Trustees Annual Report including Annual Receipts & Payments Accounts
for
Earlston Youth Catchment Voluntary Youth Work Services SCIO
(Beyond Earlston)
for the period
to 31[st] March 2026
Scottish Charity No: SC043632
Annual Report & Financial Statements for the year ending 31[st] March 2026 Scottish Charity No SC043632
## **Index**
- Page 3 Reference & Administrative Information Page 4 Trustees Annual Report: Structure Governance & Management Objectives & Activities
- Page 5 - 10 Achievements & Performance Page11 Financial Review & Statement of Trustees Page 12 - 14 Annual Accounts: Page 12 Receipts & Payments Account Page 12 Statement of Balances Page 13 - 14 Notes to the Accounts
- Page 15 Independent Examiners Report
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Annual Report & Financial Statements for the year ending 31[st] March 2026 Scottish Charity No SC043632
## **Reference & Administrative Information**
**Charity Name:**
Earlston Catchment Voluntary Youth Work Services SCIO
## **Also known as:**
Beyond Earlston
**Scottish Charity No: The Charites Principal Address:**
SC043632
c/o Earlston High School East End EARLSTON Berwickshire TD4 6JP
## **Charity Trustees on date of approval including office held:**
Chairperson Lynne Gibson Secretary Lorna Hunter Trustee Clare de Bolle Trustee Fiona Hendry
## **Names of other trustees during the period:**
None
## **Independent Examiner:**
Sue Bennett ACIE 21 Dounehill JEDBURGH TD8 6LJ
## **Bankers:**
Unity Trust Bank Nine Brindleyplace BIRMINGHAM B1 2HB
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Annual Report & Financial Statements for the year ending 31[st] March 2026 Scottish Charity No SC043632
## **Structure, Governance & Management**
## **Governing Document:**
The Charity is governed by a constitution and has been registered as a SCIO since December 2012.
## **Trustee Recruitment & Appointment:**
All Trustees are recruited through a formal application process. Each year at the AGM trustees are elected annually, all office bearers must stand down but can be re-elected.
## **Objectives & Activities**
## **The Charities Charitable Purpose:**
As set out in the ‘Constitution’ and ‘The Charities and Trustee Investments (Scotland) Act 2005’ the purpose(s) of Earlston Catchment Voluntary Youth Work Services are the following:
- ⚫ The advancement of citizenship or community development.
- ⚫ The provision of recreational facilities or the organisation of recreational activities with the object of improving the conditions of life for the persons for whom the facilities or activities are primarily intended.
Any other purpose that may reasonably be regarded as analogous to any of the preceding purposes.
## **Summary of the main activities in relation to these objectives:**
The charity's objectives in relation to the above are:
- ⚫ Provide (or assisting in providing) opportunities for young people to participate and develop their skills and knowledge in activities to become active citizens within their communities where they play; work and live without distinction as to race; ethnicity; gender; sexual orientation; ability; faith; political and religious belief.
- ⚫ Improve the lives and opportunities for in leisure and recreational opportunities for children and young people within the Earlston High School Catchment.
- ⚫ Support the young people who participate in project activities to have a voice in decision making and the development of their community.
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Annual Report & Financial Statements for the year ending 31[st] March 2026 Scottish Charity No SC043632
## **Achievement & Performance for 2025-26**
As Chair of Beyond Earlston, I am pleased to present the 2026 Annual Report. This year has been one of consolidation, strategic development and continued growth across our catchment area. Working alongside a committed Board of Trustees and a highly skilled staff team, we have strengthened our position within the Scottish Borders voluntary sector and continued to deliver high-quality youth work that makes a meaningful difference in the lives of young people.
Our strategic away days, held with trustees and staff, were central to this year’s progress. These sessions provided the space to reflect, plan and agree a shared direction for the organisation. Our second away day enabled us to refine our long - term ambitions and confirm the priorities that will shape the Beyond Earlston Strategy 2026–2030. This collaborative process has already had a positive impact on our operational focus and organisational cohesion.
## **Vision and Mission**
Our agreed vision for 2030 sets a clear aspiration for the future:
_“A community where all young people have the confidence, opportunities and support to broaden their horizons and achieve their potential.”_
Our mission continues to guide our daily practice:
_“Beyond Earlston supports young people across our communities to grow in confidence, develop skills and build positive relationships through inclusive youth work opportunities, partnerships and safe spaces that promote wellbeing and participation.”_
## **Strategic Pillars**
The organisation’s programme framework is now structured around five strategic pillars, aligned to the Scottish National Youth Work Outcomes:
- **Be Bold** — Challenge, new experiences and confidence building.
