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2025-02-28-accounts

2025 ANNUAL REPORT

PREPARED BY EXECUTIVE TEAM - APPROVED BY THE TRUSTEES

T A B L E O F C O N T E N T S

A D M I N I S T A T I V E I N F O R M A T I O N

R E P O R T O F T R U S T E E S 1-14
O B J E C T I V E S , M I S S I O N A N D V I S I O N 2-3
G O V E R N A N C E , S T R U C T U R E A N D M A N A G E M E N T 4
S E R V I C E S , T E S T I M O N I A L S , B E N E F I T & A C H E I V E M E N T 5-16
P L A N F O R T H E F U T U R E 17-19
O P E R A T I O N A L S U P P O R T A N D C H A L L E N G E S 20-21
F I N A N C I A L R E V I E W , R E S E R V E S & R I S K M I T I G A T I O N 22-28
D E C L A R A T I O N 29-30

D E C L A R A T I O N

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A D M I N I S T A T I V E I N F O R M A T I O N

CHARITY NAME: FOUNDATION FOR GOOD

CHARITY REGISTRATION:

FOUNDATION FOR GOOD IS A CHARITABLE INCORPORATED ORGANISATION (CIO), REGISTERED ON 23RD FEBRUARY 2021. REGISTRATION NUMBER: 1193644

CHARITY REGISTERED ADDRESS

FOUNDATION FOR GOOD 11-19 TRAFALGAR STREET CONSETT COUNTY DURHAM DH8 5AP

BOARD OF TRUSTEES

DR RICHARD EYERS ( CHAIRMAN OF TRUSTEE BOARD) DAVID NEILL (WELLBEING LEAD) STEVE KASOZI (DIGITISATION, RISK MANAGEMENT & GDPR LEAD) EGNES MANYENA (SAFEGUARDING LEAD) AMANDA FRENCH (EDUCATIONAL LEAD) RORY WHALING (FINANCIAL LEAD) TRACY MCCAN (FUNDING AND POLICY LEAD)

CHIEF EXECUTIVE OFFICER

ACCOUNTANT

FRASER NEILL

. .

ACCOUNTING FOR GOOD CIC,

2 Geordie Ridley Place Upper Precinct, Wesley Court, Blaydon-on-Tyne, Tyne and Wear NE21 5BT

.

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Happier, Healthier & More Cohesive Communities.

FOUNDATION FOR GOODS'S MISSION

O B J E C T I V E S

We took guidance from the Charity Commission on our positive works for the people within our area. The trustees have agreed that the guidence we received correctly represents our charities object and aims for benifiting the people of our community

The objects of the CIO, to be carried out in Consett and the surrounding area, are:

1) The promotion of community participation in healthy recreation for the public benefit through the provision of facilities to participate in sports capable of promoting physical health and fitness.

(For the purposes of this clause “facilities” means land, buildings, equipment, access to coaching and organising sporting activities).

2) To advance in life and help young people through the provision of support and activities which develop their skills, capacities and capabilities to enable them to participate in society as mature and responsible individuals.

3) To provide or assist in the provision of facilities in the interests of social welfare for recreation or other leisure time occupation of individuals who have need of such facilities by reason of their youth, age, infirmity or disability, financial hardship or social circumstances with the object of improving their conditions of life.

Help raise our communities aspirations and opportunities for future life success.

OUR PROMISE

“We look to offer a service which helps to elevate our members. our promise is to continue our development as an organisation to fit and help all people in this adapting and changing world. We are committed to continued professional development and realise when we all work together great things can be achieved.

Fraser Neill

Chief Executive Officer

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G O V E R N A N C E S T R U C T U R E A N D M A N A G M E N T

G O V E R N I N G D O C U M E N T

The charity FoundationForGoodwasregisteredon 23February 2021 and is governed by the constitution of a Charitable Incorporated Organisation (CIO), whose only voting members are its trustees under the CIO's foundation model constituation

T R U S T E E S

The management of the charity is the responsibility of the Trustees, who are elected and co-opted under the terms of the CIO's foundation model constitution. They are inducted through meetings with the chairman and other trustees, covering the history and current activities of the charity, governance and management, and the charities financial accounts, policies and procedures. Trustees are recruited based on their particular skillset and networks that are required for the growth of the CIO in alignment with the values and vision of the charity.

B O A R D O F T R U S T E E S

DR RICHARD EYERS(CHAIRMAN OF TRUSTEE BOARD)

DAVID NEILL (WELLBEING LEAD)

STEVE KASOZI (DIGITISATION, RISK MANAGEMENT & GDPR LEAD)

EGNES MANYENA (SAFEGUARDING LEAD)

AMANDA FRENCH (EDUCATIONAL LEAD)

RORY WHALING (FINANCIAL LEAD)

TRACY MCCAN (FUNDING AND POLICY LEAD)Resignation date: 17th February 2025

O R G A N I S A T I O N A L S T R U C T U R E

Foundation For Good is a Charitable Incorporated Organisation governed by its trustee board which is responsible for setting the strategic direction of the organisation and also policy and procedure. The trustees carry ultimate responsibility for the conduct of the charity and for ensuring that it satisfied its legal and contractual obligations. The trustee board meets at-least quarterly and there may be additional meetings of appropriate members or groups as required. The day to day operation of the organisation has been delegated to the Chief Executive and other staff / volunteers, who are key to providing the services offered by the charity.

W I D E R N E T W O R K

Foundation For Good has no formal affiliations with other organisations but prides itself by working in partnerships. Building strong partnerships is essential when supporting our community. We believe that by working in key partnerships we can provide high quality support. Where appropriate we offer advise, refer and also signpost support for our members to our partnering cross sector organisations. We accept referrals from over 20 organisations that we work in partnership with.

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R E A D M O R E A T W W W . F O U N D A T I O N F O R G O O D . C O . U K

O U R S E R V I C E S

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CHANGING LIVES THROUGH THE POWERS OF NEUROPLASTICITY EMPOWERING YOUNG PEOPLE WITH THE TOOLS, EXPERIENCES AND KNOW HOW IN ORDER TO MAKE POSITIVE BEHAVIOUR CHANGES. GAINING CLARITh OF FUTURE LIFE DIRECTION. ENABLING A PLAN FOR SUCCESS. SPIKING STUDENTS ENGAGEMENT WIThIN TrIEIR MAINSTREAM EDUCATIONAL SCHOOL. HELPING STUDENTS TO COPE WITH THEIR EMOTIONS, LEARNING THEM HOW TO TAKE CONTROL OF THEIR NEUROLOGY IN ORDER TO 08TAIN FWURE SUCCESS. 44

T E S T I M O N I A L S . . .

F F G M Y W E L C O M E P L A C E

Debra, 54

Before coming to Foundation for Good, I struggled to afford heating—something essential for my arthritis and back pain. The cold and drafts made things worse, and I constantly worried about running out of gas. Since receiving support, I feel much warmer and no longer stress about fuel. The team went above and beyond—they were kind, non-judgemental, and always ready to help. It truly made a difference.

My mental health has improved because I’m no longer overwhelmed by worry. I’m now able to focus on small steps toward future goals, feeling supported and more at ease. To anyone in need: don’t be afraid to ask for help. Foundation for Good made me feel safe and valued from the start.

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T E S T I M O N I A L S . .

F F G ,

M Y W E L C O M E P L A C E

Jonathan, 46

Before joining Foundation for Good, I struggled with isolation and mental health issues. Since then, I’ve found new purpose, made friends, and improved my fitness. Volunteering at a home show and supporting young boxers was a standout moment. The support from the mental health adviser, coaches, and team has helped me rebuild my future. I feel happier, more motivated, and connected. FFG’s help with wellbeing sessions and financial support for essentials has been invaluable. It’s a privilege to be part of such a welcoming community as FFG continues to grow.

S U P P O R T A N D S U C C E S S

Janet, 70

Before using your services, I was struggling with uncoordinated support for my son and granddaughter. Your help brought warmth and comfort to our home, which I deeply appreciate. A moment that stands out is when you provided a heating voucher during a difficult time—my son has stage 4 cancer— and that support meant the world to us. Personally, your services have given me peace of mind and a light at the end of a very dark tunnel. My goal is to continue supporting my son and grandchild with the help of your amazing charity. Honestly, what you do is wonderful, and the people here are impeccable—100%.

Joseph, 17

Before joining FFG, I struggled with being overweight, low confidence, and poor eating habits. Your services have helped me build my confidence and improve my lifestyle. A standout moment was my first win at the homeshow, which really motivated me. I’ve lost weight, gained motivation, and improved my boxing skills. Since joining, my physical appearance and confidence have improved significantly. My goal now is to go as far as I can with boxing. After a tough loss early on, I was able to rebuild my confidence thanks to the support I received at the gym.

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Public Benefit

The trustees confirm that, in reviewing the charity’s aims, objectives, and activities during the year, they have had due regard to the Charity Commission’s public benefit guidance.

Foundation For Good exists to deliver measurable public benefit by supporting individuals and communities facing disadvantage, particularly those experiencing poor mental health, social exclusion, economic hardship, and limited access to wellbeing services. The charity’s activities are designed to address these needs through accessible, community-based services that promote wellbeing, resilience, and positive life outcomes.

