Chairman's Report
As we move forward into what looks like a full-blown recession period the pressures on our organisation are set to increase due to the high rates of inflation and the increase in the cost of living that will affect everyone in our organisation as well as our range of clients around Fife. BRAG appears to have developed a strong stability ahead of the forthcoming year so I must complement our staff in bringing about the changes necessary to slim our organisation down to make it viable going forward. Our aims are to alleviate poverty and social issues throughout the Fife region and with the expansion and development of our bases in Leven and moving forward into Cowdenbeath we are set be one of the leading organisations working in a range of partnerships with other organisations that can help communities around Fife.
The board members of BRAG enterprises are committed to supporting the staff and I hope that the new Employment Rights Bill scheduled for 2026 will only help us to continue to grow and expand the range of services that we provide. These are uncertain times and living standards are under threat, this is the time that organisations such as ours have to step up and provide help and support within communities across the region. BRAG has earned a number of success stories thanks to the hard work and dedication of our staff members, and they are to be commended for the skill and dedication they have shown in the delivery of our services. The fact that BRAG have been nominated in two categories in the SES awards is testament to this.
No doubt we shall encounter many challenges lie ahead over the next 12 months, but I am of the belief that our staff and management will cope and continue the good work in support of Fife communities and our clients who participate in our wide range of schemes and projects.
David Piper
Chair of Board of Trustees
Managing Director's Report
Last year was very special for BRAG as we celebrated over 35 years of operation. More importantly we celebrated 35 years of real community impact. From those humble beginnings back in Benarty in 1988-89 where local people led by Willie Clark and Joe Paterson lobbied the council for an answer to crippling unemployment and deprivation in the area to today where we can proudly demonstrate our real community impact across several communities in Fife.
The organisation has seen both good and bad times in those years and the current cost-of-living crisis has created real tensions in current demand given that our income has gone down. However, we have always kept pushing ourselves to be the best we can with what we have adapting to an evolving need whilst remaining current and fresh.
We strive to offer people a way out of poverty whilst supporting those still in poverty where a positive future is freely available to all. The current term being used by government is community wealth building and I would suggest that this is all we have been doing for the last 35 years so maybe we are the real leaders here? I for one are proud to be the one leading such a tremendous team and organization and I give personal thanks to every one of our stakeholders who make it all possible.
Well done Team BRAG!
Brian Robertson-Fern
Managing Director
The Trustees present their annual report and financial statements for the year ended 31 March 2025.
The financial statements have been prepared in accordance with the accounting policies set out in note 1 to the financial statements and comply with the Charity's Memorandum and Articles of Association, the Charities and Trustee Investment (Scotland) Act 2005, the Charities Accounts (Scotland) Regulations 2006 (as amended), the Companies Act 2006 and "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 (FRS 102)" (effective 1 January 2019).
To assist in the creation of a vibrant economy by developing communities, investing in people and building viable businesses.
Our Vision: “We exist because a better life is within everyone’s reach”
Operating Area: We operate across Scotland however the bulk of our activities take place within our local area (Central Fife)
Our objects are:
• To relieve poverty among residents.
• To advance education among residents.
• To promote and/or provide training in skills of all kinds particularly to assist individuals in obtaining paid employment.
• To promote, establish and operate other schemes of a charitable nature for the benefit of the community.
• To relieve those in financial hardship, suffering discrimination by encouraging inward investment and business start-ups to take place.
We also have complementary organisational objectives:
• To be a good local employer giving back to the community where we can.
• To influence social and economic development policy (and practice) particularly within SIMD areas.
Games Design: This employability programme was a repeat of our joint award-winning course from 2024 where we ran a second cohort group as we moved into 2025. Our students spend time here at BRAG whilst also spending time up at Abertay University in Dundee working jointly with existing third year students there. The programme culminated in Abertay University’s Inaugural Applied Games Show. The show highlighted the great partnership between BRAG and the university as well as many other organisations. It was a fantastic opportunity to meet all the honours students who have been collaborating with BRAG and our Bright Futures group of young people. The presentation of the game highlighted how the groups had collaborated with BRAG from conception to final playable game, the final game was also available to play on BRAGs own VR headsets.
The results were fantastic and demonstrated how much work has gone into the game. It was clear that there was a lot of input from our young people, and they were delighted to have their input recognised by the university. For some of the young people this was a huge achievement, to even be at an event of this size. We were all very proud of everyone involved. Kitsune: The Lost Way was then showcased at a celebration event at BRAG with the young people and their friends and families getting the chance to play the game along with Abertay University’s students joining us.
Case study
Client J, aged 22, was a self-referral to the NOLB Youth Delivery Project Bright Futures in July 2023, she had never worked and was looking for a way to build up her skills and improve her confidence. Client J had learning disabilities and Autism, which affects her day-to-day life, and she relied on her mum to arrange her appointments and manage her money.
Client J had always been interested in video gaming and in art, so we encouraged her to attend some of our sessions related to these activities – she attended an art course we ran in partnership with Falling Up Living In Art and also a Games Night we held at The Kino.
As we worked more with Client J she began to open up more about her struggles with her mental health and about how anxious she felt in groups of strangers such as on public transport, we agreed that I would refer her to Venture Trust for their Outdoor Therapy – Client J and her therapist then met regularly for a number of months and helped Client J to develop some coping strategies to allow her to manage her emotions in these previously scary situations.
As that therapy came to an end, the staff member helped Client J to sign up for a volunteering role in the Eats Rosyth Café where she now spends one day a week working in the kitchen. She has quickly grown in confidence and has moved from a dish washing role into also doing some food preparation. Whilst she gets dropped off by her mum in the morning, she has started to make her own way home after her shift finishes which involves catching a bus by herself.
