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##
|Legal and|Administrative|Administrative|Information||
|---|---|---|---|---|
|Honorary|Presidents|and|Patrons 2021-22||
|Trustees'|Report||||
|Positively|Changing
Lives||||
|Strategic|Report|||21|
|Financial|summary|||33|
|Investment
policy and||performance||35|
|Reserves|and designated||funds|36|
|Trustees'|Responsibilities||Statement|37|
|Independent
Auditor's||Report||38|
|Financial|statements|||42|
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|~
\
s ~|||
|---|---|---|
|Meet the increased demand
for our
charitable
services from the community
and be able to resource this increase using
acombination
ofstaff and volunteer
skills.|~|In the past year we have seen an increase in the
numbers
ofpeople we support
and the type of
support we have provided.
The flexibility ofour
staff team and dedication ofvolunteers
has meant|
|||that we can reach more people, provide more|
|||services and more support.|
|Review our community-based
services for|~|New 'Assessment
and Review' service embedded|
|adults with mental health challenges,
learning
disabilities
and sensory loss,||to help provide professional
support,
signposting,
and review.|
|working in partnership
with other
organisations
to maximise localised asset-
based commissioning
and ensuring
services
remain relevant, modern
and user focused|~
~|In house review ofcommunity
activities continues
with new services commencing
and lower
attendance
ones ceasing.
Use ofvolunteers
to support activity programmes,|
|||supporting
people to access services and|
|||community
activities.|
|Receive approval
from CQC to open|~|All residential
care services continue to be rated|
|Woodlands
House residential
care services
for adults with learning
disabilities
and
moving Cranmer residents
who have
chosen to do so into this purpose
built,
high-quality
home.|~
~|'Good' by CQC.
Infection prevention
and control
CQC inspection
undertaken
during the year and the findings
evidenced
many examples ofgood practice.
Due to the closure ofDonisthorpe
Hall, the|
|Ensure all residential
care services are
rated at least 'Good' by CQC.||planned
moved to Woodlands
House was unable
to proceed. New upgrades are taking place to the
Cranmer Scheme following
full discussion
with|
|||residents
and landlord.|
|Continue to provide domiciliary
care
services in a safe and well led manner and
maintain
a 'Good' CQC rating.|~
~|Domiciliary
Care services continue to be rated
'Good' by CQC.
Providing
domiciliary
care services continues to|
|Meet the challenges
faced by low contract
prices, severe staff shortages
due to staff
leaving the sector, retiring and impact of||be achallenge
due to management
capacity,
availability
ofcarers, and commissioning
from the
Local Authority.|
|Brexit coupled with an increase in|||
|complexity ofclient need.|||
|Undertake
a financial
review ofour
intercompany
loans, building based assets,|~|Financial review undertaken
with relevant parties
and proposals
under discussion.|
|contracts, and arrangements
to plan for|||
|future developments
and community
need.|||
||||~|~ s ~|||||
|---|---|---|---|---|---|---|---|---|
|Secure fund-raised
income for asecond year of
the pandemic
recognising
limitations
placed upon
'in person' events and challenges.||||||~|Thanks to our generous
community,
we
ran two successful virtual fundraising
campaigns,
a new 'Spring Appeal', and||
|Utfltse on-line campaigns
and activities to
continue to engage with our donor community.||||||~|our regular New Year Appeal.
Planning
in place to introduce
larger-
scale in-person
fundraising
activities||
|Review and plan for increased income from other
sources including
grants and our charity shop.||||||~|from Spring 2022.
