Annual Report for 2024 And Strategic Plan for 2021-2024 

Newcastle-Sta�s Foodbank CIO Part of the Trussell Network of Foodbanks Registered Charity Number: 1194404 




|Contents||
|---|---|
|Summary|4|
|Project Lead report|5|
|Local Organiser Report|7|
|Chair’s Report|8|
|Annual Report for 2023-24|9|
|Treasurer’s Report|11|
|Cost Analysis and Budget|12|
|Update on our Strategic Plan|13|
|Appendix 1 – How a foodbank works|14|
|Appendix 2 – List of current trustees|15|
|Appendix 3 – List of current members|15|
|Appendix 4 – Financial statements and|16|
|trustees report||
|Appendix 5 – Our Strategic Plan|30|



3 



## Summary 

Seeded by the Trussell Trust, Newcastle-Sta�s Foodbank is run in partnership with a number of churches and other organisa�ons across Newcastle Borough.  The Foodbank con�nues to serve those in crisis in the Borough and the surrounding area, providing food for over 64,400 people since we began in 2012. 

Our vision is a Newcastle-under-Lyme borough without the need for our Foodbank.  We are working together with Trussell to create a more digni�ed, more compassionate, and more just society where everyone has enough money to buy the essen�als. 

## The Present 

This report covers the period from 1[st] September 2023 to 31[st] August 2024.  During this �me, Newcastle Sta�s Foodbank: 

- Provided 3 days of food to 6168 adults and 3241 children (6130 adults / 3656 children in year to 31[st] August 2023) 

- Received 76,401 Kgs of food (78,632 Kgs in year to 31[st] August 2023) 

- Had 136 agencies registered to issue Foodbank vouchers (127 registered in year to 31[st] August 2023) 

At our midpoint in the year, March 2024, we fed 728 people (473 adults and 255 children) compared to 1055 people (661 adults and 394 children) in March 2023. 





## The Future 

Our 3 year Strategic Plan con�nues to drive what we do and will be revised in the coming year.  Our Project Lead is currently part of a Strategy Consulta�on Group – a group of foodbanks who are mee�ng with sta� from Trussell as they review their strategic plan.  Our own review will take place as part of this process.  As part of the Trussell network of foodbanks, we are working to end the need for foodbanks in the UK.  Our current plan is included as part of this report, along with a brief update of our progress so far.  We have 3 strategic goals: 

- Changing Communi�es: We want to provide our community with a place where they can get the help they need to be able to a�ord the essen�als. 

- Changing Policy: We want to make sure that people with lived experience of poverty are heard and that their evidence is used sensi�vely to push for solu�ons to tackle the issues they face. 

- Changing Minds: We want to encourage others to get involved with helping us campaign for be�er local provision and to increase understanding of poverty and what leads people to our foodbank. 

4 



## Project Lead Report 

As I look back on our 12[th] year serving the borough of Newcastle-under-Lyme, I see hardship with so many people in our community unable to a�ord the essen�als, but I also have hope.  A hope that things might change for the be�er as a result of the work we are doing.  The people who come to us for help don’t feel heard, and through the work that Mandy, our lived experience partner, and Ann, our Local Organiser, are doing, we are giving them a voice. Whilst we will con�nue to provide emergency food at the point of need, we are also focussed on bringing about the long term change that is required so that we are no longer needed.  It is not right that people need support from a charity to put food on the table, and we are con�nuing to partner with Trussell as we work together to end the need for foodbanks. 

As part of that work, we have been gathering stories of hardship and hope – here are snippets from some of those stories: 

‘We are living proof that Universal Credit doesn’t add up’ 

## ‘Help!  We’re sinking’ 

‘I believe in hope because I have experienced hopelessness’ 

‘Without Foodbank I don’t know what I would do’ 

Our tablecloth and album of stories makes compelling reading – they will be available at the AGM should you wish to take a look.  It is only through listening to and understanding these stories that we can begin to make a di�erence in our community. 

In the mean�me, our wonderful army of volunteers supported by our paid sta� con�nue to make sure that food is on the table for those households.  Together we have shown compassion to the most vulnerable amongst us. Together we have treated people with dignity and respect as we have welcomed them into our centres, o�ering the all-important cup of tea and a listening ear.  Together we have served our community and engaged people in campaigning for change.  Together we con�nue to call for jus�ce in our society so that no-one has to face hardship and hunger. 

In the last year, 907 households have used our foodbank for the �rst �me, and just over 71% of people visit us only once or twice.  It is not an easy ask for someone to walk through the door of the foodbank, admi�ng that they need help.  It is important that we see the people behind the headlines, and work with each individual to give them the support they need, when they need it.  That’s why our wraparound services are designed to be completely personcentred, ensuring that people feel seen, listened to and valued. 

Our Financial Inclusion project (a partnership with Ci�zens Advice placing advisors in 5 of our 6 centres every week) has been running for almost 2 years now, and the �gures below at the 18 month mark speak for themselves – it is an incredible success! 

## Total �nancial gain:  £1,216,690 

Total debt managed:  £737,188 

Total debt wri�en o�:  £380,294 

Having dedicated advisors who can build rela�onships of trust with our clients, has been the key to the success of the project.  I am currently building our case for support to a�ract the funding required to con�nue the project past this third year, ensuring that people have access to �nancial support at the point of need, in a way that gets the best possible outcomes. 

In addi�on to the FI project, our link with North Sta�s Mind (giving access to early interven�on counselling free of charge) whilst not as big in scale is just as big in impact.  Here is some feedback from someone who has used the service: 

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‘A�er a sketchy beginning I have found working with Ange has helped me to improve and move forward in ways I didn’t think I could.  From not being comfortable leaving the house and isola�ng myself to looking forward to my �rst holiday with a friend and our children.  Enjoying my life so much more.  My anger is so much more manageable.’ 

It is reading feedback like this that makes my job so worthwhile and so ful�lling.  I have the privilege of mee�ng these brave people each and every week (and working alongside one of them in Mandy’s case) and to see transformed lives is the best reward anyone could ask for! Recent research carried out by Trussell has shown that a warm welcome is the most important thing for the people coming through our doors – even above the emergency food parcel – and that being able to build trust as a result of that welcome is leading to transformed lives. 

I must conclude with an enormous thank you to all of you reading this report.  By taking the �me to read through it, you are demonstra�ng an interest in what we do, and we are extremely grateful for that.  If you support us with your �me as a volunteer, your money (either directly or by making dona�ons of food), by o�ering prayer for what we do, or even by simply sharing our social media or reading our newsle�er, rest assured that the work of Newcastle-Sta�s Foodbank would not con�nue without you.  I am humbled by the dedica�on and commitment of our volunteers who turn up week in, week out, to serve our community and temporarily li� the burden from someone’s shoulders as they listen and provide the meal on the table that seemed so impossible when they reached out for help. 

