marah

Marah Trust(a company limited by guarantee)

Report and Financial Statementsfor the Year Ending 31 March 2015

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CHARITY NUMBER 1115471

COMPANY NUMBER 5731514

Serving the disadvantaged of Stroud and the Five Valleys

MARAHTRUST

CONTENTS OF THE FINANCIAL STATEMENTSFOR THE YEAR ENDED 31 MARCH 2015

Page

Reference and Administrative Details 1

Report of the Trustees 2 to 12

Independent Examiner's Report 13

Statement of Financial Activities 14

Balance Sheet 15 to 16

Notes to the Financial Statements 17 to 22

<. Detailed Statement of Financial Activities 23 to 24

Appendix 1 25

Appendix 2 26

Appendix 3 27 to 28

MARAHTRUST

REFERENCEAND ADMINISTRATIVE DETAILSFORTHEYEARENDED31 MARCH 2015

TRUSTEES Canon Thomas Kevin GunningDavid Elliott DrewRichard HollickGlenis Marion MasseyEmma JonesRevSimon ToppingRichard Paul SummersbyKaren Maria JonesKeith Hart

Chair(resigned 13.05.2015)

(resigned 17.06.2014)(appointed 17.6.2014)(appointed 17.6.2014)(appointed 17.6.2014)(resigned 17.06.2014)

COMPANY SECRETARY Richard Hollick

REGISTEREDOFFICE 8 Wheelwright's CornerOld MarketNailsworthGloucestershireGL60DB

GENERALOFFICE 7 & 8 The Old Town HallThe ShamblesStroudGloucestershireGL51AP

REGISTEREDCOMPANY NUMBER 05731514 (England and Wales)

REGISTEREDCHARITYNUMBER 1115471

INDEPENDENTEXAMINER Sutton Dipple Limited8 Wheelwrights CornerOld MarketNailsworthUnited KingdomGloucestershireGL60DB

BANKERS L10ydsTSBBank Pic13 RowcroftStroudGL53BD

WEBSITE www.marah.org.uk

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MARAH TRUST

REPORT OF THE TRUSTEES

FOR THE YEAR ENDED 31 MARCH 2015

Introduction by Chair of the Trustees

As we look back on the 14"' year of MARAH I want to thank our volunteers who helped to serve upover 6,000 meals to our clients. We now use new office space in the Shambles and this has resultedin a doubling in the number of hours that are given to help our clients with advocacy.

All this says to me that the work of MARAH is needed more than ever. I pray that many more peoplewill become volunteers and trustees of this charity. May God bless us with enough funding as weseek the face of Christ in the marginalised of Stroud and District.

Thank you.

Canon Tom Gunning

The Trustees of Marah Trust ('the Trust' or 'Marah') present its Report and Financial Statementsfor the year ended 31 March 2015.

ALL QUOTES SHOWN IN THIS REPORT ARE FROM MARAH CLIENTS.Reference and Administration Information - is provided on page 1.

Our Aims and Objectives

"Marah where would we be without you. I tell you where, in a shop stealing food, as I've not eatenin 2 days. But once again Marah saves the day with a hot meal and 5 minutes to listen to myproblems. They're the people that choose to see us instead of turning the other way!"Mark -Aug. 2015

PURPOSES AND AIMS

In summary the principal objects of the Trust as per its Articles of Association are:

• To advance the Christian faith particularly by assisting those in need and themarginalised, including those suffering as a result of abuse of alcohol, drugs or othersubstances or gambling or other addictions.

• Specifically:o To promote the care, welfare and rehabilitation of persons who have been or

are abusing alcohol, drugs or other substances or addicted to gambling orotherwise addicted.

o To assist the homeless and those in need in respect of accommodation.o To provide advice and practical support to those in needo To assist individuals to become as self-sufficient as possible and to encourage

their integration into and participation in society.

The aims of the Trust can be summed up as supplying support to those in need in the StroudDistrict, helping them improve their physical, mental and spiritual well-being. The Trust is fullycommitted to supporting vulnerable and marginalised adults in the Stroud District, helping to liberate

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them from their addictions and circumstances. The Trust was formally registered in 2006 based onthe charitable work that had been carried out in Stroud since 2001 in establishing a Drop-in,originally once a week - now three times a week - that offered friendship, wholesome food, respectand hope to our guests. Since forming the Trust we have also established an Advocacy service andbuilt strong links with other organisations.

ENSURING OUR WORK DELIVERS OUR AIMS

We review our aims, objectives andactivities each year. The review looks atwhat we have achieved and theoutcomes of our work in the previous 12months. It looks at the success of eachkey activity and the benefits they havebrought to the people we are set up tohelp. The review also helps us ensurethat our aims, objectives and activitiesremain focused on our stated objects.We have referred to the CharityCommission's general guidance onpublic benefit when reviewing our aimsand objectives and planning futureactivity. In particular the Trusteesconsider how planned activities willcontribute to the aims and objectives ithas set.Marah is a Christian charity operating with a Christian ethos, however, there is no faith restriction onthe volunteers or employees and some have other faiths or none.

THE Focus OF OUR WORK

The Drop-in continues as our core service, ensuring that our clients receive good food,companionship, care and support. The Trustees still retain the objective of returning to one centrallocation in Stroud for the Drop-in and the Marah office, which would provide stability and enable ourservices to be even more effectively delivered.

It is clear however, that there is a growing need for advocacy advice and support. The demand forthis assistance has grown over 100% in the past year and the Trustees will be looking at obtaininggrant funding to continue and develop this work - including joint work with a partner organisation.Advocacy takes place mainly in the office, which has become a 'pop-in' service.

Marah also continues to focus on developing strong partnerships with key organisations in the area.Our joint work with P3, who provide community-based advocacy has proved very successful and wecontinue to work in partnership with: St. Mungo's (Streetlink) - assisting street homeless people inStroud with advice and accommodation, Stroud District Council, Stroud Citizens' Advice Bureau,Stroud District Foodbank, Turning Point, the Independence Trust (both drugs and alcohol services)and The Salvation Army.

"I like it at Marah. People are friendly. I am on benefits so the food helps me out. It's nice thatsomeone else cooks the meal. I like chatting to some people. I like the fact it has a Christianbackground." Paul - July 2015

How our Activities Deliver Public BenefitOur main activities are described below. They focus on improving the health and welfare of thosewho live on the margins of society, including promoting recovery from addictions, and areundertaken to further our charitable objects for public benefit.

