## Annual Report for 2025 Newcastle-Staffs Foodbank CIO Part of the Trussell Network of Foodbanks Registered Charity Number: 1194404 ## Summary As part of the Trussell network of foodbanks, Newcastle-Staffs Foodbank is run in partnership with a number of churches and other organisations across Newcastle Borough. The Foodbank continues to serve those in crisis in the Borough and the surrounding area, providing food for over 73,300 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 dignified, more compassionate, and more just society where everyone has enough money to buy the essentials. ## The Present This report covers the period from 1[st] September 2024 to 31[st] August 2025. During this time, Newcastle Staffs Foodbank: - Provided 3 days of food to 5820 adults and 3088 children (6168 adults / 3241 children in year to 31[st] August 2024) - Received 69,199 Kgs of food (76,401 Kgs in year to 31[st] August 2024) - 26% of food received was purchased by the foodbank at a cost of £40,000 (£43,000 in year to 31[st] August 2024) - Had 147 agencies registered to issue Foodbank vouchers (136 registered in year to 31[st] August 2024) At our midpoint in the year, March 2025, we fed 675 people (455 adults and 220 children) compared to 728 people (473 adults and 255 children) in March 2024. ## The Future Our Strategic Plan is currently being developed in line with the Trussell strategy which was launched on the 1[st] October 2025. As part of the Trussell network of foodbanks we are working to end the need for food banks in the UK. Our 2022-2024 plan is included as part of this report, along with a brief summary of Trussell’s new strategy. 1 ## Chair’s Report — Our foodbank is a place where we often meet people at crisis point a long way from the “full life” we all hope for. Some of the stories we hear are heart-breaking, yet so many are deeply encouraging. Time and again, we see that a — listening ear, a friendly face, and a bag of food can do far more than meet immediate need they can mark a real turning point. This work asks a lot from all of us — our time, sometimes money, always energy and hearts. It can be demanding and sometimes costly. And yet, there’s a strange truth we see every day: when we share in the needs of others, we don’t become poorer — we become richer. Giving doesn’t make life smaller; it makes it fuller. As a Christian, I see this as reflecting Jesus’ words — that he came to bring “life in all its fullness” (John 10:10), and that he came “not to be served, but to serve” (Mark 10:45). But this isn’t just a Christian truth — it’s a human one. We all know that life is better, deeper, and more meaningful when we look after one another. This past year we’ve kept doing what we do best: welcoming anyone who walks through the door with calm, care, and a cup of tea. We’ve made sure people don’t go hungry, offered advice to help tackle the roots of financial hardship, and signposted to other services where needed. And we’ve raised our voices for change — because emergency food shouldn’t be a way of life. Behind the scenes, we’ve also been building for the future. We’ve worked towards a long-term funding plan so our partnership with Citizens Advice can continue. We’ve taken on another apprentice, helping him gain skills and confidence for a sustainable career. We’ve reconfigured our local organiser’s role to include fundraising, ensuring we stay financially strong while addressing the causes of crisis. And we’ve decided to appoint an operations manager to match the needs of our growing work. Of course, it hasn’t all been easy. The pressure has sometimes been heavy on staff, volunteers, and trustees. We’ve faced tough moments and sad goodbyes, and we haven’t always been sure how we’d keep going. But through it all, we’ve tried to act with care, honesty, and a commitment to do what’s best for everyone involved. — So this is really a long way of saying thank you to every volunteer, staff member, trustee, donor, and partner. Your time, your care, and your persistence have made an enormous difference. I know this work comes at a cost. I hope the satisfaction and sense of purpose outweigh it — but if ever it doesn’t, please speak up. We need to look after one another, just as we look after those who come to us. Together, we’re doing something good — something that changes lives. Maybe even changes the world, one parcel and one person at a time. Thank you. ## Rev’d John Beswick Pallister – Chair of Trustees for Newcastle-Staffs Foodbank 2 ## Project Lead Report Looking back on another year of helping people who can’t afford