Thinking again of our values, our call for jus�ce says that things need to change, but our compassion means that we will keep feeding people un�l that change happens.  Thank you so much for your con�nued support which enables us to keep doing just that, as a community aiming to restore dignity for those who come to us for help. 

Jane Baker – Project Lead for Newcastle-Sta�s Foodbank 

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## Local Organiser Report 

The AGM coincides with the comple�on of my �rst year as local organiser and while in some respects we are only just ge�ng started, we’ve hopefully also made posi�ve steps forward in the campaign to end the need for foodbanks. 

We are commi�ed to providing emergency food and prac�cal support to people who are facing impossible decisions during life’s hardest moments; when income simply is not enough to cover life’s essen�als. 

And as part of the Trussell network, we also believe urgent ac�on is needed to tackle hunger in the UK.  That ac�on starts here in our own community. 

As a star�ng point, I am unpicking the reasons why people might need to access our services in an e�ort to uncover the truth behind the current levels of hardship we are seeing in our centres.  Together with those who have needed to use our foodbank, with community leaders, other chari�es, partner agencies and commi�ed individuals, we will use that informa�on to champion change in Newcastle-under-Lyme. 

Our local projects will be targeted at the causes of poverty and will aim to improve situa�ons so we can create a be�er future.  Topics which have surfaced so far include hidden service charges when it comes to home energy bills; the cost of uniforms and other associated expenses linked to sending children to school; access to costly but essen�al services such as car repairs and laundere�es; and how vulnerable households are made aware of the support available to them. 

As well as spending �me in a number of foodbank centres, I have held community conversa�ons in co�ee shops across the area.  I’ve a�ended partnership events with the likes of Aspire and staged a market stall in Newcastle town centre.  Now it is �me to use this knowledge and bring people together to form a team so a plan of ac�on can be decided on and our collec�ve voice raised.  Please let me know if you would like to join us. 

In terms of mobilisa�on, the general elec�on was the ideal pla�orm to raise awareness of our role in Trussell’s campaign for an Essen�als Guarantee.  We have taken our ‘tablecloth’ on tour around the borough, encouraging as many people as possible to write their messages of hardship and hope on it and spell out to the Government why a reform of Universal Credit is needed in the quest to end UK hunger.  We have engaged with our new MPs Adam Jogee and David Williams and con�nue to outline to them how their support can strengthen our case for a social security where everyone has enough money for the essen�als.  Our work has also been captured on �lm and in print by Trussell and will be used in a na�onal day of ac�on in Parliament Square later this month (November). 

If there ever was a sign that every single person has the power to make a di�erence than this is it.  You may remember Mandy who volunteers at Kidsgrove centre and who shared her story with you all at our last AGM. Mandy, and others like her who have had to use a foodbank because our social security system does not protect people from going without the essen�als, has found the courage and the passion to stand up and voice her concerns about the rising levels of hardship in our communi�es.  And it has been this willingness to support others and build awareness of the crisis we are facing as a na�on which has put the spotlight on our work here at Newcastle-Sta�s Foodbank.  Imagine what we can achieve together if you join us in our projects. 

## Ann King – Local Organiser for Newcastle-Sta�s Foodbank 

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## Chair’s Report 

I remember hearing the story of a boy who was walking by the sea side. A huge number of star�sh had been washed to the shore, and were there, dying. The boy picked one up, and threw it back in the water. Then another one, then another one. 

Someone commented with ‘reasonable’ ‘pragma�sm’: why are you bothering? You can’t make a di�erence, there are thousands and thousands of them. The boy picked up another one and put it in the water, saying: it made a di�erence to that one. 

I wasn’t able to check if it’s a true story, or to trace the author. But it makes a point, doesn’t it? 

Every day, we are all tempted to be frustrated by all the things that don’t work as they should; we become paralysed by the size of the task; we end up doing nothing. 

What impresses and encourages me immensely about volunteers, sta�, trustees, donors, and clients of our Foodbank, is that everyone is doing something – actually, eagerly doing something. 

My car boot was full from dona�ons of food items from one school. Without any request, people handed money a�er a church service when we spoke about the foodbank. Le�ers appear with cheques, some�mes to the sum of thousands. Many friends donate regularly and generously in food and in money. Volunteers give �me and energy, physical and emo�onal. 

And as we hear from the stories of our clients, it makes a huge di�erence to each and every one of them. 

Perhaps you’re frustrated you can’t do more – you’re not alone. 

This year, members of our team have stepped down – all for good reason, but in each case I believe with some regret for what they no longer are doing. We certainly miss them! 

A par�cular word of thanks is needed for John Machin’s long service with the foodbank in a myriad of roles – big shoes to �ll. We’re also grateful for Pauline (administrator) who re�red, and to Sophie (appren�ce) who went on to a di�erent job. 

There is so much to do, and it can feel overwhelming. It o�en does. 

Despite a fairly strong current �nancial posi�on, we’ll need to con�nue to raise signi�cant quan��es of food and funds, in order to con�nue to feed clients and cover the costs of warehouse, sta�, and strategic partnerships, like the �nancial inclusion project. 

We’ll need to persuade the people on the street and the people in Westminster that everyone should have the essen�als. 

As the complexity of our work behind the scenes increases, we need to con�nue to recruit volunteers and trustees. (Please think about this one: is it for you? Or do you know someone who might consider it?) 

Big challenges, and many gaps to �ll – but again, I am so encouraged by all, young and mature, new to us or part of the furniture, who do eagerly what they can. We’re so grateful for new volunteers and new sta� members. We’re grateful for a new trustee. 

The result of all this is beau�ful. The result is hopeful. What you can’t do – well, don’t worry about that. What you can do – well, that makes a di�erence. Even if the landscape is bleak, it makes a huge di�erence “for this one”. 

Thank you for all you do. 

Rev’d John Beswick Pallister Chair of Trustees – Newcastle-Sta�s Foodbank 

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## Annual Report for 2023-24 

Foodbanks provide emergency food, collected from the local community, to local people in crisis.  The details of how our Foodbank opera�on works can be seen in Appendix 1, and the context we are working within can be found in our Strategic Plan.  Working with Trussell provides the mix of na�onal charity support and local charity grassroots work which is invaluable on all levels, enabling us to provide the best possible service for our clients. 

