The
Cellar
Trust
15
Impact report
2023-24

Contents
Summary
Who we are and what we do
What we're proud of
Our insights
Jargon buster
Our servlces
8-22
Pathways to Employment
HOPE
MAST
13
Trust Therapies
15
Reach
17
Safe Spaces
19
Training
Our smaller services
21
22
Our organlsatlon
23-66
Estates
24
Our people
25
Our communiti8S
27
Report of the Trustees
Independent Auditor's Report to the
Trustees of The Cellar Trust
29
36
Statement of financial activities
41
Notes to the Financial Statements for
the year ended 31 March 2024
44

The Cellax Trust
Impact Report 2023-24
Summary
By our CEO, Kim Shutler, MBE
Following on from the pandemlc, this year has s88n the
Impact of the economic crisis hit our communitles hard.
The Cellar Trust already operates In areas which are
amongst the most deprived in the country. We know that
this Is worsening for people With our poorest communltles
experlencing a 3% hlgher inflatlon rate than average
because much ottheir Income Is spent on dally essentials
Ilke food and energy (Bradford Councll, 2024).
We also know that rates of depression and serious mental
health problems are known to be higher in communities
that find it hard to afford housing costs and energy bills
(House of Commons Library, 2024).
Locally and nationally, we are seeing a crlsis in statutory
funding within our local authority and the NHS, and our
team continue to experienced first-hand the growing
mental health crisis in our community with the knock on
effect on overwhelmed public services.
In the face of this we have doubled down on our efforts
to r8ach more peop18, to adapt and to innovate with
our statutory and voluntary and community sector
partners to respond. The number of support sessions
we have delivered has increased by 40 /. to 34,269 and
90/0 of people who fed back said that we had
supported them to improve their mental health. This
y8ar we were also able to confirm funding to develop
our Shipley site as a new health and wellbeing
community hub which will open in 2025.
The Cellar Trust is steadfast
in its commitment to
delivering exceptional
services as well as playing
a key partnership and
leadership role.
Despite this we see the demand outstripping capacity, people in our community becoming
increasingly unwell without the right support at the right time, and no immediate sign of this
improving. In this face of this ongoing challenge for our communities The Cellar Trust is steadfast
in its commitment to delivering exceptional services as well as playing a key partnership and
leadership role in the voluntary and community sector, in health and care, across the District
and beyond. As we move into the coming year, we have new and innovative new services
launching and exciting, ambitious plans. We are incredibly grateful to our colleagues, volunteers
and supporters for enabling us to be here for the people we senie.

Who we are and what we do
We are a registered charity provldlng
mental health and wellbeing support
across Bradford. Airedale, Wharfedale
and Craven. We offer a range of
services and approaches to meet the
needs of our people and communities,
where and when they need us.
In 2023-24:
We supported 11.981 people,
We delivered 34,269 sessions of support.
Working in partnership with other
organisations, we provide support to
h81p people live positively and
independently, to build a brighter future.
A number of our services are delivered
by peer support workers who have their
own lived experience of mental health
problems. Our t8ams mainly work with
people with o severe mental illness
(SMI) or multiple complex needs.
We trained 246 people in Peer Support.
We helped 3240 people develop skills and
knowledge in mental health.
My worker has been very human, non-
judgemental, easy to relate to, easy to
talk to and she has always spoken to
me with complete kindness. I have
genuinely looked forward to our
sessions. She has made me feel less
alone, less stressed, and I've been
helped to break things down a step at
a time. She's just been amazing and
she has made me feel very safe to talk
about things.
Our services
Pathways to Employment
HOPE
MAST
Trust Th8rapies
Reach
Safe Spaces
Training
Services in partnership
99.
Samlna, HOPE cllent

The Cellar Trust
Impact Report 2023-24
What we're proud of
00
Our people
000
We're a team of 89 plus 30 associates but we manage to deliver so
much. For every individual we help we are also giving reassurance
to their family and friends. Our staff are our biggest asset, they use
their lived experience and expertise to support thousands of people
in our district every year and we are incredibly proud of them.
Awards and recognition
HOPE 3rd Sector Compassion Award Finalists
Safe Spaces 3rd Sector Collaboration (Integration) Winners
Trust Therapies
supported 57 % more
people and delivered 43 /
more sessions this year.
99 / of the people we
surveyed said they would
recommend the service.
91 / of people surveyed
reported an excellent
improvement in wellbeing.
MAST dellvered 64 %
191 % of people we
surveyed had a positive
experience of Pathways
to Employment.
more sessions of
support in our hospitals
this year. 91 % of the
people we supported
did not re-present at
A&E with the
same issue.
In our 2024 client survey:
90 % felt improved wellbeing.
We have staff working with or
in our District's hospitals
mental health hospitals, GP
practices, community
centres, Job Centres and
CMHTS.
We are always
looking to reach
our communities
when and where
they need us.
90%
could manage their mental health more.
80 / felt more positive about the future.
HOPE increased the number of sessions
by 55 % this yearwith 95 % of
respondents saying the service helped
them feel listened to. 79 % of people
improved with an average improvement
score of 76 % .

Our insights
Our staff have'on the ground, experience providing
valuable insights into mental health and service
challenges. These insights help to inform our service
development and delivery.
Each service has unique insights specific to them but there
are some organisation-wide themes we have gathered here:
Increased complexity in our cases
As a consequence, symptoms of stress within the
staff teams have risen as cases are more difficult
and can impact on staff mental wellbeing. We
value our staff's lived experience of mental
health and continue to provide a range of
support mechanisms to help them stay well in
challenging times.
The complexity of the challenges faced by
the people we support contlnues to
Increase because otwlder pressures on the
healthcare system.
We have seen an upturn in referrals for
people with autism, a learning disability
(diagnosed or on a waiting list for a
diagnosis) physical disabilities or chronic
conditions affecting their physical health.
Across our teams we are finding people
are increasingly calling their support
worker in crisis andlor attending sessions
in crisis, going into crisis during sessions,
or in between sessions.
Increased demand and waiting
list pressures
Ongoing demand for our services thls year has
put a significant pressure on waiting lists, For our
HOPE and Trust Therapy services this m8ant we
had to temporarily close our waiting list for part
of the year to ensure we can operate safely.

'n,I,',ll:I Iiji I
More people facing financial andlor
social challenges
We continue to see the real impact of the
cost-of-living crisis. We saw an increase
in people experiencing financial
difficulties which directly impacts their
mental health. We also saw more people
applying for PIP benefits but having
difficulties accessing benefit support and
a greater need for signposting to other
services such as food banks, debt help
services, homelessness support services
and other benefits support. People are
also struggling with immediate expenses
associated with accessing the support
they need such as travel costs.
In addition to homelessness, the team
have experienced an increase in social
housing issues. Perceived safety in their
local area, poor relationships with
neighbours, anti-social behaviour, alcohol
and drug use in their locality are issues
affecting people and this often takes up
time during sessions befor8 their mental
health can even be addressed.
W8 ar8 experlenclng more people relerred
wlth more complex soclal challenges and
barrlers alongslde thelr mental health
problem.
There Is a very real and prevalent link
between practical issues around housing,
finance, language barriers and mental health
challenges that can complicate cases and
take time to address.
Despite improvements in diversity across
our staff team, we are increasingly using
translators to be able to support people
no matter their preferred language. This
reflects the work our Communities Team
has done to make our services more
accessible for people from ethnically
diverse communities.

Jargon buster
We use some terms and
abbreviations that might
not be clear to everyone.
Here's a few:
pip
Personal Independence Payments.
cyp
Chlldren and Young People.
CMHT
Community Mental Health Teams.
PTSD
Post-traumatic stress disorder. It's defined by
the NHS as a mental health condition caused
by very stressful, frightening or distressing
events.
Complex trauma
Traumatic experiences involving multiple
events w5th interpersonal threats during
chlldhood or adolescence. (UK Trauma
Council)
Rellectlve Practlce
A group setting support mechanism for our
client-facing staff. Discusslons include
problem solving, sharing learning and
challenges.
Co-productlon
As defined by the Social Care Institute for
Excellence:
"Co-production is not just a word, it's not just
a concept, it is a meeting of minds coming
together to find a shared solution. In practice,
it involves people who use services being
consulted, included and working together
from the start to the end of any project that
affects them."
slgnpostlng
We're not always the best people to help but
we can point clients in the right direction to
get the help they need. Sometimes, this may
also include a referral to another service.
SMI
Severe Mental Illness, defined as people with
psychological problems that are often so
debilitating that their ability to engage in
functional and occupational activities is
severely impaired. (gov.uk)
Soclal Prescribing
An approach that connects people to
activities, groups, and services in their
community to meet the practical, social and
emotional needs that affect their health and
wellbeing. (NHS England)
Dual Diagnosis or Co-occurring Conditions
Where people have another diagnosis
alongside their mental health disorder, such
as a substance use disorder or autism
diagnosis.
Frailty
Sn medicine, fraiSty defines people who are at
highest risk of adverse outcomes such as
falls, disability, admission to hospital, or the
need for long-term care. (NHS England)

The Cellar Trust
Impact Report 2023-24
Our services
The next few pages cover
each of our services and
their impact in more detail.
oo
I came in as a service user
very broken and very
isolated and my greatest
fears, worries and anxieties
came ahead and took me
into a very dark space. My
support workers patience, .1,1￿0 j{.
professionalism, rapport an&¥j:;,
empathy lifted me.
99

Pathways to Employment
In 2023-24 we supported 328 people in
their employment journey through 2,361
sessions of support.
ervice explainer
CS c3Highlights
Who we support: People who are accessing
secondary mental health services or whose
mental health affects their ability to find or
sustaln employment.
What we do: Working with people for up to12
months we offer:
Pr8-8mploym8nt support to help people
overcome the barriers stopping them from
moving into employment.
Employment and retention support to
help people find, or return to, work and
liaising with employers.
A Youth Employment Specialist
Where to find us: In community venues close
to where people live as well as drop-in
sesslons and In-reach into community hubs,
CMHTS and Job Centres.
How the service is lunded: NHS and Bradford
Council Adult Social care.
91°A respondents had positive experience
of the service.
60°/0 respondents agreed service has
helped them to increase their skills.
29°/47 of people who accessed the
employment support part of the service
moved into paid employment or returned
to work after long-term absence.
Insights
410/0 of p80ple supported have a SMI
diagnosis, a14/0 increase from 2022-23.
25°/0 of people with SMI, were not
receiving any secondary care.
14Y• of people accessing the service
had co-occurring conditionsldual
diagnosis.
We have seen an increase in young
people who are self-harming.

