## **Trustees’ Annual Report for the period** **From 1[st] January 2024 to 31[st] December 2024** **Charity name: National Youth Folk Troupe of England** **Charity registration number: 1203573** ## **Objectives and Activities** **----- Start of picture text -----**
SORP reference
Summary of the purposes of Para 1.17 1) To advance, improve, develop and
the charity as set out in its maintain public education in, and
governing document appreciation of, the art of traditional
English dance forms, folk music and folk
songs and the culture, history and
traditions that accompany such topics
through the presentation of public events
and performances, workshops and
educational activities.
2) To advance the education of young
people in English folk dances, music and
songs.
Summary of the main Para 1.17 and NYFTE performing members participated in
1.19
activities in relation to those internal / external training events, public
purposes for the public performances and represented the charity at
benefit, in particular, the the following events during 2024:
activities, projects or  The Cause training weekend (February
services identified in the 2024)
accounts.  EFDSS Folk Educators Day, London
(March 2024)
 Dancing England Rapper Tournament
(April 2024)
 Denstone training week (April 2024)
 Chippenham Folk Festival (May 2024)
 Masham English Country Music
Weekend (EMCW - June 2024)
 Sidmouth Folk Festival (August 2024)
 Bristol Weekend (September 2024)
 Open Rapper Workshop (November
2024
 One day Rapper workshop (December
2024)
Details of these activities are included in the
achievements and performance section
Statement confirming Para 1.18 In shaping our objectives for the year and
whether the trustees have planning and reviewing our activities, the
had regard to the guidance trustees have considered the Charity
issued by the Charity Commission’s guidance on public benefit,
Commission on public including the guidance ‘public benefit:
’
benefit running a charity (PB2) .
**----- End of picture text -----**
## **Additional information (optional)** You may choose to include further statements where relevant about: SORP reference |**Additional information (optional)**
You may choose to include further statements where relevant about:|**Additional information (optional)**
You may choose to include further statements where relevant about:|**Additional information (optional)**
You may choose to include further statements where relevant about:| |---|---|---| |SORP reference||| |Policy on grant making|Para 1.38|The charity does not provide grants to other
organisations.
To ensure that those struggling financially
are not excluded from the benefit of the
charity’s
activities,
NYFTE
provided
financial support such as assistance with
expenses where required.| |Policy on social investment
including program related
investment|Para 1.38|The charity is not involved in social
investment.| |Contribution made by
volunteers|Para 1.38|During the reporting period all NYFTE
activities were performed by volunteers,
who received no more than remuneration for
expenses. This includes (but is not limited
to) the activities of the Artistic and Technical
Directors, the pastoral team, the costume
team and the specialist tutors. Parents and
guardians provide a significant amount of
voluntary support in the form of transport for
performing members, plus stewarding and
other general activities at events.| ## **Achievements and Performance** **----- Start of picture text -----**
SORP reference
**----- End of picture text -----**
|**Achievements and Performance**|**Achievements and Performance**|**Achievements and Performance**| |---|---|---| |SORP reference||| |||| |Summary of the main
achievements of the
charity, identifying the
difference the charity’s work
has made to the
circumstances of its
beneficiaries and any wider
benefits to society as a
whole.|Para 1.20|**Educating NYFTE performing members**
The team had 38 performing members during
2024. The team carried out multiple training
activities during the year to integrate new
performing members into the team, develop
skills, introduce new repertoire and maintain
the high standards of performance we aim to
achieve in our public appearances. Primary
training events included

The weekend at The Cause,
Chippenham
in
February
2024,
where potential new members were
introduced to the way the team works,
and the repertoire for the year was
considered.