## Headlines for the Year 

## Food Collec�ons 

6 supermarket collec�ons were held during the year (na�onal collec�on events at Tesco Kidsgrove and Trent Vale in December 2023, along with addi�onal collec�ons at Tesco Kidsgrove in September 2023, March 2024 and August 2024, and at Tesco Trent Vale in October 2023, June 2024 and September 2024).  We would like to thank the sta� at Tesco for their co-opera�on on collec�on days.  As part of a na�onal agreement with the Trussell Trust, Tesco support their collec�ons with a cash top-up on the value of the food collected.  This money is made available to us to purchase items that are in shortage in our warehouse.  We also have a number of stores which host a permanent collec�on point – Tesco, Sainsbury’s, Co-op and Morrison’s.  This support from supermarkets makes a big di�erence to our stock levels, and we are very grateful to each store and for the volunteers who empty the collec�on bins on a regular basis. 

In addi�on to supermarket support, the Foodbank has a well-established network of food collec�on points in churches, schools, shops and businesses, and we also receive regular dona�ons from members of the public into our distribu�on centres during opening �mes.  We are extremely grateful for this con�nuous support despite the cost of living squeeze.  Furthermore, a signi�cant contribu�on was made to our stocks from various Harvest collec�ons, and collec�ons for Christmas and Easter which added an addi�onal 11.02 tonnes to our stock for this year (8.27 tonnes in year to 31[st] August 2023). 

We are con�nuing to see an increase in the amount of food we need to purchase to bridge the gap between dona�ons and need – this year has been our highest food spend yet to ensure that our food parcels are nutri�onally balanced. 

## Food Distribu�on 

The need for Foodbank services across the country con�nues to grow.  The Trussell Trust reported a 4% increase in 2023-2024, with 3.12 million emergency parcels given to people in crisis by the Foodbank network in the year to March 2024.  Over the same period, we experienced a year on year increase of 9% locally. 

A total of 4212 vouchers (4127 in year to 31[st] August 2023) were ful�lled in the year 1[st] September 2023 to 31[st] August 2024, providing 3 days of food to 6168 adults and 3241 children (6130 adults / 3656 children in year to 31[st] August 2023).  71,327 Kgs was given out at our centres when ful�lling vouchers, and at 0.42 Kgs per meal this represents around 169,826 meals supplied to local people in crisis.  In addi�on to ful�lling vouchers, during the same period we have also passed on 2,290 Kgs of surplus stock to other organisa�ons – at 0.42 Kgs per meal this equates to around 5,452 addi�onal meals we have provided on top of those given directly to clients through the voucher system. This is a total of 175,278 meals provided for those in our community who do not have enough money for the essen�als. 

57 organisa�ons who are signed up as referral agencies have issued Foodbank vouchers this year – the majority of those being electronic referrals.  We are very grateful to all our referral agencies – they are the ones to determine if someone is in crisis, and then provide the support they need through that crisis, part of which is the referral to the Foodbank.  Our whole process relies heavily on their partnership with us. 

## Foodbank Centres 

There are 6 centres in opera�on across the Borough in the following loca�ons: Chesterton (Chesterton Elim Church), Clayton (St Luke’s Methodist Church), Knu�on (Cornerstone (Home Start)), Kidsgrove (St Thomas’ Church), Madeley (All Saints Church), and Newcastle town centre (Newcastle Congrega�onal Church).  These centres are open at di�erent �mes throughout the week and aim to o�er clients a warm welcome – one that stands apart from many of 

9 



the statutory organisa�ons that they come into contact with.  Clients can get a cup of tea, �me to chat, and are signposted to other support. 

Our Financial Inclusion project, fully funded un�l May 2026 by a grant from Trussell, has now been opera�ng for 24 months.  We are working in partnership with Ci�zens Advice to o�er clients the opportunity to speak with an advisor when they come to our centres.  We have advisors allocated to 5 of our 6 centres every week (Madeley does not have the foo�all needed to make it cost-e�ec�ve to have an advisor in person, but the service is available via telephone or referral form).  This partnership means that clients can access support instantly, and our volunteers ac�vely encourage clients to engage with the service. 

We also have a partnership with Mind, providing clients with an easier referral route for much needed mental health support. 

## Volunteers 

Newcastle-Sta�s Foodbank is an organisa�on supported by an amazing army of volunteers, with around 70 volunteers o�ering their �me and energy on a regular basis, going above and beyond to make sure that the experience that our clients get is a posi�ve one.  Our volunteers have contributed around 9,500 hours over the year to help run, either in our centres or behind the scenes.  We are so grateful for the commitment and enthusiasm consistently shown by our volunteers, and take this opportunity to thank them for the work they do. 

Volunteers can get involved in a number of ways, and we always welcome enquiries from prospec�ve volunteers. There are a variety of skills required and di�erent opportuni�es available, depending on the �me commitment that people can make, and we par�cularly need help behind the scenes rather than in our foodbank centres. 

## Supporters 

We con�nue to be encouraged by the level of support that the Foodbank receives, �nancially and in kind, both from churches directly involved in the day-to-day opera�on and from those outside the Foodbank organisa�on.  Despite the con�nuing rises in the cost of living we have seen dona�ons maintained at similar levels to the previous year. 

We are so thankful to our partners who con�nue to allow us to use their premises for our foodbank centres at minimal or no cost.  During the last year our warehouse and admin o�ce moved loca�on to new premises.  We would like to gratefully acknowledge the support that Aspire Housing have given to us over the years, providing warehouse space for us un�l this move.  We are now in a unit owned by Newcastle Borough Council, provided at a reduced rent.  We are enjoying the bene�t of our stock being stored in one space rather than in 5 rooms across 2 loca�ons, and an o�ce space which is providing the opportunity for more of our strategic work which is detailed in the updates from our Project Lead and our Local Organiser. 

## Governance 

Newcastle-Sta�s Foodbank is an independent organisa�on but is also part of a na�onal network of foodbanks each having a similar mission.  Quality assurance is supported by membership of this network under the guidance of Trussell.  Being part of this network provides us with, amongst other things, standardised opera�ng procedures, a strong ‘brand’ iden�ty, and evalua�on and inspec�on of our opera�on. 

The Newcastle-Sta�s Foodbank was granted formal charity status on 14[th] February 2013.  In October 2021 the charity changed status to become a Charitable Incorporated Organisa�on.  The Board of Trustees currently has 5 members, and there are 18 churches who are registered members of the charity.  The current Trustees and member churches are listed in Appendices 2 and 3.  The Trustees remain commi�ed to ensuring that the Foodbank meets all of our obliga�ons, reviewing all our policies on an annual basis and ensuring that all volunteers are aware of them. 

10 



## Treasurer’s Report 

It has been a di�cult year for the foodbank with the increased number of people requiring our services as the cost of living con�nues to increase and the con�nued generosity of everybody involved. 

The Newcastle Sta�s Foodbank CIO has completed its twel�h year in serving the community and as at 31 August 2024 held £87569 in the current account and £68031 in the deposit account. This is an overall increase of £2727 compared to last year.  However, the current account has reduced to £87569 down by £52181 due the overall running costs increasing. There is a balance of £78 of credit held in our account at Bankuet. The interest was £1004. 

