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← Food Matters Foundation

2022-03-31-accounts

Food Matters Foundation

ANNUAL REPORT

Review and accounts for the year ended 31 March 2022

Encyro E-Sign ID: c34e9dc6012c4cc5bfc2ffe69b7dee5e (2023-Jan-11 12:37:39 UTC)

2[Contents] Letter from the chair ..................................................................... 3 Food Matters.. .................................................................................. 4 Our year in numbers..............................................................6 Working nationally Food and Criminal Justice...................................................... 7 Sustainable Food Places....................................................... 12 Working locally Brighton and Hove Food Partnership.............................. 16 Downland Advisory Panel.................................................... 16 ................................... 17 Facilitation and Participation Work Strategy Work Waltham Forest........................................................................ 18 London Food Roots Incubator Programme.................. 19 Financial Review ......................................................................... 21 ...................... 22 Structure, Governance and Management Unaudited Financial Statements Legal and administrative information............................. 24 Independent examiner's report......................................... 25 Statement of financial activities......................................... 26 Balance sheet........................................................................... 28 Notes to the financial statements..................................... 29

This Annual Report reflects on another complex year, where the diminishing Covid pandemic made way for a cost-of-living crisis predicated on fuel and food price rises partially due to the war in Ukraine. The tentacles of these international events have massive impacts on food systems around the world and the UK, and consequently their reach impacts individuals and communities, particularly those disproportionately least able to withstand economic hardship. Alongside this the role food and agricultural play in the climate crisis and nature emergency took an increasingly prominent position at the COP-26 talks in Glasgow.

Food Matters has worked with and alongside other charities, food partnerships, organisations, community groups and individuals around the UK to respond to these challenges.

The Food Matters’ team has helped individuals to take steps towards changing their lives by increasing knowledge, confidence and skills through our practical programmes including the innovative Her Wellbeing publication distributed across the female prison estate, and the food and mood distance learning programme - Feel Good Food club. Our strategic work within the criminal justice system demonstrated the economic and rehabilitative value of putting good food on the prison food agenda.

Food Matters supported emergency food providers to think longer term and build out of Covid by developing good food governance principles including putting sustainability at the heart of their food strategy work.

Food Matters led work to create the space for Food Partnerships around the UK to explore practical steps towards becoming actively anti-racist. The REDI for Change (Race Equity Diversity and Inclusion) programme recognises that the food system mirrors and entrenches racial oppression and exclusion in our society. It’s why race has a huge influence on people’s experience of the food system, from food access, to food sector work, to inclusion in food policy spaces. Food Matters is proud to have worked with amazing Food Partnerships across the UK to design and pilot the REDI tool helping focus culture and practice on race as essential in delivering a food partnership’s core work.

Trustees during the financial year covered by this report:

Tim Marsh (Chair)

Colin Havard (Treasurer) Kath Dalmeny Lindy Sharpe Charlie Powell

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Food Matters

The trustees present their report and financial statements for the year ended 31 March 2022.

The financial statements have been prepared in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice as set out in note 1) and comply with the charity's governing document, and the Charities Act 2011.

Objectives

Food Matters was set up to combat the inequalities in the food system by creating opportunities to bring about changes to see healthy, sustainable, fair food become a reality for everybody, every day.

Public Benefit

The Trustees are aware of Charity Commission guidance on public benefit reporting as set out in Section 17 of the Charities Act 2011. They believe Food Matters fulfils a fundamental public benefit by promoting food systems that improve the health, education and wellbeing of individuals and communities, and protect and enhance the environment.

What we do

Food Matters works to fight food injustices and inequalities caused by a global food system driven by profit, by campaigning for transformative food systems that enhance health and wellbeing, nourish the environment and promote social justice.

We ensure people and communities are at the heart of food system transformation by using participatory approaches to take action at every level to empower people and make better food policy.

We support people to develop skills, knowledge and confidence so they feel empowered to take control over decisions that affect their lives and their food system.

We believe that change happens when policy interventions align with people’s ability to make change happen.

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Our current areas of focus include:

1. Campaigning for food as a central part of rehabilitation

Food and Criminal Justice - Helping people who experience the criminal justice system make better food choices to support their physical and mental wellbeing, and campaigning for prison food reform at policy level.

2. Developing and supporting Food Partnerships

Supporting the successful development of food partnerships to strengthen local food systems by driving innovation & best practice on all aspects of healthy and sustainable food through the nationally significant and internationally recognised Sustainable Food Places programme, and food partnerships advice and support consultancy work.

3. Designing and piloting long-term solutions to food poverty

Community Cookery and Wellbeing programmes including Kitchen Kick Start and MoodAF (And Food) - healthy cookery and life-skills programmes for care experienced young people and other disenfranchised groups.

How we do it

All our projects are characterised by two clear motives:

We have a unique approach to strategic food work, underpinned by core principles:

Listening -

I think for me, this was an amazing opportunity … to really explore who and what we are, and where we want to go. Having Food Matters managing the time, expectations and logistics meant we got the very best result. Food Matters did a fantastic job at guiding us on this journey.

Affordable food project Co-ordinator

Engaging -

Fab- will tell more women about the group for next time! Love love love it. All facilitators were so lovely and attentive to everything we said and asked. Came out of the sessions feeling great :)

Course Participant

Resourcing -

Thank you I find them [Feel Good Food Club resources] very useful and they are full of information that I never knew and that has helped me a lot.

Prisoner

I have changed my relationship with food, I have more energy and I feel a lot happier

Prisoner

I nfluencing -

The work and impact of our food partnership would undoubtedly be far less without the wealth of practical support provided by each of you. It is so very much appreciated.

Local Food Partnership Co-ordinator

Greater confidence in how to take on a more strategic approach

Food Roots Participant

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Our year in numbers

Her Wellbeing readers across HMPPS 3340 women's estate new editions of 6 Her Wellbeing of female prisons applied to take part in the 92% Feel Good Food Club women in prison signed up to the 303 Feel Good Food Club 04 SFP network members spanning towns, cities 82 and counties facilitated meetings with county and rural food 15 partnerships regional Co-ordinator Meetups across the SFP 3 network

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We work nationally and locally on our own projects and in partnership with other organisations, and at both strategic policy and community levels.

Working nationally

Our national work aims to influence policy to facilitate food systems transformation and is informed by our project work which takes places in local communities around the UK. Our current focus is on prison food reform, working in and around the criminal justice system, helping people rehabilitate as they pass through the criminal justice system. And reforming the prison food system to reflect the critical role food plays in rehabilitation.

