TRUSTEES ANNUAL REPORT AND ACCOUNTS
TRUSTEES ANNUAL REPORT AND ACCOUNTS
As Chair of Cylch Meithrin Gellionnen, I am proud to present the Trustees' Annual Report for the year ended 31 July 2026. Our first year was about bringing an empty building back to life and re-establishing Welsh-medium early years provision for our community. This year has been about something equally important: proving that what we created can grow, improve and endure.
Across the year we welcomed 56 different children and delivered 192 days of provision, including trips and experiences beyond the setting. Behind those numbers are children finding their voice, developing confidence, forming friendships and beginning or strengthening their relationship with the Welsh language. They are also families who have trusted us with an important part of their children's earliest years.
The most significant external milestone was our first inspection by Care Inspectorate Wales. To receive a rating of Good in all four inspection themes was a strong and reassuring outcome. It recognised the quality of children's experiences, the care and development provided by our practitioners, the environment we have created and the leadership arrangements supporting the setting. For a young charity, this was a moment of genuine pride. It also gave us a clear foundation for the next stage of improvement.
Inclusion has remained central to our work. During the year seven children were supported through Additional Learning Needs processes. This included seven consultations, five referrals to the local authority's ALN Panel and one Individual Development Plan. Every child received a planned intervention or tailored support. These figures reflect more than administrative activity: they show a team noticing needs early, listening to families and working with other professionals so that children are not left waiting for help.
We have also continued to invest in the people who make the Cylch what it is. Our staff completed 286 hours of professional learning across the year. Training alone does not create quality, but when it is combined with supervision, reflection, peer support and confident leadership it strengthens practice in ways that children experience every day.
Trustees have looked beyond immediate delivery and considered what the setting will need in the years ahead. A programme of summer refurbishment was planned during the reporting period and is due to begin after the year end. This investment is intended to improve the quality, accessibility and long-term suitability of our premises while protecting the welcoming character of the setting.
None of this progress belongs to one person. It has been made possible by the commitment of our staff, the time and judgement of fellow trustees, the support of partners and funders, and the trust shown by parents and carers. Most importantly, it has been shaped by the children, whose curiosity, resilience and joy give purpose to every decision we make.
We finish the year in a stronger position than we began it: independently recognised, more experienced and increasingly confident about the contribution we can make. Our ambition remains simple but demanding - to give children the best possible start through high-quality Welsh-medium care, education and play.
Geraint Turner
Chair of Trustees
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Cylch Meithrin Gellionnen is a Charitable Incorporated Organisation registered in England and Wales. The information below should be read alongside the independently examined accounts for the year ended 31 July 2026.
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Registered name Cylch Meithrin Gellionnen
Charity number 1208782
Legal form Charitable Incorporated Organisation (Foundation CIO)
Reporting period 1 August 2025 to 31 July 2026
Principal office Gellionnen Road, Clydach, Swansea, SA6 5HE
Chair Geraint Turner
Aimee Jenkins; Nia Elsbeth Edwards; Bethan Turner, Cathryn
Trustees
Jones, Ann Davies
Senior management Catrin Watkins - Cylch Leader; Laura Thomas - Deputy Leader
Independent examiner Henry Lloyd-Davies ACA, Bevan Buckland LLP
Independent examiner's Cardigan House, Castle Court, Swansea Enterprise Park, Swansea,
address SA7 9LA
Bankers Lloyds bank
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Why the charity exists
Cylch Meithrin Gellionnen exists to advance the education and development of young children through the medium of Welsh. We provide accessible early years care, education and play in a nurturing environment where children can develop socially, emotionally, physically, linguistically and intellectually.
Our charitable purpose is expressed through everyday experiences rather than a single programme. Children learn through play, conversation, stories, songs, movement, creativity, exploration and relationships. Welsh is woven naturally through these experiences so that children encounter the language as something living, enjoyable and connected to belonging.
Our vision
Our vision is of a thriving Welsh-medium setting at the heart of its community: a place where children feel safe and known, where families feel welcomed and respected, and where skilled practitioners have the confidence and resources to respond to each child's needs.
Our mission
We provide affordable, high-quality childcare and early education through the medium of Welsh; support children's early development and wellbeing; identify and respond to additional needs; and strengthen community connections through language, culture and care.
Public benefit
The trustees confirm that, when planning the charity's activities and exercising their duties during the year, they had due regard to the Charity Commission's guidance on public benefit. The charity delivers public benefit by making Welsh-medium early years education available to local families, supporting children's development before statutory schooling, promoting the Welsh language and culture, and creating an inclusive setting in which children can participate regardless of additional need, home language or family circumstance. Where funded or subsidised places are available, they help reduce financial barriers and widen access.
