## TRUSTEES’ ANNUAL REPORT and UNAUDITED FINANCIAL ACCOUNTS FOR YEAR ENDED 31st MARCH 2023 FOOTHOLD CYMRU ## Foothold Cymru THE LORD ARTHUR RANK CENTRE, TROSTRE ROAD, LLANELLI, SA14 9RA |**A.1 INTRODUCTION**|**2**| |---|---| |**A.2 STRUCTURE, GOVERNANCE AND MANAGEMENT**|**3**| |**A.3. PUBLIC BENEFIT**|**6**| |**A.4. OBJECTS AND AIMS**|**6**| |**A.5. STRATEGIC OBJECTIVES, ACTIVITIES AND ACHIEVEMENTS**|**7**| |**A.6. RESERVES AND RESERVES POLICY**|**14**| |**A.7 CHALLENGES AND FUTURE PRIORITIES**|**14**| 1 Foothold Cymru ## TRUSTEES’ ANNUAL REPORT FOR YEAR ENDED 31st MARCH 2023 The Trustees are pleased to present their Annual Report together with the financial statements of the Charity for the year ending 31st March 2023. They are also prepared to meet the requirements for a directors’ report and accounts for Companies Act purposes. The Charity Commission entered the Company onto the Register of Charities with the Registered Charity Number 1188696 in March 2020. The financial statements comply with the Charities Act 2011, the Companies Act 2006, the Memorandum and Articles of Association, and Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) as amended for accounting periods from 1 January 2016. ## A.1 Introduction Foothold Cymru is a social justice organisation, established over 30 years ago. Our vision is of a Wales, where every individual enjoys a decent standard of living free from poverty with social, economic and environmental justice for all. Our mission is to support people to address the causes and consequences of poverty and inequality, through designing our services with, not for, individuals and communities most affected by these issues. Our services change lives and are grouped under the following themes. - Live and Thrive: This pillar underscores our dedication to improving overall wellbeing and quality of life. It involves our efforts to combat poverty and enhance access to necessities. 2 Foothold Cymru - Learn and Grow: The Learn and Grow pillar represents our commitment to education, skill development, and individual growth. It includes both non-accredited and accredited training programs, catering to a diverse range of learners. This pillar empowers individuals with the knowledge and skills needed for development and growth. - Protect and Sustain: In our commitment to Protect and Sustain, we're focused on reducing waste, supporting biodiversity, and ensuring fairness in environmental matters. We're also dedicated to using sustainable practices. These are the areas we believe the biggest challenges lie and where we believe we can make the most impact. Each one is a vital part of our journey towards our vision of a Wales with social, economic and environmental justice for all; each area is connected, so our response must be too. This work is underpinned by our recognition that the solutions, and the skills to put them in place, are often to be found in the lived experiences and understanding of the people and communities affected. Our recognition finds expression in projects that develop the capacity of individuals to contribute and our determination to put co-production at the heart of all our work. The above objectives and activities reflect the Charity’s principles, which are: - Community: strong communities as loci for mutual support and the realisation of individual potential. - Education: both formal and informal, as a means by which individual potential can be realised. - Human enterprise and endeavour: as the drivers for individuals and communities to address the challenges they face. - Sustainable development: through which the security and wellbeing of future generations are protected by the responsible practices and use of resources of the current generation. - Justice: driven by tackling entrenched social inequalities and ensuring that those who are traditionally under-represented in society have a strong voice in how our society is run. ## A.2 Structure, Governance and Management Foothold Cymru is a Registered Charity (number: 1188696). The liability of Trustees in limited to a sum not exceeding £10. As set out in the Articles of Association, all Trustees and designated officers, including the Chair, are appointed at the AGM. The term of office for Trustees is initially three years, with the possibility of ongoing renewal with the agreement of majority of the trustees. In appointing new Trustees, attention is paid to the need to have a wide array of skills and diversity, including gender, age, ethnicity, disability, and sexuality. The Trustee Board meets no less than four times in each financial year. We are extremely proud of the progress we have made during the last year to further expand and diversify the composition of the board. ## A.2.1. Functions of the Board The Board of Trustees fulfils the following functions: - To have control of the Charity and its property and funds. 3 Foothold Cymru - To have responsibility for the Charity’s overall governance and strategic direction. - • To develop the aims, objectives and organisational goals in accordance with the legal and regulatory framework of the sector and in line with the Charity’s governing document, continually striving for best practice in governance. - To uphold the fiduciary duty invested in the position, undertaking such duties in a way that adds to public confidence and trust. - To interview, appoint and monitor the work and activities of senior paid staff. All members of the Board of Trustees are required to sign a Code of Conduct and a Declaration and Register of Interest form. ## A.2.2. Main Responsibilities of the Board - Managing organisational performance and risk – developing and reviewing the organisation’s strategy, objectives, performance, statutory compliance and risk, continuously ensuring the measurement of our impact. - Leadership and strategy – leading the development of the organisation’s vision, mission, values and strategic direction. - Strategic planning and implementation – agreeing coherent, strategic plans and timetables, monitoring performance and reviewing outcomes and impact. - Communication – promoting the work of the organisation to a variety of external partners, stakeholders and audiences. - Equality and diversity – championing equality and diversity in everything that the organisation does, particularly in the context of making people matter and working with some of the most disadvantaged people in society. - Safeguarding – monitoring the organisation’s conduct to ensure that safeguarding standards are maintained. ## A.2.3. Induction and Training of New Trustees New Trustees receive an induction pack containing the following: - Declaration to act as a Trustee. - Terms of Reference. - Code of Conduct. - Equal Opportunities monitoring form. - Declaration of Interest Form. - Skills and Knowledge Audit. - Charity Commission CC3 document. - Responsibilities of Trustees. - Memorandum and Articles of Association. - Annual Report and Accounts. - Information regarding Trustee Board meetings ## A.2.4. Related Parties All interests are required to be declared and signed in the Trustee’s Declaration of Interests pro-forma. This process is updated annually at the AGM and/or as required. In addition, all Trustees are required to declare any interest pertinent to the agenda at all Board Meetings. ## A.2.5. Organisational Structure The Board of Trustees administers the Charity. In so doing, it meets quarterly, with two committees reporting to it: namely The Finance, Risk, Audit and People Committee and the Governance & Operational Performance Committee. Both committees have the authority to 4 Foothold Cymru form task and finish groups and subgroups in furtherance of its work. During the year in question there were 2 subgroups namely Safeguarding Sub Committee and the Renumeration Sub Committee. A