The following sections describe this work in more detail.

Food and Criminal Justice

Our work in the criminal justice system currently involves two innovative projects: Food Matters Inside and Out, which works across the prison system and which this year has seen the expansion of two ground-breaking initiatives started in response to the dire situation women in custody faced during the Covid pandemic; and Food Matters through the Gate, which supports former prisoners during resettlement and those at risk of offending.

Food Matters Inside and Out

The Food Matters Inside and Out (FMIO) programme works across the prison system to make food within prisons a central feature of wellbeing and rehabilitation. The aim is twofold - to enable prisoners to better access healthier food, supporting better mental health and wellbeing - contributing to rehabilitation goals, and to make the case for food and dietary change as a vital contribution to reducing reoffending behaviour through policy change.

This programme was developed to:

In late 2019 we secured funding from Her Majesty’s Prison and Probation Service (HMPPS) to run a two-year programme. We aimed to do this through a series of activities including:

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The recruitment of peer supporters who help with food-related activities: running the lunch

However as with many organisations and charities working directly with communities our work was severally disrupted by the Covid pandemic, and yet transformed in ways that we had not foreseen with some very positive consequences. This year we were able further develop the work we started to help counter the devastating impacts being felt by those in custody due to covid pandemic.

Mental health is a massive issue here in prisons and there is no duty of care for it, we are simply given a colouring pack. Depression, anxiety, discomfort, boredom and comfort eating, the ladies are piling the weight on. I feel I’m in the passenger seat of an out-of-control car are we are about to hit a brick wall.

Female prisoner interviewed for CAPPTIVE, a Prison Reform Trust Report about women’s experiences of prison during the Covid-19 lockdown regime, 2021

In place of a purposeful regime [during covid], women received distraction packs comprised of puzzles, quizzes, and pictures to colour in. By the time the prisons inspectorate interviewed women in custody (in October 2020) [it was] very clear that they were… tired of limited and repetitive in-cell activities, especially the distraction packs, quizzes…

HM Inspectorate of Prisons

Her Wellbeing

Her Wellbeing , our food and wellbeing magazine, may have started as a temporary measure in direct response to the terrible situation women in custody were experiencing - to support physical and mental health by providing evidence-based content that is supportive, relevant, and entertaining - but it has grown from strength to strength with positive feedback from across the female prison estate.

The tips on exercise, mental health and ways to be healthy [are] great.

at. Her Wellbeing reader

Six editions have been published this year and sent to all 3340 prisoners across HMPPS women's estate in England & Wales. The editions have included some features proposed by readers and include menopause and bone health, yoga and meditation for mental wellbeing, the importance for Vitamin D. in winter, the significance of how food is presented, and food for fitness. We produced a double edition during the Christmas period knowing the winter months are difficult, particularly for those with mental health issues when separated from family and friends, and the difficulties of the continuing Covid restrictions through this year.

Her Wellbeing has become an essential tool in supporting women in prisons to take control of their health and wellbeing.

I look forward to the issues of Her Wellbeing, as they are always full of interesting info to help me live a healthy life in prison. It makes me think and change things I do to either be physically healthy and mentally healthy.

Her Wellbeing reader

Her Wellbeing in the community

During this year we have worked in communities with organisations including Women in Prisons, Salvation Army Housing Housing Association and Brighton Women’s Centre to support women at risk of offending, on probation or finding themselves in the criminal justice system by producing a monthly newsletter focused on mental health and wellbeing.

His Wellbeing

This year we have also taken what we’ve learned from feedback about Her Wellbeing and worked with other prison services to pilot adapted editions of Her Wellbeing that would appeal to men whilst in prison. We work with the Prisons’ Digital Learning Hub to produce two digital copies of His Wellbeing placed on the noticeboard of the CMS (Custodial Management System) alongside other behaviour change resources. This means that focussed health and wellbeing advice and support is now available to men in custodial settings where digital resources are available.

I think the newletter is a quite a good thing because it talks about things that prisoners can do to better themselves and their mental state which is helpful/useful for someone like me.

His Wellbeing reader

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We aim to continue developing both the digital and paper-based publications, widening our reach across the prison estate and are looking at different financing options. We have also continued to make the case and push for greater access to digital food, health and wellbeing learning resources across the prison estate.

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The Feel Good Food Club

Launched this year the Feel Good Food Club is an innovative six-module programme of distance learning activities focussed on food and mental wellbeing, made available to all women in the female prison estate. Based on years of experience working with people serving custodial sentences to support mental and physical health through improved food and nutrition awareness training, each module focusses on a health and wellbeing theme.

Starting with the basics of a healthy, balanced diet, and extending to the long-term effects of a nutrient-deficient diet on mental health. It is paper-based and comprises a workbook and a four-page, magazine-style booklet, accessible to people with dyslexia and other learning difficulties.

During this year over 300 women (approximately 10% of the female prison population) across 11 of the 12 female prisons applied to take part in the pilot programme, according to one prison governor this was an extraordinarily good uptake for such an intervention programme at any time let alone during the covid pandemic.

It’s impressive to have recruited and sustained this number of participants during covid – this bucks the trend.

Prison Governor

The modules were distributed directly to participants by working in partnership with prison departments including prison wing staff, healthcare, substance treatment staff, catering staff and librarians. From the first module, the response was extremely positive with almost 70% completing all six modules in the first cohort. The learning programme not only encourages participants to take small achievable steps towards positive behaviour around food but also how participants can influence positive change within their existing environment.

Improving food in prisons is a slow process but I have made suggestions to people that work in the kitchen [and] I have passed thanks on to the catering staff as they do an excellent job with the little resources they have.

Feel Good Food Club Course Participant

Susan liked a recipe she’d read about in one issue of Her Wellbeing , which called for wholemeal pitta bread. Some prisons have wholemeal pitta bread available on the canteen list, but Susan decided to ask the catering manager to make it available with meals produced from the kitchen. That wasn’t possible at the time because it wasn’t available on the suppliers list. So, the catering manager talked to the supplier who managed to source wholemeal pitta bread. Now not only is it on their menu but it’s also available to all prisons in England.