The trustees consider that any private benefit arising from the charity's work is incidental to the achievement of its charitable purposes. Fees are set and reviewed with regard to both affordability and the cost of maintaining a safe, appropriately staffed and sustainable provision.
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56 192 286
different children days open, including trips hours of staff learning
7
5 4/4
children supported
referrals to ALN Panel CIW themes rated Good
through ALN processes
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A year of confident delivery
The year was characterised by greater stability, stronger systems and a clearer understanding of what families need from the Cylch. Demand for places continued to demonstrate the value of local Welsh-medium provision. Staff used the experience gained during the charity's first year to strengthen planning, routines, communication and the use of the environment.
The numbers on this page are important, but they do not fully capture the effect of the charity's work. A child's first confident Welsh phrase, a parent feeling listened to, an additional need identified early or a practitioner applying new learning are all meaningful outcomes. The trustees have therefore considered both activity and quality when assessing the year's performance.
What changed because we were here
Children had consistent opportunities to learn and play through Welsh in a setting designed around their wellbeing. Families had access to a local provision that supported work, family life and children's transition towards school. Children needing additional support were observed, understood and referred through the appropriate pathways. Staff developed their practice and the organisation received independent assurance that its provision was Good across all four CIW inspection themes.
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A setting in which children can flourish
Our central measure of success is the quality of children's daily experience. Throughout the year practitioners focused on building warm, dependable relationships and creating a rhythm to the day that helped children feel secure. This emotional foundation matters: children are more able to explore, communicate and take appropriate risks in their learning when they know that adults understand them and will respond consistently. Activities were planned around children's interests, developmental stages and emerging needs. Practitioners used observation to decide when to extend learning, when to step back and when a child might benefit from a more targeted response. The result was a balance between purposeful planning and the freedom children need to direct their own play.
Broadening children's experiences
The charity operated for 192 days during the year, including trips and experiences away from the setting. These opportunities enabled children to encounter new places, practise independence and connect their learning with the wider world. Outdoor play, community experiences and seasonal activities complemented the everyday curriculum and helped maintain children's curiosity.
Food, rest, movement, communication and personal care were treated as integral parts of children's development rather than separate routines. Staff worked to ensure that these moments were calm, respectful and responsive to individual needs.
A stronger relationship with families
Families are children's first and most enduring educators. The Cylch therefore sought to build relationships based on openness, timely communication and mutual respect. Parents and carers were encouraged to share information about their child's interests, routines, health and development, and practitioners used that knowledge to support continuity between home and the setting.
Where concerns arose, staff aimed to address them early and constructively. Where a child needed additional support, families were involved in discussion and referral pathways rather than treated as passive recipients of decisions. This partnership approach strengthened both inclusion and trust.
From establishment to improvement
The first year required the charity to create almost every system from the ground up. During 2025-26, the emphasis shifted towards evaluation and improvement: testing whether policies worked in practice, learning from inspection and feedback, strengthening internal oversight and planning investment in the premises. That change marks an important stage in the charity's maturity.
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Good in all four inspection themes Cylch Meithrin Gellionnen's first CIW inspection
The charity's first inspection by Care Inspectorate Wales was a major milestone. Inspection provides an external, evidence-based view of children's experiences and the systems that support them. Achieving a rating of Good across every inspection theme gave trustees, staff and families independent reassurance that the setting had established strong foundations.
- - Well being Good
Children's wellbeing sits at the centre of the provision. The Good judgement reflects an environment in which children are supported to settle, make choices, form relationships and participate in experiences that interest them. Practitioners listen to children's verbal and non-verbal communication and use that knowledge to shape the day.
- Care and development Good
High-quality care depends on practitioners knowing children well and responding with warmth, patience and professional judgement. The Good judgement recognised the quality of care and the way staff support learning, development and individual needs through everyday interactions.
- Environment Good
The environment must be safe, welcoming and sufficiently flexible to support different kinds of play and learning. The inspection outcome recognised the positive use of the premises and resources. Trustees have nevertheless continued to plan further improvement, including the summer refurbishment programme due to begin after the year end.
- Leadership and management Good
The leadership and management judgement is particularly important for a young organisation because it considers whether quality is supported by effective systems, oversight and a culture of improvement. The Good outcome recognised the work of the Cylch Leader, Deputy Leader, wider staff team and trustees in establishing a compliant and purposeful provision.