The intensive residential week at
Denstone College, where the team
developed
and
practiced
performances for the year. This
enabled individuals to acquire new
skills and develop existing ones: as
the older
team members
leave,| |younger members progress to fill the| |---| |gaps.| |The 2024 repertoire consisted of a mix of| |previously performed traditional dances,| |music and song, and fresh pieces so that the| |team are constantly expanding their range.| |New items introduced included:| |
Lactodorum, a Border Morris dance.| |
Hal An Tow as a Song, social dance and| |Cotswold Morris combination.| |
A reworking of existing dance the New| |Collaboration Molly| |
New clog routines.| |
Reintroduction of songs from the back| |catalogue (Heysham Pace Egging and| |South Australia).| |In addition to the traditional dance tuition| |provided, musicianship and singing skills| |were
developed
in
every
area
of| |performance. This included playing and| |singing as duets, small groups and whole| |NYFTE ensembles, as well as playing /| |singing for dancing and playing as a ceilidh| |band. Novel arrangements composed by| |team members were actively encouraged.| |We endeavoured to include all musicians| |wherever
possible.
The
increased| |enthusiasm for playing music to accompany| |dancing was tangible and encouraging.| |One single day training session was held for| |those performing members wishing to| |specialise in Rapper dancing.| |**Educating young people outside NYFTE.**| |Performing members of NYFTE taught| |Northwest and Border Morris workshops at| |Chippenham Folk Festival, developing their| |own skills as teachers whilst introducing| |other young people to these forms of dance| |and demonstrating their enthusiasm to peers.| |NYFTE helped organise an “Open Rapper| |Workshop”, an outreach activity run in| |collaboration with Barnsley Horizon College.| |This was attended by approximately 50| |young people. The 20 NYFTE performing| |members in attendance were involved in| |learning, teaching and performing.| |**Educating the educators**| |At the English Folk Dance and Song| |Society’s (EFDSS’s) Folk Educators Day,| |performing members taught a longsword| |dance to 20 folk educators external to| |NYFTE. In addition to teaching the longsword| |tradition itself, this was an opportunity for| |performing members to demonstrate how| |NYFTE operates, how they learn new skills|NYFTE operates, how they learn new skills| |---|---| |and showcase the high standard that can be|| |achieved by youth performers.|| |**Promoting appreciation of folk arts in the**|| |**wider**|**community through performance**| |There|are many opportunities for NYFTE to| |showcase their appreciation of traditional|| |performance arts to the wider community. In|| |2024 these included:|| ||The Spring Concert which closed the| ||Denstone
College
(Staffordshire)| ||training week, at which the 2024| ||repertoire was performed for the first| ||time in public.| ||The
Dancing
England
Rapper| ||Tournament 2024 (DERT) which took| ||place in Whitby (North Yorkshire).| ||This is a national celebration and| ||competition
for
the
fast-moving| ||Rapper style of dance and involves| ||multiple
performances
in
public| ||locations around the host city. NYFTE| ||entered 1 team in the “open” category| ||of the adult competition (performing| ||with
nationally
acclaimed
adult| ||Rapper teams from across the| ||country) and 2 teams in the youth| ||section of the event. The competition| ||element sees different aspects of the| ||teams’
performances
judged
by| ||experts,
providing
criticism
and| ||advice for improvement. NYFTE’s| ||teams won 1stand 3rdplaces in the| ||youth event.| ||Performances at Chippenham Folk| ||Festival (Wiltshire), included a formal| ||concert, busking and the parade in| ||festival venues and around the town,| ||A concert was performed at the| ||English Country Music Weekend| ||(ECMW)
at
Masham
(North| ||Yorkshire).| ||Sidmouth
Folk
Festival
(Devon)| ||included a formal concert, busking| ||around
the
town
and
a
