The directors 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 charitable company's governing document, the Companies Act 2006 the Charities and Trustee Investment (Scotland) Act 2005, the Charities Accounts (Scotland) Regulations 2006, FRS 102 "The Financial Reporting Standard applicable in the UK and Republic of Ireland" and the Charities SORP "Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their financial statements in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)".
Mission Statement
Maxwelltown Information Centre is dedicated to promoting empowerment of people across Dundee City, improving their conditions of life and making a significant difference to their welfare.
Strategic Outcomes
a) Practical support to individuals suffering from poverty and exclusion.
b) Advice and information to all communities in particular special recognition to minority ethnic communities.
c) Improved uptake of services through the Centre.
d) Reduced feelings of social exclusion and isolation by involving residents in meaningful activity.
e) Reduction of unemployment.
f) Increased skill levels of the population looking for work.
Principal Funding Sources
The company’s principal source of funding is currently by way of grants received.
Activities Undertaken in Year
Our thriving community led project continued to support 100’s members of our local community each week. Over the last year we have delivered the following services and activities:
Our footfall for the year was almost 28,500 - an average of 2,375 visits per month.
In September 24 we held our 10th Anniversary of the Garden project with a party which was attended by over 200 local community members.
In August 2024 we launched our new website: www.maxdundee.org.uk
We continued to structure our activities under 3 interconnected areas of work: MAX Support, MAX Youth and MAX Garden Outreach. This allows us to reach out to those who might not recognise they need help and encourage them to access support with no stigma or judgement attached. Most of our activities are carried out in small groups where peer and/or qualified support is available in an informal and relaxed setting.
MAX Support
Last year our cash first approach supported 1,063 individuals and families in financial crisis, we ensured everyone has access to all available support. Many of the organisations we signpost to run sessions in the centre including Social Security Scotland, a local councillor, Connect Welfare Rights, Housing Options, We are with you, Carer’s Centre, Community Health Team, Penumbra, Transform, Voiceability, Positive Steps and SAMH. This has allowed us to develop a one stop shop for support.
Access to our Community Cupboard stocked with seasonal garden produce, a choice of fruit, vegetables and bakery products. An average of 68 individuals and families visit the cupboard each day.
Free internet access with support available during all opening hours.
Volunteers, community members and staff ate nearly 100 lunches together a total of over 1,250 meals shared.
A twice weekly Community Café open to all and recovery friendly we have on average 125 attendees each month. Our support worker is available for advice.
A variety of arts & crafts groups and support groups focusing on physical, mental health and social inclusion.
Managing an extensive range of volunteering roles to gain skills and provide socialising opportunities. Last year our 77 volunteers provided an average of 382 hours of support each month and were able to participate in a variety of training courses including food hygiene, first aid, walk leader training, community guiders, stigma and mental health first aid.
We offered participation and representation of our community in a wide range of community and thematic networks, events and projects.
Our range of services is designed to empower our users and allow them to influence decisions that affect them. We address inequality and social injustice in ways that are dignified and look at each person’s needs in a holistic way.
MAX Youth
Our hugely popular Garden Clubs ran each school holiday last year, with 64 local young people attending over Spring, 105 over Summer and 71 in Autumn. During which it’s a time for creativity to flourish, young people can play games, explore the outdoors, and connect with one another in a relaxed, fun environment. Whether they’re cooking lunch in the kitchen, creating nature-inspired art, or simply running around, the garden offers positive happy safe and confidence outcomes. Over 690 lunches were served!
Our garden sessions for local schools and nurseries provide improved life chances for local young people to enable them to do well. Teacher’s feedback regularly the positive impact the visits have and the notable improvements in behaviour. 740 different children benefited from new experiences and opportunities to learn new skills.
Our outdoor after-school clubs provide a unique space for children. Through games, imaginative play, and teamwork, young people are working together and building lasting friendships. They focus is on having fun and connecting with others in a relaxed, supportive environment. 36 different children have attended.
We have 14 youth volunteers that show significant increases in wellbeing while participating and helping facilitate activities. We empower youth volunteers to take on leadership roles within the garden becoming role models for our younger participants.
Our Youth Cooking Group of 6 goes beyond preparing meals— from harvesting fresh produce to deciding what to cook, they guide every step with curiosity and creativity. Everything we do is child-led, empowering them to take ownership and feel proud. Monthly they cook for up to 20 local elderly residents who join us for ‘Come Dine’
Our Youth Council of 10 local youths meet weekly and is driven by their ideas, allowing them to have a voice in decisions about the garden, future projects, and activities in their community. They learn leadership, responsibility, and teamwork as they help shape their community – attending board meetings, Local Community Planning Partnership meetings and collaborating with local councillors, gaining valuable life skills.