Using inspection as a foundation
Trustees do not regard inspection as a finish line. The report and associated feedback form part of the charity's wider self-evaluation. Actions arising from inspection are considered alongside staff reflection, family feedback, incident learning, safeguarding oversight and operational data so that improvement remains continuous rather than episodic.
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Children develop in different ways and at different rates. Some need a small adjustment for a short period; others need sustained, coordinated support. Our responsibility is to notice, respond and work with families and professionals so that a child can participate meaningfully and make progress.
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7 1
7 5
Children supported Individual
ALN consultations Panel referrals
through ALN processes Development Plan
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Early identification and purposeful response
During the year seven children were supported through Additional Learning Needs processes. Seven ALN consultations were undertaken, five children were referred to the local authority's ALN Panel and one child had an Individual Development Plan. All seven children received an intervention or tailored support.
These processes began with careful observation and discussion. Practitioners considered what a child could already do, the circumstances in which difficulties arose, the child's strengths and interests, and the strategies most likely to help. Support was then reviewed rather than allowed to continue without evidence of its effect.
Working with families
Families bring essential knowledge of their child. Staff sought to communicate sensitively and clearly, avoiding language that could make parents feel blamed or excluded. Where referral or specialist input was appropriate, the purpose of the process was explained and families were kept involved.
Working across services
Effective early intervention often depends on cooperation between the Cylch, families, schools, the local authority and specialist services. The team engaged with those partners to share relevant information lawfully, contribute observations and support continuity. This joined-up approach is especially important as children prepare to transition into school.
Inclusion in everyday practice
Additional support was not treated as a separate offer detached from the life of the setting. Adjustments, communication strategies, focused activities and individual interventions were used to help children access shared experiences, relationships and play. Our aim is not simply that a child is present, but that they belong and can take part.
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A community setting
Cylch Meithrin Gellionnen was created in response to a local need and continues to draw strength from the community around it. The charity is more than a childcare provider: it is part of the Welsh-language pathway for local children and a place where families can develop relationships with one another.
Parents and carers support the setting in different ways - through feedback, attendance at events, practical help, fundraising, advocacy and the everyday sharing of information. Their trust is one of the charity's most important assets and cannot be taken for granted.
Partnerships that strengthen delivery
The charity worked with Mudiad Meithrin, Swansea Council, Care Inspectorate Wales, local schools and specialist services. Each relationship serves a different purpose: professional support, regulation, early years funding, Additional Learning Needs pathways, transition, workforce development or community connection.
Trustees also value the contribution of funders and organisations that have supported the development of the Cylch. Funding secured during the charity's early years has helped widen access, strengthen resources and plan improvements that could not reasonably be met from fees alone. The final accounts provide the authoritative breakdown of restricted and unrestricted income.
Ti a Fi and early engagement
Ti a Fi provides a gentle introduction to Welsh-language experiences for babies, toddlers and their adults. It can reduce the uncertainty families sometimes feel about choosing Welshmedium education and create an early sense of connection with the setting. It also supports social contact for adults at a stage of family life that can otherwise feel isolating.
Voluntary contribution
The trustees give their time without payment for their role as trustees. Their contribution includes governance, financial oversight, safeguarding assurance, strategic planning, employment responsibilities, funding development and practical support. This voluntary leadership has been especially significant during the charity's establishment and growth.
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Quality is experienced by children through people: the adults who welcome them, listen to them, protect them and help them make sense of the world.
The knowledge, stability and wellbeing of the workforce are central to the charity's ability to deliver its purposes. Recruiting and retaining skilled Welsh-medium early years practitioners remains challenging across the sector. Trustees therefore seek to balance affordability with fair employment, appropriate staffing levels and investment in development.
Professional learning
Across the year staff completed 286 hours of professional learning. This included development relevant to safeguarding, child development, Additional Learning Needs, curriculum practice, Welsh language, first aid and the safe operation of the setting.
Training is most valuable when it changes practice. Leaders therefore use supervision, team discussion and reflective review to help staff apply new knowledge, consider its effect and identify further development needs.
Leadership and support
The Cylch Leader and Deputy Leader manage the daily provision, guide practitioners and provide the Board with operational assurance. Clear leadership is combined with opportunities for staff to raise concerns, contribute ideas and discuss the needs of individual children.
Wellbeing and culture
Early years work is rewarding but demanding. The charity aims to create a culture in which expectations are clear, feedback is respectful and staff can ask for help. Regular supervision, fair processes and attention to workload all contribute to safer, more consistent care.
Safer recruitment
Recruitment and employment procedures reflect the safeguarding nature of the work. Appropriate identity, eligibility, reference and Disclosure and Barring Service checks are completed, and new staff receive induction before taking on full responsibilities. Ongoing conduct and suitability are addressed through supervision, policy and management oversight.