Enhanced
digital fundraising
and social
media platforms.||
|||||||~|Monthly review ofgrants we are eligible||
||||||||for, and applications
made.||
|||||||~|Reorganisation
ofcharity shop, and||
||||||||commenced
online sales ofhigher worth||
||||||||items.||
|Reflect on our||environmental,
social and||||~|Reviewed our ESGcommitments||
|governance
sustainability|(ESG]impacts and implementation
strategy.||||ofa|~|Funds are invested
in a responsible
manner
and reflected in the LJWB||
||||||||Investment
Policy. Discussed as part|of|
||||||||Finance and Corporate Services and||
||||||||Investment
Committee
meetings.||
|||||||~|Fundamental
purpose ofour charity|isto|
||||||||offer a public benefit and cause no harm.||
|||||||~|Governance
review undertaken
and||
||||||||benchmarked
against the Charity||
||||||||Governance
Code to ensure effective||
||||||||governance.||
|||||||~|Senior Leadership
team and staff forum||
||||||||discussions
regarding
improving||
||||||||sustainability.||
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|Number ofvolunteers|on register|on register|242|
|---|---|---|---|
|Number ofvolunteers|active||200|
|Total number ofvolunteering||hours delivered|10,954|
##
|Elizabeth Bradbury|Chief Executive Officer and|Board ofTrustees plus attendance|Board ofTrustees plus attendance|at all|
|---|---|---|---|---|
||Company Secretary|committees|||
|Cate Tracey|Head ofFinance, HR, and|Finance and|Corporate Services Committee,||
||Facilities|Investment|Committee||
##
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|Financial risks:|Review ofcontracts to ensure longevity offunding arrangements|Review ofcontracts to ensure longevity offunding arrangements|and best value|and best value|and best value||
|---|---|---|---|---|---|---|
|threat to income|when purchasing.||||||
|sources, delivery of|Re-negotiation
ofcontracts and robust arrangements
in place|for|signing contracts.||||
|budgeted
forecasts,|Review oftenders prior to submission
to ensure able to break-even||||/ full cost||
|and increasing cost|recovery.||||||
|ofliving|Tight cash flow management.||||||
||Realistic incoming
planning.||||||
||Continuation
ofgovernment
CEIL loan as additional
cash flow|security.|||||
||Review offundraising
department
roles and fundraising
strategy.||||||
||Close oversight ofinvestment
portfolio by Investment
Committee||and external||||
||investment
managers.||||||
|Operational
risks:|Ongoing review ofpay rates and benefits.||||||
|training,
recruiting,|In-house training
function.||||||
|and retaining
suitable calibre of|Social media and other campaigns
to engage with awider recruitment
pool.
In-house referral scheme.||||||
|staff to deliver the
services required.|Staffsupport mechanisms.
Collaboration
with LCC re recruitment
and links with national|campaigns
to recruit|||||
||social care staff.||||||
||Succession planning
for key posts.||||||
||Regular review ofjob descriptions
and key skills enabling
a clear understanding|||||of|
||needs to aid future planning.||||||
||In-house management
development
programme.||||||
|Operational
risks:|Revised service delivery plans to charity beneficiaries.||||||
|cost ofliving crisis|Clearer boundaries
with other organisations
in relation to roles and||||responsibilities.||
|and ongoing|Increased referrals and signposting
to other services, both internal||||and external.||
|recovery from|Increased understanding
ofthe needs ofour service users through|||consultation||and|
|pandemic
leading to|review.||||||
|demand
for services|Increased used ofvolunteers
to support the work ofthe professional||||team.||
|outstripping
our|Prioritisation
ofcharitable
beneficiaries tothose most in need|and||without other|||
|ability to support|support structures
in place.||||||
||Regular review and reallocation
ofbudget to priority areas.||||||
|External and|Meetings and partnership
with CST —the Community
Security|Trust|||||
|environmental|Liaison with external security advisors to ensure that the building|||is as safe as|||
|risks: The physical|possible.||||||
|risk ofour|Engage a specialist security firm to provide security guards at|the|MAZCC.||||
|community
centre,
which co-locates
office staff and
community
activities|Regular meetings
with West Yorkshire Police Service.
Attendance
at community
briefings.
Staffreceive training in counter terrorism
and handling
ofthreatening
calls, post etc.
