2024-12-31-accounts

2024 vennture Love people better Herefordshire Vennture Consolidated Report & Financial Statements At 31" December 2024 A Company Limited by Guarantee INCLUDING SOCIAL IMPACT REPORT VENNTURETRUSTEES HEREFORDSHIRE VENNTURE 26 VICARAGE ROAD HEREFORD HR12QN REGISTERED CHARITY NO: 1156851 AND COMPANY LIMITED BY GUARANTEE 08803798

Herefordshire Vennture 31* December 2024 Year End Tnjstee Report INDEX Page REFERENCE AND ADMINISTRATIVE DETAILS REPORTOFTHE TRUSTEES 1. CHAIR'S REPORT 2. STRUCTURE, GOVERNANCE AND MANAGEMENT 3. CHARITABLE OBJECTS & ACTIVITIES 4. FINANCIAL REVIEW including reserves policy 10 5. PROGRESS AGAINST CORE OBJECTIVES a. Progress Against 2024 core objectives b. Intentional Growth Priorities for 2025 12 14 SOCIAL IMPACT REPORT Impact Summary 2. System Leadership initiatives 1. Parental Conflict 2. Reducing Streetvulnerabilities 3. School based prevention 4. Trainingfor those supporting people sleeping rough 3. Prevention Programmes Reports 1. Programme overview- 2. Home Presence initiatives 3. Fresh Start initiatives 4. Street Presence initiatives 16 18 4. Vennture Enterprises 49 STATEMENT OFTRUSTEE'S RESPONSIBILITIES REPORT OF THE INDEPENDENT AUDITORS ACCOUNTS 1. Consolidated statement of financial activities 59 2. Consolidated Balance Sheet 3. Charity Balance Shoat 61 4. Consolidated Cash Flow statement 62 5. Notes for consolidated Cash Flow statement 6. Notes to the consolidated financlal statements

Herefordshire Vennture 31" December 2024 Year End Trustee Report REFERENCEAND ADMINISTRATIVE DETAILS Registered Company number 08803798 (England and Wales) Registered Charity number 1156851 Registered offlce Vennture 26 Vicarage Road Hereford HR12QN Herefordshire Vennture Trustees Rev Lady J Lisvane A Butterfill Rev S J D Tarlton Paul Ballard (Appointed 25 March 2024) Col Hugh Bodington (Appointed 27 March 2024) D Hider (Resigned 25 March 2024) S M Sully (Resigned 10 June 2024) Vennture Errterprises Directors Hugh Pattison-Appleton John Upperton Chris Milton Rev Ladyj Lisvane Robert Thomas Key Management Personnel RobertThomas Melina Hempshall Julia Ov8r Sam Pardoe HilaryThomas Imogen Abbott Chartered Accountants and StatutoryAudltors Thorne Widgery Accountancy Ltd 2 Wyevale Business Park Hereford HR4 78S Solicitors Anthony Collins 134 Edmund Street Birmingham B3 2ES Bankers CAF Bank Ltd 25 Kings Hill Avenue West Mailing Kent ME194JQ

Herefordshire Vennture 3111 December2024 Year End Trustee Report REPORT OF THE TRUSTEES REPORT OFTHE TRUSTEES STRUCTURE, GOVERNANCE AND MANAGEMENT CHARITABLE OBJECTS & ACTIVITIES FINANCIAL REVIEW CORE OBJECTIVES

Herefordshire Vennture 3111 December 2024Year End Trustèe Report I. REPORT OF THE TRUSTEES The Trustees, who are also directors of the charity for the purposes of the Companies Act 2006, present their report with the financial statements of the charity for the year ended 31 December 2024. The Trustees have adopted the provisions of Accounting and Reporting by Charities: Statement of Recommended Practice applicableto charities preparingtheiraccounts in accordance with the Financial Reportin8Standard applicable In the UK and Republic of Ireland IFRS 1021 leffectNe ljanuary 2019). Chairfs report OveNiew Since Vennture's earliest days each yearfs annual report has reflerted extraordinary year on year grovrth. It's pleasing to report the continued breadth and depth of Vennture's activities through 2024.1 pay tribute, with enormous gratitude, to the continuing generosity of our donors and funders, the hard work of our employed team and our incredible volunteers. It's inspiring to consider the difference our teams make each week- especially in the lives of many who find themselves in unexpected crisis with no one else to turn to. It is a perennial feature of the reactions and feedback we receive from those we walk alongside that the thing that made the greatest difference to them was the way in which Vennture People never let them down and remained attheirside no matterwhat. Loving People Better is powerful and works in practi￿. Impact Vennture's Christian belief in the essential goodness and limitless potential of everyone, irrespective of circumstances, is the factorthat changes so many lives and eradicates hopelessness. In 2024, Vennture's work has been made ever more demandins and ever more necessary by the twin 5course5 Of the onsoin8 COSt-of- living crisis and the lack of meaningful improvement in struggling local agencies. In thi5 context, Vennture'5 extraordinary resilience, professionalism and deep sense of famity has helped us clear hurdle after hurdle travelling with people to a better place. In 2024 Vennture came alongside and mentored 158 struggling families - 308 parents and 372 children, and 164 individuals with tangled needs: most in desperately challenging circumstances; many on the edge of family/relationship breakdown" some facing eviction or coming out of homelessness. Meanwhile, our Street Presence teams expanded the hours of our unifomied street presence in Hereford, Ross and Leominster to make their streets even safer- they attended 276 incidents- they assisted over 1,2tX) people and saved 80 calls to blue light Servi￿$. venntU￿ Enterprises, which this year has seen the strengthening of its board, provided emergency accommodation to 28 families including 30 children and 48 individuals. Focus Prevention continues to be the priority of our work. To this end through 2024 we invested in expanding our capabilwty and capacity in: supporting military families; reducing street vulnerability; addressing parental conflict; coming alongstde prison leavers to break reoffending cycles and equipping our sixth form volunteers to support those in crisis on the street. Investing in accredited Protertive Behaviours training for all our employed team has further strengthened our team's capability to hold and manage risk safely and support people and families holistically. In 2024 we continued to bring'thought leadership. in prevention to address social challenges amplified in rural contexts. Harnessing community to bring about change is at the forefront of Government rhetoric, so we will be looking to further influence local and national polirymakers to address rural inequalities in delivering children's services, health, housing and criminal justice.

Herefordshire Vennture 315t December 2024Year End Trustee Report Funding We are grateful for ongoing financial support from The Eveson Trust. The Ludlow Trust, The Hereford Cathedral Almshouse Charity, Uoyds Bank Foundation and so many local donors. The steady flow of small donations - often given sacrificially is an incredible encouragement. Supporters, volunteers, and donors appreciate the impact of our relational approach in helpingthe most vulnerable. Our increased revenues reflect the increased number of families and individuals we support though publlc agencies paying in arrears continues to necessitate a CAF working capital loan. Our team continues to work hard to diversify our income to spread rlsk Including expanding Vennture Enterprise5. Mindful of 5ector-wide pressures that in 2024 led to the demise of too many Small and large good-causes, as Trustees, we contlnue to be diligent. In antlcipation of the changing funding landscape, in 2024 we became the 'Lead Providerf in a collaboration with other local charities. The collaboration's goal is to enable other smaller. locality-focused charities to access funding through Vennture to make local delNery effective. The collaboration aids our ability to participate in contract-based, co-development and co-delivery with influential statutory partners - national as well as local. Purpose As a charity, we are differentiated by our motivation. We serve a moral ratheT than political or professional or institutional imperative. Often thi5 pla￿5 US at odds with others as we seek to put children and families first in all we do- especially in upholdin8 the highest standards in Safeguarding and Safe Workin8. Underpinning all Vennture's work is a rock-solid understanding that we do none of the work before us by our strength alone. As a charity firmly rooted in iys Christian origins, we continue to live and work by a set of principles and morals that are infomied and instructed by the example of Jesus of love for all and dependen￿ upon the good and loving purposes of God. Part of Vennture's mission is to make Herefordshire a place where family and community really mean something. l am particularly pleased that Vennture continues to maintain its identity as a family remembering no family is perfect. A family built on wholesomeness can be a wonderful place to learn about love, forgiveness and belonging. It remains an incredible privilege to chair an organisation that is so determined to stay true to its Mission to bring practical meaning to The Power of Jesus. Love. Simon Tarlton - Chair of Trustees

Herefordshire Vennture 31¢1 December 2024Year End Trustee Report 2. STRUCTURE, GOVERNANCE AND MANAGEMENT Governlng document The charity is controlled by its goveming document. a deed of trust. and constitutes a limited company. limited by guarantee, as defined by the Companies Act 2006. Structure. governance and management The charity is registered with the Charity Commission under number 1156851 and with Companies House under number 08803798. The charity is govemed by its Articles of Association dated 5 December 2013 as amended 29 April 2014. The charty also has an Instsument of Government outlining areas of accountability and responsibility, which is reviewed annually. The Trustees are committed to following best practice as defined by the Charity Commission regarding the induction and training of new Trustees and others holding positions of significant influence. In December 2021, a trading subsidiarywas formed: Vennture Enterprises Limited, Company Registration Number 13794131. The trading subsidiary has its own s8parate Board of Dir8Ctors. accountable to The Vennture Trustees. Both organisations financialyear isthecalendaryear. 1 Januaryto 31 December. Organisational Structura The employed managernent team conducts day-to-day operations and provides progress reports to bi-monthly Trustee Meetings. The Trustees receive and review reports and are responsible for agreeing and authorising all projects undertaken and the creation of new roles. The Trustees meet every other month. They receive papers 10 days in advance. All meetings are fully minuted and decisions and actions logged. Trustees receive budget proposals in Novemberforthe followingyear in accord8nce with a defined annual business planningprocess.Trustees sign-off audited accountsforthe previousyearin March for publication in April. Trustees are allocated according to their skill set to support each aiea of the charity's operations: Chair Finance Safeguarding and Safe working Home Presence-family mentoring Street Presence Fresh Start- individual mentoring Each Trustee maintains an on-goingconversation with their relevant programme lead. This approach emerged from our 2023 review of Goveinance completed as part of our WO￿ with Lloyds Bank Foundation, in the light of our ontinuing growth and Complexity. In addition. TheTrustees maintsin a healthy monthly dialogue with thé Board of The Charity's wholly owned trading entity, Vennture Enterprises Limited, which is managing and growing a propety portfolio to generate unrestricted fund5forthe Charity. Recruhment and Tralnlng of Trustees Trustees are recruited based on a skills rnatrixthat is reviewed annually. AU trustees are recruited through a safer recruitment process in accordance with the charity's memorandum and articles. Trustees undertake a formal induction including reading all ot the charitie5 policies and undertaking safeguarding training. Reiatod and connoctod partles The charity has a subcontracting arrangement with Herefordshiie Home-start and The CLD Trust.

Herefordshire Vennture 31" December 2024 Year End Trustee Report Setling Pay for Management and Senior Positions Alljob roles are graded on the basis of the role's responsibilities and complexity. experi8nce18vel required, and any relevant certifications or education requirements. Salaries are determined bythe job grading as set in a Pay Ladder defining salary scales. The Pay Ladder is reviewed as part of the annual budgeting process. The Salary Scales set in The Pay Ladder are based on market research to understand average salaries for similar roles in our sector and location, cost of Itving in the area, and company budget. We seek to create a competttive salary range that attr8Cts qualified candidatesvthile 81igningviith your companvs financial capabilities and values. Fundral8lng PollGy Vennture is committed to the following principles in all fundraising efforts: Ethical Standard$: All fundraising activities will adhere to ethical fundraising practices and comply with legal and regulatory requirements. 2. Transparoncy: Donors will receive clear. accurate information about howtheir funds will be used. 3. Accountsbility. Funds raised will be used efficiently and responsibly to advance the Vennture's mission. 4. Rospect for Donors: Donors. rights. privacy. and intentions will be respected at alltimes. Fundraising may be conducted through the following means: 1. Individual Donations: Seekingcontributionsfrom indmdualsthrough direct appeals, online giving pL*forms, and fundraising events. 2. Corporate Sponsorshlps: Partneringwith businesses for financial OF in-kind support. 3. Grantg and FoUnd￿lOn5. Applyingfor funding from governmental and non-governmental organisations. Events and Campaigns: Organising events. peer-to-peer fundraising. and awareness campaigns. 5. Sales: Selling productsltrainingwith proceeds supportingthe V8nnturè's work. Vennture follows the key practlces: All funds raised are used in alignmentwith the Vennture's mission and donor intent. 2. Restricted funds are used for the specific purpose designated bythe donor. 3. Financial records are maintained to track the allocation and impact of funds. 4. Donors are acknowledged promptly and appropriately and donors, requestsfor anonymity are honour8d. 5. Regular reports on fundraisingefforts and impact are made available to stakeholders. 6. Vennture does not engage in deceptive or coercive fundraising tactics. 7. Personal data of donors is protectèd in accordance with dats privacy laws. 8. Conflicts of interest in fundraising activities are identified and managed. 9. Fundraising activities will comply wth all relevant laws. tax regulations, and industry stsndards. 10. Regular audits and review$ are condu¢ted to assess fundraising performance and compliance. Rlsk management Ourvaluessh8pethe principlesthatshape our approachto risk: Falth-we act with ambition: Expecting great things- Attempting great things.. Love- we are willing to'Give our All, and always put'People in the lead. Endeavour-we work hard to'Risk on Purpose Safely. The Trustees have established a Risk Policy and have considered the major risks to which the charity is exposed and have continued to review those risks. A Risk Register is maintained and mitigations updated quarterly. A full review of the Risk Register is undertaken annually as part of the business planning process.

Herefordshire Vennture 31° Dec8mber2024Year End Trustee Report Ext8rn8l experts are engaged annually to review key risk areas such as Safeguarding, Health & Safety. GDPR and communications. Flnanclal rlsk: The Trustees seek to manage financial risk by ensuring sufficient liquidity is available to meetfoieseeable needs and to investcash assets safely. Aprimaryfinancial riskarises in connection with employment law. and the charity will set aside reserves to cover its potential statutory liabilities as they 8rise. Practical risL. Safeguarding and Safe working risks are managed through two Designated Safeguarding Lèads IDSLI-one for adults, one forchildren. Each DSL is paired with a trustee with whom they maintain an on-going dialogue. We have a robustwhistleblowing policyand log allbreaches in our operating policies and protocols. Reputational risk: We recognise that we are trusted to hold significant risks in supporting those with a complex tangie of needs. who we often meet in times of crisis. We operate with an open and transparent learning culture; we engage in regular scenario planning and have a well-thought through crisis plan. A log of operational policies is maintainèd, and policies reviewed and Updated on a regular cycle. All employees are required to evidence that they have read and understood policies- including updates. 3. CHARITABLE OBJECTS AND ACTIVITIES Logacy Out of respect for John and Emelia Venn, vtho founded the charity in 1856 to prevent families entering the workhouse. our defined objects and activities reflect their vision and ideals. They are clearty stated in our Memorandum and Articles. Objects and activities "In accordance with the Christian principles set outin Vennture's ststementofbeliets to serve the public benefit Th8 pr8v8ntion 8nd/orr8li8f of povertybysuch me8ns as det8rn1ined by th8 trust88s from tim8 to time. including (butnotlimited to) providingassistance to f8milies sufferingdue to economic 8nd social circumstances. Th8 promotion of educ8tion bysuch means as detem7ined by th8 trustees from timè to timè. including {butnot limited to) worknngin partnership with Ioc8l schools to improve educational outcomes. The relief of sickness and the preseThation of health by such means as determined by the trustees from time to time. including (but not limited to) workingin partnership with local health authorities and oth8r health providers to improv8 local h8alth outcom8S. The provision of. orassist8ncé in th8 provision of. f8ciliti8s in the int8rests of soci81 welfare forrecre8tion or other leisure time occupation of indmduals who have need of such facilities byreason of theiryouth. 8ge, infirmityordis8bility. fin8nci81 h8rdship orsoci81 circumstances With the object of improving th8ir conditions of life bysuch means as determined bythe trustees from time to time. To fulfil such otherpurposes which are exclusively charitable according to the lawofEngiand and Wales and are connected with the charitable work of the charity.- The Objects and Activitie$ translate into Vennture's Strategic Intent. which defines Vennture's Mission. Vision, Core values. processes. intelligences and skills. Mission Our mission isto'Love people betterf: We want Herefordshire to be a place where familyand community really mean something. 2. We want to see communities Caring more, streets that are always as safe as possible tor all.