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WHO USES AND BENEFITS FROM OUR SERVICES?

Primarily the Trust operates in the Stroud District, seeking to assist those in need: the vulnerableand the marginalised. The street level access for the Drop-in and also the office 'pop-in' means thatthe service is available to all and as many of the guests lead chaotic lives they can come inwhenever we are open. There are no barriers to entry and all clients are welcomed equally.An independent survey of Marah clients was completed in September 2014 by Allyson CardisConsultancy (conducted for us for free). It showed that people attending ranged in age from 21 to80 plus. Over 10% said they were currently homeless and 66% said they had been homeless inthe past. 71% said they had health problems with 64% saying they suffered from depression andanxiety. 51% of clients had been convicted of a criminal offence. There was also a high level ofclients with drug and alcohol problems. Among the finding of the survey was:

"There seems no doubt that Marah plays a crucial preventative role in the lives of thepeople who use the services in terms of both their physical and mental health andpreventing spiralling into crisis when they have setbacks".

The report detailing the findings can be seen on the Marah website.

Marah is committed to ensuring equality of access for all to our services and that no-one isdiscriminated on any grounds, including gender, disability/health, ethnic origin and sexuality. Amonitoring system has been put in place to record access to the advocacy service. It must benoted that our policy of welcoming all without any questions at the Drop-in, including those morechaotic clients, who may be under the influence of alcohol and/or drugs, presents a challengewhen collecting data on our client group.

STREET LEVEL ACCESS DROP-IN

Our Drop-in offers our clients' friendship,wholesome food, respect and hope withvolunteer befrienders available eachsession to talk with clients who wish toengage with us. Our clients experience thesense of family and community supportthat is often missing from their lives. Formany, it is the only place where they arewelcomed warmly, without judgement; aplace where if they need help to make anychange in their life, they know they willreceive it.

Finding a permanent stable home for the Drop-in continues to be a challenge. However, we havesettled in at the Scout Hut for our weekday sessions and our new Saturday session at the BaptistHall is going well. Ideally we would like to return to Mondays and Wednesdays during the week. Atthe time of publication of this report (Sept. 2015) the Drop-in operates as follows:

Tuesday & Wednesday: The Scout Hut, Chapel St. Stroud (1.00pm - 3.00pm)Saturday: Stroud Baptist Church Hall, Union st. Stroud (1.00pm - 3.00pm)

Attendance at the Drop-in continues to be healthy.

A total of 6,081 meals - including 'seconds' - were served to clients last year (see Appendix 1)which is 117 per week average. On average we saw 29 people attending per Drop-in session. Fullstatistics for the year can be seen in Appendix 1.

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Trustees still retain the objective of returning to one central location in Stroud for the Drop-in andthe office.

An overview of the weekday drop-in by Trustee and Drop-in Session Supervisor Paul:

Drop-in sessions remain the mainstay of the Marah offer. The current locations at the Scout Hut andat The Baptist Church Hall are proving to be effective. Guests know that they will be accepted,welcomed with open arms and hearts and offered a really good hot meal; there will be warmth,companionship, opportunities to talk with a volunteer or an advocate to problem solve or just to talk.The Tuesday and Wednesday sessions are regularly providing for over 30 people, especially on thedays where it is known that a roast meal with all the trimmings is on the menu. The quality of thefood provided is essential and we have kitchen teams that produce great food consistently. Weregularly count our blessings for the quality of our catering teams who often work in the mostunhelpful environments to produce such excellent meals.

The Drop-in sessions are only viable as long as we have a strong team of willing volunteersavailable, in this we are truly blessed with great volunteers who cover all the tasks and roles thatmake each session such a friendly and welcoming occasion for guests. Volunteering at a Drop-insession is an opportunity to perform real and meaningful service for others, it is not always easy butit is aiways rewarding. Meeting and getting to know our guests is a privilege that is not readiiyavailable elsewhere and being part of a dynamic team is satisfying in its own right.We have been able to provide some interesting additions to sessions recently, the Fire Brigadecame and offered advice and guidance on two occasions, a full crew and tender which made animpact. Two fire officers from the local team now attend when they can - with the aim makingcontact with those who need fire safety advice and arranging home visits as part of their aim toreach vulnerable people. Several successful referrals have been made.

Volunteer and bike enthusiast Gerald has been able offer support, advice and practical solutions forguests that have bicycle related problems. Guests bring their bikes in for assistance with repairs -including parts - and he has managed to provide bikes for guests in need that he has sourced andserviced. Volunteer and Drop-in Supervisor Pat has been providing support for guests that havecats and dogs - offering pet food that is donated via the local RSPCA. She also sources goodquality second-hand clothing and supervises the distribution of this to our guests in need. We haverecently started a stone-carving workshop for guests in the yard and this has been a real draw forsome folk. Volunteer Steve continues to offer art materials and guidance on Wednesdays. We areplanning to provide first aid training opportunities for guests in the near future with the Red Cross.Friends from the Road Mission in Stonehouse made Bibles available so that any guest who wishesto have a Bible can have one. This proved popular and we have had to ask churches if they havemore Bibies that we could make available.

P3 continue to provide their professional advice and support at the weekday sessions, which isvaluable for guests and volunteers.

Feedback from guests indicates that the service is valued and much needed; certainly the buzzduring the meal is palpable. Frequently we hear that this is the only hot food for the week and thatpeople look forward to the Drop-in as a time when they can get together with people that they knowand can spend time talking and problem solving. The wholesale effectiveness of our service is reallybased on the quality of the relationships that develop between guests and volunteers. Over the lastyear it has been exciting to see how the nature of the sessions has developed and how engagedpeople have become. Sadly we have not been able to make any significant inroads into the reasonswhy we are needed but we are able to say that we have a greater understanding of the factors thatlead to the need and who knows in the future maybe we will be able to start impacting on thecauses. What we do know is that if Marah was not able to provide a regular hot meal, humankindness, friendship and advocacy, life would be a lot tougher, a lot harder and lot less bearable formany people who, from time to time, have come to regard Marah as crucial to their lives. We thankall those people who throughout the year support the Drop-ins either through their gift of time or theirgift of funds, you are making a difference and it is so important and it means so much.