Establishment
ofOperational
Security / Response Group.||||||
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##
##
##
##
##
|||||Unrestricted|Restricted|Total|Total|
|---|---|---|---|---|---|---|---|
|||||funds|funds|funds|funds|
|||||2022|2022|2022|2021|
||||Note|6|E|E|E|
|Income from:||||||||
|Donations and legacies||||651,390|49,822|701,212|1,047,523|
|Charitable
activities||||2,604,440|117,994|2,722,434|2,823,493|
|Investments||||75,373|10,975|86,348|114,537|
|Other income||||569,844||569,844|109,498|
|Total income||||3,901,047|178,791|4,079,838|4,095,051|
|Expenditure
on:||||||||
|Raising funds|||8|133,844||133,844|154,690|
|Charitable
activities||||3,449,744|236,730|3,686,474|3,608,090|
|Other expenditure|||9|318,188||318,188||
|Total expenditure||||3,901,776|236,730|4,138,506|3,762,780|
|Net (expenditure)/income||before||||||
|net gains on investments||||(729)|(57,939)|(58,668)|332,271|
|Net gain/(loss)
on investments||||190,732|11,363|202,095|852,234|
|Net income/(expenditure)||||190,003|(46,576)|143,427|1,184,505|
|Transfers between|funds||21|(2,692)|2,692|||
|Net movement
in funds||||187,311|(43,884)|143,427|1,184,505|
|Reconciliation
offunds:||||||||
|Total funds brought|forward|||4,890,471|2,340,814|7,231,285|6,046,780|
|Net movement
in funds||||187,311|(43,884)|143,427|1,184,505|
|Total funds carried|forward|||5077J782|2J296p930|7~374J712|7,231,285|
##
##
||||||2022|2021|
|---|---|---|---|---|---|---|
|||||Note|6|E|
|Cash flows from operating|activities||||||
|Net cash used in operating|activities|||24|277,209|372,249|
|Cash flows from investing|activities||||||
|Dividends,
interests and rents from investments|||||86,348|114,537|
|Proceeds from the sale of|intangible|assets||||50|
|Proceeds from the sale of|tangible fixed assets|||||9,731|
|Purchase oftangible fixed|assets||||(105,321)|(158,790)|
|Proceeds from sale ofinvestments|||||1,147,765|620,087|
|Purchase ofinvestments|||||(1,014,176)|(745,002)|
|Net cash provided
by/(used
in) investing|||activities||114,616|(159,387)|
|Cash flows from financing|activities||||||
|Repayment
of HP borrowing|||||(7,294)|(3,524)|
|Receipts from loans during|the year|||||500,000|
|Present value loan adjustment||||||(8,934)|
|Repayment
of loans|||||(19,415)||
|Loan interest
paid|||||(31,631)||
|Net cash (used in)/provided
by financing|||activities||(58,340)|487,542|
|Change in cash and cash equivalents||in the year|||333,485|700,404|
|Cash and cash equivalents|at the beginning ofthe year||||1,009,593|309,189|
|Cash and cash equivalents|atthe end ofthe year|||25|1,343,078|1,009,593|
|The notes on pages 46 and 72 form part|||ofthese financial statements||||
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##
##
##
##
##
|||||||Unrestricted|Restr icted|Total|Total|
|---|---|---|---|---|---|---|---|---|---|
|||||||funds|funds|funds|funds|
|||||||2022|2022|2022|2021|
|||||||f|E|E|f|
|Donations||||||634,560|49,822|684,382|792,193|
|Legacies||||||15,830||15,830|249,163|
|Grants||||||1,000||1,000|6,167|
|||||||651,390|49,822|701,212|1,047,523|
|Tata
I 2021||||||942,379|105,144|1,047,523||
|Income|from charitable||||activities|||||
