iy Annual Report 2023/24 FOOTHOLD CYMRU NEWID BYWYDAU CAM WRTH GAM CHANGING LIVES STEP BY STEP footholdcymru.org.uk ## **Contents** **Welcome from our Chairman and CEO ..........3 About us ...................................................4 Impact report ............................................6 Trustees’ report ........................................8** Reducing Hardship...................................8 Increasing environmental justice ...............9 Building strong communities .................. 10 Increased engagement with learning ................................................. 11 **Looking Forward to 2024/25 ...................... 12 Case studies ........................................... 14 Strategic report ...................................... 22** Objectives and aims of the organisation .................................... 22 **Financial review .......................................25 Our thanks ..............................................28** Our funders ...........................................28 Our volunteers ......................................28 Our people ............................................29 **References .............................................30** ## **Welcome from our Chairman and CEO** **As we reflect on the past year, we are proud of the progress we’ve made towards our vision of a Wales free from poverty, where social, economic, and environmental justice is within reach for all. The challenges we face, both globally and locally, are profound, but so too is the resilience and determination of the communities we serve.** In these difficult times, our mission has never been more urgent. Families across Wales are struggling with the impact of economic uncertainty, environmental challenges, and social inequalities. Yet, despite these obstacles, we continue to witness extraordinary acts of solidarity, hope, and transformation. Our work, guided by our core values and strategic priorities, has had a tangible impact on empowering individuals, strengthening communities, and driving sustainable change. This year, we expanded our efforts to not only meet immediate needs but also to address the root causes of poverty and inequality. Through our focus on education, environmental justice, and community development, we are creating longterm pathways for growth and resilience. We are proud of the collaborations we’ve formed and the progress we’ve achieved, but we know there is much more to do. At a time when funding from Trusts and Foundations is under severe pressure, we’re delighted that several new funders – including King Charles III Charity – have chosen to invest in Foothold’s work, adding to our existing portfolio of prestigious funders. This reflects both our commitment to coproduction with our community, and our investment in a team and systems which are dedicated to ensuring quality and continuous improvement. We are deeply grateful to our staff, volunteers, Board, Steering Committee members, partners, funders and supporters. Without your unwavering dedication, none of this would be possible. Together, we are making meaningful strides towards a fairer, greener, and more just Wales, a Wales where we have played our part in supporting essential change. Thank you for standing with us. We look forward to building on this momentum in the coming year and continuing our journey toward a brighter future for all. Mike Theodoulou, Chief Executive Officer Fred Roberts, Chair of Trustees **Foothold Cymru** www.footholdcymru.org.uk **3** ## **About us** ## **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. We support people to thrive, not just survive. ## **Our services change lives and are grouped under the three themes:** - Live and Thrive - Learn and Grow - Protect and Sustain These are the areas which our community members tell us present the biggest challenges for them and where our evidence and feedback shows we are making a positive, sustained impact. **4 Foothold Cymru** 2023/2024 Annual Report 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. Our objectives and activities reflect the charity’s principles, which are: ## Our principles **Community:** Strong communities as loci for mutual support and the realisation of individual potential. **Human enterprise and endeavour:** as the drivers for individual and communities to address the challenges they face. **Sustainable development:** through which the security of future generations is protected by the responsible practices and use of resources of the current generation. **Education:** both formal and informal, as a means by which individual potential can be realised. ## Our strategic priorities **Collaboration:** We believe partnerships are essential for creating meaningful change. By working together with communities, businesses, other charities, and the public sector, we can pool resources and develop comprehensive solutions to social, environmental, and economic challenges. Collaboration makes our efforts more effective and inclusive. **Transparency:** Openness builds trust. We maintain transparency in our operations and decision-making to keep our stakeholders informed and involved. This approach reinforces our commitment to a just and fair Wales. **Sustainability:** We focus on long-term solutions that benefit current and future generations. By integrating sustainability into our work, we aim to create lasting positive change for people and the environment in Wales. **Empowerment:** We empower individuals and communities to shape their own futures, amplifying voices that are not always heard. Through education, skill-building, and advocacy, we provide the tools to support people to overcome hardship and inequality. This enables everyone to actively participate in achieving social justice. **----- Start of picture text -----**
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**Foothold Cymru** www.footholdcymru.org.uk ## **Impact report –** Timeline highlights from the year 2023/24: This year has been both busy and exciting for Foothold Cymru! Staying true to our commitment to tackle the causes and consequences of poverty and inequality, we launched new volunteer and environmental projects, supported people of all ages through informal learning and activities, and provided families with access to affordable food, helping them make ends meet. **----- Start of picture text -----**
October 23
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**AVIVA** Nominated by Davies Craddock for a £5k grant in the AVIVA Community Awards—and we won! **----- Start of picture text -----**
September 23
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**Llanelli 1/2 Marathon** Tata Steel and Davies Craddock staff participated in the Llanelli ½ Marathon, raising thousands to support our work. October 23 ## **Website Launch** Launched our new website, designed by local agency Tinint giving a more accessible and accurate image of the services we provide. **----- Start of picture text -----**
November 23
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**BBC Wales feature** BBC Wales featured us, showcasing how Foothold Cymru is helping communities tackle the costof-living crisis, especially in ensuring no one goes hungry. **----- Start of picture text -----**
December 23
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**Christmas** Staff packing Christmas gifts for the Children and young people we support. **6 Foothold Cymru** 2023/2024 Annual Report ## Here are some highlights: April 23 **Time Together** Time Together After School Clubs launched, providing free extracurricular activities for over 150 children throughout the project. **----- Start of picture text -----**
May 23
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## **Volunteens** Our Volunteens project kicked off, offering nearly 300 young people the chance to volunteer in their community. August 23 **Summer of Fun** Our first Summer of Fun club provided free activities, breakfast and lunch for over 80 families throughout the summer. **----- Start of picture text -----**
July 23
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## **Fruit and Veg Hub** Marked the end of our successful pilot Fruit and Veg Hub, delivering locally grown produce to public sector kitchens across Carmarthenshire, demonstrating how public procurement can work to support small growers. **----- Start of picture text -----**
June 23
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## **National Volunteer Week** Celebrated our incredible volunteers during National Volunteer Week. **----- Start of picture text -----**
January 24
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## **Commuity Cooking Workshops** Our weekly Community Cooking Workshops remained popular, providing hot lunches in our Warm Hub and keeping the community fed and warm. **----- Start of picture text -----**
February 24
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**Full Circle Project** Our first Full Circle Community Litter Pick saw 34 volunteers collect over 40 bags of rubbish! Helping to transform Llanelli into a Zero Waste Town. **----- Start of picture text -----**
March 24
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## **Bright Sparks** Our Bright Sparks project distributed refurbished laptops and phones to families in need, repurposing and repairing waste destined for landfill. **Foothold Cymru** www.footholdcymru.org.uk **7** ## **Trustees’ Report** Achievements and Performance ## **Reducing Hardship*** **Our vision of a poverty-free Wales drives us to alleviate hardship by addressing both immediate needs and tackling the root causes of deprivation. We empower local people to develop their own solutions, from community-run food hubs to sustainable gardening projects, fostering an environment where individuals and families can thrive. Our priority is to build long-term resilience, ensuring everyone can reach their full potential, with no one left behind.