**Lochee Community Larder & Café SCIO Trustees’ Annual Report** 1[st] April 2024 to 31[st] March 2025 Charity contact inforniation ICIIIIII(IIIITy Lochee Community Larder & Café SCIO Scottish Charity Number: SC048968 Charity Trustees Name all of your charity trustees for the period, and the date they left if they were not in post for the whole year Chairperson's Summary As Chairperson, I'm proud to be connected to the work of the Lochee Community Larder and Café-two vital lifelines at the heart of our neighbourhood. In a time of rising costs and deepening inequality, our community has responded not with despair, but with determination. The Larder and Café are more than just places to aC￿sS food-they are spa￿S of dignity, choi￿, and connection. Every week, thousands of people walk through our doors not only to receive support, but to take part in shaping a more inclusive and resilient fvture. Our model is rooted in the belief that everyone deserves access to nutritious food, financial advi￿, and the power to make choices about their own lives. Whether it's selecting fresh produce from the larder or sharing a hot meal in the café, we ensure that no one is left behind-and that every person is treated with respect. This work is only possible because of the strength of our volunteers, staff, and wider community. Together, we've built something extraordinary: a welcoming, trauma-informed Spa￿ where people are nourished in body and spirit. Thank you for standing with us. Your support helps us continue to fight food povety-not just with bags of food, but with hope, dignity, and the belief that everyone deserves a seat at the table. Objectives and activities Lochee Community Larder & café SCIO exists to reduce food poverty, advance community development and promote environmental sustainability in Dundee and surrounding areas. Our work is rooted in dignity, inclusion and trauma-informed practice, ensuring everyone - regardless of background andlor circumstances - can aC￿sS nutritious food, connect with others and contribute to a more resilient community. During the reporting year we have delivered the following core ServI￿S Community Food Larder Provided free and Iow-COSt gr0￿rIeS with dignity weekly, Wlth no referral required. Operated on a choice-based model, allowing people to select items that suit their needs Re-distributed surplus food from local supermarkets and suppliers, preventing waste and promoting sustainability Community Café and Social Space Breakfast and lunch offered at no cost, as well as hot & cold drinks and cakes We offer a wa￿, welcoming environment where connections are built, peer support found, and no-one feels excluded Host volunteer-led events and gatherings, fostering inclusion and reducing isolation c>b Volunteer Engagement We support a growing team of volunteers, including individuals with lived experience Enabled meaningful participation in service delivery, operations and community outreach. Impact By redistributing surplus food and offering Iow-COSt groceries we reduce waste and promote sustainability Through partnerships and volunteer-led initiatives we divert usable items from landfill, we lower carbon-emissions and foster eco-conscious habits. We continue to adapt our seNices to meet emerging needs, reduce barriers, and create inclusive spaces where everyone feels valued. structure, governance and management Type of governing document The Lochee Community Larder & Café is a Scottish Charitable Incorporated Organisation (SCIO) with voting members other than its charity Trustees. The SCIO is govemed by a constitution, with charity Trustees being elected at the Annual General Meeting. Any vacant seats may be filled by a nomination and co- option by the existing Trustees during the year. All TrUSt￿S are volunteers and undertake activities to fvrther the objects of Lochee Community Larder & Café SCIO as required with no remuneration or financial benefit received for their time. General structure The structure of the organisation consists of:_ the MEMBERS- who have the rtght to attend members, meetings (including any annual general meeting) and have important powers under the constitution" in particular, the members appoint people to serve on the board and take decisions on changes to the constitution itself; the BOARD - who hold regular meetings, and generally control the activities of the organisation- for example, the board is responsible for monitoring and controlling the financial position of the organisation. The people serving on the board are referred to as CHARITh TRUSTEES. Trustee recruitment and appointment At each AGM, the members may elect any member (unless they are debarred from membership) to be a charity trustee. The board may at any time appoint any member (unless they are debarred from membership) to be a charity trustee. At each AGM, all of the charity trustees electedlappointed shall retire from office - but shall then be eligible for re£lection. A charity trustee retiring at an AGM will be deemed to have