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We know that prisons are stressful environments for prisoners with 1 in 3 prisoners showing symptoms of ‘severe anxiety disorder’ during covid lockdown, indicating high levels of posttraumatic stress. A survey in early 2021 found that there were high levels of anxiety and burn out for those working in prisons too, particularly frontline staff. Increased understanding of the negative impacts of a poor diet and improving levels of healthy nutrition awareness can benefit staff personally, as well as their responsiveness towards improving prisoners’ access to better, healthier choices. Recognising this, Food Matters Inside and Out programme has also worked with prison staff to help them consider how they can make food choices to support their own wellbeing.

Face to Face

After the disruption to our work due to the covid pandemic last year and through some of this year it’s wonderful to report that we have been able to re-start delivering Food Matters Inside and Out courses in-person in the female prison estate.

We have worked in collaboration with other support service providers including the Forward Trust through their drug and alcohol treatment services, the Democratic Therapeutic Community (DTC), which offers a cohort of women daily programmes including group therapy and other activities. We also engaged with other mental health services, diet-related healthcare intervention services and education services to deliver courses with women serving custodial sentences. The courses comprise taught elements, reflective learning and consolidation activities, food tasting and some opportunities to cook where cooking facilities are available.

The aims of the work are to support prisoners to have an increased understanding of their own habits around food, to be more informed to make better food choices that support better mental and physical health.

‘I found the course very helpful, providing information on the choices we make when ordering our canteen. I think the course should be made mandatory as it would help [women] be fully aware of the choices they are making when it comes to their diet.’

Prison Course Participant

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We also continued to work with other prison departments in those prisons where we have been working, including catering managers to work on how prison menus can reflect the nutrition needs of women through life stages, and make the options healthier; with residential units to consider how to increase the number of healthier foods items available to purchase on the canteen (the prison shop); and with gym staff, healthcare and education with the aim of influencing the food environment and to consider food an essential element of rehabilitation within the prison amongst staff and prisoners.

We continued through the year to work with Ministry of Justice, Her Majesty’s Prison and Probation Service (HMPPS), Public Health England, prison food procurement commercial partners including Bidfood and DHL aiming towards improvements in prison food through collaborating on national prison food policy reform.

Food Matters and Sustainable Food Places

Our national work also centres on driving innovation and best practice on all aspects of healthy and sustainable food through our work supporting food partnerships as collaborative change makers as partners in the Sustainable Food Places programme, a nation-wide network of food partnerships, and our food partnerships advice and support consultancy work.

I'd like to take this opportunity to say a huge and resounding THANK YOU to the entire SFP national team for sterling work and support in the most challenging of times. The work and impact of our food partnership would undoubtedly be far less without the wealth of practical support provided by each of you. It is so very much appreciated.

Local Food Partnership Co-ordinator

Food Matters works in partnership with Sustain and the Soil Association to deliver the nationally significant and internationally recognised Sustainable Food Places programme (SFP). The programme works to initiate and support local food partnerships, good food activism and healthy and sustainable food, so that these become a standard part of the institutional and social landscape of towns, cities, boroughs, districts and counties across the UK.

Food partnerships aim to bring stakeholders together to help demonstrate the connections between food, health, community, social equity, the environment and economic prosperity to build more sustainable food systems, and to facilitate food system transformational change.

Food Matters has overall responsibility for the training and development element of SFP programme and also provides strategic input into the wider aspects of the programme.

Building out of covid and towards a more sustainable food future

The New Geographies – Counties

During the current phase of the Sustainable Food Places programme, the adapting and extending work strand was established to include working to support county level food systems work. Food Matters works with its SFP project partners to lead this ‘new geographies’ work strand.

The Counties programme involves convening and leading bi-monthly group sessions on topics led by the county SFP members, which this year grew to include 12 members, and other prospective county members. These sessions are very popular and provide an effective model for other potential sub-groups within the SFP Network.

Additionally, five County Coordinator grants were awarded this year, which enabled places to continue their SFP journey over a 2-year period, by supporting core partnership governance programme work.

During the year Food Matters facilitated over fifteen one-to-one meetings with county and rural food partnerships and facilitated the first county coordinators network meeting which looked at partnership working. Food Matters liaised with the Dixon Foundation and Dynamic Procurement UK to ensure funding and support opportunities were both accessible to and work for SFP members, this work also included a very well attended SFP webinar.

This year Food Matters has continued to design and run participatory sessions to explore emerging county Food Partnerships, including East Sussex - an umbrella partnership convening the separate town and district food partnerships in the county.

Peer to Peer Learning

This year saw the launch of PeerLink, an innovative learning exchange platform across the Sustainable Food Places Network. Food Matters led the co-design process and piloted the platform working with SFP network members determining what such a platform should do and how it might function. The platform promotes the experience and expertise within the SFP Network and provides an opportunity for facilitating mutual learning and support between members of the Network. Member partnerships upload a profile describing their specific skills and experience and PeerLink allows members seeking support to filter the directory based on specific search criteria – much like a Trip-advisor app but for food partnership expertise. The platform effectively future-proofs peer to peer support as the Network expands and as the core support from the SFP programme partners tapers towards the end of Phase 3 programme.

Those who have used the platform have found it extremely valuable – in particular the recognition it provides for the time and effort put into support and mentoring between member partnerships.

“PeerLink creates a more structured knowledge exchange making it less ad hoc and recognising the time and effort put in by the support provider – it was good to enter PeerLink – I would use it again”

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Food Partnership Co-ordinator

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Webinars and Events

During this year Food Matters hosted and facilitated a range of events, webinars, food summits and workshops, including three successful regional gatherings of SFP member partnership coordinators held in Edinburgh, Leeds and Oxford. Due to ongoing Covid restrictions and

complexities these regional events replaced the annual Sustainable Food Places conference which has been rescheduled to take place in March 2023 in Oxford, where we would expect to see over 100 participating Sustainable Food Places network members.

This year many new and existing food groups, networks and partnerships approached the Sustainable Food Places network, having previously been part of the Food Power network or having a food insecurity focus for support to transition towards a wider whole food systems approach.

Workshops and facilitated sessions

To maximise the reach of the programme we have designed and run a series of one-to-many workshops and webinars alongside the more targeted 1:1 support that is available to SFP members.

Food Matters also successfully supported the establishment and development of an alliance of food partnerships exploring potential for regional collaboration on food procurement. The North East Sustainable Food Alliance (NESFA) benefitted from remote facilitation and strategic planning by Food Matters using Miro Board – an interactive shared white board. This is an approach that can now be adopted with other regional networks that emerge from the SFP Network.