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A place designed around children
The physical environment influences how children move, communicate, concentrate and play. During the year staff continued to review the use of rooms, resources and outdoor areas so that children could make choices safely and engage in a broad range of experiences.
Resources were selected and arranged to support independence, imagination and inclusion. Natural and open-ended materials were used where appropriate, and the team sought to ensure that children could encounter challenges without being exposed to unmanaged risk.
Summer refurbishment
During the reporting period trustees developed plans for a programme of refurbishment due to commence after 31 July 2026. The work represents the next stage in the building's journey from a previously unused space to a sustainable long-term home for Welsh-medium early years provision.
The intended benefits include a more stimulating learning environment, improved functionality and greater resilience of the premises. Expenditure and commitments relating to the programme must be reflected in the accounts and, where relevant, explained through the reserves and designated funds disclosures.
Managing premises safely
Health and safety arrangements include routine checks, risk assessment, maintenance, fire safety, safe storage, hygiene and oversight of contractors. Leaders review the environment from the perspective of children and staff, while trustees maintain strategic oversight of significant risks, compliance and capital priorities.
Looking beyond the immediate year
Trustees recognise that premises planning is not a one-off project. Long-term sustainability requires planned maintenance, realistic budgeting and an understanding of how the needs of children, families and the workforce may change. Future capital decisions will therefore be assessed for affordability, accessibility and their contribution to charitable impact.
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Legal structure and governing document
Cylch Meithrin Gellionnen is a Foundation Charitable Incorporated Organisation. It is governed by its constitution, adopted on incorporation in 2024. The CIO has its own legal personality and the trustees are responsible for ensuring that it acts within its charitable purposes, complies with charity law and uses its resources for the public benefit.
The charity is also registered with Care Inspectorate Wales as a childcare provider. Charity governance and childcare regulation are distinct but connected: trustees must ensure both that the organisation is properly governed and that the service delivered to children is safe, compliant and of good quality.
The Board's role
The Board holds collective responsibility for strategy, safeguarding oversight, financial stewardship, employment, risk and regulatory compliance. It approves significant policies and commitments, receives information about performance and holds the leadership team to account while respecting professional responsibility for day-to-day practice.
Trustees are expected to act only in the charity's interests, exercise reasonable care and skill, manage conflicts and ensure that decisions are sufficiently informed. Significant decisions are recorded in minutes, together with the information considered and any declared interest.
Appointment, induction and development
Trustees are appointed in accordance with the constitution. When considering appointments, the Board seeks a mix of skills and perspectives relevant to early years provision, safeguarding, finance, employment, charity governance, the Welsh language and the local community.
New trustees receive information about the constitution, the charity's purposes, current priorities, finances, safeguarding arrangements and the legal duties of trustees. Development continues through Board discussion, guidance, external advice and relevant training. The Board recognises that succession planning and the regular review of its skills will become increasingly important as the charity matures.
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Delegation and accountability
Day to day operation is delegated to the Cylch Leader, supported by the Deputy Leader and staff team, within approved policies, staffing arrangements and budgets. Delegation does not remove trustee responsibility. The Board therefore receives information on safeguarding, attendance, staffing, finance, quality, compliance, Additional Learning Needs, incidents and significant operational matters.
The Chair may provide support or act between meetings where authorised, but responsibility for major decisions remains with the Board collectively. This distinction protects both the charity and the individuals involved by avoiding an over-reliance on informal or unilateral decisionmaking.
Board meetings and assurance
The Board met regularly during the year. Its oversight included financial performance and cash flow, staffing, regulatory compliance, safeguarding, quality improvement, demand, funding, premises, risk and the planned refurbishment. Information was also shared between meetings when an issue required timely trustee awareness or decision.
Conflicts, benefits and related parties
Trustees are required to declare interests and to withdraw from discussion or decision-making where appropriate. Trustees received no remuneration for carrying out their trustee duties. Any separate payment to a trustee or connected person for goods or services can only be made where it is legally authorised, demonstrably in the charity's best interests, properly managed and disclosed in the accounts where required.
Governance development
The Board's early years required a high level of practical involvement alongside strategic oversight. As the organisation becomes more established, trustees intend to strengthen the distinction between governance and management, improve forward financial planning, develop succession arrangements and continue refining the information used to measure performance and risk.
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Safeguarding
Safeguarding is a core governance and operational responsibility. The charity maintains policies and reporting arrangements designed to protect children, respond to concerns and create a culture in which poor practice can be challenged. Designated safeguarding responsibilities are allocated to appropriately trained staff, with trustee-level oversight.
