf yr Ymddiriedolwyr. Mae hyn hefyd wedi bod yn fforwm mwy priodol i adolygu ac arwain gwaith a datblygiad y Prif Weithredwr. Fel arfer mae’r grwˆ p hwn yn cynnwys y Cadeirydd, yr IsGadeirydd a’r Ymddiriedolwr Adnoddau Dynol. Mae’r grwˆ p hwn yn rhoi diweddariadau manwl yng nghyfarfod llawn nesaf yr Ymddiriedolwyr ac yno, os oes angen, gellir cadarnhau penderfyniadau hefyd.

Yn dilyn y Cyfarfod Cyffredinol Blynyddol yn 2021, cytunwyd i sefydlu Pwyllgor Llywio Newidiadau i

weithio ochr yn ochr â’r Rheolwr Newid newydd i weithredu’r rhaglen datblygu sefydliadol y cytunwyd arni. Nodir aelodau craidd y grwˆ p uchod ond mynychodd Ymddiriedolwyr eraill hefyd ad hoc. Cyfarfu’r grwˆ p yn wythnosol yn y cyfnod cyn y CCA ym mis Mawrth 2022 a mwy nag 20 gwaith yn ystod y flwyddyn.

Cyfarfu’r Ymddiriedolwyr yn bersonol ddydd Sul 15 Mai i gynnal gweithdy ar fanylion y strategaeth newydd. Cafwyd cyfarfodydd ad hoc hefyd gan gynnwys y rhai yn ymwneud â’r rowndiau recriwtio ar gyfer swyddi’r Rheolwr Newid a’r Prif Weithredwr.

2 https://greyhoundrescuewales.co.uk/meet-the-team/

GREYHOUND RESCUE WALES

(A company limited by guarantee)

TRUSTEE REPORT AND UNAUDITED FINANCIAL STATEMENTS

FOR THE YEAR TO 28 FEBRUARY 2022

Registered Charity No 1152650

Company No 08411721

GREYHOUND RESCUE WALES (A company limited by guarantee)

CONTENTS OF THE FINANCIAL STATEMENTS FOR THE YEAR TO 28 FEBRUARY 2022

	Page
Report of the Trustees/Directors	1 - 5
Independent Examiner’s Report	6
Statement of Financial Activities	7
Balance Sheet	8 - 9
Notes to the Financial Statements	10 - 15
Detailed Statement of Financial Activities	16 - 17

GREYHOUND RESCUE WALES (A company limited by guarantee)

REFERENCE AND ADMINISTRATIVE DETAILS

Charity Name

Charity Name Greyhound Rescue Wales Registered Charity Number 1152650 Registered Company Number 08411721 Registered Office Hillcrest Bryncethin Road Garnant Ammanford SA18 1YS

Directors/Trustees

Company Secretary

Lindsay Jackson (Resigned 19 September 2021) Carolyn Graves - Brown Andrew Jackson (Resigned 19 September 2021) Stephen Tom (Resigned 19 October 2021) Christopher Moss (Resigned 21 March 2021) Samantha Moss (Resigned 21 March 2021) Valerie Ball Debra Allen Claire Gardner Nerys Royal (Resigned 12 July 2021) Matthew Crowle Magdelena Gryczmanska Jonathan Trew (Appointed 3 October 2021) Darren Pritchard (Approinted 3 October 2021) Kristene Davies-Prior (Appointed 3 October 2021) (Resigned 4 October 2021) Sarah Marsh (Appointed 3 October 2021) Alain Thomas (Appointed 3 October 2021) Dr Claire Lawson (Appointed 3 October 2021) Tina Dunstan (Appointed 3 October 2021) Stephen Tom (Resigned 19 October 2021) Debra Allen (Appointed 19 October 2021)

Independent Examiners

Bankers

Rimmer & May Chartered Accountants 19 Murray Street Llanelli SA15 1AQ HSBC 1 Alexandra Road Gorseinon Swansea SA4 4NJ

Page: 1

GREYHOUND RESCUE WALES

(A company limited by guarantee)

TRUSTEES’ REPORT FOR THE YEAR TO 28 FEBRUARY 2022

TRUSTEES' REPORT FOR THE YEAR TO 28 FEBRUARY 2022

The Trustees are pleased to present their annual directors' report together with the financial statements of the charity for the year ending 28 February 2022 which are also prepared to meet the requirements for a directors' report and accounts for Companies Act purposes. The financial statements comply with the Charities Act 2011, the Companies Act 2006, the Memorandum and Articles of Association and Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019).

STRUCTURE, GOVERNANCE AND MANAGEMENT

Governing document

The organisation is a charitable company limited by guarantee, incorporated on 20th February 2013 and registered as a charity on 1st July 2013. The company was established and is governed under its Articles of Association which sets out its objects and powers.

Organisation and management

The Charity is administered and managed by the members of the Trustees which shall consist of not less than three members and not more than fifteen - honorary office holders of Chairman, Vice Chairmen, Secretary and Treasurer elected by members from amongst themselves.

A member of the Trustees shall cease to hold office if they become disqualified, incapable, is absent from meetings, notifies the trustees of their wish to resign, ceases to be a member or fails to declare an interest in a contract of the Charity.