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Paul Summersby, August 2015

"/ like coming to Marah becallse / like the food, it gets me Ollt. / like meeting people. / think thevolllnteers arefantastic. I'm very glad that they p"t their time and effort into it all. / cOllldn't wishfor a better bllnch." Tina - August 2015

THE OFFICE 'POP-IN'

The number of clients 'popping -in' to the Marah office in Stroud has increased steadily over thepast year and this is now where the bulk of advocacy, advice and practical support are provided.They call in to ask for advice, to get assistance with understanding official letters, to get help withcompleting forms, to use the phone or access a computer, to ask for an emergency food pack orjust for a reassuring chat and a cup of coffee. The office is has thus become the main location forthe provision of our advocacy service. The office move to a more central location in Stroud mayalso have contributed to an increase in callers. The office is usually open from Mon - Wed onlyand approx. 20 clients pop in each week over this 3 day period.

It must be noted that those clients with more chaotic lifestyles, who do not often attend the Drop-in,do make frequent use of the Marah office. The popularity of the office indicates a need for a 'pop-in'style service, which the Trustees will take into account in any future planning.

Our monitoring system captures information regarding volunteer hours given, meals served,advocacy contacts and emergency food packs given out. Figures for the whole year can be seenin the summary: Appendix 1.

For a description of a busy day at the Marah office 'pop-in' please see Appendix 2.

ADVOCACY

The demand for advocacy remains constant, with clients dipping into the service for one-offguidance and assistance when attending the Drop-in or the office. Our volunteer advocate andassistants also provide longer-term on-going casework support when needed. Partnership workingis an important aspect of the work, with clients being referred to partner agencies such as theCitizen's Advice Bureau and drug/alcohol services when appropriate. We are also working closelywith P3 and St. Mungo's (Streetlink). More details on these partnerships is provided below. Whenreferrals are made by Marah to a partner agency, support is still provided to the client if required toensure that the referral is effective and successful for them.

The advocacy service, led by volunteer Mark Polgrean-Smith, recorded 684 hours given deliveringadvice over the past year. The assistance given ranges from benefits advice and appeals,homelessness prevention, assistance with job searches, help completing forms, referrals tosupported accommodation, debt advice and arranging GP/hospital appointments and transport tothese. The trust that has been built up with many of our clients over time encourages them to seekhelp when needed and helps prevent many from reaching a crisis point in their lives.

We continue to review the monitoring of advocacy contacts and casework, as we seek to capturethe work and effectiveness of our advocacy service.

The marked increase in those on benefit who are being sanctioned has continued in the last yearand this has led to more people attending the office for advice and support. Our experience is thatthere appears to be little consistency or fairness in how sanctions are imposed and many vulnerablepeople are being left without any income as a result. Many of our clients do not have access to acomputer at home and find it difficult to use IT, and the insistence on claimants using the online'universal jobmatch' service puts them under great pressure. Once a person is sanctioned, they findit difficult to pay for their rent, utilities and other bills. This can increase the risk of them becominghomeless.

We also see clients who we feel could access work, with guidance and support, and whoseexperience of the jobcentre sees them lose any confidence they may have. This can then affect

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their health and wellbeing.

Another current issue is the change in medical assessments and criteria in claiming disabilitybenefits. This has lead to people being passed as fit for work, when they are not ready and to thosewith disabilities being assessed on the care they need rather than their ability to cope themselvesand their levels of mobility and pain.

Marah is committed to assist and encourage those who can work back into employment. We areaware that many people feel bullied within the current benefit system or that they are not able toadvocate for themselves. Marah continues to offer support and guidance to those in need and to tryour hardest to achieve positive outcomes for them.

"Would just like to say thank you to Marah Trust for your help for the last few years. I wouldbe lost without your help and support. Ifit was not for Marah I would still be in a hole. Sothank you team" Robert - Dec. 2014

MARAH EMERGENCY FOOD PACKS

The Advocacy team leader and Drop-in Manager are also responsible for giving out Marahemergency food packs. The packs are supplied to Marah by Stroud District Foodbank.Marah's packs provide basic food for 3 days for a single person. A total of 579 packs were givenout in the past year (see Appendix 1) Many of those in receipt of food packs last year had hadtheir benefit stopped or sanctioned. The issuing of food packs is monitored, with client nameand reason for issue recorded.

MARAH HARDSHIP PAYMENTS

Marah has a very limited fund to assist clients in urgent need. This is managed by the Drop-inManager from the office. Examples of assistance include help with fares to court appearances,hospital and child contact centre and food items for street homeless people. As many more peoplepresent with no income due to benefit sanctions, a small one-off payment towards one utility (max.£10.00) is sometimes made. Evidence of need is always established in all cases and cash is nevergiven out. Where fares can be claimed back, we do our best to do so. Marah plans to fundraisespecifically for this fund in future.

Marah gives thanks to the companions at Emmaus (based in Gloucester) who raised and donatedover £750 for this hardship fund last year.

"I come to be sociable. I get into debt sometimes and need the meals and food parcels. Everybodyis really friendly and Ifeel welcome." Tim - July 2015

A CLIENT STORY; 'Amy'

The following case example reflects how Marah's engagement with people on the marginscan positively affect their lives. The name of the client has been changed.

Amy is registered disabled and has limited mobility. She has on-going debt problems andhas been receiving support from Marah around this. To add to her problems, she fell intocouncil tax arrears after the introduction of the 'bedroom tax' as she was occupying a two-bedroom council property - originally allocated to her due to her disability. The growingarrears meant that she was being threatened with eviction. Our advocacy manager, MarkPolgrean-Smith negotiated with the local authority to prevent her being evicted. The arrearswere written off and Amy was relocated to a single bed bungalow where she is very happy.Marah is still assisting her with her debt and advising on money management. Mark isnegotiating with her creditors and she has made real progress over the past several mont~s.

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Amy is very anxious with new people and our work with her reflects the trust that Marahbuilds with those who find it difficult to engage with mainstream services.

Further advocacy case examples are included in Appendix 3.

TRAINING

Marah remains committed to providing training for volunteers relevant to their roles, which willbenefit them and enhance the quality of our service to Marah clients.

PARTNERSHIP WORK

Marah is committed to effective partnership working and proud of the relationships we haveestablished. This is reflected in our work with all our valued partners including P3, St.Mungo's (Streetlink), Turning Point, the Independence Trust and Stroud District Foodbank.

P3 provide community-based advocacy, advice and support in Stroud and the surrounding area.Marah makes direct client referrals to the local P3 support team and P3 Support Workers attend theDrop-in sessions on Tuesday and Wednesday. The relationship is working very well with an averageof 6 Marah clients per month receiving advice from P3 and 1 client per month having a fullassessment for further support. The P3 workers have established good relationships with Marahclients. A great advantage for Marah clients is that P3's service is full-time and has a large pool ofSupport staff who provide the service.