Most recently Client J attended our Games Design Course in partnership with Abertay University, she did really well during this course and participated in all of the activities. Client J has grown in confidence since our initial meeting with her and was able to quickly build up friendships with the other young people on the course and also with the University staff and students. During this course she expressed an interest in learning to manage her own money, so we supported her to budget for her lunch and to order and pay for that herself. Over the 3 months of the course she went from being very anxious about doing this to being able to walk into a shop by herself and purchase her own choice of product.
It has been great to see the progress Client J has made throughout her time on the Bright Futures Project and how much more confidence she now has in herself and her skills – a particularly memorable moment was when we attended the Showcase Event for the games built by the university students, Client J was able to show visiting professionals the game that was made during our Games Design course and confidently explain the parts that she had made and what she had learned during the course.
Square Start Families
Our families project was also funded by NOLB and was set up to support households in Dunfermline and West Fife Villages along with the North East Fife area.
Outcomes
64 registrations
98 PILs (personal Improvement Logs)
4 Jobs
Once again BRAG’s Square Start project has exceeded performance targets and supported those most disadvantaged families in our funded areas. During the period 2024-2025, the Square Start team delivered, amongst others:
Skills and Qualities for the work place/college
College Speaker - information on courses
College applications and benefits check
Scottish Mental Health First Aid
Spring cleaning and de-clutter sessions
Household budgeting workshops
Food and Hygiene training
Christmas parties
Time to Talk/active listening sessions
Fire Safety
Personal Safety
Online dangers/awareness sessions
Youth 1st activities
Case Study
Ms A had recently separated from her husband and was living with her 2 children in a private rental property. Due to the breakup her mental health took a dramatic decline, and she was signed off work. Having gone from 2 full-time wages to one and being off she ran up significant rental arrears and was being threatened with eviction.
We supported her through meetings with her landlords agent and managed to arrange a repayment plan that would enable the family to remain in their home whilst paying a sustainable amount to the arrears every month.
We also worked together to enable her to develop strategies to help her manage her mental health more positively which involved doing something for herself each day.
She has now progressed onto joining a gym and has lost almost 3stone in weight, is back at work and has recently signed the lease on a new build nearer to her work with a housing association where the rent is almost half of what she was paying previously.
She has also now decided to go for a legal separation as she realised that her husband could still be running up debts that she may have been left with.
The Pantry and Food for Thought
The Pantry@BRAG continues to provide our local Benarty community with access to local, affordable and healthy food options, whilst reducing food waste. The Pantry continues to be busy and remains the hub of the community on a Thursday each week. In the last month 12 new members have been able to join the Pantry. Within the last period, the Pantry has supported-
Outcomes:
1433 Families
2475 Adults
896 Children
Given out 7293KG of food to Pantry members
Volunteers have given 589 hours of their time.
Without our volunteers we would not be able to run the Pantry as efficiently as we do and we celebrated their Group Citizens of the Year Award with a well-deserved celebration lunch, which everyone very much appreciated.
A new activity for us in 2025 has been our Bricks At Six Lego project with an average of 17 families attending every Friday night. We have had a total of 198 people through the doors since the project started. We are keen to expand on this and look for further funding to continue this project
Pantry – Energy Efficiency Centrica Update
Our Centrica Funding is now sadly finished. Over the last year the project has supported a large number of individuals and families with very positive outcomes. Between April 2024 and March 2025, we hosted 7 pantry drop-in events, speaking to 84 people, Cosy Kingdom’s energy advice team provided in-depth energy advice to 23 households in our local community (11 households received in-depth telephone energy advice sessions and a further 12 households received face to face advice through either a pantry drop-in or home visit). We have also provided energy-efficient measures (through the handy service) to 34 homes. These measures have increased energy efficiency, helped participants to feel cosier within their homes, and saved them money.
Financial Gains for clients
During the project, information about participants’ financial gains has been gathered. We gather these financial gains from measures installed through the ‘handy’ service, money saved through debt clearance, fuel top ups, credit added to participants’ meters and money received through the Warm Homes Discount. We also give out energy saving devices, including halogen heaters, microwave ovens and TV power downs. To date 23 participants have received a total of £10,120 in financial gains, averaging £440 per home.
Impact statements
“I was given advice on a lot of things, I was helped to keep the house warm, when I struggled I was helped with the heating package, I got help to speak to our supplier as I have a phobia and anxiety of using the phone for things like this so I had let it become a problem but I was given help to clear fuel debt and prevent this from happening again for my family, it means I have more money for food and the kids, it did really mean a lot”
“I got help to apply for and received help from the Fuel Bank and Warmer Homes Discount. I also got help with a support package to help with draughts and heat loss in my home, this has really helped me as my energy costs were more than I could afford and it was really distressing, I’m thankful for all the help and they were lovely when I asked for help as I didn’t want to at first”
Case Study
Situation Mr B lived alone in a council flat. He was in receipt of benefits and attended the BRAG pantry on a weekly basis. Cosy Kingdom held a drop-in session where Mr B approached and asked for some information. He was struggling to keep his home warm and was at risk of self-disconnection for his electricity. His gas and electricity were with Scottish Power, and he paid his gas by Direct Debit and electricity by Pay as you Go.
Support During the pantry, light touch advice was provided, and a telephone call was arranged to give more in-depth advice and information. I called Mr B at the agreed time. Energy efficiency and heat retention advice was provided, for example turning appliances and gadgets off, using energy saving lightbulbs, doing washing at a lower temperature, having shorter showers in his electric shower, turning radiators down, keeping the thermostat at 21 degrees or under, closing doors and curtains when heating was on, using draught excluders, batch cooking and using a slow cooker or air fryer. We discussed gas safety and the Warm Home Discount and how to apply. The handy service was arranged for thermal curtains and LED bulbs. A fuel voucher was issued to help keep Mr B on supply. At a later date, a Christmas event was held, and light touch advice was given again, and Mr B was provided with gloves and hats. Another fuel voucher was issued to help Mr B.