Total grants received were £144778 for restricted funds (that is funds for speci�c purposes which are held separately from the general fund). From the various fundraising pla�orms the dona�ons received were £3425 from CAF, £75 from Crowdfunder, £3165 from Stewardship and £401 from UK Online Giving – Benevity. We received £29620 from other dona�ons of which £14540 was from Friends of Foodbank gi� aided. We thank all of our friends for the con�nued support. 

Six members of sta� were employed and the salaries increased over the past year to £66970 of which £23967 was covered by grants held on deposit. 

The overall running costs have increased, substan�ally food and hygiene has more than doubled over the last year. The �nancial inclusion project run by the CAB has increased but that has been covered by a grant. Warehouse costs have increased since moving, the extra costs has been covered by a grant. The energy costs have reduced as the due the energy price decrease and moving into new warehouse and o�ce combined. 

The stock held at the warehouse at the �nancial year end was 10691.86kg with a value of £25340. This is an increase from last year in keeping with the requirements for the community. 

During the year ahead we expect to see an increase in the resources with announcement of the energy cap increasing and winter fuel payment being reduced, we envisage with the current levels of funding in place we may last for the 18-24 months. 

Many thanks to Daniel Styles of Lifestyle Accountancy Limited as our Accountant/Auditor for producing the �nal accounts and report for the charity commission. 

Paul Roberts Trustee/Treasurer 

Note: Our full end of year accounts can be found in Appendix 4. 

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## Cost Analysis and Budget 


Commentary: Salaries have increased with changes in sta�ng and employer pension contribu�ons. Current regular giving is approximately £1500 per month - bringing the annual income from standing orders to £18,000. There has been a signi�cant increase in food spend in Year 12 which has been covered by our reserves. Budget line: Averages have been taken over the last 5 years. Figures for salaries and warehouse rent are the current rates. Salaries exclude the amounts covered by Trussell Trust grants as they distort the cash �ow. Figure for grants exclude grants from the Trussell Trust for salary and for our Financial Inclusion Project as they distort the cash �ow. Gi� Aid budget has been increased from the average in line with level of dona�ons. Budget 2 and 3 lines: Addi�onal budget lines are included to show the situa�on without some of the income. Budget2 shows situa�on with no addi�onal grant funding. Budget3 shows the situa�on if we have no supermarket funding. 

12 



## Update on our Strategic Plan 

Our Strategic Plan for 2022-2024 is included as Appendix 5, and we have 3 strategic goals.  Below is a brief summary of the work which has taken place this year to move towards achieving those goals: 

## Changing Communi�es 

Sustainability – The Trustees are con�nuing to �ll skills gaps on the board.  Our Project Lead will spend the coming year developing a fundraising plan for the next 5 years, to ensure that we can con�nue with our Financial Inclusion project, as well as ensuring that we can meet all core costs and con�nue to support those in our community who need our help. 

Wraparound support – Our partnerships with Ci�zens Advice and North Sta�s MIND con�nue to develop, and we are building be�er connec�ons with some of our referral agencies to provide be�er support pathways for clients. 

## Changing Policy 

Client voices – Our lived experience partners con�nue to do great work, sharing their stories in many di�erent ways. We con�nue to provide Mandy with opportuni�es to share her story and ensure that she is heard by decision makers. 

Communica�ons – We have recently improved our newsle�er – please sign up if you want to receive our monthly update! - and con�nue to. 

## Changing Minds 

Volunteers – Our amazing volunteer team con�nues to support the work that Ci�zens Advice are doing in our centres, encouraging clients to access the support that is available. 

Understanding of drivers of food poverty – Our Local Organiser has detailed the work she has been doing in her own update as part of this report.  School workshops, visits to the foodbank and other talks have con�nued this year, and we have had further discussions with our new MPs and some local councillors. 

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## Appendix 1 

## How a Foodbank works 


Foodbanks provide food to people in crisis by means of a voucher system, which is administered by frontline care professionals.  By this intervention they help prevent people in crisis entering the downward spiral of debt, or even criminal behaviour.  The food provided follows a standard list and is nutritionally balanced as far as is possible with non-perishable food items.  This food is donated by the public and involves the willing cooperation of the public, supermarkets, and an army of volunteers. 

Newcastle Staffs Foodbank Annual Report 2023-34, v1 

17 

14 



## Appendix 2 

The Trustees of Newcastle-Staffs Foodbank, as at 3118th October 2024, are:[st] December 2023, are: 

- Rev. John Beswick Pallister – Chair 

- Stephen Jones – Secretary 

- Paul Roberts – Treasurer 

- Sara Bloomfield 

- John Machin Michelle Padmos 

- Peter Radford 

## Appendix 3 

The constitution of Newcastle-Staffs Foodbank CIO defines its membership as being open to member churches of Churches Together in Newcastle-under-Lyme and other Christian Churches within the Borough.  A member church is asked to nominate its representative for contact purposes but can nominate any one person to vote at the annual general meeting.  Each member church only has one vote. 

The churches that are currently registered as members of the charity, as at 3118th October 2024, are:[st] December 2023, are: 

- All Saints Church Madeley 

- Audley Methodist Church 

- Chesterton Elim Pentecostal Church 

- Higherland Methodist Church 

- Holy Trinity Chesterton 

- Newcastle Baptist Church 

- Newcastle Congregational Church 

- Silverdale Elim Pentecostal Church 

- St Andrews Church, Westlands 

- St Andrews Parish Church Porthill 

- St Barnabas Bradwell 

- St Giles Church Newcastle 

- St James the Great, Clayton 

- St John The Baptist Keele 

- St Luke's Methodist Church 

- St Margaret’s Church Betley 

- St Thomas' Kidsgrove 

- Temple Church 

Newcastle Staffs Foodbank Annual Report 2023-34, v1 

18 

15 



Appendix 4 

Charity registration number: 1194404 


## NEWCASTLE STAFFS FOODBANK 

## FINANCIAL STATEMENTS AND TRUSTEES REPORT 

FOR THE YEAR ENDED 31 AUGUST 2024 

https://newcastlestaffs.foodbank.org.uk/ 

16 



## NEWCASTLE STAFFS FOODBANK 

## INDEX TO THE FINANCIAL STATEMENTS 

FOR THE YEAR ENDED 31 AUGUST 2024 

|Legal and administrative information<br>Trustees' report<br>Independent examiner's report<br>Statement of financial activities<br>Balance sheet<br>Notes to the financial statements|Page<br>1<br>2 - 4<br>5<br>6<br>7<br>8 - 12|Page<br>18<br>19-21<br>22<br>23<br>24<br>25-29|
|---|---|---|