All relevant staff and volunteers are subject to appropriate safer-recruitment checks. Training is refreshed in line with role and guidance, and concerns are recorded, referred and managed through established procedures. Trustees receive assurance on safeguarding without seeking access to personal information beyond what is necessary for governance.
Equality, diversity and inclusion
The Cylch aims to be a setting in which every child and family is treated with dignity. Inclusion applies across disability and Additional Learning Needs, race and ethnicity, religion or belief, sex, family structure, economic circumstance and home language. Reasonable adjustments and differentiated approaches are used where they enable participation and do not compromise safety.
Welsh-medium provision is offered in a way that welcomes families who do not speak Welsh. Clear communication with adults and supportive immersion for children help prevent language from becoming an unintended barrier.
Data protection and confidentiality
The charity holds sensitive information about children, families, staff and volunteers. Information is collected for clear purposes, accessed on a need-to-know basis, stored securely and shared lawfully. Trustees recognise that good information governance is part of safeguarding and public trust.
Environmental responsibility
Environmental responsibility is reflected in practical choices: reusable resources where appropriate, waste reduction, careful use of energy and materials, outdoor learning and opportunities for children to develop respect for the natural world. The trustees will continue to develop this approach proportionately, balancing environmental benefit, affordability, hygiene and safety.
Complaints and speaking up
Families, staff and others must be able to raise concerns without fear of unfair treatment. The charity maintains complaints and whistleblowing arrangements, seeks to address issues promptly and uses learning from concerns to improve practice. Serious matters are escalated to trustees, regulators or statutory agencies where required.
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The trustees are responsible for using the charity's resources carefully and only in furtherance of its purposes. Financial management during 2025-26 focused on maintaining safe staffing, meeting the cost of high-quality provision, investing in resources and professional development, and preparing for future premises improvement.
Income
The charity's income was derived principally from childcare fees and early years funding, supplemented by grants, fundraising and other support where available. This mix helps the Cylch remain accessible while reducing the risk of relying on a single source of income. Restricted grants are used only for the purposes specified by the funder.
Expenditure
Staffing remained the charity's most significant area of expenditure, reflecting the central role of skilled practitioners and the regulatory requirements of safe childcare. Other material costs included premises, food, learning resources, training, insurance, utilities, administration and compliance. The Board reviews financial information during the year and considers cash flow, commitments, staffing costs and the affordability of planned activity. Payments are subject to agreed authorisation arrangements, records are reconciled and payroll is overseen through established controls.
Accounting basis and external scrutiny
The financial statements accompanying this report are prepared on the receipts and payments basis, consistent with the charity's previous year and subject to the charity remaining eligible to use that basis. As a CIO, the charity must file its Trustees' Annual Report, accounts and annual return with the Charity Commission. The accounts are independently examined in accordance with the applicable statutory requirements.
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Why the charity holds reserves
The charity holds unrestricted reserves to protect continuity of care and provide time for an orderly response to financial pressure. A childcare setting has substantial fixed and semi-fixed commitments, particularly staffing and premises costs, and cannot safely reduce activity at short notice without affecting children, families and employees.
Reserves also provide capacity to meet unexpected costs, manage fluctuations in occupancy or funding, and invest in planned improvements where this supports the charity's long-term purposes. Restricted funds are excluded from free reserves because they can only be used for the purpose specified by the funder.
Reserves policy
The Board's current policy is to aim for unrestricted reserves equivalent to approximately three to six months of normal operating expenditure. The target is reviewed in light of the charity's scale, contractual commitments, occupancy, funding profile, condition of the premises and identified risks.
At 31 July 2026, unrestricted reserves were £33,288 equivalent to approximately 5 months of normal operating expenditure. The trustees were satisfied that the target had been achieved. Where reserves differ materially from the target, the Board will manage the position through budgeting, income development and the timing of non-essential expenditure.
Going concern and sustainability
Trustees have considered the charity's expected income, expenditure, cash resources, staffing commitments and foreseeable risks. Subject to confirmation against the final accounts and budget, the Board expects the charity to continue operating for the foreseeable future. The trustees will continue to monitor occupancy, fee and funding income, payroll costs and the affordability of capital plans.
Fundraising
Fundraising during the year was community-based and proportionate to the charity's scale. The charity did not use a professional fundraiser or commercial participator. Fundraising communications were intended to be respectful and transparent, and the charity did not apply unreasonable pressure to members of the public.
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Risk management is part of responsible decision-making. The Board maintains and reviews a risk register, considers emerging issues and seeks assurance that proportionate controls are operating. Risk cannot be eliminated from childcare or charity management, but it can be understood, reduced and planned for.