short| ||performance during one of the festival| ||ceilidhs.| ||The year was rounded out by an end| ||of season concert in Bristol.| |**Involving the wider community in folk**|| |**activities**|| |While|much of NYFTE’s work revolves| |around performance and developing the|| |skills of the performing members of the team,|| |hosting ceilidhs provides an opportunity for| |---| |the team to engage the wider community in| |active participation in English folk arts. Some| |members of NYFTE play dance music, whilst| |others ”call” (teach) the dances to the| |audience who join in the dancing. NYFTE led| |such events at The Buttercross open air| |ceilidh in the town centre during Chippenham| |Folk Festival, at the ECMW at Masham and| |following the Bristol concert.| |**Involvement outside the team**| |The achievements and successes of current| |NYFTE members go beyond their direct| |involvement with the team, the young people| |take active parts in the wider folk community.| |For example, at Sidmouth Folk Festival,| |(outside the events organised for the team),| |individual NYFTE members took part in a| |“New Roots” concert, played on the Young| |Performers stage, entered the national John| |Gasson Morris Jig competition and provided| |music for other workshops, to name but a| |few.| |There is a regular membership turnover as| |performing members are required to “retire”| |by their 19thbirthday. 2024 saw 4 members| |reach this milestone. When performing| |members retire, they take with them not only| |specific skills in dancing, singing and| |musicianship but life skills such as teamwork,| |teaching and leadership. They also take a| |strong network of peers of similar age with| |similar interests. These support NYFTE| |alumni as they move out into the wider world| |where they frequently join adult dance teams| |or go on to education and careers in| |performance arts. As such they embody the| |objectives of the charity, enriching the| |experience
of
the
individual
and
the| |communities in which they participate. For| |example, in 2024 one NYFTE alumnus took| |up
the
role
of
Ceilidh
Director
for| |Chippenham Folk Festival: this was the| |festival where she first encountered NYFTE| |and decided to become involved with the| |team.| ## **Additional information (optional)** You may choose to include further statements where relevant about: ||Achievements against
objectives set|Para 1.41|This was the first full year in which NYFTE
operated as a charity. Until the AGM on 24th
March 2024, the charity operated in start-up
mode with a board of 4 interim trustees.
These interim trustees stepped down at the| |---|---|---|---| |AGM,|and a full board of 9 trustees were| |---|---| |elected.|| |In addition to the main purposes of the|| |charity as described in the preceding|| |section, Trustees’ objectives for the year|| |included|| |1)|Managing the transition from the pre-| ||charity organisation, through the| ||interim trustee period to a body| ||operating
in
line
with
Charity| ||Commission guidelines with minimal| ||impact on the young people we serve| ||and their public performances.| |2)|Establishing the roles of trustees| ||(strategy
and
oversight),
the| ||leadership
team
(implementation| ||and
operations)
and
the| ||relationships between the groups.| |The transition from pre-charity to charity|| |status|(Objective 1) involved:| ||The final AGM of the pre-charity| ||organisation was held online. It was| ||agreed to transfer the assets to the| ||Charity and close the pre-charity| ||organisation. This was immediately| ||followed by the first AGM of the| ||Charity, when the board of trustees| ||was elected and the assets of the| ||former organisation were accepted.| ||In 2024, the interim trustees and full| ||board of trustees held 8 meetings,| ||not including the AGM.| ||Although many of the incoming| ||trustees already knew each other| ||through previous roles with the pre-| ||charity organisation; some were new| ||to trusteeship, whilst others were not| ||familiar with the recent operations of| ||the team. There has therefore been| ||an element of education and team| ||building.| ||Trustees have considered how best| ||to
monitor
charitable
activities,| ||ensuring that the charity’s purposes| ||are being fulfilled. To this end,| ||trustees received regular Leadership| ||Team reports, attended events to| ||observe performances first hand and| ||took feedback from both regular| ||supporters and members of the| ||general
public.