St. Mungo's (Streetlink) work with street homeless people in Gloucestershire, having taken overthe contract to do so from the GEAR Project. Their two Outreach Workers assist street homelesspeople in the county. Marah allows the outreach workers access to our office facilities and we workclosely together to ensure street homeless people are assisted quickly.

Turning Point is now the main provider of Drug and Alcohol Addiction services in Stroud andmany Marah clients attend their services. Marah signposts people to Turning Point services whenappropriate and encourages those in addiction to engage with them. After feedback from ourclients, it was a decided that Turning Point would not attend the Drop-in, as clients wanted to keeptheir enjoyment of the drop-in separate from their work with Turning Point.

The Independence Trust provides services to 'hard-to-reach' people in addiction in the Stroudarea. A volunteer from the Independence Trust attends the Drop-in on a regular basis, promotingtheir services and acting as our point of referral to their services.

Stroud District Foodbank (SDF) is the main provider of food for households in crisis in thearea, and it was agreed that SDF would supply Marah's emergency food packs (Marah used toprovide our own before Foodbank came into being). The arrangement has been working well,with the understanding that Marah's clients have different needs to those who are usuallyreferred to Foodbank. Marah now directs all our food donations to SDF. SDF also provide Marahwith some supplies for the Drop-in including tea, coffee and tinned items.

Marah continues to have good working relationships with other local agencies and services,including the Stroud Citizens Advice Bureau, the Salvation Army, Stroud District CouncilHousing Advice services, Stroud Volunteer & Community Action service, local mental healthservices and the local Neighbourhood Police Team and Community Wardens.

"[ started coming to Marah afew years ago when [ was homeless. Marah pointed me in the rightdirection to help me. They introduced me to Nightstone who got me a place to live. Marah helpedwith issues with Turning Point. [feel comfortable and safe here - not judged. [ look forward tomeeting people I've got to know." Anthony - July 2015

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Achieving Delivery of our Activities: our Volunteers

Marah's main resource is its people and the contribution they make. We have our group of 36volunteers, including our advocacy caseworker and advocacy support volunteers, Drop-involunteers, kitchen volunteers, administration and office volunteers, an IT volunteer and avolunteer handyman. There are currently six trustees and two paid part-time staff members: theDrop-In Manager (19 hours per week) and Drop-in Cook (14 hours per week).

None of our activities highlighted above could have been achieved without the hard work anddedication of all our volunteers. The Trustees would like to express their heart-felt appreciation to allour volunteers.

Volunteers gave an amazing total of 5,619 hours of their time this year (See Appendix 1).

"Marah is good 4 something to eat, and support, plus it's a safe environment for everyone!"Dominic - Aug 2015

Financial Review

RESULTS FOR THE YEAR

Marah has generated a loss in the sum of £19,597, compared to the loss in the prior year of£15,665. The reason for the loss was a decrease in the total incoming resources by £10,277although there was a decrease in total resources expanded by £6,345.

The grants received decreased by £3,848 and donations both from individuals and churchesdecreased by £7,691. The Gift Aid tax reclaimed was £2,604 for 2015 and £2,010 relating to theprevious year. The total sum of £4,614 was paid into account in August this year.

The main increase in expenditure was as follows:• Accounting and bookkeeping: £1,394 to £3,071; no payments were made for the actual

bookkeeping tasks during the year 2013 to 2014 except during the last month of the financialyear

• Payroll costs: zero to £1,638; payroll preparation was handed over to a local payrollcompany.

The main decrease in expenditure was as follows:• Consultation fees: £5,685 to zero

PRINCIPAL FUNDING SOURCES

The total income to 31st March 2015 was £34,551 which came primarily from grants (£15,152)and Individual donations (£8,887). The grants received were from Stroud District Council(£7,000), Stroud Town Council (£5,000) and Stroud Christian Centre (£3,152).

INVESTMENT POLICY

The Trust has unrestricted powers of investment, but in the current uncertain market is not planningto undertake any significant investment, rather deposit funds not required in the short term Intolonger term deposit accounts.

RESERVES POLICY

The Trustees have examined the charity's requirements for reserves in the light of the main risksto the organisation. It has set a target level for available General Funds (i.e. unrestricted funds notcommitted or invested in tangible fixed assets held by the charity) at six months core runningcosts.

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Future Plans

The coming year is a crucial one for the Marah Trust. The Trustees are very aware that we have toachieve a number of outcomes, therefore, the priorities for The Marah Trust are:

1. To ensure that funding for our professional Drop-in Manager is achieved through grantapplication.

2. To develop our current voluntary income to cover the cost of our ever increasing, innumbers, Drop-in and Advocacy service.

3. To resolve the ongoing concern, geographical and cost, relating to our office and Drop-inaccommodation.

4. To ensure that all Churches and congregations in the Stroud area are aware of what Marahstands for and have the opportunity to become involved.

5. To continue to develop our Drop-in and Advocacy services in response to our growingnumbers.

We now have a named Trustee with responsibility for Funding applications, this will enable us totarget appropriate potential sources of funding.

Rough Traders, fund raising event:

Rough Traders represents a reinvention of the Cardboard City concept that has been so successfulfor us in the past. We are planning a joint fund raising event with Open House on the night of 5thNovember. This will be a sleep out to highlight the impact of having no "Fixed Abode" and will befollowed up on 6th November through a series of interviews etc. on SSC Radio Gloucestershire. Weare encouraging local businesses to support us through their staff experiencing a homeless(sponsored) night with us and then monitoring their performance at work the next day. Informationwill be on the Marah website soon.

Structure, Governance and Management

GOVERNING DOCUMENT

The Trust is a company limited by guarantee, incorporated on 6 March 2006 and registered as a charilyon 20 July 2006. The company was established under a Memorandum of Association which sets out itsobjects and powers and is governed under itsArticles of Association. In the event of the company.beingwound up, its Members are each required to contribute an amount not exceeding £1.ORGANISATIONAL STRUCTURE

The Trust's Articles provide that its affairs shall be managed by the Trustees who are its Directorsunder company law and Trustees under charity law. They give their time voluntarily and receive nobenefits from the Trust. Expenses reclaimed from the Trust are set out in Note 9 of the FinancialStatements. .The Trustees are actively involved in determining strategy, direction, oversight and control. TheTrustees meet every six to eight weeks and further meetings may be held to deal with specificmatters as the need arises.RECRUITMENT AND ApPOINTMENT OF TRUSTEES

Under the Articles, Trustees are appointed by the Members of the Trust and serve for a threeyear term. A retiring Trustee, if willing to stand and duly proposed may stand for re-appointmentat the meeting at which (s)he retires. There is no limit on the number of re-appointmentspermissible.Trustees may co-opt up to two Trustees, provided that the maximum number of Trustees(currently 15) is not exceeded. At the first meeting of Trustees after the AGM the Trustees appoint aChair from their number.