17 



## NEWCASTLE STAFFS FOODBANK 

## LEGAL AND ADMINISTRATIVE INFORMATION 

FOR THE YEAR ENDED 31 AUGUST 2024 

|Trustees:|Rev J J Beswick-Pallister (Chair)|Rev J J Beswick-Pallister (Chair)|Rev J J Beswick-Pallister (Chair)|
|---|---|---|---|
||S H Bloomfield|- appointed 23 January 2023||
||A S Jones|||
||P A Roberts|||
||M Padmos|- appointed 3 June 2024||
|Treasurer:|P A Roberts|||
|Charity Number:|1194404|||
|Charity Address:|Aspire Housing Depot|||
||Brick Kiln Lane|||
||Parkhouse Industrial Estate West|||
||Newcastle|||
||ST5 7AS|||
|Bankers:|HSBC UK plc|||
||1 Centenary Square|||
||Birmingham|||
||B1 1HQ|||
||Co-operative Bank plc|||
||PO Box 250|||
||Skelmersdale|||
||WN8 6WT|||
|Independent Examiner:|Lifestyles Accountancy Limited|||
||Chartered Accountants|||
||39 Kirklees Road|||
||Southport|||
||PR8 4RB|||



18 

Page 1 of 12 



## NEWCASTLE STAFFS FOODBANK 

## TRUSTEES' REPORT 

## FOR THE YEAR ENDED 31 AUGUST 2024 

The trustees submit their annual report and financial statements for the year ended 31 August 2024. The financial statements follow the requirements of the revised Charities Statement of Recommended Practice (FRS 102) (second edition - October 2019) – Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019). 

## STRUCTURE, GOVERNANCE AND MANAGEMENT 

## Governing document 

The charity is a charitable incorporated organisation, registered on 10 May 2021 having transferred the activity and funds from the previously registered charitable trust, under the same name, with charity number 1150816. It is governed by its association rules registered on 10 May 2021 as amended on 6 March 2023 and 4 March 2024. 

## Recruitment and appointment of the trustees 

The board seeks to achieve a balance of skills and experience amongst the trustees. In order to maintain this, the board reviews its skill and experience mix each year and seeks to recruit new trustees as and when necessary. 

Appointment is made once an application for becoming a trustee is received by the charity and the board of current trustees have interviewed the candidate and voted. Usually the board is unanimous in its decision but if that were not the case then a majority vote would prevail. 

## Trustee induction and training 

The current board of trustees provide any new trustee with an overview of the timetable of board meetings, copies of the recent minutes of meetings, the recent reports and accounts and explains their general and specific responsibilities. 

Ongoing training is provided by the board of trustees as and when the need arises. 

## Risk management 

The trustees are aware of the major risks to which the charity is exposed to and have plans in place to mitigate these as far as possible. A full risk review is usually undertaken annually by the trustees to ensure that all known and potential risks are mitigated as effectively as possible. 

## Organisational structure 

Newcastle Staffs Foodbank is governed by its board of trustees that are responsible for the strategic direction and policy of the charity. The trustees also review performance on a monthly basis and discuss implementation of policy as and when required. 

The day to day responsibility for the provision of the services rests with the regular volunteers. The trustees are however responsible for ensuring that the charity delivers the services specified and that key performance indicators as set by the trustees are met. 

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## NEWCASTLE STAFFS FOODBANK 

## TRUSTEES' REPORT (continued) 

FOR THE YEAR ENDED 31 AUGUST 2024 

## OBJECTIVES AND ACTIVITIES 

## Objects of the charity 

The trustees have referred to the guidance contained in the Charity Commission's general guidance on public benefit when reviewing the charity's aims and objectives and in planning future activities. 

The objects of the charity are the prevention or relief of poverty in the borough of Newcastle-UnderLyme and surrounding areas in particular but not exclusively by providing emergency food supplies to individuals in need and/or charities, or other organisations working to prevent or relieve poverty. 

## ACHIEVEMENTS AND PERFORMANCE 

## Review and summary of the year 

Throughout the year the charity has continued to provide regular provision of food supplies to those in need through the generous time donated by volunteers. The trustees are very grateful to these volunteers and wishes to express their heartfelt gratitude to them. 

## FINANCIAL REVIEW 

## Review and summary of the year 

The charity had net incoming resources of £16,332 (2023 - £36,170) for the year. This has arisen generally due to the receiving of restricted grant monies that are to be used over more than the current year. 

## Principal funding sources 

The principal funding sources of the charity continue to be received from the very generous donors and grant funders that the charity is so very thankful to. 

## Reserves policy 

In order to maintain the day to day running of the charity the trustees have agreed that an amount of no less than 3 months running costs should be available in reserves at any one point in time. This amounts to an amount of around £45,000. 

In the year to 31 August 2024 the amount available in free reserves was £118,723 (2023 - £153,340). The trustees are continuing to expand on the valuable work that they undertake to help more and more in need which will continue to use the resources available to them. 

20 

Page 3 of 12 



## NEWCASTLE STAFFS FOODBANK 

## TRUSTEES' REPORT (continued) 

FOR THE YEAR ENDED 31 AUGUST 2024 

## PLANS FOR FUTURE PERIODS 

## General plans 

The charity will continue its current programme throughout the year and aims to attract more support both financially and voluntarily in providing emergency food supplies to individuals in need. 

## Plans in response to risk review 

The trustees continually monitor risk and implement policy as and when necessary to mitigate that risk as far as possible. Currently COVID-19 measures to reduce the spread of the virus have been implemented. 

## STATEMENT OF TRUSTEES' RESPONSIBILITIES 

Law applicable to charities in England and Wales requires the trustees to prepare financial statements for each financial year which give a true and fair view of the charity's financial activities during the period and of its financial position at the end of the year. In preparing those financial statements, the trustees are required to: 

- a. select suitable accounting policies and apply them consistently; 

- b. make judgements and estimates that are reasonable and prudent; 

- c. state whether applicable accounting standards and statements of recommended practice have been followed, subject to any departures disclosed and explained in the financial statements; 

- d. prepare the financial statements on a going concern basis unless it is inappropriate to presume that the charity will continue in operation. 

The trustees are responsible for keeping accounting records which 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. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. 

This report was approved by the board of trustees on …................. 20/10 2024 and signed on its behalf by: 

……………………………… Rev J J Beswick-Pallister - trustee 

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## NEWCASTLE STAFFS FOODBANK 

## INDEPENDENT EXAMINER'S REPORT TO THE TRUSTEES OF NEWCASTLE STAFFS FOODBANK 

## FOR THE YEAR ENDED 31 AUGUST 2024 

We report on the financial statements of the charity for the year ended 31 August 2024, which are set out on pages 6 to 12. 