The Cellar Trust
Impact Report 2023-24
Amara's
story
oo
The Cellar Trust helped me to
overcome my social anxiety and
depression, flnd employment, and
regain my confidence. l am so
grateful for their support.
99
When l approached The C8llarTrust, I was
exp8rl8nclng severe soclal anxlety and
d8pr8sslon. It was dlff Icult lor me to face
people. Everythlng started from a bad
experience at work, and after that, I was afrald
to go to Jobs.
My support worker provided me with the help
and guidance I needed to manage my social
anxiety and depression and find employment.
The one-to-one support made me feel
comfortable with the person I was in contact
with. This slow process helped me to open up
and share my thoughts and feelings.
My support worker took the time to chat with me
which made me feel more at ease. They guided
me through the job application and interview
process and introduced me to Smartworks,
which is a charity that helps unemployed
women to get back into work by providing them
with clothes and coaching.
Another thing that The Cellar Trust did that no
one else could have done was to make me
familiar with the places where I was going for
interviews or to work which made me feel less
alone and more confident. They also provided
me with emotional support and practical advice,
which was invaluable.
The Cellar Trust helped me to overcome my
social anxiety and depression, find employment,
and regain my confidence. l am so grateful for
their support.
10

HOPE
In 2023-24 we supported 331 people on
their mental health journey through 3,199
sessions of support.
ervice explainer
c3tsHighlights
Who we support: People who have
experienced long term andlor complex
trauma and have had difficulty engaging with
other services or find they do not meet their
needs. This can mean people who often
access A&E or other blue light services on a
regular basis.
What we do: Int8nsive peer support, for up to
12 weeks, with a focus on early engagement to
build a trusting relationship and help people to
achieve their goals.
Where to lind us: Our person-centred
approach means our work ranges from visiting
people's homes and community spaces to
supporting people to attend local activities, as
well as telephone support.
How the servlce is funded: Big Lottery
Reaching Communities, NHS.
We delivered more sessions of support in
2023-24 with an Increase of 55°A on last
year.
95 /• people we surveyed agreed that
service has helped them feel listened to.
83 /• of people felt that they received
support from the service that they couldn't
have got anywhere else.
790A of people showed an improvement in
their wellbeing score with an average
increase of 76%.
74 /• of people we supported were new and
first-time users of the service
70°% of people offered support have a SMI
and 30Yo were from ethnically diverse
communities.
25/0 of the people we supported were
LGBTQ+
We have seen an increase in people with
PTSD (54V• of people seen) and with a
history of child abuse (77°A) or sexual abuse
(55y.).

The Cellar Trust
7111 ,lllu)act Report 2023-2
Aisha's
story
oo
I now feel more In contr
have coping skills tha
have before. I know where to go if l ."
need support in the future (￿d I
am feeling hopeful for th
re.
nd
99
Alsha was struggllng wlth severe anxlety and
felt very Isolated due to not speaklng Engllsh.
She was struggllng to leave her home and to
flnd the rlght support, whlch was havlng a
severe Impact on her mental wellbelng.
She needed a service whlch could provide
support with interpreter assistance and the
space and time to talk about her feelings. She
also needed support In referring into other
appropriate services,
We provided sessions with an interpreter and
gave Aisha the time to talk about how she was
feeling. We also referred her into our Trust
Therapies service and gave her links to
websites that had coping techniques in her
own language, for when she was feeling
overwhelmed. We encourage Aisha to feel
more in control and to independently manage
her wellbeing.
We referred into other local services, and she
is now attending a support group and making
new friends and has started to learn English.
The peer support worker shared some of their
own personal experiences with anxlety which
helped Aisha to feel heard, accepted and
more supported. It gave her hope that thlngs
can improve.
Alsha is now better able to control her anxlety
and wants to leave her home instead of
isolating herself. She now has a daily routine
in place, Is sleeping better and spending more
time with her family.
"The sessions have really helped me relax, as I
have been able to say how I feel and In my
own language with the help of the interpreter.
I now feel more in control and have coping
skills that I didn't have before. I know where to
go if I need support in the future and l am
feeling hopeful for the future..
12

MILST
Multi-Agency Support Team
In 2023-24 we delivered 7.484 sessions of
support in hospital and 2,253 sessions in
our communities.
ervice explainer
> c3Highlights
Who we support: We support people via A&E
and as in-patients at either Bradford Royal
Infirmary or Airedal8 General Hospital. Our
support continues in the community upon
discharge.
What we do: Our peer support workers
provide people with the help they need to get
to the root of the challenges they face,
seeking to lessen repeat attendance at A&E or
longer stays in hospital. Our multi-agency
approach means we can provide specialist
support around mental health, alcohol, frailty
and social prescribing.
Where to flnd us: In Bradford Royal Infirmary
and Airedale General Hospital and out in the
community clos8 to where people need us.
Howthe servlce Is funded: NHS and Bradford
Council Adult Social Care.
We delivered 64°A more sessions of support in
our hospitals.
91 /• of people did not re-present at A&E with
the same issue (86 % in 2022-23).
The people we supported rated the team on
average 4.94 out of 5.
44 /• increase in the number of people who
reported being able to manage their own
physicailmental wellbeing after our support.
44 /0 increase in the number of people
reporting they had tho tools to manage their
distress when in crisis after our support.
66 /0 increase in the number of people
reported they knew the services available to
them after our support.
470A increase in the number of people who
said they felt supported and connected to the
wider community after our support.
Our partners:
We have seen increased demand,
particularly for community support with the
highest level of demand being for mental
health.
project
khL
Keighley Healthy Living
We have seen more people struggling with
both mental health and alcohol use and
many hospital re-admittance cases are
related to alcohol misuse.
@5gHALE (gcarers,
We have more referrals for people
experiencing mobility issues and inability to
access support due to physicall
psychologicol challenges.
Htallh AciioTh Local En9a9ement
ledl+L L.,
resource
y•t Oar¢ftsrth(￿ C47Y¢frr
13

The Cpllar Trust
wei(f￿ lo
8rathrd Royal
Infirmary
Ga
MAST is a fantastic example of collaborative
working across health and care services and
sectors for the benefit of a community of
people. The project's concept and design
enables NHS W8St Yorkshire, as the
commissioner, to blend funding with the Local
Authority and work in equal partnership with
the voluntary and community sector. There
ore multiple benefits and positive results from
the project, primarily more tailored and
effective care for local people in their
communities. The NHS benefits in a variety of
ways, including mental health and acute
services working more effectively, and
enabling service users to access more
appropriate core. Having met someone
recently who benefitted from the project, she
shared that it had in some ways saved her
life. I share MAST as a best practice example
of our work across sectors in our West
Yorkshire Health and Care Partnership,
especially with NHS colleagues nationally.
The MAST team have b8come an integral
part of the ED team supporting us to give
holistic care, supporting patients with
complex health and social needs and
reducing health inequality, Working with the
MAST team looking at high intensity users in
ED and developing plans to support them in
ED and the community has had a huge
impact in supporting a complex group of
potients and reducing unnecessary
attendances to ED. The ED team really
benefit from having this alternative pathway
to refer patients to and the collaborative
working between ED, the MAST team and
other services allows patients to get the right
care in the right place at the right time.
99
Emma Clinton, ED Service
Manager, Bradford Royal
Infirmary
99
Cathy Elliott, Chair of
NHS West Yorkshire
14

Trust Therapies
In 2023-24 we supported 1,270 people
overcome challenges through 5,506
sessions of support.
ervice explainer
c3Highlights
Who we support: We support people across
Bradford, Airedale, Wharfedale and Craven,
from aged 13 and upwards.
What we do: Our counselling and
psychotherapy offers a variety of different
therapies to help clients explore, and cope
wlth, a range of emotional challenges.
People can access between 6 and12
sessions. Some people may be eligible for
NHS fully-funded sessions, whilst others will
contribute on a means tested basis.
Sessions are delivered by a mlx of qualified
therapists and volunteers, as well as
supervised placement students.
Wher8 to find us: Sessions are dellvered at
our sites in Shipley and Keighley as well as
onllne,
How the service is funded: NHS, Earned
Income.
We have supported 57/0 more people.
We have delivered 43 /0 more sessions this
year, in part due to our successful student
programme.
99% of the people we survoy8d said they
would recommend the service.
91 /• of people surveyed reported an excellent
improvement in wellbeing.
With growing walting lists for children's
statutory services, we have seen an increase In ',
demand for this age group and have
responded by recruiting and training more
specialist staff.
There has been an increase in people
struggling with somatic illness - when a focus
on pain causes emotional problems or a
mental illness or trauma is the trigger for
physical illness or pain. Also, stress and
workplace anxiety are more prevalent and
may be the result of Covid and the world
returning to normal.
We have seen an increase in female clients
referring on the grounds of Perimenopause,
Menopause and hormonal imbalances and
their impact on mental health.
15

The Cellar Trnst .
Impact Report 2023-24
Clara's r
story 41
Clara was able to become aware of
how her past had impacted on how
she struggled to show and accept
positive emotions and feelings.
Clara came to us when she recognlsed a
growlng sense of low mood and feellng
dlsconnected from her lamlly. As a chlld.
Clara had been orphaned and raised In care
and had always struggled wlth aspects of her
upbrlnglng but kept busy as a way of coplng.
With age and health deterloration. she was
lindlng It harder to cope wlth how sh8 felt.
She needed a space to offload what she
called 'baggage', to improve her relationships
with others and herself. Clara's sessions with
her therapist were an opportunity to shore her
life experiences and earliest memories and to
feel validated and reassured.
As she explored these experiences and with
use of reflection, Clara was able to become
aware of how her past had impacted on how
she struggled to show and accept positive
emotions and feelings. With time and space to
talk, she was able to accept how challenging
her life had been through no fault of her own.
As a result, Clara wos able to b8gin hugging h8r
family and recognise how good this felt, She was
able to identify how this was never taught to her
via parental role models or personal experience
in her past acknowledging that, until this point,
she perhaps hadn't known how to accept or
show love.
At the end of our sessions, the client shared how
our time together had helped her gain
permission to be herself and felt more
empowered to deal with the future.
16

Reach
In 2023-24 we supported 378 people
towards their goals through 2,507 sessions
of support.
ervice explainer
. O c3Highlights
Who we support: People struggling with SMI
who are currently being supported in
secondary mental health services in
Bradford District.
What we do: One-to-one support for up to
six months; identifying personal goals and
working together towards achieving them.
The goals people identify are very varied
depending on where they are in their
recovery journey. Alongside our partner,
HALE, we can offer a range of specialist
expertlse within the team including:
dual diagnosis workers
'transition' support to help people access
mainstream opportunities and groups
following on from thelr period of support
with the team
Where to find us: The service is co-located
with the CMHTS, however, we deliver our
work in the community close to where
people live.
How the service is tunded: Bradford Council
Adult Social Care.
We appointed a Transition Worker to develop
links with mental health hospitals, to ensure
people with a SMI leaving hospital are
supported with their transition back into the
community. Our transitional work offers up to
6 months of support from dlscharge and
aims to promote social inclusion and
reintegration into the wider community.
We appointed a Co-Productlon Worker to
strengthen our relationships with CMHT'S,
deliver steering groups to capture feedback
from clients and lead professionals and
shape our service. We have been working
collaboratively with HALE, to develop
community networks and expand our cllent-
centred groups and activities.
Increasing referrals from people with drug
or alcohol dependency, who frequently
experience crisis.
Although this service is up to 6 months, we
are seeing an increase in re~referrals for
additional support.
We see first-hand the pressures
experienced in statutory services, for
example the high caseloads and high
turnover of staff in the NHS.
A lack of available inpatient beds means a
higher level of complexity, acuity of mental
health problems and risk being held in
organisations like ours.