Our new Youth Sewing workshops run in partnership with Transition Dundee have been very popular with 8 young people 9-15 years attending.
MAX Garden Outreach
Thematic family activities and events including plant swaps, gigs in the garden, creative seasonal activities, park walks and participatory community design of Hilltown Park, etc.
A creative programme of gardening workshops. An average of 7 per month with 6-8 attendees in each.
Volunteering and training sessions to improve garden and Hilltown Park.
Harvest boxes and Pick your Own (PYO) Food weekly with recipes. Last year we distributed 188 harvest boxes and 102 participated in harvest your own sessions.
Cooking workshops using seasonal garden produce. Weekly multicultural lunch.
Seed and Tool Library, free access to gardening tools, books and seeds. (204 members)
Hosting regular visits from community groups to learn from our growing experiences and get support from our team to further develop their own projects.
The Big Grow – this year 100 individuals, groups and families signed up and we provided all the resources and support to grow their food.
A new garden share project with 3 sucesssful matches.
Manage and facilitate the city-wide Dundee Community Growing Network with quarterly meetings and joint events; manage the Grow Dundee Website; maintain partnerships and co-create collaborative city-wide projects such as Playful Green Planet.
We are one of 5 partners running the Dundee Climate Hub – Changemakers which is driving positive change with, by and for our communities and environment. We have been supporting Sustainable Dundee's Urban ReLeaf, we presented at their launch ceremony and have hosted workshops. We are advisors to the V&A's for their upcoming Garden Futures project.
Our Partnerships
Over the year we have worked in partnership with many organisations. Good communication, relationships based on trust, collaboration and co-working is essential to make sure the local area overall has the best possible services. We are also committed to training and giving work experiences to students from High School to University (Community Education, Medicine, Nutrition, Teachers, etc.)
Our local networks:
Coldside Empowerment team and Local Community Planning Partnership, Coldside Forum.
Local community projects (Haven, Hillcrest Futures, Grey Lodge, Hilltown Community Centre, Central Library, RSPB etc.)
Local education providers (nurseries, primary and secondary schools, D&A College, Abertay and Dundee Universities, etc.)
Organisations and groups that offer their services locally through our centre on a weekly basis at our one-stop-shop (Social Security, Housing Options, Transform- housing support, Connect- money advice, Home Energy Scotland, Dundee Carers Centre, CANDU –cancer support, Fibromyalgia Support Group, We are With You and Positive Steps – recovery support, Voiceability – disabilities support, DCC Employability, SAMH etc.)
The Toadstool trail. WhimSicAL Lush and Rod Mountain
City-wide partnerships:
We represent our community to inform plans, policies and new legal frameworks that may affect their lives and local environment. This also enables us to make sure we are responding to identified needs at city-level. We are active members of the following partnerships:
Founding partner of Dundee Community Food Network (24 food provision projects)
Founders & facilitators of Grow Dundee / Dundee Community Food Growers Network (30 community gardens)
Co-leading Dundee Changemakers Climate Hub project.
Dundee Community Adult Learning Network and collaborations with the Community Health Team, local Dundee Volunteer and Voluntary Action, Dundee Community Panel (to voice issues, challenges and the impact of the current financial climate on our community)
Partners of Sustainable Dundee and Creative Dundee networks, working in collaboration through events or projects like Cultivate or co-designing the Hilltown Park.
We collaborate with youth and mental health organisations like Feeling Strong, Hot Chocolate Trust, Barnardo’s and DVVA Youth.
Hosting activities from V&A, DCA, Verdant Works or Dundee Science Museum.
Thematic networks, partnerships and mentoring relationships:
We are also part of Scottish-wide forums and communities of practice that enhance the quality of our work and enable us to collaborate and share and showcase the innovative aspects of what we are doing that work (or don’t) locally and across Scotland.