** ## Why we are needed Carmarthenshire faces growing levels of poverty and deprivation, often exceeding national averages: - In 2022-23, 34.5% of Carmarthenshire households lived in poverty, compared to the Welsh average of 33%. The 8th highest level of poverty in Wales. - This represents a stark 6.3% increase from the previous year, with 29,444 households now affected. - 12% of Carmarthenshire households experience material deprivation, higher than the Welsh average of 11.3% (2021/22). - Three areas in Carmarthenshire rank within Wales’ top 100 most deprived: Tyisha (17th), Glanymor (68th), and Bigyn (84th). - Child poverty remains critical, with 31.3% of children affected, placing Carmarthenshire 10th highest in Wales. The relentless rise in living costs has created unprecedented challenges, particularly for those already struggling financially. The surge in energy and food costs during 2023/24 has intensified pressure on family incomes, making our work more crucial than ever. _*Stats taken from the ‘Carmarthenshire Tackling Poverty Plan 2023’._ ## What we do - **Reduce household costs:** Our Community Food Stores, clothes and school uniform exchanges, and holiday clubs help lowincome families stretch their budgets. - **Enhance financial literacy:** We empower individuals through money management courses, equipping them with essential financial skills. - **Provide energy advice:** We support households in reducing energy costs, promoting both financial and environmental sustainability. - **Offer mentoring:** Our Family Guides provide tailored support to families struggling on low incomes, helping them navigate challenges and build resilience. - **Co-produce with lived experience:** We actively collaborate with individuals who have experienced poverty, co-producing services to ensure they are accessible, relevant, and truly effective. ## Our impact this year - Generated £678,809 in individual household savings, directly improving the financial stability of our community members. - Supported over 2,500 individuals through our food services, reducing food insecurity in Carmarthenshire. - Conducted over 100 energy advice sessions, helping families lower their utility bills by an average of 15%. - Provided financial literacy training to nearly 300 individuals, with 80% reporting improved money management skills. - Engaged over 50 volunteers with lived experience, enhancing the relevance and accessibility of our services. - Advocated for policy changes, contributing to local government initiatives aimed at reducing poverty. Through these efforts, we’ve not only provided immediate relief but also empowered our community members to build a more secure future. Our work continues to be vital in the face of ongoing economic challenges, and we remain committed to our vision of a povertyfree Wales. **8 Foothold Cymru** 2023/2024 Annual Report ## What we do - **E-Waste solutions:** Train young people to repair electronic devices, diverting waste from landfills. This enables us to provide refurbished technology to community members who are digitally excluded. - **Community repaint store:** Offer recycled paint at low cost, reducing waste and making home improvements accessible. - **Arts and crafts scrap store:** Provide a space for exchanging craft materials, promoting creative reuse. **Increasing environmental justice** **We envision a Wales where economic progress and environmental stewardship go hand in hand. Through our strategic zerowaste project, delivery initiatives such as our e-waste project, and a range of communityled work such as local food-growing schemes and litter picks, we champion environmental justice while amplifying the voices of those often unheard. While government policies are essential, true change happens at the local level. We promote a circular economy by providing opportunities for communities to engage in activities that reduce waste through repair and reuse.** - **Swap events:** Host community item exchanges, fostering a culture of reuse. - **Tool library:** Offer tool lending services and collect unused tools for community use. - **Clothes and uniform exchange:** Facilitate the exchange of children’s clothing and uniforms. - **Composting initiatives:** Provide a community composting site and education on home composting techniques. - **Repair cafés:** Host events where volunteers help fix broken items, promoting repair over disposal. - **Upcycling workshops:** Teach techniques to transform discarded items into useful products. - **Zero waste education:** Conduct workshops on reducing waste in everyday life. - **Community garden:** Grow food sustainably, supporting our community fridge and teaching home gardening skills. ## Why we are needed - Local people often lack the resources and opportunities to adopt circular economy practices, complain of being excluded from climate change discussions, and resent solutions imposed by government at all levels. - Our community is increasingly recognising the links between cost savings and zero waste initiatives such as repair and recycling, and is requesting help to respond to this. - Air quality in built-up areas is poor. - Limited access to green spaces. - Fly-tipping and litter in local areas, including areas of natural beauty such as beaches and parks. ## Our impact this year - Diverted 25 tonnes of waste from landfill, including e-waste, food, textiles and paint. - Educated over 500 community members on zero waste principles, with 73% reporting reduced household waste. - Organised a variety of exchange events, with nearly 2500 items finding new homes and destined for reuse. - Repaired nearly 500 items, extending their lifespan and saving resources. - Through these initiatives, we’ve not only reduced waste and resource consumption, but also fostered a strong sense of community and environmental responsibility. Our work continues to be crucial in building a more sustainable and equitable Wales, demonstrating that environmental action can go hand-in-hand with social and economic benefits. **Foothold Cymru** www.footholdcymru.org.uk **9** ## **Building strong communities*** **At Foothold Cymru, we believe strong communities are the foundation for positive change. Our focus is on empowering local people to come together, identify shared challenges, and develop their own solutions. We do this by building skills, fostering collaboration, and tapping into existing community strengths.** ## Why we are needed - In Wales, 25% of people aged 65 and over live alone, increasing their risk of social isolation and loneliness. By 2030, it’s projected that 1 in 4 people in Wales will be aged 65 and over. - Areas with strong social connections show up to 15% lower mortality rates. - Communities with higher social capital are 2-5 times more likely to recover quickly from disasters. - Volunteering contributes an estimated 1.7 billion annually to the Welsh Economy. - 32% of Wales’s population lives in rural areas, often facing issues of isolation and limited access to services. - Areas with strong community development show up to 30% higher levels of trust between residents. _*Stats taken from WCVA National Survey of Wales 2023_ ## What we do - **Volunteering programmes:** We create diverse volunteering roles that allow individuals to contribute their skills and time whilst building meaningful relationships, experience and new skills. - **Shared spaces:** We work with communities to establish and maintain spaces and groups that serve as a physical gathering point for socialising and sharing experiences. - **Capacity building:** We provide training, mentoring and hands on experience to help community members to develop leadership, project management and problem-solving skills. Our approach focuses on identifying and leveraging existing community strengths and resources. - **Community cohesion events:** In partnership with Llanelli Multicultural Network, we host events that bring together people to celebrate diversity and promote understanding. - **Co-production:** We bring diverse community members together regularly to collaboratively design solutions that meet community needs. ## Our impact this year Our community-focused initiatives have yielded significant positive outcomes across various aspects of community life: - We established four new food alliances in rural Carmarthenshire to tackle food insecurity, building a sustainable legacy. - Our various community initiatives supported over 500 individuals to connect, with 83% reporting increased community engagement. - Our volunteers contributed 5,000+ hours during the year. - The co-production and lived experience groups we facilitated have directly shaped local projects, like our Community Food Hub in Llanelli and our Children In Need funded project “Build On Red”. - Our partnership events with Llanelli Multicultural Network improved intercultural awareness for 75% of participants. - Using social return on investment methodologies, we’ve calculated that our activities delivered £5.40 for every £1 invested in the organisation. These outcomes demonstrate tangible progress in building stronger, more cohesive communities across Wales. By empowering local people, fostering connections, and building on community assets, we’re contributing to a more resilient and engaged society. Our work continues to address the pressing need for increased civic participation while nurturing a sense of belonging and shared purpose among residents. **10 Foothold Cymru** 2023/2024 Annual Report **----- Start of picture text -----**
Increased
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**In Wales, education and lifelong learning are crucial for social mobility and economic justice. By increasing engagement with learning, we empower individuals to gain essential skills and knowledge, enabling them to succeed and contribute meaningfully to their communities. Education serves as a pathway out of poverty, allowing everyone to aspire to and achieve a better future.** ## Why We Are Needed - The NEET (Not in Education, Employment, or Training) rate for 16–18-year-olds in Wales was 6.6% in the year ending March 2024, increasing to 14.5% of people aged 19 to 24. - In Carmarthenshire, 31.3% of children live in poverty, placing it 10th highest in Wales for child poverty rates. - 12% of adults in Wales lack basic digital skills. - Wales lags behind other UK nations in reading, mathematics, and science according to the 2018 PISA results. ## What We Do - **Afterschool clubs and activities:** Engaging extracurricular programmes exploring arts, sports, and STEM, as well as promoting soft skills such as teamwork, problem solving and communication skills. - **Life skills training:** Workshops on cooking, housekeeping, and personal development. - **Employment & career guidance:** CV writing, job search techniques, interview skills workshops, internships, and placements. - **Workshops and courses:** Diverse learning opportunities in arts, crafts, cooking, and gardening. - **Financial literacy workshops:** Programmes on budgeting, saving, and understanding credit. - **Parenting support workshops:** Equipping parents with strategies to support their children’s learning. - **Digital skills training:** Providing free access to computers and infrastructure, Wifi, and digital skills training. ## Our impact this year - 76% of participants reported increased confidence in tackling new challenges. - Afterschool and young volunteer programmes engaged nearly 400 young people, with 85% showing improved confidence and skills. - 90% of workshop attendees reported gaining new skills directly applicable to their daily lives or career prospects. - Financial literacy workshops and support helped 180 individuals create personal budgets. - Digital inclusion initiatives provided internet access to 100 previously unconnected households. - Only 67.9% of working-age adults in Wales were qualified to at least Level 2 in 2021, lower than the UK average of 78.2%. - _*All the statistics here are from ONS data._ **Foothold Cymru** www.footholdcymru.org.uk **11** ## **Looking Forward to 2024/25** **As we look ahead to 2024/25, we are committed to deepening our impact and driving positive change across Carmarthenshire’s most pressing social, economic, and environmental issues.** **Given the current economic outlook, the year is expected to bring both opportunities and challenges: we are prepared to respond with targeted, community-led interventions that make a tangible difference to those we serve.