(Examples
of| ||feedback
received
included| ||comments made through the website| ||on performance and skills displayed| ||at the Masham event, along with| ||complimentary comments and the| ||largest personal donation the team| ||has ever received following the| ||performance
at
Sidmouth
Folk| |---|---| ||Festival.| ||Trustees established a process for| ||assessing risks that the Charity may| ||encounter, and how they may be| ||mitigated. A working version of the| ||risk register is now in place.| ||Trustees
have
prepared
and| ||accepted a budget for 2025 in| ||consultation with the leadership| ||team.| ||Some
positions
within
NYFTE| ||currently confer significantly more| ||effort and responsibility than others.| ||Consequently,
trustees
have| ||considered whether some of the| ||more involved roles should be| ||established on a professional basis.| ||It was agreed in principle that the| ||artistic and technical directors should| ||be paid. The impact this would have| ||on
the
2025
budget
was| ||investigated,
was
agreed
and| ||consideration was given to whether it| ||would be appropriate.| ||During
these
extensive| ||organisational
changes,
the| ||education and performances of team| ||members were not impacted; and a| ||training & performance schedule| ||similar
to
previous
years
was| ||maintained.| ||Having charity status has opened| ||new
opportunities,
such
as| ||discounted
access
to
Microsoft| ||software and services such as| ||Teams conferencing and SharePoint| ||storage. This has been set up,| ||largely through the work of the| ||technical director. NYFTE switched| ||to this new conferencing and sharing| ||platform. The platform has been| ||exploited by trustees and leadership,| ||although work remains to be done to| ||formalise
all
aspects
of
the| ||operations complete the switch from| ||establishing processes to using them| ||routinely.| |Establishing the governance structure and|| |relationships between trustees and the|| |leadership team (Objective 2) involved:|| ||Addressing
the
expectations,| ||processes and relationships of the| ||new
Charitable
organisation
to| ||create a new governance structure| ||which would enable the leadership| ||team and trustees to work smoothly.| **----- Start of picture text -----**
 Immediately following the 2024
AGM, the trustees appointed a
leadership team and delegated
operational activities to them.
 Team leaders (the Artistic Director
and Technical Director) have a
standing invitation to trustee
meetings and are requested to
attend trustee meetings to present
regular reports.
 Trustees have remained informed of
the activities of the leadership team
but have not been involved in day-to-
day operations.
 There is still some cross over
between trustees and the leadership
team, particularly in respect of
financial operations. This requires
further work.
Neither the interim trustees, nor the full
board of trustees set any fundraising
Performance of fundraising objectives for 2024. However, they have
activities against objectives Para 1.41 monitored income and expenditure via
set reports from the treasurer and taken note of
significant donations. Details of fundraising
are given in the subsequent financial
section.
NYFTE does not hold any financial
investments.
Investment performance Para 1.41
against objectives
Other
**----- End of picture text -----**
## **Financial Review** The financial report is provided as a separate document. **----- Start of picture text -----**
Review of the charity’s Para 1.21 During 2024 NYFTE had an income of
financial position at the end £28,662.77 and an expenditure of
of the period £24,673.01. The balance, including
reserves, rose from £17,715.48 to
£21,705.24.
The largest items of both income (£14,665)
and expenditure (£14,478) relate to the
residential training week at Denstone
College (formerly held at Tockington
School), and cover hire of the premises,
catering etc. There is a charge to
participating members which largely offsets
the expense. The transition from holding this
event at Tockington School to Denstone
College has increased the cost and involved
some advanced payment and multi-year
commitment, but the venue was found to be
more effective.
Statement explaining the Para 1.22 NYFTE holds reserves in a deposit account
policy for holding reserves to act as a buffer against unexpected drops
stating why they are held in income or increases in expenditure such
as those encountered during the Covid
pandemic. The reserves are also used to
build up funds for periodic expenses
occurring on a multi-year cycle such as
replacement of the team’s vehicle.
Amount of reserves held Para 1.22 The reserve held in the deposit account at
the end of 2024 was £10,002.79.
There are no restricted funds. No reserves
were committed at the end of the reporting
period
Reasons for holding zero Para 1.22 NYFTE does hold reserves.
reserves
Details of fund materially in Para 1.24 There were no material deficits during
deficit 2024.