the essentials, it would be easy to just fall into despair – how is this going to end, how can we say that our vision is to end the need for foodbanks when it seems almost impossible? But instead, I have hope. A hope that things can change for the better as a result of the work we are doing. The tablecloth activity that we held last summer provided stories of Hardship and Hope. These were collected by Trussell into a “Hardship Times” which Mandy and myself helped to launch in Westminster on a cold day in November last year We saw changes in the summer as a result of our participation in a parliamentary lobby day, where hundreds of foodbank staff and volunteers from across the Trussell network travelled to London and went to Westminster to meet with their MPs. The temperature was the opposite extreme! It was so encouraging to stand in Westminster Hall talking to all of our local MPs about the people that we meet each day, knowing that similar conversations were going on all around us. The following day the government decided to slow the changes to benefits and opt for further consultation on the impact of those changes. My greatest privilege is being able to give our clients a voice. 3 It is not right that people need support from a charity to put food on the table, and we are continuing to partner with Trussell as we work together to end the need for foodbanks. Trussell’s new strategy looks to do just that – creating and continuing to develop partnerships, recognising that no one organisation can change things, but that by working collaboratively we can create a noise loud enough to cause the decision makers to sit up and listen. In the meantime, our mighty army of volunteers supported by our paid staff continue to make sure that food is on the table for those households. Some of those volunteers have been with us for years now, indeed some have been with us from the very beginning. What extraordinary commitment! Together we have shown compassion to the most vulnerable amongst us when often they have been met with indifference. Together we have treated people with dignity as we have provided that warm welcome in our centres, offering the all-important cup of tea and a listening ear. Together we have continued to serve our community and campaigned for change. Together we continue to call for justice in our society so that no-one has to face hardship and hunger. How do we keep going? Well, when we get emails like the one below we can see what a warm welcome and a food parcel means to someone who has taken that first step to ask for help: ## Good afternoon, I picked a food parcel up this afternoon, I just wanted to say how grateful we all are. I was in a bit of a fluster frame of mind earlier when I came in, it was lovely to also meet everyone and you were all so nice. If there is in any way I can give back, please let me know. It’s amazing what you do for families, sometimes it’s difficult to accept it. Especially when certain circumstances can be the ‘norm’ and making that change and working towards something better can be nerve wrecking and that all involves accepting the help and not being afraid of it. Is there a specific time of year food has to be bought in, or is it all year around? When we’re back up I’ll be more than happy to give back. Thank you again I have the wonderful privilege of meeting 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 motivation anyone could ask for! Being able to build trust as a result of the warm welcome that people receive in our centres is slowly but surely leading to transformed lives. Finally, an enormous thank you to all of you taking the time to read this report. You are demonstrating an interest in what we do, and we are extremely grateful for that. Whether you support us with your time as a volunteer, your money (either directly or by making donations of food), by praying for our work, or even by simply sharing our social media or reading our newsletter, please be convinced that the work of Newcastle-Staffs Foodbank could not continue without you. The commitment and dedication of our volunteers who turn up week in, week out, in all weathers and even over the Christmas period to serve our community is incredibly humbling - lifting the burden from someone’s shoulders as they listen and provide the meal on the table that seemed so impossible when they came in. Our message has to be that it’s OK to ask for help. Our call for justice says that things need to change, but holding to our value of compassion means that we will keep feeding people until that change happens. Thank