** **Foothold Cymru** 2023/2024 Annual Report **12** ## Tackling poverty and inequality We remain focused on addressing the high levels of poverty and deprivation across the county, particularly in the most affected areas, whether rural or urban. With over a third of households living in poverty, and child poverty rates exceeding the national average, our work is more important than ever. In 2024/25, we will expand our support services to help more families and individuals gain access to essential resources, including financial advice and employment opportunities. ## Education and skills development Building on our work to close the attainment gap and support young people’s futures, we will enhance our programmes aimed at improving educational outcomes and lifelong learning. By collaborating with local schools, training providers, and employers, we will provide pathways for young people to engage in education, training, and meaningful employment. Our goal is to reduce the percentage of school leavers not in education, employment, or training (NEET) and ensure that young people in Carmarthenshire have the skills they need to succeed. Environmental resilience and sustainability ## Strengthening our partnerships and expanding our reach The scale of the challenges we face demands a collective effort. In the coming year, we will focus on strengthening our partnerships with local authorities, businesses, community groups, and other charities to maximise our impact. We will also explore new funding opportunities to expand our services, ensuring that we are well-positioned to respond to emerging needs in the community. A vision for social justice Our overarching goal remains to create a Carmarthenshire where everyone can thrive. By promoting social, economic, and environmental justice, we aim to build stronger, more resilient communities. In 2024/25, we will continue to amplify the voices of those we support, advocating for policies and initiatives that promote equality and justice across the county. As we move into the next year, we are motivated by the progress we have made and inspired by the resilience of the people we serve. While the road ahead may be challenging, we are confident that by working together, we can make 2024/25 a year of meaningful change for the communities we serve. Environmental challenges, including flooding and pollution, continue to threaten the wellbeing of our communities and the natural environment. In 2024/25, we will strengthen our focus on sustainability, working with local partners to support biodiversity, reduce waste, and recycle, reuse and repair. Our commitment to reducing carbon emissions will continue, as we aim to contribute to Carmarthenshire’s progress toward lower CO[2] emissions and climate resilience. **Foothold Cymru** www.footholdcymru.org.uk **13** ## Case Study: **Bright Sparks – Tackling Digital Exclusion** **The Bright Sparks project, funded by Hubbub and Virgin O2, provided invaluable support to those experiencing digital exclusion in the community. The initiative focused on training young people to repair donated technology, which was then redistributed to local residents in need. This approach not only developed technical skills in young people but also directly benefited those who could not afford essential tech devices.** One of the most poignant stories came from a local care team supporting a non-verbal client. His tablet, crucial for communication, had broken, and he was unable to afford a replacement. The situation caused significant distress for both him and his carers. Bright Sparks stepped in to provide a refurbished tablet at no cost, restoring his ability to communicate. This intervention reduced his isolation and brought immense relief to his care team. In another instance, a young man who had lost his possessions in a house fire received a repaired laptop from Bright Sparks. With this device, he was able to continue his online training, job search, and access entertainment, even while in temporary accommodation. The project also reached older adults. During the Big Giveaway event, a woman in her 60s received her first-ever laptop, allowing her to take that first step to overcome digital exclusion. Additionally, a young girl who had recently started secondary school received a laptop, enabling her to complete her homework. One particularly moving moment came when a Syrian refugee woman waited an hour before the event opened to secure a laptop for her children. The relief and gratitude she expressed highlighted the profound impact of this initiative on her family’s future. The success of Bright Sparks extended beyond individual cases. The project partnered with local schools to provide workshops on basic computer maintenance and repair. This not only enhanced the sustainability of the initiative but also inspired some students to consider careers in technology. Furthermore, Bright Sparks collaborated with local businesses to secure regular donations of outdated but functional equipment. This partnership not only increased the project’s capacity to help more people but also raised awareness about digital exclusion in the corporate sector. The project’s impact was quantifiable and significant. Over its first year, Bright Sparks refurbished and distributed 104 devices, trained 26 young people in tech repair, and diverted an estimated 500kg of e-waste from landfills. The initiative also hosted community workshops supporting 119 local people to learn more about how to prevent ewaste. Bright Sparks both diverted substantial e-waste from landfill and provided essential tools and restored dignity and opportunity to those facing digital exclusion. By addressing the environmental and social aspects of technology use, the project created a model for sustainable, community-driven solutions to digital inequality. **14 Foothold Cymru** 2023/2024 Annual Report ## Case Study: **Bridging Divides Through Art and Culture** **Foothold Cymru, in partnership with the Llanelli Multicultural Network, organised a groundbreaking event in February 2024 to address recent racial tensions in the community. The initiative aimed to unite young people and families from diverse backgrounds, strengthening community bonds and highlighting shared values through creative expression and cultural exchange.** The centrepiece of the event was a collaborative graffiti wall themed around “What home means to me”. This artistic project provided a powerful visual representation of unity, allowing young participants to express their thoughts on belonging. The wall became a symbol of shared identity, transcending cultural differences. The inclusive gathering featured a range of activities designed to celebrate diversity and foster understanding: - Cultural storytelling sessions encouraged participants to share personal experiences, building empathy and cross-cultural dialogue. - Interactive stations showcased artifacts, traditions, and cuisines from various cultures, celebrating the community’s rich diversity. - Live performances featuring music and dance from different cultural backgrounds energised the event. - A cultural exchange zone facilitated the swapping of cultural items, promoting connections and perspective-sharing. The impact was profound. Over 200 attendees from at least 12 different cultural backgrounds participated. Post-event surveys revealed that 95% of participants felt their understanding of other cultures had improved, while 89% reported a stronger sense of community belonging. Nia*, a 15-year-old participant, reflected, “I’ve lived in Llanelli all my life, but today I learned so much about my neighbours’ cultures. It made me realise we’re all part of one community.” The event successfully reminded attendees that shared values and a sense of belonging far outweigh divisions. Young people reported feeling a deeper connection to peers from different backgrounds, with the graffiti wall standing as a lasting testament to the power of collaborative art in bridging cultural divides. This case study demonstrates how creative, culturally sensitive initiatives can effectively address community tensions and foster unity. By combining art, storytelling, and cultural exchange, Foothold Cymru created a platform for young people in the town to embrace both their individual identities and the diversity around them. The success of this event lays the groundwork for a more cohesive community in Llanelli. It provides a replicable model for other communities facing similar challenges, showing how engaging young people through creativity and cultural appreciation can build lasting bridges and promote social harmony. * Name changed to protect identity **Foothold Cymru** www.footholdcymru.org.uk **15** ## Case Study: **Carly’s journey to volunteering** **Carly*, who is in her mid-thirties, is married and the mother of 4 children. Carly falls into the group often described as, “just about managing”. Whilst increased prices and stagnant wages are taking their toll on her family financial situation, through stringent household management and budgeting Carly makes sure her family get by. This was not always the case: having had her first child at 17, Carly found herself a single mother when her son was only a year old. She explains that these were tough times and that she had often struggled financially and if it wasn’t for the support of family she would often have had to do without.** Carly joined Foothold Cymru in the summer of 2023. She had seen a social media post describing our Food Hub services and initially signed up as a member of our Community Food Store. She not only liked the environmental aspect of using surplus food but also the opportunity it gave her of making her family budget go that much further, particularly towards the end of each month when finances become very tight. Whilst visiting the food store Carly was made aware of some of the other services delivered by Foothold Cymru. Carly, who described herself as a ‘not very good confident cook’ hesitantly agreed to attend one of our cooking on a budget course to see how she would get on. To her surprise, she had a great time and learnt a lot about preparing and cooking healthy meals on a budget. As weeks passed, Carly’s confidence blossomed, evident in her increasing participation and leadership within the sessions. Encouraged by her newfound culinary skills and burgeoning confidence, she took the leap to become a Food Hub Volunteer. Months down the line, Carly has emerged as one of the organisation’s most dedicated volunteers, actively contributing to community cooking sessions and assisting in the preparation of meals for the community warm hub. Additionally, she finds enjoyment in supporting parents and children alike during summer holiday clubs, fostering connections and promoting healthy eating habits. When asked about her motivation for volunteering Carly reflected, “It’s just giving back isn’t it, I had help and now I enjoy helping other people”. * Name changed to protect identity **16 Foothold Cymru** 2023/2024 Annual Report ## Case Study: **Building community connections through volunteering** **Emma*, a 24-year-old single mother, struggled with financial hardship and isolation while raising two young children. With limited support and few employment opportunities, she sought ways to build her confidence, develop new skills, and connect with her community. She discovered our organisation through a volunteer at Foothold, who encouraged her to join in with one of our workshops.** Emma joined our community cooking scheme, initially helping out in the kitchen. Although she had no formal training, her passion for food and her eagerness to assist others made her a natural fit. As her confidence grew, and after earning her food hygiene certificate, her responsibilities expanded to preparing ingredients, leading workshops, and supporting other participants during cooking sessions. Through volunteering, Emma developed skills in food safety and kitchen management, while building strong connections within the community. The experience empowered her, reducing her isolation and providing a renewed sense of purpose. It also opened doors to potential careers in catering and hospitality, inspiring her to pursue catering studies at college. Emma’s personal experience of hardship allowed her to relate to other participants, making the cooking classes more inclusive and engaging. Her enthusiasm and commitment were instrumental in helping us expand our cooking programme, reaching even more members of the community. Her personal growth also encouraged others to get involved. Emma’s story illustrates the transformative impact of volunteering, benefiting both individuals and the organisations they support. She gained valuable skills and confidence, while the charity thrived thanks to her passion and unique perspective. Emma reflects on her journey: “Volunteering in the kitchen has given me a purpose. It wasn’t just about cooking – it was about connecting with people, learning new skills, and feeling part of something bigger. Now, I can see a future for myself and my kids that I never thought possible before. This experience has truly changed my life.” * Name changed to protect identity **Foothold Cymru** www.footholdcymru.org.uk **17** ## Case Study: **Amplifying Unheard Voices in Climate Action** **In January 2024, Foothold Cymru orchestrated a groundbreaking “Climate Conversation in Llanelli”, bringing together local people to discuss climate change and explore pathways to a fairer, more sustainable future.