Herefordshire Vennture 31* December2024 Year End Trustee Report 3. We want to give local farnilies every opportuntyto grow and stick together by neighbourly help that is timelyand appropriate atthetime of need. 4. We want Ioc81 people to tske responsibitity for local problems- people caring. people connecting and people helpingone another. S. We want our countyto be nationally recognised as the safest and best place to be a family regardless of the shape or size or b8ckground of that family. 6. We want Christian churches across Herefordshire to V￿rk seamlessly together regardless oftheir tradition or denomination to enable us to bring practical meaningto the power of Jesus, love. 7. We wantjesusto be a natural partofanyconversations. Vlslon Ourvision is about'People helping People. and makingan impact by: Pion8eringand promoting relational approaches. 2. Leading significant, substantive and sustainable initiatives and ewdencingtheir impact. 3. Nurturing community initiatives with and through local churches and communities that strengthen and support families through promotingvennture values. 4. Our volunteers will be recruited carefully and trained to the highest standards to enable them to become experts in their chosen field-vennture Experteers. S. Leadingwrth business. community. church. agenciesand policeto come togetherforthe common good. 6. Ckning newlocaLmodelsof V￿lfarePr0vlSi0n bytrainingordinarypeople rooted in ourcityand rural market towns. 7. Enabling local people to give time. money and resources to local needs. Coro Values Our core values are darived from the life 8nd work of ourfounders - John and Emelia Venn. They govern howwe do things: Faith We live in the light of love and recognise that love can change everything- loving God and loving others as we love ourselves. We value each individual as special: each individual is God's handiworkwith a unique mix of gifts, talents and experiences. given by Him. We work with. serve and relate to peopl8. Love We recognise family is an answer no matter how messy it gets. We encourage indiwduals to be and act as seprfant leaders in their lives. family, work and community. We never gNe up on people, encouragingthem to take the small steps that can lead to big changes. We accept everyone as we find them and without condition. We encourage people to live 8 life rooted in love. Endeavour We acceptwe don't have allthe answers and in sharing in each person'sjourneywe are willingto share the changes we are making in ourown lives. We respe¢t, nurture and promote a strong work ethi¢ to build everyone's esteem, resilience and resourcefulness. We encourage enterprise to create more to invest in helping individuals to take responsibility fortheir future. We tske responsibilityfor the choices we make, encouraging other5 to do the same. We use everythingfor learning. Whilewe are rooted in Hereford's solid Christian heritage. Vennture is not and neverwill be a church. Vennture seNes as 8 vehicle for churches and communities. who share its values. to senie others by bringing meaningtoThe Powerofjesus, love through practicalaction.

Herefordshire Vennture 31* December 2024 Year End Trustee Report Core Processes Our core processes are the things that everyvennture person aspires to excel in: Seeing complex issues through simple outcomé frameworks easily understood by all. Dèfiningtha line between whatvennture does and statutoryagencies do °Coming alongside" "Travellingwith" and °Se¢uring an outcome" with individuals. Developing knowledge. skills and experiences to excel in outcome delivery. Finding solutions- beyond meeting short-term ne8d - r8moving iong-temi root causes. Core intelligence8 Our core intelligences encompass the knowledg8 that every Vennture person seeks applied experience in: The sm811 steps that make a big difference- especially to vulnerable peopl8. Walking in others, shoes-form vulnerable people to professional leaders. Threat assessment. risk mapping and the development of mitigation strategies. Worknng alongside other agencies- either strategically or operationally. Making 8 difference by always reflecting and learning from each experience. Core skills Our core skills are the competencies that everyvennture person learns to excel in: The skills and drills that underpin working safely and ensure safe outcomes for children, young people. vulnerable adults and those families andlor individuals who present v￿th tangled needs. Journey mspping and pianningto see people holistically their needs, motivations and risks. Establishing rapport. Data capture and recordin& Showing attention to detail. 4. FINANCIAL REVIEW Overview Income for the year amounted to £1.367.898 (2023: £857,759), an increase of 5996 on the prioryeai. Expenditure on Charitable Activitieswas £1.214.283 {2023:£1.112.5591. a rise of 9%. The balance of unrestricted and designated funds carried forward is £1.187.15712023: 982.3071. whilst the balance ot restricted funds is £834.743{2023: £895.2851. At the year end the level of free reseNes was £2.021.9￿ {2023:£1.877,592) Reserves Held in tangible assets Held in investment property Held in net assets Cash reseNes TOTAL RESERVES £826.139 £937.000 (£174.910) £433.671 £2.021.900 The totalvalue of free reseNes at the year end was £137.32712023: £168.340}. beingthe total value of unrestricted and designated funds, less those held in tsngible assets and investment property. Prlorltles Trustees remain committed to seizing the opportunity of further growth in Vennture's impact and the 10 Priorities they have identified to build V8nnture's financial resili8nce: Robust monthly cashflow forecasting, monitoring and management - including mod811ing scenarios 8s we increase the value of contracts and balance sheet transactions. 10

Herefordshire Vennture 31 St De¢emt*er 2024 Year End Trustee Report 2. Ensure funded charitable activities recover overheads fully and also make 8n appropriate additional management charge. whereverfunders allow. 3. Increase the giving base from local indivFduals through a quarter-by-quarter campaign plan making greater use of the tools within our 8Tapestry CRM (customer relationship management). 4. Nurture donations from high-net-worth individuals through developing specific projects to 8ttract investment from identified networks. 5. Create local business sponsorships to enhance contributions to specific programrnes that benefit local employers. Secure relationships with Trusts willingto make regular grants to core costs. 7. Acqulre further assets thFOU8h Vennture Enterprises Ltd that generate income towarijs our unrestricted reserves. 8. Be open to explore mergingwith local ch8ritieswtth strong balance sheets. Develop social enterprise proposttions under Vennture Enterprises Ltd to generate unrestricted income. 10. Sell our leadership's time. Investment poli¢y Vennture's Trustees and Leadership will act prudence in the stewardship of the charity's assets. Vennture must maintain ieserves in accordance with its reseNes policy and as specrfied in each year's annual accounts considering specific contract liabilities at the time of audit. Investments must be approved by the Trustee Board and complywith ethical and financial guidelines. Reseryes policy Vennture's policy is to hold 6 months. unrestricted CASH resen￿$ based on its forecast costs. Based on 2025 Business Plan. 6 months CASH reserves are calculated as follows: Herefordshire Council 3 month in arrears Cash required to cover 6 months of 2025 £620.000 unfunded forecast delivery costs £485.000 forecast overheads not covered from restricted income TOTAL cash required equatingto 6 months reserves £ 60,000 £310,000 £240.000 £610,LIOO Golngconcorn The Trustees are confident that the charity is a going concern. £433.674 of unrestricted cash reserves at 31 December 2024 equates to 4 months reserves vs a target of 6 months. The Ch8ritygoes into 2025with confimed income for 2025 of £1.237.494 against budgeted expenditure of £1.528.441. The Charityhasa clear, well-resourced plantocontinuetofurtherdiversifyand increase Tts income in 2025 and build its unrestricted reserves. As shown in the table below. 11

Herefordshire Vennture 31" Dec8mber2024Year EndTru$tee Report 2025 growth and dlv8rslficatlon plan 2020 2021 2022 2023 2024 2025 Target SOURCE £ 46QCe4 447.C89 3¥728 ¢Jni 4 117. 751.(￿0 1*.a47 167.￿4 147.610 18% 210.217 11% 24% 181.217 419.529 23% 47. 34% 1Z5T5 150.f 7% 14.679 14132 1% 1% 129.012 1% lo￿ lrter4 51.rx6 s% 3% 75.r 3% TOTAL £rn,022 £1.981441 £1.840W8 £1,13A013 Realising the 2025 plan To realise the p18n we have begun to invest in specific outward facing roLes to drive fvrther progress in this area. We have budgeted in 2025 for: An extern81 stakeholder leader 2. A bid writer 3. Individuals with specialist knowledge in Criminal Justice NHS Housing 5. CORE OBJECTIVES Background Vennture's 5-year plan for the years 2022-2027, lays out 7 core objectives that the charitywill continue to deliver in pursuing its strategic intent to 'Love People Better.. Pioneering and promoting relational approaches. 2. Le8ding significant, substantive and sustainable initiatives and evidencing their impact. Nurturing community inÉtiatives with and through local churches and communities that strengthen and support families through promotingvennture values. 4. Our volunteers will be recruited carefully and trained to the highest standards to enable them to become experts in their chosen field-'Vennture Experteers,. 5. Leadingwith business. community. ¢hur¢h. agencies and policeto come togetherforthe common good. 6. Owning new local models of welfare provision by training ordinary people rooted in our city and rural market towns. 7. Enabling local people to give time. money and r8sources to local needs. 12

Herefordshire Vennture 31*t December2024Ye8r End Trustee Report 2024 Progress agalnst Core Objectfves Pioneering and promoting relational approaches Funding from DWP enabled us to further refine our relation81 approach wtth families specifically in relation to families struggling wtth stress or conflict: families going through separ8tion; separated families living apart: families with an absent parent. b. Building on our experience in schools. we pioneered with CLD and Home-start a fresh approach to s¢hool-based prevention. c. We introduced our'RelationalApproach' to enhance the experience offamilies andvulnerable individuals staying in Vennture Enterprises ErnergencyAccommodation. We began developing an approach to mentoring farniiies and children WFth loved ones in the criminal justice system. 2. Leadlng significant. substantlve and sustalnable Initiatives and evldenclngthelr Impact Home Office 'Hot Spots, funding enabled us to increase our street deployment and develop a new measurement System to record vulnerabilities in specific locations. b. Our Thriving Families programme evidenced significant insights into addressing parentsl conflict in 8 rural context. which has been presented in a report to DWP. Nurturing communlty Inltlatlves with and through local churches and eommunitlas that strengthen and support families through promoting Vennture values. We secured fundingto develop'partner peer mantors'to support parents undergoing stress at home. Recruftlng volunteers carefully and tralnlngthem to tho highest standards to enable them to become exports In th8lrcho8en fleld~V8nnture Experteers a. We responded to Changes in the Night fime Economy by reviewing and reconfiguring our Street Presence deployment including overhauling our training in Street Triage. b. We employed a mentorto come 81ongside our6 Form volunteers and supportthem throughtheir o-year volunteering joumey in our Street Presence Teams. 5. Leadlngwlth buslness. communlty. church. agencies and police to come together for the common good. a. We launched a campaign to encourage corporate social respon5ibilty including local advertising in the Chambers magazine and opening conversations with local businesses. b. NHSfunding enabled usto provide 6days of rigoroustr8iningforthoseworkingwith people sleeping rough including Street Triage. Mental Health First Ad. Safe Working. 6. Owning new local models of welfare provision bytraining ordinary people rooted in our city and rural market towns. We developed Street Presence teams to deploy in Ross and Leominster. We continued to put forward a fully costed operational proposalto Health. Police and Councll on Vennture Response to: i. Build a county-wide cross-sector responsive net of care accessed instantly through the Vennture Lifeline. ii. Deliver'Response Pastors. as a keyelement in a community prevention network complementingthe work of statutory agencies in prevention. iii. Enhance and invest invennture's community-based Linkworker and Mental Health First Aid trained Street Presence teams to prevent the escalation of low-level emotional and mental health issues. 7. Enabllng local people to give tlme. money and resources to local needs. a. We invested in buildingrel8tionshipswith local businesses. 13

Herefordshire Vennture 31Jl December2024Ye8r EndTrustee Report 2025 Corn obJoctlve8- 20 Kay Goals PloneerlngAnd Promotlng RelatlonalApproaches Families Preventlon Programme Excel in the delivery of a 'Refreshed' Early Help offer 2. Establish knnk Workers dedicated to support: Militaryfamilies newto thechallenges of Herefordshire b. To support children and parents with a loved-onelparent in the criminal justice system. Schools Prevention programme 3. Build out our direct referral prevention capacitywith schools Introduce The Restored Lives programme to Herefordshire and integiate with our Family and Schoots programmes. Homes 5. Develop out Vicarage Road as alternative Family Respite Provision for families facing homelessness to reduce children being taken into care. 6. Acquire additional properties to increase our capacty for providing Emergency Accommodation, which is safe. secure and well-purposed, for families and care experienced individuals facing homelessness. Frèsh Start Preventlon Programm85 7. Establish a sustainable. effective. holistic local Fresh Start Pathway for those in 8nd/or leaving The Criminaljustice system and living in wralwest Mercia supported bya well-trained and equipped Link Worker team. 2. Leading Signlflcant, Substantive. Sustsinabie Initiatives And EvidencingTh8ir Impact Rasponsa Prevention programme 8. Build on'vulnerability Hot Spots. learningto make places and people safer-increasing publi¢ perceptions of safety by reducing harm and anti-social behaviour. 9. Utilise 'The StreetlPlace' functionality of ECINS in our Street Presence work. 10. Estsblish Vennture Response to reduce demand on A&E and blue light services by providing Psy¢ho- Social FirstAid. 3. Nurturlng Communlty Initlatlves wlth And Through Local Churches And Communllles That Strengthen And Support Families Through Promotlng Vennture Values 11. Revivevolunte8r mentors to supportour expanding FamilyProgrammes. 12. Recruit train and develop 24 military partners to support families new to Herefordshire. 13. Open ourtraining in Family mentoringto Church and Communityvolunteers. 4. Carefully recrultlng and ir8ining to the hlghest standards to onable thom to bacoma axpertg In thelr chosen fieid-V8nntur8 Expérteers. 14. Educate, train and equip 24 military partners to support families new to Hereford 15. Provide accredited training in Protective Behaviours to 24 cornmuntylchurch leaders. Leadlngwith buslness. Community. church. agencles and police to ¢ome together forthe common good 16. Establish 'Leadership Confidential. as a meaningful information conduit to gather and disseminate vulnerability information. 17. Establish 5 businesses as partners in Corporate Social Responsibility 14

Herefordshire Vennture 31Bt December 2024Year End Trustee Report 6. Ownlng new lo¢al models of weif8r8 provlslon bytralning ordinary people rooted In our clty and rural market towns 18. Establish strongvolunteer corps in Ross. Leominster. Bromyard. Ledbury and Kington 19. Establish a shared learning space on our website utilising our existing learning and models. 7. Enabling local people to give time. money and resources to local needs 20. DelNer monthly communication activities including nev￿letter and meaningful updatesto 500 people to expand our regular monthly donors to 100 people and secure 5 businesses in meaningful partnershiplsponsorship Approved by order ofthe board oftrustees on l7.13i1S....................... and signed on its behalf by: Rev S Tarlton-Trustee 15

Herefordshire Vennture 31 It December 2024Year End Trustee Report 2024 SOCIAL IMPACT REPORT Social impact summary System leadership initiatives Parental Conflict Street Vulnerability School Based Prevention Trainingfor those working with individuals facing homelessness Programmes Home Presence families Fresh Start individuals Street Presence response Vennture Enterprises- accommodation Note.. In all case studies detaits have been changed to protsct the anonymity ofparticipants 16

Herefordshire Vennture 31 St December2024 Year End Trustee Report 1. 2024 Impact Summary Area Initiative People Volunteering People benefitting Monetised value Number Hours Value Direct Indlrect Famille5 Flrst Home Presence Thrtmng famllies 327 My Family. School. Cornmuni Prevent Family Menttlrin 21,600 271 307 £1,303,400 Fresh start Fresh Start 164 230 £ 435,370 Ambassadws 16 1,148 36.975 Street Presence Street Pasti)r5 23 1,134 35.475 276 956 10,931 Lean on Me 48 280 36.400 Training 2,100 28,625 Vennture Homes Merton 250 4.250 siness plan develo ent 130 8.000 Governance Trustees & Director5 1.771 50,400 Total across all Inltlatlves 105 7.140 £ 221.725 711 IA93 £1.749.701 2QZJ compar1son 155 9,317 £ 277,385 966 1,734 E2,432,747 Notes to the table l. Fresh Start: An independent evaluation carried out by Rose Regeneration in 2023 highlighted that the Social Return on Investment in our work wwth individuals was £2.25 for every £1 invested -this has allowed us to indicatethe monetisedvalue ofthe impactofourwork with individuals. 2. Famllles: A further independent evaluatlon carried out by Rose Regeneration in 2024 highlighted that the Social Return on Investment in our work with families was £2.45 for every £1 invested- this has allowed us to indicate the monetised value of the impact of our work with individuals. The economic evaluation of the programme reveals a BCRof 2.45 underthe Core scenario and 2.08 underthe sensitivty test. 17

Herefordshire Vennture 315f December 2024Year End TfUSt6e Report System leadership initiatives Parental Conflict Street Vulnerability School Based Prevention Trainingto better respond to people sleeping rough 18

Herefordshire Vennture 31" December 2024Ye8r End Trustee Report 1. Parental conflict- Summary of Key Learning This 18-month. £376.000-DWP programme focussed on learning about the best ways to address Parental Conflict in rural contexts. 1.164 in-home sessions were completed with 64 mentored families. Strategic system insights Outcomes & Impact achievod The project proved the value of school-based engagement: raising teacher awareness; generatlng more timely referrals. reducing stress on schools dealing with parental conflict. It showed the ts'mits of school- based engagement due to parents beingtime-pooi. The project proved the high value schoots referring direcdy into bespoke. in-home mentoring to address Parental Conflict: Improved outcomes for children were delivered consistently in often fr8ught and complex family circumstances, Better safeguarding were achieved through weekly in home visits and close working with schools, Parents were empowered and equippe(I to move on in better ways, Schools wer8 given more time to teach with children better prepared to learn. Learning The project mapped the different conflict experienced in 4 dtfferent relationship categoTies and mapped the journey through conflict. Intact dlsagreelng coupios- over half sayingthat they are disagreeing over parenting styles Separated couples wlth low to medlum confiict- children living some time with l)oth parents. and communication maybe strained. Sep8raled Couples whh high corfflicl - disagreement over child contact and'legalities. inflame emotions and reinforce barriers dueto the adversarial legal process: sometimes onlyone parent will engage 8nd there maybe littleor no communication Couples with Significant 'stressors' _ Addttional stress creates the risk of'permanent state of conflict. eg. A special needs child. or a military family, high flying career professionals The value of 'in-home' support was found to bo In: Addressing the emotional dimensions of Parental ConfiicL' Removing their 'emotional blocks. Stopping their progress, developing 'their emotional well-being and enabling them to move forward. Reducing demand on Early Help and the Multi-AgencySafeguarding Hub (MASH). while making sure that MASH referrals were made appropriately where Parental Conflict has been confused with Domestic Abuse andlor violence. Nawgating the way that Early Help and Safeguarding Frameworks may sometimes confuse approaches to 'ParentaL Conflict. and may hinder parents and children accessing 8ppropriate support rooted in more prevention focussed approaches. Value dèiivared This work was undertaken by Ros8 Regeneration in their capacity of extern81 evaluators of the programme. Soclal Return on Investment (SROD of È2.16: The programme has achieved an impressive SROI of £2.16for every£1 invested. This figure is derived from a cornprehensive 8n8lysis using the Social Value Engine, an accredited tool by Social Value International. Beneflt-cost Ratlo (BCR) £2.45: The economic evaluation of the programme reveals a BCR of 2.45 under the core scenario and 2.08 under the sensitivity test. This ratio underscores the programme's efficiency and value for money. hi8hli8hting the significarrt benefits delivered 19