|||||||Unrestricted|Restdcted|Total|Total|
|||||||funds|funds|funds|funds|
|||||||2022
E|2022f|2022
E|2021
f|
|Community||Support|Services|||113,665|36,467|150,132|118,956|
|Community||Engagement||&inclusion||39,201|13,453|52,654|75,483|
|MAZCC||||||21,643|68,074|89,717|61,663|
|Moorcare||||||774,554||774,554|941,723|
|Learning|Disabilities|||||1,655,377||1,655,377|1,625,668|
|||||||2,604,440|117,994|2,722,434|2,823,493|
|Tota I2021||||||2,696,333|127,160|2,823,493||
##
##
||Unrestricted|Restricted|Total|Total|
|---|---|---|---|---|
||funds|funds|funds|funds|
||2022|2022|2022|2021|
||6|6|6|6|
|Income from UK listed investments|66,375|10,975|77,350|69,933|
|Bank interest receivable|998||998|21,288|
|Finance income||||15,316|
|Other interest receivable|8,000|||8,000|
||75,373|10,975|86,348|114,537|
|Tota I 2021|104,537|10,000|114,537||
##
|||Unrestricted|Total|Total|
|---|---|---|---|---|
|||funds|funds|funds|
|||2022|2022|2021|
|||6|6|6|
|Coronavirus|lob Retention Scheme|||109,498|
|Management|fees|69,844|69,844||
|Lease surrender||500,000|500,000||
|||569,844|569,844|109,498|
|Tota I 2021||109,498|109,498||
##
##
##
|||Unrestricted|Total|Total|
|---|---|---|---|---|
|||funds|funds|funds|
|||2022|2022|2021|
|||E|E|E|
|Costs ofraising voluntary|income|69,757|69,757|54,092|
|Staffcosts||61,696|61,696|98,041|
|Depreciation||2,391|2,391|2,557|
|||133,844|133,844|154,690|
|Total 2021||154,690|154,690||
##
|||Unrestricted|Total|Total|
|---|---|---|---|---|
|||funds|funds|funds|
|||2022|2022|2021|
|||E|E|E|
|Woodlands|costs|318,188|318,188||
##
||||||Activities||||
|---|---|---|---|---|---|---|---|---|
||||||undertaken||Total|Total|
||||||directly|Support costs|funds|funds|
||||||2022f|2022f|2022f|2021f|
|Community||Support|Services||265,825|78,212|344,037|367,970|
|Community||Engagement||gr Inclusion|355,898|85,267|441,165|361,770|
|MAZCC|||||287,900|35,271|323,171|102,012|
|Moorcare|||||747,645|197,427|945,072|1,012,365|
|Learning|Disabilities||||1,279,629|223,174|1,502,803|1,622,156|
|Holocaust||Survivors|Group||2,980||2,980|4,310|
|Fundraising|||||19,671|19,752|39,423|42,072|
|Overheads||||||87,823|87,823|95,435|
||||||2,959,548|726,926|3,686,474|3,608,090|
|Tota I 2021|||||2,949,558|658,532|3,608,090||
##
||||Total|Total|
|---|---|---|---|---|
||||funds|funds|
||||2022|2021|
||||6|6|
|Staffcosts|||436,995|417,851|
|Depreciation|||21,010|22,037|
|Telephone|||23,268|13,711|
|Sundry expenses|||14,860|13,909|
|ITsupport|||61,262|45,025|
|Legal and professional|||27,908|13,712|
|Share dealing|costs||25,516|25,150|
|Printing, stationery||and postage|11,963|12,245|
|Training and|recruitment||20,881|9,285|
|Insurance|||12,459|12,208|
|Bad debts|||3,570|41,384|
|Bank charges|and interest||15,961|12,636|
|Finance costs|||31,631|6,382|
|Loss/(Profit)|on disposal offixed assets||2,599|(2,206)|
|Governance|costs||17,043|15,203|
||||726,926|658,532|
##
||||||2022|2021|
|---|---|---|---|---|---|---|
||||||g|6|
|Fees payable|to the charity's|auditor||for the audit ofthe charity's|||
|annual
accounts|||||11,500|8,300|
|Fees payable|to the charity's|auditor||in respect of:|||