** The event’s most significant revelation was that many participants felt unheard in the climate debate. For most, this was their first opportunity to share thoughts on climate change and initiatives like Net Zero. This underscored the critical need to involve a broader range of voices in climate conversations. Participants engaged in small group discussions across four thematic stations: Transport, Food, Community Involvement, and Reduce, Reuse, Recycle. They highlighted several barriers to sustainable living, including poor public transport, limited access to green initiatives, and economic constraints. Despite these challenges, there was strong enthusiasm for community-led solutions, with ideas ranging from food resilience projects to waste reduction initiatives and resourcesharing programmes. The Climate Conversation directly influenced Foothold Cymru’s ongoing Full Circle project, aimed at supporting Llanelli’s transition to a Zero Waste Town. Participants’ input is now shaping this three-year initiative, ensuring it aligns with community needs and aspirations. Personal stories highlighted the event’s significance. For example, one participant, Sarah*, shared, “This was my first time discussing climate change. I never thought my voice mattered, but now I see how my daily choices can make a difference.” Another participant, Rhys, added, “I’ve always felt climate talk was for others, not me. Today, I realised we all have a role in creating a sustainable Llanelli.” By amplifying marginalised voices and fostering communitydriven solutions, Foothold Cymru is setting a model for inclusive climate action across Wales. This case study demonstrates that effective climate action must involve and empower all members of the community, especially those traditionally excluded from these crucial conversations which serve as a foundation for ongoing social improvement. * Name changed to protect identity **18 Foothold Cymru** 2023/2024 Annual Report ## Case Study: **Eva’s Transformation through Build on Red** **Eva*, a 17-year-old with ADHD, initially approached the Build on Red project with scepticism. Having struggled in traditional education, she doubted that adults would take young people seriously and felt disconnected from her hometown of Llanelli, which she saw as plagued by drug misuse, poverty, and lack of opportunity.** The Children in Need-funded project aimed to empower youth aged 14-19 to address social issues. Focusing on youth mental health post-Covid lockdown, young people chose three initiatives: creating a mental health awareness campaign on social media, creating a wellness garden, and lobbying to increase mental health resources. Despite her initial hesitation, Eva became increasingly engaged. She spoke passionately about how poverty, bullying, and social inequalities contribute to mental health struggles, describing a “learned worthlessness” in her town. Her involvement grew as the project addressed these issues through various activities. The project’s early sessions focused on building confidence and recognising strengths. Eva received training in communication techniques, budgeting, and social action dynamics. These educational components reignited her interest in learning and gave her tools to engage more deeply with the project. Eva’s transformation was remarkable. She evolved from a quiet observer to an active leader, contributing significantly to social media plans, wellness garden design, and even participating in filming to share her experiences. Her growth is captured in her own words: “Build on Red is my life,” and “I feel more confident in myself and how I talk to people.” Eva even named the project “Build on Red,” which was voted in by the group, marking her emergence as a strong voice within the initiative. This case study demonstrates how re-engagement with education, when rooted in personal interests and social impact, can lead to profound personal growth. Eva’s journey from scepticism to leadership illustrates the power of youth-led initiatives in fostering confidence, skills, and community engagement. * Name changed to protect identity **Foothold Cymru** www.footholdcymru.org.uk **19** ## Case Study: **Y Fasged Siopa, Nourishing Rural Families** **In a small North Carmarthenshire village, Ruth*, a single mother of two, faced significant challenges in providing for her family’s dietary needs. Her young daughter’s gluten intolerance, combined with their rural location, created a perfect storm of difficulties. Living 30 minutes from the nearest supermarket, Ruth struggled to access affordable gluten-free options for her daughter’s school lunches. The local shop’s prices were three to four times higher than supermarkets, and gluten-free products were scarce. This situation made it impossible for Ruth to fully utilise free school meals and made social events challenging, risking her daughter’s isolation.** Through a local organisation, Ruth discovered Y Fasged Siopa Project, a project funded by the National Lottery Community Fund, to tackle hardship caused by rural isolation. The service provided handpicked gluten-free items, including cakes, pasta, pies, and cereals, as well as ingredients for homemade treats. This solution not only offered significant cost savings compared to the local shop, but also eliminated time-consuming trips to distant supermarkets. The impact on Ruth’s family was profound. The service resulted in considerable household savings and increased the variety and enjoyment of meals for her daughter. Regular deliveries reduced feelings of social isolation stemming from dietary restrictions, and both mother and child eagerly anticipated each box’s arrival. Ruth shared, “Thanks to Y Fasged Siopa, I haven’t had to resort to a food bank to afford the extra costs of meeting my little girl’s special dietary needs.” This case study highlights the critical role of targeted food services in addressing rural food insecurity, particularly for families with special dietary requirements. Y Fasged Siopa not only provided essential nutrition but also fostered a sense of inclusion and normality for Ruth’s family. The service demonstrates how innovative solutions can bridge gaps in rural food access, improving quality of life and reducing financial strain for vulnerable families. * Name changed to protect identity **20 Foothold Cymru** 2023/2024 Annual Report ## Case Study: **Supporting Family Resilience** **The Family Guides Project, funded by the Moondance Foundation and Trusthouse Charitable Foundation, aims to support low-income families needing additional assistance. The Taylor family exemplifies how this initiative can make a significant difference.** Tim, Sharon*, and their four children face multiple challenges. Tim, the sole earner, manages ADHD while working. Sharon, unable to work due to chronic illness, hopes to return but struggles with debilitating pain and exhaustion. Their oldest daughter, Helen has Asperger’s and receives Personal Independence Payment (PIP) but faces difficulties securing a college placement, whilst the two younger children also have complex health issues. Despite Tim’s income and Universal Credit, the family’s financial situation is precarious. Tim’s struggles with bill management and financial planning have led to substantial debt. Their daughter Aurora excels academically but exhibits volatile behaviour at home and awaits an ADHD assessment. Sharon’s physical health issues are compounded by emotional struggles and lack of personal time. The Family Guides project has provided comprehensive support for the Taylors. Sharon now participates in Foothold Cymru’s social activities, including cooking classes, arts and crafts groups, mindfulness walks, and drop-in sessions. To address their financial difficulties, the family receives weekly budgeting sessions and has been referred to Turn to Us for additional support. They also access Foothold’s Community Store for affordable, healthy food and plan to utilise other services like the Tool Library and uniform exchange. The project has helped Aurora secure a college interview and ensured her ADHD referral is back on track. The younger children now participate in free after-school clubs and ageappropriate activities. The children have been referred to Young Carers, providing Sharon with personal time and the children with access to additional social activities and support. As the Family Guides project continues to assist the Taylors, the goal is to gradually reduce support as they become more self-sufficient and confident in managing their challenges. This holistic approach addresses not only the family’s immediate needs but also works towards long-term stability and well-being. The Taylor family’s story highlights the complex interplay of health issues, financial struggles, and social challenges that many families face. It also demonstrates how targeted support can make a significant impact, providing practical assistance and empowering families to build resilience and work towards a more stable future. * All names changed to protect identity **Foothold Cymru** www.footholdcymru.org.uk **21** ## **Strategic Report** The organisation ## **The Board** Functions of the Board ## **The Board of Trustees fulfils the following functions:** - Control of the charity, its property, and funds. - Responsibility for the charity’s overall governance and strategic direction. **Objectives and aims of the organisation** **The charity’s objectives are to develop the capacity and skills of members of socially and economically disadvantaged communities in Wales, enabling them to better identify and meet their needs, and to participate more fully in society. This is achieved, but not limited to, the following:** - Equipping disadvantaged or excluded individuals with the skills and competencies necessary to take responsibility for meeting their own needs and those of their communities. - Development of the aims, objectives, and organisational goals in line with the legal and regulatory framework of the sector and the charity’s governing document, striving for best governance practices. - Upholding the fiduciary duty, ensuring public confidence and trust. - Interviewing, appointing, and monitoring the work of senior staff. All trustees must sign a Code of Conduct and a Declaration and Register of Interest form. ## Main Responsibilities of the Board - **Managing performance and risk:** Developing and reviewing the organisation’s strategy, objectives, performance, statutory compliance, and risk while ensuring ongoing impact measurement. - **Leadership and strategy:** Leading the organisation’s vision, mission, values, and strategic direction. - **Strategic planning and implementation:** Agreeing on coherent strategic plans and timetables, monitoring performance, and reviewing outcomes and impact. - **Communication:** Promoting the organisation’s work to external partners, stakeholders, and audiences. - **Equality and diversity:** Championing equality and diversity throughout the organisation, particularly when working with disadvantaged communities. - **Safeguarding:** Monitoring the charity’s conduct to ensure safeguarding standards are upheld. - Delivering formal, informal, and community education programmes that offer disadvantaged individuals’ opportunities to gain nationally recognised qualifications or develop the knowledge, skills, and competencies required for independent living and the labour market. - Promoting, providing, and facilitating volunteering, training, and work experience opportunities for unemployed or underemployed individuals facing challenges in the labour market. **22 Foothold Cymru** 2023/2024 Annual Report ## **Appointment and Induction of Trustees** **The articles of association state that the number of Trustees shall be no less than 3 and (unless otherwise determined by ordinary resolution) with no upper limit. Currently, there are 12 Trustees on the Board, who serve as both charity Trustees and Directors of a company limited by guarantee, governed by charity and company law.