Outcome As a result of the support and information provided, Mr B feels better informed about how to reduce gas and electricity costs. He has never applied to the Warm Home Discount but now knows how to apply. He also feels better informed about gas safety and what to do if there is a smell of gas. The fuel vouchers mean that he did not self-disconnect from his electricity. The Handy Service measures installed will help retain heat and reduce costs. Overall, he feels happier as a result of the support received and knows if he needs any further support or information that he can approach me at the BRAG pantry or call Cosy Kingdom for an appointment.
Investing in Communities Funding – Food for Thought and Community Roots Project
This Scottish Government Food for Thought Programme was designed to combat social isolation within Benarty to help move people to a more sustainable lifestyle and it has been life changing for some of the participants. In 2023 we then added the garden space after we received further financial help from Fife Council which has allowed us to broaden the scope of our offer. Individuals can now attend community growing activities as well as spending time volunteering in the garden
The Health & Wellbeing activities continue to draw the community in where we support many people who have been involved with the project as they continue to build confidence, gain new friends and reduce their social isolation and anxieties. Many feel that their mental health and wellbeing has increased significantly and they are now supporting new people who join. A great example of this is the Crochet Club (this group named themselves), where we have over 20 people attend weekly and it seems to grown every week with new people, we have a varied age range and those who have been attending for a long time now support new people attending sessions, making them feel welcome and included and passing on their knowledge and experience. They are very community focussed and regularly make blankets/hats that can be handed out to the elderly, they make crochet toys/teddies for the local nursery as part of their sensory corner, and they crochet wreaths and flowers for Armistice Day. They have a real sense of pride in what they do, and they all support each other if they have problems or need help with anything in their lives. This has been a real success.
Impact statements from several of our beneficiaries/activities below:
“I don’t go out very often, but my carer had seen a post on Facebook about wellbeing sessions at BRAG and then I got involved in the crochet group. My carer supported me to come along as I am very nervous and suffer from anxiety, but everyone is so welcoming and caring, I now attend every session on my own, it makes such a difference to my mental health and I look forward to a Friday and meeting with the new friends that I have made. Without this I wouldn’t have made the new friends or have company, I feel better when I come to BRAG” (beneficiary attending weekly sessions).
“I liked making the soup and I think my Mum will enjoy it and we can make it at home together” (child participant)
“I enjoyed learning a new skill and making something from scratch to take home with me. I feel that I have achieved something that I did not think I could do” (adult participant)
“I liked whisking the egg and mixing all the ingredients together to make meatballs. Me and my mum will take this recipe home and we’ll make it for my brother too” (child participant)
“The sessions are very informative, and I thoroughly enjoyed the company, laughs and banter, it made a big difference to me” (adult participant)
“I liked measuring all the ingredients and reading the recipe sheet to make cheese scones, I’d never eaten them before. I like cooking with gran and we can do it at home now” (child participant)
“I find the sessions welcoming, friendly and I also enjoy learning new skills and that I can prepare fresh food at not a lot of cost” (adult participant)
“Absolutely loved the activities session, very friendly atmosphere. I have 3 kids and one of my boys is on the Autistic spectrum and I was not sure if he would take part or not……. he took part in every activity and enjoyed himself. It was great to see him joining in with the activities and having fun and we felt like we could just be a family, I felt relaxed. We had never been to a session before and we’d love to come back with the kids!” (family participants)
“My cheese scones were very tasty, and I didn’t even know I liked cheese scones, it was good to try different things and we even ate the leaves that we cut from the garden, me and my mum also tried peas from a pod and ate tomatoes from the garden, it was fun” (child participant)
During the Easter Holidays Food For Thought and Community Roots worked together to deliver 3 family Easter sessions which included Easter chocolate making, Easter chocolate baskets, making clay plant pots and potting nasturtium seeds.
In the sessions we supported 8 families (21 participants 13 kids & 8 adults) The kids all enjoyed themselves melting chocolate and putting the chocolate into Easter moulds and cooling them in the fridge. They also made chocolate Easter baskets where they melted chocolate and mixed in shredded wheat and arranged into cake tins, making a basket shape and decorating with mini chocolate eggs. They also made polymer clay plant pots by rolling out clay and shaping it around small pots. Everyone went out into the garden and filled their pots with soil and placed a nasturtium seed in their pot. One of the Mums spoke to me before the session as she brought down 3 of her kids and one of them was on the Autism spectrum and he was non-verbal. She wasn’t sure if he would take part, but he absolutely loved the session and completed everything. He has a fascination for numbers so he loved getting involved with the clay and making numbers with it. He was a joy to have in the group. His Mum was so grateful for the time Dougie, and I spent with him and getting him involved with all the activities.
Together Levenmouth Hub & Events Space
The Together Levenmouth Hub finally reopened after the devastating fire in the neighboring property back in November 2022. Since the reopening back in October 2023 It had been a busy year for the team with month on month increases in trading income. In the summer of 2024, we made changes to the menu and removed some of the crazy golf to accommodate additional seating as the site got busier. We also stripped out the gift shop extending the party room into the space to create Popup@The hub. This gave us a much larger space. However, we felt that there was a disconnect between our employability team based in Methil and the Hub and we wanted the Hub to be a more community focused site. We were also struggling to man the escape rooms, so something had to change. Therefore, in January 2025 we made some radicle changes in space. We moved the whole team from Methil into the Hub whilst also creating a new Pop up space in the rear of the building. Early indications are promising, and we are now moving to create additional space in the basement as we build up our range of community activities.