Herefordshire Vennture 31st Dec8mber 2024 Year End Trustee Report relative to the costs incurred. The BCR calculation incorporates financi81 proxies for various benefits. deflated by an additionality factor of 34% based on national norms for community health facilitles. This approach ensures that the BCR accurately reflects the programme's economic impact. External evaluation stated." he absolute driver of success is the detailed deploymentof the case workers and the depth of their engagement with f8milies. working 8cr05s very rural settings and delivering much of the support in the home. Rurality The programme addressed rural factors that either amplify Parental Conflict or leave it unaddressed such as: the lack of pastoral leadership capacity in caring small schools with less than 150 pupils. the inabilty of parents to travel to provision in locations without public transport: the kinship dynamics in small wral communities: the lack of meaningful prevention focus8d provision equipped to address a complex issuè. Speclflc e18m8nts of offe¢tivene$$ were: High impact. short. simple. hour-long interventions in school staff meetings in raising awareness about Parental Conflict and providing schools with easy to access. qualityfamily 5UPPQrt. The power of structured mentoring process to affecting long-term change in parents over time by equippingthem with toolslprocesses to restore their well-being and enable them to better co-parent. Supporting parents, who are serving military. Understanding emerging'common pattems and steps, to progress out of confiict. Applying the tools & processes of Protective Behaviours to Parentsl Conflict. 2. Reducing street vulnerabilities This Home Office funded initiative focussed on reconfiguring our Street Presence Team deployment patterns to respond to changes in Herefordshire's day and nighttime economies. The innovative approach was driven by: data insights into times and locations of high vulnerability in Hereford and Leominster: international research from Cambridge University to maximise the impact of our uniformed volunteers visibility to reduce vulnerabilities. Strategic insights Changing habits and vuinerablutles There has been a dramatie shift in 'going-out patterns,: fewer people are going out with numbers down over 20% post-covid: people are going out earLier- we now see two peaks in calls for support 2145 to 2300 and then 0130 to 0300. People are drinking less yet increases in the use of 'white-powders' and mental health medication results in more medical complexities. This has led us to seize the opportunity to refresh our deployment and approach on the street. The Value of Vennture training Our skills and dri115-ba5ed training has been key to equipping our volunteers to work Safely, Satsguard others and helping peopieto'have a good time and come home sate.. 20

Herefordshire Vennture 31 ¥t December2024 Year End Trustee Report Our poisons-based training has ensured volunteers make sound and sometimes life-saving interventions in dealingwith young people experimentingwith white-powder. Equally, ourtraining in respondingto those in emotional or mental crisis has assisted ourteams in respondingto an increasingtrend ofthose feeling in crisis. Safety through Increased Wisibility Increased visibility has a profound impactof people's actual saletyand increased their sense of perceived safety: it continues to deter the bad stuff such as predatory behaviour. it provides valuable, real-time. 'eyes and ears. information for wider agencies and plays a vital role in creating a culture of safety. Earlier'twilight patrols, have broadened ourvolunteer base: allowing our 6 formers to deploy on the street has also raised their awareness of how to be safe and keep their friends safe. Safety through Responsive capability Well-tr8ined capable Vennture Street Presence Volunteers is now integral to the community safety infrastructure in Hereford. The teams provide a vrtal responsive capabilttyfor retailers. venues. door staff and emergency services. The team's abilityto respond to incidents immediatelyand reachvulnerable peoplewithin minures dramatically improves outcomes for those help. their families as well as allowing emergency services to deployto more pressing needs. Expandlng Safety Coverage Expansion of hours and geographical Coverage has begun to expand Vennture's role as a trusted presence in the market towns. Geographic remoteness from emergency response and minimal CCTV coverage makes having a well- trained. visible. uniformed presence even more valuable. Thevalue of data A key part of our overall refresh of Street Presence in response to the Home Office funded W8St Mer¢ia Hotspots initiative has been to revisit all our data capture and reporting. We have enhanced our patrol recordingto include capturing information on anti-SOCi81 behaviour and connected this and our incident recordingto police data capture systems. We can evidence Vennture's calm reassuring presence and information processing has contributed to the reduction in anti-social behaviour and serious violent crime in the highlighted hotspots and wider surrounding areas providing 457 reports to inform appropriate cross-sector and multi-agency responses to prevent harm and allow people to have a good time and come home safe. 3. School- based prevention We led this £160,000 DfE funded inttiative that broughtvennture. CLD and Home-start together to offer a range of school-based prevention. Strategic system Inslghts Investing in dlrecl support for famllles is more valuable to schools than coordlnatlon Schools want peoplethat prowde support and are easyto access- as opposed to signposting. School like being ableto put a face to supportwhen expLainingsupportforfamilies. 21

Herefordshire Vennture 31" December 2024Year End Trustee Report Schools & parents prefer referring a family to a person. as opposed to a service itself, had made Schoolsvalue ongoing dialogue wtththe person supportingtheirfamilies. The requirements of small rural schools are different than larger cityitown schools New le8isLative expectations on schools providing Early Help is daunting for small rural schools Small schools need pastoral resources that make ￿rger schools more independent of needs Small schools are their own locality-they are often the only rural community resource Parants go online for support more than into cornmunlty The idealized resources in community are not there Online is easily 8cce5sed, doesn't involve travevnew relationships though randomlimpérsonal Parents are often tim8 poor and don't hav8 thé ènergyto go out as professionals may think In homa montoring works weiilor families in rural settings The Link Worker comes to the home so there is no cost forthe parent. and they feelvalued Children are seen and understood in their home setting Weekly in-home visits and regular school dialogue improves outcomes for everyone Demand ebbs and flows and can be unpredictable Comprehensive offers to busy schools need to be elearty described and planned Ebbs and flows in referrals are natural and are to be expected Becoming a trusted asset and relationships take time. reflective ofthe increase of referral consortium wide. Schools need a'stable $tate' addressing their core needs so they can deliverfor children Schools need readily available, easily accessed. instant 5UPPQrt Tor theii families. A single relational point of ¢ontsct for referrals 15 easier for schools and parents. Progr8mmes coming and going are disruptive, inefficient and Costly. Teachers and school leaders are doubly time poor in rural settings Thorn is a growing need for resilient providers who will sustain lorthe iong-term Too many significant prowders are living on the edge of survival. Local community assets are diminishing at an alarmingrate. Community and voluntary sector organisations need to act maturely in collaboration and consolidating their asset$. 4. Trainingto respond betterto people sleeping rough Project Bright Path is a £180k Projectfunded through the NHS. Itfocuses on equippingthose working with individuals facing homelessness who are living with a toxic combination of mental and physical health issues combined with substance abuse. It brings together the expertise of the NHS, X-calibre and Vennture. Strategic system insights People living in or on the edge ol homalessness are p¢>oriy understood They are less than 1 % of presentations to services geared to universal provision Their needs and root causes of their problems are more relationausocial than medical Medicalising their problems may increase their presentation and escalate their problems

Herefordshire Vennture 31st December 2024Year End Trustee Report Unintended outcomes of a 'Professlonal Approaches. Those working with people who are homeless rarely have cross4liscipline understanding The person needs 'a relational person. to travel wth them on their joumey A siloed syst8m passes the patient 'from person to person. to deal with each symptom and misses the root causes in the person's 'life as a whole,. An hollstic approach means considering rfsk and m￿l¥stIon as well as need Riskto self and others cannot be ignored and needsto be a start point in triage Harnessing motivation is vit81 to reducing dependence What does good look like to you?9 opens the way to a compl8tely different approach There are gaps In trainlngfor peoplé y￿rkIng with the homeless Academic theory-though valuable, is no substitute for well-drilled practical field skills Holistic, rather than siloed, training is vital to delivering a holistic approach 'Safe world scenario drills. prepares people to respond better to're81 world odds of de8th' Holistic triage Defining clearly when profession81 medical intervention is needed is vitsl Simple. well-defined drills gets to life-savingfacts quickly and identifies root causes quickly Discipline is required to see beyond syrnptomsto the person Wital drill8 need training into muscle memory People sleeping rough. livelsurvive'comfortably. with a complex array of problems Those working to come alongside them. need to naturallyand constsntly assess risk Assassing Psycho-social risk is Challenging in its complex manifestations: Physicaland Mental Emotion81 and relational Practical and financial l.e. Houslng. employment 23

Herefordshire Vennture 31W December2024Year EndTrustee Report Vennture Prevention Programmes Programme overview Home Presence families Fresh Start individuals Street Presence response 24

Herefordshire Vennture 31" December 2024Year End Trustee Report Programm8s overview We hav8 inv8Sted this year in further clarifying: Our Prevention Programmes 2. The speclfic work strands in each programme 3. The peoplewe seekto come alongside, travelajoumeywith. and enabl8to getto a better place oftheir choosing. 4. Vennture's unifying approach and its specific elements 5. The core outcomes we work towards The enabling local connections that are at the heart of our cross-sectorworklng. 7. Our Love People Better foundations. PreV￿tIC￿ thods outcomes peopLe our unifyifKJ ￿prod 'otJr county"wide'local conneceion BUSINESS COMMUNifY 3rntSEcf¢%f FAI NHS HOUSIN6 ovr Wepe4A£bth fmlatiins Ye￿Atr￿.t￿, r•s*ence and mèasthvthè 25

Herefordshire Vennture 3111 December 2024 Year End Tnjstee R8POrt 2. Home Presence Prevention Programmes Overview During 2024. Vennture increased the number of families it mentorod. and the rango ol speclaust mentorlng offered. In totsl 174famllles were supported throughfamlly mentorlngand a further 29famllles wlth a shortor period of support- benefiting 308 parents and 378 Children. Programmos Early Help: Herefordshire Council Early Help 2. Thriving fomllles: DWP Challenge Fund 2 reducing parental conflict in rural areas. This allowed us to support both intact and separated parents, aswell ascompletingtrainingfor local primary schools. 3. My Family. My School. My community: DfE funding which allowed families and schools to request help directly from Vennture. 4. Love Chlidren Better. Eve50n Trustfunded mentoringsupportfoFfurtherfamilies and 10 care experienced young people Vennture were also the lead partners of a ¢onsortium with Home-start and The CLD Trust to offer support to ten local schools to reach families earlier. To allow for the grovrth of support the Family Support Team has increased in 2024 to 14 employees- 11 fulltime equivalents. Pre school aged 42 11¥0 Primary aged 204 Secondaryaged 123 College aged 2% Location of mentored families 19% 17% Vennture continues its county-wide commitrnent. supporting families in market towns 8nd rur8110¢8tions as well as Hereford. We had been frustrated in previou5 years that we were unable to achieve our vision for a county-wide support, so we have ensured in our new progiammes of ThriwngFamilies and MyFamily. Myschool. My Community that we prioritise rural schools. 26

Herefordshire Vennture 31" Deeember2024 Year End Trustee Report School8 During 2024 Vennture has increased its support and has been able to work vrith 46 primary schools, three special schools and all secondary schools in Hereford as well 8$ Chantry School, Monmouth High School and New College Worcester We have found that small rural schools are less likely to be able to afford dedicated pastoral support and our meetings with He8(tte8chers and recent school survey have shown that they appreciate hawng support they can trust and turn to. 'It's just so easy. I dont have to make 8 f8mily tell their whole storybefore getting them some help. some of which theymaynot want to tell school anyways. Havingsomeone else to discuss options of supportft)r families has been useful. Referrals Famlly needs or Issue Early Help Thriving Famlues My Family* My SchooL My communlty Love Chlidren Better Care Experienced Young People Parenting 86% 65% Parental Conflict 5% Children's mental or physical health 91% 95% 80% 100% Children struggiingto attend, or engage with school 92% nla 8096 Parent's mentalor physical health 2496 92% at lower level at lower level nla Financial or housing difficulties 72% but at lower level 15% 25g6 nla Victim of domestic abuse current or histori¢ 8% 25% Nature of support Rose Re-generation. our independent evaluators of Thriving Families articulated the nature of our Re18tion81 Appr08ch rooted in Restorative Practice: e programme's innovative nature is evident in its focus on rural settings and military families. The absolute drlver of succoss is Ihe detaiiod deployment of the case workers and the depth of thelr engagement wlth famlues. worklng across very rural settings and dellverlng much of tho support In the home. Vennture's approach is characterized by systems thinking and a commitment to maklng18Stlng changes in people's lives. The organisation's mission to join up community. businesses. organisations. and agencies to better look after Herefordshire's people has been a driving force behind the programme's success. 27

Herefordshire Vennture 31" December 2024 Year End Trustee Report Quote.. Yes. the support has been extremely helpful. My Vènnture Link Worker hgs gone 8bove and beyond whgt she could have done. She was able to adapt the focus of support to changing circumstances." Vennture's Way of Workins Vennture's unique approach involves building trust with individuals and families. understandingtheir needs. and providingtailored support.The programme's suc¢essisdriven by four core components: Intensty. Individual link workers deliver an intensive caseload of activities, including 656 support sessions for families to date. Engagement in the Home: Overcoming access to S8Nices challenges in rural settings by understanding the home environment of those being supported. Quote.. "Having the suppott/visits in the home has help8d. I foundyou to be non-judgemental and fair. You have listened." 3. Engagomant with Chlidren= Ensuringthe child'svoice is heard and the support offered is focused on the cor8 cha118ng8s facingthe children. 4. Capaclty Bulidlng: Providing training and information sUPPOrt to small rural schools to maximize their referrals and effective participation in the programme.- Length of support Rose Re-generation, also commented on the arnount of support each family is ￿ven. In a time where connections are redu¢in& Vennture continues to believe in a relational approach and allowing families genuinely to take the lead in the changes thattheywant to make. EarlyHelp 2024 My Famlly, My SchooL My communlty Avorage Average months visits supporte Thrlvlng FamlUe¥ 2024 Averago months support8 Average visits Averago months 5UPPOrte Avorago visits Completed families 22.4 14 Families who needed to be moved to a higher level of support Familieswho disengaged trom support 4 families 4 families 21.2 5 families 5 families 16.6 3 families 3 families 3 families 3 families Sfamilies 5 families 11.4 3 families 3families Light Touch Support Our exit paperwork feedback consistently talks about how families feel listened to, and we believe this is vitsl for sustainable change to occur, and forfamiliesto feelempowered. 'Our Vennture Link Workertook time toget to knowus 8S8 family. to id8ntifyar88s which she couldsupport us. She wss non-judgemental. kind and caring. This made us feel relaxed and able to be vulnerable with her. As a family we are definitely communic8tingbetternow' Large, blended family The 26-week Coun¢iLfundeO programme 1$ determined tythe requirements ofthe contr8Ct. 28

Herefordshire Vennture 31" December 2024Year End Trustee Report 'Wow- where do I stort with soying how the support hGS helped me. My Link Worker hos helped me to put things into perspective and given me coping mecht7nisms ond techniques I can continue with on my own. lfrel empowered and able to moke decisions obout how I want to live my lifr., Single mum who hod experience domestic abuse Early Help Vennture has been 8 commissioned service for Herefordshire Council Early Help service since 2015 and duringthi8 time have been able to support over 460 families. We have recently been awarded the tender until April 2027 and so are pleased this workwll continue. In 2024 we supported 88 families v4ith Early Help Assessments. All referrals are triaged by the Council and come mainlyfrom local schools orthe Herefordshire Children'sand AdviseTeam ICHAT). Each f8milyhas a combination of needs . many of vthich are complex or inter-generational. Key needs are families who have 8 child with special educational needs andlor challenging behaviour. children or youngpeoplewith anxietyincludingthosewho are strugglingto goto school and parentswho need more specialist or bespoke parenting strategies. lrnpact accordingto Supporting Families framework 60 50 40 30 20 Getting a Education Child- Improvtrd Htalth Adult- Improved Health Improvedtsmily reLFtivTrship5 Secure housing and stable finances OLtrcorng Achived Outcome Parriatlyathleved Outcorne not achieved Famllyfeedback 'OurLink Workerhas justgotus from dayone. She tistenedand understood what we are goingthrough and b88n there as 8 bridge. Ourson can nowspeak about how he feels even rfit is a few words. He is coming out of his shelll. 'It was good to h8ve someone tt> talk things through with and lean new strategies. You reassured me thatl 8m not the only one going through it. tt was helplul to have 8 non-judgemental convers8tion an independent outside conversation. 2 Needs and impa¢t are 033e33ed agaln3tthe Supporting Families framework 3 Emotional Based SchoolAvoidance 29