** Appointments are overseen by the Governance Committee, and Trustees serve an initial three-year term, with the option for re-appointment unless exceptional circumstances apply. Attention is paid to ensuring a wide range of skills and diversity, including gender, age, ethnicity, disability, and sexuality. We also prioritise recruitment of local people with lived experience, all of which enriches the skills, knowledge and experience of the board. All new Trustees undergo an induction process that includes meetings with the Chair, CEO, and Senior Management Team, visits to projects, and detailed briefings on legal obligations under charity and company law, as well as Foothold Cymru’s specific policies. An annual skills review informs training and recruitment strategies. ## Board and Committee Structure The Board of Trustees plays a crucial role in the governance and oversight of our organisation. ## **Board Meetings** Our Board meets quarterly. These regular meetings allow the Board to stay informed about key developments, make timely decisions, and maintain effective oversight. Throughout the year, average attendance was 82%. ## **Committee Structure** To enhance efficiency and provide focused attention to specific areas, we have established a committee structure that supports the Board’s work: - **Finance, Risk, Audit and People Committee** - Meeting quarterly, this committee oversees financial management, risk assessment, audit processes, and human resources matters. It ensures financial stability, monitors potential risks, and reviews audit findings to maintain organisational integrity. - **Governance Committee** - Meeting quarterly, the committee is responsible for maintaining and improving governance practices. It reviews policies, assesses Board performance, and ensures compliance with relevant regulations and best practices. - **Safeguarding Committee** - Meeting as required, the committee is dedicated to protecting vulnerable individuals associated with our organisation, including by developing and monitoring safeguarding policies and procedures. We have recently established two new committees which will be meeting quarterly. - **Operational Performance Committee** This committee focuses on evaluating and improving the organisation’s operational efficiency and effectiveness, ensuring that our programmes and services align with our strategic goals. - **Community Engagement and Volunteering Committee** - Tasked with strengthening our connections with the community and optimising our volunteer programmes, this committee develops strategies to enhance stakeholder engagement and maximise the impact of our volunteer efforts. ## Board Effectiveness **The structure adopted by the organisation allows our Board to:** - Maintain regular oversight of organisational activities. - Delve deeply into specific areas through committee work. - Make informed decisions based on comprehensive reports and recommendations from committees. - Respond promptly to emerging challenges and opportunities. - Ensure a balanced focus on various aspects of Foothold’s governance. Further details on Board and committee membership are available on our website. ## **The Senior Management Team** The Chief Executive Officer (CEO) is appointed by the Trustees to oversee daily operations, with delegated authority for operational matters such as finance, employment, and performance management, as approved by the Board. The Board monitors and controls all delegated work through regular reporting. The CEO is supported by a Deputy Chief Executive and a Senior Management Team, who are responsible for delivering the charity’s projects and services. The SMT includes a Finance Manager who administers the charity’s accounts, and an operations manager who oversees the efficient running of projects and services. As of the financial year-end, Foothold Cymru employed 18 staff members on part-time or fulltime contracts. The organisation is a Real Living Wage employer and is committed to transparency, maintaining an ‘open door’ policy where staff are encouraged to engage with organisational activities, strategy, and performance. Additionally, a wellbeing officer supports staff by providing information, organising wellbeing events, and offering general support. ## **Volunteers** The charity was supported by 72 volunteers in 2023/4. Their skills and knowledge have been crucial in delivering our activities. We began the process of gaining Investors in Volunteering accreditation, which we aim to complete in 2024/25. ## **Good Governance** We comply with the Charity Governance Code in all material respects and have a programme for continual improvement. ## **Raising Concerns** Foothold Cymru has a whistleblowing policy that allows staff and volunteers to report concerns, alongside other processes such as grievance procedures. Complaints, grievances, and whistleblowing matters are fully investigated, and appropriate management or disciplinary actions are taken when necessary. ## **Ethical Policy** Our ethical policy provides a framework for the ethical execution of our charitable purposes. It helps the charity and its Trustees recognise and address ethical issues and conflicts. ## **Safeguarding** We have established systems to protect vulnerable individuals. This includes a Child Protection and Safeguarding Policy, a Safeguarding Adults at Risk Policy, a safeguarding code of conduct, and an online safeguarding policy. Trustees, staff, and volunteers undergo Disclosure and Barring Scheme (DBS) checks and safeguarding training, based on the appropriate level for the role. The work of the organisation is overseen by a Safeguarding Committee, chaired by a Trustee. The committee oversees safeguarding policies and reports to the Board annually with an action plan. ## **Fundraising** Foothold Cymru raises funds from individuals, donors, and companies. Fundraising activities represent 2% of our annual income, and no complaints were received regarding fundraising activities in 2023/24. ## **Risk Management** The Trustees have identified the major risks faced by the charity, aided by a robust risk management process. Risks are prioritised based on likelihood and impact, with mitigation strategies in place. Adequacy of protection measures is reviewed by the senior team and trustees quarterly. ## **Public Benefit** Trustees refer to the Charities Commission’s guidance on public benefit when reviewing the charity’s aims and objectives and in planning future activities. As required by the Charities Act 2011, the Trustees consider how planned activities will contribute to the aims and objectives they have set. ## **Pay Policy** Trustees do not receive remuneration but may claim reasonable expenses. The charity has a remuneration policy to ensure fair pay for staff. A revised pay structure was introduced in April 2023 based on recommendations from our Remuneration group, a subcommittee of our Finance, Risk, Audit and People Committee. **24 Foothold Cymru** 2023/2024 Annual Report ## **Financial Review** Our Finances **Where our income comes from** **Where we spend our income** We are reliant upon the generosity of all our supporters to fund our charitable activities. Our income is made up of grants, donations, trusts and foundations, investment income and in-kind contributions e.g. food donations. **----- Start of picture text -----**
3% [2%]
8%
5%
10%
82%
90%
Grants – 82% Project Delivery - 90%
Investment income from property – 8% Property Maintenance - 5%
Donations – 10% Fundraising Activities - 3%
Governance - 2%
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**Foothold Cymru** www.footholdcymru.org.uk **25** ## **Financial performance and position** **The charity delivered a solid financial performance in 2023/24 against a backdrop of challenging economic circumstances, characterised by increased competition for grants and reduced availability.** Our total Income was £877,188, a slight decrease from £889,671 in 2022/23. Total expenditure was £844,145 compared with £836,897 in 2022/23, generating an overall surplus of £33,043, compared to £52,774 in 2022/23. Our financial strategy as laid out in our business plan was to: - Diversify our income streams. - Secure the grants required to deliver our services. - Minimise the cost of our central/core team. - Maximise the income from our property portfolio. - Leverage in corporate support through in-kind and financial support. - Ensure all projects have a realistic, costed, sustainable exit strategy that allows our services to continue without the need for grant funding wherever possible. This is normally through the development of a social enterprise either run by Foothold Cymru or local volunteers. ## **Reserves Policy** ## **During the year, the Board of Trustees reviewed our reserves policy, following the guidelines set by the Charity Commission. The review process involved the following:** - Clarification of what constitutes our charitable reserves. - Assessing the assets that are essential for our operations. - Evaluating potential financial risks and their implications. - Reviewing sources of income to ensure sustainability. - Looking at our future plans and financial commitments. As per our 2023/24 accounts, our unrestricted reserves total £619,920. The majority of this is represented by the two properties we own, which are rented out to generate income. We currently have 14 rental units available. On becoming a charity in 2020 (transition from a company limited by guarantee), the Board of Trustees reassessed our need for free cash reserves in line with Charity Commission guidelines. The reserves policy, approved by the Board in 2020, and reviewed annually, requires a plan to achieve and maintain 6 months of operational expenditure (core costs) Since all our projects are time limited, with clear exit strategies, the cash reserves are earmarked to maintain non-project activity and development. As of the end of April 2024, this figure stood at £103,730, representing 5 months of expenditure. This represents significant progress, and we are on track to reach our target figure by 2024/25. **26 Foothold Cymru** 2023/2024 Annual Report ## **Principle Risks and Uncertainties** ## **Foothold Cymru continuously reviews risks through the