Representation in Food Partnerships

The strength and effectiveness of SFP member partnerships depends on the representation and participation of local people, ensuring that the vision and actions are relevant and appropriate to their experience. Participatory processes can support the involvement and representation of those with first-hand experience of food-related issues. By using these processes partnerships can ensure their strategies and action plans are fully rooted in the reality of peoples’ everyday lives. This strengthens food partnerships and gives them much greater legitimacy in their local good food movement.

As the lead on this work strand Food Matters’ developed a grant programme to support food partnerships to explore the use of a range of participatory processes, many contained in existing resources in the SFP Toolkit. The grants support food partnerships to use, develop, and embed participatory processes in their work building capacity within individual food partnerships and in the SFP Network as a whole.

REDI for Change

Since 2020 Food Matters has led SFP’s work strand exploring ways in which the programme, the Network and the UK food sector should respond to the Black Lives Matter campaign and the murder of George Floyd. The REDI for Change programme recognises that our food system mirrors and entrenches racial oppression and exclusion in our society. It’s why race has a huge influence on people’s experience of the food system, from food access, to food sector work, to inclusion in food policy spaces. Addressing culture and practice on race is therefore essential in delivering a food partnership’s core work.

REDI for Change is the SFP’s response to the need for Race, Equity, Diversity and Inclusion to be fully recognised and actively addressed in the structure and operation of SFP food partnerships. The programme is structured to provide a set of replicable principles and a methodology (a review tool) for understanding how representative, equitable, diverse and inclusive a food organisation is.

The REDI Review Tool is a self-reflection or assessment tool designed to help SFP food partnerships and other food sector organisations review their culture, practices and the people involved, through the lens of Race, Equity, Diversity and Inclusion and to take action to improve their organisational practice.

Led by Food Matters, the REDI Review Tool has been co-developed with a group of participants from SFP partnerships and other interested food sector organisations. Over the next year the REDI Review Tool will be piloted to test its use and explore how the review can help encourage behaviour and organisational change within SFP partnerships and other food sector organisations.

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Working locally

Food Matters has always excelled at grassroots delivery and facilitation of food-themed activity. In parallel with our work at national level, we continue to work in our community here in Brighton and Hove, partly through our successful Community Cookery programmes but also a range of facilitation and evaluation work.

Brighton and Hove Food Partnership

Local change maker, nationally significant, and internationally recognised, the Brighton and Hove Food Partnership (BHFP) is one of the UK’s leading food partnerships, and the first city to gain the coveted Sustainable Food Place Gold Award in 2020. The

Partnership’s approach to food policy and practice across

Brighton and Hove City is exemplary, and provides leadership, support and guidance to food partnerships around the UK and across Europe – taking part in various UK and EU funded partnership projects. It continues to lead by example by delivering a compassionate, collaborative emergency food relief programme through covid whilst continuing to call for and progress a strategic approach to the ongoing food poverty situation.

Food Matters’ Director has continued as chair of the BHFP Board this year overseeing the arrival of new board members and the re-opening of the Community Kitchen (closed during the Covid pandemic). Food Matters also supports the work of the Food Partnership through providing expert facilitation, and by promoting it as an exemplar of best practice nationally through the Sustainable Food Places programme.

Downland Advisory Panel

Brighton & Hove City lies at the heart of an area of natural value, recognised by UNESCO as a Biosphere Reserve. This is the UK’s only urban biosphere, also known as The Living Coast. The city also has nearly 13,000 acres of landscapes stretching from the High Downs to the coast, the City Downland Estate- a wealth of natural capital.

This estate faces serious threats, including pollution of the aquifer, reduced biodiversity, a depleted landscape and pressure on land use. What is happening on the estate is reflected in national trends. Climate change poses myriad challenges and itself contributes to the loss of biodiversity. The majority of this Estate sits within the South Downs National Park, and the South Downs National Park Authority (SDNPA) has identified climate as one of the principal drivers of environmental change and has produced its own adaptation plan.

The city council policymaking has increasingly been driven by biodiversity, nature and climate considerations, but further work was considered essential and coincided with the SDNPA’s initiative to encourage the City to produce a whole estate plan.

In Autumn 2020 the council began a process to encourage residents and stakeholders to help create a new vision for the estate. The purpose of the plan is to encourage open dialogue between land owning organisations, the national park and the local community; and to consider land holdings holistically, taking account of environmental and social as well as economic factors.

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During this year Food Matters has been supporting the City Council and other Downland Estate stakeholders by facilitating the process of developing the Downland Advisory Panel whose role would be to provide expert advice on policy development, plans and delivery of the City Downland Estate Plan.

Food Matters has played an important role by providing objective and un-biased external facilitation of the DAP discussion sessions. This support has enabled the DAP to function as an independent and collaborative group – convened by BHCC but run by its membership.

Facilitation and Participation Work

Food Matters has built a unique reputation for innovative facilitation and participation approaches, both nationally and locally. Facilitation and participation are methods of working with groups – or rather, methods of enabling groups to work – in ways that respect and include all voices, negotiate complex or divisive issues, and achieve consensual resolutions. We put these skills to use in developing and facilitating workshops and major events for our own and our partners’ projects. We also train others in facilitation and participation skills, by running training sessions, speaking at events, and supporting organisations to develop facilitation skills within their existing workforce.

This year Food Matters has worked with a range of local and national organisations to support greater participation, and has facilitated conferences, workshops and online sessions including:

Dumfries and Galloway food partnership

An online workshop designed and facilitated for Dumfries and Galloway CLD Practitioners’ Collective on Remote Working - how to get the most out of virtual meetings and remote participatory workshops. The workshop supported participants to share experiences and explore ways to make remote sessions/meetings more productive, meaningful and enjoyable.

Emergency Food Network

BrightStore an affordable food project in Brighton and Hove grew rapidly over the course of the covid pandemic. As the project emerged, it was important for BrightStore to take a moment to reflect on where it had come from and where it is heading in the future. Food Matters designed a workshop to help staff and volunteers to explore these questions, allowing them to consolidate and reflect on work done so far and set the direction for future work.

I think for me, this was an amazing opportunity to have time to listen to the team, and for us to be in the same room, in a safe, facilitated space, to really explore who and what we are, and where we want to go. Having Food Matters managing the time, expectations and logistics meant that I was able to fully immerse myself and the key team members into the process, meaning, I feel, we got the very best result. Food Matters did a fantastic job at guiding us on this journey. We have come out of this process with a clarity of vision and idea of where we are going in the future, knowing that the rest of our team are also on board with our aims. A very special day!