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TRUSTEE INDUCTION AND TRAINING

Marah is committed to providing suitabie induction and training to Trustees. All Trustees beforeappointment should be made aware of the foilowing:

• the duties, responsibilities and obligations of Trustees

• the governing documents of the Trust and reievant operational procedures

• the Trust's vision, its strategic goals and plans for the immediate future

• matters considered by the Trustees in the preceding 12 months, as covered by the minutes ofmeetings

• the Trust's current financial position, as set out in the latest financial statements andmanagement accounts.

RELATED PARTIES AND NETWORKING RELATIONSHIPS

Marah has established good working relationships with local partner agencies, including theCAB, Independence Trust (drugs and alcohoi service), local police, mental health services andiocal authority housing department. The Trust seeks to relate to local churches and Christianagencies having complementary visions and objectives.

RISK MANAGEMENT

The Trustees keep under review the major risks to which the Trust is exposed and seek to havein place the appropriate procedures and systems to minimise those risks.

A significant external risk is the uncertainty of income, both in timing and quantum. To minimise theimpact of fluctuating income, the Trustees seek to have a level of Free Reserves in hand as detailedunder Reserves Policy on page 8. To help minimise the uncertainty of the level of ongoingdonations, the lack of which could affect the Trust's ability to carry on providing its range of services,ways and means continue to be explored to see how the Trust's income generating activities can beexpanded.

As regards internal risk, with the Trust being a small organisation having only two part-timeemployees and being almost totally dependent on volunteers, there is a threat that lack ofvolunteers could endanger the continuance of its operations. There is only limited action the Trustcan take but it does promote its needs through all possible means, including direct approach topossible individuals.

In respect of other internal risks, the Trustees aim to minimise these through procedures forauthorisation of all transactions and projects for all operational aspects of the Trust. Theseprocedures are reviewed periodically to ensure they continue to meet the needs of theTrust.

Membership of the Trustees

The Trustees (who are also Directors of the Trust for the purposes of company law) serving duringthe year and up to the date of this Report are set out on page 1.

Responsibilities of the Trustees

The Trustees are responsible for preparing their report and the financial statements in accordancewith applicable law and United Kingdom Accounting Standards (United Kingdom GenerallyAccepted Accounting Practice). The trustees have adopted the provisions of the Statement ofRecommended Practice (SORP) Accounting and Reporting by Charities issued in March 2005.Company law requires the Trustees to prepare financial statements for each financial year, which

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give a true and fair view of the state of affairs of the Trust and of the incoming resources and theapplication of resources, including the income and expenditure, of the Trust for the year. Inpreparing 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 Statement of Recommended Practice;

• make judgements and estimates that are reasonable and prudent;

• state whether applicable UK Accounting Standards have been followed, subject to anymaterial departures disclosed and explained in the financial statements; and

• prepare the financial statements on the going concern basis, unless it is inappropriate topresume that the Trust will continue in operation.

The Trustees are responsible for keeping adequate accounting records that disclose withreasonable accuracy at any time the financial position of the Trust and enable them to ensure thatthe financial statements comply with the Companies Act 2006. They are also responsible forsafeguarding the assets of the Trust and hence for taking reasonable steps for the prevention anddetection of fraud and other irregularities.

Independent ExaminerThe Trustees appointed Ian Sutton of Sutton Dipple limited to be the Independent Examiner for thepurposes of these Financial Statements.

This Report has been prepared in accordance with the special provisions for small companies underPart 15 of the Companies Act 2006.

Approved by the Trustees on 16th September 2015 and signed on its behalf by:

Canon Tom Gunning - Chair of Trustees

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INDEPENDENTEXAMINER'SREPORTTO THETRUSTEESOFMARAHTRUST

I report on the accounts for the year ended 31 March 2015 set out on pages two to twenty two.

Respective responsibilities of trustees and examinerThe charity's trustees (who are also the directors for the purposes of company law) are responsible for thepreparation of the accounts. The charity's trustees consider that an audit is not required for this year(under Section 144(2) of the Charities Act 2011 (the 2011 Act)) and that an independent examination isrequired.

Having satisfied myself that the charity is not subject to audit under company law and is eligible forindependent examination, it is my responsibility to:

examine the accounts under Section 145 of the 2011 Actto follow the procedures laid down in the General Directions given by the Charity Commission(under Section 145(5)(b) of the 2011 Act); andto state whether particular matters have come to my attention.

Basis of the independent examiner's reportMy examination was carried out in accordance with the General Directions given by the CharityCommission. An examination includes a review of the accounting records kept by the charity and acomparison of the accounts presented with those records. It also includes consideration of any unusualitems or disclosures in the accounts, and seeking explanations from you as trustees concerning any suchmatters. The procedures undertaken do not provide all the evidence that would be required in an audit,and consequently no opinion is given as to whether the accounts present a 'true and fair view' and thereport is limited to those matters set out in the statements below.

Independent examiner's statementIn connection with 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 386 and 387 of the Companies Act2006; andto prepare accounts which accord with the accounting records, comply with the accountingrequirements of Sections 394 and 395 of the Companies Act 2006 and with the methods andprinciples of the Statement of Recommended Practice: Accounting and Reporting by Charities

have not been met; or

(2) to which, in my opinion, attention should be drawn in order to enable a proper understanding ofthe accounts to be reached.