In exercising their duties, trustees have considered who benefits from the charity’s work, how those benefits are delivered, and whether any restrictions on access are reasonable and proportionate. Services are provided primarily for the public benefit and are targeted at those most in need, while remaining inclusive and non-discriminatory.

Trustees have also considered the wider public benefit arising from the charity’s activities, including the preventative impact of wellbeing services, reduced pressure on statutory services, and the strengthening of community cohesion. The charity’s approach ensures that benefits are clear, identifiable, and directly linked to its charitable purposes.

The trustees are satisfied that the charity’s activities during the year have been carried out for the public benefit, in line with its charitable objects and in accordance with Charity Commission guidance.

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Achievements and Performance

The trustees consider the period under review to have been one of significant delivery and organisational progress, achieved alongside increasing operational and financial complexity. Throughout the year, Foundation For Good continued to advance its charitable purposes by providing accessible, community-based services that support wellbeing, inclusion, and positive life outcomes for individuals facing disadvantage.

Service Delivery and Community Impact

During the year, the charity delivered a wide range of services designed to improve physical and mental wellbeing, reduce social isolation, and support individuals experiencing hardship. These services were targeted at those most in need and delivered in ways that removed barriers to participation, ensuring access for vulnerable and marginalised groups.

The charity’s wellbeing and activity-based programmes supported individuals to improve confidence, routine, and overall health, contributing to improved resilience and personal stability. Trustees consider these outcomes to be directly aligned with the charity’s aim of promoting wellbeing and enabling people to lead more fulfilling lives.

Food Support and Community Access

Foundation For Good continued to operate its food provision services throughout the year, supporting individuals and families experiencing food insecurity. Demand for this support remained high, reflecting ongoing economic pressures within the local community. Trustees recognise this service as a critical element of the charity’s public benefit, ensuring that immediate needs are met while individuals are signposted to wider support.

Alternative Education Provision

During the year, the charity delivered Alternative Education provision for young people who were unable to access mainstream education. This provision supported engagement, skill development, and positive outcomes for participants, contributing to the charity’s preventative and earlyintervention objectives.

While trustees later reviewed the long-term sustainability of this delivery model, they recognise that the provision delivered during the year furthered the charity’s charitable purposes by supporting young people at risk of exclusion and improving educational and wellbeing outcomes.

Building Refurbishment and Organisational Development

A major achievement during the year was the progression of the charity’s building refurbishment project. This work represents a significant investment in the charity’s long-term capacity and ability to deliver services effectively. Trustees consider this development to be transformational, as it will enable improved accessibility, increased service capacity, and the delivery of multiple activities under one roof.

In parallel, the charity strengthened partnerships with funders, community organisations, and stakeholders, reinforcing its role as a trusted local provider and collaborative partner.

Trustee Assessment of Performance

The trustees are satisfied that, despite operating in a challenging environment, the charity has delivered meaningful outcomes, met its charitable objectives, and continued to provide clear public benefit during the year. Performance has been assessed not only by activity levels, but by the relevance, accessibility, and impact of services delivered.

The trustees recognise the commitment of staff, volunteers, and partners in achieving these outcomes and consider the year to have laid important foundations for the charity’s future direction and sustainability.

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A Special

Building Project Funders:

Other Funders

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Restricted Capital Funding – Building Refurbishment (Material Disclosure)

During the year, Foundation For Good received approximately £658,007 in restricted capital funding in support of a major building refurbishment project. This funding represented around 69% of the charity’s total income for the period and is therefore considered material to the charity’s financial statements and activities. The funding was provided by a combination of statutory bodies, trusts, foundations, and social investment partners, including:

All funds received for the refurbishment were restricted for capital purposes and are required to be used solely in accordance with the specific terms and conditions set by funders. These funds cannot be applied to general operating costs or other charitable activities outside the scope of the building project.

The purpose of the refurbishment is to significantly improve, expand, and modernise the charity’s premises, increasing capacity, accessibility, energy efficiency, and suitability for multi-service delivery. The project includes structural improvements and the creation of dedicated spaces to support wellbeing services, community activity, food provision, and future income-generating use.

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Continued..

The receipt and use of this restricted capital funding has had a significant impact on the charity’s activities and financial position during the year. Operational focus and management capacity were necessarily directed towards overseeing and coordinating the refurbishment alongside ongoing service delivery. In financial terms, the funding has resulted in a substantial increase in restricted funds held and the capitalisation of assets in progress, reflected within the charity’s balance sheet.

While this investment has strengthened the charity’s long-term infrastructure and future operating potential, it has also required careful cashflow management and close oversight to ensure compliance with funder requirements. Trustees have monitored the project closely and remain satisfied that restricted funds have been applied appropriately and in line with agreed purposes.

The trustees consider the building refurbishment to be a transformational investment in the charity’s long-term sustainability, enabling more effective service delivery, improved partnership working, and the development of diversified income streams in future years.

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P L A N S F O R T H E F U T U R E

2 0 2 5 A N D B E Y O N D

As Foundation For Good moves into 2025 and beyond, the organisation enters a period of strategic transition and consolidation, shaped by changes in the funding landscape, service demand, and the charity’s long-term sustainability priorities.

During the current financial year, the charity experienced the loss of a major income stream, which had previously supported a significant proportion of service delivery and staffing costs. This reduction in income created an immediate financial pressure, requiring difficult but necessary decisions to ensure the charity remained financially viable and compliant with its obligations. As a result, Foundation For Good implemented a programme of staff redundancies, reducing organisational capacity in the short term in order to stabilise finances and protect the charity’s long-term future. These decisions were taken with care, following appropriate process, and with the aim of aligning operating costs more closely with sustainable income levels. Alongside this, the organisation has significantly reduced its reliance on Alternative Education as a primary income stream. While Alternative Education has delivered meaningful outcomes for young people, it has also proven to be financially fragile, administratively intensive, and increasingly constrained by commissioning models that do not adequately reflect the true cost of delivery. In light of these factors, Foundation For Good has taken the considered decision to step away from growth in this area, retaining learning and impact while re-focusing resources on services that better align with the charity’s long-term sustainability and capacity.

In response to these challenges, the charity is diversifying its income base to create a more resilient and balanced financial model. Core future revenue streams will centre on:

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P L A N S F O R T H E F U T U R E

2 0 2 5 A N D B E Y O N D . C O N T I N U E D . . .

The ongoing refurbishment of the building is central to this strategy. Once complete, it will significantly increase capacity, flexibility, and usability, allowing multiple services to operate simultaneously while reducing operating inefficiencies. The refurbished space will act as a central wellbeing hub, supporting community access, partnership working, and income-generating activity under one roof.

Importantly, the charity is taking a realistic and measured approach to growth. Rather than pursuing expansion for its own sake, Foundation For Good is focused on financial stability, sustainability, and impact depth, ensuring that services are deliverable within available resources and that staffing and volunteer structures remain proportionate and manageable. Looking ahead, the charity’s success will be measured not only by the number of people reached, but by financial resilience, governance strength, and the ability to respond to community need without over-exposure to financial or operational risk. Trustees will continue to play a vital role in overseeing this transition, ensuring that Foundation For Good remains mission-led while adapting responsibly to an evolving and increasingly challenging funding environment.

Foundation For Good enters this next phase with clarity, realism, and purpose, committed to rebuilding sustainably and continuing to serve its community in a way that is financially sound, transparent, and resilient for the years ahead.

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P L A N S F O R T H E F U T U R E

2 0 2 5 A N D B E Y O N D . C O N T I N U E D . . .

Future Sustainability and Going Concern

In preparing this Trustees’ Annual Report and the accompanying financial statements, the trustees have given careful consideration to the charity’s future sustainability and ongoing viability, particularly in light of events occurring after the reporting period.

Subsequent to the year end, the charity experienced the withdrawal of a significant unrestricted income stream, which had previously supported core staffing and service delivery. While this event did not impact the charity’s financial position at the balance sheet date, it represented a material change in circumstances that affected the charity’s operating model in the following financial year.

In response, trustees have overseen a period of organisational review and restructuring, including reductions in staffing and a refocusing of activity, to ensure that expenditure is aligned with sustainable income levels. These actions were taken to protect the charity’s longer-term financial stability and to enable continued delivery of services within available resources.

Trustees have also reviewed the charity’s forward plans, cashflow forecasts, and funding assumptions, taking account of committed funding, restricted capital investment, and the development of alternative income streams. Particular attention has been given to reducing reliance on single unrestricted income sources and strengthening the charity’s resilience through diversification and cost control.

The trustees acknowledge that the absence of free reserves at the year end and the loss of unrestricted income increase financial risk. However, having regard to the actions taken, the charity’s asset base, and the measures in place to manage expenditure and develop future income, the trustees are satisfied that it is appropriate to prepare the financial statements on a going concern basis.

The trustees will continue to keep the charity’s financial position and sustainability under close review as part of their governance responsibilities, recognising the need for ongoing adaptation in a challenging funding environment.