Chief Executive Officer (CEO) is appointed by the Trustees to oversee the Charity’s dayto-day operations. To facilitate effective operations, the CEO has delegated authority, within terms of delegation approved by the Board, for operational matters including finance, employment, and performance related activities. The CEO is supported by a Deputy Chief Executive and a Senior Management Team taking operational responsibility for the successful delivery of the Charity’s various projects and services. A Finance Manager is responsible for administering the Charity’s accounts whilst an Operation Manager has oversight of the central services such as Health and Safety, GDPR and other core services. At the end of the Financial Year 2022/23, the Charity employed 18 members of staff, either on part time or full-time contracts. Foothold Cymru is a Real Living Wage employer. As an organisation we are committed to transparency in our work and include staff in our decisions and as such we operate an ‘open door’ policy where staff are encouraged to ask questions about our activities, strategy, performance and current initiatives. We continuously interact and communicate with staff through committees, meetings, working groups and day to day management. Additionally, staff have the support of a wellbeing officer who provides information, support and organises wellbeing events. The charity is fortunate to have committed and inspirational volunteers. Over the course of 2022/23 we have had the support of 42 volunteers. The skills and knowledge of our volunteers is a huge asset to the charity, and we have over the recent past used their experience to improve our volunteer management programme to make it as impactful as possible. Part of this journey was to begin the process of gaining Investors in Volunteering accreditation, which we hope to complete in 2023/24 ## A.2.6. Policies and Procedures The conduct of the Charity and the delivery of services are guided by a comprehensive set of policies and procedures to ensure that its governance, financial management, security, management and operation are in keeping with best practice. All staff are aware of their responsibilities in relation to these policies, together with the expectation that they adhere to them in their day-to-day working. All policies and procedures are reviewed by the Board of Trustees on a scheduled basis, unless legislative change dictates otherwise, or in the event of an incident that gives rise to a need for review of the provisions, interpretation, and implementation of a policy. ## A.2.7. Safeguarding As a Charity working with vulnerable people of all ages, we take our responsibilities with regards safeguarding very seriously. This includes having well-established systems and processes to ensure that the safety and interests of those concerned are protected at all times. These include, but are not limited to, a Child Protection and Safeguarding Policy and a Safeguarding Adults at Risk Policy. We also have a safeguarding code of conduct and an online safeguarding policy and procedure. All Trustees and staff undergo the appropriate level of Disclosure and Barring Scheme checks upon appointment. All staff undergo comprehensive safeguarding training on an annual basis 5 Foothold Cymru and are aware of the various forms of abuse that might occur and how these might manifest themselves, as well as the procedures to be adopted where these are suspected. We publish an annual safeguarding report which reviews our work over the previous year and sets out our action plan for the coming year. ## A.2.8. Risk Management The Trustees believe that they have identified the major risks to which the charity is exposed and how these risks can be mitigated. This has been aided by a robust risk management process. The process identifies the types of risks the Charity faces, prioritises them in terms of likelihood of occurrence and potential impact, identifies the means of managing these risks and monitors how they are managed. The risk register is reviewed quarterly, with relevant exemption reports presented to the Board. Trustees review the adequacy of protection against these risks and, where this appears insufficient, put in place appropriate procedures to mitigate them. The biggest risk for the Charity continues to be our over-reliance on short-term and limited funding at a time when the demand for our services grows. Therefore, an important strand of the Board’s strategy is to continue to demonstrate the Charity’s ability to provide added value as an organisation, whilst simultaneously demonstrating excellent outcomes and impact. At the same time, the organisation looks to expand its income streams and look for new sources of growth. ## A.3. Public Benefit As required by the Charities Act 2011, the Charity Commission for England and Wales issued its general guidance on the criteria it will use to determine whether a charity provides public benefit. The Board of Trustees has considered the relevant guidance and is satisfied that the organisation provides considerable public benefit, as demonstrated in this report. We have referred to the guidance when reviewing our purpose and mission and in planning future activities. Consideration is given to how planned future activities will contribute to the delivery of public benefit. Thus, development activities and proposals for funding applications are presented to Trustees for approval based on their ability meet this requirement. In making their decisions, Trustees assure themselves that all proposals target members of the community who are experiencing social exclusion based on one or more of the factors identified or are at risk of doing so. At the same time, Trustees ensure that the outcomes of the Charity’s work, and the public benefits that derive from it are demonstrable through qualitative, as well as quantitative research methodologies. Furthermore, Trustees assure themselves that no potential barriers to participation by the target groups exist, and that issues of equality and diversity are adhered to. ## A.4. Objects and Aims The Charity’s objects are to develop the capacity and skills of members of socially and economically disadvantaged communities in Wales in such a way that they are better able to identify, and help meet, their needs and to participate more fully in society, in particular but not exclusively by: a) equipping disadvantaged or otherwise excluded people with the skills and competencies required to take responsibility for identifying and meeting their needs and those of the community. b) the delivery of formal, informal and community education programmes that provide socially and economically disadvantaged people opportunities to gain 6 Foothold Cymru nationally recognised qualifications and / or develop the knowledge, skills and competencies required for independent living and the labour market. c) the promotion, provision and facilitation of volunteering, training, and work experience opportunities to unemployed or underemployed people who are disadvantaged in the labour market. ## A.5. Strategic Objectives, Activities and Achievements We are currently at the end of the third year of our strategic plan ‘Stronger Together’. In 2020 we set out four strategic priorities namely: ## • Build Stronger Financial Foundations: We have focused on strengthening the organisation's financial health to establish a more robust financial base. This has entailed actions such as reducing costs, diversifying funding sources, and building up reserves. ## • Create Stronger Impact: The aim of priority is to make a lasting difference in the community by connecting, inspiring, and mobilising local people to take actions that support individual and community well-being. We have also improved how we measure and