|All non-audit|services not included||above||2,400|1,700|
##
|12.Staf|f costs|||
|---|---|---|---|
|||2022|2021|
|||6|6|
|Wages and|salaries|2,344,171|2,368,937|
|Social security costs||196,191|190,015|
|Contribution|to pension schemes|59,684|60,852|
|||2,600,046|2,619,804|
|||||||2022|2021|
|---|---|---|---|---|---|---|---|
|||||||No.|No.|
|Total staff||||||121|132|
|The average|headcount|expressed as full-time equivalents|||was:|||
|||||||2022|2021|
|||||||No.|No.|
|Community|support services|||||||
|Community|engagement||and inclusion|||10||
|MAZCC||||||||
|Moorcare||||||22|21|
|Learning
Disabilities||||||25|27|
|Fundraislng||||||||
|Administrative|staff|||||10||
||||||||80|
|The number|ofemployees||whose employee|benefits (excluding employer||pension costs) exceeded 660,000was:||
|||||||2022|2021|
|||||||No.|No.|
|In the band 670,001-580,000||||||1|1|
|In the band 690,001-5100,000||||||1|1|
##
##
||Software|
|---|---|
||6|
|Cost||
|At 1April 2021|79,513|
|Disposals|(6,718)|
|At 31March 2022|72,795|
|Amortisation||
|At 1April 2021|46,761|
|Charge for the year|6,357|
|On disposals|(6,717)|
|At 31March 2022|46,401|
|Net book value||
|At 31March 2022|26,394|
|At 31March 2021|32,752|
##
||Short-term||||||
|---|---|---|---|---|---|---|
||leasehold|Motor|Fixtures and|Office|Computer||
||property|vehicles|fittings|equipment|equipment|Total|
||E|E|E|E|E|E|
|Cost|||||||
|At 1April 2021|270,160|55,828|206,072|112,324|71,212|715,596|
|Additions|36,321|21,050|35,306|6,457|6,187|105,321|
|Disposals|(77,979)||(31,229)|(3,560)|(18,887)|(131,655)|
|At 31March 2022|228,502|76,878|210,149|115,221|58,512|689,262|
|Depreciation|||||||
|At 1April 2021|94,127|40,960|144,640|80,071|34,822|394,620|
|Charge for the year|32,215|9,300|20,172|9,532|12,304|83,523|
|On disposals|(14,296)||(28,815)|(1,491)|(18,677)|(63,279)|
|At 31March 2022|112,046|50,260|135,997|88,112|28,449|414,864|
|Net book uoiue|||||||
|At 31March 2022|116,456|26,618|74,152|27,109|30,063|274,398|
|At 31March 2021|176,033|14,868|61,432|32,253|36,390|320,976|
##
|Fixed asset i|nves|tments|||||
|---|---|---|---|---|---|---|
||||||Other fixed||
|||||listed|asset||
|||||investments
f|investmentsf|Total
f|
|Cost orvaiuotion|||||||
|At 1Ap ri I 2021||||3,972,844|2,249,509|6,222,353|
|Additions||||1,014,176||1,014,176|
|Disposals||||(1,147,765)||(1,147,765)|
|Revaluations||||202,095||202,095|
|Movement
in cash||||63,223||63,223|
|At 31March 2022||||4,104,573|2,249,509|6,354,082|
|Investments
at|fair|value comprise:|||||
||||Unrestricted|Restricted|Total|Total|
||||funds|funds|funds|funds|
||||2022
f|2022
f|2022f|2021
E|
|Listed investments|||||||
|Non-UK Quoted|fixed interest securities||492,855|131,419|624,274|492,231|
|UK Quoted shares|||1,400,271|136,933|1,537,204|1,420,228|
|Non-UK Quoted|shares||1,320,525|172,367|1,492,892|1,620,909|
||||3,213,651|440,719|3,654,370|3,533,368|
|Otherinvestments|||||||
|UK Fixed Interest|||274,101|53,001|327,102|379,590|
|UK cash held as part ofporffolio|||122,731|370|123,101|59,879|
||||396,832|53,371|450,203|439,469|
|Concessionary|Loans||||||