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O P E R A T I O N A L S U P P O R T A N D C H A L L E N G E S

As Foundation for Good continues its remarkable growth, the operational landscape becomes increasingly complex, presenting several critical challenges that require ongoing attention and strategic management. One of the foremost priorities is the continuous recruitment and retention of committed volunteers. Volunteers are the lifeblood of our organisation— they provide invaluable support across all our services, from the foodbank to wellbeing initiatives and educational programmes. However, attracting volunteers who are not only willing but also suitably skilled and aligned with our mission remains an ongoing challenge, particularly as demand for our services expands. Simultaneously, we are experiencing a significant increase in the number of people seeking assistance, reflecting both the success of our outreach efforts and growing community needs. This surge necessitates scaling our operations thoughtfully to meet demand without compromising the quality and accessibility of our services. We must continually assess resource allocation, service capacity, and operational workflows to ensure we can respond promptly and effectively to those who rely on us.

During the reporting period, Foundation For Good continued to deliver services in a context of growing operational complexity and increasing external pressure. While the trustee board remained in place and engaged throughout the year, the scale of activity underway—including a major capital refurbishment, fluctuating income streams, and heightened community demand—placed significant strain on both operational capacity and governance processes.

The trustee board supported the organisation through this period of growth and change, contributing a range of skills and perspectives. However, as the organisation expanded and diversified its activity, it became clear that existing governance structures were being tested, particularly in relation to pace of decision-making, clarity of roles, and the balance between strategic oversight and operational involvement.

This period highlighted the challenges inherent in governing a charity undergoing rapid transition, where systems, processes, and capacity must evolve alongside delivery. Trustees and executive leadership worked to navigate these pressures collaboratively, while recognising the need for clearer frameworks, improved communication, and more defined boundaries to support effective working.

By the end of the reporting period, it was evident that while commitment and intent remained strong, the organisation would benefit from further governance refinement and structural strengthening to ensure resilience, accountability, and sustainability as Foundation For Good moved into its next phase.

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O P E R A T I O N A L S U P P O R T A N D C H A L L E N G E S

Partnership with HR and Employment Law Support In addition to the growth of

our trustee board, we have also partnered with a professional HR and employment law organisation to support us as we expand. This collaboration provides us with the necessary expertise to manage our growing team and navigate the complexities of employment law, safeguarding both our staff and volunteers. This partnership has been instrumental in streamlining our recruitment processes, enhancing employee relations, and ensuring that we remain compliant with evolving legal requirements. As a result, we are better equipped to manage the operational demands of an expanding workforce while fostering a positive, supportive work environment. This support allows us to focus on our mission while being confident that we are meeting our legal obligations.

Maintaining Strong Governance and Compliance In parallel with these operational demands, maintaining strong governance and compliance frameworks is of paramount importance. As we expand, we face increased regulatory scrutiny and a responsibility to uphold the highest standards of transparency, accountability, and ethical conduct. This involves regularly reviewing policies, safeguarding procedures, financial controls, and risk management practices to protect the organisation and those we serve. Ensuring compliance with charity law and data protection regulations safeguards our reputation and fosters trust among supporters, beneficiaries, and partners.

Positive Impact on the Organisation These structural improvements in governance and operational support have not only strengthened the internal framework of Foundation for Good but have also allowed us to build a stronger foundation for sustainable growth. With enhanced oversight from our trustee board and professional HR and employment law support, we are well-positioned to continue delivering our mission effectively and with integrity. This positions us to reach more people and have an even greater impact in our community, ensuring that our services remain both high-quality and scalable. By investing in operational infrastructure, staff training, volunteer development, and governance, we continue to build a stronger, more sustainable Foundation for Good. These efforts will allow us to deliver lasting change, expand our reach, and further our charitable objectives, helping us make a profound and positive difference in the lives of those we serve.

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F I N A N C I A L R E V I E W

Overview

During the year ended February 2025, Foundation For Good continued to deliver a broad range of community services while operating in an increasingly constrained and uncertain funding environment. Trustees monitored the charity’s financial performance throughout the year, recognising both the opportunities presented by growth in activity and the emerging pressures associated with income concentration, cost increases, and organisational scale.

Income

While income levels during the reporting period remained broadly in line with expectations, trustees identified a high reliance on a small number of significant income streams, particularly within commissioned and project-based funding. This concentration of income represented a developing financial risk, which informed strategic planning and risk management discussions during the year.

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F I N A N C I A L R E V I E W

During the reporting period, the charity received £200,848 of unrestricted income relating to the delivery of Alternative Education provision. This represented approximately 21% of the charity’s total income for the year and constituted the charity’s principal source of unrestricted revenue, supporting core staffing and operational costs.

This income enabled the charity to deliver Alternative Education services during the year and contributed to overall organisational capacity and financial flexibility. Trustees therefore consider this income stream to have been material to the charity’s financial performance for the period under review.

Subsequent to the year end, this income stream was withdrawn, representing a significant event after the reporting period. While this withdrawal did not affect the financial position as at the balance sheet date, it had a material impact on the charity’s operating model in the subsequent financial year, particularly in relation to staffing levels, service delivery, and financial planning.

The withdrawal of this unrestricted income accelerated the charity’s need to restructure operations, reduce staffing costs, and refocus services to align with sustainable income sources. These actions are reflected in decisions taken after the reporting period and are described elsewhere in this report.

Trustees have considered the implications of this change carefully and have responded by strengthening financial oversight, revising forecasts, and progressing income diversification strategies to reduce future reliance on single unrestricted income streams.

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F I N A N C I A L R E V I E W

Expenditure

Expenditure levels reflected the scale of activity being delivered during the year. Trustees remained mindful of cost control and the need to ensure that expenditure commitments were proportionate to sustainable income.

Significant Movements and Key Considerations

Although no single major funding source was lost during the reporting period, the year was marked by significant financial commitments and forward-looking decisions, including:

These factors did not result in immediate financial instability during the year but contributed to a heightened level of financial risk moving forward, which was actively monitored by trustees.

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F I N A N C I A L R E V I E W

Reserves and Financial Position

At the year end, the charity held a combination of restricted and unrestricted funds. Restricted funds were held and applied in accordance with funder requirements, while unrestricted funds supported general operations and provided limited flexibility.

As with many grant-funded organisations, a substantial proportion of funds held were restricted. Trustees recognised the importance of strengthening unrestricted reserves to support cashflow, resilience, and the charity’s ability to adapt to future change.

The trustees consider the charity to be a going concern and are satisfied that appropriate financial controls and oversight were in place throughout the year.

Trustee Oversight

Trustees maintained oversight of the charity’s financial performance through regular review of forecasts, however recognised the need for more for more robust accounting records such as management accounts. The board used this information to inform strategic planning, risk management, and future sustainability discussions, which have shaped decisions taken in the subsequent financial period.

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R e s e r v e s P o l i c y

Foundation For Good recognises the importance of maintaining appropriate reserves to support financial resilience, manage cashflow, and mitigate risk. Trustees therefore keep the charity’s reserves position under regular review.

At the year end, the charity held no free (unrestricted) reserves. This position arose as a result of planned expenditure associated with the charity’s building refurbishment project, where costs exceeded initial estimates and required the use of unrestricted funds to ensure the project could progress safely and without interruption. Trustees considered this use of reserves to be a strategic and time-limited decision, taken in the context of securing the long-term sustainability, capacity, and operational efficiency of the charity.

The majority of funds held by the charity at the year end were restricted, designated for specific purposes in accordance with funder requirements and therefore not available to support general operating costs.

Trustees acknowledge that the absence of free reserves presents an increased financial risk and have therefore prioritised restoring unrestricted reserves as part of the charity’s forward financial planning. This includes strengthening income diversification, improving cost control, and focusing future fundraising efforts on unrestricted and core-cost funding.

In the trustees’ judgement, the reserves position at the year end was appropriate in the circumstances, reflecting a deliberate investment in essential infrastructure during a period of organisational transition. Trustees remain committed to rebuilding reserves over time to support financial resilience and ensure the charity can continue to operate effectively in the face of future uncertainty.

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R I S K S A N D M I T I G A T I O N S T R A T E G I E S

Risk Management and Trustee Oversight

The trustees acknowledge their responsibility for identifying, assessing, and managing the principal risks faced by Foundation For Good. Risk management forms an integral part of trustee governance arrangements and is reviewed regularly by the board as part of strategic planning, financial oversight, and operational review.

The trustees have identified the following principal risks and have put in place appropriate mitigation strategies to manage their potential impact on the charity’s activities and sustainability.

1.Funding Uncertainty:

Risk :

The charity sector is often affected by unpredictable funding, including potential changes in government policy, donor priorities, and economic conditions. This could impact our ability to sustain and expand services.

Mitigation Strategy :

We are working to diversify our funding sources, seeking support from a range of grants, donations, and corporate partnerships. Additionally, we are strengthening relationships with existing donors to ensure ongoing support and exploring new revenue- generating initiatives, such as the "pay as you feel" wellbeing café, which will provide a sustainable income stream. We will also regularly monitor and assess funding trends to adapt our fundraising strategies accordingly

2. Volunteer Capacity:

Risk:

As demand for our services grows, the reliance on volunteers increases. However, recruitment and retention of skilled and committed volunteers can be challenging, particularly when balancing the needs of various services.