communicate the impact of our efforts. We want to be clear and honest about our actions, striving to make a more significant, positive difference in the lives of the people we serve. - Establish a Stronger Organization: We have invested in the growth and capacity of the organisation by empowering our staff and volunteers whilst continuing to strengthen governance arrangements. This also involves providing training and development opportunities for employees, retaining a skilled and motivated workforce and optimizing volunteer management. ## • Foster Stronger Partnerships and Sustain Growth: Under this heading we have actively involved our participants in decision-making processes to ensure that our work is responsive, relevant, and sustainable. We have also sought out collaborative partnerships with other organizations that share common goals to maximise our collective strength and impact. Examples of our progress against the four agreed strategic objectives over the year to March 2023 are given below: ## A.5.1 Build Stronger Financial Foundations: We were pleased to note that despite challenging external conditions we secured an encouraging level of new income over the last year which has enabled us to deliver a wide range of projects in furtherance of our mission. We further developed our internal capacity to increase our fund-raising income and are currently working with a range of corporate doners who believe in our work and mission. We also looked at the feasibility of establishing a viable social enterprise that aligns with the organisation's mission and can generate a sustainable revenue. ## A.5.2 Create Stronger Impact: During the year we have supported 2893 people across our various services. To understand our impact, we conducted an organisational wide survey with a sample of nearly 20% of the people supported across our services. This work was supported by focus groups and data collected from project specific monitoring processes. 7 Foothold Cymru Foothold Cymru’s impact is captured across five key areas as set out in our organisational Theory of Change - Increased financial resilience. - Improved environmental justice. - Increased community cohesion. - Increasing engagement with learning. - Enhanced health and wellbeing. ## A.5.2.1 Increased financial resilience ## _Why we are needed:_ The relentless rise in the cost of living has posed a formidable challenge for individuals striving to meet their fundamental needs such as food and energy. For many of our participants who were already navigating financial strains, the surge in energy and food costs during the autumn and winter of 2022/23 only intensified the pressure on their family incomes. _What we do:_ - Income Support: Implement services to help low-income individuals and families reduce their household expenses. Examples are our food stores and clothes and school uniform exchange, - Employability Training and Employment Opportunities: We offer employability training to equip people with the skills to secure employment. - Financial Literacy Education: We provide money management courses to empower individuals with the knowledge and skills to manage their finances effectively. ## _The difference we make:_ Key achievements: - £749,194 in household savings across all our participants. - 72% of participants said that they had made wiser and more financially sound choices because of our support. _**“The community store is a great “The shop has been a lifeline” resource for families. It helps me to make my money go a lot further. "I feel so much more in control of my “Last year I couldn’t afford new shoes bills. I'm able to sleep better at night and coats for my children. I felt so because I’m more organised". embarrassed, so useless. Foothold, with no fuss, stepped in and were able to help”.**_ ## A.5.2.2. Promoting environmental justice ## _Why we are needed:_ At Foothold Cymru, our commitment stems from an understanding that the ongoing disregard for our planet is not only unsustainable but also disproportionately affects marginalised communities. Whether it's due to poor air quality, limited access to green spaces, fly-tipping, or hazardous workplaces, disadvantaged communities bear the brunt of environmental injustice. 8 Foothold Cymru ## _What we do:_ - E-Waste Collection and Recycling: We teach young people to repair old computers, smartphones, and other electronic devices (E-waste), originally destined for landfill. The repaired items are donated to the local community. - Community Repaint Store: Local people can buy recycled paint at a very lost cost, paint that would otherwise have gone to landfill. - Arts and Crafts Scrap Store: Offers a space where crafters can find or exchange leftover materials like fabric scraps, yarn, beads, paper, and other craft supplies. - Events: Host events where community members can donate items they no longer need and take items they can use, fostering a culture of reuse and reducing landfill waste. - Tool Library: Our tool lending library offers a space where community members can borrow tools they need for various home improvement, gardening, or DIY projects instead of buying new ones. - Tool Drives: We organise campaigns to collect and refurbish tools that are no longer in use. These tools can then be lent out or shared through our Tool Library. - Clothes and Uniform Exchange: Provides a service where individuals can exchange or donate children’s clothing and uniforms they've outgrown or no longer need. - Composting Workshops: We provide a community composting site and training on composting techniques and provide resources to help people compost their organic waste at home, reducing landfill waste and creating nutrient-rich soil. - Repair Cafes: We host repair events where skilled volunteers help community members fix broken items such as electronics, bikes, small appliances, clothing and furniture, promoting repair over disposal. - Upcycling Workshops: We offer classes or workshops that teach people how to transform old or discarded items into new and useful products. - Zero Waste Education: We conduct workshops, seminars, and informational sessions to raise awareness about the principles of Zero Waste and provide tips on reducing waste in everyday life. - Community Garden: We have created a space to grow our own food using sustainable gardening practices. The proceeds are donated to our community fridge. _The difference we make:_ Key achievements: - 89% of our participants reported increased knowledge and skills to reduce waste. - Diverted 56 tonnes of waste from landfill through repair and reuse activities. _**“Borrowing the tools [from the tool**_ “ _**I’m so glad I came to you for paint, you shed] has meant I’ve saved money as have saved me and my family so much well as doing my bit for the money! Without this we could lose our environment” deposit as the Landlord is strict about the house being returned re-decorated and we don’t have the money to buy paint. Thank you so much for all the services you have here.”**_ _**“Clare loves art, it helps her focus and “When my husband died, I had a shed concentrate. If she’s stressed, we will full of tools, tools I would never use. He**_ 9 Foothold Cymru _**stop, and she will draw her cartoons and was the handyman. I donated them to stories. The Scrap Store has meant she the toolshed. It makes me feel so much can use inks and pens, something we better to know they are in good hands can’t afford, and she’s improved so not rusting away in that shed. I know much”. they are being looked after and that local people are benefiting from their use.”