Explanation of any Para 1.23 Trustees are satisfied that the charity is a
uncertainties about the going concern.
charity continuing as a going
concern
**----- End of picture text -----**
**Additional information (optional)** You may choose to include further statements where relevant about: ||where relevant about:| |---|---| ||NYFTE’s principal sources of funds are| ||
Donations| ||
Annual subscriptions paid by
performing members or their| ||families.| ||
Fees paid by performing members| ||or their families to cover the costs of| ||specific events such as the| ||Denstone training week.| ||Donations rose by 77% from 2023: the| ||difference can be largely accounted for by a| ||single large personal donation following the| The charity’s principal sources of funds (including Para 1.47 any fundraising) |||performance at Sidmouth. NYFTE receives
repeated donations from a number of
individual supporters and dance clubs, but.
Much of the income from donations is less
predictable,
consisting
of
one-off
contributions
from
attendees
at
performances, one-off contributions from
dance clubs and teams and donations of
residual funds from some social dance clubs
that have been wound up.| |---|---|---| |Investment policy and
objectives including any
social investment policy
adopted|Para 1.46|NYFTE does not hold material financial
investments and has not set a policy for this.
NYFTE does not have a social investment
policy.| |A description of the principal
risks facing the charity|Para 1.46|The principal financial risks, as recorded in
the risk register are

Income targets not meeting financial
needs

Spending exceeding agreed
budgets

Fundraising opportunities not being
fully exploited

Costs becoming a barrier to
participation

Lack of checks/balances on
expenditure of the charity's funds.| |Other||In addition to routine running costs and costs
associated with individual events at which
NYFTE performs, funds are needed to
provide
and
replace
the
specialised
equipment (e.g. clogs, rapper swords and
costume elements) required for teaching
and performance.
Supporting a performing member places a
heavy financial burden on families, not only
with the costs associated with attending
specific
events,
but
also
with
those
generated
by
all
the
travelling,
accommodation, extra equipment, musical
instruments etc.
NYFTE aims to be inclusive and includes in
this those for whom the costs might be
prohibitive. A Family Support Fund was
created (using an in-memoriam donation) to
support those for whom the costs would
otherwise be prohibitive. This is sustained by
additional donations. These funds are not
dedicated to the purpose and are maintained
as part of the main accounts.| ## **Structure, Governance and Management** |Description of charity’s
trusts:||| |---|---|---| |Type of governing document|Para 1.25|Constitution developed from the Charity
Commission draft documents for CIOs and
adopted
when
the
association
was
registered in June 2023.| |How is the charity
constituted?|Para 1.25|Charitable Incorporated Organisation (CIO)| |Trustee selection methods
including details of any
constitutional provisions e.g.
election to post or name of
any person or body entitled
to appoint one or more
trustees|Para 1.25|Trustees are elected for a 3-year term by the
NYFTE membership at general meetings.
One third of trustees must stand down each
year. There is provision for existing trustees
to appoint further trustees to vacant
positions; such appointments terminate at
the next AGM.
Practice for selecting potential trustees for
elections has involved consultation between
trustees and the leadership team and
requests
for
nominations
from
the
membership. NYFTE takes into account the
guidance offered by the Charity Commission
(document
CC30),
which
includes
recommendations on Charity Commission,
and in particular the guidance on diversity,
vetting and the skills, knowledge and
experience that they can bring to the charity.| **----- Start of picture text -----**
Additional information (optional)
You may choose to include further statements where relevant about:
The constitution requires that new trustees
are provided with a copy of the constitution
Policies and procedures and the latest trustees report and statement
adopted for the induction Para 1.51 of accounts.
and training of trustees New trustees are informed about the training
materials provided by the Charity
Commission and recommended to review
them.
New trustees are given access to the trustee
area on the NYFTE Sharepoint containing
trustees' minutes, policies, reports, budget
etc.
**----- End of picture text -----**
|Policies and procedures
adopted for the induction
and training of trustees|Para 1.51|The constitution requires that new trustees
are provided with a copy of the constitution
and the latest trustees report and statement
of accounts.
New trustees are informed about the training
materials
provided
by
the
Charity
Commission and recommended to review
them.