The Cellar Trust
Impact Report 2023-24
Joély
story
oo
No amount of training would ever sho
teach the compassion, understanding, an
patience that I have received. Fo&that l atn
truly grateful.
99
Joel was struggllng wlth mental health
problems alongslde complex physlcal
health Issues. He Is the maln carer for hls
wlfe who also has complex physlcal health
needs. They have a teenager at home wlth
addltlonul needs and they have not lelt
supported wlth thls.
Joel lived and slept in the lounge and had
not slept in a bed for about 7 years. As a
full-time carer, he is often up during the
night. His mental health was being affected
by his inability to cope and lack of sleep. He
often felt suicidal and would drive and park
the car up just to get away from homelife.
When Joel came to us it was important for
him to meet his support worker outside of
the house to give him a break and to have
some time out for himself.
His Reach support worker met with him on a
regular basis, signposting Joel for further
support such Making Space Carers, men's
support groups such as Men's Sheds,
workshops, local churches with drop-in
sessions so he can pop in for a chat and a
drink.
Joel also received information on autism
support groups, seminars and parent
support as well as other specialist support
for his child.
"The service provided hos been fantastic. I feel
the 6 months has gone very quickly and I have
appreciated the sessions to get out of the house,
have someone neutral to talk to and with
information given on groups and services. Her
input has very much been appreciated, more
than I can tell you. No amount of training would
ever show or teach the compassion,
understanding, and patience that I have
received. For that l am truly grateful."
18

Safe Spaces
In 2023-24 we supported 2,593 people in
crisis through 13,170 sessions of support.
ervice explainer
(stsHighlights
Who we support: Children and young people
(cyp) and adults in emotional distress or crisis.
What we do: Safe Spaces, which is jointly led
with Mind in Bradford, offers urgent mental
health support, 365 days a year, from our
trained crisis support workers. People can
access Safe Spaces by calling First Response
or Guide-Line to get a same-day appointment
or turn-up to our regular drop-ins. We also
provide crisis support for children and young
peopSe 7 days a week from 3pm-9pm.
Where to Ilnd us: All age hubs in Bradford and
Keighley and a CYP hub in Shipley. We also
have14 drop-in locatlons across the District
delivered by our partner organisations.
How is thls servlce dellvered: Led in
partnership with Mind in Bradford and
delivered by Brathay, Bangladeshi Youth
Organisation, Pioneer Projects, Touchstone
SELFA, Khidmat Centre, Girlington Centre
Project 6 and Missing Peace.
How the service is funded: NHS
Increase of 42°A in people supported.
Increase in sessions by 105 / from 2022-23,
Distress scores across the year demonstrated
an average 55 /• reduction in distress following
a session with us.
We launched our direct conveyance route with
Yorkshire Ambulance Service in November
2023. From November to April 2023-24, 53
people came through this referral route,
reducing pressures on A&E and providing an
approximate cost saving of £41.605 in
ambulance mental health resources.
We redeveloped our CYP offer launching our
new service in February 2024 to provide a 365
day per year, one-to-one and group support
service for CYP.
Our crisis drop-ins have provided
approximately 3,300 support attendances this
year.
We employed an Inequalities Llnk Worker to
raise awareness ond understand what people
from diverse backgrounds need when it
comes to crisis support.
safe
spaces
Most clients referred have a diagnosed
mental health condition, with depression the
most common diagnosis.
Suicidal thoughtslideation and loneliness
are some of the primary reasons for
accessing the service.
19

023-24
oo
oo
staff are lovely, very professional
and courteous. Other services
could learn a lot from Safe Spaces.
5-star service from Mental Health
Response Vehicle Team and highly
regarded by patients we refer.
The place is a literal haven from the
panic and insecurity I have
sometimes felt. It is a life-saver, and
such a comfort to know that someone
can speak to you in person during
periods of isolation.
99
Yorkshire Ambulance Service
99
Ann, Safe Spaces service user
oo
oo
Absolutely brilliant - I felt
acknowledged and seen. It's the
small things that have made such
a huge difference. I feel like such a
weight has been lifted - cannot
even find the words to explain how
much it helped. l am so grateful"
Really straightfon+vard and
impressive how quickly people are
seen, this has significantly reduced
the amount of time we would have
had to spend with them in A&E.
99.
West Yorkshire Police
99
Tom, Safe Spaces seniice user
20

Training
In 2023-24 we trained 2520 people in
mental health and delivered 409
sessions of training.
Service explainer
c3 c3Highlights
Who we support: We support people who
want to better understand and manage their
own mental health or support others. We also
help organisatlons who want to develop
mentally healthy workplaces and support the
people they employ.
What we do: We deliver a range of training
Including our own Level 3 accredited Peer
Support Training and Talking Therapies
Psycho-Education courses to individuals and
organisations locally and nationally.
How the servlce is funded: NHS Talking
Therapies (Bradford District Foundation Care
Trust), West Yorkshire Police, Earned Income
Our Peer Support Training (Level 3) was
delivered to 246 individuals with an
average feedback score of 4.7 out of 5.
Over 1,000 West Yorkshire Police staff
have received mental health training with
an average 42°A increase in outcomes.
NHS Talking Therapies sessions delivered
to over 1,200 individuals.
A41
21

The Cellar Trust
Impact Report 2023-24
Our smaller services
We are part of a number of smaller multi-agency teams,
delivering partnership work across the District. Each of
these services includes a part-time colleague delivering as
part of the service.
SMI-LE
Short-term emotional support for people
who are receiving support from or on a
waiting list for a CMHT, working with Mind
in Bradford, Horton Housing and Inspired
Neighbourhoods.
oo
I honestly don't know if I would still be
here, you have saved my life. When
you called me, you knew I needed help
instantly.
Wharle Valley Pathways and Kelghley
Pathways
Mental health and employment support
working with a range of different VCSE
organisations including Keighley Healthy
Living and Project 6.
vv
Martin, HOPE Modality client
oo
Thank you for listening to me, I have
HOPE Modallty
Offering a12-week peer support service,
been all alone most of my life and it
helping people experiencing a variety of
really helps having a safe space to off
mental health difficulties. When attending load where I don't feel judged. I can just
a GP in the Modality partnership - clients
be me.
can be referred through for weekly
sessions, with one of our peer support
workers. This is to give them additional
help in a safe and confidential space and
alleviating some pressure on GPS.
Peter, HOPE Modality client
22

Our organisation
The next few pages cover
more about our people,
place and finances.
ntranGe
*1
al,
oo
Never doubt that a small group
of thoughtful citizens can change
the world. Indeed, it is the only
thing that ever has.
99
Margaret Mead, Anthropologist
23

Estates
This year saw continued engagement
around our major capital
development as part of the Shipley
Towns with planning permission for
the redevelopment of our Farfield
Road Office confirmed. We said a
temporary goodbye to the former St
Walburgh School and our home for
over 20 years and relocated our
Shipley-based team to nearby
premises.
Following a tender process, we were
pleased to appoint local contractors
Whitaker and Leach to work alongside
local architects, Rance 800th Smith, to
deliver our new site due for completion
in Summer 2025.
24

Our people
We are an organisation of 89
employees plus 30 therapy associates.
Creating a great place to workwhere people
We also reviewed and redeveloped and
can thrive and dellverlantastlc services is a
simplified our pay-scales including ensuring
key strategic priority for our us. Followlng the continued commitment to th8 Real Living
previous year of significant organisational
Wage. This was essential for us, as amidst a
growth Including a merger and TUPE from 4
cost-of-living crisis, we recognised that lower
different organlsations. the focus lor this year than market rates had started to lead to us
was on making sure that we have fit-for-
losing great people.
purpos6 HR systems, policies and processes.
The pay increase accounted for much of the
agreed financial deficit for 2023124 and was
reflective of a strat@gic decision by the Board
to continue to invest in our colleagues so that
we can recruit and retain the best people for
our services and pay them as fairly as we can
within our means.
This year we carried out an organisational
restructure, redeveloped all our main People
Policies, implemented a new HR System and
restructured our People Team including
appointing our first Director of People.
Our staff:
Non-blnary
11 /0 of our colleagues are
LGBTQ+ which compares to
3.3 /0 of the population
identified as LGB in the 2022
Annual Population Survey
25%
Male
73%
Female
oo
Ethnically
dlverse
30°A
There is no role quite like o hope
peer support worker. I love my
role because it is a privilege to
meet others but that they also
trust me with their emotions and
how they are feeling. I do not take
it lightly how hard this can be.
UK white
70%

ar tyrus
r.fTTPF.
Jodie's
story
l always used to think 'oh I will
never be able to do that. and
every time I was asked 'why not?,
With the continuous support and
encouragement, I now manage
the team l inltially started
volunteering for.
99
Before Jolnlng The Cellar Trust. I had a
varled employment hlstory- I stlll
couldn't declde what I wanted to be when
I grew up! After my daughter was born my
partner ut the tlme unfortunately became
unwell wlth hls mental health and I had to
make the cholce to glve up work to care
for both hlm und o newborn. It was during
thls tlme I finally had that 'llghtbulb'
moment. My partner had accessed The
Cellar Trust for support, seeing the work
that was done wlth him and the results
whlch came from the support he recelved
Insplred me to pursue a career withln
Mental Health.
During the 7 years I have been with The Cellar
Trust I have had the continued support from
managers even when times have been
challenging. Just having that belief in me, whlch I
didn't have in myself, has really driven me to
continue to better myself. I have had the
opportunity to complete a Diploma in NLP,
complete management training and l am
currently undertaking a Level 5 Qualification in
Coaching and Mentoring.
l always used to think 'oh I will never be able to do
that. and every time I was asked 'why not?, With
the continuous support and encouragement, I
now manage the team l initially started
volunteering for.
The Cellar Trust genuinely changed my life, and
my daughter's life for the better. I certainly
wouldn't have been able to access the
opportunities or made some of the major life
changes I have, without the support from the
amazing team here.
l initially started volunteering within the
Employment Service at The Cellar Trust,
supporting co-facilitated groups. I loved
seeing the difference these groups made
to people's wellbeing and seeing them
grow in confidence. In 2017,1 was offered a
part time role and within 18 months I had
progressed to working full time and
managing the contract I was working on.
l am so proud to be able to look back and see the
journey I have been on and l owe a lot of that to
the support I have received.
26

Our communities
Equity, diversity and inclusion (EDI)
We're a large mental health charity in our local area, so we feel a strong sense
of responsibility to do everything we can to help to tackle the wider health
inequalities and social injustice. It's who we are. We continue to make positive
progress to enhance the diversity of our workforce and to improve our reach
and remove barriers to accessing our services. We recently carried out a review
of our EDI strategy to look at progress made since the launch in 2022.
Theme l - Delivering accessible and inclusive services
Taking insight from listening and learning, th8
team have started a programme of work on a
service-by-service basis, as w811 as an
organisation, to look at how improvements can
be made, and new ideas trialled. For example,
we have been streamlining our referral
processes and redeveloping our website to
improve accessibility.
One of the most significant meaningful
changes that we can make is through the
design and delivery of our major contracts and
how we work with smaller diverse organisations
through services such as Safe Spaces,
Our focus has been to spend more tlmè In
the local community and engage wlth
people through a rang8 of events and
grassroots organlsatlons.
Raising awareness of our work but, cruclally,
to Ilsten and understand the barrlers to
accesslng support. We are gradually
building hard-won trust. And it's worth it.
Building this trust takes time but things
are changing slowly as people see us
take meaningful actions. Vital to this work
is the role of grassroots organisations-
our trusted partners. They help us reach
into ethnically diverse communities and
make connections.
This year we piloted an approach to
funding and working collaboratively with
five community organisations to
capacity-build around peer support skills.
Working alongside colleagues at
Connecting Roma, The Girlington Centre,
New Libya Society,
The Good Shepherd and Karmand
Centre, we provided accredited peer
support training to establish peer support
groups for the local communities.
oo
stigma in some of our communities
around mental health will change but
it it will come from the communities
themselves and our role is to support
them on this journey.
99
You can read about our
Community Engagement
project here:
Scan the QR code
with a mobile device:

The Cellar Trust
Impact Report 2023-24
Theme 2- Recruiting and retaining a diverse workforce, and ensuring
an inclusive workplace where colleagues can thrive
We are on a journey to improve dlversity in
Therefore, it's a given that we have a high
our workforce and we are proud to be
level of staff who would classify themselves
making the changes needed as an
as having a long-term health condition. This
organisution. And we've been truly rewarded year, however, we have seen an increase in
In our ethnic diversity and other protected
colleagues with concurrent chronic physical
characteristics that add so much to our
health conditions or disabilities.
dynamlc.
In addition, whilst a key focus of the
There is no single action that has led to this
organisation has been on improving the
improvement, however, fundamental changes ethnic diversity of the workforce, creating an
to our recruitment process, gathering
inclusive environment where people can be
workforce data, our presence in the
themselves is something which makes a
community, our communications and
difference to us all. 11 /0 of our colleagues are
marketing, and proactive approaches around LGBTQ+ which compares to 3.3 /0 of the
employee communications, involvement and population identified as LGB in the 2022
engagement have led to a significant change. Annual Population Survey conducted by the
And we will continue to strive to be truly
ONS. But we know many LGBTQ+ people hide
representative of the communities we serve.
their sexuality at work, and we will strive to
In-line with our strategy, for a number of
improve to make our place o place where
years, we have proactively recruited people
people can be themselves.
with experience of mental ill-health.
Theme 3: Leadership and governance
After we dlversltied our Bourd In 2022, we
Externally, our CEO Kim Shutler plays a dual role
have seen signlficant improvements In
between The Cellar Trust and West Yorkshire
the overall ethnlc diversity of the wlder
Health and Care Partnership which have shared
staff team. We know w8 have some way
ambitions around driving change.
to go In terms of the leadershlp team and
this wlll take time but wlll be a key focus
as we implement our refreshed strategy.
Our work around leadership and
governance is 2-fold:
Enhancing the diversity of our
leadership within the organisation.
Th8 allyship and advocacy we
undertake in the wider health and care
system.
Our greatest leadership and governance
challenge is to continue to retain the high
profile and investment in EDI as an
organisation at a time when we face
increased financial constraints. The Board
and Leadership Team, have continued to
recognise the crucial strategic importance
of this work as fundamental to the success
of our organisation and the impact we
can have.
oo
I work with groups that are from
diverse communities and Kim has
been an integral part of my work in
terms of her leadership position and
influencing powers. She has been the
trailblazing leader in the Women in
Governance work that I have been
leading on. This piece of work is the
first of its kind in the country that aims
to get women of all geographical
areas of Bradford and all protected
characteristics into Board positions.
Kaneez Khan, Coordinator, Near
Neighbours and Chair,
West Yorkshire VCSE Voices
28

Report of the Trustees
Year Ended 31st March 2024
The trustees, who are also directors of the charity for the purposes of the
Companies Act 2006, present their report with the financial statements of the
charity for the year ended 31st March 2024. The trustees have adopted the
provisions of Accounting and Reporting by Charities: Statement of
Recommended Practice applicable to charities preparing their accounts in
accordance with the Financial Reporting Standard applicable in the UK and
Republic of Ireland (FRS102) (effective l January 2019).
Objectlves and Activlties
The objects of the Charlty are:
To promote, protect and safeguard good mental health amongst and support the
rehabilitation of people in the district of Bradford and elsewhere ("the area of
benefit") who are or have been mentally ill or who are at rlsk of becoming mentally111
("the beneficiaries"
To relieve poverty and distress arising among the beneficiarles.
The objects wlll be achieved by providing education and training facilitles, workshop
facilities, crisis response and psychological therapy services and other approprlate
assistance to asslst the beneflciaries In increasing their independence and enhancing
thelr quality of Ilfe, and improving their employment prospects
Publlc benetlt
The Charity is constituted as a company limited by guarantee and is therefore governed
by a memorandum and articles of association. These were updated in 2016 when the
organisation made some minor adjustments to the articles of association.
The aims, objectives and activities of the charity are reviewed annually and assessed.
When reviewing the aims and objectives of the charity and in planning future activities,
the trustees have complied with the duty in section 17 of the Charities Act 2011 to have due
respect to public benefit guidance published by the Commission.
summaryof main actlvities
The Cellar Trust delivers in 3 main areas;
Pathways to employment: a range of support for people on theirjourney towards
employment including employer engagement and training, and job retention
Crisis, acute and specialist support: a range of support for people in emotional distress
or crisis, as well as goal focused recovery work for people with a serious mental illness
andlor experiences of trauma
Wellbeing: a range of support, activities and training to enhance psychological
wellbeing

Financial Review
Review of flnanclal position
The Cellar Trust has experienced another year of growth with income up from income
£3,204,951 to £3,600,271: an increase of 12.3¥0 on the prior year. This was mainly due to
funding to support the redevelopment of our Shipley site following on frorr securing ,;
£3,000,000 from the Government's Levelling Up Fund, via The City of Bradford
Metropolitan Borough Council (BMDC) as the accountable body. The funding
agreement for £2,850,000 was finalised during the year. To access the funding the
Charity has entered into a fixed charge arrangement with BMDC, details of whlch are
disclosed in note 23. The tendering for the work by local contractors has taken place
with a contract slgned in May 2024 for the refurbishment of the current premises. The
financlal assistance recelved in the current year was £227,185. ..::..
The Cellar Trust had a posltive but challenging year in the current economic climate
i and the Board of Trustees set a deficit budget for the year in line with an agreed
strategy of investment for quallty and organisational development - primarily enabllng
salaries to be uplifted and for the organisation to remunerate staff in line ￿11th the Real ::
Living Wage standard. The Board agreed to a deficit on the unrestricted funds for 2024
of £124,000 and the performance for the year is an operating deficit of £95,403.
The continued investment from charitable funders including the Stone Family
Foundation, Garfield Weston and Henry Smith, with their focus on core funding, has
enabled the organisation to also continue to invest in continuous improvement to
ensure that we operate efficiently and effectively in the light of continued groKvth.
Golng concern
Trustees and the Executive Team have reviewed the current financial position of The
Cellar Trust, prepared a detailed budget for 202412025 based on known sources of
income, looked at 3 years forecasts and have determined, after due consideration of
the current levels of secured funding and cash reserves, that it is appropriate to prepare
financial statements on a going concern basis.

Reserves policy
Reserves remain strong. The Trustees are pleased, therefore, to report that The Cellar
Trust is in a robust financial position to meet the growing needs across the spectrum for
mental health and wellbeing services across the Bradford District, Craven and West
Yorkshire.
The trustees have reviewed the reserves policy during the financial year to ensure that
there is a clear basis to ensure financial strength and sustainability of the organisation
and that the rationale is easy to understand ond can be monitored.
In setting the policy, the trustees have considered the followlng:
l. The need to meet the charity's financial commitments and cover expenditure
2. The need to cover salaries and redundancy liabilities
3. The ability to fund new projects and activities and bridge funding gaps
4. Funds to repair and replace charity assets as required
5. Sufficient funds to build resilience and respond to unexpected opportunities or
difficulties
From reviewing the reserves as at 31 March 2024, the levels of unrestricted and
I,,I' designated reserves required to meet these needs have been calculated as:
General Fundty": '
£403,044
Designated - Reinvestment
£333,601.,:
Deslgnated - Therapy .
£207,852
Designated - Redundancy
£201,019
Designated - Refurblshment
£50,000
Total General Funds
£1,195,516
. The Trustees have designoted certain funds and they have the authority to change the
designation, the Total General funds of £1,195,516 relates to 4.8 months expenditure,
based on the 2024125 budget, as a contingency to ensure ongoing continuity.
The designated reinvestment reserve is to allow for investment in nelv assets, buildings
or projects. This includes the proceeds from the sale of fixed assets in prior years of
£173,692, and a reserve of £30,000 to cover budgeted losses on the Peer Support
Training Program oiler 2 years, and the revaluation gain on Farfield Road.
The designated redundancy reserve is to allow for the calculated redundancy liabilities
at the year end tor the whole staff team.
The designated refurbishment reserve has been established to cover the replacement
of large capital items, the target reserve of £50,000 has been achieved this year, to
cover building costs and £30,000 for IT and kitchen equipment.

Principal funding sources -_
The main sources of funding for The Cellar Trust continue to be from Bradford
District and Craven Health and Care Partnership (now via the West Yorkshire
Integrated Care System), Bradford District Care Foundation Trust, and City of ;_
Bradford Metropolitan District Council: a total of £2,303,185. The NHS funded Sate
Spaces contract which we are the lead provider for and commenced July 2022 (in..
partnership with Mind in Bradford over 3 years) was in its 2nd year and continues to
be of importance.
Future plans
Building works are now under way and it is antlcipated that the new building followlng
development of Farfield Road will reopen in the summer of 2025. The vision is for an
Integrated hub in the heart of the Shipley community which brings together a range of
hollstic health and wellbeing provision, delivered by different partner organisations to
meet the needs of residents of Shipley and surrounding areas.
The Cellar Trust was succéssful at the end of 202312024 in securing a number of new
grants and contracts to start in 202412025 including:- _
Trust Therapies Employment: an additional employment contract integrated with '.
NHS Talking Therapies
Breathing Space: provision of peer support as part of the new Crisis House
(delivered by Creative Support) T
Rehabilitation and Enablement Services: provision of peer support as part of ':
residential accommodation
CORE: ￿vorkIng as a bridge between primary and secondary mental health services
as part of the Bradford District and Craven Community Mental Health
Transformation.
Mobilisation of these new areas will be a major focus in 202412025.
The Cellar Trust continues to operate in an extremely challenging economic climate
which is having a significant impact on the finances of the public sector as well as the
Voluntary, Community and Social Enterprise Sector and it is anticipated that this will
continue. This comes alongside ongoing demand for our services and growing waiting
Anticipating a further period of rapid growth and development (with associated work
force growth) there is a rolling programme of activity focused on developing policies,
processes and systems including key areas such as IT so that they are commensurate
with the size of the organisation and are maximising efficiency and effectiveness. This
also includes our continued work on key cross-organisational pieces of ivork including
the implementation of our Equity, Diversity and Inclusion Strategy and our Data and
Insight improvement programme, both of which have been making strong progress
with demonstrable results.