Workforce capacity
Recruiting and retaining qualified Welsh-speaking practitioners remains one of the charity's most significant operational risks. A small team can also be affected quickly by absence or turnover. Mitigation includes workforce planning, safer recruitment, professional development, supervision, supportive employment practice and contingency arrangements for cover.
Financial sustainability
The charity is exposed to rising staffing, food, utilities, insurance and premises costs, while fee affordability remains important to families. Grant income can be restricted or time-limited. Trustees respond through budget monitoring, cash-flow review, reserves, occupancy management, diversified income and careful assessment of new commitments.
Safeguarding and regulatory compliance
A failure in safeguarding, health and safety, data protection or regulatory compliance could cause serious harm to children and damage public trust. Controls include trained designated staff, safer recruitment, policies, incident reporting, risk assessment, supervision, trustee oversight and engagement with regulators and statutory agencies.
Premises and refurbishment
The age and condition of the premises, together with planned works, create risks relating to cost, delay, disruption and contractor management. Trustees mitigate these through scoping, budgeting, appropriate approvals, competent contractors, insurance, safeguarding arrangements and oversight of work undertaken around childcare activity.
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Demand and capacity
Demand may fluctuate and can create either under-occupancy or pressure on places and staffing. The charity monitors enquiries, attendance patterns and transition points so that growth can be managed without compromising ratios, quality or financial stability.
Reputation and trust
The Cylch depends on the confidence of families, staff, funders, regulators and the community. Open communication, fair complaints handling, accurate reporting and timely action when concerns arise all help protect that trust.
Risk management is not about avoiding change. It is about making well-informed decisions so that the charity remains resilient, responsive and ready for the future.
Testimonials from Parents
“I couldn’t ask for a better setting for my child. A lovely setting, staff are approachable and my daughter loves the activities.”
“Highly recommend this setting because the staff are so approachable, professional and friendly.”
“The service has been fantastic. The staff are caring, approachable, and supportive, and my child has grown in confidence and enjoys attending. Communication is always good, and we feel well supported.”
“The care and passion that the staff show is next to nothing. Over the year we have used the nursery setting, we've had zero concerns, and feel our child is flourishing in education, confidence and personality. Already, I've referred three parents who now use the service with zero complaints. Again, the compassion and professionalism is impeccable.”
“The main factors that influenced our decision to recommend cylch to friends and family are the exceptional standard of care. The professionalism of the staff and the warm, nurturing environment they create. The staff are consistently friendly, approachable, and highly knowledgable, always taking the time to keep us informed and reassured. What stands out most is their genuine compassion and willingness to go above and beyond, particularly when it comes to supporting our daughter's medical needs. Knowing she's cared for attentively, gives us complete trust and confidence, and it is this level of dedication that makes us wholeheartedly recommend the cylch to others.
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The Board enters the new year with confidence, but not complacency. Our priorities reflect the next stage of the charity's development: protecting quality, completing planned improvements and making the organisation more resilient.
| 1 | Build on the CIW inspection Use inspection feedback, self-evaluation, family views and staff reflection to strengthen practice and demonstrate continuous improvement across all four inspection themes. |
|---|---|
| 2 | Complete and embed the refurbishment Manage the summer works safely and within available resources, then evaluate whether the improved environment is delivering the intended benefits for children and practitioners. |
| 3 | Strengthen support for every child Continue early identification, purposeful intervention and close partnership with families, schools, the local authority and specialist services. |
| 4 | Invest in the workforce Maintain professional learning, reflective supervision, leadership development and attention to wellbeing so that skilled practitioners want to build their future with the Cylch. |
| 5 | Deepen Welsh-language impact Help children and families experience Welsh as welcoming, relevant and enjoyable, while strengthening links across the local Welsh-medium education pathway. |
| 6 | Build financial and governance resilience Improve forward budgeting, occupancy planning, reserves monitoring, trustee recruitment and succession so that growth remains sustainable and well governed. |
How trustees will monitor progress
Progress will be reviewed through Board reporting, financial information, safeguarding assurance, operational data, staff and family feedback, and evidence from self-evaluation. Trustees will adjust priorities where circumstances change, but will keep children's wellbeing and the charity's purposes at the centre of decisions.
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The progress described in this report was made possible by people who gave their skill, time, trust and encouragement.
To our children
Thank you for bringing imagination, energy and honesty into the setting every day. Your wellbeing, development and joy are the reason the charity exists.
To our families
Thank you for trusting us, sharing your knowledge of your children and working with us through achievements, transitions and challenges.
