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Menai Strait’s
Heritage Sailing
Unit 6 A
Gallows Point
Beaumaris
Ynys Mon
LL58 8YL
07803 391062
01248 810558
henry@venuesall.com
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www.menaistraitsheritagesailing.com ## _**ANNUAL REPORT FOR AGM 2024**_ ## 1. Background Formed in 2021, Menai Straits Heritage Sailing (MSHS) is a not-for-profit heritage and community wellbeing initiative. It aims to connect and engage a wide group of people in a unique local heritage project, with the overall aim of investing in and delivering social and cultural benefit along with improved individual wellbeing. The Menai Straits One Design boat was designed and built in North Wales. The fleet comprises 17 boats that were built between 1937-52. Through significant endeavor over the years, all the original boats have been located as far afield as Lindisfarne and The Thames and returned to Beaumaris. The key activities are associated with ongoing work to preserve and renovate this unique heritage fleet (believed to be the oldest complete one design fleet of 17 or more yachts in the world). While doing this we will ensure the benefits of the project extend into the wider community with sought outcomes including the creation of education and training opportunities, the retention of scarce and diminishing heritage skills and added health and social value through the NHS Social Prescription (SP) initiative (and more widely). The initiative provides a range of opportunities associated with refurbishment and sailing activities including opportunities for physical and leisure activity, social interaction, respite for carers and basic and skills training. Through securing and supporting funded training placement(s) via apprenticeship(s) in Marine Engineering in partnership with a local technical college, the project will also deliver high quality training and support the retention of heritage skills. Inclusion, accessibility and diversity will be key principles involved in developing the project and its benefits to a wider range of people than have hereto been involved, including referrals from the SP initiative. ## 2. Organisatonal Summary The Project is led by a group of 4 Trustees and an Administrator, with a varied range of relevant skills and experience. The Chair has 30 years’ experience of working with vulnerable and disabled adults in Social Care. The other Trustees have backgrounds in business, engineering, and law. The administrator has worked in the 3[rd] sector for many years and has founded her own Charity for people with poor Mental Health. The Project was granted Charitable Incorporated Organisation (CIO) status by the Charity Commission on 1[st] December 2023 ## 3. Objectve Summary Through engaging more widely and inclusively, MSHS has the potential to impact positively in a number of target areas within the wider community. whilst preserving and sharing the value of a unique piece of local and national heritage. North Wales suffers comparatively high levels of unemployment and skill shortages as well as health inequality. Locally, as nationally, the numbers of those diagnosed with depression; those diagnosed with brain dysfunction due to degenerative disease or traumatic brain injury; identified as isolated; or statistically living in poverty continues to increase. The impact of the covid pandemic has exacerbated this situation. MSHS aims to reach members of the local community who have become isolated as well as offer direct support and opportunity to those who have been identified as vulnerable. The key outcome areas are: - Inclusion – wider engagement and involvement of a more diverse group of people - Improved wellbeing of participants - Skills and training development/employment opportunities - Better condition of heritage assets including fleet and skills ## 4. Financial Objectves Essential requirements for the delivery of the project includes finances to secure and repair the boats in priority need (and associated equipment), a shed for the project to take place, insurance, apprenticeship support and training. The required funding is being raised through a combination of government funding initiatives, local and regional council funding, individual beneficiaries, local and national businesses, organisations supporting boat restoration and associated employment, Alumni organisations, and a wide range of local and national charities associated with the varied aspects of the Project. Aside from delivery of the initial objectives, a key consideration in the long- term aim is the potential of becoming a sustainable community initiative through increasing income generation. ## 5. Financial Summary (as per Financial Statement and Fundraising Strategy) As of 30[th] September 2024, we have received approximately £190,000 and have assurances for approximately £80,000 more to the end of April 2027. ## Reserves At the 30/09/2024, Menai Straits Heritage Sailing has unrestricted funds amounting to £15,120 and this amount is to meet any unexpected call on funds or operations over the next 9 months given the unpredictability of future funding and rising costs. ## 6. Review by Risk Assessment. For our review we use an adapted PESTLE analysis. Variously called PEST, SLEPT, or PESTEL, this is a framework for analysing the different components that may affect a business. In PESTEL, they are the Political, Economic, Social, Technological, Legal and Environmental aspects that can have an influence on a business. The origins or copyrights for PESTLE have not been possible to establish. In commencing the risk review for we found it helpful to include and additional element which we have called ‘Natural’ so forming ‘PENSTLE’. This reflects the risk of and likelihood of natural developments impacting our Project. E