The Trustee Board which comprises of Trustees/Directors and other appropriate personnel meet on a monthly basis to discuss issues and future plans.

Recruitment and appointment of new trustees

The names of the Trustee Board are shown on the previous page. The Charity is a company limited by guarantee and none of the officers hold any shares in the company. The Charity is administrated by a Trustee Board of between three and fifteen persons.

The Trustee Board members can either be elected at the Annual General Meeting or co-opted by the Trustee Board provided that the total number of co-opted nominated members does not exceed one third of the total members of the Trustee Board. No member of the Trustee Board can serve for more than three years without being formally re-elected.

Induction and training of new trustees

Most Trustees are already familiar with the practical work of the Charity. New Trustees attend the regular Trustee meetings and are actively encouraged to increase their overall knowledge of the Charity by reviewing its extensive operating procedures and to consult with other Trustees who have detailed experience of the particular areas of responsibility to which they have been allocated.

The company was established and is governed under its Articles of Association which sets out its objects and powers. Under those Articles the members of the Trustee Board are elected at AGM. A member may be co- opted at any trustee meeting, subject to the Articles, until the next AGM.

The Charity is operated in accordance with its Articles of Association. The Trustee Board is responsible for all aspects of the Charity. Sub committees are delegated the power to make some decisions on behalf of the Board. In other areas, recommendations are made to the Trustee Board, which makes the ultimate decision.

Page: 2

GREYHOUND RESCUE WALES (A company limited by guarantee)

TRUSTEES’ REPORT FOR THE YEAR TO 28 FEBRUARY 2022 (Cont’d)

Wider network

Greyhound Rescue Wales is the largest Welsh based Greyhound Rescue Organisation. It was initially established in South Wales where the registered office and kennels are based. It has members across Wales.

Relationships with other organisations

The charity works closely with other similar charities including RSPCA Cymru, Dogs Trust, Battersea Dogs and Cats Home, Forever Hounds Trust and Hope Rescue. It is a member of Animal Welfare Network Wales, the Association of Dogs and Cats Homes, the Institute of Fundraising and the Wales Council for Voluntary Action.

Risk management

The Trustees have a duty to identify and review the risks to which the charity is exposed and to ensure appropriate controls are in place to provide reasonable assurance against fraud and error.

As a result of the Change Programme (see “organisational development” below), activities and processes have been reviewed and a risk register put in place. The register is reviewed and updated at each trustee meeting.

Procedures are in place to ensure compliance with health and safety of staff, volunteers, visitors and supporters.

OBJECTIVES AND ACTIVITIES

The objects for which the Charity is established for the public benefit are:

(1) Principally but not exclusively in Wales and its environs, to promote the welfare and relieve the suffering of greyhounds and greyhound cross breeds (lurchers) in need of care and attention, and in particular to provide and maintain rescue homes or other facilities for the reception, care and treatment of such animals.

(2) To promote humane behaviour towards animals by providing appropriate care, protection, treatment and security for greyhounds and greyhound cross breeds which are retired, unwanted, or in need of care and attention by reason of sickness, poor circumstances or ill usage, and to educate the public in matters pertaining to animal welfare in general and the prevention of cruelty and suffering among animals.

Volunteers

During the year up to 18 full and part time staff were employed at the Charity. In addition, over 200 volunteers provided support. The Trustees Board would like to thank the staff and volunteers for their substantial work during the period.

ACHIEVEMENTS AND PERFORMANCE – REVIEW OF ACTIVITIES

This report sets out the highlights of Greyhound Rescue Wales’ financial year from March 2021 to February 2022. Much progress has been made during the year, notably in terms of organisational development and governance, largely as a result of the Change Programme the charity has carried out.

Care and Welfare

The Rescue and Rehoming Team have continued to do outstanding work during the year. The high standard of care and rehabilitation offered to greyhounds and lurchers remains a source of pride. The online rehoming processes established during Covid have proved highly efficient and these were maintained once restrictions were lifted. Home offers are now being assessed on their individual merits and blanket restrictions have been removed. This will hopefully encourage more people (those who work or without their own garden for example) to help a hound in need, because – through a careful and thorough assessment of the dogs we have in our care – we believe a match is possible in most cases. New volunteers were recruited as foster carers and to support work at our rehoming centre. Partnership working developed during the year and constructive working relationships around rescue and rehoming were established or enhanced with organisations including Dogs Trust, Forever Hounds Trust and Hope Rescue. The year saw an overall increase in the number of rescue dogs of all breeds available for homing due to many puppies adopted during Covid being handed into rescues when restrictions eased. This increased competition for potential adopters. Nevertheless 113 greyhounds and lurchers were found new permanent homes during the year.

Page: 3

GREYHOUND RESCUE WALES (A company limited by guarantee) TRUSTEES’ REPORT FOR THE YEAR TO 28 FEBRUARY 2022 (Cont’d)

Therapy Hounds

The Therapy Hound programme which was suspended during Covid was re-launched in September 2021 with a successful recruitment drive resulting in over 40 volunteers and their hounds being enrolled. Visits to educational institutions and care homes, where our hounds assist students and adults who may be going through a tough time, have resumed.