To our staff
Thank you for the care, patience and professionalism you show. Quality is built through thousands of everyday interactions, and your work gives life to the charity's values.
To our trustees, volunteers, partners and funders
Thank you for your judgement, practical support, challenge and belief in the importance of Welsh-medium early years provision. Your contribution has helped the Cylch move from establishment into a stronger and more sustainable phase.
Together, we are creating a place where children can grow in confidence, language and belonging.
Diolch yn fawr iawn!
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Trustees' responsibilities
The trustees are responsible for preparing the Trustees' Annual Report and the financial statements in accordance with applicable law and the charity's governing document.
The trustees are responsible for keeping accounting records that are sufficient to show and explain the charity's transactions and disclose, with reasonable accuracy, its financial position. They are also responsible for safeguarding the charity's assets and for taking reasonable steps to prevent and detect fraud, error and other irregularities.
The trustees must ensure that the charity's resources are applied only in furtherance of its charitable purposes, that conflicts of interest are managed and that the charity complies with its reporting and filing obligations.
Approval
This Trustees' Annual Report was approved by the Board of Trustees on [insert approval date] and signed on its behalf by:
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Signature
Name Geraint Turner
Role Chair of Trustees
Date 24/08/26
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Independent examiner's report on the accounts
Report to the trustees/ Charity Name members of Cylch Meithrin Gellionnen
st July 2026
On accounts for the year 31st July 2026 ended
Charity no 1208782 (if any)
Set out on pages
(rem em berto include the page numbers of additional sheets)
I report to the trustees on my examination of the accounts of the above charity (“the Trust”) for the year ended 31st July 2026.
Responsibilities and As the charity trustees of the Trust, you are responsible for the preparation basis of report of the accounts in accordance with the requirements of the Charities Act 2011 (“the Act”).
I report in respect of my examination of the Trust’s accounts carried out under section 145 of the 2011 Act and in carrying out my examination, I have followed the applicable Directions given by the Charity Commission under section 145(5)(b) of the Act.
I have completed my examination. I confirm that no material matters have Independent come to my attention (other than that disclosed below *) in connection with examiner's statement the examination which gives me cause to believe that in, any material respect:
-
accounting records were not kept in accordance with section 130 of the Act or
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� the accounts do not accord with the accounting records
I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in order to enable a proper understanding of the accounts to be reached.
- Please delete the words in the brackets if they do not apply.
Signed:
Date: 21/08/2026
Name: Henry Lloyd-Davies
Relevant professional ACA (ICAEW) qualification(s) or body (if any):
Address: Bevan Buckland LTD, Cardigan House, Castle Court
Swansea Enterprise Park, Swansea, SA7 9LA
October 2018
IER
1
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Section B Disclosure
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Only complete if the examiner needs to highlight matters of concern (see CC32, Independent examination of charity accounts: directions and guidance for examiners).
Give here brief details of We also attach a copy of the charity’s Trustees Annual Report. any items that the examiner wishes to disclose.
October 2018
IER
2
CC16a
Receipts and payments accounts Cylch Meithrin Gellionnen
From 01/08/2025 31/07/2026 To Charity No. 1208782
31/07/2
| 6 Section A Receipts and payments Unrestricted Restricted |
6 Section A Receipts and payments Unrestricted Restricted |
6 Section A Receipts and payments Unrestricted Restricted |
Total funds | Last year | ||
|---|---|---|---|---|---|---|
| to the nearest £ |