Herefordshire Vennture 31" December2024Year End Trustee Report Thriving Families Thriving Families was part of a DWP funded initiative to find successful ways to reduce parental conflict, and specifically for Vennture in the rural context of Heiefordshire. The project allowed us work directly with Ioc81 schooisto upskilltheirstaff in recognising parental¢onfii¢t and to support both intactand separated parents where there was conflict. and to evaluate approaches that wer8 successful. This has helped build a greater market awarènéss ofVenntur8's approach. Partneringwith rural primaryschools was a successfulwayto improve awarenessofthe impactof p8rental conflict on children and allowed us to reach tsmilies who were struggling. In total 37 schools engaged with the programme, exceeding our tsrget, and 28 of these schools also engaged with staff training. Includlng parentingstrategies within the supportaiso en8bled parents to 8cceptthesupport more easilyand allowed the impact of children to be central to the conversations with parents. Famllytypes We identified 4 categories within the families mentored in Thriving Families: Intact Couples who were experiencing relational distress 2. Separated couples with low to medium conflict 3. Separated couples with high conflict, and 4. Intact couples who were parenting under pressure due to having a special needs child or one parents away for long periods of time for work Syst8m challenges The programme encountered several difficulties: The funders strict focus on parental conflict meant withdrawing if we uncovered domestic abuse as we were meant to signpost the familyto more suitable services. This was not possible in Herefordshire where there are limited serwces. The Early Help criteria meant withdrawing rf the level of need became more complex or varied. however. again this was not always possible with limited local support. Regardless. the struggles were outweighed by the joy of supporting manyfamilies through quite challenging times whether that was successfully separating or working better as parents or co-parents. 'There w85 a lot of criticism Irom myex-partneraboutme as a dadandhaving the support to help me with underst8nding the bO￿￿'eMotiOns. seeing theirbehawour8nd understandingit. he￿ed me to feel more confident with them and less out of control. Having the abilityto talk things through with someone m88nt th8titw8s éasierto COP8 whlch made (communicating with my coparent) things easier. Mindfulness- b8ing in th8 moment also h8lped.' Separated f8ther he things thatyou have sh8red will come back as echoes throughout the rest of my life. The tools are there forme to revisit when I need.. Separated mum We h8ve been gw8n so manystrategies. Our Vennture Link Worker has helped us with our communicatiTon and that we could reconnect as a couple. She has helped to us understand how to take time outin positive and sensitive ways. We have parenting strategies that work. She talked us thmugh possible setbacks and how to manage those. so we alwa￿3 have 8 plan. Intact couple struggling vvith the changes they were facing 30

Herefordshire Vennture 31° December2024 Year End Trustee Report Value Retum on investment Independent evaluators, Rose Regeneration, evaluated the social return on investment as £2.16 per £1 Invested and a Benefit Cost Ratio BCR of 2.45. 2. Abiding legacies: a. An expanded Team including specialists in Parental Conflict and supporting Garrison families. b. A Practical tool kit of processes and approaches to addressing parental confliGt; c. Avalued relationship with Garrison welfare. 3. Valued collaboration SFAC training all Vennture in Protective Behaviours enhancing 811 of the programmes. System Inslghts See System Leadership InitiatNes: Parental confiict- Summary of Key Learning VsFngthe arb accredtted Ibysocialvaiue Intemationau tool Stronger FarnI￿e$ and Children are a Global Charity providir4Accfedited Trainingin Prote¢tNe Behwors 31

Herefordshire Vennture 31XDec¢mber2924Y¢arEndTw9teeReport IMPACTOF MENTORING Intsct parents Separated parents •Stsrt of Mentoring Erknf merbtoring R4ductlonwthldren I￿e..¥01 gTrJ.eTy 4-it¥4xirry ID Imwoved Munic￿On p£r¢ntin&ic mpiuvÈd bMthlQur ChUthenth5Matr1 pai¢niwic paFeniin$retsTrl¢n5b Improvedllnan¢ ImprD¥ed lrnproved anttchi￿en LfMldioD rfllpro.'￿p￿1tnta.,

Herefordshire Vennture 31 December2024 Year End Trustee Report My Famlly My School and My Communlty My Family. My School, My Community was a pilot study developed on the feedb8ckfrom he8dte8chers 8cross the county. Rose Regeneration capturedwhat schoolsvalued duringtheThrNingFamilies programme-especiallytheir need for earlier access to support for families to prevent families from requiring more intensive intervention by addressing problems earlier. Whal ts the rdabve vdue dtJiffmttp8s d wppjt Mrfable to f￿11108? 5.WVa More for children, Better for Parents, Easier for schools Vennture created The Love Children Better collaboration as lead provider wlth Home-start and CLD. Together we created a package of 5UPPOrt for schools including whole family support, light-touch support, group inteNentions forchildren and the role of Community Connectorsto address emergingneeds of families. What 3 words tKvld best Supp￿ Y￿ vnjkl like to availablo to s(ct4 to help f￿1110$? immediate w•xli easily-accessible early flexible effective- long quick available timely accessible term tr*stett supportive SUPPOrt consistent iolegratrd people xtess More for children, Better for Parents. Easler for ￿h0O19 Th& project gainedthe interest of Eleanor Brazil. the DfE Children's Commissionerat thattime, who negotiated É160.000 8dditionalfundingfor Her8fordshire Council to pilotthe enhanced Early help offer. 33

Herefordshire Vennture 31¥1 December 2024 Year End Trustee Report This project also sought to reconnect schools and families with their local communities. with the goal of empowering families to identify and access their own solutions and support networks. Vennture has taken on the new role of Community Connector. workj'ng to build awareness among both families and schools about the resources and opportunities available within the community. whilst provide direct support themselves. By fostering stronger ￿nkS between schools. families. and local services. the project aims to cultivate a resourceful and self-sufficient community. helpingfamilies navigate and utilise the support systems around them. Sofar, as a Consortium the project has reached 93famiiieswith Vennture supporting21 farniliesthrough mentoring and a further 44 families with shorter term support. The project is a new approach for Vennture and for Heretordshire and in some ways is onlyjust gaining momentum, but below is some of the feedb8ck so far. Yes. the support has helped us to open pathways to what we can access in the communii 'It has been good to have someone to talk to myself, someone who listened and looked foranswers to help us, 'My Link Worker was incrediblysupportive. and I didnt feeljudged. l am now so much more able to manage tasks by looking 8t them bysm811 steps, Care Experience Young People This project is funded by The Eveson Charitsble Trust. The project provides a youth mentor who is mentoring ten young people over a year who have experienced Care. are adopted or fostered. The aim is to provide these young people with a role modeloutside the context of school. or soci81 care thattheycan talk to, but also begin to develop their own positive identity and interests. Four of the young people INe in Hereford. three are local to Leominster and four live in the Ross area. One young person is under the Gloucester local authority. Of the 11 schools and agencies that Vennture has contacted two schools, and two agencies have made referrals. The mentoring has taken place in six different schools in the County. The progress that each young person is dependent on the young person's own commitment, but the Youth Mentor has been able to consistently see all of the young people. It is too early to comment on progress that each young person has mad8 however. their commftment to the mentoring demonstrates a strong foundation fiom which growth is highly likely. Although this project took longer than expected to take off it has now gained momentum. and we anticipate a successful future. It is believed that this project will inform the widder Vennture ambition to provide suitable housing to care experienced young p8opla as they leave care.

Herefordshire Vennture 31¥t December 2024Ye8r End Trustee Report 3. Fresh Start Prevention Programmes This yèar. our work has had had 3 distinct strands: 1. Vennture reiatlonal mentoring programme - helping individuals help themselves in maklng 8 fresh start. espe¢i81ly probation cases and prison leavers: those on the edge of the criminaljustice system, and blue light services"frequent flyers.: V•nntur8 R•spons•: providing immediate a33iStance to individuals in crisis to stabilise thelr clrcumstances before tran$ttioning into mentoring support. 3. Vennlure Brigm Path: Delivering and Training other practitioners in a holistic approach to preventing homelessness. Key Achlevements Mentoring prison releases o As statutory agencies such as probation face increasing challenges with high c8seloBds. our mentoring program has filled crucial gaps. offeringtsilored support to prison leavers and justice- involved individuals. Our collaboration with the Community Chaplaincy Association {CCA). h8s extended support to prisoners under chaplaincy before and after their release. I V8nnture Response o We have developed the systems. processes and learning to SUPPOrt pro-active earty Fresh Start intervention. o We have evidenced VenntuTe Response reducing the need for unhealthy Costly escalations reducingdemand on agencies: health. social ser¥ice5 and police. We have responded to referrals from within the community - many falling outside OUT historic scope. often requiringadult socialcare or specialist eld8riysupport. 3. Project Bright Path o Highlights of Bright Path's work in 2024 include: Improving the training package based on feedback and learning from the first programme. Successfully running its second m8ntal health training event for those workingwith rough sleepers. Appointingtwo Leve17 mental health workers(one in Herefordshire, one in Worcestershire}. significantly enhancing the project's capacityto address complex needs. o Feedback from thè practitioner communty has been overwhelmingly positive - especially 8bout the practical approach to improving their practice in dealing with individuals presenting as 'high- risk.. und8rscoringthè program's importance. 4. Accreditation in Proteclfve Behaviours This training has enhanced our professional capabilities in ensuring the safety and well-being of the indiwdualswe support. 35

Herefordshire Vennture 31" De¢emb&r2024Yeai EndTru$tee Report Vennture Response Referrals Gender Distril)ution Age Group Distribution Male io 25 or under 2&35 3&55 Agt Groups 56 or older Nationality Distribution Challenges Identified io British Nationals Eurupean Naoonats National￿e5 Asian Nalw15 io Numberof Cas¢$ Key Outcomes Achieved Substance Misuse ChalleThJes 270 15 io DrJg Use J(ohol m￿uSt Conclusion The holistic approach of Vennture Response made a tangible difference addressing individuals presenting with overlapping challenges such as mental health. substance misuse. and domestic violence and known to present th 8 variety of risks. The outcomes achieved highlitht the value of a preventative respons8 when indNiduals present with the first signs of need. 36

Herefordshire Vennture 31" December 2024Year End Trustee Report Fresh Start Mentorlng Relerrals or 128 referrals 63 were male. 6S female. All were triaged and supported with basic needs andlor connected with appropriate support. 54 went on to engage in our full mentoring programme. Age profile of referrals Referrals By Month January Febnjary •18to25 March •25to40 May June 041 to60 July August D Over 60 September • October November • December The January peak was before we separated mentoring and response referrals. We monitor referral numbers to ensure we manage ourcapacity effectively. Referringagencies indicatethey¢ould easilytriple referrals ifadditional capacitywere available. By Referrer 28 Medical Self 27 Vennture ProbationlPrison 18 Police 14 Housirkg Turning Point Other 20 Hub Initial concerns at Triage 100 70 40 30 20 Mental H8alth Addiction Relationship Employme Debt Housing Justic8 37

Herefordshire Vennture 31" December2024 Year End Trustee Report Impact Hard Outcomes EBUILD BROKEN RELATIONSHIP ACCESS SAFE ACCOM HOUSING PATHWAYS JOBPLACEMENT VOLUNTEER PLACEMENT CVWRITING 28 29 11 21 19 TRAINING COURSES REHAB APP 16 16 UNKTO MH SUPPORT DRUG I ALCO SUPPORT DENTAL ACCESS 31 32 18 HELP ACCESSDR GP REGISTER 28 27 BANKACC BENEFifs SUPPORT (WOIMENAD FOODBANK 20 55 41 10 20 40 Soft Skill Outomes PARTICIPATION IN TEAMWORK DEMONSTR4TE COMMUNICA￿oN PROGRESS APPLIED PROBLEM SOLVETECHNIQUES UTIUZED STRESS MGT CRITERIA 26 36 38 MADE + THOUGHTFUL DECISIONS 35 SHOWN PROGRESS ORGANSISING SELF 40 CONFNGT RESOLUTION 28 ADAPT DIFFICULT CIRCUMSTANCES 50 RESOURCEFUL IN MGTM SUPPUES ACTIVELY OPEN TO ADVICE ENGAGED POSITIVELYSUPPORT DEVELOP + MENTAL AThtTUDE 36 PROVEN SELF MOTIVATION 37 PUT BOUNDARIESIN PLACE UNDERTAKEN PERSONAL DEV 37 WORKED AT ACTIVE LISTEN 38 COMPLY DEBT MGT SERV PARTICIPATE BUDGEnNG 23 REQUESTTO FAITH COMM 21 10 30 50

Herefordshire Vennture 31" December 2024Year End Trustaè Report Personal stories 1. The challenge of leaving prison- Oscar Oscar's dad referred him 4-5 ￿￿ekS before he was due to be released from prison. His boYs childhood story was a picture of self-abuse. destructiv8 behaviour. absconding and being excluded from schools. Vthen he was in a referral unit. he tried to take his ovm life and failed. His life continued and he became involved in crime. He w88 involved in crime until he VRS arrested for armed robbery. He had at least 2 stretches in prison. and then a release in Summer2024. We worked to line up èmployTnent and accommodation before Oscar was released but this proved impossible due to a lack of key papers. Consequently. attempts to prepare Oscar for his release before he left prison were not possible. He suffered sever818ccommodation setbacks when he was first released. Without a structure 8nd pl8nned pathway meant adjusting to being out took its toll. It then proved difficult to provide a safety net and route to rehabilttation and a renewed life. Thanks to intensive v￿rk. building a good relationship with Oscar and hi$ parent, the support of loved ones. lite took 8 turn forthe positive. Oscarfound himself offered two employment opportuntties and is nowworking fulltime and has moved into his own room in a HMO. He is rnana@ngto not only save, but also give and loan moneyto his loved on8s.The combination of regulargymworK a joband a supportrve parentcontinueto help him sustsln afresh start. Loarnlng to face Into thlngs-Tlna Tin8w8s referred to us when bailed for an alcohol related incident. which had occurred months ago. Naturally. fina was trying to stay out of trouble. fina has a personality disorder. Her instinctto run away when scared often allows problems to escalate to the point of Itving in terror. Tina had a run in with a neighbour after she accidentally opened a letter addressed to him. She opened it fast and didn't read who it was addressed to. She Spologised instantly via a note which her 19 year-old son took round. Several d8ys18ter the neighbour arrNed on her doorstep makingthreats. she apologised again. He was very angry and threatening. Tina was scare(l as she knew the neighbour had been in prison for grlevous bodily hami - GBH. Ting didn't want to mak8 an issue. but this only fed her anxiety and as a recovering alcoholic was on the edge of a dangerous place. This was 81ldoeumented butTina didn'twantanythingdone. 6 weeks later the neighbour arrived at the door again in a very threatening manner. This time, without ary provocation, he use a closed fist and madetowards her asthough to force entry into her house. Itwas only because she had large dogs he didn't enter. He became so aggressive and threatening he told her if she kept opening his post he would put a bullet through her head. indicating this with his hand towards her forehead. She felt her life had been threatened. she was fearful for herteenage children. Tina rang Vennture very upset. this time her Link Worker persuaded her to speak to the police, and supported her to make an appointment to see a lady officer away from her property. The police lady asked Tina what she would like to happen, and Tina asked rf someone could ask him to stay away. she didn't want trouble but wanted his behaviour to stop. The police Ladywas supportive and ￿'nd and iaterthe same daythe police vislted the neighbour. 4. The unseon vlctlms of drug crimo- Rlcardo Ric8rdo was referred to U5 by HMP Hewell. He is a known drug addict wrch 8 long history of substance abuse. Following charges of'possession with the intent to supply,. he was placed on remand at Hewell. By the time his courtcasewas heard. he had been insidefor 12 months, the time on rem8ndw8s considered, and hewas rele88ed a week after trial. 39

Herefordshire Vennture 3111 December 2024Year End Tfustee Report He had tried to use his prison time y￿11. He engaged in education and purposeful activity. However, seeing his family visiting him inside hurt htm immensely as he faced what he was puttingthem through. Fuelled by powerful new feelings of failure. despite every attempt to stop using drugs while inside. he came out Wtth an even bigger habit. Attimes hewas using unsafeand unregulated drugs.although hehadascriptfor his druguseforthe duration of his sentence and had access to recovery programs. Facingthe outside world brought Ricardo a different set of fears and emotions. Through the mentoring process Ricardo disclosed he was full of shame and guilt" living with his mother and niece. he wasfacingtwo more impendingcourt cases. The thoughtof seeing hisfamilyvisit himwere settingoff the same triggers andfeelings alloveragain. The Linkworkerbeganto involvehis mothei and niece in helpinghimtak8 sm811 step$ to put his life on a steady footing. His family started to hope for better things as they saw small changes in Ricardo. They rallied to assist him in clearing his old flat and tOEether with his Link Worker, they helped Ricardo get to Turning Point appointments for addiction support while his knnkworker supported him to accesstheTurningPointdoctor in preparation for rehab. When rehab was first discussed. it was tears all round coupled with excitement. A rehab start date for Ricardo is was established and his mother agreed to drive hirn there and committed to visit. Workingwith the whole family in their home. wider issues emerged. Ricardo's mother's poor physical health, worry and exhaustion were all too much. With all the strain. Ricardo's niece dropped out of education completely and stopped working. The Link Workers regutsr visits made them feel for the first time they had some support too. As Ricardo went into rehab. this provided Link Worker time to work mentoring them. It emerged that mum has severe Mental Health diff iculties and does not engage well with extended family or fiiends. The Link Worker encouraged rnum to connect with an on-line training course and helped her to access it. All three of the family now have their heads up and are looking forward for the first time in years. They all have embraced tremendous gratitude for the help they have derived from the in home mentoring. 40