Working for Change

GRW continues to chair the Greyhound Welfare Working Group of Animal Welfare Network Wales. During this year work focused on securing the strongest possible regulation of greyhound racing in Wales. The group ensured that a programme of local authority race-night inspections of the one remaining track in Wales were carried out and produced a guidance paper on track surfaces to complement the previously delivered voluntary code of practice for the welfare of greyhounds in Wales. Good working relationships have been developed with Members of the Senedd, who have helped raise the profile of greyhound welfare for example by organising a meet and greet with MS’s at the Senedd in December 2021. GRW representatives have also taken part in a Welsh Government Working Group which is developing regulations for animal sanctuaries (rehoming centres) in Wales.

Organisational Development

This was a transformative year for Greyhound Rescue Wales. An organisational review was launched during the year which led to the inception of a Change Programme in October 2021. A qualified and experienced Change Manager was appointed and a Change Steering Committee, composed of a group of trustees was established to support and manage his work. The committee usually met weekly or every two weeks. The programme was structured primarily around 20 change recommendations outlined in an independent organisational review. These recommendations covered various themes including the structure of the charity, internal and external communications, governance and policy, strategy and information management among others. The steering committee worked on implementing these recommendations at an appropriate pace and in a logical order to avoid any conflict between changes.

Our existing information management system - Animal Shelter Manager continues to be a great asset, as does our main finance management system - Quickbooks online. More effective use has been made during the year of the suite of information management and data storage services offered by Google.

Governance

The change programme led to a number of improvements to governance during this year and these continue apace. New processes were introduced leading up to an EGM which took place just after the end of the year. These included extensive engagement with stakeholders, the introduction of new voting methods (using an independent expert contractor) and the provision of supporting information to members attending the EGM.

New draft vision and mission statements were prepared for members’ consideration and approval at the EGM to provide the basis for a future review of GRW’s strategy.

A comprehensive policy review was initiated during this year, initiating a substantive update of each and every policy area and the development of new policies to address any gaps identified. Crucially, a professional policy management system was introduced to safeguard against any further problems in future.

The frequency of trustee meetings was increased to monthly from bi-monthly in order to manage the additional work resulting from the pace of change.

An Officers Group with delegated authority was re-introduced to make urgent decisions which cannot wait until the next trustee meeting.

Hillcrest development

An application for planning permission for the new development was successful. The group over-seeing the development process ceased operations during Covid and it is intended it will be re-launched during the coming year.

Page: 4

GREYHOUND RESCUE WALES (A company limited by guarantee) TRUSTEES’ REPORT FOR THE YEAR TO 28 FEBRUARY 2022 (Cont’d)

Keeping in Touch

GRW has kept in touch with its members and other stakeholders throughout the year through various channels. Members receive the bi-annual magazine “Greyhound Express” and a bi-monthly newsletter “Speedy News”. Information is shared across a range of social media channels: Facebook, Instagram, Twitter, Linked In, TikTok and YouTube. Our website contains a wide range of information about our organisation, volunteering opportunities, various ways of supporting us and most importantly, greyhounds and lurchers available for adoption.

Volunteering

Our members and supporters continue to be the backbone of Greyhound Rescue Wales and many of them donate their time or money which is critical to our success. We have offered numerous volunteering opportunities during the year including: shop staff, foster carers and transporters for hounds, dog walkers, fundraisers, creative social media opportunities, and therapy hound visitors. The range and richness of our volunteer offer is an important achievement.

Fundraising

This is an area that was particularly affected by the pandemic but has recovered very well since. Events ceased at the start of restrictions but we adapted and many events were held virtually including fundraising auctions, raffles, and dog shows. Donations have continued steadily and our range of regular giving opportunities, including: 100 club lottery, Hillcrest supper club, Facebook followers club, Last Hope fund, and sponsor a dog have also been sustained and are growing again. A member of staff is now in charge of fundraising and is successfully developing activities.

Retail

Our shops have continued to serve us well in the face of difficult conditions coming out of the pandemic. As our largest income stream they are essential to ensuring the future viability of Greyhound Rescue Wales. A new shop opening in Abergavenny has added extra depth to our retail operations and as a venture into a new area has seen higher-value donations and sales when compared with some of our other shops. Our shops hold a significant place in their respective communities and GRW continues to use this as a springboard for events and collections where possible.

FINANCIAL REVIEW

The Charity's total income for the year decreased from £603,684 to £576,822. There was an overall surplus for the year of £743 (2021 £109,879). Overall the balance of reserves carried forward are £752,700.

Reserves policy

It is the policy of the charity that unrestricted funds which have not been designated for a specific use should be maintained at a level equivalent of at least three month’s expenditure. The Trustees consider that reserves at this level will ensure that, in the event of a significant drop in funding, they will be able to continue the charity’s current activities while consideration is given to ways in which additional funds may be raised. The level of reserves has been maintained in excess of this throughout the year.

Investment policy

The Charity invests its funds in bank deposits and is continually seeking to obtain better rates of return.