BrightStore Co-ordinator

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Sussex Food Depot

The Sussex Food Depot – a local food distribution hub and service, shortening local food supply chains, increasing affordability without compromising producer income. A facilitated session providing the space and expertise in order that the Sussex Food Depot could consider and develop a 5-year vision including project planning, management and financial development.

Brighton & Hove Food Partnership Community Food Team

Food Matters worked with the Brighton and Hove Community Food Team to co-design a workshop to help the Team consider the transition from what and how they supported the community food sector during the Covid pandemic to what the community food sector looks like now and into the future. The workshop enabled the team to plan for the future by considering their role as a team in supporting the community food sector in Brighton and Hove during covid, and then determine what needs to change to facilitate continued effective and meaningful support.

Staff away day

A participatory session designed and run to bring together Brighton & Hove Food Partnership staff to kick-start 2022 by sharing perspectives on the previous year and what’s to come in the year ahead.

Strategy Work

Food Matters provided advise and strategic support to organisations on how to shape and deliver policy for fair, healthy and environmentally sustainable food systems. This year we have worked with the London borough of Waltham Forest, and the Greater London Authority.

Waltham Forest Food Growing Strategy

Food Matters was commissioned to worked with London Borough Waltham Forest Allotment Team to co-design a food growing strategy that would promote and enhance food growing opportunities and activities for residents across borough. This piece of consultancy work has been prolonged due to Covid and stretched across two growing seasons. This unforeseen extension meant a longer period of consultation with Waltham Forest growing communities which had positive benefits- a longer incubation period meant more input from both statutory, community and growing project stakeholders and it meant it has dovetailed more cohesively with other related policy work and strategic goals including the development of a food partnership and food strategy for the borough and an updated food poverty action plan.

By the close of this year the draft food growing strategy was submitted to Waltham Forest Council and is now going through their internal approval / adoption process. We will continue to support the council with finalising the strategy and action plan and support a launch event next year.

London Food Roots Incubator Programme

Working in partnership with national Charity Sustain: the alliance for better food and farming and poverty-tackling charity First Love Foundation, Food Matters has continued to deliver the Food Roots programme.

Food Roots

This programme, funded by the Greater London Authority, supports food partnerships across London to respond to food insecurity and develop longer term strategic approaches and activities to build out of emergency food towards more sustainable food systems approaches through ‘Growth Grants’ funding and tailored support and mentoring programme.

Our approach

We co-created the content for the Incubator programme through a series of individual conversations, workshops and feedback sessions throughout the programme. Alongside the Food Roots team, we also worked with outside experts on specific issues including social investment, enterprise models, Right to Food, cash first approaches, wraparound support.

Participating food partnerships

During 2021/22 the programme worked with 10 London food partnerships as part of the Incubator cohort who were awarded GLA ‘Growth Grants’ to deliver initiatives that help tackle food insecurity. Eight are borough-level partnerships and two are neighbourhood-level partnerships and include statutory agencies, voluntary sector organsisations and food project communities in Enfield, Greenwich, Hackney, Haringey, Havering, Lambeth, Camden, Waltham Forest, Southwark and Wandsworth.

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Activities included:

Being involved in the food roots programme enabled us to leverage further funding, helped us gain status and buy-in from the local authority to engage in a food partnership

Food Roots participant

[Food Roots] enabled us to lay the foundations for a long-term food partnership.

Food Roots participant

a [Food Roots is] space where we can come together and radically change our food systems.

Food Roots participant

Financial Review

For the year ended 31 March 2022 total incoming resources amounted to £227,009, a 7% decrease on the previous year. The expenditure for 2021-2022 was £208,691 a 39% increase from last year.

Restricted and unrestricted income

Any funds described as 'restricted income' are available only for the specific projects or purposes determined by the funders. In addition, the charity holds 'designated funds' which have been raised for a specific project or purpose.

The full Statement of Financial Activities is set out in the accounts.

Reserves

As part of the 2022 year-end process, guided by the Treasurer, the Food Matters' Trustees reviewed the charity's Reserves Policy. It was confirmed that the policy was still valid, and that Food Matters would maintain free reserves because:

To this end, Food Matters aims to accumulate reserves equal to three to six months unrestricted expenditure. It is deemed that in the financial year covered by this report that the charity’s reserves were below the nominated amount but on balance adequate to ensure the charity was able to meet all current, known and some estimated possible future liabilities. Our unrestricted funds currently stand at £28,545.

Risk assessment policy

The trustees are responsible for overseeing the risks faced by the charity. Risks are identified and assessed throughout the year. The trustees are satisfied that any risks have been adequately mitigated where necessary and they have undertaken an overall risk assessment.

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Structure, Governance and Management

Food Matters registered as a Charitable Incorporated Organisation on 24th April 2018. The charity is governed under its Constitution. The Trustees have a responsibility to ensure that all aspects of the charity’s activities are properly conducted and carried out in full compliance with its Constitution. The Trustees normally meet at least three times a year and attend an additional strategy day together with Food Matters staff. All Trustees give their time voluntarily and receive no benefits from the charity. No expenses were claimed by any Trustee during the year.

The trustees who served during the year and up to the date of approving the financial statements for the year ended 31st March 2022 were:

Charlie Powell

Kath Dalmeny Tim Marsh

Colin Havard Lindy Sharpe

Recruitment and appointment of new trustees

The Trustees are appointed under the terms of the Constitution. Each new Trustee is given a copy of the Constitution, details of their responsibilities as a charity trustee, contact details of fellow Trustees and employees, background on the charity's strategy and current projects and other information useful in pursuing their role. New Trustees are recruited in consultation with the Director to ensure that the requisite skills are available to support the charity’s activities.

Staff, training and fair pay

Food Matters has four core members of staff and is governed by a board of five trustees. Our work is also enhanced by a group of experienced and expert freelancers, and we recruit highquality volunteers to support our project work.

As a small charity we are entitled to free membership of The Foundation for Social Improvement (FSI) and the Small Charities Coalition, both of which offer affordable training and advice services, and we are committed to offering all staff opportunities for continuing professional development.

Food Matters is an accredited Living Wage Employer, committed to paying at least the Living Wage, as calculated by the Living Wage Foundation, which reflects the cost of living. This year, we have developed and introduced a pay ratio policy to ensure that we maintain a fair pay ratio between the highest and lowest earners. This pay ratio calculation shows that Food Matters’ pay ratio is between 2:1 and 3:1, well below the third-sector average.