Herefordshire Vennture 31" December2024 Year End Trustee Report Samples of Feedback Recelved Omb Thank WM5 $0 softyjeh for beirvJ there for• your support n￿er. 9￿$ urmt¢eo. Or 4P￿¥¢¢10ted ew. Kt'd be k6t ithoui JY)tsarhY ihai'$ Iron the botttyn of ow heart& was kssed youwarted ènd Ah thary I dKIA't h￿ to&) nKth ytytsrd •mtsm thwths YOU'￿ greatl kn're so a towards • There are nowoids ro¢N)Toss lorlhe help h8vinggJven me Trn Ihe pbst 12 mtsnths FT¢sh Starts V¢nntuT trlerelord has pui my LtTQ DacK Togethe¥. 8riUiènt protession#l d¢dic8ttd to people. Appioaehable. Unde￿andIngand Compas5iOn8t•. Gives direction when sDutcontUS8d Ilpa¢ty are so 9￿at nny really a tealp•rsott S¢Yiingovi ènd stspportingteal peoples pewsonal stfuggles. I wsh I had mei her40ye8is a40.1 8m60 o [6 Text mess>3e lkn got ￿ self-e5teem backand kn¢wl am really toingto miss heras my lrfe coachlbnkworker. Ptease pass the message on. I have noother￿VtV expre55 myopinion olvehnture. So. I have don8t6d È iOOioVenntur8 Itnk wopkei& Ifl ￿11 donal8 0nnuoLty- ThaTrkyou. L... from Hefefordshiie 41

Herefordshire Vennture 31 W December 2024Year End Trustee Report 4. Street Presence Prevention Programmes Overvlew Responding to'going-out trends.. Herefordshire Vennture'5 Street Presence Teams expanded significantly in 2024 from Friday and Saturday night-time shifts to Thursday to Saturday twilight fi[￿ night-time shifts. Street Presence uniformed volunteer teams are also now growing a presence in Ross and Leominster. In addition, we extended our Lean on M8 training and protocols to enable sixlh formers and students to provide triage skilts on the street. These changes have increased Vennture's calm. reassuring uniformed presence. improved the responsive capability to support door staff and CCT¥l and allowed the Vennture street Presence to help more people Come home safe. Cost savings for emergency services totalled £10.931. 276 incidents were attended. involving triaging 232 people: teams have observed a marked increases in the presence ofwhite powder and on two ￿¢8$10n$ dealtwith life threateningdrug experimentation in 18119year olds. 57 incidents involved discouraging and reporting antisocial beha¥iour includingdrugdealin& 12 incidents involved deterring predators. Teams have growing concerns about the brazen approach of some exploitative behavlours connected with the growth of establishments with links to serious organised crime. Workingviith West Mercia Police through the Hotspot Policing Initiative ourteams 42S reports to reduce anti-SOCi81 behaviourand crime. 2,562 volunteer hours. New twilight shifts addressed demands of people presentingwith needs in the early evening. Began the expansion of operations into Ross and Leominster. Lean-on-me mobile response enhanced flexibility. Supported 276 indmdualsto Come Home Safe: 232 intoxicated" 15 injuries: 18 keptsafe. 12 predators deterred and reported to police. Reduced anti-social behaviourwith 425 reports aiding West Mercia Police. 2,562 volunteer hours Cost savings for emergency servi¢es: É10.931. 42

Herefordshire Vennture 31" December2024 Year End Trustee Report Deployment Data from 2023 and feedb8ckfrom various agencies indicated that ourteams were respondingto incidents earlier in the evenings. a trend influenced bythe evolving nighttime economy post-COVID. To meetthese new demands, our street teams introduced twilight shifts. patrolling from 6pm to 11pm. This change providès a calm and reassuring presence in the city during peakfoottall hours. Lean on Me student teams have also gone mobile to produce more hours of vtsibility on the street, enhancing our presence. and ensuring the public feels safe and Secure. utilising the consistent patrol hours. StreetPresence 2024 Visible hours 378 168 Shifts Volunteer Hours 1.134 560 Street Pastors Twilight Ambassadors Daytlme Ambassadors LOM Leomlnster 63 42 80 240 480 14 70 36 12 280 72 36 Ross Totals 210 899 2,562 Since the implement8tion of twilight shifts in August 2024, the dats below shows times that teams are called to incidents. The distribution of incidents from 7pm onwards highlights the necessty of our early evening patrols. Thursdays Fridays 6pm 7pm •8pm •9pm 10pm 11pm 12a •1am •2am 3am •6pm 7pm2 .8pm2 .9pm3 10pm 5 11pm0 12am0 1am0 2am0 3am0

Herefordshire Vennture 3111 December 2024Year End Trustee Report Saturdays •6pm 7pm22 8pm23 9pm3 10pm5 Impact People Helped Teams Out Clearing Agency Interactions Handed Out Bottle5 Broken Glass Flip- Flops 97 Blankets Water Lollipops 276 210 499 105 31 154 57 958 We continue to see a reduction in the number of bottles cleared indicating a continued reduction in preloadingpost covid. Incidents against shifts 2S 15 io Ill ,11￿1 Jan F¢ts May Jun Jul Sep Oci No¥ D¢E Incllenls Shlfts

Herefordshire Vennture 31 ¥t December 2024 Year End Trustee Report Our Street Presence patrols increased wgnificantly during August 2024 due to additional training and 'learning patrols. linked to our working alongside West Mercia police in the hotspot's initiatwe. aiming to reduce serious violent crirne and anti-social behavior through sporadic uniformed patrols. Patterns Foottall in Hereford and The Market Towns continues to be unpredictable: payday weekends are not alw8yS indicators of peak footfall. Regardless, a pattern emerges in nature 8nd types of incidents that teams attend at differenttimos. Incidents Isolated/Alone LostlLeft Group Upset Vulnerable Can't Get Home Injured Suspect of Predator Possible Predator Intoxicated Possible Drug Use Homeless Suspicious Behaviour Suicidal Changes In the types of Incidents responded to throughout the day 17 1CO io 18 15 232 Vulnerable InJured1lmg8i￿d Keeplngpeople Safe wChanw"n8 Behavlour 13 Incldents attended are increaslng In line with additional patrols and the most common reasons for engaging have continued to be: 'hèlping the injured and impaired. and 'supporting the vulnerable.. Everyone encountered is triaged fully. The numbers of those with significant injuries increased significantly over December resulting in a greater number of people beingtsken toA&Ethan usual. We see a clear trend in twilight shifts tOW8rds promotlng safety and supporting vulnerable individuals. addressingconcern55uch as isolation. mental health. and homelessness. By being present during these hours. our teams are able to engage with indwiduals vtho might not otherwise seek help. creating a bridge to critical resources and support services. ActionsTaken Meanwhile. nighttime teams continue to provide essentl81 supporttothose out inthe night-time. Trkn 40 ILTr) 140 These teams handle rnore acute sttuations. including intoxication, injury, and safeguarding vulnerable individuals in high-risk environments. The complementary roles of the daytime and nighttim8 teams ensure a seamless and effective approach to street safety and support across broader timeframe. Our teams focus on meking sure every person they encounter doesnl leave our care until they are safe. this includes performing a quick medical assessment vthen we initially engage with an individual so they can always make the most informed decisions about wh8t care that person needs.

Herefordshire Vennture 31° December2024Year End Trustee Report Savings One of the primary objectives of our street team is to alleviate the burden of unnecessary demand on emergency seNices- includingA&E. Analysing the outcomes of the incidents we attend allows us to quantify the impa¢t of our role as the initi81 point of contact on the street. Our street triage determines the level of care required. making sure those who need to be assessed in A&E are taken their quickly and handed on with a full medical history. those who can be placed in supervised recovery in our safe place are cared for better allowing emergency seNices to respond faster. Number Prevented 18 Monetaryvalue £7.506 £3.425 £10,931 Ambulance call outs saved A&E admissions prevented Total Saving 6" Form students Postcovid. the numberof individualsrequiringsupervisedrecoveryinoursafespacebyourLean-on-Mevolunteers has gradually declined. despite the consistency of incidents occurring on the street. This possibly reflects 8 national trend ofyoung people drinking less. though this contrastswith the increasing prevalence of 'white powderf in the nighttime economy. In conjunction with the noticeable shift in timing of these incidents. a growingfrequency of occurrences earlier in the evening. the Lean-on-me program underwent significant restructuring in 2024 to enhance the student's volunteering experiencing and maxiTnising their contribution. This year. the program tr8nsitioned to 8 fully mobile response unit. enabling more flexible and efficient support for those in need. The "Donkeys"-our specially equipped vans- were equipped so they are prepared to handle anything from minor injuries to more severe incidents. including acid attacks. The-Donkèys- are also equipped with Automated External Defibrillators {AEDsi. We have now set up the Donkeys so people can be triaged in the back of the vehicle safely. The supervis8d r8covery space remains available in The Merton for use if an individual requires extended recovery time. Part otthe additionaltrainingthat students are undertaking reiatesto street safety-their own as well asthose they care for. This hss provided valuable opportunity to raise their awareness of CCTV. safe roLrtes home and areas presenting specific risks. This has lecj to 6 formers raising concerns for their triends and encouraged them to become peer advocates in the 6 form. New student recruitment for the Lean-on-me program went well in 2024. with nine new students joining the initiative. These students have completed theirtraining and have already begun their praCticalv￿rk on the streets. They are set to graduate on February 27. 2025. further strengthening our ability to provide comprehensive street support. -1 would recommend this progr8mme to 8nyone who h8S 8 passion for c8ring for others 8nd w8nts to h81p vulnerable people feel safe again. Itls 81so 8 great wayto showyourenthusi8sm torh88lth andsocial care when 8pplyingto rei8tedprofessions-_Student 46

Herefordshire Vennture 31st December 2024Year End Trustee Report Case Studies Our work on the streets often involves handling ch811enging srtuations with compassion and c8re. Here are four examples of how ourteams have made a difference: Supporting a Vulnerable Teenager: One evening. our team encountered a 12-ye8r-old girl who had consumed a bottle and halfof vodka. She in a severely impaired state and required urgent care. Our team provided immediate support. ensuring shewas safe and received the medical attention she needed while theyw8ited for Police and an 8mbulance to attend. Theteam then supported the police in reconnecting her with her mum. who we transported to the hospwtal to be with her. Respondingto a Medical Emergency: Our team received a call from door staff at a venue about an unconsciousyoungwoman outsidethevenue. Herfriends were panicking and unsure of howto help. Upon arrival, we conducted a basic medical check and detemined she needed immediate hospitalcare havingtaken ketamine and alcohol. We transported her tothe hospital in the Donkey. accompanied by g fèwof herfriends, ensuringshe had supportduringthetransfer. We then provided supportto thefriends as it had been a traumatic experience. vthilst ensuringthe parents of the young person were contacted to ensure a safe return home. These case studies illustrate the critical role our Street Presence Teams play in safeguardlng and supporting individuals in need. reinforcingourcommitmentto making Herefordshire's streets saferforeveryone. Hotspot Strategy West Mercia Police's Operation Radiate focuses on having a visible unrformed presence In vulnerabilty hotspots identified by high levels of crime and anti-social behawour. The uniformed presence acts to deter bad behawour whlle providing a reassuring presence to the public. We have contribLrted to the project in Hereford and Leominster since ttslaunch in August 2024. Our Street Teams have made 425 patrol reports to Operation Radiate, which have been instrumental in addressingthe safety of these targeted areas 8nd tackling the wider aim of reducing anti-social behavior and crime across the country. Incidents in Hereford Incidents in Leominster Other Com Square Coningsby Street Broad Street Wesl Street Commercial Street Commercial Road Other 10 15 Using National College of Policing definitions. a total of 57 incidents of anti-social behavior were recorded, with most hotspots aligning closely with expected activity 18vels. An exception was Leominster's Corn Square. which saw lower-than-expected incident levels due to construction vthich ran from the start of the project and finished mid-December. This data has been recorded into police databases, informing strategies to reduce crime and improve safety in and around the hotspots. enhancingtheir safety. Recent reports f rom the police indicate that this initiative is having the desired effect on crime and anti-social behaviour levels not only in those areas but surrounding areas as vrfell. This noticeable reduction in anti-social behavior 8nd crime underscores the effectiv8ness of these targeted interventions and creating a safer Herefordshire. 47

Herefordshire Vennture 31•1 December 2024 Year End Trustee Report °tVenntureJ supporting the most vulnerable thmugh a number of differentprojects forsome considerable time is recognised across the Community Safety Partnership and beyond as it not only provides re8ssurance to the community in the County of Herefordshire. but reduces the demand on police, 8mbulance and other health seNices by preventing or Inte￿ening before issues escalate to th8S8 sernices.-_ Westmercla Pouce Conclusion 2024 was transformative for Vennture's Street Presence initiative. marked by significant achiev8m8nts and progress. From the introduction of the expanded Street Presence hours of Twilight to Laying the groundwork for extending coverage to Ross and Leominster. our teams have ¢ontinued to expand and adapt to meet the evolving needs of ourcommunity. Th8 L8an-on-Me prograrn's transition to a mobile unit demonstrated our commitment to providing flexible and efficient support. while continuing to meet the needs of the community. The successful recruitment of nine new students and 6 new adultvolunteers ensures this essential service will remain robust in 2025 and beyond. These new recruits have already made a meaningful impact on the streets. learning and supporting our stable and committed cohort ofvolunteers. Our involvement in the Hotspot Policing Initiative has not only helped reduce anti-social behaviour and crime in high-risk areas it has also strengthened our cross-sector working. The data gathered and shared through this initiative underscores the value of our street presence in fostering safer and more connected communities. Together. these efforts represent a holistic approach to community care-one that combines immediate assistance, preventative measures. and long-term support. As we move fotward. Vennture's Street Presence Teams will continue to be a beacon of safety, compassion, and hope for all those in need reinforcing our commitment to making Herefordshire's streets Safer for everyone. "It was so wonderful to be in a room of people thatcared so much for others. it somethingyou dontget to see in otherplaces and I felt I waspart of somethingspecial°_A new street volunteer 48

Herefordshire Vennture 31 ul December2024 Year End Trustee Report Vennture Enterprises (a wholly owned subsidiary of Herefordshire Vennture) Chairs report The Merton Hotel 49

Herefordshire Vennture 31" Oe¢8rnber2024 Year End Trustee Report Vennture Enterprises Limited Chalr$ Report Vennture Enterprises Limited was registered as a wholly owned subsidiary of the charity in December 2021. Its objective is primarily to provide an alternative income stream for the charity through property and, longer term, to support the charity's social objective of 50 front doors. The purchase of The Merton in 2022 for emergency accommodation under a council contract really came to fruition in 2024 with occupancy averaging around 90%. Interest on the charity loan is now over £50K pa. with excess profits over £2.8K per calendar month. which will be gifted back to the charity. Finances have also allowed for increased administrative and financial staff based at the charitws offices and improved supportstaffingat the Merton. The housekeeping function has been taken back in hand. saving considerable costs going forward. The increased demand has impacted on the wear and tear of the Merton and increased maintenance 8nd improvements are required. which are provided for in next year's budget. Challenges with Herefordshire Council management and their budgets has had to be managed carefully. but operationally there is an excellent relationship and. most import8ntly. the guests feel safe and supported at the Merton endorsing the excellent workof the team. The accounts for Vennture Enterprises Limited have been prepared on a going concern basis, on the understandingthat the onlyshareholder. andprimarymortgage holderupon th& company's assets is Herefordshire Vennture 'the parent company.. Hugh Pattlson-Appleton Chalr 50