you so much for your continued 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-Staffs Foodbank 4 ## Update on our Strategic Plan Our Strategic Plan for 2022-2024 is included as Appendix 5 and has served us well to direct the work of the Foodbank and ensure that we are always working to prevent people from needing a foodbank because they cannot afford the essentials. We are currently developing our next 5 year plan to sit in line with Trussell’s new strategy. Our Project Lead Jane has this year been part of a strategy consultation group with Trussell. Below is a brief outline of Trussell’s strategy for the next 5 years: The vision across the Trussell community remains the same – a UK without the need for food banks. The new strategy is an evolution rather than a revolution; just as the shared vision remains the same, so do the mission, values, and rooting in Christian principles. Trussell has consulted widely to develop its priorities for the next five years to help everyone work towards that vision. And it has drawn on the learnings from the past five years, to identify the aspects of the work to lean in to, as well as where everyone can have the biggest impact. Together for change: Ending hunger together is the plan for how the Trussell community will: - provide a warm welcome, advice and emergency food for people facing hunger and hardship today - work together with others to amplify change across society - build a future where no one needs a food bank. This strategy provides a shared framework within which food banks like ours can develop local plans of action, and access support to achieve these goals. 5 ## Annual Report for 2024-25 Foodbanks provide emergency food, collected from the local community, to local people in crisis. The details of how our Foodbank operation 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 national 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 Collections 6 supermarket collections were held during the year (national collection events at Tesco Kidsgrove and Trent Vale in November 2024, along with additional collections at Tesco Kidsgrove in April 2025, and at Tesco Trent Vale in May 2025). We would like to thank the staff at Tesco for their co-operation on collection days. As part of a national agreement with the Trussell Trust, Tesco support their collections 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 collection point – Tesco, Sainsbury’s, Co-op and Morrison’s. This support from supermarkets makes a big difference to our stock levels, and we are very grateful to each store and for the volunteers who empty the collection bins on a regular basis. In addition to supermarket support, the Foodbank has a well-established network of food collection points in churches, schools, shops and businesses, and we also receive regular donations from members of the public into our distribution centres during opening times. We are extremely grateful for this continuous support despite the continued challenges with the cost of living. Furthermore, a significant contribution was made to our stocks from various harvest collections, and collections for Christmas and Easter which added an additional 12,813 tonnes to our stock for this year (11.02 tonnes in year to 31[st] August 2024). We are continuing to purchase food to bridge the gap between donations and need to ensure that our food parcels are nutritionally balanced. We benefit from a Trussell partnership with Morrisons Wholesale, allowing online bulk orders and delivery to the door of the warehouse. We also have linked with another foodbank in the Trussell network who have negotiated lower prices direct with suppliers for a number of key items which we can order by the half pallet or full pallet load. ## Food Distribution The need for Foodbank services across the country continues to stay at unacceptable levels. Trussell reported 2.9 – million emergency parcels given to people in crisis by the Foodbank network in the year to March 2025 the equivalent of 1 parcel every 11 seconds. Despite lower local figures compared to the previous year, Newcastle-under-Lyme borough has seen persistently high levels of food bank need in recent years, with a sharp 113% rise compared with 2019/20. A total of 3984 vouchers (4212 in year to 31[st] August 2024) were fulfilled in the year 1[st] September 2024 to 31[st] August 2025, providing 3 days of food to 5820 adults and 3088 children (6168 adults / 3241 children in year to 31[st] August 2024). 