Role of Trustees

The Trustees provide governance and develop policy for the charity and accept ultimate legal authority for it. The Trustees formulate and regularly review the long- and short-term strategic aims of the charity as well as setting specific goals and priorities. The Trustees approve budgets and are responsible for the good stewardship of the charity's resources. They work in partnership with the Director with a view to furthering the charity's objectives.

The trustees are responsible for preparing the Report of the Trustees and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

This report was approved by the Board of Trustees on the 23rd November 2022 and signed on its behalf, by:

Colin Havard, Treasurer of the Board of Trustees

23

24

Food Matters Foundation

UNAUDITED FINANCIAL STATEMENTS For the year ended 31 March 2022

Legal and administrative information

Trustees Mr C Powell
Ms K Dalmeny
Mr T Marsh
Mr C Havard
Ms L Sharpe
Charity number 1178078
Principal address Community Base
113 Queens Road
Brighton
BN1 3XG
Independent examiner Woodgate Accounting Services
Unit 43 Newhaven Entreprise Centre
Newhaven
BN9 9BA
Accountants West & Berry Limited
Mocatta House
Trafalgar Place
Brighton
BN1 4DU

Independent Examiner's Report

to the trustees of Food Matters Foundation

I report to the trustees on my examination of the financial statements of Food Matters Foundation charity for the year ended 31 March 2022.

Responsibilities and basis of report

As the trustees of the charity you are responsible for the preparation of the financial statements in accordance with the requirements of the Charities Act 2011 (the 2011 Act).

I report in respect of my examination of the charity’s financial statements carried out under section 145 of the 2011 Act. In carrying out my examination I have followed all the applicable Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act.

Independent examiner's statement

Your attention is drawn to the fact that the charity has prepared financial statements in accordance with Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) in preference to the Accounting and Reporting by Charities: Statement of Recommended Practice issued on 1 April 2005 which is referred to in the extant regulations but has now been withdrawn.

I understand that this has been done in order for financial statements to provide a true and fair view in accordance with Generally Accepted Accounting Practice effective for reporting periods beginning on or after 1 January 2015.

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

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

Phil Woodgate FCCA

Woodgate Accounting Services Unit 43 Newhaven Enterprise Centre Newhaven BN9 9BA

25 November 2022 Dated:

25

Statement of Financial Activities

including income and expenditure account

26

For the year ended 31 March 2022

Current financial year

Notes Unrestricted
funds
2022
£		 Unrestricted
funds
2022
£		 Restricted
funds
2022
£		 Total
2022
£		 Total
2021
£
Income from:
Donations and legacies
Charitable activities
Investments		 3
4
5		 2,343
31,213
12		 193,441
-
-		 195,784
31,213
12		 235,308
8,144
1
Total income 33,568 193,441 227,009 243,453
Expenditure on:
Raising funds		 6 938 6,485 7,423 1,017
Charitable activites 7 32,981 168,287 201,268 148,845
Total expenditure 33,919 174,772 208,691 149,862
Net (expenditure)/income for the year/
Net movement in funds		 (351) 18,669 18,318 93,591
Fund balances at 1 April 2021 28,896 126,524 155,420 61,829
Fund balances at 31 March 2022 28,545 145,193 173,738 155,420

The statement of financial activities includes all gains and losses recognised in the year. All income and expenditure derive from continuing activities.

Statement of Financial Activities (continued) including income and expenditure account

For the year ended 31 March 2022

Prior financial year

Notes Unrestricted
funds
2021
£		 Restricted
funds
2021
£		 Total
2021
£
Income from:
Donations and legacies
Charitable activities
Investments		 3
4
5		 37,313
4,444
1		 197,995
3,700
-		 235,308
8,144
1
Total income 41,758 201,695 243,453
Expenditure on:
Raising funds		 6 1,017 - 1,017
Charitable activites 7 41,358 107,487 148,845
Total expenditure 42,375 107,487 149,862
Net (expenditure)/income for the year/
Net movement in funds		 (617) 94,208 93,591
Fund balances at 1 April 2020 29,513 32,316 61,829
Fund balances at 31 March 2021 28,896 126,524 155,420

27

Balance Sheet

As at 31 March 2022

28

Notes 2022
£		 £ 2021
£		 £
Fixed assets
Tangible assets		 11 1,489 203
Current assets
Debtors
Cash at bank and in hand		 12 39,918
164,774		 96,710
86,249
Creditors: amounts falling due within one
year		 13 204,692
(32,443)		 182,959
(27,742)
Net current assets 172,249 155,217
Total assets less current liabilities 173,738 155,420
Income funds
Restricted funds
Unrestricted funds
Designated funds
General unrestricted funds		 16
17		 4,354
24,191		 145,193 3,349
25,547		 126,524
28,545 28,896
173,738 155,420

The financial statements were approved by the Trustees on 23rd November 2022.

Mr C Havard Trustee

Notes to the financial statements

For the year ended 31 March 2022

1. Accounting policies

Charity information

Food Matters Foundatio is a charitable incorporated organisation.

1.1 Accounting convention

The financial statements have been prepared in accordance with the charity's governing document,the Charities Act 2011 and "Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019)". The charity is a Public Benefit Entity as defined by FRS 102.

The charity has taken advantage of the provisions in the SORP for charities applying FRS 102 Update Bulletin 1 not to prepare a Statement of Cash Flows.

The financial statements have departed from the Charities (Accounts and Reports) Regulations 2008 only to the extent required to provide a true and fair view. This departure has involved following the Statement of Recommended Practice for charities applying FRS 102 rather than the version of the Statement of Recommended Practice which is referred to in the Regulations but which has since been withdrawn.

The financial statements are prepared in sterling, which is the functional currency of the charity. Monetary amounts in these financial statements are rounded to the nearest £.

The financial statements have been prepared under the historical cost convention. The principal accounting policies adopted are set out below.

1.2 Going concern

At the time of approving the financial statements, the trustees have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. Thus the trustees continue to adopt the going concern basis of accounting in preparing the financial statements.

1.3 Charitable funds

Unrestricted funds are available for use at the discretion of the trustees in furtherance of their charitable objectives.

Restricted funds are subject to specific conditions by donors as to how they may be used. The purposes and uses of the restricted funds are set out in the notes to the financial statements.