Case study
Since the Together Levenmouth Hub opened, Mary has used the Hub regularly, visiting most days, to help counter the effects of social isolation. She finds the Hub to be a welcoming, safe, and easily accessible space, which gives her a strong sense of inclusion and connection to her community.
For Mary, the Hub provides calm and relaxation. She has visited other cafes in the area but often feels rushed or pressured to leave. In contrast, the Hub allows her to spend time at her own pace, helping her feel less stressed, more comfortable, and valued. Mary notes that being able to relax without pressure has improved her overall well-being and mood.
Mary also values the staff at the Hub, highlighting that they take the time to listen and respond thoughtfully to her. She feels genuinely heard and respected — something she rarely experiences elsewhere. Staff are aware of her health needs and respond appropriately, which gives her reassurance and a sense of safety.
The Hub also supports Mary’s social connections. She enjoys interacting with other visitors and feels a sense of belonging, which helps reduce feelings of loneliness. She appreciates that the environment is family-friendly and enjoys bringing her grandchildren along, fostering intergenerational connections and shared experiences.
Practical aspects of the Hub also make a difference. Mary finds the prices reasonable, the food and drinks enjoyable, and the space consistently clean and comfortable. The seating arrangements and relaxed atmosphere allow her to spend time without worry, reinforcing the Hub as a safe and supportive environment.
Overall, the Hub has had a profound impact on Mary’s life, helping her to avoid the effects of social isolation, build social connections, and feel valued and safe. She has described the Hub as “a place where I can just be myself and take my time,” highlighting how it meets needs that other local spaces do not.
Impact Statement – Chell Moir & the FND Support Group
Chell Moir has become a driving force in raising awareness and building support for people living with Functional Neurological Disorder (FND). Having struggled to access help through traditional healthcare channels — including waiting over a year for neuropsychology support and seeing doctors unfamiliar with the condition — Chell decided to take action herself.
What began as an online effort has grown into a thriving community. Chell created a TikTok account to document her own journey and raise awareness, a Discord channel now connecting over 100 people worldwide, and a Facebook group that continues to grow rapidly, with over 40 new members joining in a single day. For many, these online platforms have become a lifeline, offering connection and understanding in the absence of wider recognition of FND.
Recognising the need for face-to-face support, Chell launched the first in-person FND group at the Together Levenmouth Hub on the High Street on the 12th, providing a safe space where people can feel seen, heard, and supported. She explains that “there are no posters up about FND in doctors’ surgeries or hospitals — it’s almost as if it doesn’t exist. This group changes that by making people visible.”
Chell is also a regular visitor to the Hub, often coming 4–5 times a week, which shows how central it has become to her daily routine and to the growth of the group. The emotional impact is clear: she reports feeling less lonely, more confident, happier and more relaxed through the support she has gained and offered to others.
In addition to improving her own wellbeing, Chell has built a strong local peer network while also expanding her online reach, creating bridges between digital and in-person communities. By leading this initiative, she feels more motivated and supported, reducing the stress that often comes from isolation and a lack of recognition in healthcare settings.
She has also noted how other spaces can feel rushed or unsupportive, whereas the Hub provides the time, safety, and inclusivity needed for these conversations. This contrast highlights how the Hub meets a need that is not being fulfilled elsewhere in the community.
Chell’s journey demonstrates how the Together Levenmouth Hub delivers on its mission of reducing isolation, providing inclusive spaces, and empowering community-led action. Her initiative has not only transformed her own wellbeing but has created a lifeline for others with FND, proving the powerful impact of the Hub on individuals and the wider community.
Methil and Crosshill Enterprises Centres
Our enterprises centers have continued to provide affordable business space for small local businesses in each area as well as providing good quality accommodation to our staff and volunteers. Crosshill still requires ongoing improvements as we tackle years of under investment and as we attempt to bring the structure up to modern standards. Both buildings have benefited from ongoing repairs and improvements, which have helped us maintain our 100% occupancy rates. With the employability team moving out of the Methil Centre we were then able to create 7 new units that were immediately filled with new SME tenants
Quality and Business Support
We have always recognised that our BRAG team are our biggest asset and clearly, they deserve our full support as they strive to continue to be the best at what we do. Our small business support team are key to this support. One of their main responsibilities is HR and staff welfare. Staff are now represented at Board level, and we use working groups on various matters to ensure staff have a voice in decision making.
Over the past year, our internal Wellbeing Group introduced staff positive personality profiles across all three sites. This proved to be an extremely popular exercise with all staff and gave everyone a good insight into how their colleagues viewed them.
The wellbeing group promoted a variety of events including mental health awareness week, stress awareness week, grief awareness and a meditation activity was carried out in the onion labyrinth in our Crosshill garden. On a crisp and clear day, a few BRAG staff embarked on a scenic cycling tour around the River Leven area, passing through Silverburn, Kennoway, Cameron Bridge, and Leven. After cycling for several miles, the group paused to enjoy a bite to eat, taking in the tranquil surroundings.
Over this past year, we ran two coffee mornings on behalf of MacMillan and raised just short of £500, and recently a coffee morning was held in Crosshill where £176 was raised for Breast Cancer Now.
Some male members of staff took part in Movember; growing moustaches to raise awareness of mental health through a male lens, whilst raising £410 for men’s health projects in the UK and around the world.
Our internal events group arranged and delivered a free Family Fun Day in Crosshill where staff volunteered their time to give over 800 visitors a free fun filled day with their families. As part of this our generous visitors that day also donated a total of £1,055 towards our Pantry provision.