68,992 Kgs was given out at our centres when fulfilling vouchers, and at 0.42 Kgs per meal this represents around 164,267 meals supplied to local people in crisis. In addition to fulfilling vouchers, during the same period we have also passed on 2,909 Kgs of surplus stock to other organisations - at 0.42 Kgs per meal this equates to around 6,926 additional meals we have provided on top of those given directly to clients through the voucher system. This is a total of 171,193 meals provided for those in our community who do not have enough money for the essentials. – 66 organisations 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 operation across the Borough in the following locations: Chesterton (Chesterton Elim Church), Clayton (St Luke’s Methodist Church), Knutton (Cornerstone (Home Start)), Kidsgrove (St Thomas’ Church), Madeley 6 (All Saints Church), and Newcastle town centre (Newcastle Congregational Church). These centres are open at different times throughout the week and aim to offer clients a warm welcome - one that stands apart from many of the statutory organisations that they come into contact with. Clients can get a cup of tea, time to chat, and are signposted to other support. Our Financial Inclusion project, fully funded until May 2026 by a grant from Trussell, has now been operating for 36 months. We are working in partnership with Citizens Advice to offer 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 footfall needed to make it cost-effective 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 actively encourage clients to engage with the service. The RSPCA provides cat and dog food each month that we can pass on to clients, and we can also refer people to the – RSPCA for help with vets bills this partnership ensures that people are supported to keep their pets, something which the RSPCA sees as important for their emotional wellbeing. We also have a partnership with Mind, providing clients with an easier referral route for much needed mental health support. ## Volunteers Newcastle-Staffs Foodbank is an organisation supported by an amazing army of volunteers, with around 70 volunteers offering their time and energy on a regular basis, going above and beyond to make sure that the experience that our clients get is a positive one. Our emphasis in our centres is on providing a warm welcome, often more important than the food parcel. Our volunteers have contributed around 9,000 hours over the year to help run foodbank sessions in our centres or working 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 prospective volunteers. There are a variety of skills required and different opportunities available, depending on the time commitment that people can make, and we particularly need help behind the scenes rather than in our foodbank centres. ## Supporters We continue to be encouraged by the level of support that the Foodbank receives, financially and in kind, both from churches directly involved in the day-to-day operation and from those outside the Foodbank organisation. Despite the continuing rises in the cost of living we have seen donations maintained at similar levels to the previous year. We are so thankful to our partners who continue to allow us to use their premises for our foodbank centres at minimal or no cost. We continue to see great benefit from our move to Brock Way, bringing all out stock together in one place and providing office space for the wider operation. ## Governance Newcastle-Staffs Foodbank is an independent organisation but is also part of a national 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 operating procedures, a strong ‘brand’ identity, and evaluation and inspection of our operation. The Newcastle-Staffs Foodbank was granted formal charity status on 14[th] February 2013. In October 2021 the charity changed status to become a Charitable Incorporated Organisation. The Board of Trustees currently has 6 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 committed to ensuring that the Foodbank meets all of our obligations, reviewing all our policies on an annual basis and ensuring that all volunteers are aware of them. 7 ## Treasurer’s Report It has been another difficult year for the foodbank with the number of residents in our community requiring the services and the continued generosity of everybody involved. The Newcastle Staffs Foodbank CIO has completed its thirteenth year serving the community. As at 31 August 2025 there was £22,834 in the current account and £11,4805 held in the deposit account. The balance of the current account has reduced by £64,735 from August 2025 and the balance of the deposit account has risen by 46774. Included