Mitigation Strategy:

We have established a proactive volunteer recruitment and retention strategy, which includes targeted outreach, offering ongoing training, and ensuring volunteers feel supported and valued within the organisation. Additionally, we aim to offer flexible roles to accommodate different schedules and provide opportunities for personal development, ensuring volunteers remain engaged and committed. We are also exploring digital volunteering to increase volunteer capacity.

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R I S K S A N D

M I T I G A T I O N S T R A T E G I E S

3. Safeguarding and Compliance Risks:

Risk:

With an expanding team and an increase in service users, maintaining the highest standards of safeguarding and ensuring full compliance with relevant legal and regulatory frameworks becomes more complex. This includes managing volunteer and staff conduct, data protection, and the safeguarding of vulnerable individuals.

Mitigation Strategy :

To address this risk, we have strengthened our governance and safeguarding policies, ensuring all staff and volunteers receive regular training in safeguarding and compliance. We are also collaborating with HR and employment law professionals to ensure our processes align with the latest regulatory requirements. We conduct regular audits and reviews of our policies, data management systems, and safeguarding procedures to ensure full compliance. Additionally, we maintain a close relationship with regulatory bodies and seek external audits to verify adherence to best practices.

By proactively addressing these risks through strategic planning, diversified funding strategies, continuous volunteer support, and robust governance and compliance frameworks, Foundation for Good is committed to mitigating these challenges and continuing to deliver positive impact in the community. These efforts ensure that we are well-positioned to manage growth while maintaining the quality of service and safeguarding our values.

Ongoing Review

The trustees keep the charity’s risk profile under active review, particularly in light of operational change, financial pressures, and strategic development. Risk considerations are embedded within trustee decision-making, and mitigation strategies are adjusted as required to ensure the charity remains resilient, compliant, and focused on delivering public benefit.

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Statement of Trustees’ Responsibilities

The trustees are responsible for preparing the Trustees’ Annual Report and the financial statements in accordance with applicable law and regulations. Charity law requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charity and of the incoming resources and application of resources, including the income and expenditure, of the charity for that period. In preparing these financial statements, the trustees are required to:

The trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with the Charities Act 2011 and the applicable Charity SORP.

The trustees are also responsible for safeguarding the assets of the charity and for taking reasonable steps for the prevention and detection of fraud and other irregularities.

In addition, the trustees are responsible for ensuring that the charity operates in accordance with its charitable objects, for acting in the best interests of the charity, and for complying with the requirements of charity law and other relevant legislation and regulation.

Trustees in post at approval date

Steve Kasozi (interim Chairman) David Neill (Mental Health Lead Trustee) Matthew Clarke (Trustee)

29

D E C L A R A T I O N S

The charity trustees declare that they approve the report and accounts for the period from 01 March 2024 to 28 February 2025.

Approved by the Trustees on 27 Dec 2025 and signed on its behalf by

Name: Steve Kasozi

Position: Digitisation, Risk Management and GDPR Lead

30

Charity R str 93644 n Number: 31

Foundation for Good CIO

Charity No. 1193644

Trustees' Report and Unaudited Accounts

28 February 2025

Foundation for Good CIO Contents

Pages
Trustees' Annual Report 2
Independent Examiner's Report 3
Statement of Financial Activities 4
Balance Sheet 5
Statement of Cash flows 15
Notes to the Accounts 6 to 14
Detailed Statement of Financial Activities 16 to 18

Page 1

Foundation for Good CIO Trustees Annual Report

The trustees present their report with the unaudited financial statements of the charity for the year ended 28 February 2025.

REFERENCE AND ADMINISTRATIVE DETAILS

Charity No. 1193644

Trustees

The following trustees served during the year:

R. Eyers (Resigned 23 June 2025) A. French (Resigned 16 July 2025) S. Kasozi E. Maryena (Resigned 21 November 2025) T. Mccann (Resigned 17 February 2025) D. Neill R. Snaith (Resigned 10 December 2024) R.B. Whaling (Resigned 16 July 2025)

Accountants

Accounting for Good CIC 2 Geordie Ridley Place Upper Precinct Wesley Court Blaydon on Tyne Tyne and Wear NE21 5BT

Statement of trustees' responsibilities in relation to the financial statements

The charity trustees are responsible for preparing a trustees' annual report and financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

The trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charity and to enable them to ensure that the financial statements comply with the Charities Act 2011, the applicable Charities (Accounts and Reports) Regulations, and the provisions of the Trust deed. The Trustees are also responsible for safeguarding the assets of the charity and hence taking reasonable steps for the prevention and detection of fraud and other irregularities.

Signed on behalf of the charity's trustees

S. Kasozi

Trustee 28 December 2025

Page 2

Foundation for Good CIO Independent Examiners Report

Independent Examiner's Report to the trustees of Foundation for Good CIO

I report to the trustees on my examination of the financial statements of Foundation for Good CIO for the year ended 28 February 2025.

Responsibilities and basis of report

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

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

Independent examiner's statement

As the charity's gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination by being a qualified member of FFA FTA.

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

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

Kay Wightman FFA FTA Accounting for Good CIC 2 Geordie Ridley Place Upper Precinct Wesley Court Blaydon on Tyne Tyne and Wear NE21 5BT 28 December 2025

Page 3

Foundation for Good CIO Statement of Financial Activities

for the year ended 28 February 2025

Notes
Income and endowments
from:
Donations and legacies
3
Charitable activities
4
Other trading activities
5
Investments
6
Total
Expenditure on:
Raising funds
7
Charitable activities
8
Other
9
Total
Net gains on investments
Net income
10
Transfers between funds
Net income before other
gains/(losses)
Other gains and losses
Net movement in funds
Reconciliation of funds:
Total funds brought forward
Total funds carried forward		 Unrestricted
funds		 Restricted
funds		 Total funds Total funds
2025 2025 2025 2024
£ £ £ £
126 - 126 737
217,222 729,298 946,520 215,338
12,973 - 12,973 13,384
60 - 60 -
230,381 729,298 959,679 229,459
14,668 - 14,668 5,201
129,949 28,532 158,481 107,996
132,227 32,343 164,570 59,386
276,844 60,875 337,719 172,583
- - - -
(46,463) 668,423 621,960 56,876
272,261 (272,261) - -
225,798 396,162 621,960 56,876
225,798 396,162 621,960 56,876
69,815 6,575 76,390 19,514
295,613 402,737 698,350 76,390

Page 4

Foundation for Good CIO Balance Sheet

at 28 February 2025

Charity No. 1193644
Fixed assets
Tangible assets
12
Current assets
Debtors
13
Cash at bank and in hand
Creditors:Amount falling due within one year
14
Net current assets/(liabilities)
Total assets less current liabilities
Net assets excluding pension asset or liability
Total net assets
The funds of the charity
Restricted funds
15
Restricted income funds
Unrestricted funds
15
General funds
Designated funds
Reserves
15
Total funds		 2025
£
504,190
504,190
21,780
411,830
433,610
(239,450)
194,160
698,350
698,350
698,350
402,737
402,737
28,797
266,816
295,613
698,350		 2024
£
224,846
224,846
-
8,621
8,621
(157,077)
(148,456)
76,390
76,390
76,390
6,575
6,575
69,815
-
69,815
76,390

Approved by the trustees on 28 December 2025

And signed on their behalf by:

S. Kasozi

Trustee 28 December 2025

Page 5

Foundation for Good CIO Notes to the Accounts

for the year ended 28 February 2025

Basis of preparation

The financial statements have been prepared in accordance with Statement of Recommended Practice: Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic if Ireland (FRS 102) issued on 16 July 2014 and the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102) and the Charities Act 2011.

Change in basis of accounting or to previous accounts

There has been no change to the accounting policies (valuation rules and method of accounting) since last year and no changes have been made to accounts for previous years.

Fund accounting

Income

Volunteer help The value of any volunteer help received is not included in the accounts. Investment income This is included in the accounts when receivable. Gains/(losses) on This includes any gain or loss resulting from revaluing investments to market value revaluation of fixed at the end of the year. assets Gains/(losses) on This includes any gain or loss on the sale of investments. investment assets

Page 6

Foundation for Good CIO Notes to the Accounts

Expenditure

Taxation

The charity is exempt from tax on its charitable activities.

Tangible fixed assets and depreciation

Depreciation is provided at the following annual rates in order to write off each asset over its estimated useful life:

Freehold property 2% Straight Line Computer Equipment 33% Straight Line Motor Vehicle 25% Reducing Balance Plant & Machinery 20% Straight Line

Freehold investment property

Investment properties are measured initially at cost and subsequently at fair value at each balance sheet date and are not depreciated. All gains or losses are taken to the Statement of Financial Activities as they arise.

Stocks

Stock is included at the lower of cost or net realisable value. Donated items of stock are recognised at fair value which is the amount the charity would have been willing to pay for the items on the open market.

Trade and other debtors

Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.