for example weather conditions and mental/physical developments impacting on people’s ability to participate as planned. As we interpret the ‘Environmental’ aspect of PESTLE as the component of the risk assessment associated with how well we achieve environmental sustainability we are including the weather within our Natural heading. As we have seen this year, these “Natural” developments require consideration as we increase our activity and service provision. ## A. Politcal In the third year we have not been significantly or directly adversely affected by Politics. Additionally, our concerns regarding the Barnet Formula and its (non) application to nonstatutory government funding was unfounded. ## B. Economic In the third year we have again been successful in surpassing financial targets. However, we are mindful that much of the income secured is a ‘one-off’ payment and we do not assume that comparable payments will be ongoing. Our financial strategy and approach helps us to manage uncertainty with income cautiously alongside an industrious, informed and targeted approach to identifying grant opportunities. We have secured some additional funding as we anticipated due to eligibility changes having secured Charity Incorporated Organisation (CIO) status c.f. ‘Legal’ below. ## C. Natural We have included this category to acknowledge the impact of the vagaries of the weather as well as the unpredictable nature of the health of some of our participants on planning and delivery. This was highlighted last year due to the impact of ‘health related’ and “weather related” cancellations impacting on sailing events and participant numbers, particularly with the adverse weather conditions experienced this year. To address it we have put in additional sailing sessions, overbooked them (in anticipation of cancellations by participants) and for those with fluctuating conditions have introduced a gentle monitoring running up to the date of their sail to assess the likelihood of attendance. While there remains work to do the numbers of both sessions and attendees has increased significantly despite some participants requiring one-to-one sessions. ## D. Social The social responsibility aspects, within the core objectives of the Project are becoming more prominent in this phase of our development and engagement with the local and targeted communities is increasing. We are having more referrals from Health and Social Care which may be due to a combination of necessity, an increase in the confidence of the referrer that what we provide is robust, and our gently increasing social profile. We have appointed a part-time administrator who is presently doing a significant consultation with members of the Mon community to inform the development of the Project and to ensure that the services we provide are meeting local needs and contributing to a strong community offer. ## E. Technological The appointment of the administrator has greatly increased our technological and social media comprehension and efficacy. This is evidenced by a variety of social media not previously used, (Tik-Tok and Instagram); better use of what we have (Facebook and Website); and use of a variety of effective online communication such as Jot Form. Our data on access and use confirms a significant (several fold) increase in visits to the site and general interaction. There remains however a responsibility for Trustees to have a better understanding of technology so that the onus of responsibility is shared. ## F. Environmental Environmental considerations are very important to us and guide our activities, purchasing locally whenever possible and choosing environmentally committed companies whenever possible when ordering services or goods from further afield. Having our own premises and a little more purchasing ‘power’ has led to an increase in our ability to further improve and influence. However, we have not identified a person to lead on this, external to the Trustee group. Implementation of our updated policy created in late 2023 has been successful in the main, evidenced e.g. by lower service costs. A longer term, (3-year to 2027), strategy includes a potential commercial aspect which will further improve our performance and offer a significant potential for an Environmentally sensitive tourist offer on the Strait. ## G. Legal To date, we have been able to keep abreast of and comply with our legal (and developing) responsibilities which has been significantly improved by the appointment of the administrator. We succeeded in securing Charity Incorporated Organisation (CIO) status from 1[st] December 2023. While this has many benefits – access to funding, exception from some taxes and reporting processes - it brings with it additional governance challenges in terms of fiscal reporting including the formal auditing of our accounts. Reports will be required as we reach the 1[st] anniversary of being a CIO. Safeguarding. While we have not worked ‘one-to-one’ with children and vulnerable people as yet, this is becoming increasingly likely. This requires a greater investment in ensuring everyone is aware of our safeguarding policies and relevant volunteers have DBS checks. We have been offered assistance with this form the Scout movement and are exploring this as a priority as we move into the Autumn. ## 7. How is this reflected in actual practice. In considering our aims for 2023-2024 we concluded to aim for 5 aspirational objectives which while measurable were by no mean easy to achieve: - a. Secure the remaining funding for the last year of the apprenticeship - b. Secure funding for an administrator - c. Secure funding for restoring MS No 7 - d. Secure funding for ongoing costs from May 2024 - e. Have a balanced debate re the benefits of becoming a CIO against the challenges of achieving that. The outcomes of those aims are: We were pleased to report that Polly successfully completed her apprenticeship in June 2024 and commenced full time employment soon after. Money donated by The Radcliffe Trust secured the final year’s funding. 