- **Be Aware** — Emotional awareness, resilience and informed decision-making.
- **Be Healthy** — Physical and mental wellbeing through early intervention.
- **Be Involved** — Participation, youth voice, leadership and community engagement.
- **Be Green** — Environmental awareness, outdoor learning and connection to place.
- **Wellbeing** is embedded as a crosscutting theme across all pillars.
At the heart of Beyond Earlston’s work is the belief that every young person carries strengths, potential and the ability to grow when given the right support. Throughout our programmes, we help young people build the skills that matter most in their everyday lives and in their futures.
Young people grow in confidence as they try new things, meet new people and begin to trust their own abilities. They develop resilience by learning how to cope with challenges, setbacks and change, supported by staff who listen and encourage them. Their wellbeing improves as they learn how to look after themselves - physically, emotionally and socially - in ways that feel achievable and meaningful.
Through conversations, group activities and shared experiences, young people strengthen their communication skills and learn how to express themselves clearly and respectfully. They
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Annual Report & Financial Statements for the year ending 31[st] March 2026 Scottish Charity No SC043632
## **Achievement & Performance cont’d**
become more confident in organising and planning, whether that’s preparing for a session, managing schoolwork or thinking ahead about their goals. As they take part in decision-
making within groups, they learn how to weigh up options, consider consequences and make choices that reflect their values.
Youth work also gives young people space to practise problem solving—working through reallife situations with support rather than pressure. They experience what it means to be part of a team, discovering how teamwork can help them achieve more together than they could alone. Many young people also begin to explore leadership in small but meaningful ways, whether by helping others, sharing ideas or taking responsibility for part of a project.
Finally, young people learn how to create change - in themselves, in their communities and in the world around them. They begin to see that their voice matters and that they have the power to influence the spaces they are part of.
The skills young people develop through Beyond Earlston are not taught through worksheets or formal lessons; they emerge naturally through relationships, shared experiences and meaningful opportunities. As young people take part in our programmes, they begin to build confidence in themselves, learn how to navigate challenges with resilience and discover practical ways to look after their wellbeing. They grow through conversations, teamwork, problem-solving and moments where they are encouraged to step forward, try something new and trust their own abilities.
These skills form the foundation for their personal development, wellbeing and future pathways. They help young people move towards adulthood with greater confidence, clarity and a sense of possibility about what they can achieve.
Beyond Earlston continues to support young people to develop these strengths every day, creating the conditions where they feel safe, valued and inspired to grow.
## **Strategic Aims 2026–2030**
Looking ahead to the next four years, Beyond Earlston has agreed a set of strategic aims that reflect both our ambition and our commitment to the young people we serve. These aims are not simply operational priorities; they are a statement of how we want our work to feel, how we want our relationships to grow, and how we want our organisation to evolve. Our first aim is to grow meaningful participation across our catchment area. This means continuing to reach young people where they are—whether through expanded outreach, mobile youth work or new ways of connecting with smaller and rural communities. It also means deepening our partnerships with local organisations, ensuring that young people benefit from a coordinated network of support. Alongside this, we are exploring the possibility of a dedicated youth space or community asset transfer, recognising the value of a consistent, welcoming place where young people can gather, learn and feel a sense of belonging.
Our second aim focuses on supporting youth wellbeing, which remains at the heart of everything we do. We will continue to deliver targeted programmes such as _Stepping Stones_ , offering early intervention and tailored support to those who need it most. Strengthening our engagement with primary schools will help us reach young people earlier, building confidence and resilience from the outset. Through the Be Healthy pillar, we will ensure that wellbeing— both physical and emotional—remains woven through all aspects of our work.
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## **Achievement & Performance cont’d**
The third aim centres on securing sustainable funding. To protect the future of our services, we must diversify our income streams and continue to strengthen our funding applications. Building strategic partnerships will be essential, allowing us to collaborate with organisations that share our values and can help us extend our reach. Sustainability is not just about
finances; it is about ensuring that Beyond Earlston remains a stable, trusted presence for young people for many years to come.