## Respective responsibilities of trustees and examiner 

The charity's trustees are responsible for the preparation of the accounts. The charity’s trustees consider that an audit is not required for this year under section 144 of the Charities Act 2011 (the Charities Act) and that an independent examination is needed. 

It is our responsibility to: 

- (i) examine the accounts under section 145 of the Charities Act, 

- (ii) to follow the procedures laid down in the general Directions given by the Charity Commission (under section 145(5)(b) of the Charities Act, and 

- (iii) to state whether particular matters have come to our attention. 

## Basis of independent examiner's statement 

Our examination was carried out in accordance with general directions given by the Charity Commission. An examination includes a review of the accounting records kept by the charity and a comparison of the accounts presented with those records. It also includes consideration of any unusual items or disclosures in the accounts, and seeking explanations from the trustees concerning any such matters. The procedures undertaken do not provide all the evidence that would be required in an audit, and consequently no opinion is given as to whether the accounts present a ‘true and fair’ view and the report is limited to those matters set out in the statement below. 

## Independent examiner's statement 

In connection with our examination, no matter has come to our attention: 

- a) which gives us reasonable cause to believe that in, any material respect, the requirements: 

   - to keep accounting records in accordance with section 130 of the Charities Act; and 

   - - to prepare accounts which accord with the accounting records and comply with the accounting requirements of the Charities Act 

have not been met; or 

- b) to which, in our opinion, attention should be drawn in order to enable a proper understanding of the accounts to be reached. 

## Daniel Styles (Independent examiner) 

for and on behalf of Lifestyles Accountancy Limited 

16/09/2024 Dated: …...................... 

22 

Page 5 of 12 



## NEWCASTLE STAFFS FOODBANK 

## STATEMENT OF FINANCIAL ACTIVITIES 

## FOR THE YEAR ENDED 31 AUGUST 2024 

|Unrestricted<br>Restricted<br>Total<br>funds<br>funds<br>funds<br>2024<br>2024<br>2024<br>Notes<br>£<br>£<br>£<br>INCOMING RESOURCES<br>Incoming resources from generated funds:<br>Voluntary income:<br>Donations and gifts<br>2<br>44,517<br>-<br>44,517<br>Grants received<br>3<br>-<br>144,778<br>144,778<br>Investment income<br>4<br>1,004<br>-<br>1,004<br>Value of donated food received<br>180,995<br>-<br>180,995<br>TOTAL INCOMING RESOURCES<br>226,516<br>144,778<br>371,294<br>RESOURCES EXPENDED<br>Charitable activities<br>5<br>86,636<br>93,829<br>180,465<br>Value of donated food used<br>174,397<br>-<br>174,397<br>Governance costs<br>6<br>100<br>-<br>100<br>TOTAL RESOURCES EXPENDED<br>261,133<br>93,829<br>354,962<br>(34,617)<br>50,949<br>16,332<br>Fund balances at 1 September 2023<br>153,340<br>17,584<br>170,924<br>Fund balances at 31 August 2024<br>118,723<br>68,533<br>187,256<br>NET (OUTGOING) / INCOMING<br>RESOURCES FOR THE YEAR|Total<br>funds<br>2023<br>£<br>46,200<br>27,212<br>200<br>186,359<br>259,971<br>111,057<br>184,984<br>100<br>296,141<br>(36,170)<br>207,094<br>170,924|
|---|---|



The notes on pages 8 to 12 form part of these financial statements. 

Page 6 of 12 23 



## NEWCASTLE STAFFS FOODBANK 

## BALANCE SHEET 

## AS AT 31 AUGUST 2024 

|Notes<br>CURRENT ASSETS<br>Cash at bank and in hand<br>Gift aid tax debtor<br>Stocks<br>CURRENT LIABILITIES<br>Accruals<br>PAYE<br>Other creditors<br>NET CURRENT ASSETS<br>FUNDS<br>Restricted funds<br>Unrestricted funds<br>TOTAL FUNDS<br>Approved and signed on behalf of the board on …...........................<br>8<br>20/10/2024|Total<br>funds<br>2024<br>£<br>155,679<br>7,331<br>25,340<br>188,350<br>100<br>994<br>-<br>1,094<br>187,256<br>68,533<br>118,723<br>187,256<br>. by:|Total<br>funds<br>2023<br>£<br>153,358<br>-<br>18,743<br>172,101<br>100<br>914<br>163<br>1,177<br>170,924<br>17,584<br>153,340<br>170,924|
|---|---|---|



……………………………… Rev J J Beswick-Pallister - trustee 

The notes on pages 8 to 12 form part of these financial statements. **25 to 29** 1725 

24 

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## NEWCASTLE STAFFS FOODBANK 

NOTES TO THE FINANCIAL STATEMENTS 

FOR THE YEAR ENDED 31 AUGUST 2024 

## 1 ACCOUNTING POLICIES 

## a Basis of preparation 

The financial statements have been prepared in accordance with Financial Reporting Standard 102 (FRS 102) issued by the Financial Reporting Council and comply with the Statement of Recommendation Practice, “Accounting and Reporting by Charities”, effective from 1 January 2019. 

## b Fund accounting 

Unrestricted funds are funds which are available for use at the discretion of the trustees in furtherance of the general objectives of the charity and which have not been designated for other purposes. 

Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the charity for particular purposes. The cost of raising and administering such funds are charged against the specific fund. The aim and use of each restricted fund is set out in the notes to the financial statements where relevant. 

## c Incoming resources 

All incoming resources are included in the SOFA when the charity is legally entitled to the income and can be quantified with reasonable accuracy. For legacies, entitlement is the earlier of the charity being notified of an impending distribution or the legacy being received. No amounts are included in the financial statements for services donated by volunteers. 

Food and other goods dontated to the charity for distribution to those in need are valued on an average cost price per kilogram which is the most efficient method. Trussell Trust advise that this is most appropriately calculated as £1.75 per kilogram, increasing to £2.37 per kilogram with effect from 8 September 2022. 

## d Resources expended 

All expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to the category. Where costs cannot be directly attributed to particular headings they have been allocated to activities on a basis consistent with the use of the resources. 

Fund raising costs are those incurred in seeking voluntary contributions and do not include the costs of disseminating information in support of the charitable activities. Support costs are those costs incurred directly in support of expenditure on the objects of the charity and include project management costs. Management and administration costs are those incurred in connection with the administration of the charity and compliance with constitutional and statutory requirements. 

Food and other goods distributed to those in need are also valued on an average cost price per kilogram which is the most efficient method. Trussell Trust advise that this is most appropriately calculated as £1.75 per kilogram, increasing to £2.37 per kilogram with effect from 8 September 2022. 