Page 7

Foundation for Good CIO Notes to the Accounts

Cash and cash equivalents

Cash and cash equivalents comprise cash at bank and on hand, demand deposits with banks and other short-term highly liquid investments with original maturities of three months or less and bank overdrafts. In the statement of financial position, bank overdrafts are shown within borrowings or current liabilities. In the Statement of Cash Flows, cash and cash equivalents are shown net of bank overdrafts that are repayable on demand and form an integral part of the company's cash management.

Trade and other creditors

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

Research and development

Expenditure on research and development is written off in the year in which it is incurred.

Foreign currencies

Monetary assets and liabilities denominated in currencies other than the functional currency of the charity are translated at the rates of exchange prevailing at the end of the reporting period. Transactions in currencies other than the functional currency of the charity are recorded at the rate of exchange on the date that the transaction occurred.

All exchange differences are are taken into account in arriving at net income/expenditure.

Leased assets

Where the charity enters into a lease which entails taking substantially all the risks and rewards of ownership of an asset, the lease is treated as a finance lease.

Leases which do not transfer substantially all the risks and rewards of ownership to charity are classified as operating leases.

Assets held under finance leases are initially recognised as assets of the charity at their fair value at the inception of the lease or, if lower, at the present value of the minimum lease payments. The corresponding liability to the lessor is included in the balance sheet date as a finance lease obligation. Lease payments are apportioned between finance expenses and reduction of the lease obligation so as to achieve a constant rate of interest on the remaining balance of the liability. Finance expenses are recognised immediately, unless they are directly attributable to qualifying assets, in which case they are capitalised in accordance with the charity's policy on borrowing costs.

Assets held under finance leases are depreciated in the same way as owned assets.

Operating lease payments are recognised as an expense on a straight-line basis over the lease term. In the event that lease incentives are received to enter into operating leases, such incentives are recognised as a liability. The aggregate benefit of incentives is recognised as a reduction of rental expense on a straight-line basis.

Pension costs

The charity operates a defined contribution plan for its employees. A defined contribution plan is a pension plan under which the charity pays fixed contributions into a separate entity. Once the contributions have been paid the charity has no further payments obligations. The contributions are recognised as expenses when they fall due. Amounts not paid are shown in accruals in the balance sheet. The assets of the plan are held separately from the charity in independently administered funds.

Page 8

Foundation for Good CIO Notes to the Accounts

Receipt of donated goods, facilities and services

All donated goods, facilities and services received are recognised within incoming resources and expenditure at an estimate of the value to the charity.

2 Statement of Financial Activities - prior year

2
Statement of Financial Activities - prior year
Income and endowments from:
Donations and legacies
Charitable activities
Total
Expenditure on:
Raising funds
Charitable activities
Other
Total
Net income
Transfers between funds
Net income before other
gains/(losses)
Other gains and losses:
Net movement in funds
Reconciliation of funds:
Total funds brought forward
Total funds carried forward
3
Income from donations and legacies
Food Bank Donations		 Unrestricted
funds
2024
£
786
174,705
175,491
5,201
90,777
53,207
149,185
26,306
23,995
50,301
50,301
19,514
69,815
Unrestricted
£
126
126		 Restricted
funds
2024
£
-
53,968
53,968
-
17,219
6,179
23,398
30,570
(23,995)
6,575
6,575
-
6,575
Total
2025
£
126
126		 Total funds
2024
£
786
228,673
229,459
5,201
107,996
59,386
172,583
56,876
-
56,876
56,876
19,514
76,390
Total
2024
£
737
737

Page 9

Foundation for Good CIO

Notes to the Accounts

4 Income from charitable activities

Alternative Education
Provision
Unrestricted Grants
Restricted Grants
5
Income from other trading activities
Membership Fees
Fundraising Events
6
Income from investments
Interest Earned
7
Expenditure on raising funds
Fundraising trading costs
Membership Fees
Fundraising Events		 Unrestricted
£
200,824
16,398
-
217,222		 Restricted
£
-
-
729,298
729,298
Unrestricted
£
7,704
5,269
12,973
Unrestricted
£
60
60
Unrestricted
£
7,885
6,783
14,668		 Total
2025
£
200,824
16,398
729,298
946,520
Total
2025
£
7,704
5,269
12,973
Total
2025
£
60
60
Total
2025
£
7,885
6,783
14,668		 Total
2024
£
153,245
8,125
53,968
215,338
Total
2024
£
13,335
49
13,384
Total
2024
£
-
-
Total
2024
£
-
5,201
5,201

Page 10

Foundation for Good CIO

Notes to the Accounts

8 Expenditure on charitable activities

Expenditure on charitable
activities
Alternative Education
Provision
Restricted Grants
Governance costs
Meeting Expenses
9
Other expenditure
Bank loan and overdraft
interest payable
Other interest payable
Employee costs
Motor and travel costs
Premises costs
Amortisation, depreciation,
impairment, profit/loss on
disposal of fixed assets
General administrative costs
Legal and professional costs
10 Net income before transfers
This is stated after charging:
Depreciation of owned fixed assets
11 Staff costs
Salaries and wages
Social security costs
Pension costs		 Unrestricted
£
129,949
-
-
129,949
Unrestricted
£
4,513
-
50,412
3,106
6,110
16,826
29,978
21,282
132,227		 Restricted
£
-
28,532
-
28,532
Restricted
£
-
-
22,700
-
9,643
-
-
-
32,343
2025
£
16,826
2025
188,641
17,557
3,043
209,241		 Total
2025
£
129,949
28,532
-
158,481
Total
2025
£
4,513
-
73,112
3,106
15,753
16,826
29,978
21,282
164,570		 Total
2024
£
87,329
20,617
50
107,996
Total
2024
£
56
656
7,635
3,463
8,232
5,021
19,038
15,285
59,386
2024
£
5,021
2024
76,839
768
1,257
78,864

No employee received emoluments in excess of £60,000.

Page 11

Foundation for Good CIO Notes to the Accounts

12 Tangible fixed assets

12 Tangible fixed assets
Land and
buildings
£
Cost or revaluation
At 1 March 2024
200,000
Additions
294,792
At 28 February 2025
494,792
Depreciation and
impairment
At 1 March 2024
-
Depreciation charge for the
year
9,896
At 28 February 2025
9,896
Net book values
At 28 February 2025
484,896
At 29 February 2024
200,000
13 Debtors
Trade debtors
14 Creditors:
amounts falling due within one year
Bank loans and overdrafts
Trade creditors
Other taxes and social security
Loans from trustees
Other creditors
Accruals		 Computer
Equipment		 Motor
Vehicle		 Plant &
Machinery
£
1,749
678
2,427
268
474
742
1,685
1,481		 Total
£
230,529
296,170
£
4,785
700
5,485
1,916
1,332
3,248
2,237
2,869		 £
23,995
-
23,995
3,499
5,124
8,623
15,372
20,496
2025
£
21,780
21,780
2025
£
225,911
96
12,773
-
672
526,699
5,683
16,826
22,509
504,190
224,846
2024
£
-
-
2024
£
1,356
426
4,291
150,000
347
(2) 657
239,450 157,077

Page 12

Foundation for Good CIO Notes to the Accounts

15 Movement in funds

Movement in funds
At 1 March
2024
6,575
-
-
-
-
-
-
6,575
69,815
-
-
76,390		 Incoming
resources
(including
other
gains/losses)
£
31,600
22,324
658,007
10,000
700
6,167
500
729,298
230,381
-
-
959,679		 Resources
expended
£		 Gross
transfers
£
-
-
(272,261)
-
-
-
-
(272,261)
-
272,261
272,261
-		 At 28
February
2025
£
10,000
324
385,746
-
-
6,167
500
Restricted funds:
Restricted income funds:
Durham Community
Foundation
BBC Children in Need
Building Refurbishment
Point North
The Rothley Trust
Duke of Edinburgh
Neighbourly
Total
Unrestricted funds:
General funds
Designated funds:
Freehold Buildings
Total
Total funds
(28,175)
(22,000)
-
(10,000)
(700)
-
-
(60,875)
(271,399)
(5,445)
(5,445)
(337,719)
402,737
28,797
266,816
266,816
698,350

Purposes and restrictions in relation to the funds: Restricted funds: Durham Community Toward the cost of equipment, a project co-ordinator, energy costs, Foundation wellbeing coach, warm spaces & core costs BBC Children in Need Toward core costs Building Refurbishment Toward the refurbishment of the centre Point North Toward the refurbishment of the centre The Rothley Trust Toward core costs Duke of Edinburgh Toward core costs Neighbourly Toward core costs Designated funds: Freehold Buildings Building refurbishment costs