Finally, our fourth aim is dedicated to our people. Strong governance, thoughtful HR practices and careful financial management are the foundations that allow us to deliver high-quality youth work. Clear operational planning will support our staff team, enabling them to work confidently and effectively. Above all, we remain committed to nurturing a team culture defined by compassion, warmth and empathy—qualities that young people recognise immediately and that make Beyond Earlston a safe and supportive place to grow.
These aims reflect our belief that youth work is relational, human and rooted in community. They will guide our decisions, shape our investment and ensure that every young person who engages with Beyond Earlston feels seen, supported and inspired.
## **Strategic Opportunities – A Vision for What Comes Next**
As Beyond Earlston looks to the future, we are driven by a simple but powerful belief: every young person deserves to feel seen, supported and inspired. Our strategic opportunities are not just projects or plans—they are expressions of what we want to make possible for the young people in our communities.
One of the most exciting steps forward is our BE Mobile Youth Work Bus. Now that the bus is secured, we can begin reaching young people in places where opportunities have often felt out of reach. This bus represents more than transport; it symbolises connection, possibility and presence. It allows us to show up in smaller and rural communities, bringing youth work directly to young people who may not otherwise have access to safe spaces, trusted adults or new experiences. It is a commitment to ensuring that no young person is left behind because of geography or circumstance.
We are also exploring the creation of a dedicated youth space, a place that young people can truly call their own. We imagine a warm, welcoming environment where young people feel safe to be themselves, to grow, to try new things and to build relationships that matter. A space like this would give Beyond Earlston a consistent home, a visible presence in the community and the ability to expand our programmes in ways that respond to young people’s hopes and needs. We approach this opportunity with both excitement and care, recognising the financial investment and responsibility involved. Any decision we make will be guided by sustainability, community benefit and the voices of the young people we serve.
## **Implementation and Monitoring – Staying True to Our Purpose**
To turn these opportunities into reality, we will continue to work with intention and clarity. Our strategy will be carried forward through thoughtful annual action plans and strong monitoring and evaluation, helping us stay focused, organised and accountable.
Most importantly, young people will remain at the heart of every decision. Through ongoing consultation—including our successful World Café model—we will continue listening deeply to
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## **Achievement & Performance cont’d**
their experiences, ideas and aspirations. Their voices shape our direction, ensuring our work remains grounded in what truly matters.
This approach keeps Beyond Earlston practical, achievable and responsive. It reflects our commitment to growing with purpose, leading with compassion and building a future where every young person feels supported to broaden their horizons.
## **Consultation and Review**
Our aims, actions and key performance indicators for each priority will be set out in an annual Implementation and Funding Plan. This plan will be reviewed each year to ensure it remains aligned with our overall strategy and responsive to emerging needs and opportunities.
We will evaluate progress through ongoing consultation with young people, staff, volunteers and stakeholders. By keeping the five pillars at the core of our work, we will be able to identify priorities, strengthen delivery and focus our efforts where they can have the greatest impact.
## **Towards 2030**
Beyond Earlston does not just have a plan, but a shared sense of purpose for the years ahead. Together, we have shaped a vision and mission that truly reflect who we are and what we stand for. Our pillars and priorities now form a strong foundation for a strategy that is youth led, rooted in community, built to last and grounded in wellbeing, participation and genuine connection.
What inspires me most is that this direction has grown from the voices of the people who make Beyond Earlston what it is—our trustees, our staff, our volunteers, our partners and, above all, the young people who continue to guide us with their honesty, creativity and courage. Their experiences and ideas have shaped our thinking at every stage, reminding us why our work matters and who it is for.
As we move into 2027, Beyond Earlston does so with confidence and clarity. We carry forward a renewed commitment to broadening horizons for our young people, creating spaces where they feel valued, supported and able to imagine new possibilities for themselves. Our future is shaped by hope, collaboration and the belief that every young person deserves the chance to thrive—and we are proud to continue walking alongside them as they do.
## **Managers’ Report**
As this year comes to a close and I as I reflect on leading Beyond Earlston, alongside the Board, I recognise that we have continued to grow whilst maintaining our place within the Scottish Borders-wide Voluntary Sector. Involvement with the other 6 Locality Leads and other amazing projects, too many to mention here, provide us with the support to offer opportunities to young people in our membership across the Borders and further afield. Our growth has been aided by two strategy away days, where with our Trustees and Staff Team came together to develop a joint vision of where we are heading and this has had a really positive impact on making amazing things happen.