**_ ## A.5.2.3. Increased Community Cohesion ## _Why we are needed:_ Community cohesion is a strong force for positive transformation. It addresses the growing disconnection in communities and the challenges people face in isolation. By fostering connections and mutual support, it significantly increases individuals' sense of belonging to their community. In practical terms, when people feel connected, they are more likely to collaborate and address problems together. This collaborative effort can lead to tangible improvements in the community, such as enhanced safety, better education, and increased economic opportunities. ## _What do we do:_ - Volunteering programs: Our volunteering programmes provide individuals from school age upwards with opportunities to connect with others who share common interests and values. They enable people to give back to their community while forming meaningful connections. - Shared space: During the winter of 2022/23, our Warm Hub not only met a basic need for shelter from the cold but also served as a physical hub for people to gather, socialise, and share their experiences. - Workshops and courses: Our workshops and courses act as catalysts for personal growth and capacity building while also facilitating connections with those who share similar interests. They empower individuals with valuable skills and knowledge. - Community cohesion events: Through our partnership with Llanelli Multi-Cultural Network (LMCN), we have hosted community events that bring together people from diverse backgrounds, promoting cultural exchange and understanding. - Building intergenerational relationships: From gardening to cookery classes, from arts and craft group to DIY, we have actively nurtured intergenerational relationships, bridging generational divides and facilitating the transfer of experiences and wisdom, benefiting both the young and old. - Lived experience working groups: We involve individuals who have firsthand experience with the challenges at hand, ensuring that their voices guide our efforts. - • Steering groups: Collaborative teams steer our initiatives, ensuring that diverse perspectives and expertise are considered in decision-making. - Peer to peer mentors: We provide opportunities for community members to learn from and support each other. ## _The difference we make:_ - 87% of participants shared that they connected with new people and made new friends. - 88% of respondents expressed feeling that there are now more individuals they can turn to for help when needed. 10 Foothold Cymru |**_“I enjoy helping with the workshops_. ****_It's_**
**_a great way to share the skills my_**
**_mother taught me and help other people_**
**_learnto cook”_**|**_“Volunteering gives me a feeling that I_**
**_know that I have made a difference,_**
**_that it has a lasting effect…it makes you_**
**_feel happy in yourself, you’re helping_**
**_the community, you’re volunteering”_**| |---|---| |**_“The Hobby Lobby is a great place to_**
**_meet new friends, learn new skills and_**
**_stay warm. Without it would be just me,_**
**_at home, all alone._**|| ## A.5.2.4 Increasing Engagement with Learning _Why We Are Needed:_ Foothold Cymru believes that everyone deserves the opportunity to develop their skills and reach their full potential, however, many people lack the qualifications and/or experience they need to succeed. _What We Do:_ - After school clubs and activities: Running extracurricular activities to engage young people in educational and recreational pursuits. - Mentoring and career guidance: Pairing young people with mentors who can guide them in making informed education and career choices. - Life skills training for young people: Cooking, housekeeping, personal organisation and personal development skills. - Parenting support workshops: Offering workshops to help parents support their children's learning and development. - Digital inclusion programs: Assisting individuals in acquiring digital skills, access to the internet, and online safety awareness. - Employment training: Providing workshops on CV writing, employability skills, job search techniques, interview skills, and career development. - Adult learning courses: Offering a range of courses, including arts and crafts, cooking, gardening, foraging and hobby-related classes for lifelong learners. - Financial literacy workshops: Delivering financial education programs to help individuals manage their finances effectively. - Digital inclusion initiatives: Bridging the digital divide by providing access to computers, Wi-Fi, and digital skills training. _The Difference We Have Made_ Key achievements: - 84% of members said they learnt new skills and had new experiences. - 76% of participants said they had a greater level of confidence to tackle new things. _**“Being part of this project has been a “I now buy and cook more healthy food fantastic learning experience for me. and I’m not afraid to try new things”. I've picked up new skills and had lots of new opportunities" I guess it was having the confidence to I feel far stronger, as a person, and just try something different. I would learnt so much since volunteering with have never imagined putting shelves up Foothold. It’s really helped with my without going on the course. I would confidence.**_ 11 Foothold Cymru _**have had to pay for help which I can’t afford.**_ ## A.5.2.5. Improved Health and Wellbeing ## _Why are we needed:_ Health inequalities in Wales persist as a pressing concern, reflecting disparities in health outcomes among different socio-economic and demographic groups. While Wales has made significant strides in its healthcare system, significant gaps remain. Individuals from disadvantaged backgrounds often face shorter life expectancies, higher rates of chronic illnesses, and reduced access to quality healthcare services. Geographic disparities, with higher levels of deprivation in certain areas, exacerbate these inequalities. We aim to provide support that results in improved mental and physical well-being, healthy eating habits, reduced food insecurity, and community connectedness. Our approach focuses on addressing both immediate challenges and underlying factors that contribute to overall health and well-being. ## _What do we do:_ - Provide access to affordable and nutritious food: We ensure that community members have access to affordable, high-quality, and nutritious food to promote better physical health and reduce food insecurity. - Cookery courses: We offer cooking courses to empower individuals with the skills and knowledge needed to make healthier dietary choices; enhancing their overall wellbeing. - Green Gyms. Our green gyms within the growing scheme provide opportunities for physical activity in a natural setting, promoting physical fitness and mental wellbeing. - Mental health Support We provide practical interventions to reduce stress and anxiety, supporting the mental well-being of community members. - Raising awareness of mental health issues: We engage in efforts to raise awareness of mental health issues; reducing stigma and fostering an environment of understanding and support. ## _**The difference we make:**_ Key achievements: - 76% of people said the support provided had contributed to improved wellbeing. _**“Yeah, my mental health has improved “Volunteering has had a positive impact for the better. I’m much better at social on my mental wellbeing, it was helpful interactions, learning and better at to talk about issues in a constructive engaging in conversations now. I can manner. It gave me space to speak. It’s talk to more people now and I can do boosted my confidence for sure” public speaking – I couldn’t do that before”. “My levels of anxiety have got better “Getting to the end of the week and not since Foothold. I’m not so worried about having enough money for food is the being able to afford to support my worst. You panic, you can’t sleep, it’s family” scary. Knowing I can use the shop at**_ 12 Foothold Cymru _**Foothold has helped so