been re£lected unless" _ they advise the board prior to the conclusion of the AGM that they dnot wish to be re-appointed as a charity trustee; or an election process was held at the AGM and they were not among those elected/re*lected through that Pro￿ss. or a resolution for the reelection of that charity trustee was put to the AGM and was not carried. Achievements and performance Achievements and Performan During the reporting period, Lochee Community Larder & Café SCIO made significant progress in advancing our charitable aims. We continued to grow as a trusted, inclusive space where people can access food, connect with others, and contribute to a more resilient local community. Key Achievements Food Access and Dignity Reached over 3,500 individuals weekly through our community larder, offering free and low-cost gr0￿rIeS with no referral required Provide more than 300 meals each week at no-COSt to beneficiary, ensuring access to nutritious food, dignity in seNice, and support for those facing food insecurity. Volunteer Engagement Hosted and trained volunteers from diverse backgrounds, including those with lived experience Developed accessible onboarding guides and visual checklists, improving confidence and participation Community Connection Some feedback received regarding our involvement in local cotnmunity events he Lochee Larder and Cafe, in partlGular, play an incredibly active role. The volunteers always bring so much joy and excitement by dressing up in fancy costumes, with the Grinch being a crowd favourite. The children absolutely love it when the Grinch steals the light button just as the lights are about to be switGhed onl But that's not all- the Lochee Larder and Café also help the kids from the Lochee Families and Children's Club create a unique light box, adding a special touch to the festivities. Their generosity extends even further as they donate food and sweets for the Glub's Christmas paty. Whether it's for the main Christmas event or the kids, Christmas party, the support and contributions from the LoGhee Larder and Cafe are always immensely appreciated." Addltlonal Communlty Inltlatlves Schools: Feedback on our project working with the local primary 6 pupils. he school has developed a fantastic working relationship with the Lochee Larder. Pupils from the school have been benefiting greatly from cooking lessons, where they not only learn how to prepare meals but also how to plan and budget for them. It S SUGh a valuable skill for them to havel" Gala Days - supporting local gala days and Easter Fayre with food provision and volunteers, time. Future plans As we look ahead, Lochee Community Larder & Café SCIO remains committed to deepening our impact, strengthening our systems, and expanding our reach. Our future plans are shaped by ongoing community feedback, volunteer insight. and the evolving social and economic challenges facing our area. Our activities will continue to be guided by our commitment to trauma-informed approaches, ensuring safety, dignity and empowerment. We have committed to a digital transformation to improve the coordination and accessibility for staff and volunteers. By expanding our use of online tools, including structured Teams workspaces and shared OneDrive systems, we will improve coordination and ac￿ssIbl11ty for staff. This will eventually include delivery of onboarding and training, with visual guides and step-by-step resources, helping to improve volunteer participation and build confidence. We aim to grow and support our volunteer base by: Recruiting a volunteer Co-ordinator who will launch a structured onboarding pathway for volunteers with printable checklists and visual aids Offering flexible roles that reflect lived experience and personal strengths Creating peer mentoring opportunities to build confidence and connection To ensure long-term impact, we aim to: Continue to adapt our services to meet emerging needs, reduce barriers and create inclusive spaces where everyone feels valued. strengthen relationships with surplus food suppliers and local businesses Maintain and improve our collaborative partherships and keep working closely with other local community groups. Seek fvnding to support core operations and capacity-building Explore new models for community-led govemance and decision-making Financial Review During the reporting period, Lochee Community Larder & Café SCIO continued to operate with a lean budget, maximising the value of every donation, grant, and in- kind contribution. Our financial strategy prioritised sustainability, transparency. and direct community impact. Our income or stock was derived from a combination of- Grants and charitable funding from our local authority and charitable trusts Individual donations, including regular giving and one-off contributions Corporate support, including food and non-food donations from surplus redistribution partners Fundraising activities, including community events and campaigns, especially our collaboration with Fans Supporting Foodbanks Expenditure focused on delivering our core ServI￿S and strengthening operational capacity. 