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2025-09-30-accounts

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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 2025

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 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 aims to deliver high quality training in tandem with supporting the retention of heritage skills. Inclusion, accessibility and diversity are 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. Organisational 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.

In 2025 funding was secured to develop a paid ‘Volunteer Development Coordinator’ role and a Community Hub manager job. Our administrator took on the additional hours for the first role in June 2025 and the appointed Community Hub Manager commenced in late July

3. Objective 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:

4. Financial Objectives

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. For the year 2025/6 core (basic costs) costs are estimated to be approximately £44,000 increasing to £60K in 2026/27

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. Please refer to Fundraising Strategy for detailed information.

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 2025, we have received £350,000 and have assurances for approximately £90,000 more to the end of April 2027.

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.g. adverse weather conditions or 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. Political

In the 4[th] year we have not knowingly been significantly or directly adversely affected by Micro Politics. Additionally, our concerns regarding the Barnet Formula and its (non) application to non-statutory government funding was unfounded. We have been well supported by most local political parties, organisations and individuals including Head of Ynys Mon Council, the MP for Ynys Mon, Mon Actif.

However, in recent months we have seen adversely emotional responses to national and world political events which have become at times the topic within the group.

B. Economic

In the third year we have again been hugely successful in surpassing financial targets. Our income in 2023/24 was £82K. For this year we expect it to be nearer £140K with monies secured over an 18 Month period for a Community Hub Manager and 2 years for a

Volunteer Development Coordinator. 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 note here however that due to 3 grants of over £25K (much of them restricted) and others for slightly less being paid to us for boat restoration and salary costs, from present to 2027, our financial situation looks considerably more favourable than it actually is.

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.

If we thought 2024 was badly affected by the weather, we learnt that it could get worse. We were significantly challenged in 2025 in terms of incredibly adverse weather cancelling many of our scheduled sessions (some cancelled 2 or 3 times). We were grateful to our sailing volunteers for their remarkable flexibility as new dates were hurriedly put in to accommodate the groups. These new dates were in addition to the extra ‘spare dates’ we had scheduled to combat the cancellations. What we were faced with was as many as 50% of our sessions being cancelled due to the weather – an increase on around 20% cancellations in 2024. The outcome was that only one organisation failed to get onto the water at all, one spent time on the water but didn’t sail due to no wind and others had fewer sessions than intended.

From the changes we’d implemented from last year – essentially increased communication with the guests in the days immediately prior to the sailing date, we minimised the ‘lost’ sessions due to individual circumstance. We were very pleased with this. For the one session whose cancellation was unrelated to the weather we did review process as reciprocal communication could have perhaps have been better regarding the vulnerabilities of the intended guests. New conditions have been developed essentially insisting that the representatives/leaders for vulnerable groups attend a session so that risk assessments can be better shared on the viability of some vulnerable people coming sailing.

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 a part-time Administrator who has completed and reported on a significant consultation with members of the Mon community to assist in informing the future

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 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. The overall result is a notable increase in Website ‘traffic’, which in turn has resulted in many new volunteers most notably at the community hub and admin/fundraising support.

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. Now that we have a Community Hub Manager, we have a lead on this.

Also, a result of this appointment our immediate environment has improved in terms of Health & Safety and efficiency. There is more active space (although still very full), clearer systems of storage, and the beginnings of a far more structured offer to volunteers.

Our policy has been comprehensively updated and continues to be implemented evidenced by lower services costs. We are presently in discussion with provider for a robust and effective recycling service to be contracted.

A longer-term strategy (onwards from 2027), 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

We are now a Charity Incorporated Organisation No 1206008. We are registered at Companies House Ref CE034479 although due to CIO status we are not required to submit Corporation Tax returns unless a ‘business’ aspects income is developed to in excess of £80K.

We are members of the Royal Yachting Association Ref No T920899023 and are registered with HMRC Ref No ZD31661

The balance of these registrations is better governance using their guidance but considerably more paperwork linked to it.

As per out 2025 objectives, over 80% of volunteers who have been with us more than 3 months have had a Disclosure and Barring Services (DBS) Enhanced Check.

7. How do these aspects develop the Project?

In considering our aims for 2024-2025 we concluded to aim for 6 aspirational objectives which while measurable were by no mean easy to achieve:

The outcomes of those aims are:

We have now secured approximately 90% of ongoing costs for the next 24 months to end September 2026.

  1. The Future

The ongoing objectives remain the same. Continued improvement in the condition of the boats, identification and progress on developing additional storage (in which the boats can be actively worked on), securing funds to pay for any shortfall to 2027, increase our reserves, increase volunteer offer and numbers in shed, increase sailing volunteers, develop the merchandise business of the Project.