Board, committees, and senior management team. Risks are categorised by impact and likelihood, with quarterly updates provided to the board. Key risks identified by the organisation are:** - Cyber protection, including risk of a cyber attack. - Income generation challenges due to difficult economic conditions. - Recruitment issues. The controls Foothold Cymru has in place are as follows: ## Cyber protection: ## **Controls in place:** - Robust IT infrastructure with regularly updated security protocols. - Regular staff training on cybersecurity best practices. - Implementation of multi-factor authentication for all systems. - Regular security audits and penetration testing. - Incident response plan in place for potential breaches. - Data encryption for sensitive information. - Regular backups stored securely off-site. ## Income generation: ## **Controls in place:** - Diversification strategy to reduce reliance on any single funding source. - Dedicated business development team focused on developing new income streams. - Building and maintaining strong relationships with current funders. ## Recruitment: ## **Controls in place:** - Competitive salary and benefits package to attract qualified candidates. - Proposed internship and apprenticeship programmes to develop future talent. - Flexible working arrangements to appeal to a broader candidate pool. - Investment in staff development and training to retain current employees. - Regular review of job descriptions and person specifications. - Use of specialist recruitment agencies for hardto-fill positions. - Development of a strong employer brand to attract job seekers. ## **Additional risk management measures in place include:** - Quarterly risk register reviews by the Board and senior management team. - Clear risk ownership and accountability within the organisation. - Regular staff training on risk management procedures. - Continuous monitoring of external factors that may impact the charity’s operations. - Annual review of insurance coverage to ensure adequate protection. - Compliance checks to ensure adherence to relevant regulations and standards. By implementing these controls and regularly reviewing their effectiveness, Foothold Cymru aims to mitigate key risks and ensure the continued delivery of its services to communities, families, and individuals in the communities it serves. - Exploration of social enterprise opportunities. - Development of a reserves policy to ensure financial stability. - Regular financial forecasting and scenario planning. - A viable business model that protects project legacy. **Foothold Cymru** www.footholdcymru.org.uk **27** ## **Our volunteers** ## **Our Thanks** **We would like to take this opportunity to express our sincere gratitude to our dedicated volunteers who have significantly contributed to our charity’s work throughout the year. Their support has been essential to various aspects of our operations, including:** - Driving services for collecting and delivering food as part of our food resilience work. - Assisting in our community kitchen. - Tending to our community garden. ## **Our funders** - Managing our Pantry service. - Supporting our Circular Economy initiatives. ## **In conclusion, we would like to thank the funders, foundations, trusts and business partners that have supported us:** Aviva BBC Children In Need Carmarthenshire County Council via Welsh Government Poverty Fund Comic Relief Crest Ceilings Esmée Fairbairn Foundation Garfield Weston Foundation Henry Smith Charity Hubbub Foundation Julia and Hans Rausing Trust King Charles III Charitable Fund Landfill Disposals Tax Communities Scheme Lloyd & White Insurance Brokers Masonic Charitable Foundation Moondance Foundation National Grid People’s Postcode Lottery Sylvia Adams Charitable Trust TAD Builders Tata Steel The National Lottery Community Fund Trusthouse Charitable Foundation Vinci Construction Vinci Foundation WCVA Welsh Government These, and many other important tasks, help keep our charity running smoothly. Their commitment has enabled us to continue serving our community effectively whilst also providing volunteers with valuable skills, social connections, and confidence. Recognising the evolving landscape of volunteerism, we have adjusted our volunteer programme to offer more flexibility and a wider range of opportunities. We now provide: - Mini volunteering experiences for those with limited time. - Taster days for individuals interested in learning more about our work. - Traditional roles with weekly or daily commitments. - Specialised positions that utilise unique skills and experiences. This variety of options allows individuals to find a way to contribute that suits their availability and interests. We are also pleased to have welcomed more volunteers with lived experience of poverty and financial challenges to our organisation this year. Their insights have enhanced our understanding of the communities we serve, allowing us to provide more relevant and effective support. This inclusion has deepened our connection with those we aim to assist. To all our volunteers, whether you have been with us for years or have just joined, and whether you contribute regularly or occasionally, your efforts are truly valued. You play a crucial role in our organisation, and we appreciate your time and support. Your contributions make our work possible and positively impact the lives of many in West Wales. As we look ahead, we are hopeful about the future and the continued positive change we can achieve together with our dedicated team of volunteers. Thank you for sharing your talents with us. **28 Foothold Cymru** 2023/2024 Annual Report ## **Our people** ## **At the core of our charity are the dedicated individuals who contribute to our mission. With a team of approximately 20 staff members, we are committed to fostering a diverse and inclusive workplace that reflects the communities we serve.** Our team comprises professionals with a range of skills and experiences, each playing an important role in delivering our programs and services. From project co-ordinators and outreach workers to administrative staff, every position is essential to achieving our goals and meeting the needs of those we support. We recognise that investing in our staff is crucial for our success. Throughout the year, we have focused on providing professional development and training opportunities, allowing our employees to enhance their skills and grow in their roles. This commitment to continuous learning not only benefits our staff but also strengthens our organisation. ## Collaboration and teamwork are key aspects of our workplace culture. We encourage open communication and the sharing of ideas, creating an environment where everyone feels valued and able to contribute. Our staff members regularly participate in team meetings and activities, fostering a sense of community and shared purpose. Together, our staff and volunteers form a network that enhances the services we provide and increases our impact in the community. As we reflect on the past year, we appreciate the hard work and commitment of our team. Their dedication has been vital in navigating challenges and achieving our objectives. We look forward to continuing to support our people and maintaining a positive workplace culture as we work to make a difference in the lives of those we serve. **Foothold Cymru** www.footholdcymru.org.uk **29** ## **References** ## **In conclusion** ## **The Trustees are pleased to present their Annual Report together with the financial statements of the Charity for the year ending 31st March 2024.** 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. ## Administrative Details ## **Registered Company Number** 02633128 ## **Company Secretaries** Janice Morgan Mike Theodoulou **Charity Number** 1188696 ## **Bankers** HSBC ## **Registered Office** ## **Accountants** The Lord Arthur Rank Centre Charles & Co Chartered Certified Accountants 3 Murray Street Llanelli, SA15 1AQ Trostre Road Llanelli SA14 9RA ## **Trustees** F. S. Roberts (Chair) J Lewis D J Powell P Freeman Rev J E Phillips K L Owen P R Piana S Kays Dr M Goodfellow Smith J Rees K Thomas **30 Foothold Cymru** 2023/2024 Annual Report **Last year I couldn’t afford new shoes and coats for my children. I felt so embarrassed, so useless. Foothold, with no fuss, stepped in and were able to help.** Participant Stronger Together **Getting to the end of the week and not having enough money for food is the worst. You panic, you can’t sleep, it’s scary. Knowing I can use the shop at Foothold has helped so much. I don’t feel so bad.** Village Store Member **I feel like the project helped me with me confidence a lot. Got me out of the house, gave me a sense of wellbeing. It was nice to try something different.** Volunteens: Be Heard Be Helpful Participant The Lord Arthur Rank Centre, Trostre Road, Llanelli, SA14 9RA 01554 779910 Foothold Cymru FootholdCymru Foothold Cymru Foothold Cymru ## **footholdcymru.org.uk** All images are Foothold Cymru stock photographs Foothold Cymru is a charity registered in England and Wales number: 1188696. Company registration number: 02633128. REGISTERED COMPANY NUMBER: 02633128 (England amd Wiles) REGISTERED CHARITY NUMBER: 1188696 TRUSTELS. RE RT AND NAUDITED FINAN IALSTATEMEN R THE YEAR ENDED I MARCH 20 THOLD CYMRU Charles & Co Chartered certif￿ Aeci)untants 3 Murray Street Llanelli Carmarthenshire SAIS IAQ THOLD CYMRU coiwrEprrs OFTHE FINANCIAL FOR THE YEAR ENDED 31 M ATEM H 21124 Pa Trustees, Report Indeptxdent Rewtyrt Statement of Fl•*nti*l Activities Balaiee Sheet Cash Flow Statsmettt Notes to iht Fln*KS*l Statements 7 to 20 LD YMR TR EES, REPO FOR THE YEAR ENDED IMAR H 2024 The Trustees ￿ plea5¢d to present their annual Director5. R¢pKJrt iogdher with the financial staiements of the Charity for the ye¥ ending 3 1st March 2￿4. Th¢y are also prepared to meet the requirements for a direciors. re￿)rt and accounts f￿ Companie5 A¢t purEK)%s. The Charity Commission ent￿ed the Company onto ihe Register of Charities with the Register¢d Charity Number 1188696 in March 2020. The fin&)cial stat¢m¢nts comply with the Charities Act 2011. the Companie5 Ad 2(￿6, the Memorandum and Articks of A550¢1&tion, and Acrourtting and Reporting by Charitie5.' Statement of Recommended Practice applicable to charities preparing their account5 in ¥cordanre with the Financial ReF￿Ing StatKlard applicable in the UK and Republi¢ of Ireland IFRS 102) as amended for accounting Fri(¥J5 fr{￿ l January 2016. STRUCTUR& GOVERNANCE AND MANAGEMENT Governing docurnenl The charity is controlled by its goveming documenL a deed of trusL and consiiiuies a limiied ¢ompany. limited by guarantee, as defined by the Companies Act 2(K)6. REFERENCE AND ADMINISTRATIVE DETAIiS Regislered Company Thumber 02633128 (EnglaThJ and Wales) Registered Charlty thumbtr 1188696 Reglstered o(fice The Lord Arthur Rank Centre Trosire Road Llanelli Carmarthenshire SA149RA TTIIS¢tt5 F S Roberts J Lewis D J Powell P Fieeman Reverend J E Phillips Mrs K L Owen P R Piana Mrs S Kays Dr M Goodfellow-smith Ms J Rees Ms K Thomas CompaTry Setretarles Mr5 J Morgan M Theodoulou Indepe￿￿ettt Exami*er Charl¢s & Co Chart¢red C¢rtifi¢d AGcountanlS 3 Murray Sir¢¢t Llan¢lli CarTnarth¢n5hir¢ SA15 IAQ Ap ved by or(kr of the iM)ard of twsltts on 28 Ocithr 2024 and signed on its behalf by." ew .Trustee Page I IIYDEP EXAMIN EPORT TO TH TR FOOTHOLD CYMRU EES OF Ind¢peAd¢nt tx#mltter's report to the tr¥s¢e¢s of Cymnb Cthe CompAThy') l TepDrt to the charity trustees on my examinalion of the xcounts of the Company for the year ended 31 March 2024. Responsibilities amd b*sis of report As the chariry's tnjstees of the Company (and also lis direcwrs for the PUTP)ses of company law) you are responsible for the preparati(￿ of the accounts in a￿Ordall￿ with the requirements of the Companies Act 20061.the 2006 Act.). Having saiisfied my5¢1f ihat th¢ accounis of the Company are not required to be aL¥Jiied under Part 16 of th¢ 2006 A and are eligible for indep¢ndeni ¢xamlna¢io￿ I report in res￿ of my examination of your charity'5 accounts as Ca￿led out under Section 145 of the Charities Act 2011 (Ihe 2011 Aee). lrt carrying out my examinalion I have follow¢d th¢ Directions giv¢n by lh¢ Charity Commission under Section 145(5) (b) of the 2011 A￿. Ipdep¢ndellt ¢x*miner's statement Sinc¢ yijur charity's gross income exceeded £250.