much. I don’t feel so bad”**_ ## A.5.3. Foster Stronger Partnerships and Sustain Growth: Recognising the benefits of partnership working and collaboration we continued to work to identify potential partners across public, third and business sectors. Resulting in collaboration with the NHS, the Llanelli Multi-Cultural Networks and range of other organisations. This increased our capacity to deliver on our mission through leveraging greater expertise, knowledge, innovation, and resources. We are also pleased to have helped a range of organisations who have approached us for guidance on a variety of issues, particularly around our work on food resilience. We continue thorough assessments and research to identify gaps in service provision within Carmarthenshire. This involves collecting data, conducting surveys, and consulting with participants to understand their needs. Integral to this are mechanisms for ongoing communication and engagement with local people and communities via our lived experience working groups). We used regular meetings, focus groups, surveys, and feedback sessions to ensure voices are heard and acted upon in the design, delivery, and evaluation of projects. ## A.5.4. Establish a Stronger Organisation: We made significant progress towards establishing our new management structure, a keystone of our succession strategy, strengthening our senior management team from 4 to 8 individuals. This has led to improved innovation and decision making due to an increased diversity of ideas. We have continued to provide a comprehensive staff wellbeing programme that has focused on emotional, financial, and physical wellbeing. We have a wellbeing officer to support our work in this area. Examples of important strategies include staff being able to access five paid days to undertake external volunteering or personal development activities, our comprehensive flexible working policy and the providing of training and professional development opportunities for staff to enhance their skills and knowledge, ultimately improving the organisation’s capacity to achieve its mission. We carried out our staff survey and were delighted with the level of satisfaction expressed by staff. In a world characterised by short-term contracts due to insecure funding we are grateful for their commitment, loyalty, and hard work. We continue to add to our Board of Trustees, with three new trustees joining us during the year as we sought to increase the diversity of representation. This in turn has strengthened our governance arrangements through increasing the range of skills and experiences on the board. We recognise that the world of volunteering has changed significantly over recent years, as has the value we place on our time. Our volunteering strategy is to make the experience ‘easy, flexible and inclusive’. Some volunteers provide a regular commitment whilst others can only spare the occasional hour. Our new flexible approach has increased our volunteer base by 20% increasing our ability to deliver on our mission. We have continued again this year to have a strong focus on our monitoring and evaluation processes, regularly collecting and analysing data relating to the organisation’s activities and impact. This includes tracking key performance indicators (KPIs) to ensure that the organisation is meeting its goals and making data-driven decisions for improvement. 13 Foothold Cymru We maintained our commitment to continuously evaluate, measuring the organisation’s impact on its intended participants and the broader community through a variety of mechanisms including impact assessments, surveys, and case studies to assess the effectiveness of programs and services. We made good progress over the year on our quality improvement agenda. Implementing quality control measures to ensure that the organisation’s products and services meet established standards and expectations. We want all our volunteers to have an incredible experience, know that every hour they donate is valued, and truly feel that they are making a difference to Foothold Cymru. As an indicator of our commitment this year we began the process of gaining Investors in Volunteering status ## A.6. Reserves and Reserves Policy In formulating this policy Foothold Cymru has followed the Charity Commission guidelines to developing a reserves policy. Namely, it has: - Defined the nature of charitable reserves held. - Identified functional assets. - Understood the financial impact of risk. - Reviewed its sources of income. - Looked at plans and commitments. ## _**Restricted Funds**_ Foothold Cymru delivers upward of a dozen grant projects funded via restricted funds which are for the sole use of designated projects. ## _**Unrestricted Funds**_ Typically, these funds are expendable at the discretion of the Trustees in furtherance of the charity’s objects and may be designated for a particular project or purpose. The majority of Foothold Cymru’s unrestricted funds are held in the form of fixed assets which earn an income for the charity to use for its charitable activities. On becoming a Charity in 2020, the Board of Trustees reviewed the charity’s need for free reserves in line with the guidance issued by the Charity Commission. The Reserves Policy, approved in March 2020, and reviewed annually targets free reserves to be maintained within a range of three to six months’ unrestricted operational expenditure. The trustees aim to work towards achieving this goal over the next five years. ## A.7 Challenges and Future Priorities We are currently in the final year of our strategic plan. Each year, within the remit of our Strategic Plan we set key strategic priorities for the new financial year to further strengthen our ability to withstand pressures and maximise opportunities. In late 2022 our Board of Trustees scrutinised our Strategic Plan and considered the lessons of the past year. The review highlighted several challenges: - The impact of the cost-of-living crisis on the mental wellbeing of our participants. - • The increase in demand for our services in contrast to the diminishing funding that is available. 14 Foothold Cymru - The need to address environmental justice at a local level so all voices can be heard. Our strategic objectives remain unchanged. We are expecting 2022/23 to be another challenging year as the sector continues to struggle to manage their budgets and finances in the face of rising demand following years of austerity and cost cutting compounded by the pandemic, Brexit and the cost-of-living crisis. As ever Foothold Cymru needs to keep looking ahead at income sources so that we can continue to deliver high quality services that provide support to vulnerable people and communities. Objectives for Foothold Cymru in the year ahead will be to continue to work closely with local people to develop new services that meet the emerging needs of the communities we work with. We will also drive forward our plans to invest in a new CRM system to further develop our capacity to monitor outputs and outcomes and demonstrate our impact. Succession planning continues to be high on our agenda and we will continue to look at strengthening our newly formed senior management team through a program of learning and development, creating the leaders of the future. As always, we couldn’t achieve what we do without the commitment and motivation of our volunteers. Foothold Cymru is proud of our volunteer recruitment and management processes, but we can always do more. In recognition of this we committed this year to achieving Investment in Volunteering status, and this will reflect our strength of practice in this area.. 15 Foothold Cymru REGISTERED COMPAliY YUMBER: 02033128 IEllg]and and Wale5) REGISTERED CHARtrY NUMBEIL. 