structure, Governance and Management
Charlty constitution
The Cellar Trust is constituted as a company limited by guarantee, registered number 02304802,
and is governed by its Memorandum and Articles of Association, the company limited by guarantee
was incorporated on 13 October1988.
The charity is registered with the Charity Commission, registered number 701982, the charity was
registered on19 September1989.
Recrultmentand appolntmentof newtrustees
All directors of the business are also trust8es of the charity and members of the Board of Trustees. ;,::
They are listed opposite.
Following an external recruitment process, in June 2023 and we welcomed Anthony Waddington as
the new Chalr of Trustees in July 2023. We would like to thank Laura Flatman (Vlce Chair) who was
Acting Chair for the months leading up to this new appointment.
All dlrectors give their time voluntarily. Any expenses reclaimed by directors from the charlty are set
out In note10 to the accounts, 4:°"
Organlsatlonal structure
lyl,, Trustees retain overall responsibility for the business affoirs of the organisation with roles and Ii.I,',,.:
responsibilities clearly laid out in the Board Rol8s and Competencles.
I'll: The Chief Executive Officer is responsible to Board for matters that are delegated to management.
The following is a list of matters not delegated to management. Unless prevented by law, regulatory ,:j':i;£
j: requirement, or The Cellar Trust's own Memorandum and Articles, the Board may choose to
delegate matters to Committees or individual Trustees including the specific responsibllities of the
Chair, Vice-chair and Treasurer.
The CEO and members of the Executlve Team have day to day responsibility for the leadership and
OP8rational delivery of the Charity. *1.4'-"
Board development including induction and tralning of trustees,
The induction programme for new trustees includes o formal briefing with the Chief Executive and .li
Chair of the Board. An induction pack is also available for n8W trustees.
The ongoing development needs of the trustees are reviewed on an annual basis, or as appropriate
to ensure that the trustees are familiar with any new development or leglslation affecting their role,
and that the Board is developed to ensure high performance and strong governunce. In the past
year the Board has had a key focus on the role of The Cellar Trust on tackling health inequalities and
further developing our work on Equity, Diversity and Inclusion:
Rlsk mahagement
The trustees have a duty to identity and review the risks to which the charity is exposed and to
ensure appropriate controls are in place to provide reasonable assurance against fraud ond error,
Llablllty ofmembers
Every member of the charity undertakes to contribute to the assets of the charity in the event of it
being wound up during the time helshe is a member, or within one year afterwards, for thè payment '..,:
of the debts and liabillties of the charity contracted before the time at which helshe ¢eases to be o
member and of the costs, charges and expenses of winding up the charity, and for the adjustments
of th8.rights of the contributors among themselves such amount as may be required: not exceeding .: :.

Trustees
U E Archibong (appointed 19 July 2022)
R J Carroll (resigned 2 July 2024)
L Flatman (resigned 15 October 2024)
M J Ingleson (appointed19 July 2022)
S Khalid (appointed 19 July 2022)
S Mclean (appointed Ig July 2022)
H M Rolo OBE (appointed 30 July 2019)
S Rouse (resigned10 October 2023)
A G Voinea (appointed 19 July 2022)
A J Waddington (appointed17 July 2023)
The following trustees hold the office of:
A Waddington (from17 July 2023)
Acting Chair
L Flatman (from17 July 2022 to 26 September 2023) .. ._ ...
Vice Chair
L Flatman (to 31 July 2024)
Treasurer
H Rolo OBE (from 21 October 2019)
I,Iil Audltors
BK Plus Audlt Limited,
11,4 Statutory Auditor Chartered Certifled Accountants
52 St Johns Lane
Hallfax
West Yorkshire
HXI 2BW
Sollcltors
Gordons LLP l&li
I i New August street :.
Bradford
I,'il Bankers
CAF Bank Ltd
25 Kings Hill Avenue
Kings Hill
Iwest Malling
Kent
ME19 4JQ
Flagstone
Ist Floor Clareville House
26-27 Ovenden Street
London
SWIY4EL
Senlor management-_
Kim Shutler
Heather Tattersall
Michael Tomlinson --
Linda Haynes
Helen Horsman
Shaun Rafferty
Chief Executive
Deputy Chief Executive
Director of Finance £-"
Director of Transformation and Integration
Director of Operations =_
Director of People (Resigned 2610112024)
Event since the end of the year
Information relating to events since the end of the year is given in the notes to the
financial statements.

statement of Trustees. Responsibilities
The trustees (who are also the directors of The Cellar Trust for the purposes of company
law) are responsible for preparing the Report of the Trustees and the financial statements
in accordance with applicable law and United Kingdom Accounting Standards (United
Kingdom Generally Accepted Accounting Practice
Company law requires the trustees to prepare financial statements for each financial
year which give a true and fair view of the state of affairs of the charitable company and
of the incoming resources and application of resources, including the income and
expenditure, of the charitable company for that period. In preparing those financial
statements, the trustees are required to:
select suitable accounting policies and then apply them consistently.
observe the methods and principles in the Charity SORP;
make judgements and estimates that are reasonable and prudent;
prepare the financial statements on the going concern basis unless it is inappropriate
to presume that the charitable company will continue in business.
The trustees are responsible for keeping proper accounting records which disclose with
reasonable accuracy at any time the financial position of the charitable company and to
enable them to ensure that the financial statements comply with the Companies Act
2006. They are also responsible for safeguarding the assets of the charitable company
and hence for taking reasonable steps for the prevention and detection of fraud and
other irregularities.
In so far as the trustees are aware:
there is no relevant audit information of which the charitable company's auditors are
unaware. and
the trustees have taken all steps that they ought to have taken to make themselves
aware of any relevant audit information and to establish that the auditors are aware
of that intormation.
Audltors
The auditors, BK Plus Audit Limited, will be proposed for re-appointment at the
forthcoming Annual General Meeting.
Approved by order of the board of trustees on:
31ia
Signed on behalf of the board of trustees by:
Anthonywaddington, Chair

Independent Auditor's Report to the Trustees of The Cellar Trust
19 September 2024
Opinion
We have audited the financial statements of The Cellar Trust (the 'charity') for the year
ended 31 March 2024 which comprise the statement of financial activities, the balance
sheet, the statement of cash flows and notes to the financial statements, including
significant accounting policies. The financial reporting framework that has been applied in
their preparation is applicable law and United Kingdom Accounting Standards, including
Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and
Republic of Ireland (United Kingdom Generally Accepted Accounting Practice). In our
opinion, the financial statements:
give a true and fair view of the state of the charitable company's affairs as at 31 March
2024 and of its incoming resources and application of resources, for the year then
ended;
have been properly prepared in accordance with United Kingdom Generally Accepted
Accounting Practice; and
have been prepared in accordance with the requirements of the Companies Act 2006.
Basis lor opinion
We conducted our audit in accordance with International Standards on Auditing (UK)
(ISAS (UK)) and applicable law, Our responsibilities under those standards are further
described in the Auditor's responsibilities for the audit of the financial statements section
of our report. We are independent of the charity in accordance with the ethical
requirements that are relevant to our audit of the financial statements in the UK,
including the FRC'S Ethical Standard, and we have fulfilled our other ethical
responsibilities in accordance with these requirements. We believe that the audit
evidence we have obtained is suff icient and appropriate to provide a basis for our
opinion.
Concluslons relating to golng concern
In auditing the financial statements, we have concluded that the trustees, use of the going
concern basis of accounting in the preparation of the financial statements is appropriate.
Based on the work we have performed, we have not identified any material uncertainties
relating to events or conditions that, individually or collectively, may cast significant doubt
on the charity's ability to continue as a going concern for a period of at least twelve months
from when the financial statements are authorised for issue. Our responsibilities and the
responsibilities of the trustees with respect to going concern are described in the relevant
sections of this report.

other information
The other information comprises the information included in the annual report other
than the financial statements and our auditor's report thereon. The trustees are
responsible for the other information contained within the annual report. Our opinion on
the financial statements does not cover the other information and we do not express
any form of assurance conclusion thereon. Our responsibility is to read the other
information and, in doing so, consider whether the other information is materially
inconsistent with the financial statements or our knowledge obtained in the course of
the audit, or otherwise appears to be materially misstated. If we identify such material
inconsistencies or apparent material misstatements, we are required to determine
whether this gives rise to a material misstatement in the financial statements
themselves. If, based on the work we have performed, we conclude that there is a
material misstatement of this other information, we are required to report that fact. We
have nothing to report in this regard.
Matters on which we are required to report by exceptlon
We have nothing to report in respect of the following matters in relation to which the
Charities (Accounts and Reports) Regulations 2008 require us to report to you if, in our
opinion:
the information given in the financial statements is inconsistent in any material respect
with the trustees. report; or
sufficient accounting records have not been kept; or
the financial statements are not in agreement with the accounting records; or
we have not received all the information and explanations we require for our audit.
Responslbllltlos of trustees
As explalned more fully in the statement of trustees. responsibilities, the trustees, who are
also the directors of the charity for the purpose of company law, are responsible for the
preparation of the financial statements and for being satisfied that they give a true and
fair view, and for such internal control as the trustees determine is necessary to enable the
preparation of financial statements that are free from material misstatement, whether
due to fraud or error. In preparing the financial statements, the trustees are responsible for
assessing the charity's ability to continue as a going concern, disclosing, as applicable,
matters related to going concern and using the going concern basis of accounting unless
the trustees either intend to liquidate the charitable company or to cease operations, or
have no realistic alternative but to do so.

Auditor's responsibilitles for the audlt ol the financial statements
We have been appointed as auditor under section 144 of the Charities Act 2011 and
report in accordance with the Act and relevant regulations made or having effect
thereunder, Our objectives are to obtain reasonable assurance about whether the
financial statements as a whole are free from material misstatement, whether due
to fraud or error, and to issue an auditor's report that includes our opinion.
Reasonable assurance is a high level of assurance but is not a guarantee that an
audit conducted in accordance with ISAS (UK) will always detect a material
misstatement when it exists. Misstatements can arise from fraud or error and are
considered material if, individually or in the aggregate, they could reasonably be
expected to influence the economic decisions of users token on the basis of these
financial statements. The extent to which our procedures are capable of detecting
irregularities, including fraud, is detailed below. A further description of our
responsibilities is available on the Financial Reporting Council's website at: https:11
www.frc.org.uklauditorsresponsibilities. This description forms part of our auditor's
report.

other matters
Our approach to identifying and assessing the risks of material misstatement in respect
of irregularities, including fraud and non~compliance with laws and regulations, was as
follows..
The engagement partner ensured that the engagement team collectively had the
appropriate competence, capabilities and skills to identify or recognise non-
compliance with applicable laws and regulations;
We identified the laws and regulations applicable to the company through
discussions with directors and other management, and from our commercial
knowledge and experience of the industry sector;
We focused on specific laws and regulations which we considered may have a
direct material effect on the financial statements or the operations of the company,
including the Companies Act 2006, taxation legislation and data protection, anti-
bribery, employment, environmental and health and safety legislation;
We assessed the extent of compliance with the laws and regulations identified
above through making enquiries of management and inspecting legal
correspond8nce; and
Ensured laws ond regulations wer8 communicated within th8 audit team regularly
and the team remained alert to instances of non-compliance throughout the audit.
We assessed the susceptibility of the company's financial statements to material
misstatement, including obtaining an understanding of how fraud might occur, by:
Making enquiries of management as to where they considered there was a
susceptibility to fraud, their knowledge of actual, suspected and alleged fraud,.
Considering the internal controls in place to mitigate risks of fraud and non-
compliance with laws and regulations; and
Understanding the design of the company's remuneration policies.
To address the risk of fraud through management bias and override of controls, we;
Performed analytical procedures to identify any unusual or unexpected
relationships;
Tested journal entries to identify unusual transactions
Assessed whether judgements and assumptions made in determining the
accounting estimates set out in note 2 were indicative of potential bias; and .
Investigated the rationale behind significant or unusual transactions.
In response to the risks of irregularities and non-compliance with laws and regulations,
we designed procedures which included, but were not limited to:
Agreeing financial statement disclosures to underlying supporting documentation;
Reading the minutes of meetings of those charged with governance;
Enquiring of management as to actual and potential litigation and claims; and
Reviewlng correspondence with HMRC, relevant regulators and the company's legal
advisors.