73% of the funding was has been secured from Heritage Lottery (TNHL) up to 2027 with the balance being paid by other benefactors. Victoria commenced working with us in April 2024. Funding to rebuild Jetemaan (MS No 7) was secured. She is close to the total renovation being completed and will be on the water in 2025 for the first time is 14 years in 2025. In the interim we begin to seek funding for sails for her. We have also secured funding for and bought another MS – Myfanwy (No 15) who has commenced restoration. We have now secured approximately 75% of ongoing costs for the next 24 months (TNHL) including for the shed and other benefactors have contributed to the balance. Having had the discussion, the Trustees decided to persevere with applications to become a CIO and were supported by Rob Hughes at CWMPAS. CIO status was granted from 1[st] December 2023. ## 8. The Future We are within 6 weeks of completing a substantial consultation with the wider community and many of the objectives will be geared to responding to the outcomes of that. The early indications are that the community see the Project as an important resource, would like more capacity and are supportive of it into the future. Should this be the case then the objectives will reflect that and will include: - a. All staff, volunteers and trustees to have an advanced DBS - b. A ‘mirror’ Welsh language Website to be established - c. An increase to 14 or more MSOD’s on the water in 2025 - d. Money to repair Myfanwy to be raised as necessary - e. New Jib and Spinnaker for Jetemaan - f. An increase in the number of both sailing and non-sailing volunteers. - g. Support for increased independent ownership - h. Show clear evidence of consideration of the Project from 2027 and begin to plan accordingly. In the event of the agreement for continuation, evidence of how that may be achieved and funded. Discussed and agreed with Trustees on 2[nd] October (email). Signed Henry Chesterton Chair of Trustees Date 2[nd] October 2024 CHARITY COMMISSION FOR ENGLAND AND WALES Independent examiner's report on the accounts Section A Independent Examiner s Report Report to tho trusto0s1 members of Menai Straits Heritage Sailing On accounts for the period ended Charity no (Sf any) 30 September 2024 1206IXI8 Sel out on pages 3to4 I report to the trustees on my examination of the accounts of the above charity fthe Trust.) for the perirJJ ended 3(W0912024. Responslbiliiies and As the charty trustees of the Trust, you ar8 r8sponsibl8 for the preparation basis ¢>f report of the accounts in ￿COrdanCe with lh8 requirements of th8 Charities Act 2011 {Ihe Ad,). I report in respect of my examination of Ihe Trust's accounts carried out un(Jer section 145 of the 2011 Act and in carrying out my examination, I have followed the applicable Directions given by the Charty Commission uNler section 1445){b) of the Act. I have wmpleted my examination. I confimi thal no material matters have com8 to my at18ntion in connection with the eXaMinat￿n which gives me cause to believe that in, any material respect: accounting records were not kept in accordance with section 130 of theAdor the accounts do not 8￿rd with the ac¢ounting records Independent examinerfs statement I have no conc8rns and have comè auoss no other matters in ￿nnectIon with the examination to whith attention should be drawn in order to enable a proper understsndiThJ CA the acca)unts to be reached. Signed: Iz Name: Owain Ap Eifed Rolevant professional quallflcatlon(s) or body (If any): FCCA Address: Williams Denton Cyf. Chartered Certified Accountsnts Glaslyn. Ffordd y Parc, Parc Menai Bangor. Gwynedd, LL57 4FE Section B Disclosure Only complete rf the examiner needs to highlight matters of COn￿M (see CC32. Independent examination of tharity acrAwnts.' directions and guidance for examin8rs). Giv• here brlef detalls of any Items that the examiner wlshos to dls¢lo$e. NIA CHARITY COMMISSION FOR ENGLAND AND WAIES MeTh￿ Strnlts Horitaqe S8lllng 12061I)8 Receipts and payments accounts CC16a For Ih¢ ￿rItsd 01.D9￿23 To 30.S•p44 Section A Receipts and payments Unresirfct¢4 funds to tho near*#£ Restricted funds Endowment lund$ to th• Trog￿t£ Total funds Last yoar totho neaf•8t£ toth• r*nrest£ totho n8amt£ A1 Rooel on81K￿S rants undwsing Inte￿$t 4.203 4203 $8 029 ross 24453 82.482 •n en A3Pa Tods ar￿ e Rent I Sfor$ Hèrit8 boat sails Herita b)at re ntice Gontribution Insuranc8 Rescue and Sale Servtes M¢tsri Race ent Press & blilzts'on Post and ststione Subs Ski hire Accountsnc Fwdraisin eveni costs Pfornotional marketin 336 ,150 2.726 2.726 1,852 &342 1,356 1,475 4.978 5,992 33S 235 14037 Sub total 708 63,745 A4 As$ot and Inv•stmont ptsr¢hO￿, (seè tablèl Hetits ￿at Plant and fflachir 3,000 1936 Sub total 4936 15,037 55,644 70.681 N•t ofrecwpts/{paym•nts) AS Trdnsl•rs bgtW•on funds A6 Cash funds lat year end Cash funds this year •nd 9.416 11.801 20,268 1,788 Section B Statement of assets and liabilities at the end of the period Unr•strlct•d Rèstricted Cat¢yories Details fiinAA Endowment fiinAJÈ to t)•aMt£ B1 Cash funds C85h at bank 20 Total cash funds 1,788 Unrestrlcted lunds to Malv￿£ Re8trlct•d funds Endowmgnt fi•nd$ Detalls to ngar•Gt£ to nparest £ Furwj to whi¢h etbek Currvntval Details Cost (Opt￿￿) 83 Investment assèts FLMxlto whlch rtbolon General Curr•htv4hJ• ono1 Details No8 Ta0￿r￿j No12 F￿.￿ Clo￿] No7 J8tman C4Mt loptbM*I 84 Assets retalDgd for tho charity's own use Genw No15 Wanwy Reslthd FundtoY4hlch Vllwi du¢ Details BS Liabiliti Signed by one ortsvolnJstee8 ￿ b8hdFof 811 the trust805 Print Name Dale of val Signaluro 03