New trustees are given access to the trustee
area on the NYFTE Sharepoint containing
trustees' minutes, policies, reports, budget
etc.| |---|---|---| |The charity’s organisational
structure and any wider
network with which the
charity works|Para 1.51|The Trustees of NYFTE appoint the Artistic
Director and Technical Director. These
directors then co-opt a Management Team.
The Trustees of NYFTE are responsible for
setting the strategic direction and culture of
the organisation and ensuring it is well led
and managed, to achieve its charitable
objectives. Trustees take decisions relating
to policies, objectives and budgets.
The Artistic and Technical Directors, along
with the Management Team, oversee the
day-to-day management of the charity. They
implement the strategy set by trustees and
organise the activities required to achieve| |||the charity’s objectives, designing and
implementing operational and project plans
that work alongside the Trustees’ policies
and budgets. All direct involvement with the
performing members, including training,
performance schedules and pastoral care
are delegated to the management team.
Trustees consult with the directors and
management team on matters of strategy
and policy. Directors report activities, issues
and concerns to trustees.
NYFTE is not part of any wider charity
network.| |---|---|---| |Relationship with any
related parties|Para 1.51|NYFTE maintains contact with related
parties with similar interests and objective
such as the Morris dance organisations and
the English Folk Dance and Song Society.
(Note the participations in the EFDSS Folk
Educators Day during 2024).| |Other||We measure our success by applying the
seven
principles
of The
Governance
Code: Organisational
Purpose;
Integrity;
Decision-making, risk and control; Board
effectiveness;
Equality
Diversity
and
Inclusion and Openness and Accountability.| ## **Reference and Administrative details** |Charity name|National Youth Folk Troupe of England| |---|---| |Other name the charity uses|NYFTE| |Registered charitynumber|1203573| |Charity’s principal address|Philip Deane Accountancy Ltd
Units 1&2,
Field View
Baynards Green
Bicester
Oxfordshire
OX27 7SG| ## **Names of the charity trustees who manage the charity** **----- Start of picture text -----**
Dates acted if not for whole Name of person (or body) entitled
Trustee name Office (if any)
year to appoint trustee (if any)
1 Steph Andrews
2 Phil Bassindale
Anne-Marie
3
Coomber
4 Rhodri Davies Chair
5 Lily Drake
6 Suzanne Ford Treasurer
7 Aidan Hansell
8 Sherry Neyhus
9 Lucy Skinner Secretary
**----- End of picture text -----**
– Corporate trustees names of the directors at the date the report was approved **Director name NA** Name of trustees holding title to property belonging to the charity **Trustee name Dates acted if not for whole year None** ## **Funds held as custodian trustees on behalf of others** Description of the assets NYFTE holds no such assets held in this capacity Name and objects of the Not applicable charity on whose behalf the assets are held and how this falls within the custodian charity’s objects Details of arrangements for Not applicable safe custody and segregation of such assets from the charity’s own assets ## **Additional information (optional)** ## **Names and addresses of advisers (Optional information)** **Type of Name Address adviser** NYFTE has no advisors ## **Name of chief executive or names of senior staff members (Optional information)** Artistic Director: Jess Arrowsmith Technical Director: Chirs Nikel ## **Exemptions from disclosure** Reason for non-disclosure of key personnel details None ## **Other optional information** None ## **Declarations** |**Declarations**||| |---|---|---| |**Signature(s)**
**Full name(s)**
**Position (eg Secretary,**
**Chair, etc)**
**Date**||| ||Rhodri Davies|Lucy Skinner| ||
Chair|Secretary| ||17/05/25|17/05/25| ## **Accounts for NYFTE for the year ending 31 Dec 2024** |**Income**