29

30

1.4 Income

Income is recognised when the is legally entitled to it after any performance conditions have been met, the amounts can be measured reliably, and it is probable that income will be received.

Cash donations are recognised on receipt. Other donations are recognised once the has been notified of the donation, unless performance conditions require deferral of the amount. Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is recognised at the time of the donation.

Legacies are recognised on receipt or otherwise if the has been notified of an impending

distribution, the amount is known, and receipt is expected. If the amount is not known, the legacy is treated as a contingent asset.

Income from government and other grants is recognised when the charity has entitlement to the funds, and performance conditions attached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably.

Income from contracts is recognised on an earned basis in the year in which the conditions for receipt are met.

1.5 Expenditure

Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party. Expenditure is classified by activity and is allocated to the particular activity where the cost relates directly to that activity.

The costs of each activity are made up of total direct costs plus shared costs including support costs and governance expenditure. Where the charity undertakes more than one activity shared costs will be apportioned on a basis consistent with the use of resources. All expenditure is inclusive of irrecoverable VAT.

Fundraising costs are those incurred in seeking voluntary contributions.

Support costs are those costs incurred directly in support of expenditure on the objects of the charity.

Governance costs are those incurred in connection with the administration of the charity and compliance with statutory requirements.

1.6 Tangible fixed assets

Tangible fixed assets are initially measured at cost and subsequently measured at cost or valuation, net of depreciation and any impairment losses.

Depreciation is recognised so as to write off the cost or valuation of assets less their residual values over their useful lives on the following bases:

Plant and equipment 4 years straight line Computer equipment 3 years straight ine

The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds and the carrying value of the asset, and is recognised in the statement of financial activities.

1.7 Impairment of fixed assets

At each reporting end date, the charity reviews the carrying amounts of its tangible assets to determine whether there is any indication that those assets have suffered an impairment loss. If any such indication exists, the recoverable amount of the asset is estimated in order to determine the extent of the impairment loss (if any).

1.8 Cash and cash equivalents

Cash and cash equivalents include cash in hand, deposits held at call with banks, other short-term liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities.

1.9 Financial instruments

The charity has elected to apply the provisions of Section 11 ‘Basic Financial Instruments’ and Section 12 ‘Other Financial Instruments Issues’ of FRS 102 to all of its financial instruments.

Financial instruments are recognised in the charity's balance sheet when the charity becomes party to the contractual provisions of the instrument.

Financial assets and liabilities are offset, with the net amounts presented in the financial statements, when there is a legally enforceable right to set off the recognised amounts and there is an intention to settle on a net basis or to realise the asset and settle the liability simultaneously.

Basic financial assets

Basic financial assets, which include debtors and cash and bank balances, are initially measured at transaction price including transaction costs and are subsequently carried at amortised cost using the effective interest method unless the arrangement constitutes a financing transaction, where the transaction is measured at the present value of the future receipts discounted at a market rate of interest. Financial assets classified as receivable within one year are not amortised.

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32

Basic financial liabilities

Basic financial liabilities, including creditors and bank loans are initially recognised at transaction price unless the arrangement constitutes a financing transaction, where the debt instrument is measured at the present value of the future payments discounted at a market rate of interest. Financial liabilities classified as payable within one year are not amortised.

Debt instruments are subsequently carried at amortised cost, using the effective interest rate method.

Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of operations from suppliers. Amounts payable are classified as current liabilities if payment is due within one year or less. If not, they are presented as non-current liabilities. Trade creditors are recognised initially at transaction price and subsequently measured at amortised cost using the effective interest method.

Derecognition of financial liabilities

Financial liabilities are derecognised when the charity's contractual obligations expire or are discharged or cancelled.

1.10 Employee benefits

The cost of any unused holiday entitlement is recognised in the period in which the employee’s services are received.

Termination benefits are recognised immediately as an expense when the is demonstrably committed to terminate the employment of an employee or to provide termination benefits.

1.11 Retirement benefits

Payments to defined contribution retirement benefit schemes are charged as an expense as they fall due.

2 Critical accounting estimates and judgements

In the application of the charity’s accounting policies, the trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods.

33

3 Donations and legacies

Unrestricted
funds
2022
£		 Restricted funds
2022
£		 Total
2022
£		 Unrestricted
funds
2021
£		 Restricted
funds
2021
£		 Total
2021
£
Grants receivable 2,343 193,441 195,784 37,313 197,995 235,308
Grants receivable for core activies
Brighton & Hove Community Agriculture
Community Fund - FMIO Through the Gate
Clinks - COVID-19 winter support grant
Henry Smith Charity
Ministry of Justice - Food Matters Inside and Out Project
Sustain Alliance - Good Food Governance
Sustainable Food Places (Esmée Fairbairn Foundation and The Big Lottery(
Surrey Policy and Crime Commission
Sussex Community Foundation
Swire Charitable Trust
Covid-19 Job Retention Scheme		 250
-
-
-
-
2,000
-
-
-
-
93		 -
10,000
-
-
61,956
-
121,485
-
-
-
-		 250
10,000
-
-
61,956
2,000
121,485
-
-
-
93		 -
-
5,625
-
4,380
-
15,000
-
4,640
-
7,668		 -
-
-
10,000
64,848
-
108,147
5,000
5,000
5,000
-		 -
-
5,625
10,000
69,228
-
123,147
5,000
9,640
5,000
7,668
2,343 193,441 195,784 37,313 197,995 235,308

4 Charitable activites

34

Charitable
Income
2022
£		 Charitable
Income
2021
£
Other income 31,213 8,144
4,444
3,700
Analysis by fund
Unrestricted funds
Restricted funds		 31,213
-
5Investments
Unrestricted
funds
2022
£		 Unrestricted
funds
2021
£
Interest receivable 12 1

6 Raising funds

Unrestricted
funds
2022
£		 Restricted
funds
2022
£		 Total
2022
£		 Unrestricted
funds
2021
£
Fundraising and publicity
Advertising
Staff costs		 229
709		 100
6,385		 329
7,094		 -
1,017
Fundraising and publicity 938 6,485 7,423 1,017
938 6,485 7,423 1,017