Herefordshire Vennture 315t December 2024 Year End Trustee Report The Merton Hotel Rèsidonts Thisyearwe provided emergencyaccommodationto 28families including30 children and 48 individu81s. It is important to remember th* all our guests have gone through a recent trauma of facing homelessness, often after a series of other traumatic experiences such as relationship breakdown. abuse. job loss or eviction. Often they cometo us verysc8red, is018ted and alone having lostconnectionwith people. place and purpose. Many do not have the resilience to hold a conversation. Many cry themselves to sleep for the first few ni8hts. Most are just like us-ordinary. decent. hardworking people who have hita bigbump in the road. Improvements 2024 was a dynamic year for The Merton Hotel deepening our application of our Vennture values: Faith. Love and Endeavour. Valu88: Wa intégrate Vennture's Christian values into all our daily operations - internally and with our guests. By doing so, we have created an environment where faith, love, and endeavour are not practiced by the team and embraced by the people we seNe. Guests comment on the positive. supportive atmosphere that extends beyond the walls of the hotel. helping guests applythese values in their personal lives and interactions with others. Feellng safe: Our team put significant effort into enhancing the overall guest experience - especially in helping residents be and feel safe. We cultivate awelcoming and homely atmosphere through small acts of Loving People Better. actively listening to our guests, understanding their needs, and ensuring v provide the best and most suitable adaptations as possible. Communlty:We have a strongsense ofcornmunitywithin the hotel and we created a space where guests feel comfortable to engage. share. and connect with one another. This allows guests to build meaningful friendships. not only amongadults but atso extendingtothe children. We encourage peer support groups to form naturally so no one feels alone. Eating together builds natural connections and contributes to 8 welcoming and Incluslve atmosphere that enhances the overall sense of belonging and acceptance. Connaetions= Through our ongoing engagements ￿llth guests. we have been able to identify several gaps in their understanding of their current situation as w811 as basic life skills. These insights have provided us with valuable opportunities to connect guests with a wide range of support services. By collaborating with various professionals. we have been able to offer tailored assistance that meets the specific needs of individuals stsying 8t The Merton. Support: Through working with Venntures such as Taurus Health Care and Healthy Lifestyles. we have been able to offer a variety of support. ranging from practical skills like basic cooking and budgeting to more specialized assistance, including mental health support and addiction recovery seNices. These collaborationshave notonlyhelpedguestsaddress immediate needs buthave aisoempowered them with the tools and knowledge to improve their overall well-being and quality of lrfe. By addressing these underlying issues. we are fostering a supportive environment that contributes to long-term positive outcomes for our guests. Occupancy 2024 average occupancy atThe Merton has been 88.996. it remained hi8h tothe end of 2024. consistently6X¢88ding our target of 9096. This means that. on average. only one room has been left vacant at any gtven time. reflectingthe high demand for our rooms. We maintain this level of occupancy throu￿ a combination of planning and being responsive. ensuring we meet the needs of our guests and Hereford Council. Our relationship with the council's temporary accommodation team has been steadily growing. 51

Herefordshire Vennture 31" December 2024 Year End Trustee Report Room Occupancy 100.00% 90.00% 80.00% 70.00% 60.00% so.oo% 40.00% 30.00% 20.00% 10.00% ////////// // 20 SIn￿e Female Single Male 12 10 •Children •couple Jan Feb March April May June July Aug Sep Oct Nov De¢ Jan Feb 12 Mar April May June 15 July li Aug 18 Sep Oct Nov Dec &'ngle Femak Single Male Children couple Sum li 18 18 13 io 10 loi li 19 15 25 24 33 29 25 31 32 The prevalence of Slngie Females. 61%. and Chlidren. 29% in the occupancy emphasise the need for our values driven approach and prioritising people feeling safe especially in the context of growing awareness of the inadequacy of provision forthese groups. The strong and consistent demand for rooms throughout the year. with séveral weeks reaching full capacity. demonstrates the need for us to grow our capacity by acquiring further properties. 52

Herefordshire Vennture 31" Decernber2024 Year End Trustee Report Operatlons Appointing a dedicat8d manager to oversee the operation of The Merton has made 8 transformational difference. As has been described, it has enabled us to realise our ambition to create a safe. secure and well-purposed environment albeit within very tight contractual and budgetary constraints. Malnlen8nc8: Maintaining the building poses its challenges given the age of the propety. We uphold standards across the building through 8 predictive prevention focussed pian to ensure the property remains in good condition and operates smoothly. In 2025 we will begin the work of drawing up plans for the conversion of the building. We have brought our cleaning services in-house to give us greater control over quality and consistency. while also providing the added benefft of reductng our cost$. People: Now we are operating in a 'stable state,, we have reassessed our Merton team's roles and structure. As a result. V￿ have developed a comprehensive pian to streamline the workings of the hotel overthe nextyearto: Create 8 more supportive and sustainable working environment, 2. Enhance the overall efficiency and effectiveness ofthe team. 3. Make things easierfor individuals. 4. Improve the team's availabilityto residents. Buslness: We are humb18d bythe supportwe receNe ftom local Hereford bu5inesses.we have been Ofted 8 wide range of items, includingairfryers. h8ndmade blankets. and cuddlyteddiesforchildr8n. in addition to. a Tvfor our communal area. clothing. children'stoys. and much more. Each contribution, big or small. has made a profound difference and accelerated our ability to create an environment of security and well- being. Going forward we want to nurture business rei8tionships that address the biggest ch811enges facing our residents: financial independence and the ability to self-determine. We want to collaborate with businesses to open opportunities for our residents to gain skills 8nd reconnect with meaningful employment. Community: Christrnas illustrated the support Twe enjoy from our local communty. As you can imagine. Christmas is particularly difficult for many of our guests. Thanks to the overwhelming generosity of our local community. we V￿re able to bringsome joyto their lives. our heartfeltthanks are due for donations from Dunelm, Brightwells. The Green Dragon. The Cathedral as well as from a kind-hearted family from Hereford. which ensured that every guest wok6 upto a th on Christmas morning. Strategy The Board and Charity remain committed to a strategy of acquiringfurther properties vthich meet 2 criteria: Short- term to offer the opportunity to reduce the local emergency accommodation crisis: Long-term to find properties which are convertible to safe, secure Vennture Homes for families escaping homelessness, or Care-experienced young people. We are cultivating collaborative relationships wwth W8twick Business School. Stronger Families and Children {SFACI and The National House Projectto realise ourambitions. 1n2025wewillacquireourthird property and bring on board dedicated resource to grow and delrverthe proposttion. 53

Herefordshire Vennture 31" Dacember2024Ye8r EndTrustee Raport AUDITORS The auditors. Thorne Widgery Accountancy Ltd. will be proposed for re-appointment at the forecoming Annual General Meeting. This report has been prepared in accordance with the special provisions of Part 1 S of the Companies Act 2006 relatingto small companies. Approved by order of th oard oftrusteeson.....l.1.(3125................... and signed on its behalf by: Rev S Tartton-Trustee

Herefordshire Vennt Statement of Trustees, ResponsitHI"rties forthe Year Ended 31 December 2024 The trustees (who are also the directors of Herefordshire Vennture for the purposes of company lawl 8re responsibl8 for preparingthe Report of the Trustees and the financial statements in accordance with applicab18 law and United Kingdom Accounting standards (United Kingdom Generally Accepted Accounting Practice) including Financial Reporting standard 102 The Financial Reportingstandard applicable in the UK and Republic of Ireland" Company law requires the trustees to prepare financial statements for each financi81 year which give a true and falr vlew of the state of affairs of the charitable company and of the incoming resources and application of resources. including the income and expenditure. of the charitable company for that period. In prep8ring those financial ststements. the trustees are required to select suitable accounting policies and then apply them consistently; obseDie the methods and principles in the Charity SORP: make judgements and estimates that are reasonable 8nd prudent: prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charwtable companywill continue in business. The trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the charitable ¢ompany and to enable them to ensure that the financial statements comply with the Comp8nies Act 2006. They are also responsible tor safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other IrregU￿ritIeS. In sofarasthe trusteesare aware: there is no relevant audit information of which the ¢haritable company's auditors are unaware; and th8 trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditors are aw8re of that information. The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company'5 website. Approved or rd of trustees on ..L?LsllS.............................. and signed on its behalf by: Rev S Tarlton - Trustee 55

ortofthe In Herefordshire Vennture ntA Oplnlon We have audited the group and parent charitable compary financial statements of Herefoidshire Vennture {the 'group' and 'parent charitable companll for the year ended 31 December2024 which comprise the Consolidated Statement of Fin8ncial Activities, the Consolidated B81ance Sheet. the B818nce Sheet, the Consolidated Cash Flow Statement and notes to the financial statements. including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdorn Accounting Standards (United Kingdom Generally Accepted Accounting Practice), including Financi81 R8portingStandard 102 The Financial Reporting standard applicable in the UKand Republic ot Ireland,. In our opinion the group and parent's financial statements: give a true and fair view of the state of the group and parent charitable company's affairs as at 31 December 2024 and of its incoming resources and application of resources. including its income and expenditure, fortheyearthen ended: have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice, including Financial Reporting standard 102 'The Financial Reporting standard applicable in the UK and Republic of Ireland" and hav8 been prepared in ac¢ordan¢e with the requirernents of the Companies Act 2006. Basisforopinion We conducted our audit in accordance with International Standards on Auditing (UK) {ISAs {UKII and applicable law. Our responsibilities under those standards are further described in the Auditors. responsibilities for the audit of the financial statements section of our report. We are independent of the group and parent charitable company in accordance with the ethic81 requirements that are relevant to our audit of th8 financial statements in the UK. including the FRC'S Ethical Stsndard. and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Concluslons relatlng to golng concem In auditing the financial statements. we have concluded that the trustees, use of the going concern basis of accounting in the preparation of the financial ststements is appropriate. Based on the work we have performed, we have not identtfied any material uncertainties relating to events or conditions that. individually or collectively. may cast doubt on the charitsble company and group's ability to continue as a going concem for a period of at least twelve months from when the financial statements are authorised for issue. Our responsibilities and the responsibilities of the trustees with respect to going concem are described in the relevant sections of this reporL Other informatlon The trustees are responsible for the other information. The other information comprises the information included in the Annual ReporL other than the financial statements and our Report of the Independent Auditors thereon. Our opinion on the group and parent's financial statements does not coverthe other information and. except to the extent otherwise explicwtly stated in our report. we do not express any form of assurance conclusion thefeon. In connection with our audit of the financial statements. our responsibility is to read the other information and, in doing so. consider whether the other information is materially inconsistent with the financial ststements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such Tnaterial inconsistencies or apparent material misstatements. we are required to determine whether this gives rise to 8 material misstatement in the tinancial ststements themselves. If. based on the work we have performed, we conclude that there is a material misstatement of this other inforrnation. we are required to report that facL We have nothingto report in this regard.

rt ofthe Inde ndentAuditor t th Tr Herefordshire Vennture ees of Matters on which we are required lo report by exceptlon We have nothing to report in respect of the following matters where the Charities (Accounts and Reports) Regulations 2008 requires usto reporttoyou rf. in ouropinion: the information given in the Report of the Trustees is inconsistent in any material respect with the fin8nci81 ststements, or the group and parent charitable company has not kept adequate accounting records: or the financial statements are not in agreement with the accounting records and returns: or we have not received all the information and explanations we require for our audit. Re8pon81bllllles of trustees As explained more fully in the Statement of Trustees. Responsibilities, the trustees (who are also the directors of the charitable cornpany for the purposes of company lawl are responsible for the preparation of the financial statements and for beingsatisfied thatthey give 8 true andfairview, and for such intern81 control as the trustees determine is necessary to enable the preparation of financial statements th8t 8re free from material misstatement. whether due to fraud or error. In preparingthe financial statements. the trustees 8re responsible for assessing the charitable comp8ny's ability to continue as a going concern. disclosin& as applic8ble. matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to ceas8 operations. or have no realistic alternative but to do so. Our responsibilities for the audit of thefinancial Statements We have been appointed as auditors under Section 144 of the Charities Act 2011 and report in accordance with the Act and relevant regulations made or having effectthereunder. Our objectives ar8 to obtain reasonable assuiance at>out whether the group and parent's financial statements as a whole are free from material misstatement. whether due to fraud or error. and to issue a Report of the IndependentAuditors that includes our opinion. Reasonable assurance is a high level of assurance. but is not 8 gu8rantee that an audit conducted in accordance with ISAS (UK) will always detect 8 material misstatement when it exists. Misstatements Can arise from fraud or error and are considered material rf. individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the b8SIS of these financial statements. The exient to which our procedures are capable of detecting irregularities, includingfraud is detailed below: W8 obtained an understanding of the legal and regulatoryframework applicable to l)oth the Charity rtself and the sector in which it operates. We considered the extent of compliance with those laws and regulations as part of our procedures on th8 related financial ststements. Our audit procedures included: Making enquiries of management as to where they consider there to be a susceptibility to fraud and whether they have any knowledge or suspicion of fr8ud: Obtaining an understanding of the internal controls established to mitigate risks related to fraud or non- compliance with iavts and regulations. Assessingthe design effectiveness of the controls in place to prevent and detect fraud: As5essingthe risk of management override including identifying and testingjournal entries; Challenging the 8ssumptions and judgements made by management in its significant accounting estimates. Whilst our audlt did not identify any signrficant matters re18ting to the detection of irregularities including fraud, and despite the audit beingplanned and conducted in accordance V*llth ISAS (UKI, there remains an unavoidable rlsk that material misstatements in the financial statements may not be detected owing to inherent limitations of the audlt. and that by their very nature. any such instances of fraud or irregularity would likèly involve collusion, forgery. Intentional misreprasèntations. or the ￿erride of internal controls. 57

rtofthe Inde ndentAuditors to the Trustees of Herefordshire Vennture A further description of our responsibilities for the audit of the financial ststements is located on the Financial Reporting Council's website at vmw.frc.org.uklauditorsresponsibilities. This description forms part of our Report ofthe Independent Auditors. Use otour report This report is made solely to the group and parent charitabLe company's trustees, as a body, in accordance with Part 4 of the Charities IA¢counts and Reports) Regulations 2008. Our audit work has been undertaken so that we might stste to the group and parent charitabl6 compan￿$ trustees those matters we are required to stste to them in an auditors, report and for no other purpose. To the fullest extent permitted bylaw, we do not accept or assume responsibility to anyone other than the group and parent charitable company and the charitable company's trustees as a body. foi our auditwork. for this report. or for the opinions we have formed. Thorne Widgery Accountancy Ltd Chartered Accountants ststutory Auditors Eligible to act as an auditor in terms of Section 1212 of the CompaniesAct2006 2 Wevale Business Park KingsAcre Hereford Herefordshire HR4 78S i%($.115........................ Date:........ 58

Herefordshire Vennture Consolid8tefj.Stg1 in 31.12.24 Total funds 31.12.23 Tot81 funds Unrestricted Designated funds funds Restricted funds Notes INCOME AND ENDOWMEMrs FROM Donations and legacies 64,005 13.562 13,608 91,175 72.901 Charltablo actlvltles Helping families, yOLJng people and individuals 897,097 943,637 607,143 Other trading activities Investment income Other income 62.230 839 109 269.290 331.520 1,001 565 175,174 1.062 1,479 162 456 Total 173,723 282.852 911.323 1.367.898 857.759 EXPENDITURE ON Raising funds Charitsble actlvltles Helping families, young people and individuals 235,932 235,932 58,285 352.362 33.744 828,177 1.214.283 1,112,559 NET INCOMEI{EXPENDITURE) (178,639} 13.176 83,146 {82.317} (313,085) Tran9fers between funds 20 114.723 28.965 1143.6881 Gain on revaluation of Investment proparty 226.625 226.625 Net movement In lunds {63,9161 268.766 {60,5421 144.308 1313,0851 RECONCILIATION OF FUNDS Total funds brought fotward 121.745 860.562 895,285 1,877.592 2.190,677 TOTAL FUNDS CARRIED FORWARD 57.829 1.129.328 834,743 2,021,900 1.877.592 The notes fo￿ pan ofthese fin8nci81 SL*ements 59

hir lidated 31.12.24 31.12.23 Notes FIXED ASSETS Tangible assets Investments 12 13 826,139 937.000 841.734 705,530 1.763,139 1,547,264 CURRENT ASSETS Debtors Cash at bank and in hand 14 221.762 433.674 192.910 535.782 655,436 728,692 CREDITORS Amountsf8llingduev4ithin one year 15 (115,060) (90,742) NET CURRENT ASSErs 540,376 637,950 TOTAL ASSETS LESS CURRENT LIABILrriES 2,303.515 2,185.214 CREDITORS Amountsfallingdue after morethan oneyear 16 {281,615) 1307,622) NEf ASSErs 2,021.900 1,877.592 FUNDS Unrestricted funds Restricted funds 20 1,187,157 834.743 982,307 895.285 TOTALFUNDS 2,021,900 1,877,592 The charitable company is entitled to exemption from audtt under s￿l0n 477 of the Companies Act 2006 forthe year ended 31 December 2024. The members have not deposited notice, pursuant to Section 476 of Companies Act 2006 requiring an audit of these financial statements. The trustees acknowledge their reswrtsibilrties for lal ensuring that the charitable company keeps ￿COurrtlng records that Comply with Sections 386 and 387 of the Companies Act 2006 and preparing financial sLgtements which gihe a true and fair view of the state of affairs of the charitable company as at the end of each financial year and of its su￿lUS or deficit for each financialyear in accordance with the requirements of Sections 394 and 395 and which otherwise comply vlith the requirements of the Companies ￿t 2006 relating to financialstaterrEnts. so far as applicable to the charitable company. Ibl These financial statements have been audited underthe requirements ofse￿10n 145 oftte Chariti&g A£t 2011. These financial statements have been prepared in accordance with the prowsions applicable to charitable companies subjectto the smallcompanies regime. The finan andw re approved by the Board of Trustees and authorised for issue on ... halt by- Rev arlton- ee The notes form part of these finarKial statements 60

nnt lan 24 31.12.24 31.12.23 Notes FIXEDASSETS Tangible assets Investments 12 13 824.752 841.734 824,753 841,735 CURRENT ASSErs Debtors Cash at bank and in hand 14 983,009 420,595 993,718 514,474 1,403,604 1,508.192 CREDITORS Amountsfallingdueviithin one year 15 (78,5721 158,460) NEf CURRENT ASSETS 1.325.032 1,449.732 TOTAL ASSEfs LESS CURRENT LIABILITIES 2.149.785 2,291,467 CREDITORS Amountsfalling due after morethan on8year 16 1281.615) {307.622) NEf ASSETS 1,868,170 1,982,845 FUNDS Unrestricted funds Restricted funds 20 1.033.433 834,737 1.088.560 895.285 TOTAL FUNDS 1.868.170 1.983.845 The charitable company is entitled to exemption from audit under Section 477 of the Companies Act 2006 for the year ended 31 December 2024. The members have not deposited notice. pursuant to Section 476 of the Compani88 Act 2006 requiring an audit of these financial ststements. The trustees acknowledge their reskx)nsibilities f( lal ensuring that the charitable company keeps xcounting recor(ts that comply v￿￿ Sections 386 and 387 of the Companies Act 2006 and preparing financial statements vknich gNe a true and fair view of the state of affairs of the ch8rttable company 8S at the end of each financialyear and of tts surplus or defictt for each financial year in accordance wth the requirements of Sections 394 and 395 and vthich otherwise comply wtlh the requirements of the Companies Act 2006 relating to financi81 statements. so far as applicatle tothe charitable company. Ib) These financial statements have been audited under the r8quirernents ofsection 145 of ttre Chariti&g kt 2011. These financial statements have been prepared in aCcOrd￿e with the provisions applicable to charitable companies subjectto the small companies regime. The financial stat and were si ent proved by the Board of TnJ5tee5 and authorised for issue on ... 1113.ks Rev S Tarlt The notss fomi partof these financial ststements 61

onsolidated Cash Flowststement 31.12.24 31.12.23 Notes Cash flows from oporating activities Cash generated from operations Interest paid (53.169) 128.3231 {91.375) {17.276) Net cash used in operating activities (81.492) (108.651) Cash flows from Investlng 8Ctivitio8 Purchase of tangible fixed assets Purchase of investment property Sales oftangble fixed assets Reclassification of assets Interest received (17.9471 14.8451 2,136 114,4141 122.1111 (4.4351 1,062 1,(101 Net cash provided byllused in) investing activities (19.6551 {39,8981 Cash flows from tinanclng actlvilles New loan5 in year Loan repayments in year 294.034 {4.4881 1961) Net cash provided bytinancing activities 1961) 289.546 Change In cash and cash equivalents In the reporting period Cash and cash equivalents at the beginnlng of the reporting period 1102.1081 140.997 535,782 394,785 Cash and cash equlvalonts at tho ond of the reporting period 433.674 535.782 The notesform partof these financialststements 62