Page: 5

GREYHOUND RESCUE WALES (A company limited by guarantee) TRUSTEES’ REPORT FOR THE YEAR TO 28 FEBRUARY 2022 (Cont’d)

Trustees responsibilities in relation to the financial statements

The charity trustees (who are also the directors of Greyhound Rescue Wales for the purposes of company law) are responsible for preparing a trustees' annual report and financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the Trustees to prepare financial statements for each financial year which give a true and fair view of the state of the affairs of the charitable company as at the balance sheet date and of its incoming resources and application of resources, including income and expenditure, for the financial year. In preparing those financial statements, the Trustees should follow best practice and:

select suitable accounting policies and then apply them consistently;
observe the methods and principles in the charities SORP;
make judgments and estimates that are reasonable and prudent;
state whether applicable UK accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements; and
prepare the financial statements on the going concern basis unless it is inappropriate to assume that the company will continue on that basis.

The Trustees are responsible for maintaining proper accounting records which disclose with reasonable accuracy at any time the financial position of the charitable company and to enable them to ensure that the financial statements comply with the Companies Act 2006. The Trustees 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.

This report has been prepared in accordance with the special provisions of Part 15 of the Companies Act 2006 relating to Small Companies.

Approved by the Executive Committee on ….……November 2022 and signed on its behalf by: 20th

……………………………………………………………… ……………………………………………………………… Alain Thomas – Chairperson Dr Claire Lawson - Secretary (Director/Trustee) (Director/Trustee)

……………………………………………………………… ……………………………………………………………….. Debra Allen - Vice chairperson Darren Pritchard - Treasurer (Director/Trustee) Director/Trustee

Page: 6

GREYHOUND RESCUE WALES (A company limited by guarantee)

Independent examiner’s report to the Trustees of Greyhound Rescue Wales

I report to the charity trustees on my examination of accounts of the company for the year ended 28 February 2022, which are set out on pages 6 to 14.

Responsibilities and basis of report

As the charity’s trustees of the company (and also its directors for the purposes of company law) you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 (‘the 2006 Act’).

Having satisfied myself that the accounts of the company are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of your charity’s accounts as carried out under section 145 of the Charities Act (the ‘2011 Act’). In carrying out my examination I have followed the Directions given by the Charity Commission under 145(5)(b) of the 2011 Act.

Independent examiner’s report

Since the company’s gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination because I am a member of The Institute of Chartered Accountants in England and Wales, which is one of the listed bodies.

I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe:

(1) accounting records were not kept in respect of the company as required by section 386 of the 2006 Act; or
(2) the accounts do not accord with those accounting records; or
(3) the accounts do not comply with the accounting requirements of section 396 of the 2006 Act other than any requirement that the accounts give a ‘true and fair’ view which is not a matter considered as part of an independent examination; or
(4) the accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended practice for accounting and reporting by charities [applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)].

I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.

Alan Martin Evans F.C.A Chartered Accountant Rimmer & May Chartered Accountants 19 Murray Street Llanelli Carmarthenshire SA15 1AQ

Date:

Page: 7

GREYHOUND RESCUE WALES (A company limited by guarantee)

STATEMENT OF FINANCIAL ACTIVITIES (INCLUDING INCOME AND EXPENDITURE ACCOUNT) FOR THE YEAR TO 28 FEBRUARY 2022

Unrestricted Funds Notes £ Income Donations and legacies 2 106,721 Income from charitable activities 3 57,731 Income from other trading activities 4 377,490 Other income 5 34,485 Investment income 6 395 Total income 576,822 Expenditure Cost of raising funds 7 317,875 Expenditure on charitable activities 8 256,312 Total expenditure 574,187 Net income/(expenditure) and net movement in funds for the year 2,635 Reconciliation of funds Total funds brought forward 16 741,723 _ Total funds carried forward 744.358	Restricted Funds £ - - - - - - - 1,892 1,892 (1,892) 10,234 ____ 8,342	Total 2022 £ 106,721 57,731 377,490 34,485 395 576,822 317,875 258,204 576,079 743 751,957 ______ 752,700	Total 2021 £ 147,724 41,134 177,827 236,603 __396 603,684 273,166 220,639 493,805 109,879 642,078 ______ 751,957

The statement of financial activities includes all gains and losses recognised in the year.

All income and expenditure derives from continuing activities.

The notes form part of these financial statements

Page: 8

GREYHOUND RESCUE WALES (A company limited by guarantee)

BALANCE SHEET AT 28 FEBRUARY 2022

Notes Fixed Assets Tangible assets 13 Total fixed assets Current Assets Stock Debtors 14 Bank and Cash Creditors Amounts falling due within one year 15 Net Current Assets Total Net Assets The Funds of the Charity Unrestricted income funds 16 Restricted income funds Total Charity Funds	2022 £ 1,800 55,616 282,594 340,010 (12,835)	2022 £ 425,525 425,525 327,175 752,700	2021 £ 1,238 34,015 301,406 336,659 (11,195)	2021 £ 1,238 34,015 301,406 336,659 (11,195)	2021 £ 426,493 426,493 325,464 751,957 741,723 _10,234 751,957
		744,358 8,342 752,700

The directors’ statements required by Section 475(2) and (3) are shown on the following page which forms part of this balance sheet.