Nourish Scotland
Ranknet with Rank Foundation partners
Scottish Communities Climate Action Network
Keep Scotland Beautiful Network
Trellis & Social Gardens and Farms networks
Eden Communities Scotland
HUBBUB Community Fridge Network
Warm Spaces Network
Edinburgh Science Festival and Edinburgh Garden Partners (mentoring our new project) Royal Society for Arts ( Playful Green Planet)
Volunteers
Our valuable volunteers are crucial to the project and provide a huge investment of time that facilitates a wide range of activities within the centre. Thank you;
Andrew Kirk, Aaron Abrahim, Ann-Marie McIntosh, Audrey Scullin, Clyde Williamson, Daniel Burns, Dave McQueen, David Lacok, David McGregor, Duncan Leyton, Eileen Carmichael, Emma Connelly, Emma Wilson, Erwan Ansquer, Farzana Chaudry, Fiona Carr, Frances Carroll, Fraser Carmichael, Gary Germaine, Gilbert Oakley, Gina McCuskey, Graham Smith, Hannah Lynch, Iain Waghorn, Jake Chamers, James Burns, Jill McNaughton, Jim Maule, Jodie Jackson, John Cullocch, Karen Cunningham, Kenny Christie, Kier Grant, Lorraine McClusky, Lesley MacPherson, Lorraine Mellor, Loyale Hood, Margaret Edwards, Marnie Faulkner, Mat Hudson, Ryan McInnes, Maureen McIvor, Michael Daily, Mike O’Connell, Mo Cameron, Murray Webster, Naima Todd, Nicola Dobson, Odette Flannery, Omar Fiaz, Paul Lattin, Rocel Mehati, Razia Kadir, Robbie King, Sylvia Anderson, Roland Gardiner, Serhii Matvieiev, Steven Thomson, Sue Forester, Susan Alexander, Suzanne Webster, Tammy Hogan, Reece Edwards, Jordan Ford, Tanya Sokolova, Terence Gallaher, Tom Crawford, Tung Le, Wendy McCartney, Wendy Scullin, Pat Lawrence, Lynda Gilmore, Les Forester, Neil Brown, Alistair Bovill, Gavin Jackson, Laura Galloway.
Youth Volunteers: Bethan Carlin, Ellen Forbes, Imogen Scullin, Scott Costello, Adan Ahmed, Calvin Howie, Ellie Hurley, Eva Van Eden, Freya Duncan, Logan Strachan, Rigo Bentley, Faith Marshall, Arianna Gucci, Lauren Burke, Rhylee Duncan and Tung Le.
Funding
And so to funding: Our sincere thanks to those organisation’s supporting our efforts to serve the community in such a meaningful and well received way:
NHS Tayside CharitableTrust, The Rank Foundation, Dundee Partnership, The Big Lottery, Northwood Trust, Children in Need, Balgay Children’s Society, Alexander Moncur Trust, Leng Trust, Tesco, BT, Investing in Communities, The Robertsons Trust, Rotary Club, Dundee Bairns, OPEN, Balgay Children’s Trust, The Nine Trades, ASDA, The Dundee Climate Fund, Community Health and Wellbeing Fund, The Tillyloss Trust, The Hugh Fraser Foundation, HUBBUB, Henry Smith and Gartfield Weston, Playful Green Planet, and The Walter Craig Trust.
We are grateful and delighted to have worked so closely with them all.
The charitable company has made a net surplus of £66,640 for the year (2024 - £21,589) and the total of accumulated funds at 31 March 2025 is £198,375 (2024 - £131,735).
Risk Management
The Board is responsible for the management of the risks faced by the company. Risks are identified, assessed and controls established throughout the year. A formal review of the company’s risk management processes is undertaken on an annual basis.
Through the risk management processes established for the company, the board is satisfied that the major risks identified have been adequately mitigated where necessary. It is recognised that systems can only provide reasonable but not absolute assurance that major risks have been adequately managed.
The principal risk faced by the charitable company lies in its ability to continue to secure appropriate funding to enable it to carry out its ongoing operations. The ongoing financial position is reviewed and discussed by directors at each meeting the review process enables us to ensure we continue to only provide services and activities where we have the financial ability to do so.
Reserves Policy
Unrestricted funds are needed:
a) to provide funds which can be designated to specific projects to enable these projects to be undertaken at short notice; and
b) to cover administration fund-raising and support costs without which the charity could not function.
The Board consider it prudent that unrestricted reserves should be sufficient:
a) to avoid the necessity of realising fixed assets held for the charity’s use;
b) to cover three months administration, fund-raising and support costs.
The level of reserves is monitored and reviewed by the board several times a year. The unrestricted reserves, including designated funds are £87,096 (2024 - £56,340) and have more than achieved the requirements set out above. The charitable company held £111,279 (2024 - £75,395) of restricted funds.
Governing Document
Maxwelltown Information Centre is a company limited by guarantee having no share capital and is governed by a Memorandum and Articles of Association. The company incorporated on 25 February 2002 and commenced business as a limited company from 1 April 2002. The Centre is registered as a charity in Scotland.
The directors who served during the year and up to the date of signature of the financial statements were:
Recruitment and Appointment of Directors
Under the requirements of the Memorandum and Articles of Association Section 44 (a) any Member Director who was appointed by the directors (under article 42) in the period from the date of the last annual general meeting shall retire from office and (b) out of the remaining Member Directors, all directors who have been longest in office since they were last appointed or re-appointed shall retire from office.