Notes to the Consolidated Cash Flow Statement forthe Year Ended 31 December 2024 RECONCILIATION OF NEf (EXPENDITUREVINCOMETO NEf CASH FLOW FROM OPERATING ACTIVITIES 31.12.24 31.12.23 Net (expendlture)Ilncome for the reporting period (as per th8 Statement of FinancialActlvlties) Adju$tment$ for: Depreciation charges Interest received Interest paid Decreasel{increasel in debtors Decrease in creditors 182,317) (313,085) 29.950 (1,0011 28.323 (28.852) 728 32,141 11,0621 17,276 167.639 5,716 Not cash usod In operations 153.169) (91.375) ANALYSIS OF CHANGES IN FUNDS At1.1.24 Cash flow At31.12.24 Nel cash Cash 8t bankand in hand 535,782 1102,0811 433.674 535.782 1102.0811 433,674 D8bt Debts falling due within 1 year Debtsfalling due after 1 year {6.9251 (307.6221 {25.0461 26.007 {31,9721 1281.615} (314.5471 961 1313,587) Total 221.235 1101.1471 120,087 The notes fom part ofthesefjnancial statements

nt nt ACCOUNTING POLICIES Basis of prepwingthe financial stateme￿9 The financial statements of the charitable company. which is a public banefrt entity under FRS 102. have boen prepared in accordance with the Chartties SORP IFRS 1021 'Accounting and Reporting by Charities: Statement of Recommended Practice applicable to chariiies pfeparing their accounts in accordance with the Financi81 Reporting Standard applic8bLe in the UK and Republic ol Ireland IFRS 1021 {effectNe 1 January 20191.. Financial Reporting Stsndard 102'The Financial Reporting Standard applicable in the UK and Republic of Ireland, and the Comp8nies Act 2006. The financial statements have b8en prepared underthe historical cost convention. The financial statements have been prepa￿￿ under the historical cost convention. in accordance with the Companies Act 2006. the Financial Reporting Standard 102 and the Statement of recommended Piactlce. Accounting and Reporting by Charities {FRS1021. The charity is a public benefrt entityas defined under FRS102. The Trustees, report contains furth8r infomiation about uncertaintieg relating to going concern 8nd specitically refer to the stiategy whbch seek$ io mitigate 8nd spread the risk$ ¢ommon among growing charities. Nonetheless, these accounts have been prepared on a going concern basis. Group Financial Statements The results of Herefordshire Vennture and its vtholly owned subsidiary Vennwre Enterprlses Llmlied have been consolidated and group accounts have been presented. All transactions between the Charity and rts subsidiary have been eliminated on consolidation. A separate statement of financial activities and income and expendrture account for the Charity itself are not presented because the Ch8rty has tsken advantage of the exemptions afforded by Section 408 ofthe Companies Act 2006 and paragraph 397 ofthe SORP. Going Concern The trustees assess whetherthe use of going concem is appropriate i.e. whetherihere are any material uncertainties re18ted to events or condttions that may cast signrficent doubt on the ability of the company to continue as a going concern. The tn59tees make this assessment in respect of a period of at least one y88r trom the date of authorisation for issue of the financial statements. The charitable company has the continued support of its bankers and funders and have concluded that the company has adequate resources to continue in operational existence for the foreseeable luture and there are no material uncertainties about the charitys ability to continue as a going concern. thus they continue to adopt the going concern basis of accounting in preparinEthe financial statements. The Charity has a clear. weil-resourced plan to continue to further dNersify and increas8 its income in 2025 and bulld Its unrestricted reserves. Th6 board will ¢ontinue to monitor and reviewthe activities and provide strong and clear governance. Income Ail income is recognised in the Statement of Financ￿1 ActNities once the Charity has entitlement to ihe funds, it Is probable that the income will be received and the amount can be measured rgtsably. Income from donations is included as income vthen these are recer¥abLe. except as follows: il When donors specify Ihai donations gTr￿n to the charty must be used in future accounting periods, the income is deferred until those periods. 111 When donors impose conditions vthich have to be fulfilled before the charity becomes entitled to use such income. the income is deferred until the pre-condrtions have been met. Income from government and other grants, is recognised when charrtable company has entitlement to the funds, any performance conditions attached to the grants have been met. it is probable that the income will be received and the amount can be rneasured reliably ond is not defefred.

Herefordshire Vennture Notesto the Financial Statements- continued fortheyear Ended 31 December 2024 ACCOUNTING POLICIES- continued Expendlture Liabilities are recognised as expenditur8 as soon as there is a legal or constTUCtive obligation committing the charity to that expenditure, it is probable that a transfer of economic benefits will be required In sattlement and the #mounl of the obllgatlon can be measured reliably. Expen(Jiture is accounted for on an accruals basi5 and has been classklied under headings that 8ggrog8te 811 cost related to the cat8gory. Where costs cannot be directly attributed to partlcular headings they have been aUoe8ted to activities on a basis con8lst8nt with the use of r8sourc8S. Grants offered subject to conditions which have not been met at the year end date are noted as a commitmenl but not accrued os expenditure. Charitsble 8Ctiviti8s Charitable a¢tNities comprises those costs incurred by the charity in the delivery of its acllvitles and seThices for its beneficiaries. It includes tioth costs that can be allocated directly to such 8CtNities and those Gosls of an indirect nature necessary to support them. Charitable a¢ti¥ities Governance costs include those costs associated with meetingthe constitutional and statutory requirements of the charity and include the audit ano accounts preparation fees and costs linked to the strategic management of the charty. Tangible fixèd assets Depreciation is calculated so as to write off the c05t of an asseL less its estimated residual v81ue. over the useful economic lite of that asset as follows: Furniture & Equipmerrt Computers Freehold Prope Building Improvemantg Motor Vehicles 10% par annum straight line 33% per annum Sirai¥it line 2% per annum straight line 5% per annum straight line 20% per annum straight line Tangible fixed assets costing more than É2,000 are caprialised and included at cost including any incidental expenses of acquisition. Investment proporty Irwestment propety is shown at most recent valuation. Any aggregate surplus or deficlt arlsing from ¢hanges in tair value is re¢ognised in proftt or loss. Investment property is initial recognised at cost and subsequgrrt remeasured to fair ¥alue at each reportlng date, whh charges tofairvalue recognised in profit or lose. Taxation The charty is exemptfrom corporation tax on its charitable actr¥ities. Fund aceounting Unrestricted funds can be used in aecordance with the charitable objective$ atthe discretion of the trustees. Restricted funds can only be used for particular restricted purposes within the objert5 of the charity. Restrlction8 ar15e when specrfied bythe donor or when funds are raised for particular restricted purposes. Further explanation of thè nature and purpose of each frjnd is Included in the notes io the financial st8t8ments. Penslon costs and other post-retlromenl b8n8fft1 The charitable company operates a defined contribution pension scherne. Contributions payable to the charitable company's penslon scheme are charged to the Statement ot Finan¢iolActivriies in the period to which they ralate. Debtors Trade and other debtors are recognised ai the settlement amount due after 8ny dlscounts offered. Prepayment8 ar9 valued at the amounts prep8id net of 8ny discounts due. 65

hir Vennture Note t th Fin nt ontin ACCOUNTING POLICIES- continued Credltors and provisions Creditors and provisions are recognised wheie th8 chartty has a piesem obligation resulting from a past event that will probably result in the transfer of fvnds to a third party and the amount due to Settle the obligation can be measured or estimated reliably. Creditors and pr(Nisions are normally recognised at their settlement amount after allowing for any discounts due. Flxed asset & currenl investments Investments 8re stated at market value as 8t the balance Sheet date. The gtstement of financial activities includes the netgains and losses aiising on revaluation and disposals throughoutth8 year. Cash and bank and in hand Cash at bank and cash in hand includes cash and shorttemi highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or simiiaraccount. DONATIONS AND LEGACIES 31.12.24 Total funds 31.12.23 Total funds Unrestricted Restricted funds funds Donations Gift aid 65.998 11.569 12.601 1.007 78.599 12.576 63,843 9.058 77.567 13.608 91.175 72,901 Included ￿￿thin the above unrestricted total is £13,562 of designated income. OTHER TRADING ACTIVITIES 31.12.24 Total funds 31.12.23 Total funds Unrestricted funds Restricted funds Room hire Vennture Enterprises Ltd 4.568 326.952 4,615 170.559 326.952 331.520 331.520 175,175 Included within the above unrestricted total is £269,29) of designated income. INVESTMENT INCOME 31.12.24 Total funds 31.12.23 Total funds Unrestricted funds Restricted funds Deposit account interest Intercompany loan interest 839 162 1,001 1,062 839 162 1,001 1.062

Herefor shir nnt for the YeaiEndei131DRcemtteL2024 INCOME FROM CHARITABLE ACTivmES 31.12.24 Helping f8milie8. young people and indtviduais 31.12.23 Tot81 activtties Grants Training services provided 939.752 3.885 602,943 4,200 943.637 607,143 Income from charitable activities is split £46.$40 unrestricted and £897.097 restricted. Grants receNed. Included in the above. are as follows: 31.12.24 31.12.23 Garfield Weston Foundation Th8 Eveson Charitable Trust Building Better Opportunities Herefordshire Council Hereford Cathedral Herefordshire Community Foundation West Merci8 Police and Crime Commissioner Exchequer Services Landau Ltd Lloyds Bank Foundation Gorsley Baptist Church Secretary of State for Work and Pensions The National Lottery Community Fund Baring Foundation Hereford City Council West Mercia Community Safety Partnerships Ludlow Trust Company Ltd Community ChaplaincyAssociation Mental Health Rough Sleeper Project Access Reach Fund Albert Hunt Victoria Charitable Foundation NHS Herefordshire &Worcestershir8 ICB St Martins in the Field Charity 45.000 95.000 30.834 146,217 94,000 1.000 3,000 2.781 25.000 1.350 124.983 63.484 37,000 3.000 20,294 5,000 10.000 35.000 323,562 34.167 5,297 50.000 760 251.281 1,500 13.818 14.950 7.000 950 95,967 500 939.752 602.943 67

hirevennture tes to the Fin8noal Statements- £oDiDue CHARITABLE ACTivmES COSTS Grant funding of activities Support costs (see note 7) Direct Costs Totals Helpingfamilies. young people and individuals 937.896 4.746 271.641 1.214.283 SUPPORT COSTS Information technology Governance costs Finance Other Totals Helpingfamilies. young people and individuals 29.565 53,398 172.256 16.422 271,641 NET INCOMEI{EXPENDITURE) Net incomellexpenditure} is stated after charginyjlcrediting): 31.12.24 31.12.23 Auditors, remuneration Depreciation - owned assets Operating lease payments 20,217 29,950 10.272 16.314 32,140 9,874 TRUSTEES. REMUNERATION AND BENEFITS There were no trusteès, remuneration or other benefits for the year ended 31 December 2024 nor for the year ended 31 December 2023. Trust88S' 8xpense8 There were no trustees. expenses paid for the year ended 31 December 2024 nor for the year ended 31 December 2023. 10. STAFF cosrs 31.12.24 31.12.23 Wages and salaries Social security costs Other pension costs 835.570 66.057 16.131 757,338 55,855 13.749 917,758 826,942 68

lotR&tolbeEinancial Ststements - continued 10. STAFF COSTS- contlnued The average monthly number of employees during the year was as follows: 31.12.24 31.12.23 Management Othei staff 31 23 31 Vennture Enterprises Ltd 14 52 38 The number of employees whose ernployee benefits {excluding employer pension costs) ex¢eeded £60,000 was: 31.12.24 31.12.23 £70.001- £80,OLJJ The full time equivalent number of stsff was 34.58 (2023: 23.951. Total key mansgement personnel beneffts amounted to £332.792 (2023: £338.588). 11. COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTivmES Unrestricted Designated funds funds Restricted funds Total funds INCOMEAND ENDOWMENTS FROM Donations and leg8¢ies Charitabl8 actlvltles H81pingfamilles, youngpeople and individuals Othertrading activlties Investment income Other income 66.038 6.863 72,901 62.000 55.486 787 1.479 5.000 119.688 540.143 607.143 175.174 1.062 1.479 275 Total 185.790 124.688 547.281 857,759 EXPENDMJRE ON Raising funds Charitable activitres Helpingfamilies> young people and individu815 58.285 58.285 378.626 68.713 665.220 1,112.599 NEf INCOMEI(EXPENDITURE) (192.836) (2,310) 1117.939) (313.085) Transfèrs between tunds 159.039 {37.002) (122.0371 Net movement in lund8 {33.7971 {39.312} 1239,9761 1313.0851 RECONCILIATION OF FUNDS Total funds brought forward 155,542 899.874 1.135,261 2,190,677 TOTAL FUNDS CARRIED FORWARD 121.745 860.562 895.285 1.877.592 69

hir V nnt Not s to the Fin ncial at ments- c ntin 12. TANGIBLE FIXED ASSEfS GROUP Assets Under Construction Improvements to Propety Freehold property COST At 1 January 2024 Additions Disposals 655,550 65.934 8,076 135.681 At 31 December 2024 655.550 74.010 135.681 DEPRECIATION At 1 January 2024 Charge foryear Eliminated on disposal 33,085 13.111 16,713 6.785 At 31 December 2024 46.196 23.498 NETBOOKVALUE At31 December2024 609.354 74,010 112.183 At31 December2023 622.465 65,934 118,968 Fixtures and fittings Motor vehicles Computer equipment Totals COST At 1 January 2024 Additions Disposal 29.971 1.740 2.499 70.789 8,131 (4.3551 960.394 17,947 14.3551 At 31 December2024 31.681 2.499 74.565 973.986 DEPRECIATION At 1 January 2024 Charge foryear Eliminated on disposal 7,568 3,585 1,458 500 59.836 5,969 {763) 118.660 29,950 (763) At 31 December2024 11,153 1,958 65,042 147,847 NEf BOOKVALUE At 31 December2024 20.528 541 9.523 826.139 At 31 Decemb8r2023 22,373 1.041 10,953 841,734 Assets under construction include costs involved in various surveys and professional fees in preparation for planning and application of planningfor Flatsto be built at 26 Vicarage Road. 70