The notes on pages 10-15 form part of these financial statements

Page: 9

GREYHOUND RESCUE WALES (A company limited by guarantee)

BALANCE SHEET AT 28 FEBRUARY 2022 (Cont’d)

The charitable company is entitled to exemption from audit under Section 477 of the Companies Act 2006 for the year ended 28 February 2022.

The members have not required the charitable company to obtain an audit of its financial statement for the year ended 28 February 2022, in accordance with section 476 of the Companies Act 2006.

The trustees acknowledge their responsibilities for:

i. ensuring that the charitable company keeps accounting records that comply with Section 386 of the Companies Act 2006; and
ii. preparing financial statements which give a true and fair view of the state of affairs of the charitable company as at the end of each financial period and of its surplus or deficit for each financial period in accordance with the requirements of Sections 394 and 395 and which otherwise comply with the requirements of the Companies Act 2006 relating to financial statements, so far as applicable to the charitable company.

These financial statements have been prepared in accordance with the special provisions of part 15 of the Companies Act 2006 relating to Small Charitable Companies and with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019).

The financial statements were approved by the Trustees/Directors on …… November 2022 and were signed 20th on its behalf by:

………………………………………………………………………. …………………………………………………………………………. Alain Thomas – Chairperson Darren Pritchard - Treasurer (Director/Trustee) (Director/Trustee)

Company Number 08411721

The notes on pages 10-15 form part of these financial statements

Page: 10

GREYHOUND RESCUE WALES

(A company limited by guarantee)

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR TO 28 FEBRUARY 2022

1 ACCOUNTING POLICIES

Basis of preparation

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019) – (Charities SORP (FRS 102), and the Companies Act 2006. Greyhound Rescue Wales meets the definition of a public benefit entity under FRS 102.

Legal status of the charity

The charity is a company limited by guarantee registered in England and Wales and has no share capital. The address of the registered office is Hillcrest, Bryncethin Road, Garnant, Ammanford, SA18 1YS. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £1 per member of the charity.

Income recognition

Items of income are recognised and included in the accounts when all of the following criteria are met:

. the charity has entitlement to the funds;

. any performance conditions attached to the item(s) of income have been met or are fully within the control of the charity;
. there is sufficient certainty that receipt of income is considered probable, and

. the amount can be measured reliably.

Donations, grants and gifts are recognised when receivable. In the event that a donation is subject to fulfilling performance conditions before the charity is entitled to the funds, the income is deferred and not recognised until it is probable that those conditions will be fulfilled in the reporting period. Where funding has been specifically provided for a fixed asset then the income is recognised in full on receipt and is shown as a restricted fund. Income from Gift Aid tax reclaims is recognised for any donations with relevant Gift Aid certificates recognised in income for the year. Any amounts of Gift Aid not received by the year end are accounted for in income and accrued income in debtors.

For legacies, entitlement is taken as the earlier of:
. the date on which the charity is aware that probate has been granted;
. the estate has been finalised and notification has been made by the executor(s) to the Trust that a distribution will be made; or
. when a distribution is received from the estate.

Receipt of a legacy, in whole or in part, is only considered probable when the amount can be measured reliably and the charity has been notified of the executor’s intention to make a distribution.

Sponsorship from events, fundraising and events registration fees are recognized in income when the event takes place. Trading income is recognised on point of sale for both donated and purchased goods. It is impractical to reliably measure the fair value of items donated for resale and the donated goods are therefore recognised when sold in the charity’s shops.

Resources expended

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. All expenditure is accounted for on an accruals basis under the following headings:

Costs of raising funds comprises fundraising costs incurred in seeking donations, grants and legacies; costs of fundraising activities including the costs of goods sold, shop costs, commercial trading and their associated support costs. Fundraising costs do not include the costs of disseminating information of support of the charitable activities.

Expenditure on charitable activities includes the costs of providing care and support to further the

Page: 11

GREYHOUND RESCUE WALES (A company limited by guarantee)

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR TO 28 FEBRUARY 2022 (Cont’d)

Support costs comprise those costs which are incurred directly in support of expenditure on the object of the charity and include governance costs, finance and office costs. Governance costs are those costs incurred in connection with the compliance with constitutional and statutory requirements of the charity. Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred.

Use of volunteers

The Charity relies on up to 200 trained volunteers who carry out a wide range of work free of charge apart from the cost of training and reimbursement of travel expenses. The donated services of volunteers in the course of undertaking the charitable and income generating activities is not recognised within the Statement of Financial Activities as it is impractical to place a value on these services.

Taxation

The Charity is exempt from corporation tax on its charitable activities

Tangible Fixed Assets and Depreciation

All assets are capitilised at their historical cost when purchased. Depreciation has been provided to write down the net book value of the assets over their expected economic useful lives at the following rates:-

Buildings (excluding land) – 1% straight line Short term leasehold shop improvements – evenly over the term of the lease Kennel improvements – 20% reducing balance method

Fixtures, Fittings and Equipment – 25% reducing balance method

Motor Vehicles – 25% reducing balance method

The need for any impairment of a fixed asset write-down is considered if there is concern over the carrying value of an asset and is assessed by comparing that carrying value against the value in use or realisable value of the asset when appropriate.