As part of our 35 year celebrations last year, our AGM included a visit back to the routes of the organisation and staff were awarded an additional day’s annual leave. Staff were asked to request the day as their “BRAG day”, and to do something on that day that would celebrate BRAG. To facilitate this, we agreed to contribute a sum of money to each member of staff to be used on the day. Staff used their day in a variety of ways including, getting a tattoo as a tribute to their grandmother, visiting Rick Stein’s restaurant in Padstow, getting special treatment at the hairdressers, having an extra special day out in Edinburgh or Glasgow with their families and one member of staff travelled to Newcastle to visit the Christmas lights and their favourite Chinese restaurant.
H&S - Each site has a minimum of 2 reps, and the group meets monthly to ensure good practice is maintained across all sites. Our legislation tracker allows us to stay on top of recent case law and to keep abreast of upcoming changes to legislation.
We have invested in upskilling and training and development. A member of staff has recently passed their NEBOSH exam whilst a continuous mandatory training program now includes fire awareness, office safety, manual handling, with food hygiene and emergency first aid included for those whose role requires this as mandatory and those members of staff who wish to learn these particular skills.
This investment has proved worthwhile as figures on accidents and incidents are now down 54% since last year
The new year brought a change of base for our Employability North team. Previously located in Thomson House in Methil the transition into our innovative Levenmouth Hub situated in the heart of Leven High Street went relatively smoothly.
As with any change, there had been some natural anxiety however now that staff are in situ, they are adjusting well, and both the employability team and the café team are getting to know one another and working well together.
Earlier this year, we purchased a new HR software package which we have started to pilot with a limited number of staff. Their feedback has been invaluable, and from that, we have been able to produce three user guides which are currently being trialled by a member of staff. The feedback on the guides will be used to adapt the guides and the pilot will be rolled out to all staff over the coming months.
Changes in Government policy is bringing a new Employment Rights Bill, and the landscape of employment rights will change substantially from what we know now bringing welcome news for employees across the UK.
Our Quality Manager is drafting a BRAG specific road map to ensure we are ready for the changes as they happen. A management away day has been organised to bring other Senior Managers up to speed and guidance and training will be provided on an ongoing basis to ensure changes are captured and understood as they happen.
Earlier this year we signed the Scottish Business Pledge as part of our commitment to the Fair Work Convention. We believe that Fair Work is work that offers effective voice, opportunity, security, fulfilment and respect; that balances the rights and responsibilities of employers and workers and that can generate benefits for individuals, organisations and society.
We are committed to paying the Real Living Wage, to no inappropriate use of zero hours contracts, workforce engagement, and retaining a balanced workforce.
We maintain our commitment specifically by: -
As an accredited Real Living Wage employer, we pay all our staff a minimum of the Real Living Wage.
We provide channels for effective workers’ voice with the use of working groups and focus groups to ensure that everyone’s voice can be heard and acknowledged. We have an employee rep attend our Board meetings.
To invest in workforce development, we ensure that every employee has the opportunity to maximise their potential. There is a training matrix which allows managers to track staff training, staff have their individual Personal Development Plans and are given protected reflective learning time.
We are committed to never using zero hours contracts.
To tackle the gender pay gap and create a more diverse and inclusive workplace all staff are paid relevant to role irrespective of gender.
We are a Disability Confident Leader ensuring we remain committed to promoting diversity and inclusivity and reducing inequalities. We actively promote this status and encourage this amongst our stakeholders and external partners.
We offer flexible and family friendly working practices for all workers from day one of employment. We have one family friendly policy which is the umbrella policy for an additional five. We also offer hybrid and various flexible working patterns and locations.
We oppose the use of fire and rehire practice.
We also provide our staff with a 7.5% contribution to their pension and private health cover. This rewards package is very much a benchmark for others to follow
BRAG is the lead partner in our Fife wide employability consortium, and the Quality and Results team continue to work with our partners in an effort to improve reporting processes to funders and Scottish Government. Surveys have been completed by the organisational leads who sit on the Steering Group and all frontline staff. The quantitative and qualitative data has been analysed and the analysis will be used to improve the way we collect the results we gather from our employability work. The data from those results are designed to show the quality of the work we provide to the clients we serve, alongside the traditional target driven results that are currently used.
We now have access to an online professional design tool which saves us money and, from a quality perspective, also allows us to build a recognised brand across all our marketing materials, ensuring a consistently high standard when promoting our services.
Our Quality Manual has four levels, Corporate, Staffing, Health & Safety and Local. Across those four levels there are currently in excess of 50 policies and procedures. There is an ongoing system of reviewing, developing, approving, and implementing all those policies, the introduction of new policies, and any associated paperwork.
Sitting alongside all policies is the development of guidance and training for managers and staff to ensure successful understanding and implementation.
We will continue to review all policies and all processes across all sites, we will continue to monitor the implementation to ensure they are being carried out correctly and we will continually evaluate performance across all areas by providing the knowledge, tools and guidance to help everyone play their part to build engaged teams, increase efficiency, and increase stakeholder satisfaction.
Credit and thanks should go to all staff who have worked hard to understand the need for changes and adapted well to the adjustments that have been made as part of our test of change.
Other community wealth building support
As always, we see ourselves as a true community anchor organisation with a belief in broader community wealth building and have an approach of offering mutual aid to other community groups where we have shared aims. As such, we had been busy In Levenmouth supported Promfest 2024 as well as the Kennoway Gala. We also hosted a Tourism Officer post in the Leven area. This temporary post delivered on a number of positive activities including and an exciting new website and a number of heritage Trails along with capacity building work with local businesses and community organisations and was instrumental in assisting them to secure funding for other important community regeneration projects.
In Crosshill we have supported the Benarty Gala and Pipe Band championship and will also acting as a key supporter and sponsor of Rockore music festival.