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Annual Report & Financial Statements for the year ending 31[st] March 2026 Scottish Charity No SC043632
## **Achievement & Performance cont’d**
Now our work is defined by our 5 guiding principles: BE Bold, BE Aware, BE Healthy BE Involved and BE Green. These principles support the development of our work in line with our strategic plan. We look forward to being on this
journey, alongside our newly formed Youth Committee and the other young people who attend our groups and activities each week.
Our membership continues to rise and grow steadily and we have over 150 young people as our members. This year we have continued to have holiday activity provision in the spring, at Easter and over the summer, which offer a variety of trips to cater to all tastes. These have included fishing, crafting visits, bubble football, Edinburgh Combat, kayaking and every year we go to Ryze and our end of summer ‘ _we nearly stayed at the beach till midnight_
_trip’_ continues to grow where we seem to be adding an extra bus each year and took over 50 young people last year.
Our Stepping Stones project which is a Borders-wide funded project from the Big Lottery, and coordinated by Youth Borders, continues to be a success in Year 8. The project allows us to continue our work alongside young people to provide information and financial support, guidance and additional referrals to other organisations facilitating the best outcomes for young people in our catchment. We are also in very early stages of partnership work with the Earlston High School Cluster, working predominantly with identified pupils in the p 7 class in Newtown St Boswells Primary and we look forward to reporting back on success and outcomes next year.
The weekly groups planned and delivered by the staff team have been well attended this year. Between 30 - 50 have been attending our weekly drop ins; a good 12+ young people attending our craft group in the High School, and our cosy cafe drop in in the school is still popular providing a safe space at lunch time.
Partnership working continues to grow with conversations
with Earlston In Bloom, Community Learning and Development, Birkhill, Works+, Scottish Chamber Orchestra, Edinburgh University. Additionally, the support we have received from the Hugo Burge Foundation which led to being offered two workshops on metal embossing and printing, and we continue to develop our relationship with them. Our relationship with Borders College continues to grow and we are looking forward to the year ahead with the increased opportunities to use resources there as well as have more students join us to share their skills. As we have no fixed building, we thank Newtown St Boswells Community Centre, Trinity Centre in Melrose and Earlston High School for enabling us to use their spaces as our base, to deliver our work.
Fundraising is a large part of my role as Manager, this to ensure that we have sufficient funding to cover staff salaries, resources and the required amount of snacks for each group each week. This has been supported by the Board through their hard work in developing our identity to showcase our work and to assist in relationship building for donations.
I'd like to give a shout out to the following funders and those who have given us donations enabling us to continue to do what we are good at as well as time and space to develop new ideas. So, in no particular order...SBC this year from their budgets for CYPLG and holiday provision, SBCAN, Robertson Trust, Cash for Kids, Borders Youth Lag, Edinburgh University, Mainhouse Charitable Trust, Southern Uplands Partnership, Borders Competitions, the parents and carers who have made donations though-out the year and bought from our stall at fundraisers and the Youth Facilities fund for the grant to pay for our new electric vehicle
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Annual Report & Financial Statements for the year ending 31[st] March 2026 Scottish Charity No SC043632
## **Achievement & Performance cont’d**
which you will see out and about in the community. This vehicle will allow us to restart our Car in the Community Initiative, enabling us to stay close to our Mission of reaching out to where young people are.
Finally, I’d like offer thanks to the Board - who may be small is size, but they are definitely mighty! and have given me an amazing amount of support and guidance though out the year. Thanks also to the staff team who go above and beyond to provide activities, and support to the young people who use our services, and to you the reader who may or may not 'BE our friend' or donator yet, we look forward to working with you all next year.
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Annual Report & Financial Statements for the year ending 31[st] March 2026 Scottish Charity No SC043632
## **Financial Review**
## **Statement of Reserves Policy:**
Earlston Youth Catchment aims at all times to have six months running costs held within the bank account.
## **Details of any deficit:**
The trustees acknowledge the deficit which has been caused by an overspend in funds to pay for holiday program and staffing. We have funding in place moving forward in to the next financial year to address and will monitor this this moving forward.
## **Details of Donated Facilities & Services:**
The Charity benefits from the time given by all the Trustees to the running of the Charity, including monitoring, supervision and regular meeting times.