There are inherent limitations in our audit procedures described above. The more
removed that laws and regulations are from the financial transactions, the less likely it is
that we would become aware of non-compliance. Auditing standards also limit the
audit procedures required to identify non-compliance with laws and regulations to
enquiry of the directors and other management and the inspection of regulatory and
legal correspondence, if any. Material misstatements that arise due to fraud can be
harder to detect than those that arise from error as they may involve deliberate
concealment or collusion.
Use of our report
This report is made solely to the company's members, as a body, in accordance with
section 391 of the Companies Act 2014. Our audit work has been undertaken so that we
might state to the company's members those matters we are required to state to them In
an auditor's report and for no other purpose. To the fullest extent permitted by law, we do
not accept or assume responsibility to anyone other than the company and the
company's members as a body, for our audit work, for this report, or for the opinions we
have formed.
Victoria Atkinson FCA (Senior Statutory Auditor) for and on behalf of BK Plus
Audit Limited
Pivs AM&l¥&
Chartered Certified Accountants
statutory Auditor
q Oitombv ￿1*
52 St Johns Lane
Halifax
West Yorkshire
England
HXI 2BW
BK Plus Audit Limited is eligible for appointment as auditor of the charity by virtue of
its eligibility for appointment as auditor of a company under section1212 of the
Companies Act 2006.

statement of financial activities including income and expenditure
Account for the
earended 31 March 2024
Unrestrlcted
Funds 2024
Rostrlcted
Funds 2024
Unrestrlct
Funds 2023
Restrlcted
Furbds 2023
Income from:
Notes
Total 2024
Total 2023
Donations and
legacies
1,022,060
2,065,490
3,087,550
1,082,206
1.479,914
2,562,120
Charitoble
octlvitles
372,734
48,896
421.630
573,043
573,043
Investments
91,091
91,091
69,788
69,788
Totol Ineom¢
1.485.885
2.114.386
3.600.2X
1.725.037
1,479.914
3,204,951
Expendltur¢ on:
Ralslng Funds
Unrestrlcted
Funds 2024
Restrlcted
Funds 2024
Unrestricted
Funds 2023
Restrlctod
Fund$ 2023
Total 2023
Not¢s
Totql 2024
Fundrolslng and
publiclty
13,662
13,662
27,401
27,401
Tradlng costs
16,554
16,554
73,662
13,662
43,955
43,955
Charitable
activlties
1,567,626
1,897,031
3,464,657
7,648,007
1,720,660
3,368,667
Total
expendlturo
1.581.288
1,897,031
3.478.319
1.691.962
1.720.660
3,412,622
Net Income
•xp?ndlture
(95,403)
217,355
121,952
33,075
(240,746)
(207,671)
Transfers
beNJeen funds
(22,216)
22.216
(749)
749
Net movement
In tund$
(117,619)
239,571
121,952
32,326
(239,997)
(207,671)
Reconclllatlon
offuhds: Fund
balances at I
April 2023
1,313,135
267.787
1,580.922
1,280,809
507,784
1,788,593
Fund balances
gt 37 March
2024
1.195.516
507.358
1,702.874
1.313,135
267.787
1.580.822
The statement of financial activities includes oll gains and losses recognised in tha year. All income and
expenditure derive from continuing octivities. The notes on poges 44 to 66 form part of these finoncial statements.

Balance Sheetas at 31 March 2024
2024
2023
Notes
Flxed ass•t$
Tanglble assets
13
716,512
487,677
Currentassets
stocks
14
918
Debtors
15
971,775
649,815
Cash at bank and in
hand
1,072,686
1,166,273
2,044,461
1.817,006
CTedltor*: amounts
lulllng duè wlthln one
year
16
(1,058,099)
(723,761)
Nat eurrenl asset8
986,362
1.093,245
Total a$sets1oss
current Iloblllt106
1,70Z874
1,580,922
Net assets excludlng
ponslon Ilablll¢y
1,702,874
1,580.922
The funds ol th• charlty
Restilcted Income funds
19
507,358
267,787
Unrestricted funds
1,195,516
1,313,135
1,702,874
1,580.922
The notes on pages 44 to 66 form part of these financial statements. The company is entitled to the
exemption from the audit requirement contained in section 477 of the Companies Act 2006, for the year
ended 31 Murch 2024, although an audit has been carried out under section 144 of the Charities Act 2011.
The directors acknowledge their responsibilities for complying with the requirements of the Companies
Act 2006 with respect to accounting records and the preparation of financial statements. The members
have not required the company to obtain an audit of its financial statements under the requirements of
the Companies Act 2006, for the year in question in accordance with section 476. These financial
statements have been prepared in accordance with the provisions applicable to companies s
bject to
the small companies regime. The financial statements were approved by the trustees on ....Q.3
A J Waddington (Chair) Trustee Company registration number 02304802 (England and Wales)

statement ofcash flows for the year ended 31 March 2024
2024
2023
Notes
Cash flows from operatlng octlvltlas
Cash generated
from/(absorbed by)
OP8rotions
24
52,338
(248,680)
Inv88llng acllvltles
Purchase of tangible
fix6d ossets
(237,076)
918
Investment income
received
91,091
69,788
Nat ¢u8h (usèd
In)Igenerat6d from
Investlng actlvltl•8
(145,925)
68,832
Not¢oGh used In
Ilnun¢lng octlvlt1è8
Net decrease In cash
und ¢ush •qulvalents
(93,587)
(179,848)
Cash and cash
equival8nts at
beglnning ol year
1,166,273
1,346,121
Cashund ¢08h
equlvalènls atend ot
year
1.072,686
1,166,273
The notes on pages 44 to 66 form part of these financial statements.

Notes to the Flnancial Statements fortheyear ended 31 March 2024
l Accountlng pollcies
Charlty Information
The Cellar Trust is a private company limited by guarantee incorporated in England and
Wales. The registered office is The Old School, Fairfield Road, Shipley, West Yorkshire, BD18
4QP.
l.l Accounting convention
The flnancial statements have been prepared in accordance with the charity's [governing
documentl, the Companies Act 2006, FRS102 "The Financial Reporting Standard applicable
in the UK and Republic of Ireland" ("FRS 102") and the Charities SORP "Accounting and
Reporting by Charities.. Statement of Recommended practice applicable to charlties
preparing thelr accounts in accordance with the Financial Reporting Standard applicabl8 in
the UK and Republic of Ireland (FRS102)" (effective l January 2019). The charity is a Public
Beneflt Entity as deflned by FRS 102.
The financlal statements are prepared in sterling, whlch is the functional currency of the
charity. Monetary amounts In these financial statements are rounded to the nearest £.
The financial statements have been prepored under the historical cost convention,
[modified to include the revaluatlon of freehold properties and to include investment
properties and certain financial instruments ot fair value]. The principal accounting policies
adopted are set out b81ow.
1.2 Golng concern
At the time of approving the flnancial stat8ments, the trustees have a reasonable
expectation that the charity has adequate resources to continue in operational existence
for the foreseeable future. Thus the trustees continue to adopt the going concern basis of
accounting in preparing the financial statements.
1.3 Charltable funds
Unrestricted funds are available for use at the discretion of the trustees in furtherance of
their charitable objectiV8S.
Restricted funds are subject to specific conditions by donors or grantors as to how they may
be used. The purposes and uses of the restricted funds are set out in the notes to the
financial statements.
Endowment funds are subject to specific conditions by donors that the capital must be
maintained by the charity.
1.4 Income
Income is recognised when the charity is legally entitled to it after any performance
conditions hove been met, the amounts can be measured reliably, and it is probable that
income will be received.
Cash donations are recognised on receipt. other donations are recognised once th8 charity
hos been notified of the donation, unless performance conditions require deferral of the
amount. Income tax recoverable in relation to donations received under Gift Aid or deeds of
covenant is recognised at the time of the donation.
Legacies are recognised on receipt or otherwise if the charity has been notified of an
impending distribution, the amount is known. and receipt is expected. If the amount is not
known, the legacy is treated as a contingent asset.

l Accounting policies (Continued)
1.5 Expendituve
Expenditure is recognised once there is a legal or constructive obligation to transfer economic
benefit to a third party, it is probable that a transfer of economic benefits will be required in
settlement, and the amount of the obligation can be measured reliably.
Expenditure is classified by activity. The costs of each activity are made up of the total of direct
costs and shared costs, including support costs involved in undertaking each actlvlty. Dlrect costs
attributable to o single activity are allocated directly to that activlty. Shared costs which
contribute to more than one actlvity and support costs which are not attributable to a slngle
activity are apportioned between those octivities on a basis conslstent with the use of resources.
Central staff costs are allocated on the basis of time spent, and depreciation charges are
allocated on the portlon of the asset's use.
1.6 Tanglble fixed assets
Tangible fixed assets are initially measured ot cost and subsequently measured at cost or
valuation, net of depreciation and any impairm8nt losses.
Depreciotion Is recognis8d so as to write off the cost or valuation of assets less their residual
values over their useful lives on the following bases..
straight line over 30150 years
Freehold land and buildings
Freehold improvements
Not depreciated until completion
Flxtures ond fittings
straight line over 4 years
Computers
straight line over 3 years
Assets in the course of construction are not depreciated.
The gain or loss arising on the disposal of an asset is determined as the difference between the
sale proceeds and the carrying value ol the osseL and is recognised in the statement of financial
activities.
1.7 Impalrment of flxed assets
At each reporting end date, the charity reviews the carrying amounts of its tongible assets to
det8rmine whether there is any indication that those assets have suffered an impairment loss. If
any such indication exists, the recoverable amount of the asset is estimated in order to determine
the extent of the impairment loss (if any).
1.8 Stocks
Stocks are stated at the lower of cost and estimoted selling price less costs to complete and s@11.
Cost comprises direct materials and, where applicable, direct labour costs and those overheads
that have been incurred in bringing the stocks to their present location and condition. Items held
for distribution at no or nominal consideration are measured the lower of replacement cost and
cost.
N8t realisabl8 value is the estimated selling price less all estimated costs of completion and costs
to be incurred in marketing, selling and distribution.
1.9 Cash and cash equlvalents
Cash and cash equivalents include cash in hand, deposits held at call with banks, other short-
term liquid investments with original maturities of three months or less, and bank overdrafts. Bank
overdrafts are shown within borrowings in current liabilities.

l Accounting pollcles (Continued)
1.10 Financial instruments
The charity has elected to apply the provisions of Section11 'Basic Financial Instruments,
and Section 12'0ther Financial Instruments Issues, of FRS 102 to all of its financial
instruments.
Financial instruments are recognised in the charity's balance sheet when the charity
becomes party to the contractual provisions of the instrument.
Financial assets and liabilities are offset, with the net amounts presented in the financial
statements, when there is a legally enforceable right to set off the recognised amounts
and there is an intention to settle on a net basis or to realise the asset and settle the
liability simultaneously.
Basic linanclal assets
Basic financial assets, which include debtors and cash and bank balances, are initially
measured at transaction price including transaction costs and are subsequently carried
at amortised cost using the effective interest method unless the arrangement constitutes
a financing transaction, where the transaction is measured at the present value of the
future receipts discounted at a market rate of interest. Financial assets classified as
receivable within one year are not amortised.
Baslc financlal Ilabllltles
Basic financial liabilities, including creditors and bank loans are initially recognised at
transaction price unless the arrangement constitutes a financing transaction, where the
debt instrument Is measured at the present value of the future payments discounted at a
market rate of interest. Financial liabilities classified as payable within one year are not
amortlsed.
Debt instruments are subsequently carried at amortised cost, using the effective interest
rate method.
Trade creditors are obligations to pay for goods or services that have been acquired in
the ordinary course of operations from suppliers. Amounts payable are classified as
current liabilities if payment is due within one year or less. If not, they are presented as
non-current liabilities. Trade creditors are recognised initially at transaction price and
subsequently measured at amortised cost using the effective interest method.
Derecognitlon of Ilnancial Ilabllltles
Financial liabilities are derecognised when the charity's contractual obligations expire or
are discharged or cancelled.
1.11 Employee benellts
The cost of any unused holiday entitlement is recognised in the period in which the
employee's services are received.
Termination benefits are recognised immediately as an expense when the charity is
demonstrably committed to terminate the employment of an employee or to provide
termination benefits.