Benarty Improvement Group (BIG) along with the events group (BEG) and Benarty Foodbank are still all receiving access to our space and we now house an extra container from the events group in the car park. This mutual aid support is a critical part of our community wealth building approach. We also offer overnight parking for visiting motorhomes and campers with our only ask that they spend money in the area whilst here.
The organisation had previously been given and set aside a large portion of restricted employability grant income, and we have continued to utilise those restricted funds to deliver on the funders wishes although we have eaten into these reserves since. Although our accounts show a loss for the year, we are in effect using up those restricted reserves as we deliver the impact promised. However, our cash flow has been tested as we have supported the Together Hub and its move into breakeven not to mention the cash we have invested in our fixed assets.
The movement in our balance sheet is mainly down to our movement in cash although we still hold £634,000 in cash, which provides 3.5 months of average turnover which is above our 3-month minimum threshold. As we move into 2025-26, we have reached break even at the hub and have also made operational savings to help us reduce organizational overheads accepting that our turnover has now reduced. We are also exploring additional bank funding to help support an increase in cash liquidity as we move to bolster our cash reserves.
The results for the year are shown on page 18 of the financial statements. During the year the charity generated a total income of £1,996,348 (2024: £2,174,096) and a total expenditure of £2,182,798 (2024: £2,192,826).
Page 20 details the assets and liabilities of the charity. At 31 March 2025, the charity had net assets totalling £2,301,236 (2024: £2,487,686)
It is the policy of the charity that unrestricted funds which have not been designated for a specific use should be maintained at a level equivalent to between three and six month’s expenditure. The Directors consider that reserves at this level will ensure that, in the event of a significant drop in funding, they will be able to continue the charity’s current activities while consideration is given to ways in which additional funds may be raised. The Directors are currently implementing measures to ensure that unrestricted reserves are built back up to this level
Service Delivery
The Directors would refer people to their community Annual Report for written and photographic details of the numerous services delivered throughout the year. The community Annual Report is available from the registered office.
The charity is a company limited by guarantee that has no share capital and is a recognised charity governed by its Memorandum and Articles of Association.
The Trustees, who are also the directors for the purpose of company law, and who served during the year and up to the date of signature of the financial statements were:
Reference and administrative information - Trustees
David Piper (Chair)
Brian Robertson-Fern
Iain Gow
Anne Hay (Deceased 3 June 2025)
James (Lindsay) Stewart
Rodger McMullan (Resigned 27 February 2024)
Tommy Sweeney
Morag Dawson
Richard Thomson (Appointed 9 July 2024)
CHARITY NUMBER SC003517
COMPANY NUMBER SC068995
PRINCIPAL ADDRESS
Crosshill Business Centre
Main Street
Crosshill
LOCHGELLY
Fife
KY5 8BJ
REGISTERED OFFICE
Crosshill Business Centre
Main Street
Crosshill
LOCHGELLY
Fife
KY5 8BJ
AUDITORS
Thomson Cooper
3 Castle Court
Carnegie Campus
DUNFERMLINE
Fife
KY11 8PB
BANKERS
Bank of Scotland
349/351 High Street
Cowdenbeath
Fife
KY4 9QJ
Key Management personnel remuneration
The Trustees consider themselves the key management of the charity in charge of directing and controlling, running and operating the charity on a day to day basis. The Managing Director then has authority to then recruit the salaried staff required to fulfil the objectives and any contractual obligations of the charity.
The Managing Director is both an employee and a Trustee, however, no other trustees received remuneration in the year. Details of Directors expenses are disclosed in the accounts.
The Trustees, who are also the directors of B.R.A.G. Enterprises Limited for the purpose of company law, are responsible for preparing the Trustees' Report 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 Charity and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that year.
In preparing these financial statements, the Trustees are required to:
- select suitable accounting policies and then apply them consistently;
- observe the methods and principles in the Charities SORP;
- make judgements and estimates that are reasonable and prudent;
- state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements; and
- prepare the financial statements on the going concern basis unless it is inappropriate to presume that the Charity will continue in operation.
The Trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the Charity and enable them to ensure that the financial statements comply with the Charities and Trustee Investment (Scotland) Act 2005, the Charities Accounts (Scotland) Regulations 2006 (as amended) and the Companies Act 2006. They are also responsible for safeguarding the assets of the Charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
The Trustees are responsible for the maintenance and integrity of the charity and financial information included on the Charity's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.
The auditor, Thomson Cooper, is deemed to be reappointed under section 487(2) of the Companies Act 2006.
The Trustees' report was approved by the Board of Trustees.
Opinion
We have audited the financial statements of B.R.A.G. Enterprises Limited (the ‘Charity’) for the year ended 31 March 2025 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:
Basis for 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 sufficient and appropriate to provide a basis for our opinion.
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.
We have nothing to report in respect of the following matters in relation to which the Charities (Accounts and Reports) Regulations 2008 requires 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.
As explained 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.
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 taken on the basis of these financial statements.
Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud, is detailed below.
We considered the opportunities and incentives that may exist within the organisation for fraud and identified the greatest potential for fraud in the following areas: existence and timing of recognition of income, posting of unusual journals along with complex transactions and manipulating the Charity’s key performance indicators to meet targets. We discussed these risks with management, designed audit procedures to test the timing and existence of revenue, tested a sample of journals to confirm they were appropriate and reviewed areas of judgement for indicators of management bias to address these risks.
We identified areas of laws and regulations that could reasonably be expected to have a material effect on the financial statements from our sector experience through discussion with the officers and other management (as required by the auditing standards).
We reviewed the laws and regulations in areas that directly affect the financial statements including financial and taxation legislation and considered the extent of compliance with those laws and regulations as part of our procedures on the related financial statement items.