Stock

Stock of retail goods is included at the lower of cost or net realisable value. Donated items of stock for resale or distribution are not included in the financial statements until they are sold or distributed because the trustees consider it impractical to be able to assess the amount of donated stocks as there are no systems in place which record these items until they are sold and undertaking a stock take would incur undue cost for the charity which far outweigh the benefits.

Debtors

Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due. Accrued income and tax recoverable is included at the nest estimate of the amounts receivable at the balance sheet date.

Cash at bank and in hand

Cash at bank and in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

Creditors

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

Page:12

GREYHOUND RESCUE WALES (A company limited by guarantee)

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR TO 28 FEBRUARY 2022 (Cont’d)

Financial instruments

The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value with the exception of bank loans which are subsequently measured at amortised cost using the effective interest method.

Operating leases

Operating leases are recognized over the period of which the lease falls due.

Fund accounting

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

2
Donations and legacies 2022
£
Donations, street collections, sponsorships and gift aid
83,542
Legacies
6,031
Membership subscriptions
17,148
106,721

3
Income from charitable activities (welfare of Greyhounds) 2022
£
Dog welfare, adoption and rehoming
39,136
Grant income
18,595
57,731
4
Income from other trading activities
2022
£
Charity shop sales and other income
352,546

Merchandise sales
1,014
Sundry fundraising activities
23,930
377,490

5
Other Income
2022
£
Business Support and Job Retention Scheme grants
34,485
6
Investment income
All of the charity’s investment income arises from money held in interest bearing deposit accounts.
7
Cost of raising funds 2022
£
Charity shop running costs:
Premises costs
91,880
Staff costs
189,242

Other costs
23,160
Depreciation
8,869
Sundry – fundraising costs
1,500
314,651

Merchandise purchases
3,224
317,875

8
Analysis of expenditure on charitable activities 2022
£
Sanctuary and kennel running costs
174,318

Dog welfare, training and veterinary costs
52,627
Support costs (note 9)
12,658
Governance costs (note 9)
18,601
258,204

2021
£
64,442
67,007
16,275
147,724
2021
£
29,134
12,000
41,134
2021
£
163,495
1,884
12,448
177,827
2021
£
236,603
2021
£
92,712
154,064
16,594
8,355
773
272,498
668
273,166
2021
£
166,435
37,749
12,477
3,978
220,639

GREYHOUND RESCUE WALES

(A company limited by guarantee) NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR TO 28 FEBRUARY 2022 (Cont’d)

9 Analysis of support and Governance costs

The charity initially identifies the costs of its support functions. It then identifies those costs which relate to the governance function. These are allocated to the charity’s main charitable activity which is to promote the welfare and relieve the suffering of greyhounds and cross breeds in need of care and attention and in particular to provide and maintain rescue homes or other facilities for the reception, care and treatment of such animals.

Support costs Computer, website and other admin costs Bank, credit card and PayPal charges Book-keeping Governance costs Professional fees Trustees’ travel and meeting expenses Accountancy Total support and governance costs 10 Net Income This is stated after charging: Depreciation of tangible assets Independent examiner’s fees - as examiners - preparation of accounts - payroll services	2022 £ 3,825 7,657 1,176 12,658 15,651 - 2,950 18,601 31,259 2022 £ 17,522 1,200 1,750 _490 3,440	2021 £ 4,300 5,334 2,843 12,477
		1,378 - 2,600 3,978 16,455 2021 £ 18,189 1,050 1,550 703 3,303

11 Trustees’ remuneration and benefits

There were no trustees’ remuneration or other benefits for the year ended 28 February 2022. No reimbursement of travel and meeting expenses were made during the year. (2021 £NIL).

12 Staff costs Staff costs were as follows:- Wages and salaries Social security costs Employers contribution to defined contribution pension scheme Number of employees. The average monthly number of employees during the year was	2022 £ 266,204 11,509 4,349 282,062 No 18	2021 £ 212,965 7,602 3,448 224,015 No 16

There were no employees who received employee benefits (excluding employer pension costs) of more than £60,000.

In addition, up to two hundred volunteers provided support during the year.

Page: 14

GREYHOUND RESCUE WALES

(A company limited by guarantee) NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR TO 28 FEBRUARY 2022 (Cont’d)