1188696 TRUSTEES, REPORT AND rrED 3 Murray Stre¢1 SA15 IAQ NTS OF THg FINAli IAL STATEMENTS Page Trusteu, R¢port Independent Ex*miDer's Report StxteDWIt of Flnanclal Acdvlt B￿￿¢¢ Sbeet 4 to 3 Calh Flow Ststen*4t N•tM to the FiDandai Statements DetAlled Statem¢Dt of ArdvAd 22 TRiiSTEFS' REPORT FOR THE YEAR ENDED 31 LWCH 2023 The Tn￿e9 ate plea%¢d to pr¢s¢nt their w)ual Directors. Rwrt together with the fillancial stalements of the Cbarity for the year ¢nding 31st March 2023. They are alx) prepar&1 to med the WUiTeDKnts for a dI￿torS, rqM>rt and &ccounts for CowpaDi¢S Aci purwg¢s. The Charity Commission entered th¢ Convoy oll￿ the Re8isler of CFthrities with the RegiS￿red Chan'ty Number 1188696 in March 2020. The finwial statements ¢onwly wtth the Charities Aet 2011, the compani￿ Aci 21X)6, the MeDb)randum attd Article5 of Associatio￿ and A¢countin8 aTrJ Rewrting by Ch￿l￿es.. Ststement of Rxorometh Practice applicable to th￿Iti preparing their accounts in accordaNe with the Finattial Rep)rtillg Standard appIl￿ble in the UK artd Ryblic of IrelaTrJ IFRS 102) &men(W for accoumin8 peri(K18 from l 2016. STRUCTUR4 COVERNANCF AND MANAGEMENT Goverulng doeument The clwity is controlled by ils 8overniti8 d(￿U￿4 A de￿ of trpJsL a￿1 co1￿l￿te5 a limited cotnpany. limited by 8uarant¢e. as defined by the Con4)anie8 Act 2￿6. REFERENCE AND ADMINISTRATIVE DETAILS Rezlstered CDmpAlly number 02633128 (EDgJaod Wales) Reglstered Ch•rlty number 1188696 Reglitered orrie¢ The Lord Arthur Blttk Cejttre Trostre K)ad LlaDelli SA149RA Truste¢¥ F S Roberts J Lewis D J Powell P Frttman Reverend J E Phillips Mrs K L Owen P R Pian4 Ms B Wiffett {appointed 22.4.22) (￿l8￿d 30.3.23) Mrs S Kay814)point¢d 29.5.22) Dr M Goodfellow.Smith lapFoinled 3.1.23) Ms J Rees (appoint￿ 22.3.23) M8 K Thom45 (4pw)iD*d 22.3.23) Compjlly Se£retary Mr8 J Mor¥all IDdepeDdenl Examlner Charles & Co CharteTed Certified Accountants 3 Murray Street Llanelli SA15 IAQ Approved by order of the board of oa 26 (ktober 2023 aryl sigotij on its behalf by. te¢ P•g¢ I INDEPENDENT EXAMLYKR'S REPORT TO THE TRUSTkFS OF FOOTHOLD CYMRU Independent examiner's report ¢0 the trujttts of FoDthDJd Cymrw {'th¢ colup￿Y') I repurt to the clwity on my examiwoo of of the Collylly for the year end&J 31 March 2023. Respon8lbllltlei and basli of report As cbaTity's trustee8 of the Company la￿ a180 its dir#tor8 for the pwp)8¢8 of wnyoy law) you are Te8pon8ible for the prryaration of the accounts in accord4n¢e Thith th¢ of the Compa￿leS Act 2006 Cthe 21XJ6 Acty. HaviDg Satisfied my7elf that the accounts of the Company ￿ ts)t requir&J to be 4udi*d ujyjer Part 16 of the 2006 Act aad are eligible for independent examinati￿ I iti r¢4*¢¢ of my ¢xAmitiation of your eharitgs accounts as carried out under Section 145 of the Clwiues Art 2011 2011 A¢￿. In wiD8 1)ut my examination I have followed the Dir￿tiOnS given by th¢ Cjjarity Com￿lS$10￿ under Sttlion 14515) (b) of the 2011 ACL Indepettdellt eumlner's Jtatement SiJ)ce your tharitJAs Bross iwome excethd £250.0￿ your ¢xamincr ￿l￿t member of a listed kndy. I can confm that l am qualififAI ￿ undertake the examination I am a of the A￿￿14110￿ of Chartered Certifi Accoulltant& which is one of the listrd bodies. I bave completed my examination. I confinn thllt Tr) mattern havc com¢ kn my Uttcntion in ¢onL¢¢uon with th¢ examitwion givtng me cause w believe: a¢¢ountinR reLords Thrre noi kept in lup￿t of the Conwy u rcquircd by Section 386 of the 2006 A¢i' or th¢ aceounts do rrt)t accord with those records. or the 8&counts do not corroly with the &C￿unting requirements of S￿tiOn 396 of the 2W6 Act other than ally requirement that the account8 give A tn￿ 8nd fair view is nol a matter ¢oDsider¢d as p8rt of 4n independent examination. or the accounts have noi been prepared iti accordance with the method8 and priDcipkn of the Ststem¢nt of R¢cornrnended Prnctice for accountin8 a￿1 reportin8 by cFthriiies (applicable to cbariue5 prepwing Ibeir counts in ￿cord￿Ce with & Finxticial Rewtin8 Sthndard applic￿le in & UK and Republi¢ of Irelaod (FRS 102)). I have no concerA4 have cott￿ across tto other tnaiters io cOn￿tiOn wtth the examination TO which Jtt¢tition Should bc dr&wiL in thi's re]x)rt ID ordcr to enable a prLryycr tsttdcTstanditi8 of the xcounts to be reac￿. R. A. Williams The As¥ociation of Ch￿ettd C￿lfied Accowllants Charles & Co Chart¢r¢d Certifi￿1 A¢wuntsnt8 3 Muttay Stre Llanelli SA15 IAQ 26 October 2023 Pw2 OLD CYMRU IFS 2023 Total 2022 Totsl Not&8 INCOME AND ENDOWMENTS FROM Donations and legxies 179.076 622.367 801,443 800,466 88 88 Tot 267 889671 EXPENDITLTRE ON Charitable xctlvltl Beaeficiary Suppon 227.106 581,986 809.092 828,883 Other 17 10.449 ￿56 237 555 836 897 828 883 NET INCOME 29,749 23,025 52.774 75.912 RECONCILIATION OF FUNDS Total funds brou8ht fonvard 592.745 357210 949.955 874.043 TOTAL FUThDS CARRIED FORWARD 380 235 I￿2729 Page 3 FOOTHOLD CYMRU BALANCE SHEET I MARCH 21123 2023 Total 2022 Total funds Unrestric*d Restricted Notes VIXED ASSETS Intangible asse Tangible as JAV￿(mentS 10 li 12 25.458 619920 25,458 722920 50.916 826,920 103.1KK) (A5.380 lo3,￿)0 748,380 877.838 CURRELYT ASSETS Debtors Ca8h 41 bonk 13 42.776 3,250 7.288 269,947 50,064 273,197 58,737 I5J.108 46.026 277235 323,261 211,845 CREDITORS 14 (4.199) (4.199) (59.422) NET CURIiENT ASSETS 152423 T(yfAL ASSETS LKSS CURRENT LIABiLITIES 687207 380.235 1.067.442 1.030,261 CREDITORS Amounts fallitt8 After more than one yur 15 (64.713) (64.713) (80,306) NET ASSETS 622,494 380235 1,002,729 949,955 FUNDS Unrestri¢ted fur R¢strictrd funds 17 622,494 380 235 592,745 357,210 TOTAL FUNDS I IX12 729 The clwitable company is entitled to exemplion from audit under s￿tion 477 of the Conwies A¢t 2006 for the year ended 31 March 2023. 31 Ma￿h 2023 in accordance with SxtiOD 476 of the Couwanie5 21N)6. The trustees acknowledge their r￿￿OsIbIlI1]U fc (a) ensuritig that the C￿lable ￿MpanY kw accouriw rwds th•t con4)ly with 386 and 387 of the Conwanie8 Act 2006 and preparing fwrKial ¥t&t¢m¢nts whi¢b give • true a￿1 fairview of of affair8 of the charitabje company 18 at the end of u¢h fil￿￿la1 y¢8r and of its siirplu8 or deficit for each finoncial year in accordance with the requirements of Se¢ti0tt8 394 attd 395 atrj wbicb 0￿￿1￿C conwly witb the requirements of the Cowoanie8 A¢t 2006 ￿latiti# to financial statrmenty 80 far &8 4)plicable w the cljaritable company. (b) Page 4 FOOTHOLD CYNfRU CE SHEET- These fll)allcial statements have been prep￿￿ io accordantt with & proTrisi¢)Ds appIi¢able to clwitable conwanies subject to the small companies regime. The financial statelllents were appmved by th Board of Tn￿e¢S aTMI autknrixd for i8su¢ on 26 Octoltr2023 and wer¢ Si8n&l on its ￿haIr by. F S Rob¢rts- TTU8tee )trs foTm Part of tha¢ financial ststements TH LD YMRLT 2023 2022 Noies Casb flow$ from ljperating activitiei C￿h generatcd frorn opcratioTh8 Imerest paid 19 181.547 (2,1011 119,307 4.220) Net U8h prowidcd by opmting ¥tivili&i 179.446 115087 Ca8h flowg from lllveBtIDg #etlvltl Purchase of fLxed ￿et investments 2) Net cash provided byl{used in) investing xtiviti¢s 2) CaBb flo￿ from flnaneinr •cdvld Loan Tepayinents in year Capitsl repayr*nts in year (15.593) (107.652) Net Cash used in finaociD8 activiti 15 109 Change In c8•h And ¢*ib equlv*l•ttts bb the reportln¥ perlod Caih and c￿h equlvalellts at ttse be8lnnlnq of tht rtporthii period 163.853 5,844 20 109JM 103 500 CoJ¥b •rtd ¢￿h equlvxieDts at the end ol th¢ reportln¥ per1￿1 20 273 197 P4ge 6 FOOTHOLD CYMRU NOTES TO THE FnYAliCIAL STATEMENTS FOR TllE YEAR ENDED 31 MARCH 2011 ACCOUNTThG POLlCtES Basil of preparing the financi￿ rtatements The finA￿la1 statements of thc clwitsbl¢ ¢ompany, which is a wblic benefit entity UTth FRS 102, have prepared irt accordance Thith the Cl]ariti&q SORP (FRS 102) 'Ac¢oulltitig and Rep)rting by Clwities: Statetllent of Recottllnended Prxtice aEyli¢abl¢ to charits'es preparing their accounts in accordance ￿7th tbe Fina￿la[ Reportillg StaTxlard aFplicabl¢ in the UK and Republic of Irelatsl (FBS 102) {effectiYe l 2019),, Financial Reportill8 Standard 102 Tr Fin￿la1 Reportin8 Standard &pplLcable in the UK and Rcpublic of Ireland. and the Con¥MDi&g Act 2(M)6. Thij is not La)n81￿t with prior years. The fill￿￿1￿1 sthtetthents hav¢ b￿ll prepared utth the kn'storic41 ¢ost wnvention. The chATitable c<)ll4)aDy tskcn xtTrinlage of the followin8 disclosure exenwtions in pr¢win8 tkKsc financial 81ateM¢U￿ 4$ p￿Tritt¢d by FRS 102 Tr Financial Reporw Stathlard 8pph'¢abl¢ in th¢ UK and Republic of Irel￿d,. th¢ Yequiremenis of Section 7 Ststement of Ca8h Flows. the requir¢m¢ni o(paTrgTaph 3 17(d)' the requireM¢n￿ of paragTaphg 11.42, 11.44, 11.45, 11.47. 