(KM) ytyjr examiner must be a member of a li$ted body. I can confirni that l am qualified to undertake the examination because l am a member of the Associ*ion of Chartered Certified A￿oUntant& which is one of the listed bodies. I have completed my examination. I confmn that no matters have come to my attention in conne¢iicffi with the examination giving me CAuse ￿ believe: )eeounting records were not kept in res￿1 of the Company as required by Sec¢ion 386 of the 2(KJ6 A¢i' or the aeeounts do not accord with those records: or the accounts th) nth comply with the acwunting requirements of Secticffl 396 of th¢ 2006 Act other than any requirement the accounts give a and fair view whith is not a maner considered as part of an independent examinY4tion- or the accounts have not been prepared in accordance with the methiyJ5 and principles of the Statement of Recommended Practice for acCo￿ni1￿8 and r¢i￿l￿g by Charities {applicable io charitie$ preparin8 their accounts in x¢Ord￿te with ihe Financial Reporting Standard applicable in the UK and Republie of Ireland (FRS 102)). I have no concerns and have come acr055 no oth¢r matters in conneclion with the examination io which attentbon shiyuld be drnwn iti this rep￿ in order to enable a pr(y¢r underthdin8 of the accwnts to be reathed. R. A. Williams The A550¢iali(Trn of Chartered Certified Accountants Charles & Co Chartered Certified Accountants 3 Murray Street Llanelli Cam)arthen5hire SA15 IAQ 28 Odober 2024 Page 2 LD CYMRU STATEMENr F FINANCIAL AcfiviTIES FOR THE YEAR ENDED I MARCH 2024 2024 Total funits 2023 Tot funds Unrethcted fund Restricted runds Notes INCOME AND ENDOWMEM FROM Donations and legacies 126,292 682.108 808,400 801,443 Invesmient income 68.788 88.228 Total 195.080 682,108 877.188 889671 EXPEiYDJTURE ON Raising funds 1.423 1.423 Charltable a¢tivitie5 Beneficiary Support 114.183 728,539 842.722 809,092 her 27.805 Tot#1 115,606 844.145 836,897 NET INCOMEI(EXPENDITUREI 79.474 (46,431) 33.043 52,774 RECONCILIATION OF FUNDS Total fund5 broughi forward 622,494 380.235 I.IXI2,729 949.955 TOTAL FUNDS CARRIED FORWARD 701.968 333.8( 1,035.772 1,002.729 The noles fonn of finatt¢ial swements FOOTHO YMRU BA ANCE SHE I MARCH 2024 2024 Tot81 fvttds 2023 Total funds Unrestrid¢d Restric*d Thd fithd5 FIXED ASSETS Intangible assets Tangible assets Investments 25,458 722,920 12 13 619,920 48,0(K> 667.920 619,9 48.OCKI 667,922 748,380 CURRENT ASSETS Debtor5 Cash at bonk 14 30.825 103.730 30,825 50.064 273.197 285.804 134.555 285,804 420.359 323,261 CREDITORS Amounts falling due within one year 15 (3,020) {3.020) (4.199) NET CURRENT ASSETS 131.535 417339 TOTAL ASSETS LESS CURRENT LIABILITIES 751,457 333.804 1.085.261 1.067.442 CREDITORS Amounts falling du¢ after MO￿ than year 16 (49.489) (49.4891 (64,713) NET ASSETS 1035.772 1002 729 FUNDS Unrestricted funds Restricted funds 18 701,968 333.804 622.494 380235 TOTAL FUNDS 1,035 772 1.002 729 The charitable company 1$ ¢ntiiled to exemption frtyn audit under Section 477 of ihe Comp¥nies Act 2006 for the year ended 31 March 2024. Th¢ members have noi required the c¢xnpany io obtain an audil of its financial statements for the year ¢nd¢d 31 March 2024 in a¢¢￿dance with Section 476 of the Compani¢5 Act 2006. The tNstees acknowledge iheir resEx)nsibiliiies for {a) ensuring ihat ihe charitable company keeps accounling records that eixnply wilh Sections 386 and 387 of the Compani¢5 Act 2(NJ6 and Preparing financial statrmcnts which give a tyue ond fair view of the st#t¢ of affaiys of the ¢harit*ble company as at th¢ eThJ of each financial year and of its surplus or deficit for each financial year tn accordance with the requirements of Sections 394 and 395 and wbi¢h otherwise compty with the requirements of ihe Companies Act 2006 relating to fmartcial stsiements. so far applicable w the ¢haritable company. (b) The not¢s fm w( of these fmanchal statements Page 4 ¢oniinu¢d... FOOTHOLD CYMRU BALANCE SHEET- t￿1•￿￿¢d 31 MARCH 2024 These financial statements have been prepared in XCLKdan￿ with the provisions applicable io charitable ¢ompanies subjeci io ihe small companies regime. The financial sia*ments were approved by the Board of Tft￿ and authorised for issue on 28 O¢¢ob¢r 2024 and were signed on lis behalf by: LS- Trusttt The note5 fonn part of fmancial sratemenis THOLD CYMRU CASH FLOW STATEMEI¥T FOR THE YEA ENDED 31 MARCH 202 2024 2023 Notes C#Jh flows from op¢rxtlmg Ktivities Cash g¢n¢rdt¢d from oiKration5 Int¢r¢5t paid 131686 181.547 2.101 Net Cath [￿0Vided by operating xtivitie5 Cash IIow5 from fin*ntin8 aetfvities Loan repaymen15 in y¢ar 15 24 15 593) Net cash used in financAn8 activities 15224 15,593> Change e8sh and ewh equivalents i• the reporting period Cash 2nd tash tquivalents •¢ th¢ beginninz of the reporting periotl 116.337 163,853 273.197 109 344 C•sh #nd eash eq4ivalents at the eAd of the reportlng period 389.534 273 197 The n￿S fonn part of these financial thtemenis Page 6 FOOTHOLD CYMRU ES TO THE FINANCIALSTATEMEN FOR THE YEAR ENDED31 MARCH 2024 ACCOUNTING POLICIES Blsis ofpreparing tht fin¥Jncial $14temewts The financial staiements of the charitable company. which is a public Imefir eniity under FRS 102, have been prepared in accordance wilh the Chariiies SORP (FRS 102)'Accouniing and Rewrting by Chariiies.. Siaiement of Recommended Praaice applicable io charities preparing iheir accounts in accordance with ihe Finaneial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) {efftttive l January 2019),, Financial Reporting Stsndard 102 Tr Financial iieporting Stsndard applicable in the UK and Republie of Irelartd, and ihe Companies Act 21KJ6. This is txot consimeni wilh prior yeats. The fitwicial smements have been prepared under the hisiorical cosr conventiorn. The charitable company taken advantage of the following disclosu￿ exempiions in preparing these finartc&41 statemenis, as perniitted by FRS 102 The Financial Rewing Stsndanj applicable in the UK and Republi¢ of Ireland,: the requirements of Section 7 Statemtht of C&sh Flows. the requirefflent of paragraph 3.17(d)' the requirements of p8ragr8phs 11.42, 11.44, 11.45. 11.47. 11.4814xiii), 11.48(aXiv), 11.48(b) md 1.48(¢)' the requirements of p4rngrnph$ 12.26, 1227. 12.29(ak 122%b) aN112.29A. the requirement of paragraph 33.7. Income All income is re¢ognised in the Statement of Financi81 Activities once the charity has entitlement to the funds. it is probable that the income will be received and ihe amount can measured reliably. Expenditure Liabilities are recognised as expendiwre as won as there is a legal or con*ructive obligation committing the charity 10 that expenditUTe. it is probable that a transfer of economic benefits will be required in settlemeni and the amount of the obligation can be measured Teliably. ExpenditUTe is accounfed for on an accnjals basis and has been classified under headings that aggreg￿e all cosi relaied io the category. Where costs cannoi be directly attribuied to particular headings ihey have Lw) alk￿atrd ￿ activiiies on a blsis consisteni with the use of resources. Imtangible Issetsl Intelleet•#l property Intellectual property represents cO￿S incurred in Research and deve]opnthi time and resources spent on generating knowledge and infomiaiion th new projects that Foothold Cymru will tender for from ESF and The big Lottery, the eeonomie benefit of whieh is expeded io flow to the eorwirdtion in future period5, Usually the next ihree finaneial years. As such each yea￿S capitslised CO￿ is written off over three yews eommen¢ing in the following fthancial year. T*ngible fixed ¥55ets tkpreciation is provided at the followirtg anrtual rntes in IKder to write off each asset over its e5timaied useful Foothold Enteyise Village The Bu5ines5 Centre The Lord Arthur Rank CenlTe Plant and machinery FixMres and fittings Motor vehicle5 Computer equipment . rtot rKovided i varying rfes on cosl not provided 209• on cosi 21y¥• on cosi 2(N• on cost 20W• on cost Fixed Assets purchased with re￿ricted fijnds are expensed in the year of purch￿. Taxation The charity is exemw from corpornion i&x on its clwithble ￿1vIties. Page 7 coniinued... FOOTHOLD CYMRU NOTES TO TH FINANCIAL &fATE ENTS- totst1￿￿ed R THE YEAR ENDED MARCH 2024 AccouiYfiNG POLICIFS- tomtinued Fund ae£ountiDg Unre5tri¢t¢(i funds can be used in xc¢xdaThce with the ¢h8ritsble objeciives at the discretion of the trustees. Restricted funds can onty be used f(r pirti¢ul•r r¢stritted purp)se5 within the dJie¢ts of the charity. Restrictions arise when Specifi￿ by tht donor or when funds are raised fw Particular restricted pu4)oses. Further explanation of the nature #nd purww of ¢¥h fund is included in the notes to the fthancial sts￿Ments. Hire purchise kJ51wg ¢￿th￿il￿ents Rentsls paid under operating le&se5 are charged to the Ststement of Financial Activities on a straight line b￿1$ over the period of the I¢LsE. PeTh5iOII Costs and oth¢r post-retiremeDt benefits haritable company operaies a def]ned contribu11￿ pension scheme. c(￿tributIonS payable to the h¥itJble company's pension scheme are ehaTged to the Staiement of FinarKi81 Aclivities in the period io which they r¢la*. DONATIONS AND LEGACIES 2024 2023 th)nalions Grants Fees Re¢eived 87,328 721.072 3S2S6 740,881 25.306 Grants receive¢l included in the &kne. ￿t as follows.. 2024 2023 Other giants 721072 740.881 INVESTMENT INCOME 2024 2023 Rents received 68.788 88,228 Page 8 continued... FOOTHOLD YMRU NOTES TO THE FINANCIAL ATEMENTS- Continued FOR THE YEAR Ef4DED 31 MARCH 21)24 RAISING FUNDS Rltslng donatlons and legacks 2024 2023 Fundraisin8 1.423 CHARITABLE A￿1VITIEs COSTS Support Costs (See note 6) Direct Cos15 TOt￿S Beneficiary Support 13.626 SUPPORT COSTS Governance Finance Totals Beneficiary Supp 3.401 10 NET INCOMEI(EXPENDITURE Net incomel{expenditure) is slated after char8ingl{crediiing): 2024 2023 Depreciation- owned Isseis Hire of plant and tnachinery Developrnent CO515 amorti5a¢ion 55,000 15,662 25,458 to4.