Page 8 of 12 25 



## NEWCASTLE STAFFS FOODBANK 

## NOTES TO THE FINANCIAL STATEMENTS (continued) 

FOR THE YEAR ENDED 31 AUGUST 2024 

## 1 ACCOUNTING POLICIES (continued) 

- e Fixed assets and depreciation 

   - Tangible fixed assets costing more than £500 are capitalised and included at cost including and incidental expenses of acquisition. 

Depreciation is provided on all tangible fixed assets at rates calculated to write off the cost on a straight line basis over their expected useful economic lives as follows: 

Furniture and equipment - 20% reducing balance 

- f Stocks 

   - Food and other goods that have been dontated to the charity for distribution but held in storage as at the year end date are valued on an average cost price per kilogram which is the most efficient method. Trussell Trust advise that this is most appropriately calculated as £1.75 per kilogram, increasing to £2.37 per kilogram with effect from 8 September 2022. 

- 2 VOLUNTARY INCOME 

|Donations and gifts:<br>General donations<br>Gift aid collected<br>3<br>Grants received<br>GRANTS RECEIVED|Unrestricted<br>Restricted<br>Total<br>funds<br>funds<br>funds<br>2024<br>2024<br>2024<br>£<br>£<br>£<br>44,517<br>-<br>44,517<br>-<br>-<br>-<br>44,517<br>-<br>44,517<br>Unrestricted<br>Restricted<br>Total<br>funds<br>funds<br>funds<br>2024<br>2024<br>2024<br>£<br>£<br>£<br>-<br>144,778<br>144,778<br>-<br>144,778<br>144,778|Total<br>funds<br>2023<br>£<br>42,470<br>3,730<br>46,200<br>Total<br>funds<br>2023<br>£<br>27,212<br>27,212|
|---|---|---|



26 

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## NEWCASTLE STAFFS FOODBANK 

## NOTES TO THE FINANCIAL STATEMENTS (continued) 

FOR THE YEAR ENDED 31 AUGUST 2024 

## 4 INVESTMENT INCOME 

|Unrestricted<br>Restricted<br>Total<br>funds<br>funds<br>funds<br>2024<br>2024<br>2024<br>£<br>£<br>£<br>Bank interest<br>1,004<br>-<br>1,004<br>1,004<br>-<br>1,004<br>5<br>Unrestricted<br>Restricted<br>Total<br>funds<br>funds<br>funds<br>2024<br>2024<br>2024<br>£<br>£<br>£<br>Staff salaries<br>43,003<br>23,967<br>66,970<br>Staff pension costs<br>1,212<br>-<br>1,212<br>Staff training<br>-<br>-<br>-<br>Food and personal hygiene costs<br>33,886<br>8,413<br>42,299<br>Citizen Advice Bureau<br>-<br>45,000<br>45,000<br>Christmas care boxes<br>1,536<br>-<br>1,536<br>Warehouse rents<br>2,611<br>3,038<br>5,649<br>Computer costs<br>91<br>114<br>205<br>Telephone and internet costs<br>198<br>1,630<br>1,828<br>Furniture and equipment<br>301<br>6,473<br>6,774<br>Postage and stationery<br>186<br>237<br>423<br>Electricity, gas and water costs<br>1,317<br>778<br>2,095<br>Legal and professional fees<br>1,668<br>2,790<br>4,458<br>Insurance<br>-<br>953<br>953<br>Bank charges<br>46<br>-<br>46<br>Travel costs<br>356<br>82<br>438<br>Sundry costs<br>225<br>354<br>579<br>86,636<br>93,829<br>180,465<br>6<br>GOVERNANCE COSTS<br>Unrestricted<br>Restricted<br>Total<br>funds<br>funds<br>funds<br>2024<br>2024<br>2024<br>£<br>£<br>£<br>Independent examination<br>100<br>-<br>100<br>100<br>-<br>100<br>COSTS OF CHARITABLE ACTIVITIES|Total<br>funds<br>2023<br>£<br>200<br>200<br>Total<br>funds<br>2023<br>£<br>40,488<br>196<br>96<br>19,573<br>35,625<br>1,075<br>5,314<br>500<br>1,485<br>-<br>260<br>2,699<br>2,592<br>894<br>24<br>138<br>98<br>111,057<br>Total<br>funds<br>2023<br>£<br>100<br>100|
|---|---|



> Page 10 of 12 27 



## NEWCASTLE STAFFS FOODBANK 

## NOTES TO THE FINANCIAL STATEMENTS (continued) 

## FOR THE YEAR ENDED 31 AUGUST 2024 

## 7 EMPLOYEES 

The average monthly number of paid employees during the year was 4 (2023 - 4) and no employee earned over £60,000. 

|Total staff costs recognised in the year<br>Wages and salaries<br>Social security costs<br>Pension costs|2024<br>£<br>66,955<br>15<br>1,212<br>68,182|2023<br>£<br>40,488<br>-<br>196<br>40,684|
|---|---|---|



## 8 ANALYSIS OF FUNDS 

|Unrestricted funds:<br>Restricted funds:<br>Axia Apprenticeship Contract<br>Coop Community Fund<br>Croner Law<br>Keele University<br>Leek United Building Society<br>Neighbourly Ltd<br>NUL & Temple Congregation<br>The Community Foundation<br>Trussell Trust<br>Trussell Trust Tesco Top-up<br>Trussell Trust Financial Inclusion<br>Trussell Trust Local Orgainser<br>Trussell Trust Overheads<br>Trussell Trust Relocation Costs<br>Trussell Trust Warehouse Rent<br>Trussell Trust Winter Support<br>Warehouse Rent - Goodwin<br>Total funds:|Balance at<br>Incoming<br>Outgoing<br>1 Sep 23<br>Resources<br>Resources<br>£<br>£<br>£<br>145,665<br>226,516<br>261,133<br>-<br>500<br>-<br>-<br>2,145<br>2,145<br>2,790<br>-<br>2,790<br>646<br>2,100<br>646<br>-<br>3,000<br>-<br>16<br>-<br>16<br>-<br>405<br>405<br>352<br>-<br>352<br>3,331<br>7,995<br>7,992<br>137<br>4,229<br>4,366<br>9,375<br>57,713<br>45,000<br>-<br>28,218<br>15,479<br>-<br>10,522<br>5,391<br>-<br>10,620<br>7,086<br>-<br>7,331<br>1,224<br>937<br>-<br>937<br>-<br>10,000<br>-<br>17,584<br>144,778<br>93,829<br>163,249<br>371,294<br>354,962|Balance at<br>31 Aug 24<br>£<br>111,048<br>500<br>-<br>-<br>2,100<br>3,000<br>-<br>-<br>-<br>3,334<br>-<br>22,088<br>12,739<br>5,131<br>3,534<br>6,107<br>-<br>10,000<br>68,533<br>179,581|
|---|---|---|



All restricted funds are to be used for the purpose of furthering the charity objectives and are given to fund food costs, salaries and other sundry items as stated on receipt of the grants. 