## **Statement of Trustees Responsibilities**
The members of the Charity must prepare financial statements which give sufficient detail to enable an appreciation of the transactions of the Charity during the financial year. The members of the Charity are responsible for keeping proper accounting records which, on request, must reflect the financial position of the Charity at that time. This must be done to ensure that the financial statements comply with the Charities and Trustee Investment (Scotland) Act 2005, the Charities Accounts (Scotland) Regulations 2006.
They are also responsible for safeguarding the assets of the Charity and must take reasonable steps for the prevention and/or detection of fraud and other irregularities.
Approved by the Trustees and signed on their behalf by:
Lynne Gibson
Lynne Gibson Chairperson
Dated:
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Annual Report & Financial Statements for the year ending 31[st] March 2026 Scottish Charity No SC043632
## **Receipts & Payments Account Year Ended 31[st] March 2026**
|**Notes**
**Receipts**
Donations
Receipts from Fund Raising Activities
Other Charitable Activities
**1**
Grants
**2**
**Total Receipts**
**Payments**
Expenses from Fund Raising Activities
Expenses from Charitable Activities
**3**
Independent Examination
**Total Payments**
Net Receipts/(Payments)
Transfer between Funds
**Surplus/(Deficit) for Year**
**Statement of Balances as at**
**31st March 2026**
Balances at Start of Year
Surplus/(Deficit) for Year
Balances at End of Year
**Other Assets**
See Note 6|**Un**
**Restricted**
4,233.08
528.60
4,408.75
3,540.72|**Restricted**
**Funds**
0.00
0.00
0.00
113,550.08|**Total**
**2026**
**Total**
**2025**
4,233.08
74.06
528.60
148.11
4,408.75
2,500.24
117,090.80
99,439.28|
|---|---|---|---|
||12,711.15|113,550.08|126,261.23
102,161.69|
||153.30
22,611.06
500.00|0.00
121,054.58
0.00|153.30
173.97
143,665.64
76,074.69
500.00
500.00|
||23,264.36|121,054.58|144,318.94
76,748.66|
||(10,553.21)
0.00|(7,504.50)
0.00|(18,057.71)
25,413.03|
||(10,553.21)|(7,504.50)|(18,057.71)
25,413.03|
||**Un**
**Restricted**
28,332.44
(10,553.21)|**Restricted**
**Funds**
24,842.25
(7,504.50)|**Total**
**2026**
**Total**
**2025**
53,174.69
27,761.66
(18,057.71)
25,413.03|
||17,779.23|17,337.75|35,116.98
53,174.69|
||||**44,633**
**8,905**|
## **Liabilities**
No Outstanding Liabilities
Financial Statements approved by the Charity and signed on its behalf by:
Lorna Hunter Signed......…………………………………………………………. Treasurer 10th August 2026 Dated......................................................................................
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Annual Report & Financial Statements for the year ending 31[st] March 2026 Scottish Charity No SC043632
## **Notes to the Accounts**
|**to the Accounts**|||
|---|---|---|
||**2026**|**2025**|
|**her Charitable Activities**|||
|Other Income – General Funds|1,994.00|869.60|
|– Holiday Fund|1,750.75|1,630.64|
|Membership|664.00|0.00|
||**£4,408.75**|**£2,500.24**|
|**ants**|||
|CCYPLG|9,602.00|9,602.00|
|Bauer Radio – Cash for Kids|3,200.00|0.00|
|SBC – Summer Funding|6,517.00|6,517.28|
|SBC – CLLD Funds|0.00|18,964.00|
|Stepping Stones - Big Lottery|24,540.00|19,909.00|
|Lottery Fund|0.00|15,150.00|
|Youth LAG|49,865.00|0.00|
|Youth Borders|4,000.00|0.00|
|SBC - Enhanced Transition|11,026.80|0.00|
|The Robertson Trust|8,000.00|8,000.00|
|Weir Charitable Trust|0.00|17,337.00|
|The Southern Upland Partnership|340.00|960.00|
|Anton Jurgens Charitable Trust|0.00|3,000.00|
||**£117,090.80**|**£99,439.28**|
|**penses from Charitable Activity**|||
|Salary Costs|69,509.79|50,601.12|
|Pension Costs|2,111.79|1,649.43|
|Staff Expenses|315.80|1,698.84|
|Staff Travel|708.32|313.72|
|Staff Training|750.00|0.00|
|Payroll Costs|548.10|494.75|
|Equipment|43,442.26|29.93|
|Group Work/Activities & Materials/Trips|14,586.62|17,368.66|
|Hall Hire|1,334.00|427.50|
|Phone & Mobile Costs|184.80|120.00|
|Stationery & Postage|2,441.07|30.66|
|Membership & Insurance|3,454.40|2,923.32|
|Website/Computer Costs|144.00|43.99|
|Bank/Card Charges|140.00|87.43|
|Meeting Costs|482.03|332.84|
|Vehicle Costs|3,512.66|0.00|
||**£143,665.64**|**£76,074.69**|
## **1. Other Charitable Activities**
## **2. Grants**
## **3. Expenses from Charitable Activity**
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Annual Report & Financial Statements for the year ending 31[st] March 2026 Scottish Charity No SC043632
## **Notes to the Accounts cnt'd**
## **4. Trustee Remuneration and Related Party Transactions**
None of the Trustees received any remuneration or expenses during the year. The Governance costs are meeting costs.