|UHA Development||loans|466,605|1,782,904|2,249,509|2,249,509|
||||4,077,088|2,276,994|6,354,082|6,222,346|
|Total 2021|||3,197,033|2,248,990|5,446,023||
##
##
##
|||||2022|2021|
|---|---|---|---|---|---|
|||||6|6|
|Trade debtors||||213,246|92,828|
|Other debtors||||4,591|5,556|
|Prepayments|and accrued income|||125,362|402,428|
|||||343,199|500,812|
|.Creditors:|Amounts||falling due within one year|||
|||||2022|2021|
|||||6|6|
|Bankloans||||71,918|19,415|
|Trade creditors||||81,679|110,363|
|Other taxation and social|||security|51,053|53,639|
|Obligations|under finance||lease and hire purchase contracts||3,524|
|Other creditors||||14,487|20,495|
|Accruals and|deferred|income||224,468|112,465|
|||||443,605|319,901|
##
##
||||2022|2021|
|---|---|---|---|---|
|Bankloans|||399,733|471,651|
|Net obligations|under finance lease and|hire purchase contracts||3,770|
||||399,733|475,421|
|Included
within|the above are amounts|falling due as follows:|||
|Between one and two years|||||
|Between two and five years|||||
|Bankloans|||342,465|335,807|
|Over five years|||||
|Bankloans|||57,268|135,844|
##
##
|||Balance at 1
April 2021|Income|Expenditur
e|Transfers
jn/ou|Gains/
(Losses)|Balance at 31
March 2022|
|---|---|---|---|---|---|---|---|
||||E|E|E|||
|Unrestricted|funds|||||||
|Designated|funds|||||||
|Upgrades/new||||||||
|provisions||274,352|579,992|(318,188)|||536,156|
|General funds||||||||
|Generalpunds||4,616,119|3,321,055|(3,583,588)|(2,692)|190,732|4,541,626|
|Total Unrestricted||||||||
|funds||4,890,471|3,901,047|(3901,776)|(2,692)|190,732|5,077,782|
|Restricted funds||||||||
|Learning
Disabilities||223,697|9,619|(7,180)||4,664|230,800|
|Community||||||||
|Engagement|and|1,909,880|35,110|(31,240)|||1,913,750|
|Inclusion||||||||
|Community|Support|||||||
|Services||204,778|134,062|(198,310)|2,692|6,699|149,921|
|Head Office||2,459|||||2,459|
|||2,340,814|178,791|(236,730)|2,692|11,363|2,296,930|
|Total offunds||7,231,285|4,079,838|(4,138,506)||202,095|7,374,712|
##
|Stateme|nt of|funds —|prior year|||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|
||||||||||||Balance at|
||Balance at||||||Transfers||Gainsi||31March|
||1April 2020
f||Income
f
Expendituref|||||in/out
E|(Losses)
f||2021f|
|Unrestricted||||||||||||
|funds||||||||||||
|Designated funds||||||||||||
|Upgrades/new||||||||||||
|provisions||319,992|79,993||||(125,633)||||274,352|
|General funds||||||||||||
|General
Funds||3,399,051|3,772,754|(3,533,553)|||125,633||852,234||4,616,119|
|Total Unrestricted||||||||||||
|funds||3,719,043|3,852,747|(3,533,553)|||||852,234||4,890,471|
|Restricted|funds|||||||||||
||Balance at 1
April 2020
E||Incomef|Expenditure|E|Transfers
In
/ Outf|||Gains /
Lossesf||Balance at
31March
2021f|
|Learning||||||||||||
|Disabilities|217,439||13,437|(7,179)|||||||223,697|
|Community||||||||||||
|Engagement
and
Inclusion|1,839,731||138,771|(68,622)|||||||1,909,880|
|Community||||||||||||
|Support Services|268,108||90,096|(153,426)|||||||204,778|
|Head Office||2,459|||||||||2,459|
|Total offunds|6,046,780||4,095,051|(3,762,780)|||||852,234||7,231,285|
##
##
##
##
##
|Summary|offunds|- current year||||||