11.48(#Miii), 11.48(aKiv). 11.48(b) and 11.48{¢}- the r¢quiremcnLw of par8gr8ph8 12.26, 12.27. 12.29(4). 12.29(b) 12.29K' the r¢quiretyeni of paragraph 33.7. Income All income 18 rewgnised in the Sthtemeftt of Fintiw1￿ A¢¢iwitie* once the ¢tr￿lty entidemellt to the fillth, it 18 probable thai the income will be Yeceived the amount ¢an measu￿￿ reliably. Eipendlture Liabilili¢8 are reCOgnw￿ ￿ eXp￿di￿re 88 soon &q ther¢ 18 4 l¢ghl or constDJctive obli8atlOll commiltin8 the harity io thai expenditure, it 18 probable that a tr&N%f¢r of txottomic benefits will be required in settlement and the amount of the obligation can be measu￿d rellably. ExF¢rKliture u account￿ for on an basis aTyJ has been classified under headin81 thai a¥gre8ate All C￿¢ re]4ted to the utegory. Where costs cannot be dire¢tly attributed to particular heathri8s they h&vc b¢¢n 0114Xated ￿ Xtiviues on a basis consistent with the use of Intan8£ble IAtoll¢¢thAI property [ntell￿tUal pr(oerty represents iTKurr¢d in Raearch aThJ developnxnt time resouKu speni on generatio8 knowled8e and Inforn￿tion on n¢w projKts that Foothold Cymrn will tender for from ESF attd The big Lottery. the economic benefii of wtrLich 18 eXp￿ted ￿ flow ￿ the corporation in funxre periods, uwally the next thTee fiDancia] year8. As S￿h each y&8 ￿1￿11￿￿8 18 V4Titten off over three ￿ comm¢wu18 iti ¢he following fillancial year. Tanglble Ilxed *tsets Depreciation is provided ai the following ratr8 order to vni* off each a$8¢t over its ¢8timJt¢d us¢ful life. FOotI￿ld Enwi8e VillaRe The Business Centre The Lord Artbur Rank Cetllte Plant 8TKI rn¥hin¢ry Fixtures and fittings Motor vehicles ai varying rale8 )L provided 2￿/0 on cost 2￿/0 on u)si 2(P/th on cost 21fh on ¢ibt The ctwity is excmpt from coiimntioo lax OD its charirabk &tivities. Page 7 continued... FOOTHOLD CYMRU NOTFS TO THE FINANCtAL STATEMENTS- tontinu¢d FOR THK YEAR ENDKD 31 MARCH 2(J23 ACCOUNTING POI.ICtES- eontiDued Fund *¢¢ollnthi8 Unrestricted fimds can be used in ￿Corda￿t with the cbaritsbk obie¢tiv¢s at the discretion of the trustees. Restricted fimds caD only be wed for pull￿ restri¢t¢d within the obj#ts of the charity. Further explaDation of the ￿turt pwp)8¢ of each fillkl 18 ineluded iti & llo￿ to the fJnanciAi statements. Rlre purehase And le￿% commltments Renthls paid under op¢ratinB leases are charg¢d to the StAt¢nKDt of Finallcial Activitics on 4 straighi line basis over the period of the lease. Pell￿0￿ c￿1$ and otber port-rdirement benellts charitsble ¢oowany opcratC8 a l￿fin￿ ￿ntrib￿lOn Pu￿10￿ xhcme. cotitributio￿ payable to the cbaritsble compall￿s pension ￿herne are charged kn the Statem¢ni of FiDancial Adivitics in the pcriod to whi¢b they relats. DOLYATIONS AND LEGACIES 2023 2022 DonAtions Grartts Fee$ R￿1Ved 35,256 740,881 25,306 23.621 776.845 Grants receive¢1 iwIUd￿ in th¢ th)v¢. ar¢ J8 folloThT: 2023 2022 Oth¢r ￿an1¥ 776 845 ThVESTMENT ll¥coME 2023 2022 Rents n%eived 88 CHAR￿ABLE ACTIVITtES COSTS Costs Beneficiary Support 809,092 Page 8 continued... SUPPORT COSTS costs Totsi$ 23.094 27.805 NET INCOMFJ(EXPENDfnJRE) 2023 2022 104.( 16,714 53.749 22.331 Hire of plant D￿hIllery Developtn¢nl amortisation TRUSTEES, REMUNERATION AND BENEF￿s Th¢r¢ were no tnjstees, remunerntion or other br￿fits foT the year ended 31 March 2023 wr for the year ended 31 March 2022. Trpi¢tts' expen Thcre W¢￿ no trusiee8' expenses paid for th¢ yw ended 31 March2023 Dor for the year ended 31 M4rch 2022. STAFF COSTS 2023 2022 Wa&?e¥ and salaries Social Aecurity eos Other p¢n8ion ¢os 336,827 24,428 395,717 28.583 372 617 436 842 Th¢ average monthly mmnber of employees 4trin8 the )t4r wa8 as followa: 2023 2022 Management Administration B¢n¢ficiary Support 12 12 18 l9 No emplo)res received emoluments in exc￿ of £60,(wJO. Pa￿9 contioued... FOOTHOLD CYMRU I¥OTES TO THE FINANCIAL ST TENIEN FOR THE YEAR ENDED 31 CH2 ued CoL￿PARATIVEs FOR THE STATEMENT OF FINANCIAL ACTIVITIES Untestti¢t¢d Re8trieted Tutal SJD& INCOME AND EryDOWMENTS FROM Donations and lega¢ies 144935 655.531 800.466 104.329 Totsl 249.264 655.531 904,795 EXPENDITLTrE ON Ch#rlt*ble aetl%4des Beneficiary Support 178,303 650,580 828 883 NET INCOME 70.961 4.951 75.912 RECONCILtATION OF FLThDS Total fimd4 brought forwyrd 521,784 352259 874.043 TOTAL FUNDS CARRIED FORWARD 592.745 357 949,955 io. INTANCIBLE FIXED ASSETS The Re8¢￿h and Development Work uZthrt￿en by the oT8atiithiioo dwitig the fiDan¢ial year is developmentsj work. In line the miysion of the QTwization gur dev¢lopmenthi work focuses on tackling social and economic exclusioL It d(￿ tbis througb d¢v¢lopiD8 inty)V4tsv¢ proj¢¢ts which support indiv1th￿l8 to make Nitivc 8wial and economic contribution 10 ￿l¢lY whi]8t iwreasin8 ￿lIlence alld restoring 8elf-belief. Oncc the projec¢ 18 devel(wl inva5trK￿ to briD8 ¢b41 projext to 18 80u8bt throu8h philanthropic SOUTCe8 including variouy fundillg Edies. Develuprnental eX￿dItUre as it reiateJ to ench proje¢L 18 ¢ie4rly defin•J athl theff 18 a rea8othle expectatio bas￿] OD historic woik aud knowlwjge ofthe thai Ai will lead to philanthropic investtnent over and above the developllMital expenditur¢. Amonization is on a 8traighi-lio¢ bJsi$ for e4¢h project ov¢ff a th￿year perlod, refl￿11￿8 Foothold CyrnTPJ'S developmental cycle. Reviews of development expendi¢urE Mll th pkn * th¢ end of exh ¥¢OUtt¢ll4 p¢riod and is WTitten off. project by proj￿¢, prior to th¢ 3 y¢m if at atty litt￿ ex￿.￿tt 1% deemed irreLovernble. Page 10 continued... FOOTHOLD CYVIRU 'OTES TO THE FINANCIAL STATEMENTS- tontinued FOR THE YEAR KNDED 31 MARCH 21113 11. TANGIBLE FIXED ASSETS The Lord Fwtknld Plant 4TKI M￿binery Vdla8e COST AL l Aprtl 2022 4nd 31 March 2023 314 358.750 305 630 234.821 DEPRECIATIOL¥ Ai l April 2022 Charge for year 151,750 104.( 234.821 At 31 March 2023 234 821 NET BOOK VALUE At 31 March 2023 314 90 103,(XKI 305,630 Ai 31 March 2022 314 207,IXKJ 305,630 Fixture8 MoloT v¢hicle8 Computer equipment fitting COST At l April 2022 and 31 Maryh 2023 18,699 14,819 DEPRECIATION At l April 2022 Charge for year 15.041 18,699 14.819 435,130 104,000 At 31 Mhr¢h 2023 15.041 539 130 ET BOOK VALUE Ai 31 Marrh 2023 722 920 At 31 March 2022 826 920 12. FIXED A&SET INVESTMENTS Unlisted investtnen MARKET VALUE At l April 2022 31 Ma￿h 2023 NET BOOK VALUE At 31 2023 At 31 Matrh 2022 There were no investment Outside the UL Pogell continued... TH 13. DEBT0￿. AMOUNTS FALLLYG DUE WITHIN ONE YEAR 2023 2022 Tr￿C debtors 50,064 58,737 14. CREDrroRS: AMouNfs FALLING DUE WITHIN ONE YEAR 2023 2022 BaDk loaDS ov¢rdrafts (see Thxe 16) Trade credito[5 ial security and other taxe 43.704 3.595 8.979 1.383 2,816 4.199 59.422 15. CREDrroRS: ALMOUNTS FALLING DUE AFTER MORE THAN ONE YEAR 2023 2022 Bank loans {8¢¢ note 16) Other loans (see note 16) ProF¢rty Bonds 36.215 27.342 47,069 31,221 16. LOAIYS An anAiysiy of th¢ Maturity of loans is given below. 2023 2022 Amotsnts fallin8 dts¢ within one )r4r on dcrnw￿.. Bank ov¢rdr4fts 43,764 WCVA Re&iJien¢e Futhl tA)an 27,342 Amounts fallin8 du¢ irt more five yews: Repayable by EISBC BBL 36,215 47.069 Page 12 conttllued... 