Notes to the Flnancial Statements (continued)
1.12 Retirement benefits
Payments to defined contribution retirement benefit schemes are charged as an
expense as they fall due.
2 Crltlcal accounting estlmates and judgements
In the application of the charity's accounting policies, the trustees are required to make
judgements, estimates and assumptions about the carrying amount of assets and
liabilities that are not readily apparent from other sources. The estimates and associated
assumptions are based on historical experience and other factors that are considered to
be relevant. Actual results may differ from these estimates.
The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions
to accounting estimates are recognised in the period in which the estimate is revised
where the revision affects only that period, or in the period of the revision and future
periods where the revision affects both current and future periods.

Notes to the Financial Statements (continued)
3 Ineome from donatlons and legacles
Unrestylcted
Funds 2024
Restricted
Funds 2024
Total 2024
Unrestrlcted
Funds 2023
Restricted
Funds 2023
Total 2023
Incomè Itom:
Donations ond glfts
25,192
25,192
30,969
30,969
Grants recelved
996,868
2.065,490
3,062.358
1,051,237
1,479,914
2,531,151
Total
1,022.060
2.065.490
3.087,550
,082,206
1.479.914
2,562,120

Notes to the Financial Statements (continued)
3 Income from donatlons and legacies (continued)
Unrestrlcte
d Funds
2024
Restricted
Funds
2024
Unrestricte
d Funds
2023
Restricte
d Funds
2023
Total
2024
Total
2023
Income from: Grants rfjcolvable
8rodford Clinlcal Commlsslonlng
Group - Hoven
76,059
76,059
Bradford Distrlct Care Foundation
Trust
115,183
75,000
190,183
Brodtord Dlstrlct Care Foundation
Trust - My Wellbeing College..
Assessment hub
33,930
33,930
14,267
14,267
Bradford Teaching Hospitals
22,500
22,500
CAF
95,397
95.397
city of Bradford MDC - CRF
21,000
21.000
City of Bradford MDC Disobility
grants
9,880
9,880
City of Bradfrod MDC - Health and
Wellbing Hub . Mental Health Training
520,543
520,543
242,364
242,364
City of Brodford MDC - Local
Authority Funding
235,721
235,721
City of Brodford MDC - Shipley Towns
Fund
227,785
227,185
Co-operotive Local Fund
4,078
4,078
European Social Investment Fund
(ESIF)
19,232
19,232
Tha Forrester Familty Trust
25,000
25,000
25,000
25,000
Forum Central
1500
1,500
Garfield Weston Foundation
33,000
33,000
34,000
34,000
GSK Impact
40,000
40,000
The Harry and Mary Foundation
5,000
5,000
Health Education England
48,790
48,790

Notes to the Financial Statements (continued)
3 Income Irom donations and legacies (continuéd)
Unrestricted
Funds 2023
Restricted
Funds
2023
Total
2023
Income from: Grants
reeelvable (contlnued)
Unrestricted
Funds 2024
Restrlcted
Funds 2024
Total 2024
Th8 Henry Smlth Charity
57,000
57,000
Keighley Community
Foundation - Power to
Change
15,000
15,000
Ken and Edna Morrison
Charltable Trust
15,000
15,000
Kickstart
16,640
16,640
MIND
7,650
7,650
27,172
27,112
Modality Partnership
83,838
83,838
NHS West Yorkshire - ICB
336,527
1,185,000
1,521,527
915,000
915,000
The National Lottery
Community Fund - Check In
9,271
9,271
The National Lottery
Community Fund - Reaching
Communities (ID: 20167788)
124,762
124,762
82,864
82,864
The Power to Chonge Trust
8,000
8,000
Project 6
213,904
213,904
223,870
223,870
Shlpley Town Fund
31,060
31,060
Souter Charitable Trust
5,000
5,000
The Stone Famlly Foundation
125,269
125,269
102,672
102,672
The VCS Alliance
11,822
11,822
23,399
23,399
West Yorkshire Police
28,928
28,928
19,292
19,292
Totul
996.868
2,065,490
3.062.358
1.051.237
1.479.914
2.531,151

Notes to the Flnuncial Statements (contlnued)
4 Incomefyom charitable actlvltles
Restricted
Funds
2024
Restricted
Funds
2023
Income from:
charitable actlvlties
Unrestricted
Funds 2024
Unrestricted
Funds 2023
Total
Total
General charltablo activitles
Catering income
2,465
2,465
31,286
31,286
Training income
34,200
34,200
29,635
29,635
Peer support work
3,887
3,887
staff costs recharges
3,890
3,890
other income
796
796
Crises Speclallst Support
staff costs recharges
48,896
48,896
36,794
36,794
Therapy Services
AWC I BCS sales
332.179
332,179
465,710
465,710
MyWellb61ng Collego
other income
4,935
4,935
Total
372.734
48.896
421,630
573,043
573,043
5 Incomo from Invostments
Unrestrlcted Funds 2024
Unrestrlcted Funds 2023
Rental incom8
48,693
62,718
Interest receivable
42,398
7,070
Total
91.091
69,788

Notes to the Financial Statements (continued)
6 Expendlture on raising funds
Expenditure on: raislng funds
Unrestricted Funds 2024
Unrestrlcted Funds 2023
Fundralsing and publlclty
other fundraising costs
7,332
18,763
staff costs
5,083
5,639
Support costs
1,247
2,g99
13.662
27.401
Tradln9 costs
Cafe costs
16,554
Total cost8
13.662
43,955

Notes to the Financial Statements (continued)
7 Expenditure on charitable actlvlt5es
General
charitable
actlvltles
2024
Communltles
ond peer
support2024
Complex
support
2024
Crlsls
speclallst
support
2024
Pathwoy to
Employment
2024
Therapy
Servlces
2024
Trulning
und dlgital
dallvery
2024
Dlract costs
Total 2024
stofl costs
592,802
120,353
669,271
313,895
203,284
164,353
101,279
2,165,237
D8preciation
impoirment
8,181
8,181
Premlses costs
70,913
2,712
20,166
29,750
3,140
3,857
69
130,607
Cleaning,
malntenance
ond repalis
costs
50,951
889
1,715
53,555
Office costs
24,482
1,038
7,071
2,708
1,943
1,722
5,277
44,241
Marketlng and
PR costs
883
3,578
102
4,436
5,969
890
15,798
staff and
volunteer costs
295
4,494
1,327
308
1,275
866
183
240
Training costs
15,738
ioo
55
55
15,948
Motor ond
travel costs
490
442
2,830
44
771
17,013
4,414
8,022
Legal and
professlonal
costs
28.719
80
6,143
4,680
85
(37)
39,670
Sub
Contractors
and Clinical
Supervision
51,542
790,752
86,658
4,510
934,433
969
Internal
recharges
(148,845)
92,260
46,660
955
(3,660)
(12,330)
300
Bad debts
(1,554)
48
(1.506)
Irrecoverable
VAT
513
201
32,410
31,590
36
59
other costs
2,424
18
336
4,950
281
527
8,538
684,660
126,406
861,417
1.202,546
212.763
258,870
109.625
3,456,287

Notes to the Financial Statements (continued)
Share of support and governance costs (see note 8)
General
churltabla
actlvltles
2024
Communltles
und peer
support 2024
Complex
support
2024
Crisis
specialist
support
2024
Pathwoy to
Employment
2024
Therupy
servlces
2024
Training
und digital
delivery
2024
Total 2024
Govarnance
8,370
8,370
693,030
126.406
861.417
1,202.546
212.763
258.870
109,625
3,464,657
Analysls by fund
Unr9Strlcted
tunds
1,567,826
600,107
126.406
220,916
46,646
205,162
258,764
109,625
Restrlctgd
funds
92,923
640,501
1,155.900
7.601
106
1,897,031
Total
693,030
126,406
861.417
1,202.546
212.763
258.870
109,625
3,464,657

Notes to the Financial Statements (continued)
7 Expenditure on ¢harltable activities
General
charitablo
aclivitles
2023
Crisls
specialist
support
2023
Troining
and digital
délivery
2023
Communitlos
and peer
support 2023
Complex
8UPPOrt
2023
Pathway to
Employmenl
2023
Tharapy
servlcès
2023
Previous yoar:
Total 2023
staff costs
537,274
232,890
431,075
217,317
200.027
218,682
104,583
1,941,848
Depreclutlonl
Impalrment
12,720
12,720
Premises costs
57,498
8,729
7,201
28,473
1,217
15,796
8,959
127,873
Cleaning,
mulntenance and
repalrs costs
43,226
34.797
12
490
406
78,931
Office costs
29,269
2,059
5,109
2,281
2,508
3,466
6,229
50,921
Marketing and PR
costs
(8,881)
27
270
26,596
27,539
1,801
5,840
staff und
volunteer costs
2,174
137
129
326
2,766
Trolnlng costs
5,399
4,920
72
726
550
66
7,066
18,799
otor and travel
costs
1,411
922
4.022
71
2.773
140
299
9,638
L8gal and
prolessional
costs
106,259
30
(1,403)
6,888
13,174
124,948
Sub Contractors
ond Clinical
Sup8rvision
61,238
24,660
42,118
524,879
250
231702
15,405
901,252
Client servlce
costsl
restricted costs
5,619
20,769
26,388
Internal
recharges
(135,092)
53,457
28,902
34,643
4,745
16,130
2,785
Bad debts
373
240
613
Irrecoverable VAT
25,942
496
983
16
1,705
20
29,162
other costs
1,295
127
25
3,170
554
125
5,296
Total
739,732
361.585
517.250
856,355
212,125
487.418
186,071
3.360,536