Page 11 of 12 

28 



## NEWCASTLE STAFFS FOODBANK 

## NOTES TO THE FINANCIAL STATEMENTS (continued) 

FOR THE YEAR ENDED 31 AUGUST 2024 

## 9 ANALYSIS OF NET ASSETS BETWEEN FUNDS 

|Current assets<br>Current liabilities|Unrestricted<br>Restricted<br>funds<br>funds<br>£<br>£<br>119,817<br>68,533<br>(1,094)<br>-<br>118,723<br>68,533|Total<br>funds<br>£<br>188,350<br>(1,094)<br>187,256|
|---|---|---|



## 10 TRUSTEES REMUNERATION 

No trustee received any remuneration or re-imbursement of expenses during the year. 

29 

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## Appendix 5 

## Newcastle-Staffs Foodbank 

## Strategy Document 

Time period 

Our strategic plan is focused on the next 3 years, from 2021 to 2024, and will be reviewed annually in line with the Annual General Meeting. 

Context 

Our food bank is joining with the Trussell Trust to work towards the end of the need for food banks in the UK. 

88% of the public think that hunger is a problem in the UK.  After paying rent, people referred have on average £50 per week for all other essential costs like food, travel, clothing and bills.  We don’t think this is right – people should not need to use a food bank or other food support just to get through. 

Based in the borough of Newcastle-under-Lyme , Newcastle-Staffs Foodbank was established in 2012 and is now entering into its 10[th] year.  Since that first year, the number of people we have fed each year has fluctuated, but over the last 4 years we have seen an average year on year increase of 11%. 

Looking at our local community, there are a number of issues which can lead people to need the support of the Foodbank.  Whilst the number of pupils entitled to free school meals is slightly below the national average, it has been steadily rising over the last few years.  At the other end of the scale, we have a higher proportion of lone pensioners than other areas, often on low incomes.  We fall worse than average in many indicators of mental health including suicide rates and hospital admissions for intentional self harm.  For those in work, earnings are less than neighbouring areas as well as the rest of the UK and there are a number of areas of the borough that rank highly in the Index of Multiple Deprivation statistics. 

Pandemic consequences have swept more and more people into destitution, with an 89% increase in the need for emergency food comparing April 2019 to April 2020, and a 33% increase year on year according to the latest stats from Trussell Trust.  Whilst we have not seen that level of increase in Newcastle-under-Lyme, we are aware that in the coming months a number of factors will create a perfect storm for low income families - the removal of the support mechanisms put in place due to the pandemic, rising energy prices, rising food prices due to supply issues to name 3- and may well drive more people to our foodbank. 

Newcastle Staffs Foodbank Annual Report 2023-34, v1 

11 

30 



## Vision: 

Our vision is a Newcastle-under-Lyme borough without the need for our Foodbank. 

We want to work together with the Trussell Trust to create a more dignified, more compassionate, and more just society where everyone has enough money for the essentials. 

## Mission: 

Our mission is to distribute emergency food whilst working in partnership with other organisations to enable us to signpost effectively, giving people access to the help they need to address their underlying cause of crisis. 

Values: 

Newcastle-Staffs Foodbank is based on and guided by Christian principles, and our values provide a strong base for all that we do as we work towards achieving our vision: 

Compassion: We welcome all who come through our doors regardless of background and stand with them as they face crisis.  We will seek to help alleviate their crisis with a listening ear, prioritising their needs and concerns in the spirit of friendship. 

Justice: It is not right that anyone is facing hunger and poverty and we believe that everyone should have enough income to afford the essentials.  By working in collaboration with others, we want to help create a fairer society. 

Community: We want to work together with others to create a more just society for all, sharing the responsibility to support those in our local community who are not able to speak up for themselves. 

Dignity: We recognise the intrinsic value of each individual person.  We will always protect the privacy of those we help and put their wellbeing above everything else. 

## Strategic Goals 

Our food bank’s strategic goals are: 

- Changing Communities: We want to provide our community with a place where they can get the help they need to be able to afford the essentials. 

- Changing Policy: We want to make sure that people with lived experience of poverty are heard and that their evidence is used sensitively to push for solutions to tackle the issues they face. 

- Changing Minds: We want to encourage others to get involved with helping us campaign for better local provision and to increase understanding of poverty and what leads people to our foodbank. 

31 

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How are we going to move towards achieving these strategic goals? 

## Changing Communities 

## Ensuring that our foodbank is sustainable – in terms of finance, stock and manpower. 

- Succession planning – ensuring that our key roles have good succession plans, for example, what happens when the warehouse apprenticeship ends, what happens when a Trustee moves on, what happens when a key volunteer stops? 

- Funding – ensuring that  our fundraising is carried out with our strategic objectives in mind so that we target funding to enable us to move towards the end of the need for foodbanks.  This will be detailed in a regularly reviewed Funding Strategy. 

- Training – establishing a regular provision of training for volunteers – both in refresher training and new opportunities. 

## Looking at the wraparound support offered to clients. 

- Developing partnerships with agencies who can make informed decisions to refer clients, as well as offering them the additional support they need to.  Reviewing all existing agencies to improve the way people access the foodbank and make it available to all. 

- Establishing signposting pathways for clients to ensure they get the help they need and improving signposting provision in our centres. 

- Hosting services within our centres to give clients easy access to support. 

- Taking joint action with referral partners if required to meet gaps in provision. 

## Changing Policy 

## Looking at how clients voices can be heard. 

- Implement simple ways for clients to feedback on our service, and contribute to future service development. 

- Develop a plan of how to utilise client stories to change public perception on poverty within the local community, and to challenge policy makers. 

## Development of a Communications Strategy. 

- Planning of communications with all stakeholders including timing and frequency. 

- Using the communication plan to help define the ‘identity’ of Newcastle-Staffs Foodbank. 

- Using the communication plan to engage with alternative food aid providers and communicate the strategic vision of the foodbank. 

32 

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Changing Minds 

## Engaging with our volunteers as the starting point for building momentum in our local area. 

- Working with our volunteers to shift the emphasis from food provision to ending the need for foodbanks. 

- Using the Assemble Volunteer Management system to make recruitment easier and to improve communication. 

- Using the Peakon Survey tool to regularly get feedback from volunteers and involve them in future service development. 

## Increasing understanding of the drivers of food poverty. 

- Local statistics shared with MP and councillors on a regular basis. 

- Being part of Trussell Trust's campaigner team and encouraging others to get involved in Trussell Trust campaigns. 

- Increasing church support and connection. 

- Improving school liaison to raise awareness and understanding. 

33 

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