## **5. Nature & Purpose of Funds**
**Restricted funds** - These funds will continue to be stated as grant income and expenditure, and restricted for a specific purpose by a grant funder. The balance of restricted funds this year is held and carried forward into the new financial year as follows:
|Stepping Stones – Big Lottery|13,636.98|
|---|---|
|Youth LAG|480.66|
|SBC – Enhanced Transition|3,220.11|
||**£17,337.75**|
**Un-Restricted Funds** - are those funds raised through fundraising activities and other such activities which are not under Restricted Grants Funds. At the year end the balance is
||**£17,779.23**|
|---|---|
|**Total Funds carried forward**|**£35,116.98**|
## **6 Assets held by the SCIO as at 31[st] March 2026**
||**2025**|**Additions**|**2026**|
|---|---|---|---|
|Computer Equipment|3,905|0|3,905|
|Other Equipment|5,000|0|5,000|
|Vehicle – Electric Bus|0|32,190|32,190|
|Bikes x 6 Pedle 2 x Electric|0|3,538|3,538|
|**Total**|**8,905**|**35,728**|**44,633**|
Assets are purchased as replacement and/or with grants, therefore not depreciated. Adjustments have been made this financial year to increase the level of assets in line with insurance documents.
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Annual Report & Financial Statements for the year ending 31[st] March 2026 Scottish Charity No SC043632
## **Independent Examiner’s Report on the Accounts**
Report to the trustees of Earlston Catchment Voluntary Youth Work Services Registered charity number SC043632 On the accounts of the charity for the period to 31[st] March 26 Set out on Pages 12 to 14
## **Respective responsibilities of trustees and examiner**
The charity’s trustees are responsible for the preparation of the accounts in accordance with the terms of the Charities and Trustee Investment (Scotland) 2005 Act and the Charities Accounts (Scotland) Regulations 2006. The charity trustees consider that the audit requirement of Regulation 10(1) (d) of the Accounts Regulations does not apply. It is my responsibility to examine the accounts as required under section 44(1) (c) of the Act and to state whether particular matters have come to my attention.
## **Basis of independent examiner’s statement**
My examination is carried out in accordance with Regulation 11 of the Charities Accounts (Scotland) Regulations 2006. An examination includes a review of the accounting records kept by the charity and a comparison of the accounts presented with those records. It also includes consideration of any unusual items or disclosures in the accounts and seeks explanations from the trustees concerning any such matters. The procedures undertaken do not provide all the evidence that would be required in an audit and, consequently, I do not express an audit opinion on the accounts.
## **Independent examiner’s statement**
In the course of my examination, no matter has come to my attention
1. which gives me reasonable cause to believe that in any material respect the requirements: • to keep accounting records in accordance with section 44(1) (a) of the 2005 Act and Regulation 4 of the 2006 Accounts Regulations, and
- to prepare accounts which accord with the accounting records and comply with Regulation 9 of the 2006 Accounts Regulations
have not been met, or
2. to which, in my opinion, attention should be drawn in order to enable a proper understanding of the accounts to be reached.
## **Signed:** Sue Bennett
Sue Bennett 21 Dounehill Jedburgh
**Date:** ................................................................
## **Relevant professional qualification(s) or body:**
ACIE & Dip Business & Finance
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