Ian SuttonSutton Dipple Limited8 Wheelwrights CornerOld MarketNailsworthUnited KingdomGloucestershire GL6 ODB

Date: 16th September 2015

Page 13

MARAHTRUST

STATEMENTOF FINANCIALACTIVITIESFORTHEYEARENDED31 MARCH 2015

2015 2014Unrestricted Restricted Total funds Total funds

fund fundNotes £ £ £ £

INCOMING RESOURCESIncoming resources from generatedfundsVoluntary income 2 33,296 33,296 44,241Activities for generating funds 3 1,161 1,161Investment income 4 94 94 95Incoming resources from charitableactivities 5Charitable activities 492

Total incoming resources 34,551 34,551 44,828

RESOURCESEXPENDEDCosts of generating fundsCosts of generating voluntary income 6 8,984 8,984 8,340Charitable activities 7Charitable activities 32,824 7,084 39,908 44,118Governance costs 8 4,744 4,744 7,114Other resources expended 512 512 921

Total resources expended 47,064 7,084 54,148 60,493

NET INCOMING/(OUTGOING) RESOURCES (12,513) (7,084) (19,597) (15,665)

RECONCILIATIONOF FUNDS

Total funds brought forward 49,926 7,084 57,010 72,675

TOTAL FUNDSCARRIEDFORWARD 37,413 37,413 57,010

The notes form part of these financial statements

Page 14

MARAHTRUST

BALANCE SHEETAT 31 MARCH 201S

2015 2014Unrestricted Restricted Total funds Total funds

fund fundNotes £ £ £ £

FIXED -ASSETSTangible assets 12 2,047 2,047 2,559

CURRENT ASSETSDebtors 13 6,lD2 6,102Prepayments and accrued income 2,010Cashat bank and in hand 32,523 32,523 53,857

38,625 38,625 55,867

CREDITORSAmounts falling due within one year 14 (3,259) (3,259) (1,416)

NET CURRENT ASSETS 35,366 35,366 54,451

TOTAL ASSETS LESSCURRENT LIABILITIES 37,413 37,413 57,010

NET ASSETS 37,413 37,413 57,010

FUNDSUnrestricted fundsRestricted funds

TOTAL FUNDS

15

The notes form part of these financial statements

Page 15

37,413

37,413

49,9267,084

57,OlD

continued ...

MARAHTRUST

BALANCESHEET- CONTINUEDAT 31 MARCH 2015

The charitable company is entitled to exemption from audit under Section 477 of the Companies Act 2006for the year ended 31 March 201S.

The members have not required the charitable company to obtain an audit of its financial statements forthe year ended 31 March 2015 in accordance with Section 476 of the Companies Act 2006.

The trustees acknowledge their responsibilities for(a) ensuring that the charitable company keeps accounting records that comply with Sections 386 and

387 of the Companies Act 2006 and(b) preparing financial statements which give a true and fair view of the state of affairs of the charitable

company as at the end of each financial year and of its surplus or deficit for each financial year inaccordance with the requirements of Sections 394 and 395 and which otherwise comply with therequirements of the Companies Act 2006 relating to financial statements, so far as applicable to thecharitable company.

These financial statements have been prepared in accordance with the special provisions of Part 15 of theCompanies Act 2006 relating to small charitable companies and with the Financial Reporting Standard forSmaller Entities (effective April 2008).

The financial statements were approved by the Board of Trustees on 16th September 2015 and weresigned on its behalf by:

LK..~.~::~.JCanon Tom Gunning -Trustee

-~~.~:~G-~iS Massey ee

The notes form part of these financial statements

Page 16

MARAHTRUST

NOTESTO THEFINANCIALSTATEMENTSFORTHEYEARENDED31 MARCH 2015

1. ACCOUNTINGPOLICIES

Accounting conventionThe financial statements have been prepared under the historical cost convention, and inaccordance with the Financial Reporting Standard for Smaller Entities (effective April 2008), theCompanies Act 2006 and the requirements of the Statement of Recommended Practice, Accountingand Reporting by Charities.

Incoming resourcesAll incoming resources are included on the Statement of Financial Activities when the charity islegally entitled to the income and the amount can be quantified with reasonable accuracy.

Resources expendedExpenditure is accounted for on an accruals basis and has been classified under headings thataggregate all cost related to the category. Where costs cannot be directly attributed to particularheadings they have been allocated to activities on a basis consistent with the use of resources.

Tangible fixed assetsDepreciation is provided at the following annual rates in order to write off each asset over itsestimated useful life.

Computer equipment - 20% on reducing balance

TaxationThe charity is exempt from corporation tax on its charitable activities.

Fund accountingUnrestricted funds can be used in accordance with the charitable objectives at the discretion of thetrustees.

Restricted funds can only be used for particular restricted purposes within the objects of the charity.Restrictions arise when specified by the donor or when funds are raised for particular restrictedpurposes.

Further explanation of the nature and purpose of each fund is included in the notes to the financialstatements.

Page 17

MARAHTRUST

NOTES TO THE FINANCIAL STATEMENTS - CONTINUEDFOR THE YEAR ENDED 31 MARCH 2015

2. VOLUNTARY INCOME

2015 2014£ £

Personal giving donations 8,887 11,377Donations from organisations 1,878 2,972Gift aid tax reclaimed 2,604 2,010Grants 15,152 19,000Corporate giving 1,060Church giving donations 2,375 4,612Church giving regular 2,400 3,210

33,296 44,241

3. ACTIVITIES FOR GENERATING FUNDS

2015 2014£ £

Cardboard City event 1,161

4. INVESTMENT INCOME

2015 2014£ £

Deposit account interest

5. INCOMING RESOURCESFROM CHARITABLE ACTIVITIES

Foodbank

Page 18

94

2015£

95

2014£492

MARAHTRUST

NOTES TO THE FINANCIAL STATEMENTS - CONTINUEDFOR THE YEAR ENDED 31 MARCH 2015

6. COST5 OF GENERATING VOLUNTARY INCOME

RentInsuranceComputer consumablesOffice expenses and telephone

2015£6,0981,030219

1,637

2014£6,30094733

1,060

7. CHARITABLE ACTIVITIES COSTS

8,984 8,340

Direct costs Totals

Charitable activities£

39,908£

39,908

8. GOVERNANCE COSTS

2015 2014£ £

Consultancy fees 5,685Accountancy and bookkeeping 3,071 1,394Payroll costs 1,638Legal fees 35 35

4,744 7,114

9. NET INCOMING/(OUTGOING) RESOURCES

Net resources are stated after charging/(crediting):

2015 2014£ £

Depreciation - owned assets 512 921

Page 19

MARAHTRUST

NOTES TO THE FINANCIAL STATEMENTS. CONTINUEDFOR THE YEAR ENDED 31 MARCH 201S

10. TRUSTEES' REMUNERATION AND BENEFITS

There were no trustees' remuneration or other benefits for the year ended 31 March 2015 nor forthe year ended 31 March 2014.

Trustees' expensesThere were no trustees' expenses paid for the year ended 31 March 2015 nor for the year ended31 March 2014.