7 Charitable activities

2022
£		 2021
£
Staff costs
Depreciation and impairment
Food - project costs
Subcontractor - project costs
Accommodation and venue - project costs
Travel and subsistence - project costs
Other project costs
Rent and accommodation costs
Staff training and conference costs
Travel and subsistence
Subscriptions		 127,098
806
128
13,700
639
2,564
36,112
6,000
2,464
169
287		 117,000
241
40
15,588
390
-
5,629
4,875
61
64
164
189,967 144,052
Share of support costs (see note 8)
Share of governance costs (see note 8)		 7,470
3,831		 2,309
2,484
201,268 148,845
Analysis by fund
Unrestricted funds
Restricted funds		 32,981
168,287		 41,358
107,487
201,268 148,845

35

36

8 Support costs

8Support costs
Support
costs
£		 Governance
costs
£		 2022
£		 Suport costs
£		 Governance
costs
£		 2021
£
Insurance
IT software, support and
repairs
Website costs and
support
Printing, postage and
stationery
Small equipment and
office expenses
Telephone and internet
Sundry expenses
Bank fees
Accountancy
Legal and professional		 604
1,744
3,668
508
282
19
539
106
-
-		 -
-
-
-
-
-
-
-
2,756
1,075		 604
1,744
3,668
508
282
19
539
106
2,756
1,075		 604
1,038
-
366
168
-
41
92
-
-		 -
-
-
-
-
-
-
-
2,484
-		 604
1,038
-
366
168
-
41
92
2,484
-
7,470 3,831 11,301 2,309 2,484 4,793
Analysed between
Charitable activities		 7,470 3,831 11,301 2,309 2,484 4,793

Governance costs includes £1,800 (2021: £1800) for accountancy and independent examination fees

9 Trustees

None of the trustees (or any persons connected with them) received any remuneration or benefits from the charity during the year.

10 Employees

The average monthly number of employees during the year was:

2022
Number		 2021
Number
5 5
Employment costs 2022
£		 2021
£
Wages and salaries
Social security costs
Other pension costs		 122,820
6,780
4,592		 109,994
5,317
2,706
134,192 118,017

11 Tangible fixed assets

11Tangible fixed assets
Plant and
equipment
£		 Computer
equipment
£		 Total
£
Costs
At 1 April 2021
Additions		 165
285		 675
1,808		 840
2,093
2,933
638
806
1,444
1,489
203
At 31 March 2022 450 2,483
Depreciation and impairment
At 1 April 2021
Depreciation charged in the year		 110
112		 528
694
At 31 March 2022 222 1,222
Carrying amount
At 31 March 2022		 228 1,261
At 31 March 2021 55 148
12Debtors
Amounts failing due within one year 2022
£		 2021
£
Trade debtors
Other debtors
Prepayments and accrued income		 39,391
162
365		 95,184
1,161
365
39,918 96,710
13Creditors: amounts falling due within one year
Notes 2022
£		 2021
£
Other taxation and social security
Deferred income
Trade creditors
Other creditors
Accruals and deferred income		 14 5,420
20,540
1,220
1,748
3,515		 2,754
20,101
-
798
4,089
32,443 27,742

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14 Deferred income

14Deferred income
2022
£		 2021
£
Arising from Deferred income 20,540 20,101
2022
£		 2021
£
Deferred income is included within:
Current liabilities		 20,540 20,101
Movements in the year:
Deferred income at 1 April 2021
Released from previous periods
Resources deferred in the year		 20,101
(20,101)
20,540		 38,405
(38,405)
20,101
Deferred income at 31 March 2022 20,540 20,101

Deferred income is included in the charity as follows at the 31st March 2022:

Soil Association £20,540 (2021: £20,101)

15 Retirement benefit schemes

Defined contribution schemes

The charity operates a defined contribution pension scheme for all qualifying employees. The assets of the scheme are held separately from those of the in an independently administered fund.

The charge to profit or loss in respect of defined contribution schemes was £4,592 (2021 - £2,706).

39

16 Restricted funds

The income funds of the charity include restricted funds comprising the following unexpended balances of donations and grants held on trust for specific purposes:

Movement in funds Movement in funds Movement in funds Movement in funds Movement in funds Movement in funds Movement in funds
Balance at 1
April 2020
£		 Incoming
resources
£		 Resources
expenses
£		 Balance at 1
April 2021
£		 Incoming
resources
£		 Resources
expended
£		 Balance at 31
March 2022
Community Foundation - Through the Gate
Henry Smith Charity
London Borough of Waltham
Ministry of Justice - Food Matters Inside and Out Project
Surrey Police and Crime Commission
Sustainable Food Places (Esmée Fairbairn Foundation and The Big Lottery)
Sussex Community Foundation
Swire Charitable Trust		 -
-
-
-
-
30,912
-
1,404		 -
10,000
3,700
64,848
5,000
108,147
5,000
5,000		 -
-
-
(18,875)
-
(87,208)
-
(1,404)		 -
10,000
3,700
45,973
5,000
51,851
5,000
5,000		 10,000
-
-
61,956
-
121,485
-
-		 -
(3,048)
(3,700)
(40,173)
(5,000)
(112,851)
(5,000)
(5,000)		 10,000
6,952
-
67,756
-
60,485
-
-
32,316 201,695 (107,487) 126,524 193,441 (174,772) 145,193

17 Designated funds

The income funds of the charity include the following designated funds which have been set aside out of unrestricted funds by the trustees for specific purposes:

40

Movement in funds Movement in funds Movement in funds Movement in funds Movement in funds Movement in funds
Incoming
resources
£		 Resources
expended
£		 Balance at 1
April 2021
£		 Incoming
resources
£		 Resources
expended
£		 Balance at
31 March
2022
Clinks - Covid-19 winter
support grant
Sussex Community
Foundation - Covid-19
emergency grant
Sustain Alliance - Good Food
Governance		 5,625
4,640
-		 -
(6,916)
-		 5,625
(2,276)
-		 -
-
2,000		 -
-
(995)		 5,625
(2,276)
1,005
10,265 (6,916) 3,349 2,000 (995) 4,354

18 Analysis of net assets between funds

Unrestricted
funds
2022
£		 Restricted
funds
2022
£		 Total
2022
£		 Unrestricted
funds
2021
£		 Restricted
funds
2021
£		 Total
2021
£
Funds balances at 31 March
2022 are represented by:
Tangible asses
Current assets (liabilities)		 1,420
27,125		 69
145,124		 1,489
172,249		 203
28,693		 -
126,524		 203
155,217
28,545 145,193 173,738 28,896 126,524 155,420

19 Related party translations

There were no disclosable related party transactions during the year (2021 - none).