Directors Induction and Training Policy
New board members undergo an orientation day to brief them on their legal obligations under charity and company law, the content of the Memorandum and Articles of Association, the committee and decision-making processes, the business plan, and recent financial performance of the charitable company. During the induction day they meet key employees and other board members. Board members are encouraged to attend appropriate external training events where these will facilitate the undertaking of their role.
Organisational Structure
The charitable company has a Board of directors who meet regularly and are responsible for the strategic direction and policy of the charitable company.
A scheme of delegation is in place and the day-to-day responsibility for the provision of services rests with the Project Manager along with the staff team.
The directors' report was approved by the Board of Directors.
The directors, who also act as trustees for the charitable activities of Maxwelltown Information Centre, are responsible for preparing the Directors' 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 directors to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that year.
In preparing these financial statements, the directors 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 charitable company will continue in operation.
The directors are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006, the Charities and Trustee Investment (Scotland) Act 2005 and the Charities Accounts (Scotland) Regulations 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
I report on the financial statements of the charitable company for the year ended 31 March 2025, which are set out on pages 9 to 26.
This report is made to the directors, as a body, in accordance with the terms of my engagement. My work has been undertaken to enable me to report my opinion set out below and for no other purpose. To the fullest extent permitted by law I do not accept or assume responsibility to anyone other than the directors, as a body, for my work or for this report.
It is my responsibility to examine the financial statements as required under section 44(1)(c) of the Act and to state whether particular matters have come to my attention.
My examination is carried out in accordance with Regulation 11 of the 2006 Accounts Regulations. An examination includes a review of the accounting records kept by the charity and a comparison of the financial statements presented with those records. It also includes consideration of any unusual items or disclosures in the financial statements, 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 view given by the financial statements.
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 financial statements which accord with the accounting records and comply with Regulation 8 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 financial statements to be reached.
The statement of financial activities includes all gains and losses recognised in the year. All income and expenditure derive from continuing activities.
The notes on pages 12 to 26 form part of these financial statements.
The notes on pages 12 to 26 form part of these financial statements.
Maxwelltown Information Centre is a private company limited by guarantee incorporated in Scotland. The registered office is 10 Euclid Crescent, Dundee, DD1 1AG.
The financial statements have been prepared in accordance with the charitable company's governing document, the Companies Act 2006 the Charities and Trustee Investment (Scotland) Act 2005, the Charities Accounts (Scotland) Regulations 2006, FRS 102 "The Financial Reporting Standard applicable in the UK and Republic of Ireland" 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)". The charitable company is a Public Benefit Entity as defined by FRS 102.
The charitable company has taken advantage of the provisions in the SORP for charities not to prepare a statement of cash flows.
The financial statements are prepared in sterling, which is the functional currency of the charitable company. Monetary amounts in these financial statements are rounded to the nearest £.
The financial statements have been prepared under the historical cost convention. The principal accounting policies adopted are set out below.
At the time of approving the financial statements, the directors have a reasonable expectation that the charitable company has adequate resources to continue in operational existence for the foreseeable future. Thus the directors continue to adopt the going concern basis of accounting in preparing the financial statements.
Unrestricted funds are available for use at the discretion of the directors in furtherance of their charitable objectives.
Designated funds comprise funds which have been set aside at the discretion of the directors for specific purposes. The purposes and uses of the designated funds are set out in the notes to the financial statements.
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.
Transfers are made between funds to clear any funds in deficit.
Cash donations are recognised on receipt. Other donations are recognised once the charitable company has been notified of the donation, unless performance conditions require deferral of the amount.
Grants, including grants for the purchase of fixed assets, are recognised in full in the statement of financial activities in the year in which they are receivable. Where a grant covers a period subsequent to the year end, that element of the grant is deferred as at the year end.
Income from grants, where related to service delivery, are accounted for when the charity earns the right to consideration by its performance.
Investment income is accounted for when receivable.
Donated facilities and services are included at the value to the charity where this can be quantified.
The value of services by votunteers has not been included in these financial statements
Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, it is probable that a transfer of economic benefits will be required in settlement, and the amount of the obligation can be measured reliably.
Tangible fixed assets are initially measured at cost and subsequently measured at cost or valuation, net of depreciation and any impairment losses.
Any asset purchased over the value of £500 is capitalised.
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:
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.
The charitable company 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 charitable company's balance sheet when the charitable company 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.
Maxwelltown Information Centre Limited is recognised as a charity for the purposes of applicable taxation legislation and is not, therefore, subject to taxation on its charitable activities. The charity is not registered for VAT and resources expended therefore include irrecoverable input VAT.