Membership
Donations
Interest
Merchandise
Cause training
Training Days
Tockington
Chippenham
DERT + training
Bromyard
Upton
St Albans
Buxton
SDU Longsword
ECMW
Bristol family weekend
**Total Income**
**Expenditure**
Van expenses
Equipment/kit/costumes
Merchandise
First Aid
Subscriptions
Leaders Mileage
Cause Training (incl dinner)
Training Days
Denstone/Tockington (accommodation)
Tockington Showcase
Tockington Artistic Tutors
Chippenham
DERT
St Albans
Advertising
Buxton
Upton
Bromyard
SDU Longsword
Sidmouth Folk Week
Bristol family weekend
**Other Expenses**
Bursary payments
**Total Expenditure**
**Net Surplus/ (deficit)**|**2024**
**2023**
**£**
**£**
1,980.00
1,595.00
5,846.30
3,299.01
117.76
86.23
186.00
939.00
785.71
802.15
50.00
485.00
14,665.00
11,940.00
1,950.00
2,125.00
455.00
380.00
-
302.50
-
624.00
-
898.00
-
948.00
-
174.00
500.00
-
2,127.00
-
**28,662.77**
**24,597.89**
**£**
**£**
2,478.32
2,380.28
565.94
1,279.67
354.20
1,072.80
198.00
566.80
30.00
30.00
711.38
328.75
1,055.38
275.00
150.00
442.03
14,478.65
11,929.60
105.00
200.00
1,189.80
625.00
620.00
791.00
55.00
413.90
606.00
315.00
106.50
90.00
-
2,872.00
-
57.14
72.08
1,007.00
1,964.50
**24,673.01**
**24,743.71**
**3,989.76**
**145.82**
**-**| |---|---| ## **Accounts for NYFTE for the year ending 31 Dec 2024** |Profit and Loss Account
Opening balance
Surplus/(deficit)
**Closing balance**|**2024**
**2023**
**£**
**£**
17,715.48
17,861.30
3,989.76
145.82
-
**21,705.24**
**17,715.48**| |---|---| ## **Independent Examiner's Report to the Trustees of The Na�onal Youth Folk Troupe of England** I report on my examina�on of the accounts of The Na�onal Youth Folk Troupe of England (the Charity) for the year ended 31 December 2024. This report is made solely to the trustees, as a body, in accordance with the Chari�es Act 2011. My work has been undertaken so that I might state to the trustees those ma�ers I am required to state to them in an independent examiner’s report and for no other purpose. To the fullest extent permi�ed by law, I do not accept or assume responsibility to anyone other than the trustees as a body, for any work, for this report, or for the opinions I have formed. ## **Responsibili�es and basis of report** As the Charity's trustees, you are responsible for the prepara�on of the accounts in accordance with the requirements of the Chari�es Act 2011 (“the Act”). You consider that an audit is not required for the year under sec�on 144 (2) of the Act and that an independent examina�on is needed. It is my responsibility to: - examine the accounts under sec�on 145 of the Act; - follow the procedures laid down in general Direc�ons given by the Charity Commission under sec�on 145(5)(b) of the Act; and - to state whether par�cular ma�ers have come to my a�en�on. ## **Basis of the independent examiner's report** My examina�on was carried out in accordance with the general Direc�ons given by the Charity Commission. An examina�on includes a review of the accoun�ng records kept by the Charity and a comparison of the accounts presented with those records. It also includes considera�on of any unusual items or disclosures in the accounts and seeking explana�ons from you as trustees concerning any such ma�ers. 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 ma�ers set out in the statement below. ## **Independent examiner's statement** In connec�on with my examina�on no ma�er has come to my a�en�on: 1. which gives me reasonable cause to believe that in any material respect the requirements to keep accoun�ng records in accordance with sec�on 130 of the Act; and to prepare accounts which accord with the accoun�ng records and comply with the accoun�ng requirements of the Act have not been met, or 2. to which, in my opinion, a�en�on should be drawn in order to enable a proper understanding of the accounts to be reached. ## T E J��e� Trevor James FCA DChA FCIE Dormer Co�age West Broyle Chichester West Sussex PO19 3PR 22 October 2025