With the exception of any known or possible non-compliance with relevant and significant laws and regulations, and as required by the auditing standards, our work in respect of these was limited to enquiry of the officers and management of the charity.
We communicated identified laws and regulations throughout our team and remained alert to any indications of non-compliance throughout the audit.
Owing to the inherent limitations of an audit, there is an unavoidable risk that we may not have detected some material misstatements in the financial statements, even though we have properly planned and performed our audit in accordance with auditing standards. We are not responsible for preventing non-compliance and cannot be expected to detect non-compliance with all laws and regulations.
These inherent limitations are particularly significant in the case of misstatement resulting from fraud as this may involve sophisticated schemes designed to avoid detection, including deliberate failure to record transactions, collusion or the provision of intentional misrepresentations.
A further description of our responsibilities is available on the Financial Reporting Council’s website at: https://www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor's report.
Use of our report
This report is made solely to the charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006 and to the charity’s trustees, as a body, in accordance with Section 44(1)(c) of the Charities and Trustees Investment (Scotland) Act 2005 and regulation 10 of the Charities Accounts (Scotland) Regulations 2006 (as amended). Our audit work has been undertaken so that we might state to the charity's trustees those matters we are required to state to them in an auditors' 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 charity and the charity’s trustees as a body, for our audit work, for this report, or for the opinions we have formed.
Thomson Cooper is eligible for appointment as auditor of the Charity by virtue of its eligibility for appointment as auditor of a company under of section 1212 of the Companies Act 2006.
The statement of financial activities includes all gains and losses recognised in the year.
The notes on pages 22 to 38 form part of these financial statements.
The notes on pages 22 to 38 form part of these financial statements.
B.R.A.G. Enterprises Limited is a private company limited by guarantee incorporated in Scotland. The registered office is Crosshill Business Centre, Main Street, Crosshill, Fife, KY5 8BJ.
The financial statements have been prepared in accordance with the Charity's Memorandum and Articles of Association, the Charities and Trustee Investment (Scotland) Act 2005, the Charities Accounts (Scotland) Regulations 2006 (as amended), the Companies Act 2006, FRS 102 “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 charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)" (effective 1 January 2019).
The Charity is a Public Benefit Entity as defined by FRS 102.
The financial statements are prepared in sterling, which is the functional currency of the Charity. Monetary amounts in these financial statements are rounded to the nearest £.
The financial statements have been prepared under the historical cost convention, modified to include the revaluation of freehold properties and to include investment properties at fair value. The principal accounting policies adopted are set out below.
The trustees are satisfied that B.R.A.G Enterprises Limited has adequate unrestricted resources, of which a high percentage is held in cash, to continue its objectives for the foreseeable future, and therefore believe it is appropriate to adopt the going concern basis in preparing these financial statements.
At the date of the approval of the financial statements, the trustees have considered a period of the next 12 months from the date of approval of the financial statements.
Unrestricted funds are available for use at the discretion of the Trustees in furtherance of their charitable objectives.
Designated funds – these are funds which have been set aside by the trustees for a specific purpose
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.
Voluntary income is recognised in the accounts as an in-kind donation equal to the estimated cost of providing the loan facility at a market rate of interest when it has been provided interest free.
Activities for generating funds include rental and commercial income and are accounted for over the period to which the income is generated.
Grants are recognised in full in the Statement of Financial Activities in the year in which they are receivable. All other income of a revenue nature is included when receivable.
Charitable expenditure includes direct and indirect costs of the charity. Indirect costs have been allocated between costs of activities in the furtherance of charitable objectives, and governance based on staff time and usage.
Governance costs include any costs in relation to audit and accountancy work, legal and professional advice, and consultancy costs associated with constitutional and statutory requirements.
Resources expended are included in the Statement of Financial Activities on an accruals basis, inclusive of any VAT which cannot be recovered.
Support costs have been allocated between activities undertaken directly.
Tangible fixed assets are initially measured at cost and subsequently measured at cost or valuation, net of depreciation and any impairment losses.
Depreciation is recognised so as to write off the cost or valuation of assets less their residual values over their useful lives on the following bases:
The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds and the carrying value of the asset, and is recognised in the statement of financial activities.
At each reporting end date, the Charity reviews the carrying amounts of its tangible assets to determine 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).
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.
The Charity has elected to apply the provisions of Section 11 ‘Basic Financial Instruments’ and Section 12 ‘Other 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 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.
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 amortised.
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.
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.
Payments to defined contribution retirement benefit schemes are charged as an expense as they fall due.
Legal Status
The charity is a company limited by guarantee and has no share capital. The liability of each member in the event of winding up is £1. At the end of the financial year there were eleven members.
Grants receivable
Costs of generating voluntary income comprise in kind donations equal to interest on the interest free loan (see Note 14).
Travel costs
Training costs
Programme costs
Goods for resale
Costs of generating voluntary income
Expenses amounting to £926 (2024 - £1,153) were paid to one director (2024 - one director) during the year. No other Directors received any remuneration or expenses during the year.
Direct
Rent
Direct
Heat & Light
Direct
Postage and stationery
Direct
Telephone
Direct
Advertising
Direct
Repairs and renewals
Direct
Cleaning
Direct
Insurance
Direct
Direct
General Expenses
Direct
Audit fee
Professional fees
Direct
Direct
Rent
Direct
Heat & Light
Direct
Postage and stationery
Direct
Telephone
Direct
Advertising
Direct
Repairs and renewals
Direct
Cleaning
Direct
Insurance
Direct
Loss/(gain) on assets
Direct
General Expenses
Direct
Audit fee
Professional fees
The average monthly number of employees during the year was:
The key management personnel of the charity comprise the Trustees including the managing director. The total employee benefits of the key management personnel of the charity were £72,113 (2024 - £71,182).