Page 13

Foundation for Good CIO Notes to the Accounts

16 Analysis of net assets between funds

Fixed assets
Net current assets
17 Reconciliation of net debt
Cash and cash equivalents
Bank loans
Net debt		 Unrestricted
funds
£
504,190
(15,259)
488,931
At 1 March
2024
£		 Restricted
funds
£
-
209,419
209,419
Cash flows
£		 Total
£
504,190
194,160
698,350
At 28
February
2025
£
8,621 403,209 411,830
8,621
-		 403,209 411,830
(225,911)
(225,911)
-
8,621		 (225,911)
177,298		 (225,911)
185,919
18 Commitments
Operating lease commitments
Annual commitments under non-cancellable operating leases are as follows:
2025
2025
Land and
buildings
Other
£
£
Operating leases with expiry date:
Pension commitments
2025
£
The pension cost charge to the charity
amounted to:
2,417
19 Related party disclosures
Transactions with related parties
Name of related party
Nobas Ltd
Description of relationship
between the parties
Trustee David Neill is a shareholder and
director of Nobas Ltd
Description of transaction
and general amounts
involved
£150,000 loan from Nobas Ltd to the charity.
Interest being paid at the Bank of England
base rate.
Amount due from/(to) the related party		 2024
Land and
buildings
£
2025
£
-		 2024
Other
£
2024
£
1,257
2024
£
(150,000)

Page 14

Foundation for Good CIO Statement of Cash flows for the year ended 28 February 2025

Cash flows from operating activities
Net income per Statement of Financial Activities
Adjustments for:
Depreciation of property, plant and equipment
Dividends, interest and rents from investments
Increase in trade and other receivables
(Decrease)/Increase in trade and other payables
Net cash provided by operating activities
Cash flows from investing activities
Payments for property, plant and equipment
Dividends, interest and rents from investments
Net cash used in investing activities
Cash flows from financing activities
Repayment of borrowings
Net cash from financing activities
Net increase/(decrease) in cash and cash equivalents
Cash and cash equivalents at the beginning of the year
Cash and cash equivalents at the end of the year		 2025
£
621,960
16,826
(60)
(21,780)
(142,182)
474,764
(296,170)
60
(296,110)
225,911
225,911
404,565
7,265
411,830		 2024
£
56,876
5,021
-
-
154,855
216,752
(227,386)
-
(227,386)
-
-
(10,634)
17,899
7,265
Components of cash and cash equivalents
Cash and bank balances 411,830 8,621
Bank overdrafts - (1,356)
411,830 7,265

Page 15

Foundation for Good CIO Detailed Statement of Financial Activities

for the year ended 28 February 2025

Income and endowments from:
Donations and legacies
Food Bank Donations
Charitable activities
Alternative Education Provision
Unrestricted Grants
Restricted Grants
Other trading activities
Membership Fees
Fundraising Events
Investments
Interest Earned
Total income and endowments
Expenditure on:
Costs of other trading activities
Membership Fees
Fundraising Events
Total of expenditure on raising
funds
Charitable activities
Alternative Education Provision
Restricted Grants
Governance costs
Meeting Expenses
Total of expenditure on charitable
activities
Other expenditure
Bank loan and overdraft interest
payable
Other interest payable		 Unrestricte
d funds
2025
£
126
126
200,824
16,398
-
217,222
7,704
5,269
12,973
60
60
230,381
7,885
6,783
14,668
14,668
129,949
-
129,949
-
-
129,949
4,513
-
4,513		 Restricted
funds
2025
£
-
-
-
-
729,298
729,298
-
-
-
-
-
729,298
-
-
-
-
-
28,532
28,532
-
-
28,532
-
-
-		 Total funds
2025
£
126
126
200,824
16,398
729,298
946,520
7,704
5,269
12,973
60
60
959,679
7,885
6,783
14,668
14,668
129,949
28,532
158,481
-
-
158,481
4,513
-
4,513		 Total funds
2024
£
737
737
153,245
8,125
53,968
215,338
13,335
49
13,384
-
-
229,459
-
5,201
5,201
5,201
87,329
20,617
107,946
50
50
107,996
56
656
712

Page 16

Foundation for Good CIO

Detailed Statement of Financial Activities

oundation for Good CIO
etailed Statement of Financial Activities
Employee costs
Salaries/wages
Employer's NIC
Pension costs
Staff training
Staff welfare
Motor and travel costs
Vehicles - General costs
Travel and subsistence
Premises costs
Rates
Light, heat and power
Premises cleaning
Premises repairs and
maintenance
Other premises costs
General administrative costs,
including depreciation and
amortisation
Depreciation of land and
buildings
Depreciation of Computer
Equipment
Depreciation of Motor Vehicle
Depreciation of Plant &
Machinery
Bank charges
Equipment expensed
General insurances
Postage and couriers
Software, IT support and related
costs
Stationery and printing
Subscriptions
Sundry expenses
Telephone, fax and broadband
Legal and professional costs
Audit/Independent examination
fees
Accountancy and bookkeeping
Consultancy fees
Other legal and professional
costs		 42,819
1,169
2,417
1,887
2,120
50,412
2,397
709
3,106
2,316
40
3,037
466
251
6,110
9,896
6,930
-
-
190
8,316
11,710
105
1,217
183
808
6,727
722
46,804
1,525
6,890
1,425
11,442		 22,700
-
-
-
-
22,700
-
-
-
-
9,643
-
-
-
9,643
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-		 65,519
1,169
2,417
1,887
2,120
73,112
2,397
709
3,106
2,316
9,683
3,037
466
251
15,753
9,896
6,930
-
-
190
8,316
11,710
105
1,217
183
808
6,727
722
46,804
1,525
6,890
1,425
11,442		 -
768
1,257
5,427
183
7,635
2,959
504
3,463
-
3,868
1,482
2,882
-
8,232
-
5,021
-
-
176
991
8,771
71
848
3,940
1,685
1,746
810
24,059
1,525
4,970
1,725
7,065

Page 17

Foundation for Good CIO Detailed Statement of Financial Activities

Foundation for Good CIO
Detailed Statement of Financial Activities
Total of expenditure of other costs
Total expenditure
Net gains on investments
Net income
Transfers between funds
Net income before other
gains/(losses)
Other Gains
Net movement in funds
Reconciliation of funds:
Total funds brought forward
Total funds carried forward		 21,282
132,227
276,844
-
(46,463)
272,261
225,798
-
225,798
69,815
295,613		 -
32,343
60,875
-
668,423
(272,261)
396,162
-
396,162
6,575
402,737		 21,282
164,570
337,719
-
621,960
-
621,960
-
621,960
76,390
698,350		 15,285
59,386
172,583
-
56,876
-
56,876
-
56,876
19,514
76,390

Page 18

Foundation for Good CIO

Charity No. 1193644

Trustees' Report and Unaudited Accounts

28 February 2025

Foundation for Good CIO Contents

Pages
Trustees' Annual Report 2
Independent Examiner's Report 3
Statement of Financial Activities 4
Balance Sheet 5
Statement of Cash flows 15
Notes to the Accounts 6 to 14
Detailed Statement of Financial Activities 16 to 18

Page 1

Foundation for Good CIO Trustees Annual Report

The trustees present their report with the unaudited financial statements of the charity for the year ended 28 February 2025.

REFERENCE AND ADMINISTRATIVE DETAILS

Charity No. 1193644

Trustees

The following trustees served during the year:

R. Eyers (Resigned 23 June 2025) A. French (Resigned 16 July 2025) S. Kasozi E. Maryena (Resigned 21 November 2025) T. Mccann (Resigned 17 February 2025) D. Neill R. Snaith (Resigned 10 December 2024) R.B. Whaling (Resigned 16 July 2025)

Accountants

Accounting for Good CIC 2 Geordie Ridley Place Upper Precinct Wesley Court Blaydon on Tyne Tyne and Wear NE21 5BT

Statement of trustees' responsibilities in relation to the financial statements

The charity trustees are responsible for preparing a trustees' annual report and financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

The trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charity and to enable them to ensure that the financial statements comply with the Charities Act 2011, the applicable Charities (Accounts and Reports) Regulations, and the provisions of the Trust deed. The Trustees are also responsible for safeguarding the assets of the charity and hence taking reasonable steps for the prevention and detection of fraud and other irregularities.

Signed on behalf of the charity's trustees

S. Kasozi

Trustee 28 December 2025

Page 2

Foundation for Good CIO Independent Examiners Report

Independent Examiner's Report to the trustees of Foundation for Good CIO

I report to the trustees on my examination of the financial statements of Foundation for Good CIO for the year ended 28 February 2025.

Responsibilities and basis of report

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

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

Independent examiner's statement

As the charity's gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination by being a qualified member of FFA FTA.