to the nearest | £ | to the nearest £ | to the nearest | £ | |
| Receipts | ||||||
| Cynnig Gofal Plant / Childcare Offer | 39,982 | 39,982 | - | |||
| Ffioedd Rhieni / Parent Fees | 22,814 | 22,814 | 44,971 | |||
| Addysg 3 Oed / Early Education | 1,951 | 1,951 | - | |||
| Dechrau'n Deg / Flying Start | 72,884 | 72,884 | - | |||
| Grantiau / Grants | 350 | 350 | 75,971 | |||
| Ffioedd Ychwanegol / Additional | - | - | ||||
| Charges Codi Arian / Fundraising Rhoddion / Donations Llog / Bank Interest |
158 55 72 - |
- 158 55 72 |
||||
| - | - | |||||
| - | ||||||
| Restricted Grants | 2,100 | 2,100 | - | |||
| Total receipts | 138,266 | 2,100 | 140,366 | 120,942 | ||
| Payments | ||||||
| Cyflog / Salaries | 102,264 | 685 | 102,949 | 59,662 | ||
| Rhent / Rent | 2,681 | - | 2,681 | - | ||
| Gwasanaethau / Services | 1,164 | - | 1,164 | - | ||
| Costau arall staff / Other Staff Cost | 12,227 | - | 12,227 | - | ||
| Ffioedd Banc / Banking Fees | 2,352 | - | 2,352 | 199 | ||
| Adnoddau / Resources | 1,355 | 750 | 2,105 | - | ||
| Bwyd / Food | 2,279 | - | 2,279 | 2,073 | ||
| Aelodaeth / Membership | 56 | - | 56 | - | ||
| TGCH / IT | 1,418 | - | 1,418 | - | ||
| Marchnata / Marketing | 966 | - | 966 | 876 | ||
| Costau Eraill / Other Costs Equ ipm ent |
9,057 2,894 |
315 | 9,372 2,894 |
- 14,029 |
||
| Administrative Costs | - | - | - | 6,737 | ||
| Travel and Subsistence | 455 | - | 805 | 1,098 | ||
| - | 350 | - | - | |||
| - | ||||||
| - | - | - | ||||
| - | ||||||
| - | - | - | ||||
| - | ||||||
| - | - | - | ||||
| - | ||||||
| Total payments | 139,168 | 2,100 | 141,268 | 84,674 | ||
| Net of receipts/(payments) | ||||||
| (902) | 0 | (902) | 36,268 | |||
| Cash funds last year end | 34,190 | - | 34,190 | |||
| Cash funds this year end | 33,288 | 0 | 33 ,288 |
| Section B Statement of | assets and liabilities at | the end of the period Unrestricted Restricted |
the end of the period Unrestricted Restricted |
the end of the period Unrestricted Restricted |
Total | |
|---|---|---|---|---|---|---|
| Categories | Details | funds | funds | |||
| to nearest £ | to nearest £ | to nearest£ | ||||
| B1 Cash funds | Current | 16,469 | 0 | 16,469 | ||
| Savings | 16,591 | 0 | 16,591 | |||
| Cash | 228 | 0 | 228 | |||
| Total cash funds | 33,288 | 0 | 33,288 | |||
| Unrestricted | Restricted | |||||
| funds | funds | |||||
| Details | to nearest £ | to nearest £ | ||||
| B2 Other monetary assets | - | - | - | |||
| - | - | - | ||||
| - | - | - | ||||
| - | - | - | ||||
| - | - | - | ||||
| - | - | - | ||||
| Details | Fund to which asset belongs |
Cost (optional) | Current value (optional) |
|||
| B3 Investment assets | - | - | ||||
| - | - | |||||
| - | - | |||||
| - | - | |||||
| - | - | |||||
| Details | Fund to which asset belongs |
Cost (optional) | Current value (optional) |
|||
| B4 Assets retained for the | - | - | ||||
| charity’s own use | - | - | ||||
| - | - | |||||
| - | - | |||||
| - | - | |||||
| - | - | |||||
| - | - | |||||
| - | - | |||||
| - | - | |||||
| Fund to which | Amount due | When due | ||||
| liability relates | (optional) | (optional) | ||||
| Details | ||||||
| B5 Liabilities | ||||||
| - | ||||||
| - | ||||||
| - | ||||||
| - |
| Signed by one or two trustees | on behalf of all the trustees | |
|---|---|---|
| Signature | Print Name | Date of approval |
| 24/08/26 | ||
| Geraint Turner | ||
| 24/8/26 | ||
| Aimee Jenkins |
| Opening | Additions in | Payments in | Closing | ||
|---|---|---|---|---|---|
| Restricted Funds | to the nearest | to the nearest | to the nearest | to the nearest | |
| CC Swansea (COAST) | 0 | 1,250 | 1,250 | 0 | |
| Oakdale Trust | 0 | 750 | 750 | 0 | |
| CC Swansea (Welsh Language) | 0 | 100 | 100 | 0 | |
| 0 | 0 | 0 | 0 | ||
| 0 | 0 | 0 | 0 | ||
| Unrestricted Funds | 34,190 | 138,266 | 139,168 | 33,288 | |
| Total Funds | 34,190 | 140,366 | 141,268 | 33,288 |
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Signature 1
Signed by Geraint Turner using authentication code c0s2Znd3Z2ZsejMv at IP address 31.94.6.14, on 2026/08/21 12:06:05 Z.
Geraint Turner's e-mail address is: gt54ner@gmail.com.
Signature 2
Signed by Aimee Jenkins using authentication code wqNMaTN4ODB5OCRQKA== at IP address 31.94.26.49, on 2026/08/21 13:32:00 Z.
Aimee Jenkins's e-mail address is: aimee_jenks21@hotmail.com.