11. STAFF COSTS

Wages and salaries

The average monthly number of employees during the year was as follows:

Drop in managerDrop in cook

No employees received emoluments in excess of £60,000.

Page 20

2015£

21,089

201511

2

2014£

18,314

201411

2

MARAHTRUST

NOTES TO THE FINANCIAL STATEMENTS. CONTINUEDFOR THE YEAR ENDED 31 MARCH 201S

12. TANGIBLE FIXED ASSETSComputerequipment

£COSTAt 1 April 2014 4,112Additions

At 31 March 201S 4,112

DEPRECIATIONAt 1 April 2014 1,553Charge for year 512

At 31 March 2015 2,065

NET BOOK VALUEAt 31 March 2015

At 31 March 2014

13. DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

2,047

2,559

Trade debtorsGift Aid tax repayment

14. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

Trade creditorsSocial security and other taxesWages and salariesAccrued expenses

2015£1,4884,614

6,102

2015£2,021294

944

2014£

2014£

8168167

1,100

Page 21

3,259 1,416

MARAHTRUST

NOTESTO THE FINANCIAL STATEMENTS- CONTINUEDFORTHEYEARENDED31 MARCH 201S

is. MOVEMENT IN FUNDS

NetAt 1" April movement in At 31"

2014 funds March 2015£ £ £

Unrestricted fundsGeneral fund 49,926 (12,513) 37,413

Restricted fundsRestricted Fund 7,084 (7,084)

TOTAL FUNDS 57,010 (19,597) 37,413

Net movement in funds, included in the above are as follows:

Incoming Resources Movementresources expended in funds

£ £ £Unrestricted fundsGeneral fund 34,551 (47,064) (12,513)

Restricted fundsRestricted Fund (7,084) (7,084)

TOTAL FUNDS 34,551 (54,148) (19,597)

16. CASHAT BANK AND IN HAND

L1aydsTreasurer's accountL1aydsDeposit accountCCLADeposit accountCash

Page 22

£673

12,26519,557

28

32,523=

MARAHTRUST

DETAILEDSTATEMENTOFFINANCIALACTIVITIESFORTHEYEARENDED31 MARCH 201S

2015 2014£ £

INCOMING RESOURCES

Voluntary incomePersonal giving donations 8,887 11,377Donations from organisations 1,878 2,972Gift aid tax reclaimed 2,604 2,010Grants 15,152 19,000Corporate giving 1,060Church giving donations 2,375 4,612Church giving regular 2,400 3,210

33,296 44,241

Activities for generating fundsCardboard City event 1,161

Investment incomeDeposit account interest 94 95

Incoming resources from charitable activitiesFoodbank 492

Total incoming resources 34,551 44,828

RESOURCESEXPENDED

Costs of generating voluntary incomeRent 6,098 6,300Insurance 1,030 947Computer consumables 219 33Carried forward 7,347 7,280

Page 23

MARAHTRUST

DETAilED STATEMENTOF FINANCIALACTIVITIESFORTHEYEARENDED31 MARCH 201S

2015 2014£ £

Costs of generating voluntary incomeBrought forward 7,347 7,280Office expenses and telephone 1,637 1,060

8,984 8,340

Charitable activitiesWages 21,089 18,314Housekeeping 35Consumables drop in 9,861 7,571Contract catering drop in 1,090 11,099Accomodation drop-in 5,393 2,953Transport drop-in 1,239 1,552Client support 819 903Advocacy costs 161Training costs 350Housing partnership 117Foodbank 1,080Sundry 67 333

39,908 44,118

Governance costsConsultancy fees 5,685Accountancy and bookkeeping 3,071 1,394Payroll costs 1,638legal fees 35 35

4,744 7,1~4

Other resources expendedDepreciation of tangible fixed assets 512 921

Total resources expended 54,148 60,493

Net expenditure

Page 24

(19,597) (15,665)

"'0OJOQC1lNIn

Marah Trust Annual Report

Appendix 1

SUMMARY APRIL 2014 - MARCH 2015 I I I I, ..

I I I I II VOLUNTEER HOURS I i i MEALS; I

Total !Total Total Total Advocacy Emergency

Advocacy Volunteer Slaff Clients Clients sessions Casework Food Packs iDrop in hours hours Other Admin Hours meals Clients Meals 2nd Meals in month contacts Issued

APRIL 326.50 43.00 0.00 30.50 400.00 57 414 169 583 13 39 58 i,MAY 385.25 14.00 27.00 426.25 59 345 173 518 13 38 43 ,JUNE 325.25 6.75 25.00 357.00 58 381 164 545 13 30 52 IJULY 391.00 43.75 27.50 462.25 59 355 118 473 13 30 51 ,AUG 386.55 27.50 26.00 440.05 50 324 110 434 13 43 34 i~! 356.00 72.25 29.00 457.25 58 339 107 446 13 35 47 i

OCT 381.00 97.75 31.00 509.75 53 367 148 515 13 65 58 iNOV 327.20 77.75 9.25 24.00 438.20 72 398 140 538 14 50 37 I

~ 459.25 57.50 6.50 27.00 550.25 62 457 88 545 13 51 43 I

JAN 356.00 75.75 15.00 37.00 483.75 78 367 140 507 13 46 57 I

FEB 335.25 96.80 90.50 522.55 88 352 119 471 12 56 41 ----jMARCH 420.00 71.75 80.00 571.75 74 378 128 506 13 87 60TOTAL 4449.25 684.55 30.75 454.50 5619.05 744 4477 1604 6081 156 570 579 i

I I I I I I I I I II I I I I I I I I j

I I I - I ____ L I _-J_ I I _ J

Appendix 2

The following case examples show how Marah's support and advice helps improvethe wellbeing and quality of life of the people who come to us for assistance.

Client A in her early 30s living with partner and 3 young children called in for advice. Her gascooker had been condemned and she had managed to obtain a new one. The household ison benefits and she could not afford the cost of installing the new cooker. Marah advocatecontacted Care and Repair, a Gloucestershire charity, and organised a grant to pay for theinstallation. Cooker now installed.

Client B in his 40s former drug user and recently recovered from life-threatening physicalhealth issue is currently looking for work. He's claiming JSA and like all claimants isexpected to use Universal Jobmatch, which is an online database of available jobs. Likemany Marah clients he is not confident in his written skills, nor is he computer literate and hedoes not have access to a computer at home. He comes to the office on a regular basis andis assisted in applying for work through the jobmatch site. We assist him to update andamend his CV as required and write covering letters. Client B has recently startedvolunteering for a charity 3 - 4 days a week. He is able to do this as Marah was able tosource a bike for him at no cost, that he uses to get to his volunteering, which is somedistance away from his home.