in the deposit account £17,998 cash reserve. This was set up this year to try and increase the amount of interest received. These funds are to be used in the general running costs. The Bankuet account remains at £78.00 as there has been no activity in last twelve months. The Interest received was £1,534. Total grants received was £137,788 for restricted funds (that is funds for specific purposes which are held separately from the general fund). From the various fundraising platforms the donation received were £3,334 from Charities aid Foundation (CAF), Crowdfunder £85, Stewardship £3,450, UK Online Giving- Benevity £858, Give as you Live £180. We Received £29,224 from other donation of which £18,028 was from Friends of the Foodbank. We thank all of our donors for their generosity and continued support. There were six members of staff employed and salaries have increased over the last year to £72,590, of which £30,635 was covered by grants held on deposit. The overall running costs have increased with the move to the new warehouse and office in Knutton. Some of these costs have been covered by a grant. The financial inclusion project run by CAB has decreased a little with funds covered by a grant. The Food and Hygiene expenditure has reduced by £1,550 over the last twelve months, having the capacity at the warehouse to store all the stock in one place and being able to purchase in quantity at a lower price. This next year is going a difficult year with the announcement of the energy cap is to increase again during the winter time. This is going to a strain on the community members and the resources to help. Many thanks to Daniel Styles of Lifestyle Accountancy Limited as our Accountant/Auditor for producing the final account and report for the Charity Commission ## Paul Roberts – Trustee and Treasurer fro Newcastle Staffs Foodbank Our full end of year accounts can be found at the end of this report. 8 ## Finance Headlines We have been working with a funding consultant over the last few months (funded by Trussell) to develop a fundraising strategy for the next 3 years. As part of that work we have developed a budget forecast which can be seen below: **----- Start of picture text -----**
Newcastle Staffs Foodbank
Annual Budget
Restricted Funds Unrestricted Funds Total
Income
Donations £405 £47,187 £47,592 25%
Gift Aid £7,331 £7,331 4%
Other Income Keele University £2,100 £2,100 1%
Grants Strategic Facilities £7,331 £7,331
Financial Inclusion £55,950 £8,393 £64,343
OLM £28,876 £3,908 £32,784 70%
Sustainability £15,878 £15,878
Tesco Top-Up £4,000 £4,000
Other (3 grants) £10,000 £10,000
Total Income £118,439 £72,919 £191,358 100%
62% 38%
Expenditure
FI Project Costs £56,055 £56,055
Campaign Costs £2,160 £2,160
Overhead Costs £8,001 £56,375 £64,376
Salary Costs £29,448 £58,550 £87,998
Total Expenditure £210,589
Surplus / Deficit £(19,231)
**----- End of picture text -----**
At the moment, we are benefiting from reserves which were built up during the pandemic, but in the coming year we need to address the budget deficit which we will be doing in a number of key ways, including: - Developing our case for support for grant applications and corporate sponsorship - Working with Citizens Advice (who are taking a lead) in securing external funding for our Financial Inclusion Project - Improving stewardship practices and building better relationships with our donors - Relaunching our “Friends of Foodbank” scheme to recruit regular standing order givers, providing a stable income - Introducing a “Sponsor a Shelf” scheme to recruit corporate support for food supplies 9 ## 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. ## Appendix 2 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 31[st] August 2025, 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 10 Appendix 3 ## 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. 11 Our vision is a Newcastle-under-Lyme borough without the need for our Foodbank. ## Vision: 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. 12 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. ## 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. 