10 statement of Reserves Policy Lochee Community Larder & Café SCIO maintains a reserves policy to ensure financial stability, continuity of service, and resilience in the face of unforeseen challenges. Our approach reflects the scale of our operations, the nature of our funding, and our commitment to responsible stewardship. The charity holds reseDies to: Cover essential operating costs in the event of delayed or redU￿d income Ensure continuity of core services, including food access and volunteer support Provide a buffer for unexpected expenses, such as equipment failure or emergency repairs Support planned investments in digital systems, training, and service development Target Level of Reserves Trustees have agreed a target of maintaining unrestricted reserves equivalent to three months of core operating costs. This level is reviewed annually and adjusted based on: Changes in Servi￿ demand Funding landscape and income volatility strategic priorities and planned growth q Review and Oversight The reserves policy is reviewed annually by the board of trustees as part of the budgeting and risk management process. Any significant deviation from the target level is discussed and addressed through financial planning and fundraising strategy. 11 Declaration Signed on behalf of the charity trustees: 12 Recei ts&Pa ments Accounts For the period from 31st March 2024 IstA ril 2023 To statement of Receipts &Pa ments Recei ts Donations Grants Fundraisin Tradin other charitable activities Unrestricted Total Cu￿ent Period Total Last riod Restricted 8,000 4,951 51,769 72 40.270 48,270 4,951 51,769 72 77,545 6,233 36,132 228 Total Recei ts 68,812 40,270 109,082 124,168 Pa ments Tradin costs 24.716 18.416 43.132 48.934 Costs of charitable activibes Governance Expenses For Fundraisin Activib'es 44.963 33.741 78.704 46.272 300 352 352 Total Pa ments 70,031 52,157 122,188 95,506 Purchase of fixed assets Surplus ReceiptslPayments for ear 1,219 11,887 13,106 26,042 13 statement of Balances as at 31st March 2024 Total Current Period Total Last riod Unrestricted Restricted Cash and bank balances at start of ear Surplusldeficrt for the ear 16,499 33.356 50.064 24,022 Balances Carried Forward 15.280 21.678 36,958 Current Market Value 50,064 Last year To nearest £ 145 266 other Assets Bain Marie Water Boiler Fund Unrestricted Unrestricted Cost 140 297 50 200 Sho Rackin ik Refri erator C Pentane Freezer FZC019 Miele Dishwasher Tri le Adexa Frid Adexa Double Chest Freezer Adexa Contender Freezer Cash Till and Card reader- Sumu Kin Double Frid Unrestricted Unrestricted 201 302 207 249 100 Unrestricted Unrestricted Unrestricted 600 1,080 250 750 415 1,079 Unrestricled 780 500 Unrestricled 682 450 Unreslricted Unrestricted Total 500 1,500 400 1,000 5,750 2,361 Fund to which relates NorthwoodlRrt)ertson Restricted Charitable Acb'vtties NorthwoodlRc*)ertson Restricted Charitable Acttvrties NorthwoodlRc*)ertson Restricted Charitable Activrties NorthwoodlRcl)ertson Restricted Charitable Activrties Total Amount due current eriod Amount due last eriod Liabilities Sala Chef 12 months 8.320 7280 Salary Operational Mana er 12 months 20.800 18,200 12 months 658 1,600 Pension 12 months 437 30.215 360 27,440 Signatures of tTUStee on behalf of all the trustees Date of roval 2410912025 14 Notes to the Financial Statements Accounting Policies Basis of Accounting These financial statements have been prepared on the receipts and payments basis in accordance wtth the Chariti'es & Trustees Inveslment (Scotland) Act 2005 and the Charilies Accounts (Scotland) Regulations 2006 (as amended) Nature and purpose of Funds Unrestricted funds can be used in furtherance of any of the charitable objects at the discretion of the trustees. A single designated fund is maintained for the day to day operations of this charity. Restricted funds can only be used for particular restricted purposes within the objects of the charty. Restrictions arise when specffied by the donor or when funds are raised for particular restricted purposes. Trustees Remuneration and Expenses No remuneration was paid to trustees during the year and no expenses were reimbursed to them. There were no related party transactions. Grants Unrestricted Restricted Total Current Period Robertsons 13,000 13,000 Northwood DCC Communty enerab'on Fund 15.000 15,000 4.500 4,500 DCC - Fresh F￿d Fund 2.750 2,750 Sainsbu 2.000 2,000 DCC Winter Grant ASDA Commun Granl DCC 290 290 LIDL To FUND 230 230 Till Loss Trust 2.IX)O 2,000 St Katharines 4,CK)O 4,000 IBB 2,(K)O 2,000 Total Grants 8,000 40,270 48,270 15 APPENDIX 3 OSCR Independent examiner's report on the accounts Report to lfv• R•ylstyrnd SC OW8qé number OTh th• *ccount• ul lh• for thp priod •1 li Sgt on p•91• rgsponslbllltles ol lee8 ex8ffllTh•r Iwrn$ of Charrtl85 Truth? Invesin*fji l$J)14ndl ¢005 •nu th• Chwff es Iscri￿n￿l Regul•itTh ias diré￿*￿1 ThE Ettarty trL51e05 If￿ reourfernem ol 1ty1 I Idl ol ￿*? A