Herefordshir Vennture Notes toth Financial Statements- conti forthe Year End 24 12. TANGIBLE FIXED ASSETS - continued CHARITY Assets Under Construction Improvement to Property Freehold property COST At 1 January 2024 Additions Disposals 655,550 135,681 8.076 At 31 December2024 655.550 74.010 135.681 DEPRECIATION At 1 January 2024 Charge foryear Eliminated on disposal 33.085 13,111 16,713 6,785 At 31 December 2024 46,196 23,498 NEf BOOKVALUE At 31 December2024 609.354 74,010 112,183 At 31 December 2023 622.465 65.934 118.968 Fixtures and f ittings Motor vehicles Computer equipment Totals COST At 1 January 2024 Additions Disposals 29,941 70,789 8.131 (4,355) 960,394 16.207 14,355) At 31 December 2024 29.941 2.499 74.565 972.246 DEPRECIATION At 1 January 2024 Charge foryear Eliminated on disposal 59.836 5.969 (763) 118.660 29.597 (763) 3,232 At 31 December 2024 10.800 1.958 65.042 147.494 NET BOOKVALUE At31 December2024 19,141 541 9,523 824,752 At31 December2023 22.373 1.041 10.953 841,734 Assets under construction include costs involved in various suNeys 8nd professional fees in preparation for planning and application of planningfor Flatsto be built 8t 26 Vicarage Road. 71

ntin 13. FIXED ASSEf INVESTMENTS Shares in group undertakings MARKEfvALUE At 1 January2024and 31 December 2024 NET BOOKVALUE At 31 December 2024 At 31 December 2023 There were no investment assets outside the UK. The company's investments at the balance sheet date in the share capital of companies include the following: Vennture Enterprises Ltd Registered office: United ￿ngdoM Nature of business: Provision of accommodation Class of share- Ordinary holding 100 31.12.24 31.12.23 Aggregate capital and reserves Profiulloss) for the year before tsx and gains 172,894) 33.358 1106,252} {40.372) The charity's shareholding in the wholly owned subsidiary. Vennture EnteFpTises Limited (company number 137941311 is included in the balance sheet atthecostofthe share capital owned. The company covenants its tsxable profits to Hereford Vennture. A summary of trading results is shown below. 2024 2023 Turnover Costof sales 332.844 186.375 191,3611 Gross profftl(ioss) 332.844 95,014 Administrative expenses {248.5431 184,5801 Oporatlng profiU(ios$) 84,301 10,434 Interest receiv8ble and similar expenses Interest payable and similar expenses 63 151,0061 65 {50.8711 ProfiU{ioss) for the year before tax 33.358 {40.372) Profrts covenanted to parent charity 72

forthe Year Ended 31 December 2024 13. FIXED ASSET INVESTMENTS - INVESTMEMts PROPERTY (GROUP) Group FAIR VALUE At 1 J8nu8ry 2024 Additions Revalustion 705.530 4.845 226.625 937,000 NEf8OOK VALUE At31 December2024 937.000 At31 December2023 705,530 Th8 directors agreed that the assets meets the requirements to be classified as investment property due to the commencement of the contract with Herefordshire Council and the buildin¢s primary purpose being income generation. At the year end the directors have revalued investment property to it's considered fair value. A formal valuation will be carried out every 5 years. Fair value at 31 December 2024 is represented by. V81u8tion in 2024 Cost 226,625 710.375 937,000 1& DEBTORS Group 31.12.24 31.12.23 Charity 31.12.24 31.12.23 Amounts f811ingdue within oneyear: Trade debtors Amounts owed by group undertakings Other debtors Prepayments 207.984 155.133 147,028 8,324 124.823 20.343 14.418 19,034 1.221 12.557 18.743 19.034 12.557 221.762 192,910 167,909 178,618 Amounts fallingdue after rnore than one year: Amounts owed by group undertakings 815.100 815,100 Aggregate amounts 221.762 192.910 983.009 993.718 Ofthe £823,42412023: £835,443) dueto Herefordshire Vennture, £815,100 (2023: £815,100) consists of a loan which has been paid to Vennture enterprises in respect of the purchase of the Merton Hotel. 73

refordshire Vennture Notestothe Fin8nci81 Statements- continu IEn 15. CREDtroRS: AMouNfs FALLING DUE WITHIN ONE YEAR Group 31.12.24 31.12.23 Charity 31.12.24 31.12.23 Bank loans and overdrafts (see note 17) Other loans (see note 171 Trade creditors Soci81 security and other tsxes Other creditors Accruals and deferred income 6.972 25,000 12.194 30.727 12,847 27,320 6.926 6,972 25,000 5.339 13,941 6,926 24.863 28.418 15,447 15.090 22.181 14.263 27.320 15.090 115,060 .743 78.572 58.460 16. CREDITORS: AMOUNTS FALLING DUE AFfER MORE THAN ONE YEAR Group 31.12.24 31.12.23 Charlty 31.12.24 31.12.23 Bank loans (see note 17) Other loans (see note 17) 281.615 282.622 25.000 281.61S 282.622 25,000 281.615 307.622 281.615 307,622 17. LOANS CHARITY AND GROUP An analysis of the maturty of loans is given below: 31.12.24 31.12.23 Amounts falling due within one year on demand: Bank loans Other loans 6,972 25,000 6,926 31,972 6.926 Amounts falling between one and two years: Bank loans- 1-2years Other loans- 1-2years 6.972 6.972 25,000 6.972 31.972 Amounts falling due between two and fNe years: Bank loans- 2-5 years 20.915 20.915 Amountsfalling due in morethanfiveyears: Repayable by instalments: Bank loans more 5 yr by instalments 253.728 254,735 The charity has a mortgage with Caf Bank Limited, interest is charged at 2.5% over the Bank of England base rate. C8f Bank Limited hold a legal charge over the property known as 26 Vicarage Road in relation to the borrowing. The mortgages final repayment date is April 2043. 74

Herefordshire Vennture tOE1t￿￿￿Ed31 D2G.emb.er 2024 ar 18. LEASING AGREEMEKrs Minimum lease payments under nonacanceliable operating leases fall due as follows: 31.12.24 31.12.23 Nvlthin one year Be￿een one and tive years 10,642 29.716 9,874 32.783 40.358 42.657 19. ANALYSIS OF NEfASSEfs BEfwEEN FUNDS- GROUP 31.12.24 Total funds 31.12.23 Total funds Unrestricted Designated funds funds Restricted funds Fixed assets Investments Current assets Current liabilities Long term liabilitieg 28.668 84.169 937.000 144.647 (36.488) 713.302 826.139 937.000 655,436 1115,0601 1281,6151 841.734 705.530 728.692 190,7421 1307,6221 389.348 178.572) 1281.615) 121.441 57,829 1.129.328 834,743 2.021,900 1.877.592 75

refordshire Vennture 20. MOVEMENT IN FUNDS Net movement in funds Transfers between funds & gains At 31.12.24 At1.1.24 Unrestrlctod funds Generalfund Designated Raising Future Investment Designated Vennture Homes 26 Vicarage Road RTGift 182.767 235 860,327 161,022) {184.3691 114.723 {2351 226,625 113.121 26,270 5,736 {13,1001 1,113,222 (55,2861 16.100 29,200 982.307 (165.4631 370.313 1.187.157 Restricted funds Street Pastors Lean on Me Family Pastors Hereford Ambassadors Ledbury Ambassadors PREVENTION4FAMILIES Housed Homeless DiscretionaryGr8nt Fund 26 Vicarage Road Police Community Saferstreets Response Pastors Winter Provision 17.559) 953 19,812 32.141 1.285 (80) 1.807 (8.731) 7,050 {2.812) {7001 5.752 15.715 {20,660) 129.329) 7.937 6,202 585 80 1648) 192 732,160 (2.002) 111,415 228 (1) 5.093 1,000 192 712,765 (19.3951 2.002 (41.875) (45.2291 24.311 228 NIHR Thriving Families Ross Ambassadors Reach Fund My Family My School My Community Love Children Better Hot Spots 12.022 5.154 4,150 22.778 78.223 28.829 (17.115) 6.154 {4,150) (26.7351 (12,5321 (14,1941 (3.9S7) 6S.691 14,635 895.285 83.146 {143,6881 834.743 TOTAL FUNDS 1.877.592 182.317) 226.625 2,021,900 76

for shii nntur o.te_s to.th.eSinancial Statements- continue_d fortheyear Ended 31 D&.o.em MOVEMENT IN FUNDS- Continued Net movement in funds. included in theabove are 8sfollows: Incomlng resources Resources expended Movement in funds Unrestrl¢ted funds Generalfund Designated Vennture Homes 26 Vicarage Road RT Gift 186.907 253.772 2,396 13,500 (371.276) (227.502) 3.340 126,600) (184,369) 26,270 5.736 113,100) 456,575 (622,038) {165.4631 Restricted funds Street Pastors Lean on Me Family Pastors Hereford Ambassadors Ledbury Ambassadors 26 Vicarage Road Response Pastors Thriving Families Ross Ambassadors Reach Fund My Family Myschool My Community Love Children Better Hot Spots 2.629 22.529 149,043 5.021 1822) 131.260) (141.993) 17.833) {700) 119,395) 1196,791) (239.718) 1394) 110.800) 1140.S23) 116.778) 21.170) 1,807 (8.731) 7.050 (2,812) 1700) 119.395) 145,229) 12,022 5,154 4.150 22,778 78.223 28,829 151.562 251.740 5.548 14,950 163.301 95.001 49.999 911,323 {828.177) 83.146 TOTAL FUNDS 1.367.898 11.450.215) 82.317)

Herefordshire Vennture Notes to the Financial Statements - continued forthe Year Ended 31 December 24 20. MOVEMENT IN FUNDS- continued Comparative8 for movement in fvnds Net movement in funds Transfers between funds At 31.12.23 At1.1.23 Unreslricted ftinds General fund Designated Raising Future Investment Designated Vennture Homes 26 Vicarage Road 155.542 235 899.639 (183.540) 210,765 182,767 235 860.327 (61,0221 {2.3101 {9.2961 (37.0021 151.7261 1.055.416 {195.1461 122.037 982,307 Restrlcted funds Street Pastors Lean onme Family Pastors Hereford Ambassadors LedburyAmbassadors BuildingBetter Opportunities Youth PREVEMfioN4FAMILIES Housed Homeless Discretionary Grant Fund 26 Vicorage Road Landau CommunityPrevention Police Community Safer Streets Response Pastors Winter Provision Hereford vulnerability prevention NIHR Thrivingfamilys Ross Ambassadors (8.591) (3.611) 48.269 42,370 1.285 3.739 5.916 93.200 1.032 6.369 15,3121 4.263 17.5591 953 19,812 32.141 {1.8051 {23,1451 {14,4921 {1,285) {9,157) {5.916} 114.023) 5.418 (79.2571 (801 {417) {19.3951 313 {35.6031 62.166 {68.172) {8.597) (3121 18,565 1.000 192 732.160 699.829 51.726 (3131 (12.0651 19.249 (94.7501 12,3001 11.5741 (13.4721 1.285 45.666 30,000 163.150 10.897 1,885 (2.002) 111.415 228 {1) 5.093 2,285 1.135,261 (117,939) 1122.037) 895.285 TOTAL FUNDS 2.190.677 (313.085) 1,877,592 78

nnt Notesto the Financial Statements- continued r th _y_ear Ended 3_1_DRoember 2024 MOVEMEKf IN FUNDS- continued Net movement in funds, included in the above are as follov48: Incoming resources Resources expended Movement in funds Unrestrlcted funds Generalfund Designated Vennture Homes 26 Vicarage Road 184,134 124,688 1.656 1367,6741 (126,9981 110,9521 (183.540) (2,310) {9,296) 310,478 (505.624) {195.1461 Restrlcted funds Street Pastors Lean on Me Family Pastors Hereford Ambassadors Building Better Opportunities PREVENTION4FAMILIES Discretionary Gr8nt Fund 26 Vicarage Road Landau Community Prevention Police Community Safer Streets Response Pastors Winter Provision Hereford vulnerability prevention NIHR Parental Conflict Chsllenge fund Ross Ambassadors 2.446 27.149 121.158 30,099 30.835 17 11,4141 120,7801 1126,4701 125,8361 125.4171 (79.2741 1417) 119,395} {2.468) 138,603) (138.7491 171.0731 {8.597} (311) (106,4161 1,032 6,369 (5,312) 4,263 5.418 (79,257) 1417) (19,395) 313 (35,603) 62.166 168.172) {8.597) 1312) 18.565 1.000 2,781 3.000 200.915 2.901 (1) 124.981 1.000 547.281 {665.220) {117.9391 TOTAL FUNDS 857.759 (1.170.844) {313.085) Summary Closing fund balances can bè summarised as the following between revenue and fixed assetfunds: 31.12.2024 31.12.2023 Unrostricted Funds Revenuefunds Fixed Asset funds 29.161 28.668 88.515 33.230 Total unrestrlcted funds 57.829 121.745 Designated Funds Revenuefunds Fixed Asset funds 108.160 1.021.168 79.825 780.737 Total designated funds 1,129.328 860,562 Restrlcted Funds Flevenue funds Fixed Asset funds 121,440 713,303 161,988 733,297 Totsl restricted funds 834743 895.285 Totslfunds 2,021,900 1.877.592 79

Herefordshire Venntur Notes to the Financial forthe Year Ended 310 tatements- contin 24 20. MOVEMENTIN FUNDS- continued Rai51ng Future Investment This fund includes ring fenced unrestricted funds that have been obtsined for the purpose of generating futur¢ Investments in Hereford$hire Vennture. Vennture Horne¥ The Vennture Homes fvnd hold the funds which V￿re used to fijnd the purchase of the Merton Hotel in Vennture Enterprises Ltd. Hereford Vennture loan Vennture Enterprises Ltd £815.100 from this fund to fund the purchase of the hoiel. Streel Paslors Street Pastors is an initiatNe provtding trained volunteers from lo¢al churches to listen to and help people who are out on the streets on Friday and s8￿rdaY nights. Donations and grants were recewed in the year specrfically for this activity. Famlly Pastors Family Pastors is an initiative set up to make a difference to troubled farniiies by providing mentoring support. Thi8 programme is commissioned by Herefordshire Council and is support8d ty charitable tru￿8. Eveson who provided a grant towards this project. Lean on Me Lean on Me 1$ an initiative that hag developed specialisttrainingforvoiunteersio assess the Inebriated and supetvise their safe recovery. Grants were received in the year specfficallyto develop this 8Ctrvity. VenntureAmbassadors IHereford) This project. sponsored by Hereford Cathedral. is to improve Hereford City environmerrt in the Daytime economy. Building Better Opportunities This programme is jointty funded by the European Social Fund and the Community Fund to tackie the root causes of poverry. promote soci81 incluslon, and drive local jobs and growkh. The project helps those furthest away from employment gain the skills and experience they need to get into work. BBO Herefordshire will work with people 194 years across the county who are experiencing multiple barr￿[s. resulting in social exclusion. The project will help participants gain skills and develop confidence through intensNe person81ised support to equip them with the obilities needed to move towaros and into employment. Prevention4Families Prevention4Families is a Lottery Funded extension of our Home Pres&nce work. The programme 18 b88ed on insights gained from our extensNe work with famiLies. The programrne is focussed on Prevention- allowing local schools to referfamilies to receive mentoring support. preventingtheir dilficulties and struggles from escalating. Housed Homoloss The Housed Homeless progfamme supports I￿$e brought in from the street or sofa-surfing providing them with mentoring supportto help them help themselves and sustain tenancies. Vonmure Homes Fund Vennture homes fund is a large donation from 2 donorg whowish io remain anonymous. Th8 funds are to be used for investments for charitable purpose$. Landau Landau funds are received as part of Community grants. In rèspect of homele58 prevention and pre-employment support. West Mercia Police & Crime Commissioner Services Funds received are forthe improvement of the safety of public places for ali. Home. Office and safer streets. Communlty R•n8wal IHVOSS) Funding received from Hereford council via Hv0￿ part of the Comrnunity Renewal fund to provide mentoring to individuaLs in the ¢ourty- 80

Herefordshire Venntur Notes to the Financial Statement forth Y ed31De - continueO_ MOVEMENT IN FUNDS. contlnued FrèÈh StBrt Mentoring for indNidua18 in the county. Ro$ponse Pa8tor8 Part of Fresh start providing mentoringfor indivmjuals in the county. Winter Provision Funding received from Hereford Council. Hereford city council. CSP. DULHC plus others to prowde Winter provlslon laccommod8tion and mentoring) Torthe homeless November2022-March 2023. Herelord Vulnorability Preventlon Funding ieceived from the National Lottery with the aim to develop a county wide web of care for £3000 vulnerab18 people in Herefordshire. Will increase Understanding of vuinerabilty amongst the local community and look to establish new community based early action and prevents.on initiatNes. NIHR Nation81 In8tftuto for Health and Care research. Funding gNen for the Research ready communities programme. To promote the community champion opportunity. hostworkshops and carry out Community action plan. My Farnily My School My Communlty DFE My Family ￿ School My Communty programme h88 aimed to make thing8 better for children. offer more io parents and make it easier for schools to respond to emerging needs. Vennture leading a consortium with other local charities. prowding local prlmary and secondary schools with the ability to access support for famili8s earlier. wlth support that is tailored to their needs and context whllst facilitating schooLs to connect with their local communty. Thrlvlng Famlllo8 ThrNing Families funded through the DWP Challenge Fund 2 reducing parental conflict in rural areas supporting both intsct and separated parent$. asweLi as comp1￿1ngtralnIngfo[ local primary ychoois. Love Children Better Love Children Better funded vAth a grant from the Eveson Trust mentoring 8UPPOrt for families and 10 care experienced young people Transfers between funds Transfers between funds in the year representthe foilcwin& Management recharges between unrestricted and restricted funds. 21. RELATED PARTY DISCLOSURES During the year donations from Trustees. employees and other related parties amounted to £38,540 12023: £20.9001. During the year, S Tarlton Itrust88) was paid £1,320 {2023: nil) forthe provision of pastoral 1.1 sessions. During the ye8r professional services totalling £10.800 {2023: £Nill have been purchased from O P Chain Ltd. a company in which J Upperton. director of Vennture Enterprises Ltd, is also a director of. There were no balances outstanding at the year end (2023: £Nill. 81