The company makes contributions into personal pension plans for employees. The contributions are charged to the income and expenditure account in the period in which they are made.
In the application of the charitable company’s accounting policies, the directors are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.
The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods.
Tangible fixed assets are depreciated over a period to reflect their estimated useful life. The applicability of the assumed lives is reviewed annually, taking into account factors such a physical condition, maintenance and obsolescence.
Accruals are applied at the year end based upon financial costs received post year end and the experience of the directors.
None of the directors (or any persons connected with them) received any remuneration, benefits or reimbursement of expenses from the charitable company during the year (2024 - nil).
Directors’ indemnity insurance was purchased at a cost of £131 (2024 - £172).
The average monthly number of employees during the year was:
The charitable company considers its key management personnel comprises the Trustees and the Project Co-ordinator. The remuneration of key management personnel was as follows:
No liability to UK corporation tax arises on ordinary activities for the current or previous year. The charitable company is recognised by H M Revenue & Customs as charitable and is not, therefore, liable to UK corporation tax.
The charitable company operates a defined contribution pension scheme for all qualifying employees. The assets of the scheme are held separately from those of the charitable company in an independently administered fund.
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.
Purpose of Restricted Funds
Alexander Moncur Trust - Funds to cover the cost of a part time project worker.
Asda Foundation - Funds to cover supplies for the Csoy Corner
Balgay Childrens Society – Funds for youth work
Bank of Scotland Foundation – Funds to cover the cost of a part time project worker.
Big Lottery – Funds to run the ‘Every1’s Garden’.
Changemakers Hub - Funds towards garden project.
Children in Need – Funds to pay for the summer garden club and after school club.
Come dine with us Funding for a monthly meal for upto 20 local elderly residents. Covers food, kitchen rental and resources for an activity each month
Community Health & Wellbeing Fund - Funds for a garden worker to deliver Garden workshops and support volunteers
CRF Cupboard steward - Part funding for our Community steward role
CRF Kitchen - Funding for kitchen equipment and appliances
Discover Opportunities - Funds to cover the cost of a part time project worker.
Dundee Bairns – Funds for Holiday Garden Club
Dundee City Council - Funds towards the Fresh Food Fund
Dundee City Council - Funds towards Winter Grant
Dundee Climate Fund - Funds towards Maxwell Grows Dundee - Big Grow
Dundee Community Garden Network - Funds towards garden project.
Dundee Fresh Food Fund - for fruit and vegetables
Dundee Partnership – Funds for Centre Steward and Garden Club
DVVA - Funds garden project in conjunction with Campy Growers
Faith in the Community - Funds towards supermarket vouchers and fresh fruit and vegetables
Hubbub - Funds for international cooking and cook book
Hugh Fraser Foundation - Funds to cover staff costs.
Investing in Communities – Funds to run the ‘Every1’s Garden’.
Learning Exchange - Funds towards Skill Share and site visit to Sustainable Kirriemuir
Leng Charitable Trust – Funds to assist in the running costs of the ‘Every1’s Garden’ project.
Lothian Family Charitable Trust- Garden support worker
Neighbourly - Funds for Christmas hampers.
Northwood Trust – Youth work costs
Nourish the nation - Funding for a holiday sessional youth worker
OPEN – Funds for over 55’s art class.
Playful Green Planet - Funding for additional outdoor youth activities
RANK foundation - Funding for a worker as part og their ASPIRE Programme
ScAN - Funds towards Minitrail
Tayside Health Trust - Project development worker
Foundation - Adult and youth cooking group ingredients
Tillyloss Trust - Funds towards youth work.
The BIG Grow - equipment, staff and resources to offer 100 individuals, families and organisations the chance to grow their own fruit and veg at home or at work
Volunteer matters - seeds and equipment for a one off volunteer project
YPI - Funds secured by a member of the Youth Council to be spent on youth work.
Youth Growing Group - Sewing? Micro grant for sewing equipment and resources for Youth groups.
These are unrestricted funds which are material to the charitable company's activities.
The operating leases represent lease of premises at St Salvador's Scottish Episcopal Church in Dundee. The lease was negotiated over terms of 20 years and rentals are fixed for five years. All leases include a provision for five-yearly upward rent reviews according to prevailing market conditions. There are no options in place for either party to extend the lease terms.
At the reporting end date the charitable company had outstanding commitments for future minimum lease payments under non-cancellable operating leases, which fall due as follows:
There were no disclosable related party transactions during the year (2024 - none).
The success of the charity relies on volunteers assisting at the centre. We would like to express our thanks to each and every one of them.