The charity is exempt from taxation on its activities because all its income is applied for charitable purposes.
Property valuations have been carried out in the year and the following impairment loss has been recognised in the profit and loss:
More information on the impairment loss arising in the year is given in note 12.
During the year ended 31 March 2024 the freehold land and buildings at Crosshill, Thomson House and Leven were revalued by Andrew Reilly Associates Limited at £2,350,000 inclusive of the Biomass boiler.
The revaluation showed an impairment loss of £174,570 in respect of Leven, an unchanged valuation in respect of Crosshill and an upward revaluation of £331,664 in respect of Thomson House.
On an historical cost basis the net book value of property would be £1,812,349 (2024 - £1,870,726 ).
Bank of Scotland hold a Standard Security over Levenmouth Community Enterprise Centre, Thomson House, Methil. They also hold an All Monies Debenture over the whole assets of the company.
In the year ending 31 March 2007 the charity purchased the property it occupies at Crosshill. Fife Council provided a loan of £210,000 which will be payable in the event of the sale of the property. There is no interest on this loan and it is secured on the property.
The Charity operates a defined contribution pension scheme for all qualifying employees. The assets of the scheme are held separately from those of the Charity in an independently administered fund.
The charge to profit or loss in respect of defined contribution schemes was £85,083 (2024 - £77,410).
The company has no share capital as it is limited by guarantee. The members have agreed to contribute £1 each in the event of the company being unable to meet its debts,
The restricted funds of the charity comprise the unexpended balances of donations and grants held on trust subject to specific conditions by donors as to how they may be used.
Capital Fund
A grant from Coalfields Regeneration Trust to assist the charity to purchase the building that it trades from. This was intimated in 2007 on the condition that the building must be retained for 25 years, otherwise the amount will have to be repaid.
Enterprise Growth Fund
This is a capital grant which was used to purchase and install the BioMas boiler at Crosshill. The expenditure in the year relates to the annual depreciation charge.
The Gannochy Trust
Formula 25 – Funding from The Gannochy Trust to assist in the running of a Formula 25 Police programme.
Fife ETC - Challenge Fund
The Fife Employability and Training Consortium with BRAG as the lead member was funded by Fife Council’s Fairer Scotland Fund to provide employability support across Fife.
The Robertson Trust
Support to management to improve employability programmes.
Corra Foundation
Two key projects have been supported by the this funding, The Square Start Project and The Pantry. All funding has been intended to support the welfare of the community following the Covid-19 Pandemic.
The Pantry
Funding received from Fife Council. The Pantry has been set up to help support the welfare of the community following the Covid-19 Pandemic.
Keep Scotland Beautiful
This is a capital grant to assist with the refurbishment of the offices at Thomson House, Methil. The depreciation of assets purchased will be offset with this fund.
High Street Hub Capital Grant
Funding to renovate 45 High Street, Leven to establish the Together Levenmouth Hub.
High Street Hub Revenue
Adapt & Thrive funding to support regeneration activity in Levenmouth, including the Hub and artisan markets.
NOLB
Scottish Government funded employability programme, serving young people and adults throughout Fife.
Coalfields Worx
Funding to provide training opportunities to unemployed clients and support environmental improvements in the Cowdenbeath area.
Shared Prosperity
Funding received via Opportunities Fife to support the UK Governments Shared Prosperity objectives.
Crosshill Garden
Funding received to support the addition of garden space at Crosshill. Individuals can now attend community growing activities as well as spending time volunteering in the garden.
Levenmouth Tourist Association
Funding received from relating to a seconded member of staff and ongoing costs associated with various charitable undertakings in the Levenmouth area.
Investing in Communities
Scottish Government funding received to support people in Benarty lead a more sustainable lifestyle.
Cowdenbeath Townhouse
Funding received to support the initial costs (e.g. professional fees) of the Cowdenbeath Townhouse renovation works.
The National Lottery Community Fund
Multi-year support towards running costs of the Pantry at Crosshill. The National Lottery has supported the Pantry since it began in 2020.
The unrestricted funds of the charity comprise the unexpended balances of donations and grants which are not subject to specific conditions by donors and grantors as to how they may be used. These include designated funds which have been set aside out of unrestricted funds by the trustees for specific purposes.
The Designated Fund at 31 March 2025 represents the net book value of assets less associated borrowings and restricted funds relating to specific assets.
Incoming resources
Resources expended
Transfers
Gains and losses
Incoming resources
Resources expended
Transfers
Gains and losses
The General Fund includes amounts which have been given to the charity to be used on specific projects which carry over into the following financial year and are in furtherance of the charity’s overall aims and objectives
There were no disclosable related party transactions during the year (2024 - none).
In the current year, the charity reviewed the presentation of internal charges between restricted and unrestricted funds. In prior years, both management charges and internal rent charges were incorrectly presented as income in unrestricted funds. In accordance with the Charities SORP (FRS 102), these do not represent external economic inflows and therefore should not be presented as income. As a result, a prior year adjustment has been made to remove £246,966 of internally generated income and expenses.
Further, the prior year impairment charge relating to the property at Leven (High Street Hub) of £174,570 was fully charged against unrestricted funds. However, an element of this impairment charge should be set against the restricted capital grant, resulting in a prior year adjustment to reallocate £148,321 against the restricted fund.
Additionally, the Enterprise Growth restricted capital grant fund was being allocated all of the associated depreciation, rather than the portion of the asset funded by the grant. A resulting prior year adjustment has been made to reallocate an element of depreciation against unrestricted funds, totalling £21,700.
Finally, a prior year adjustment has been made to allocate £302,206 from unrestricted funds into designated funds in order to maintain consistency with the accounting and reserves policies of the charity.