Client C is a woman in her 30s suffering from anxiety and depression. She is a previous userof drugs and alcohol but has not used any of these substances for several years. Marahadvocate encouraged her to access NHS services which she did and she is now attendingregular counselling sessions.

Client D is a male in his 40s, he is an ex-alcoholic and has a physical disability. Marahadvocate gave advice regarding access to benefits. We felt that he qualified for PersonalIndependence Payments (PIP). Application for PIP has now been made and as of August2015 we are awaiting the decision. Marah will consider an appeal if the PIP claim is refused.

Client E was referred to Marah by a local councillor. She is a female in her 30s with physicaland mental health issues. She was having problems with her benefit claim and was notcoping with the demands made upon her from the local jobcentre. Marah assisted her insuccessfully changing her benefit to Employment Support Allowance (ESA) from JobseekersAllowance (JSA) which means her health issues have been taken into account in terms ofbeing fit for work. We are also supporting the client in gaining more access to her children.She only had sporadic access when we met her but we supported her through the processto request more access. This has been successful and she now sees her children more.Client E's lack of confidence and ability to negotiate the system (e.g. making phone-calls,completing forms etc.) had prevented her from progressing her wish to see her childrenmore. Marah's support enabled this success which has helped improve her wellbeing andquality of life.

Client F is a male in his early 20s. He suffers from depression and anxiety and he drinksheavily 2 - 3 times a week. He also has asthma. He came to the Marah office after beingmade homeless from the home he shared with his father. He had been told to leavefollowing an argument and his father would not allow him to return. He had nowhere to gothat night. Marah contacted the local authority to see if emergency accommodation could bearranged. We also contacted a partner agency that works with homeless people. The localauthority was able to arrange a temporary stay in a local hostel for young people. Marahcompleted a risk assessment and referral form for the young man and took him to the hostelthat evening. Client F is now living in his own accommodation and receiving support. He isengaging with Turning Point, the local drug and alcohol agency, to tackle his drinking. Hecontinues to attend Marah's drop-in and tells us he is doing well.

Page 26

Appendix 3

A busy day at the Marah office 'Pop-in'

The following is a record of a typical day at the Marah office. All the clients listed belowcalled in between 9.30am and 2.00pm, Monday 17th August 2015. Everyone who calls inis offered a hot drink and a warm welcome. Hardship payments are only made ifapproved by Drop-in Manager (Michael). Today the office was staffed by Mark PS(volunteer Advocacy Manager) Mark 5 (volunteer Advocate) and Michael. Office closedearly (2.30pm) on this day due to other commitments.

Client A is on the doorstep when Mark PS arrives. He is early for his appointment. A has hadhis benefit suspended and has no money. As well as having no gas or electricity, he can't payhis rent top-up which means he could lose his accommodation. Mark called Jobcentre Plusand also contacted Glos. County Council re: accessing the welfare reform fund (for crisis loan).'1'\was with us for approx. 90 mins. He left feeling listened to, helped and supported. Agreedwe would make one-off payment up to £10.00 from Marah hardship fund for one utility if neededtomorrow. He is asked to call in tomorrow for further work.

Client 8 called in asking for help with a phone call to Stroud District Council. Had lost originalletter informing him of his banding (for accommodation). He is homeless - staying with a friendat moment. Phone call was made, coffee drunk and he left feeling reassured.

Client C called in to request an emergency food pack. He is currently homeless - staying atvarious friends/acquaintances places ('sofa-surfing'). 80th clients 8 and C are receiving on-going advice and support from Marah and a partner agency. Their homelessness will not beeasily resolved as they are not seen by the system as a priority or in urgent need. There is alsoa lack of resources and accommodation that they can access. 80th have substance misuseissues.

Client D called in for a coffee and a chat and to let us know how he was getting on - he enjoyspopping in to see us. He also asked if we could make a phone call to see if his benefit hadbeen paid. He has mental health issues and currently lives in a 8&8. He is receiving supportfrom a partner agency (re: substance misuse) and mental health services also, who are helpinghim find more suitable accommodation. Phone call made and he left happy and reassured.

Client E is currently sleeping rough in the area and has been here in the past. We know himwell and he has recently left a hostel he was in (Mark and Michael fully aware of reasons andunderstand). He has not eaten for a few days. He is given hot drink and biscuits and a referralmade to the Streetlink team (who work with street homeless people) - they will make contactwith him later. When E leaves, he is bought a sandwich to take away (Marah hardship fund)and given tins of food he can eat without cooking (e.g. luncheon meat) that we already have inthe office.

Client F is new to us - first time caller. Had heard of us as we helped a friend of his a while agohe says. He is 20 years old, has been in care and currently homeless. Has been sofa-surfingand also been on the streets (staying awake all night). Very anxious as he has a courtappearance that day and can't get there as has no money. Volunteer Mark S calls court toconfirm he has an appearance that day and confirms he needs to be there at 2.00pm.Manager Michael agrees that Marah will cover fare to Cheltenham from hardship fund and he isbought a train ticket. F agrees to call in tomorrow so we can look at his housing issue and seewhat can be done. He says he can stay with someone tonight.

Page 27

Client G is a long-term client cal[ed in for a quick chat to let us know how he is getting on - hecal[s in regularly for support. We often help him with his job searches as required by theJobcentre, as he is not confident using computers. He had lost his brother's phone number andpopped in today was hoping we had it on his (c[ient G's) file. We didn't have the number.

Client H called in for an appointment with Mark S. We have been giving him on-goingassistance preparing all the papers regarding his court application for increased access to hischild, who lives with his former partner. As well as practical support he receives emotionalsupport around the difficulties he is experiencing.

Client I is a long-term client with physical health issues including a heart condition, and alcoho[addiction. Called in for a food parcel as had no food in the house.

Client J unemployed, on benefits called in for food parcel - struggling to buy food until nextbenefit payment.

Client K is a rough sleeper known to us for some time. Back to sleeping rough in the town afterrelationship break-down with partner. Received hot drink and a chat. Referral made to Streetlinkservice (homelessness outreach). We bought him a sandwich and gave him some food fromour store that he would be able to eat without access to a cooker (e.g. corned beef, bakedbeans).

Client L called in for food parcel. Is on benefits. Struggling to buy food and pay bi[ls.

Page 28