13	Tangible fixed assets	Land and Short term	Kennel Fixtures Motor	Kennel Fixtures Motor	Kennel Fixtures Motor	Total
		buildings leasehold improvements fittings and Vehicles
		shop		equipment
		improvements
		£ £	£	£	£	£
	Cost
	At 1 March 2021	404,682 46,107 24,241 36,628 27,000				538,658
	Additions in year	- 12,620	-	834 3,100		16,554
	Disposals in year	- -	-	_- _-		-
	At 28 February 2022	404,682 58,727 24,241		37,462 30,100		555,212
	Depreciation
	At 1 March 2021	22,369 36,765 18,009		23,101 11,921		112,165
	Elimination on disposals	- -	-		- -	-
	Depreciation charge for the year	3,247 5,327 1,247		3,542 4,159		17,522
	At 28 February 2022	25,616 42,092 19,256		26,643 16,080		129,687
	Net book value
	At 28 February 2022	379,066 16,635 4,985		10,819 14,020		425,525
	At 28 February 2021	382,313 9,342	6,232	13,527 15,079		426,493
14	Debtors: amounts falling due	within one year			2022	2021
					£	£
	Trade debtors				3,458	-
	Other debtors				26,513 27,716
	Prepayments				25,645	6,299
					55,616 34,015
15	Creditors: amounts falling due within one year				2022 2021
					£	£
	Creditor – Charitable direct costs				618	393
	Taxation & Social Security				-	2,579
	Accruals				12,217	8,223
					12,835 11,195
16	Analysis of movement in funds Balance at Incoming				Resources Balance
		01.03.21	resources		expended 28.02.22
		£		£	£	£
	Unrestricted-General fund	741,723	576,822		(574,187) 744,358
	Restricted fund	10,234		-	(1,892)	8,342
	Total Funds	751,957	576,822		(576,079) 752,700
	Analysis of movement in funds – previous yearBalance at Incoming				Resources Balance
		01.03.20	resources		expended 28.02.21
		£		£	£	£
	Unrestricted – General fund	629,321	591,684		(479,282) 741,723
	Restricted fund	12,757		12,000	(14,523) 10,234
	Total Funds	642,078	603,684		(493,805) 751,957

17 Financial commitments

At 28 February 2022 the company had commitments under non-cancellable operating leases over the remaining life of those assets amounting to £238,154 (2021 £107,743)

Page: 15

GREYHOUND RESCUE WALES

(A company limited by guarantee) NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR TO 28 FEBRUARY 2022 (Cont’d)

18 Related Party Transactions

There have been no related party transactions in the reporting period that require disclosure.

19 Post Balance Sheet Events

Future development of Sanctuary and Kennel Buildings:Plans are in place for a major project to redevelop the kennel buildings involving their demolition and rebuilding to modern standards and to generally increase the capacity for accommodating dogs on site.

This future major development is dependent on the obtaining of grants and other fundraising.

Page: 16

GREYHOUND RESCUE WALES (A company limited by guarantee) DETAILED STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR TO 28 FEBRUARY 2022

£ INCOMING RESOURCES Donations and legacies Donations and sponsorships 60,892 Legacies 6,031 Street collections 1,192 Membership income 17,148 Gift aid 21,458 Income from charitable activities (welfare of Greyhounds) Adoption income 37,007 Grant income 18,595 Relinquishment donations 640 Sundry income 1,489 Income from other trading activities Charity shop sales 352,546 Sundry shop income 6,315 Merchandise sales 1,014 Sundry fundraising activities 17,615 Other Income Business Support Grants 24,000 Job Retention Scheme Grants 10,485 Investment Income Bank and building society interest Total incoming resources Total resources expended (page 15) Net incoming resources	£ INCOMING RESOURCES Donations and legacies Donations and sponsorships 60,892 Legacies 6,031 Street collections 1,192 Membership income 17,148 Gift aid 21,458 Income from charitable activities (welfare of Greyhounds) Adoption income 37,007 Grant income 18,595 Relinquishment donations 640 Sundry income 1,489 Income from other trading activities Charity shop sales 352,546 Sundry shop income 6,315 Merchandise sales 1,014 Sundry fundraising activities 17,615 Other Income Business Support Grants 24,000 Job Retention Scheme Grants 10,485 Investment Income Bank and building society interest Total incoming resources Total resources expended (page 15) Net incoming resources	2022 £ 106,721 57,731	2022 £ 106,721 57,731	2022 £ 106,721 57,731	2021 £ 147,724 41,134 177,827 236,603 396 603,684 (493,805) 109,879


	24,000 10,485
			395 576,822 (576,079) 743

This page does not form part of the statutory financial statements

Page: 17

GREYHOUND RESCUE WALES (A company limited by guarantee) DETAILED STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR TO 28 FEBRUARY 2022