Notes to the Financial Statements (continued)
Share of support and governance costs (see note 8)
General
charltable
activitles
2023
Crlsls
speclullst
support
2023
Tralnlng
and digltal
delivery
2023
Communltles
and p¢er
support 2023
Complex
support
2023
Pathway to
Employment
2023
Theyapy
Gervlces
2023
Provlous yèar:
Total 2023
Gov8rnance
8,131
8,131
747,863
361,586
517,250
856,355
212.125
487,418
188,071
3,368,667
Analysls byfund
Genèral
charltable
actlvltlè$
2023
Complox
Support
2023
Crlsis
spoclallst
support
2023
Pathway to
Employment
2023
Therapy
$ervlces
2023
Tralnlng
und dlgltal
dellvary
2023
Communltles
and peer
support 2023
Prevlou8 yèar:
Totttl 2023
Unrestricted
tunds
186,071
1,648,007
182,511
352,314
279,473
36,795
194,036
416,807
R8Strlcted
funds
237,777
18,089
70,611
1,720,660
565,352
9,271
819,560
747,863
361,585
517,250
856,366
212,125
487,418
186,071
3,368,667

Notes to the Financial Statements (continued)
8 Support costs allocated to activities
General charitable activitia$
2024
Total
2023
Governance
8.370
8,137
2024
2023
Goveynanca costs comprlsa:
Audit fees
5,497
6,686
Finance costs
2,873
1,445
8.370
8,131
e Net movement In lunds
The net movement in funds is stated after chargingl(creditlng):
Fees poyable for the audit of the chority's
financial stotements
5,497
6,686
Depreciation of owned tanglble fixed assets
8,181
12,720
10 Trustees
None of the trustees (or any persons connected with them) received any remuneration or benefits from the
charity during the year.
11 Employo6S
The averoge monthly number of employees during the year was".
2024
Number
2023
Number
Direct charitable work
78
88
Manogement l Administration
18
17
Total
96
105

Notes to the Financial Statements (continued)
8 Supportcosts ullocated to activitles
2024
2023
Employee costs
Wages and salaries
1,969,267
1,765,454
Sociol security costs
149,576
128,454
other pension costs
57,477
53,579
2,170,320
1.947,487
There were no employees whose annual remuneration was more than £60,000.
Remuneratlon of key management personnèl
The remuneration of key manogem8nt personnel wos os follows..
Aggregate compensation
264,430
219,623
12 Tuxatlon
The chority is exempt from taxation on its activities because 015 its income is applled for charitable purposes.

Notes to the Financial Statements (continued)
13 Tanglble flxed assets
Freehold land
and bulldlngs
Freehold
Improvements
Fixtures and
flttlngs
Total
Computers
Cost or valuatlon
At l April 2023
500,001
84.626
71,358
655,985
Additions
227,716
6,713
2,587
237,016
Disposals
(59,000)
(59,000)
At 31 Morch 2024
500,001
227.716
32,339
73,945
834.001
Depreciatlon and Impalrment
At l April 2023
13,333
83,989
70,986
168,308
Depreciatlon charged in
the year
6,112
842
1,227
8,181
Eliminated in respect of
dlsposols
(59,000)
(59,000)
At 31 March 2024
19,445
25,831
72.213
117,489
Carrylng amount
At 31 March 2024
480,556
227.716
6.508
1,732
716,612
At 31 March 2023
486,668
637
372
487.677
Land and buildings with o carrying amount of £485,900 were revalued at11 March 2022 by Hayfield
Robinson Property Consultants, independent valuers not connected with the charity on the basis of
market value. The valuation conforms to International Valuation Standards and was based on recent
market transactions on arm's length terms for similar properties.
At 31 March 2024, had the revalued assets been carrled at historic cost less accumulated depreciation
and accumulated Impairment losses, their carrying amount would have been approxlmately £349,825
(2023 - £357,639).
14 Stocks
2024
2023
Finished goods and goods for resale
918

Notes to the Financial Statements (continued)
IB Debtors
Amounts falling due within one year:
2024
2023
Notes
Trade debtors
835,193
589,662
othar debtors
1,332
Prepayments and accrued income
136,582
58,821
971.775
649.815
16 Credltors
Amounts folling due within one year:
2024
2023
other taxation and soclal security
4,466
6,075
Deferred income
17
861,209
529,880
Trade creditors
75,666
83,521
other creditors
4,958
Accruals and deferred Incom6
116,758
99,327
1.058.099
723,761

Notes to the Financial Statements (continued)
17 Defeyred income
2024
2023
othar deferred income
881,209
529,880
Deferred income is Included In the Ilnanclal statements as tollows:
Delerred Income Is included withln
current Ilabillties
861,209
529.880
Movements in tho year:
Deferred income at 7 April 2023
529,880
251,480
Raleosed from prevlous periods
(1,112,104)
(1,095,063)
Resources deferred In the year
1,443,433
1,373,463
Deferred income at 31 March 2024
861,209
529,880
IB Retlrement beneflt schemes
Deflned contributlon schemes
2024
2023
Chorge to profit or loss in respect of
defined contribution schemes
51,477
53,579
The charity operates a defined contribution pension scheme for all qualitying employees. Tha ossets of the
scheme are held separately from those of the charity in on independently administered fund.

Notes to the Financial Statements (continued)
19 Restricted funds
The restricted funds of the charity comprise the unexpended bolances of donations and grants held on trust
sublect to specific conditions by donors as to how they may be used.
Atl April
2023
Incoming
resources
Resources
•xpènded
Transfers
At 31 Murch
2024
AWC - Grief and Loss
29,390
50
29,440
Bradford MDC Disabllity
Grants
9,880
9,880
Henry Smlth Foundation
3,720
3,720
Notional Lottery
Communlty Fund - Covid
(ID: 20126573)
134
134
National Lottery
Communlty Fund -
Reaching Communiti8S
29,906
124,762
(122,229)
32,439
Omicron
4,085
4,085
Power to Change
7,054
(7,600)
546
Reach
82,891
520,543
(518,272)
85,182
Safe Spaces
95,440
7,233,896
(1,202,546)
126,790
Shlpley Towns Fund
5,287
(26,957)
21,670
Shipley Town- CDEL
193,200
(518)
192,682
Shipley Town - RDEL
33,985
(10,958)
23,027
Leading the Way
8,000
(8,000)
267.787
2.114.386
(1,897.031)
22.216
507,358

Notes to the Financial Statements (continued)
19 Restrlcted funds
(continued)
Atl April
2022
Incoming
resources
Resources
expended
Transfers
At 31 March
2023
ARG fund
14,450
(14,450)
AWC - Grief and Loss
25,000
75,000
(70,609)
29,391
Barclays Transition
(HOPE)
77,100
(77,472)
372
Bradford MDC Disability
Grants
9,880
9,880
CAF Resili8nce Fund
(HOPE)
209,663
95,397
(305,417)
357
Co Op Volunt88rs
4,078
(4,098)
20
Hènry Smith Foundation
3,741
(22)
3,719
National Lottery
Community Fund - Covid
(ID., 20126573)
134
9,271
(9,271)
134
National Lottery
Community Fund -
Reaching Communities
25,346
82,864
(78,304)
29,906
Omlcron
5,191
(1,106)
4,085
Parents online
27,656
(27,656)
Percy Bilton Charity
51
(51)
Power to Change
10,143
15,000
(18,089)
7,054
Reach
242,364
(159,473)
82,891
Safe Spaces
915,000
(819,560)
95,440
Shipley Towns Fund
109,309
31,060
(135.082)
5,287
507,784
.479.914
(1.720.660)
749
267,787

Notes to the Financial Statements (continued)
20 Unrestrlcted funds
The unrestricted funds of the charity comprise the unÈxpended balances of donations and grants which are not
subject to specific conditions by donors and grantors as to how they moy be used. These include deslgnated
funds which have been set aside out of unrestricted funds by th8 trustees for specific purposes.
Atl Aprll
2023
Incoming
resources
Resources
expended
Transfers
At 31 March
2024
General fund
557,038
1,485.885
(1,581,288)
(58,591)
403,044
Designatad fund -
Reinvestment
333,601
333,601
D8signated fund -
Radundancy
164,644
36,375
201,019
Designated fund -
Infrastructure
50,000
50,000
Deslgnated fund-
Therapy
207,852
207,852
1,313.135
1,485,885
(1.581,288)
(22,216)
1,195,516
Previous yéar:
At l Aprll
2022
Incoming
rosources
Rasources
èxpended
Transters
At 31 March
2023
General fund
617,143
1,725,037
(1.691,962)
(93,180)
557,038
General fund - AWC
134,762
(134,762)
General fund - BCS
73,090
(73,090)
Designated fund -
Reinvestment
333,601
333.601
Designated fund -
Redundancy
72,213
92,431
164,644
Designoted fund -
Infrastructure
50,000
50,000
Designated fund -
Therapy
207,852
207.852
1,280,809
1.725.037
(1.691.962)
(749)
1.313,135

Notes to the Financial Statements (continued)
21 Analysis ol net assets between tunds
At 31 March 2024:
Unrestricted Funds
2024
Restrfcted Funds
2024
Total
2024
Tongible assets
488,796
227,716
716,512
Current assetsl(liabilities)
706,720
279,642
986,362
1.195.516
607.358
1,702.874
21 Analysls of not assets between funds
At 31 March 2023..
Unrestrlctad Funds
2023
Rastrleted Funds
2023
Total
2023
Tangible assets
219,890
267,787
487,877
current assetsl(Ilablllties)
1,093,245
1,093,245
1.313.135
267,787
1,580,922
22 Related party transactions
There were no dlsclosable related party transactions during the year (2023 - none).
23 Contlngent liobility
Funding has been received during the year from The City of Bradford Metropolitan District Council relating to
Project F - Health Wellbeing and Community Campus - Shipley.
A condition of the funding requires a legal charge to be established, in favour of the funder, which was registered
with Companies House at19 September 2023. The charge is a fixed charge over the land ot Foirfield Road,
A further condition of the funding is that there is o'restriction on title. following completion for o period of10 years.
The liability tor defoult is limited over the period of10 years as below, on the basis of percentage of property
value..
Up to l year lOO/
After l year and up to 3 years 75%
After 3 years and up to 5 years 50Y.
After 5 yaars and up to10 years 25°A
After10 years O/.
As at 31 March 2024, the value of asset created was £227,716 and no defoult events have occurred whlch affect
the restrictions In place, and therefore no financial liability is recognised in these financial statements.

Notes to the Financial Statements (continued)
24 Cash generated from operations
2024
2023
Surplusl(deficit) for the yeor
121.952
(207,671)
Adjustments for:
Investmant income recognised in
statement of financial activities
(91,091)
(69,788)
Dèpreciation and impairment of tangible
fixed assets
8,181
12,720
Movements In worklng capltal:
Decreosel(increase) in stocks
918
(268)
(Increase) in debtors
(321,960)
(348,670)
Increase In creditors
3,009
86,597
Increase In deferred income
331,329
278,400
Cash generated Iroml(absorbed by)
operatlons
52,338
(248,680)
25 Analysis ot changes in net funds
The chority had no materiol debt during the year

The
Cellar
Trust
Reference and Admlnistrative detalls
Registered Company number
02304802 (England and Wales)
Registered Charity number
701982
Registered office
The Old School
Farfield Road
Shipley
West Yorkshire
BD18 4QP
How to contact us
01274 586 474
receution@thecellartrust.org
thecellartrust.org
The Cellar Trust, Park View Court, st Paul's Road, Shipley BD18 3DZ
Follow us
facebook ITheCellarTrust bNitter @CellarTrust
instagram @thecellartrust