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

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

Kay Wightman FFA FTA Accounting for Good CIC 2 Geordie Ridley Place Upper Precinct Wesley Court Blaydon on Tyne Tyne and Wear NE21 5BT 28 December 2025

Page 3

Foundation for Good CIO Statement of Financial Activities

for the year ended 28 February 2025

Notes
Income and endowments
from:
Donations and legacies
3
Charitable activities
4
Other trading activities
5
Investments
6
Total
Expenditure on:
Raising funds
7
Charitable activities
8
Other
9
Total
Net gains on investments
Net income
10
Transfers between funds
Net income before other
gains/(losses)
Other gains and losses
Net movement in funds
Reconciliation of funds:
Total funds brought forward
Total funds carried forward		 Unrestricted
funds		 Restricted
funds		 Total funds Total funds
2025 2025 2025 2024
£ £ £ £
126 - 126 737
217,222 729,298 946,520 215,338
12,973 - 12,973 13,384
60 - 60 -
230,381 729,298 959,679 229,459
14,668 - 14,668 5,201
129,949 28,532 158,481 107,996
132,227 32,343 164,570 59,386
276,844 60,875 337,719 172,583
- - - -
(46,463) 668,423 621,960 56,876
272,261 (272,261) - -
225,798 396,162 621,960 56,876
225,798 396,162 621,960 56,876
69,815 6,575 76,390 19,514
295,613 402,737 698,350 76,390

Page 4

Foundation for Good CIO Balance Sheet

at 28 February 2025

Charity No. 1193644
Fixed assets
Tangible assets
12
Current assets
Debtors
13
Cash at bank and in hand
Creditors:Amount falling due within one year
14
Net current assets/(liabilities)
Total assets less current liabilities
Net assets excluding pension asset or liability
Total net assets
The funds of the charity
Restricted funds
15
Restricted income funds
Unrestricted funds
15
General funds
Designated funds
Reserves
15
Total funds		 2025
£
504,190
504,190
21,780
411,830
433,610
(239,450)
194,160
698,350
698,350
698,350
402,737
402,737
28,797
266,816
295,613
698,350		 2024
£
224,846
224,846
-
8,621
8,621
(157,077)
(148,456)
76,390
76,390
76,390
6,575
6,575
69,815
-
69,815
76,390

Approved by the trustees on 28 December 2025

And signed on their behalf by:

S. Kasozi

Trustee 28 December 2025

Page 5

Foundation for Good CIO Notes to the Accounts

for the year ended 28 February 2025

Basis of preparation

The financial statements have been prepared in accordance with Statement of Recommended Practice: Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic if Ireland (FRS 102) issued on 16 July 2014 and the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102) and the Charities Act 2011.

Change in basis of accounting or to previous accounts

There has been no change to the accounting policies (valuation rules and method of accounting) since last year and no changes have been made to accounts for previous years.

Fund accounting

Income

Volunteer help The value of any volunteer help received is not included in the accounts. Investment income This is included in the accounts when receivable. Gains/(losses) on This includes any gain or loss resulting from revaluing investments to market value revaluation of fixed at the end of the year. assets Gains/(losses) on This includes any gain or loss on the sale of investments. investment assets

Page 6

Foundation for Good CIO Notes to the Accounts

Expenditure

Taxation

The charity is exempt from tax on its charitable activities.

Tangible fixed assets and depreciation

Depreciation is provided at the following annual rates in order to write off each asset over its estimated useful life:

Freehold property 2% Straight Line Computer Equipment 33% Straight Line Motor Vehicle 25% Reducing Balance Plant & Machinery 20% Straight Line

Freehold investment property

Investment properties are measured initially at cost and subsequently at fair value at each balance sheet date and are not depreciated. All gains or losses are taken to the Statement of Financial Activities as they arise.

Stocks

Stock is included at the lower of cost or net realisable value. Donated items of stock are recognised at fair value which is the amount the charity would have been willing to pay for the items on the open market.

Trade and other debtors

Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.

Page 7

Foundation for Good CIO Notes to the Accounts

Cash and cash equivalents

Cash and cash equivalents comprise cash at bank and on hand, demand deposits with banks and other short-term highly liquid investments with original maturities of three months or less and bank overdrafts. In the statement of financial position, bank overdrafts are shown within borrowings or current liabilities. In the Statement of Cash Flows, cash and cash equivalents are shown net of bank overdrafts that are repayable on demand and form an integral part of the company's cash management.

Trade and other creditors

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

Research and development

Expenditure on research and development is written off in the year in which it is incurred.

Foreign currencies

Monetary assets and liabilities denominated in currencies other than the functional currency of the charity are translated at the rates of exchange prevailing at the end of the reporting period. Transactions in currencies other than the functional currency of the charity are recorded at the rate of exchange on the date that the transaction occurred.

All exchange differences are are taken into account in arriving at net income/expenditure.

Leased assets

Where the charity enters into a lease which entails taking substantially all the risks and rewards of ownership of an asset, the lease is treated as a finance lease.

Leases which do not transfer substantially all the risks and rewards of ownership to charity are classified as operating leases.

Assets held under finance leases are initially recognised as assets of the charity at their fair value at the inception of the lease or, if lower, at the present value of the minimum lease payments. The corresponding liability to the lessor is included in the balance sheet date as a finance lease obligation. Lease payments are apportioned between finance expenses and reduction of the lease obligation so as to achieve a constant rate of interest on the remaining balance of the liability. Finance expenses are recognised immediately, unless they are directly attributable to qualifying assets, in which case they are capitalised in accordance with the charity's policy on borrowing costs.

Assets held under finance leases are depreciated in the same way as owned assets.

Operating lease payments are recognised as an expense on a straight-line basis over the lease term. In the event that lease incentives are received to enter into operating leases, such incentives are recognised as a liability. The aggregate benefit of incentives is recognised as a reduction of rental expense on a straight-line basis.

Pension costs

The charity operates a defined contribution plan for its employees. A defined contribution plan is a pension plan under which the charity pays fixed contributions into a separate entity. Once the contributions have been paid the charity has no further payments obligations. The contributions are recognised as expenses when they fall due. Amounts not paid are shown in accruals in the balance sheet. The assets of the plan are held separately from the charity in independently administered funds.

Page 8

Foundation for Good CIO Notes to the Accounts

Receipt of donated goods, facilities and services

All donated goods, facilities and services received are recognised within incoming resources and expenditure at an estimate of the value to the charity.

2 Statement of Financial Activities - prior year

2
Statement of Financial Activities - prior year
Income and endowments from:
Donations and legacies
Charitable activities
Total
Expenditure on:
Raising funds
Charitable activities
Other
Total
Net income
Transfers between funds
Net income before other
gains/(losses)
Other gains and losses:
Net movement in funds
Reconciliation of funds:
Total funds brought forward
Total funds carried forward
3
Income from donations and legacies
Food Bank Donations		 Unrestricted
funds
2024
£
786
174,705
175,491
5,201
90,777
53,207
149,185
26,306
23,995
50,301
50,301
19,514
69,815
Unrestricted
£
126
126		 Restricted
funds
2024
£
-
53,968
53,968
-
17,219
6,179
23,398
30,570
(23,995)
6,575
6,575
-
6,575
Total
2025
£
126
126		 Total funds
2024
£
786
228,673
229,459
5,201
107,996
59,386
172,583
56,876
-
56,876
56,876
19,514
76,390
Total
2024
£
737
737

Page 9

Foundation for Good CIO

Notes to the Accounts

4 Income from charitable activities

Alternative Education
Provision
Unrestricted Grants
Restricted Grants
5
Income from other trading activities
Membership Fees
Fundraising Events
6
Income from investments
Interest Earned
7
Expenditure on raising funds
Fundraising trading costs
Membership Fees
Fundraising Events		 Unrestricted
£
200,824
16,398
-
217,222		 Restricted
£
-
-
729,298
729,298
Unrestricted
£
7,704
5,269
12,973
Unrestricted
£
60
60
Unrestricted
£
7,885
6,783
14,668		 Total
2025
£
200,824
16,398
729,298
946,520
Total
2025
£
7,704
5,269
12,973
Total
2025
£
60
60
Total
2025
£
7,885
6,783
14,668		 Total
2024
£
153,245
8,125
53,968
215,338
Total
2024
£
13,335
49
13,384
Total
2024
£
-
-
Total
2024
£
-
5,201
5,201

Page 10

Foundation for Good CIO

Notes to the Accounts

8 Expenditure on charitable activities

Expenditure on charitable
activities
Alternative Education
Provision
Restricted Grants
Governance costs
Meeting Expenses
9
Other expenditure
Bank loan and overdraft
interest payable
Other interest payable
Employee costs
Motor and travel costs
Premises costs
Amortisation, depreciation,
impairment, profit/loss on
disposal of fixed assets
General administrative costs
Legal and professional costs
10 Net income before transfers
This is stated after charging:
Depreciation of owned fixed assets
11 Staff costs
Salaries and wages
Social security costs
Pension costs		 Unrestricted
£
129,949
-
-
129,949
Unrestricted
£
4,513
-
50,412
3,106
6,110
16,826
29,978
21,282
132,227		 Restricted
£
-
28,532
-
28,532
Restricted
£
-
-
22,700
-
9,643
-
-
-
32,343
2025
£
16,826
2025
188,641
17,557
3,043
209,241		 Total
2025
£
129,949
28,532
-
158,481
Total
2025
£
4,513
-
73,112
3,106
15,753
16,826
29,978
21,282
164,570		 Total
2024
£
87,329
20,617
50
107,996
Total
2024
£
56
656
7,635
3,463
8,232
5,021
19,038
15,285
59,386
2024
£
5,021
2024
76,839
768
1,257
78,864

No employee received emoluments in excess of £60,000.