Specifically, to assist with the with above goals we have agreed the specific objectives:

Previously circulated and agreed by Trustees on 30[th] September

Signed Henry Chesterton Chair of Trustees Date 14[th] October

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Menai Straits Heritage Sailing 1206008
Receipts and payments accounts CC16a
For the period
01-Oct-24 To 30-Sep-25
from
Section A Receipts and payments
Unrestricted Restricted Endowment
Total funds Last year
funds funds funds
to the nearest £ to the nearest £ to the nearest £ to the nearest £ to the nearest £
A1 Receipts
Donations 5,648 - - 5,648 4,203
Grants 37,550 85,037 - 122,587 78,279
Fundraising 1,470 - - 1,470 -
Bank interest 1,161 - - 1,161 -
Gift Aid 1,262 - - 1,262
Sub total (Gross income for AR) 47,091 85,037 - 132,128 82,482
A2 Asset and investment sales, (see
table).
No12 Flying Cloud 3,000 - - 3,000 -
- - - - -
Sub total 3,000 - - 3,000 -
Total receipts 50,091 85,037 - 135,128 82,482
A3 Payments
Tools and equipment 255 5,195 - 5,450 924
Rent / Storage - 3,600 - 3,600 3,150
Heritage boat sails - 2,726 - 2,726 2,726
Heritage boat repairs 476 9,000 - 9,476 36,830
Apprentice contribution/Wages 8,173 9,322 - 17,495 11,334
Insurance - 2,404 - 2,404 1,840
Rescue and Safety Services - 1,000 - 1,000 2,000
Mooring - 3,700 - 3,700 1,275
Race entry fees - - - - 180
Press & publication 1,625 1,221 - 2,846 1,422
Post and stationery - - - - 273
Administration 88 607 - 695 -
Professional fees - 583 - 583 -
Subscriptions - 170 - 170 210
Skip hire - - - - -
Accountancy - 840 - 840 -
Fundraising event costs 311 300 - 611 804
Promotional marketing 700 1,000 - 1,700 777
Sub total [ 11,630 ] 41,668 - 53,297 63,745
A4 Asset and investment purchases,
(see table)
- - - -
Heritage boat purchases 3,000
- - - -
Plant and machinery 3,936
Sub total - - - - 6,936
Total payments 11,630 41,668 - 53,297 70,681
Net of receipts/(payments) 38,461 43,369 - 81,831 11,801
A5 Transfers between funds (59) 59 - - -
A6 Cash funds last year end 20,268 1,788 - 22,056 10,255
Cash funds this year end 58,670 45,216 - 103,887 22,056
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Section B Statement of assets and liabilities at the end of the period

Categories
Signed by one or two trustees on behalf of
all the trustees
B5 Liabilities
B4 Assets retained for the
charity’s own use
B3 Investment assets
B2 Other monetary assets
B1 Cash funds		 Signature
Details
Details
No8 Taeping
No7 Jetman
No15 Myfanwy
No14 Sudy
Details
Total cash funds
Details
Details
Cash at bank		 Unrestricted
funds
Restricted
funds
to nearest £
to nearest £
58,670
45,216
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58,670
45,216
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funds
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funds
to nearest £
to nearest £
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asset belongs
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liability relates
Amount due
(optional)
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Date of approval

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CHARITY COMMISSION FOR ENGLAND AND WALES Independent examinerfs report on the accounts Section A Independent Exarniner's Report Report lo the Irustees Menai Straits Heritage Sailing On accounts for the year ended 30 September 2025 Charity no (If any) 1206008 Set out on pages 1to2 I report to the trustees on my examination of the accounts of the above charity (Ihe Trusv) for the year ended 3010912025. Rgsponslbllltios and basis of report As the chariws trust88s, you are responsible for the preparation of the accounls in accordance with the requirements of the Charities Act 2011 {kne A¢t"). I report in respecl of my examination of the Trust's accounts carried out under section 145 of Ihe 2011 Act and in carrying out my examination. I have followed all the applicable Directions given by the Charity Commission under seclion 14515}Ib) ofthe Act. Independent I have completed my examinatM)n. I confirm that no material matters hav8 examinerfs statement come to my attention in conneclion with the examination which gives me cause to believe that in, any material r8spect'. the accounting records were not kept in accordance wilh section 130 of the Charities Act., or the accounts did not accord with the accounting records I have no concems and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached. Signed: Date: Namo: ain Ap Elfed Relevant professional qualification{s) or body (11 any): FCCA Address: Williams Denton Cyr, Chartered Certified AccA)untants Glasfryn, Ffordd y Parc, Parc Menai Bangor. Gwynedd. LL57 4FE

Section B Disclosure Only complete if the examiner needs to highlight material matters of Goncern (see CC32, Independent examination of charty accounts.. directions and guidance for examiners). Give here brfef detalls of any items that the oxaminer wishes to dlsclose. NIA