￿0 16.714 25.458 TRUSTEES, REMUNERATION AND BENEFITS There were no rn￿ttS' remuneration or other benefits for the year ended 31 March 2024 nor for the year ended 31 March 2023. Trustees. expenges There were no 31 March 2023. tru5t¢¢s' expenses paid for the year ¢nded 31 ma￿h2o24 nor for the year ended STAFF COST5 2024 2023 Wage5 and salaries Social security costs Other pension costs 420.706 35.302 13.705 336.827 24,428 469.713 372,617 Page 9 ¢oniinued... FOOTHOLD YMRU ESTOTHE FINANCIAL sfATEM - eontimwed FOR THE YEAR ENDED 31 MARCH 2024 STAFF COSTS- toDtIDlled The average monthly rtumbttof employees during the year was &8 follows: 2024 2023 ManttgemeAt Adrninisiration Beneficiary Suppcrt Oth¢r 12 19 18 No employees received emoluments in excess of £￿,1￿?. io. COMPARATIVES FOR THE ￿ATEMENT OF FINA]YCIAL ACTIVITIES Unrestricted fund Resrricied funds Total funds INCOME AND ENDOWMENTS FROM Donations and legacies 179.076 622.367 801,443 Investment In¢¢￿e 88.228 88,228 Totsl 267.304 889671 EXPENDITURE ON Charitable actlvltles Beneficiary Supp)rt 227.106 581,986 809,092 O¢h¢r 10.449 17,356 27.805 Total 237 555 599.342 836.897 NET INCOME 29,749 23,025 52.774 RECONCILIATION OF FUNDS T¢xal funds brought forward 592.745 357.210 949,955 TOTAL FUNDS CARRIED FORWARD 622.494 380.235 1,002.729 Page 10 continued... FOOTHOLD CYMRU NOTES TO THE FINAN IAL TATEMEIYTS- eoDtinued FOR THE YEAR ENDED 31 MARCH 2024 IiwrAIYGIBLE FIXED A&SETS The Research and Development work by the or8anization during the financial year is developmental work. In line with ihe mission of the organization our dewelowental work f(Kuses on tackling social and economic exclusion. li does this through developing innov*ive projects which surwrt individuals to make a positive wcial and economic contr1t￿l10n io sociery whilx increasing ￿$111en¢t and restoring self-belief. Once the project is developed. investment io bring thai projeci io mwkei is swght through philanthropi¢ sources including various funding bodies. Develownenial expenditure as it rel￿eS to projec4 1$ clearty defin¢d and th¢re is a reasonable expectstion, based on historic work and knowledge of the m8rkd thal it will k*1 io philanthropic investment over and above the deyelopmenial expenditure. Amortizaiion is on a siraighi-line b&8is for ¢a¢h proj¢¢t over a three-ye•r period, refkcting Fwthold Cymrn's dev¢lopmeNtal cycle. R¢view5 of developm¢n¢ ¢xtKndilurr will Iwke plac¢ at the end of eath accounling period and is written off, proi¢ct by proj¢rL prior ¢0 the 3 y¢u5 if wt any lime exp*ndilure is deemed irrecoverable. 12. TANGIBLE FIXED ASSETS The Lord Arthur Rank Centre Foothold Enierprise Village B￿sinesS Centre Plani and machinery COST At l April 2023 and 31 March 2024 314 358.750 305.630 DEPRECIATION At l April 2023 Charg¢ for y¢ar 255,750 55.IXJO 234.821 At 31 March 2024 310.750 NET BOOK VALUE Ai 31 March 2024 314290 48.000 305,630 At 31 Mareh 2023 314290 103.1) 305.630 FixTures Motor vehicl¢s Computer equipment fittings Totals COST At l April 2023 and 31 March 2024 18.699 14.819 1262 050 DEPRECIATION At l April 2023 Charge for y¢ar 15.041 18.699 14.819 539,130 55,000 At 31 March 2024 15.041 18.699 594,130 NET BOOK VALUE Ai 31 Ma￿h 2024 667.920 At 31 March 2023 722,920 Pagell coniinued.. FOOTH LD CYMRU NOTES TO THE FINANCIAL STATEMENTS- ¢oAlin FOR THE YEAR ENDED 31 MARCH 2 24 13. FIXED A￿ET INVESTMENr6 Unlistrd investhienLS MARKET VALUE At l April 2023 ond 31 March 2024 NET BOOK VALUE At 31 March 2024 At 31 Mar¢h 2023 There wert no inwesthient assets outside the UK. 14. DEBTORS: AMOUNTS FALLING DLIE WITHIN ONE YEAR 2024 2023 Trade debtors 30.825 CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR 2024 2023 Trnde creditors Aeerued expenses 1.164 1,383 3.020 4.199 CREDITORS: AMOUNTS FALLING DUE A ￿ER MORE THAN ONE YEAR 2024 2023 Bank loans (se¢ note 17) her loan5 (see nrte 17) Property Bonds 26,081 22.063 36.215 27.342 49.489 64.713 17. LOANS An analysis of the Matt￿1￿ of loans is given below: 2024 2023 Amounts f4lling due be￿Cen two and five years: WCVA R¢5ili¢nce Fund Loan 27.342 Amounts falling due in than five years: Repayable by irtsralmenrs". HSBC BBL 26.081 36215 Page 12 coniinued... THOLD YMR THE FINAN IAL ￿ATEMENTS- ¢oAtinued FOR THE YEAR E]YDED IMAR H 2024 i& MOVEMENT IN FUNDS Net movement in funds Ai 31.3.24 Ai 1.4.23 Unr¢51rict¢d General fund 622.494 79.474 701.968 Restricied fwnd5 ST STEBO YFS VIW2 SV2 16.125 (55.(XlO) (79.W2) 12,050 15.037) 15,308) (43.550) 10,876 (7,312) (18,385) (27,012) 2,177 60,798 38,773 7.OCN) 30,7 9.463 7,023 16,125 48.(M)O 39,147 12,050 103.(KX) 119,049 5.037 18,509 43.550 13,201 CIN FCFH JHR CR Ffj EF SV3 CYCLE PCH B2B HS KCCF BRS 10,876 7.312 18.385 65.393 38.381 2.177 60,798 38.773 7.000 30.790 9.463 7.023 380235 46.431 TOTAL FUNDS l.(KJ2.729 1,035.772 Page 13 continued... FOOTHOLD CYMR NOTESTO THE FIN IAL STATEMENTS- c FOR THE YEAR ENDED31 MA H 2024 MOVEMENT IN FUNDS- tDntlttMed Net movemenl in fund5. included in the aiM)ve are as follow5: Incoming Movemenl in tunds expend￿1 UnT¢s¢ri¢ted funds General fuTh 195.080 (115,606) 79.474 ReJÉrieted funds ST B2B STE80 YFS TZWH VIW2 SV2 76,657 5203 (60,5321 (5203) (55.(K>O) (136.860) (3,832) (23,181) (59,211) 129,929) (43,550) (88,325) (7,312) (18.385) (59.714) (61,323) {23.806) (5.(KX)) (9.826) (3,188) (1,225) 16.125 (55.OLK)) (79.902) 56,958 3.832 35.231 54.174 24.621 12.050 (5,037) (5,308) (43,550) 10,876 (7,312) (18,385) (27,012) 2,177 ctN FCFH JHR CR FG EF OL LIDL WARMS SV3 CYCLE PCH B2B HS KCCF BRS 99.201 32,702 63,5￿1 23.806 9.826 63.986 39.998 7.iX)O 31.700 9.463 39.250 60.798 38,773 7.000 30,790 9,463 (910) 32,227) 728.539 464311 TOTAL FUNDS 877.188 844.145) 33.043 Page 14 coniinued... FOOTHOLD CYMRU NOTES TO THE FIIYANCIAL STATEMENTS- con¢i*ued FOR THE YEAR ENDED 31 MARCH 2024 18. MOVEMENT IN FUNDS- contiuued comparativ￿ for movement in fwnds Net movemeni in funds At 31.3.23 At 1.4.22 Unrestricted funds General fund 592.745 29.749 622.494 R￿trIcted funds ST B2B BTC STEBO YFS RES2 PCL WGFH TZWH svp SV2 20.261 3.091 {20,261) (3,091) (10.311) (104.000) 86.638 (10.949) (15.￿5) 11.944) (27,957) (28.281 } 5,037 18,509 43,550 7,312 18,385 207.1 32.411 10.949 15.005 lo3,￿0 119,049 27.957 28.281 5,037 18,509 43,550 7,312 18.385 65,393 CIN JHR CR FG 357210 23.025 380 235 TOTAL FUNDS 949.955 Page 15 ontinued... THOLD CYMR NOTES T THE FINANCIA TATEMENTS-CO FOR THE YEAR ENDED 31 MARC 18. MOVEMENT IN FUNDS- CoAtin￿r￿ Comparntive net movement in in¢luded in the aiK>ve are a5 follows.. Inwming r¢sour¢es Resources expended Movemeni in fuThts Unrestrlcted lumds G¢Theral fund 267.304 (237J55) 29.749 Restrict￿ fth*ds ST B2B BTC STEBO YFS RES2 PCL WGFH TZWH svp HUBB cwyvs VIW2 SV2 69.059 75.692 (89 J20) (78,783) 110,311) (104.OW) (122.252) (10.949) (15,005) 16,117) (34,089) (28,281) (3.(MKJ) (9,918) (11,285) (39,287) (11.832) (5.950) (9,974) (711) (6,092) (2,175) 120.2611 (3.0911 (104,000) 86,638 (10,949) (15,005) (1,944) (27,957) (28,281) 208, 4.173 6.132 3.(NJO 9.918 11,285 44,324 30,341 49,5 9,974 711 5,037 18509 43.550 CIN ws FCFH scc JHR CR FG 9.487 18,385 65,404 7,312 18.385 65.393 I i) 599,342 23.025 TOTAL FUIYDS 889,671 836,897 52.774 Page 16 continued... THOLD CYMRU TEST THE FINAN IALSTATEMEN FOR THE YEAR ENDED I MARCH 2024 i& MOVEMENT IN FUNDS- eontiAued A rutr¢nl year 12 m(mth5 and priw year 12 M￿th5 c¢)mbinvJ positloji 15 as follows: Net ovement in fund5 At 31.3.24 Ai 1.4.22 Unrestricted funds General fuThJ 592.745 109.223 701.968 Restricted funds ST B2B BTC STEBO YFS RES2 PCL WGFH 20,261 3.091 10.31 207,OCK) 32.411 11).949 15.005 14.136) 13.lJ91) 16.125 (159.￿} 6.736 (10.949) (15.005) (1.944) (27.957) (28.281) 12,050 13.201 10,876 38,381 2.177 60,798 38,773 7,000 30,790 9,463 7,023 48.000 39.147 27.957 28,281 svp VIW2 12,050 13,201 10,876 38,381 2.177 60,798 38,773 7.000 30.790 9,463 7,023 FCFH FG EF SV3 CYCLE PCH B2B HS KCCF BRS 357.210 23.406 333.804 TOTAL FUNDS 949.955 85.817 1035 772 Page 17 coniinued... FOOTHOL YMRU NOTES TO THE FIN IAL STATE ENTS- cont1￿￿ed FOR TH YEAR ENDEDJI MARCH 2024 18. MOVEMENT IN FUNDS- ￿￿ti#lled A current year 12 months and prior y¢ar 12 month5 combined mow¢ment in fund& included in the alx)ve are &8 follows: Incoming R¢s(xtrees Movement re50urce5 eX￿}ded in funds UThYestricted fuDds General fund 462J84 (353.161) 109.223 Reglri¢t¢d funds ST B2B BTC STEBO YFS RES2 PCL WGFH TZWH svp HUBB cwyvs VIW2 SV2 145,716 80,895 (149,852) {83,986) (10,311) {159,OCw)) {259,112) (10,949) (15,tK15) (6,117) (37,f21) 128.281) (3.(th) (9,918) (34,466) (98,498) (41,761) (49.500) {9.9741 (89.0361 (6.092) {9.487) (18.385) (59,725) (61.323) (23,806) (5,000) (9.826) (3.188) (1.225) {4,136) (3,091) (10,311) (159.000) 6,736 (10,949) (15,(105) (1.944) (27,957) (28,281) 265.848 4,173 9,918 46.516 98.498 54.962 49JOO 9.974 99.912 6,092 9.487 18,385 98,106 63.5 23,806 12.050 13,201 CIN ws FCFH scc JHR CR FG EF OL LIDL WARMS SV3 CYCLE PCH B2B HS KCCF BRS 10.876 38,381 2.177 9.826 63.986 39,998 7.000 31,700 9,463 39250 60,798 38,773 (910) 30,790 9,463 32.227) IJ04 475 (1.327.881 23,406) TOTAL FUNDS 1766.859 (1.681.042) P&ge 18 continued... FOOTH YMR TE THE FINAN IAL TATEM FOR THE YEAR ENDED 31 MAR H 2024 19. RELATED PARTY DISCIA)SURES Ther¢ wert no related party transactions f¢x the y¢ar end¢d 31 Marth 2024. 20. RECONCILIATION OF NET INCOME TO NET CASH FLOW FROM OPERATING ACTIVITIES 2024 2023 Nel incDm¢ for the reporting per¥Jd (as Per the St•tewent of Fin*nclal A¢livitie5) Adju$tM¢nts for: Depreciation charges lThlerest paid Decrease in debtors Decrease in cr￿lIOrS 33.043 52.774 80.458 1.125 19.239 129.458 2.101 .673 1.459 Net cash provlded by operntions 132.686 181.547 21. ANALYSIS OF CHANGES I]Y NET FUNDS Ai 1.4.23 Cash flow At 31.3.24 Net fash Cosh at bank 273 197 116.337 389,534 273 197 116337 389.S34 Debt Debts falling due after l year 63.557) 15.413 48 144) 63.557 15.413 48 144) Total 131750 341,390 22. RLSTRICTED FUNDS KEY The Key io our restricted furtds is &% follows.. ST- The Big Lollery Fund funding our Stronger Together PToiert. B2B- The National Lottery Community Fund fi]nding wr BKk 2 Bjsics Project. IIBTC- The Nation￿ Lottery Communty Fund fimding our #Be the Change Projea. STEBO- Long terni lease of ￿￿Operty in SteiK)nheath Te￿are Llanelli. YFS- The National Lottery Community Fund funding our Y Fasged Siopa Project. RES2- Funded by ihe Third Sector Recovery Fund for Wales Scheme. administered by WCVA. PCL- The People's Postcode Lottery fijnding our Buny kn f4)od store. My Mind- WCVA Volunteering in Wales funding fNJr My Mithd Projeci. WGFH-StelM)nhe*h Community F￿d Hub funded by The Welsh Government. Page 19 eorttinued... FO LD CYMRU NOTES THE FINANCIAL STATEMENTS- conti￿￿¢￿ FOR THE YEAR ENDED 31 MARCH 2024 21 RESTRI￿ED FUNDS KEY- eoRtiDlled TZWH-Th¢ Welsh Governmenfs Landfill DistM)5a15 Communities Schem< administered by WCVA funding our Towards Zero Waste ProFcL SVP-Voluntttring Wales Strat¢gic Grants 2021122. alministrred by WCVA fimding our Strate8ic Volunteering Prnie￿. HUBB-Hubbub Foundation funding Community Fridge. CWYVS- The Council for Wales of Voluntary Youth Serviees funding our Fun I￿ The Sun Project. VIW2- WCVA Volvntttring in Wales fi￿dIng our F(M)d Resilience Volunittr5 project SV2- Volunittring Wale5 Stratw Gnnts 2022Q3. admini￿ered by the WCVA fundins our Straie8iC Volunteering Project. TT- The Masonic Charitablt Found8ti0rt funding our fime Tog¢ther Project. CtN- Children in Need funding our Youth Straiegic Volunteering Project. WS- The National Grid fiJndin8 our s￿￿¢5 Proj￿. FCFH- The National Lollery Community Fund fimding our Foothold Community F(NyJ Store. SCC- Cam)arthenshire County Council via The Welsh Government's Pov¢Tty Fund fuNling our Slow Cooker Club. JHR- The Juliw & Hans Rausing TnJ5t contril)uting towwds the fi￿￿Ing of our Food Bank. CR- Comie Relief Via the WCVA ¢￿tributing tow•rds the funding of our Bank. FG- Trusihouse Charitable Foun￿11￿ The M(AM)dance Foundation fiuKling our Family Guides Project. EF-The E5mee Fairbairn Foundai¥)n fvnding our Full Circle Project OL- Our L1wynr￿ndY LIDL- WARMS-The National Grid funding our Warm SP￿ Project. SV3- Volunteering Wales Strategic GTrnts 2023Q4. athn1n1￿ered by the WCVA funding our Strategic Volunieering Project. CYCLE- The Welsh GovernmeNi's iAndfill Disposals Tax Communiti¢5 kheme. administered by WCVA, funding our Pedal Power ProjecL PCH-Pencader Cornmurtity FO￿ Hub B2BH& The Henry Smith Charity fiJThJing OUT Back 2 Basics Project. KCCF- King Charles Coronaiion Fund BRS- HubbuÈb Foundation fimding our Bright spa￿ ProjecL We would also like to exiend our gmitude to The Garfiehl Wemon Found*1￿.The Sylvia Adaffl5 Charitable Tru5L The Esrn¢¢ Fairbairn Foundttion and The Vhnei Tru# for CO￿ funding receiv P•ge 20