13 Charity registration number: 1194404 ## NEWCASTLE STAFFS FOODBANK FINANCIAL STATEMENTS AND TRUSTEES REPORT FOR THE YEAR ENDED 31 AUGUST 2025 https://newcastlestaffs.foodbank.org.uk/ ## NEWCASTLE STAFFS FOODBANK ## INDEX TO THE FINANCIAL STATEMENTS ## FOR THE YEAR ENDED 31 AUGUST 2025 ||Page| |---|---| |Legal and administrative information|1| |Trustees' report|2 - 4| |Independent examiner's report|5| |Statement of financial activities|6| |Balance sheet|7| |Notes to the financial statements|8 - 12| |The following page does not form part of the statutory financial|statements:| |Summary income and expenditure account(excl. donated foodstocks)|13| ## NEWCASTLE STAFFS FOODBANK ## LEGAL AND ADMINISTRATIVE INFORMATION ## FOR THE YEAR ENDED 31 AUGUST 2025 |Trustees:|Rev J J Beswick-Pallister (Chair)|Rev J J Beswick-Pallister (Chair)| |---|---|---| ||S H Bloomfield|| ||N J Booth|- appointed 13 February 2025| ||A S Jones|| ||M C Padmos|| ||P A Roberts|| |Treasurer:|P A Roberts|| |Charity Number:|1194404|| |Charity Address:|Unit 18|| ||Brock Way|| ||Newcastle|| ||Staffordshire|| ||ST5 6AZ|| |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|| Page 1 of 13 ## NEWCASTLE STAFFS FOODBANK TRUSTEES' REPORT ## FOR THE YEAR ENDED 31 AUGUST 2025 The trustees submit their annual report and financial statements for the year ended 31 August 2025. 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. Page 2 of 13 ## NEWCASTLE STAFFS FOODBANK TRUSTEES' REPORT (continued) FOR THE YEAR ENDED 31 AUGUST 2025 ## 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 expenditure of £17,814 (2024 - net income of £16,332) for the year. This has arisen generally due to the spending of restricted grant monies that were recieved in the prior 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 2025 the amount available in free unrestricted reserves was £72,887 (2024 - £118,723). 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. Page 3 of 13 ## NEWCASTLE STAFFS FOODBANK ## TRUSTEES' REPORT (continued) ## FOR THE YEAR ENDED 31 AUGUST 2025 ## 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 any risk as far as possible. ## 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 …................. 12th October 2025 and signed on its behalf by: John Beswick Pallister ……………………………… ## Rev J J Beswick-Pallister - trustee Page 4 of 13 ## NEWCASTLE STAFFS FOODBANK ## INDEPENDENT EXAMINER'S REPORT TO THE TRUSTEES OF NEWCASTLE STAFFS FOODBANK ## FOR THE YEAR ENDED 31 AUGUST 2025 We report on the financial statements of the charity for the year ended 31 August 2025, 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. Dated: …...................... 26th September 2025 Daniel Styles (Independent examiner) for and on behalf of Lifestyles Accountancy Limited Page 5 of 13 ## NEWCASTLE STAFFS FOODBANK ## STATEMENT OF FINANCIAL ACTIVITIES ## FOR THE YEAR ENDED 31 AUGUST 2025 **----- Start of picture text -----**
Unrestricted Restricted Total Total
funds funds funds funds
2025 2025 2025 2024
Notes £ £ £ £
INCOME
Income from generated funds:
Voluntary income:
Donations and gifts 2 38,584 - 38,584 44,517
Grants received 3 - 137,788 137,788 144,778
Investment income 4 1,534 - 1,534 1,004
Value of donated food received 191,682 - 191,682 180,995
TOTAL INCOME 231,800 137,788 369,588 371,294
EXPENDITURE
Charitable activities 5 82,646 109,766 192,412 180,465
Value of donated food used 194,890 - 194,890 174,397
Governance costs 6 100 - 100 100
TOTAL EXPENDITURE 277,636 109,766 387,402 354,962
NET (EXPENDITURE) / INCOME
FOR THE YEAR (45,836) 28,022 (17,814) 16,332
Fund balances at 1 September 2024 118,723 68,533 187,256 170,924
Fund balances at 31 August 2025 72,887 96,555 169,442 187,256
**----- End of picture text -----**
The notes on pages 8 to 12 form part of these financial statements. Page 6 of 13 ## NEWCASTLE STAFFS FOODBANK ## BALANCE SHEET ## AS AT 31 AUGUST 2025 **----- Start of picture text -----**
Total Total
funds funds
2025 2024
Notes £ £
CURRENT ASSETS
Cash at bank and in hand 137,720 155,679
Gift aid tax debtor 10,787 7,331
Stocks 22,131 25,340
170,638 188,350
CURRENT LIABILITIES
Accruals 100 100
PAYE 1,096 994
Other creditors - -
1,196 1,094
NET CURRENT ASSETS 169,442 187,256
FUNDS
Restricted funds 96,555 68,533
8
Unrestricted funds 72,887 118,723
TOTAL FUNDS 169,442 187,256
Approved and signed on behalf of the board on …............................ 2025 by: 12th October
**----- End of picture text -----**
John Beswick Pallister ……………………………… Rev J J Beswick-Pallister - trustee The notes on pages 8 to 12 form part of these financial statements. Page 7 of 13 ## NEWCASTLE STAFFS FOODBANK NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2025 ## 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 Income All income is 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 £2.77 per kilogram, which increased from £2.37 per kilogram in November 2024. ## d Expenditure 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 £2.77 per kilogram, which increased from £2.37 per kilogram in November 2024. Page 8 of 13 ## NEWCASTLE STAFFS FOODBANK ## NOTES TO THE FINANCIAL STATEMENTS (continued) ## FOR THE YEAR ENDED 31 AUGUST 2025 ## 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 £2.77 per kilogram, which increased from £2.37 per kilogram in November 2024. ## 2 VOLUNTARY INCOME |Donations and gifts:
General donations
3
Grants received
GRANTS RECEIVED|Unrestricted
Restricted
Total
funds
funds
funds
2025
2025
2025
£
£
£
38,584
-
38,584
38,584
-
38,584
Unrestricted
Restricted
Total
funds
funds
funds
2025
2025
2025
£
£
£
-
137,788
137,788
-
137,788
137,788|Total
funds
2024
£
44,517
44,517
Total
funds
2024
£
144,778
144,778| |---|---|---| Page 9 of 13 ## NEWCASTLE STAFFS FOODBANK ## NOTES TO THE FINANCIAL STATEMENTS (continued) ## FOR THE YEAR ENDED 31 AUGUST 2025 **----- Start of picture text -----**
4 INVESTMENT INCOME
Unrestricted Restricted Total Total
funds funds funds funds
2025 2025 2025 2024
£ £ £ £
Bank interest 1,534 - 1,534 1,004
-
1,534 1,534 1,004
5 COSTS OF CHARITABLE ACTIVITIES
Unrestricted Restricted Total Total
funds funds funds funds
2025 2025 2025 2024
£ £ £ £
Staff salaries 39,020 32,336 71,356 66,970
-
Staff pension costs 1,234 1,234 1,212
Food and personal hygiene costs 24,047 16,699 40,746 42,299
Citizen Advice Bureau - 44,805 44,805 45,000
Christmas care boxes 1,622 - 1,622 1,536
Warehouse rents 8,117 7,421 15,538 5,649
Computer costs 890 419 1,309 205
Telephone and internet costs 1,097 912 2,009 1,828
Furniture and equipment 67 579 646 6,774
Postage and stationery 275 315 590 423
Electricity, gas and water costs 1,711 1,273 2,984 2,095
- - -
Legal and professional fees 4,458
-
Fundraising fees 1,619 2,388 4,007
Insurance 971 - 971 953
Bank charges - - - 46
Travel costs 429 1,014 1,443 438
Sundry costs 1,547 1,605 3,152 579
82,646 109,766 192,412 180,465
6 GOVERNANCE COSTS
Unrestricted Restricted Total Total
funds funds funds funds
2025 2025 2025 2024
£ £ £ £
Independent examination 100 - 100 100
100 - 100 100
**----- End of picture text -----**
Page 10 of 13 ## NEWCASTLE STAFFS FOODBANK ## NOTES TO THE FINANCIAL STATEMENTS (continued) ## FOR THE YEAR ENDED 31 AUGUST 2025 ## 7 EMPLOYEES The average monthly number of paid employees during the year was 4 (2024 - 4) and no employee earned over £60,000. |Total staff costs recognised in the year
Wages and salaries
Social security costs
Pension costs
8
ANALYSIS OF FUNDS
Balance at
Incoming
1 Sep 24
Resources
£
£
Unrestricted funds:
118,723
231,800
Restricted funds:
68,533
137,788
Total funds:
187,256
369,588|2025
£
71,371
(15)
1,234
72,590
Outgoing
Resources
£
277,636
109,766
387,402|2024
£
66,955
15
1,212
68,182
Balance at
31 Aug 25
£
72,887
96,555
169,442| |---|---|---| Restricted funds above represent a number of grants that have been received in the year and are to be used for the purpose of furthering the charity objectives. They are used to fund food costs, salaries and other sundry items as stated on receipt of each individual grant. ## 9 ANALYSIS OF NET ASSETS BETWEEN FUNDS |Current assets
Current liabilities|Unrestricted
Restricted
funds
funds
£
£
74,083
96,555
(1,196)
-
72,887
96,555|Total
funds
£
170,638
(1,196)
169,442| |---|---|---| Page 11 of 13 ## NEWCASTLE STAFFS FOODBANK NOTES TO THE FINANCIAL STATEMENTS (continued) FOR THE YEAR ENDED 31 AUGUST 2025 ## 10 TRUSTEES REMUNERATION No trustee received any remuneration or re-imbursement of expenses during the year. ## 11 RELATED PARTY TRANSACTIONS There were no known disclosable related party transactions that took place during the year (2024 - none). Page 12 of 13 ## NEWCASTLE STAFFS FOODBANK ## SUMMARY INCOME AND EXPENDITURE ACCOUNT (EXCL. DONATED FOODSTOCKS) ## FOR THE YEAR ENDED 31 AUGUST 2025 **----- Start of picture text -----**
2025 2024
£ £ £ £
INCOME:
General donations 38,584 44,517
Grants received 137,788 144,778
Bank interest 1,534 1,004
177,906 190,299
EXPENDITURE:
Staff salaries 71,356 66,970
Staff pension costs 1,234 1,212
Food and personal hygiene costs 40,746 42,299
Citizen Advice Bureau 44,805 45,000
Christmas care boxes 1,622 1,536
Warehouse rents 15,538 5,649
Computer costs 1,309 205
Telephone and internet costs 2,009 1,828
Furniture and equipment 646 6,774
Postage and stationery 590 423
Electricity, gas and water costs 2,984 2,095
-
Legal and professional fees 4,458
-
Fundraising fees 4,007
Insurance 971 953
Bank charges - 46
Travel costs 1,443 438
Sundry costs 3,152 579
Independent examination 100 100
192,512 180,565
NET OPERATING (EXPENDITURE) / INCOME: (14,606) 9,734
**----- End of picture text -----**
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