17. MOVEMENT IN FUNDS Net )Ven￿￿t in funds At 1.4.22 31.3.23 Ullr¢Jtri¢tsd fulld• Genernl fiwd 592.745 29,749 622.494 Restrkted fvnds 20261 3.091 10.311 207.( 32,411 10.949 15.005 (20.261) (3.091) (10.311) (I(M,OIKJ) 86,638 (10,949) (15,￿5) {1.944) {27,957) (28.281) 5.037 18.509 43.550 7,312 18,385 65,393 B2B BTC STEBO 103.C 119.049 IiES2 PCL WGFH TZWH svp SV2 27.957 28.281 5.037 18.509 43.550 7J12 18.385 CN CR FG 357210 380 TOTAL FLThDS 52.774 1002 729 Page 13 OTE TE EN 17. MOVEMEIYT lly FUNDS- eontinlled Nei movement in fvn(Ls. i￿l￿ded in the al*)ve are &s follo￿. Inwnjing MovernenL in funds Unrestrkted fllD G¢n¢r21 futtd 267J04 (237J55) 29,749 Restricted hndi ST B2B BTC STEBO 69,059 75,692 (89J20) (78.783) (ioJii) (104.(K)O) (122252) (10.949) (15,005) 16,117) (34,089) {28,281) (3,000) (9.918> {11285> (39,287> (11.832) 5,950) (9,974) (711) (6,092) (2,175) (20.2611 (3.0911 (10.3111 (104,0001 86.638 (10,949) (15.Tr15) (1.944) (27,957) (28281) 208.890 RES2 PCL WGFH TZWH svp HUBB cwyvs 4,173 6,132 3,C(10 9,918 11,285 44,324 30,341 49,500 9974 SV2 5,037 18,509 43,550 CIN ws FCFH scc JHR CR FG 6,092 9.487 18,385 65.404 7,312 18,385 I i) 622J67 599.342 TOTAL FUNDS 889.671 836 897) 52,774 Page 14 Continu￿.. OTES TO THE FINAN - eontlllued 17. MOVEMENT IN FUNDS- coTr¢in￿ed Comparatives for Jnovemtn¢ In f¥ndJ Net At 31.3.22 Al 1.4.21 in fimds UDrestritted fundi General fi￿d 521,784 70.961 592.745 Restricted fundi ST B2B BTC STEBO YFS 8,043 3.979 7278 258,750 21.739 12.218 (8881 3.033 {51.750) 10.672 (8.504) 20,261 3.091 10.311 207,000 32,411 FF2 9.173 34.793 (9.173) (23.844) Is,￿5 1,944 27.957 R&S2 PCL WGFH TZWH svp 10.949 15.Tr)5 1,944 27.957 28,281 352 4,951 357 210 TOTAL FUNDS 874,043 75.912 P4ge 15 17. MOVEMEN[ IN FifNDS- Continued Colnpa￿1ve net movement in futxts. iwlwkd in the th)ve aff 48 follo￿.. ￿￿orning R¢￿u￿¢S Movement Unreitrleted hndi 249264 (178J03) 70.961 Rtatrieted funds ST B2B BTC STEBO YFS 128.489 99.418 42.633 (116271) {I(N),306) (39,600) (51,750) (155,956) (18,482) 12218 (888) 3.033 151.750) 10.672 (8J04} 166,628 9,978 40.708 8.698 19,820 9.643 45,827 39.855 (49.881) (32.542) 14,815) 19,643) (43,883) (11,898) 15553) (9,173) 123,8441 15,005 RE,S2 PCL MY MIND WGFH TZWH svp 1,944 27,957 655531 650580) 4,951 TOTAL FUliDS 828 883 Page 16 17. .MOVEMENT IN FUNDS- ¢onlinued A current )tar 12 months and prior year 12 D￿nthS combined position is as follows: Net At 31.3.23 1.4.21 UDre8tri¢ted f¥nds General fimd 521,784 100.710 622.494 Re5trieted funds ST B2B BTC STEBO YFS 8.043 3,979 7,278 258.750 21,739 8,504 18,0431 {3,9791 (7.278) (155,750) 97,310 (8,504) 103,000 119.049 FF2 9,173 34.793 (9.173) (34,793) 5,037 18.509 43.550 7.312 18,385 65,393 RES2 SV2 5.037 18,509 43,550 7,312 18.385 65,393 FG 352 380.235 TOTAL FUNDS 128 686 1002,729 Page 17 NOTES T FO IAL STATEME ENDED 31 MARC 17. MOVEMENT IN FUNDS. eonthiued A current year 12 months and prior pr 12 combined nel moveJn¢Dt its fund4 Includ￿ in the above are &8 follows.. IwJmiti8 Resources MOV¢n￿nI expended in fund8 Unrejtri¢t￿ fuDds G¢n¢r81 fund 516.568 (415,858) 100.710 Restrleled fuJbd* ST B2B BTC STEBO YFS 197.548 175.110 42.633 (205.591) {179.089) (49.911) (155.750) (278.208) (18.482) (8.043) (3.979) (7.278) (155.750) 97.310 (8.504) 375.518 9.978 FF2 40.708 8.698 19.820 9.643 50.IKM) 45.987 43.834 (49,881) (43.491) (19.820) {9.643) (50.CxY)) (45.987) (43.834) (3.(MXI) {9.918) (11.285) 139.287) (11.832) (5.950) (9.974) (711) (6.092) (2.175) {9.173} (34.793) RES2 PCL WGFH TZWH svp HUBB cwyvs VIW2 SV2 9,918 11285 44.324 30.341 49.5(K) 9.974 5.037 18,509 43,550 ctN ws FCFH scc JHR CR FG 6.092 9.487 18.385 65.41 7,312 18,385 1.277.898 (1249,922) 27.976 TOTAL FUP4DS 1.794.466 (1665 780) 128,686 Page 18 THE FLYAi%CIAL STAT RELATED PARTY DISCLOSURKS There were no related paty traDsactwTr4 for the 31 Marcb 2023. 19. RECOLYCILL4TION OF YET INCOME TO NET CASH Fl￿w FROM OPERATING ACTivrriEs 2023 2022 Net ltteome f¢)r the reportlTr8 per￿[ (*% per the St•tement of Fkn*nd Aetlvltlm) AdJD$¢m¢nts for: 52.774 75,912 129.458 2.101 8,673 79.207 4.220 (48,122) 8.090 Inter¢rt paid (Decre&4eyincrease in Creditors Net ¢uh provlded by operatloni 181.547 119J07 20. ANALYS]S OF CASH AND CASH EQUIVALENTS 2023 2022 Notiee deposits (lets than 3 months) OverdrafL8 itsc1￿￿ed in bank loam ove[drn￿ failing due witbin one y￿r 273,197 153,108 Total 4TKI casll equivaienLg 273,197 21. AL¥ALYSIS OF Cll￿yGFS LY liET IDEBTVFUNDS At 1.4.22 Cath flow At31.3.23 Ne¢ Cash at bank Bat￿ overdraft 153.108 120.089 43.764 273,197 163 853 273,197 Debt Debts f4lliti8 due after l year 185 942) 122 385 63.557 185 942) 122 385 63,557) Total 76,598) 286 238 Pag¢ 19 22. RESTRICTED FUNDS KEY Th¢ Key to our trstricted fimds is as followx." ST. ThE Big Lottery fundin8 (w Stronger Together projecL B2B. The Nationd Lottery Commwiity Fund our Back 2 Basics Proje¢L #BTC. The National Lottery Comttllthity Futsl futidia8 our IIBe the Chwe ProjecL STEB(k Lott8 term leaye of propeTty in ste1m)n￿ Terrace L]anelli YFS- The NatioNI Lottery Community Fund futrJiti8 our Y Fasged Siopa Proje¢t wtrrw. The Welsh Govcrnm¢nt's tAfylfill Llisposals Tax C¢TrmunitiCS Seheme. admi￿tered by WCVA Wise Up to W￿¢ Pn)j¢cl. FF2.Voluntsry Services Recovuy FutKI (vSRF).thi￿￿ed byWCVA fiu￿1￿8 ow Food Forward 2 Proje¢L RES2. Fundvj by the Third Secror Recovy Fund for WaleB sct￿m￿ adMi￿￿red by WCVA. PCL. The People's Postcode LOW fimdw8 our Burry Port f¢xKI store. My Mittd. WCVA Volunteering in Wal¢8 fimding ¢)w My mi￿1 ProjecL wGFH.StebOn￿th Community Fo￿1 Hub fimded by The Welsh Govenll TZWH.The WelslL GovcTllm¢DI'S L4ndfill Di8posth Tu Communitiu Schem4 admiiusrwed by WCVA fiLndiJ)8 our Towards Zero Wa8* PTQji*L SVP.Volunieerin8 Wile8 Strategic 2021122, admi￿tered by WCVA funditi8 our Strategic Volun¢e¢rin8 Projttt HUBB.Hubbub FoutMla¢ion futyJiti8 our Commwiity Fridge. CIVYVS. The Council for Wale¥ of Voluntsry Servicey fuDth'Dg our Fun In Tr Sutt ProjecL vtW2- WCVA Volunteering in Wales fillMIiti8 our Food Resiliellce Volurtl￿8 projecL SV2- Volunteering Walu Strnt¢gic Grants 2022r23. odrninis*red by the WCVA funding our Stra¢¢gic VohJnL*rin8 ProjecL Tt. The Mosonic Charitabl¢ Fout¥l•tion fill￿1n8 our Time Togetb¢r Proj¢eL CIN. Children in Need fvndirt8 our Youth Strate8ic Volunteering ProJ￿L WS. The National Grid fillMliD8 Warn Spaces ProJ￿L FCFH. The National tAJttcry Cott)muoity FUDJ fi￿￿1￿8 (w FIM)thold Con]munity F(XKI Stott. SCC. Carmartknshirc County Council via The W¢]sh Govern￿￿8 Poverty Fu￿1 futtdinR our Slow Cooker Club. JHR. Th¢ JuliA & H8L8 Rausing Tnk%t ¢orttribuling tOW8rd8 the fvnding of our Fo¢xl BanL CR. Comic Relief via the WCVA ContrTh￿ln8 towards the fUr￿ling of our Fwd Bank FG. Tn￿￿Ouse Clwitable FO￿ndatIOn and The MOoDj￿ FIKuxlatiOJk fi￿dIng our Family Guides ProjecL Page 20 continued... THOLD 22. RESTRICTED FUNDS KEY. eotttitiued We would also l&e to exte￿1 our grntitude ¢0 Tr Garfi¢]d W¢skni FoUthtiO￿The Sylsrya Adatns Charitsbie Page 21 DETAtL 2023 2022 INCOME AND ElifK)WMElYts DoDatlons and le¥*el DonatiOL8 Grants F¢u Received 35256 740,881 23.621 776,845 801.443 800,466 tnvejtment kncoJn¢ Rents r¢c¢ived 104,329 Total Ine0D￿n% ruovces 889,671 904.795 EXPENDITURE Charltable *edvlt Wa8es Social Security PeTh%ions StstTTravel, TTainin8 & Subs Rent & Utilitie8 surallce Beneficiary Support Project RU￿1￿ Cos Repairs & Renewa15 Cleanin8 &tAundry Accountancy Development costs Short leasehold Motor vehicles 336.827 24.428 11,362 16.714 69.514 12.648 57.566 90.883 28,624 27,408 395.717 28,583 12,542 22,331 58,869 13,108 52,641 104,418 6,844 39.181 3,600 25.458 51.750 25.458 104.(K)O 809,092 817.04l Support ¢Nt• Fin4n¢¢ Bank charg&4 Bank interest Bank loan intrreyt 2.610 702 2.622 769 3.451 4,711 6.842 Governance Governance Costs 5,000 Totsl resour￿¥ ¢xpended 828 883 Ntt ineome 75,912 Page 22