|---|---|---|---|---|---|---|---|
|||Balance at 1|||Transfers|Gains/|Balance atst|
|||April 2021|Income|Expenditure|in/out|(Losses)|March 2022|
|||E|E|E|E|E|E|
|Designated|funds|274,352|579,992|(318,188)|||536,156|
|General funds||4,616,119|3,321,055|(3,583,588)|(2,692)|190,732|4,541,626|
|Restricted|funds|2,340,814|178,791|(236,730)|2,692|11,363|2,296,930|
|||7,231,285|4,079,838|(4,138,506)||202,095|7,374,712|
|Summary|offunds - prior year|||||||
||||||||Balance at|
|||Balance at|||Transfers|Gains/|31March|
|||1April 2020|Income|Expenditure|in/out|(Losses)|2021|
|||E|E|E|E|E|E|
|Designated|funds|319,992|79,993||(125,633)||274,352|
|General funds||3,399,051|3,772,754|(3,533,553)|125,633|852,234|4,616,119|
|Restricted|funds|2,327,737|242,304|(229,227)|||2,340,814|
|||6,046,780|4,095,051|(3,762,780)||852,234|7,231,285|
##
##
##
||Unrestricted|Restricted|Total|
|---|---|---|---|
||funds|funds|funds|
||2022|2022|2022|
||6|6|6|
|Tangible fixed assets|255,926|18,472|274,398|
|Intangible
fixed assets|26,394||26,394|
|Fixed asset investments|4,077,088|2,276,994|6,354,082|
|Current assets|1,561,712|1,464|1,563,176|
|Creditors due within one year|(443,605)||(443,605)|
|Creditors due in more than one year|(399,733)||(399,733)|
|Total|5,077,782|2,296,930|7,374,712|
|Analysis ofnet assets between funds - prior year||||
||Unrestricted|Restricted|Total|
||funds|funds|funds|
||2021|2021|2021|
||6|6|6|
|Tangible fixed assets|287,021|33,955|320,976|
|Intangible
fixed assets|32,752||32,752|
|Fixed asset investments|3,912,280|2,310,073|6,222,353|
|Current assets|1,450,526||1,450,526|
|Creditors due within one year|(316,687)|(3,214)|(319,901)|
|Creditors due in more than one year|(475,421)||(475,421)|
|Total|4,890,471|2,340,814|7,231,285|
##
||||2022|2021|
|---|---|---|---|---|
||||6|6|
|Net income for the year (as per||Statement of Financial Activities)|143,427|1,184,505|
|Adjustments for:|||||
|Depreciation
charges|||83,523|59,916|
|Amortisation
charges|||6,357|10,183|
|Gains on investments|||(202,095)|(737,274)|
|Dividends,
interests|and rents from investments||(86,348)|(114,537)|
|Loss/(profit)
on the sale offixed||assets|68,376|(2,206)|
|Decrease/(increase)|in debtors||157,613|(73,757)|
|Increase
in creditors|||74,725|45,419|
|Interest paid|||31,631||
|Net cosh provided by operating||activities|277,209|372,249|
##
|||2022|2021|
|---|---|---|---|
|||6|6|
|Cash|in hand|1,219,977|949,714|
|Cash|in investments|123,101|59,879|
|Total|cash and cash equivalents|1,343,078|1,009,593|
##
||At 1April||At 31March|
|---|---|---|---|
||2021|Cash flows|2022|
|||6|6|
||6|||
|Cash at bank and in hand|949,714|270,263|1,219,977|
|Debt due within 1year|(19,415)|(52,503)|(71,918)|
|Debt due after 1year|(471,651)|71,918|(399,733)|
|Finance leases|(7,294)|7,294||
||451,354|296,972|748,326|
##
|||2022|2021|
|---|---|---|---|
|||6|6|
|Contracted|forbut not provided in these financial statements|||
|Acquisition|oftangible fixed assets||59,606|
##
##
##
||2022|2021|
|---|---|---|
||E|E|
|Not later than 1year|6,516|61,891|
|Later than 1year and not later than 5years|23,625|220,331|
||30,141|282,222|
##