2022 2021

£ RESOURCES EXPENDED Cost of raising funds Charity shop running costs: Rents 62,312 Rates, water and waste collection 8,782 Heat and light 12,100 Insurance 8,686 Staff costs 189,242 Subcontract labour costs - Repairs and maintenance 5,971 Computer costs 4,461 Telephone 4,516 Licences 1,642 Legal & professional costs 890 Sundry shop costs 5,680 Depreciation on shop fittings 3,542 Amortisation on shop improvements 5,327 Merchandise purchases Sundry fundraising costs Expenditure on charitable activities Sanctuary and kennel running costs: Rates, water and waste collection 4,461 Heat and light 4,544 Insurance 1,905 Staff costs 92,820 Repairs and maintenance 40,933 Motor expenses 11,173 Telephone 759 Professional fees re proposed development - Professional fees 770 Sundry kennel costs 8,300 Depreciation 8,653 Dog welfare, training and veterinary costs Fostering expenses 866 Volunteer expenses 1,224 Dog training and behaviour support 95 Veterinary costs 50,442 Support costs Computer and website costs 1,600 Postage and stationery 2,225 Book-keeping costs 1,176 Bank, credit card and PayPal charges 7,657 Sundry expenses - Governance Costs Professional fees and subscriptions 15,651 Trustees travel and meeting expenses - Accountancy 2,950 Total resources expended	£ RESOURCES EXPENDED Cost of raising funds Charity shop running costs: Rents 62,312 Rates, water and waste collection 8,782 Heat and light 12,100 Insurance 8,686 Staff costs 189,242 Subcontract labour costs - Repairs and maintenance 5,971 Computer costs 4,461 Telephone 4,516 Licences 1,642 Legal & professional costs 890 Sundry shop costs 5,680 Depreciation on shop fittings 3,542 Amortisation on shop improvements 5,327 Merchandise purchases Sundry fundraising costs Expenditure on charitable activities Sanctuary and kennel running costs: Rates, water and waste collection 4,461 Heat and light 4,544 Insurance 1,905 Staff costs 92,820 Repairs and maintenance 40,933 Motor expenses 11,173 Telephone 759 Professional fees re proposed development - Professional fees 770 Sundry kennel costs 8,300 Depreciation 8,653 Dog welfare, training and veterinary costs Fostering expenses 866 Volunteer expenses 1,224 Dog training and behaviour support 95 Veterinary costs 50,442 Support costs Computer and website costs 1,600 Postage and stationery 2,225 Book-keeping costs 1,176 Bank, credit card and PayPal charges 7,657 Sundry expenses - Governance Costs Professional fees and subscriptions 15,651 Trustees travel and meeting expenses - Accountancy 2,950 Total resources expended	£ £ 69,602 6,977 8,270 7,863 142,064 12,000 3,377 5,149 3,221 - 600 4,247 4,290 313,151 4,065 3,224 1,500 317,875 4,341 4,490 1,434 82,654 29,346 10,494 407 15,980 499 6,956 174,318 9,834 3,186 350 - 52,627 34,213 1,800 2,180 2,843 5,334 12,658 _320 1,378 - 18,601 2,600	£ £ 69,602 6,977 8,270 7,863 142,064 12,000 3,377 5,149 3,221 - 600 4,247 4,290 313,151 4,065 3,224 1,500 317,875 4,341 4,490 1,434 82,654 29,346 10,494 407 15,980 499 6,956 174,318 9,834 3,186 350 - 52,627 34,213 1,800 2,180 2,843 5,334 12,658 _320 1,378 - 18,601 2,600	£ £ 69,602 6,977 8,270 7,863 142,064 12,000 3,377 5,149 3,221 - 600 4,247 4,290 313,151 4,065 3,224 1,500 317,875 4,341 4,490 1,434 82,654 29,346 10,494 407 15,980 499 6,956 174,318 9,834 3,186 350 - 52,627 34,213 1,800 2,180 2,843 5,334 12,658 _320 1,378 - 18,601 2,600	£ 271,725 668 773 273,166 166,435 37,749 12,477 3,978 220,639 493,805

		258,204 576,079

This page does not form part of the statutory financial statements

Contents

Greyhound Rescue Wales

Foreword

Care And Welfare

Hillcrest rescue centre

Finding forever homes

Therapy Hounds

Working For Change

Keeping In Touch

The Team

Volunteering

On the Horizon

Our People

Members

Complaints, incidents and safeguarding

There have been no reported incidents this year.

Income Generation

Fundraising & Events

Events

Donations

Grants

Regular Giving

Legacies

Retail

Financial Report

Growing income and managing funds

Total Income Breakdown % 2021-2022

Expenditure Control

Organisational Development

Governance

Who are we

Trustee Meetings Attendance

Cynnwys

Achub Milgwn Cymru

Rhagair

Gofal a Lles

Canolfan Achub Hillcrest

Canfod Cartref Oes

Cw ˆ n Therapi

Gweithio i Newid Pethau

Cadw Mewn Cysylltiad

Y Tîm

Gwirfoddoli

Ar y Gorwel

Ein Pobl

Aelodau

Cwynion, digwyddiadau a diogelu

Ni adroddwyd am unrhyw ddigwyddiadau eleni.

Creu incwm

Codi Arian a Digwyddiadau

Digwyddiadau

Rhoddion

Grantiau

Rhoi Rheolaidd

Cymynroddion

Manwerthu

Adroddiad Ariannol

Tyfu incwm a rheoli cronfeydd

Manylion Incwm % 2021-2022

Rheoli Gwariant

Manylion Gwariant % 2021-2022

Datblygu’r Mudiad

Llywodraethu

Pwy ydyn ni

Presenoldeb yng Nghyfarfodydd yr Ymddiriedolwyr Medi 2021 hyd at Hydref 2022

GREYHOUND RESCUE WALES

(A company limited by guarantee)

TRUSTEE REPORT AND UNAUDITED FINANCIAL STATEMENTS

CONTENTS OF THE FINANCIAL STATEMENTS FOR THE YEAR TO 28 FEBRUARY 2022

REFERENCE AND ADMINISTRATIVE DETAILS

Charity Name

Independent Examiners

Bankers

GREYHOUND RESCUE WALES

(A company limited by guarantee)

TRUSTEES’ REPORT FOR THE YEAR TO 28 FEBRUARY 2022

TRUSTEES' REPORT FOR THE YEAR TO 28 FEBRUARY 2022

STRUCTURE, GOVERNANCE AND MANAGEMENT

Governing document