Page 11

Foundation for Good CIO Notes to the Accounts

12 Tangible fixed assets

12 Tangible fixed assets
Land and
buildings
£
Cost or revaluation
At 1 March 2024
200,000
Additions
294,792
At 28 February 2025
494,792
Depreciation and
impairment
At 1 March 2024
-
Depreciation charge for the
year
9,896
At 28 February 2025
9,896
Net book values
At 28 February 2025
484,896
At 29 February 2024
200,000
13 Debtors
Trade debtors
14 Creditors:
amounts falling due within one year
Bank loans and overdrafts
Trade creditors
Other taxes and social security
Loans from trustees
Other creditors
Accruals		 Computer
Equipment		 Motor
Vehicle		 Plant &
Machinery
£
1,749
678
2,427
268
474
742
1,685
1,481		 Total
£
230,529
296,170
£
4,785
700
5,485
1,916
1,332
3,248
2,237
2,869		 £
23,995
-
23,995
3,499
5,124
8,623
15,372
20,496
2025
£
21,780
21,780
2025
£
225,911
96
12,773
-
672
526,699
5,683
16,826
22,509
504,190
224,846
2024
£
-
-
2024
£
1,356
426
4,291
150,000
347
(2) 657
239,450 157,077

Page 12

Foundation for Good CIO Notes to the Accounts

15 Movement in funds

Movement in funds
At 1 March
2024
6,575
-
-
-
-
-
-
6,575
69,815
-
-
76,390		 Incoming
resources
(including
other
gains/losses)
£
31,600
22,324
658,007
10,000
700
6,167
500
729,298
230,381
-
-
959,679		 Resources
expended
£		 Gross
transfers
£
-
-
(272,261)
-
-
-
-
(272,261)
-
272,261
272,261
-		 At 28
February
2025
£
10,000
324
385,746
-
-
6,167
500
Restricted funds:
Restricted income funds:
Durham Community
Foundation
BBC Children in Need
Building Refurbishment
Point North
The Rothley Trust
Duke of Edinburgh
Neighbourly
Total
Unrestricted funds:
General funds
Designated funds:
Freehold Buildings
Total
Total funds
(28,175)
(22,000)
-
(10,000)
(700)
-
-
(60,875)
(271,399)
(5,445)
(5,445)
(337,719)
402,737
28,797
266,816
266,816
698,350

Purposes and restrictions in relation to the funds: Restricted funds: Durham Community Toward the cost of equipment, a project co-ordinator, energy costs, Foundation wellbeing coach, warm spaces & core costs BBC Children in Need Toward core costs Building Refurbishment Toward the refurbishment of the centre Point North Toward the refurbishment of the centre The Rothley Trust Toward core costs Duke of Edinburgh Toward core costs Neighbourly Toward core costs Designated funds: Freehold Buildings Building refurbishment costs

Page 13

Foundation for Good CIO Notes to the Accounts

16 Analysis of net assets between funds

Fixed assets
Net current assets
17 Reconciliation of net debt
Cash and cash equivalents
Bank loans
Net debt		 Unrestricted
funds
£
504,190
(15,259)
488,931
At 1 March
2024
£		 Restricted
funds
£
-
209,419
209,419
Cash flows
£		 Total
£
504,190
194,160
698,350
At 28
February
2025
£
8,621 403,209 411,830
8,621
-		 403,209 411,830
(225,911)
(225,911)
-
8,621		 (225,911)
177,298		 (225,911)
185,919
18 Commitments
Operating lease commitments
Annual commitments under non-cancellable operating leases are as follows:
2025
2025
Land and
buildings
Other
£
£
Operating leases with expiry date:
Pension commitments
2025
£
The pension cost charge to the charity
amounted to:
2,417
19 Related party disclosures
Transactions with related parties
Name of related party
Nobas Ltd
Description of relationship
between the parties
Trustee David Neill is a shareholder and
director of Nobas Ltd
Description of transaction
and general amounts
involved
£150,000 loan from Nobas Ltd to the charity.
Interest being paid at the Bank of England
base rate.
Amount due from/(to) the related party		 2024
Land and
buildings
£
2025
£
-		 2024
Other
£
2024
£
1,257
2024
£
(150,000)

Page 14

Foundation for Good CIO Statement of Cash flows for the year ended 28 February 2025

Cash flows from operating activities
Net income per Statement of Financial Activities
Adjustments for:
Depreciation of property, plant and equipment
Dividends, interest and rents from investments
Increase in trade and other receivables
(Decrease)/Increase in trade and other payables
Net cash provided by operating activities
Cash flows from investing activities
Payments for property, plant and equipment
Dividends, interest and rents from investments
Net cash used in investing activities
Cash flows from financing activities
Repayment of borrowings
Net cash from financing activities
Net increase/(decrease) in cash and cash equivalents
Cash and cash equivalents at the beginning of the year
Cash and cash equivalents at the end of the year		 2025
£
621,960
16,826
(60)
(21,780)
(142,182)
474,764
(296,170)
60
(296,110)
225,911
225,911
404,565
7,265
411,830		 2024
£
56,876
5,021
-
-
154,855
216,752
(227,386)
-
(227,386)
-
-
(10,634)
17,899
7,265
Components of cash and cash equivalents
Cash and bank balances 411,830 8,621
Bank overdrafts - (1,356)
411,830 7,265

Page 15

Foundation for Good CIO Detailed Statement of Financial Activities

for the year ended 28 February 2025

Income and endowments from:
Donations and legacies
Food Bank Donations
Charitable activities
Alternative Education Provision
Unrestricted Grants
Restricted Grants
Other trading activities
Membership Fees
Fundraising Events
Investments
Interest Earned
Total income and endowments
Expenditure on:
Costs of other trading activities
Membership Fees
Fundraising Events
Total of expenditure on raising
funds
Charitable activities
Alternative Education Provision
Restricted Grants
Governance costs
Meeting Expenses
Total of expenditure on charitable
activities
Other expenditure
Bank loan and overdraft interest
payable
Other interest payable		 Unrestricte
d funds
2025
£
126
126
200,824
16,398
-
217,222
7,704
5,269
12,973
60
60
230,381
7,885
6,783
14,668
14,668
129,949
-
129,949
-
-
129,949
4,513
-
4,513		 Restricted
funds
2025
£
-
-
-
-
729,298
729,298
-
-
-
-
-
729,298
-
-
-
-
-
28,532
28,532
-
-
28,532
-
-
-		 Total funds
2025
£
126
126
200,824
16,398
729,298
946,520
7,704
5,269
12,973
60
60
959,679
7,885
6,783
14,668
14,668
129,949
28,532
158,481
-
-
158,481
4,513
-
4,513		 Total funds
2024
£
737
737
153,245
8,125
53,968
215,338
13,335
49
13,384
-
-
229,459
-
5,201
5,201
5,201
87,329
20,617
107,946
50
50
107,996
56
656
712

Page 16

Foundation for Good CIO

Detailed Statement of Financial Activities

oundation for Good CIO
etailed Statement of Financial Activities
Employee costs
Salaries/wages
Employer's NIC
Pension costs
Staff training
Staff welfare
Motor and travel costs
Vehicles - General costs
Travel and subsistence
Premises costs
Rates
Light, heat and power
Premises cleaning
Premises repairs and
maintenance
Other premises costs
General administrative costs,
including depreciation and
amortisation
Depreciation of land and
buildings
Depreciation of Computer
Equipment
Depreciation of Motor Vehicle
Depreciation of Plant &
Machinery
Bank charges
Equipment expensed
General insurances
Postage and couriers
Software, IT support and related
costs
Stationery and printing
Subscriptions
Sundry expenses
Telephone, fax and broadband
Legal and professional costs
Audit/Independent examination
fees
Accountancy and bookkeeping
Consultancy fees
Other legal and professional
costs		 42,819
1,169
2,417
1,887
2,120
50,412
2,397
709
3,106
2,316
40
3,037
466
251
6,110
9,896
6,930
-
-
190
8,316
11,710
105
1,217
183
808
6,727
722
46,804
1,525
6,890
1,425
11,442		 22,700
-
-
-
-
22,700
-
-
-
-
9,643
-
-
-
9,643
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-		 65,519
1,169
2,417
1,887
2,120
73,112
2,397
709
3,106
2,316
9,683
3,037
466
251
15,753
9,896
6,930
-
-
190
8,316
11,710
105
1,217
183
808
6,727
722
46,804
1,525
6,890
1,425
11,442		 -
768
1,257
5,427
183
7,635
2,959
504
3,463
-
3,868
1,482
2,882
-
8,232
-
5,021
-
-
176
991
8,771
71
848
3,940
1,685
1,746
810
24,059
1,525
4,970
1,725
7,065

Page 17

Foundation for Good CIO Detailed Statement of Financial Activities

Foundation for Good CIO
Detailed Statement of Financial Activities
Total of expenditure of other costs
Total expenditure
Net gains on investments
Net income
Transfers between funds
Net income before other
gains/(losses)
Other Gains
Net movement in funds
Reconciliation of funds:
Total funds brought forward
Total funds carried forward		 21,282
132,227
276,844
-
(46,463)
272,261
225,798
-
225,798
69,815
295,613		 -
32,343
60,875
-
668,423
(272,261)
396,162
-
396,162
6,575
402,737		 21,282
164,570
337,719
-
621,960
-
621,960
-
621,960
76,390
698,350		 15,285
59,386
172,583
-
56,876
-
56,876
-
56,876
19,514
76,390

Page 18