Company Registration Number
03241874
Pioneer Projects (Celebratory Arts) Limited
A Company Charity Limited by Guarantee Registered Charity Number 1067976
TRUSTEES' REPORT AND FINANCIAL STATEMENTS
for the year ended 31st August 2021
Pioneer Projects (Celebratory Arts) Limited
Trustees Richard Pattinson (Chair) Dr Jane Burnett Louise Colley Michelle Hodgson John Howard Matthew Peter Nock (deceased July 2021) Michael Redfern (deceased March 2021) Secretary Lynda Graveson Charity number 1067976 Company number 03241874 Principal address Looking Well Studios King Street High Bentham Lancaster LA2 7HG Registered office Looking Well Studios King Street High Bentham Lancaster LA2 7HG Independent Examiner White Rose Accounting Cobdale Cottage Cobdale Lane Warter YORK YO42 1XD Bankers HSBC plc Market Place Settle North Yorkshire BD24 9EN
Pioneer Projects (Celebratory Arts) Limited A Company Charity Limited by Guarantee
| Contents | |
|---|---|
| Page | |
| Trustees' Report | 4 |
| Strategic Director'sReport | 7 |
| Independent Examiner's Report | 14 |
| Statement of Financial Activities | 15 |
| Balance Sheet | 16 |
| Statement of Cash Flows | 17 |
| Notes to the Financial Statements | 18 |
PIONEER PROJECTS (CELEBRATORY ARTS) LIMITED TRUSTEES’ REPORT YEAR ENDED 31 AUGUST 2021
For the period covering our financial year, September 2020 to August 2021, it was one of continued challenges, great sadness, and considerable achievement.
It was with real shock that we received the news of Mike Redfern passing away in March 2021 and Peter Nock in July 2021. Mike had served on the Board of Trustees for a number of years and was Chair of the Board for three years. Peter was also a long-standing member of the Board and was our Treasurer. Both Mike and Peter were great supporters of Pioneer Projects and served with distinction and enthusiasm. It was a real pleasure and privilege to work alongside them and they are greatly missed.
The whole of the period was, of course, covered by the continuing pandemic and periods of lockdown. This presented a significant challenge to Pioneer Projects, our staff, volunteers and to everyone who accesses our services. We adapted to the situation with considerable aptitude providing 1:1 telephone support to individuals, providing sessions on Zoom and allowed ‘essential support groups’ for restricted numbers of participants. On behalf of the Trustees, I sincerely thank everyone for their substantial efforts and patience in these trying times and our sympathies go out to all who have been affected by the pandemic.
During the financial year we successfully created and appointed to two new posts, Key Worker South Craven primarily based in Skipton and Key Worker North Craven primarily based in Bentham. We are also pleased to have been able to support the Kickstart Apprenticeship Scheme taking on two people. More details are provided in the Strategic Director’s Annual Report.
Our working partnership with Orb Community Arts, who are based in Knaresborough, goes from strength to strength. As you are aware, Leon Fijalkowski, our Strategic Director, is shared with Orb and both organisations have a representative Trustee on each other’s board. This strategic partnership continues to build great co-operation and brings significant learning opportunities to both parties which supports the delivery of great outcomes to all those who access our services.
Pioneer Projects (Celebratory Arts) Limited celebrated its 25[th] birthday in August 2021 and a celebratory event was planned for September 2021.
The directors, who are also the Charity Trustees, present their report and accounts for the year ended 31st August 2021. The accounts have been prepared in accordance with the accounting policies set out in note 1 to the accounts and comply with the Charity’s Memorandum and Articles of Association, the Companies Act 2006 and with the Statement of Recommended Practice (SORP) effective January 2015
Structure, governance and management.
The charity is a company limited by guarantee. It is also a registered charity, number 1067976.
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The Trustees, who are also the directors for the purposes of company law, who served during the year were:
Richard Pattinson (Chair) Dr Jane Burnett Louise Colley (Orb Community Arts representative) Michelle Hodgson John Howard Matthew Peter Nock (deceased July 2021) Michael Redfern (deceased March 2021)
The Board of Trustees is the ultimate responsible body of the organisation and it meets regularly throughout the year to advise on strategies and to exercise management and financial oversight of the charity. The day-to-day activities are organised and managed by a small team of paid staff under the overall control of the Board of Trustees. There are no related close party relationships to be disclosed. The Trustees are aware of their responsibility to assess and control the risks to which the charity is subject. The assessment and control of these risks is an ongoing process and is regularly reviewed by the Trustees. Risk assessment is thus applied to all relevant areas of operation, ranging from health and safety matters to financial systems.
A successful recruitment campaign was undertaken late in the financial year which has resulted in a new Trustee being appointed at the beginning of the current financial year.
Objectives and activities
The charity is constituted as a company limited by guarantee, and was established for the following main objectives:
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To advance the education and understanding of health issues, in particular by using the arts to communicate such issues.
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To provide educational, recreational, and other leisure time facilities in the interest of social welfare, with the object of improving the conditions of life of the inhabitants of Bentham, North Yorkshire, and other appropriate communities.
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To promote such other charitable activities as the trustees may from time to time determine.
The Trustees have paid due regard to guidance issued by the Charity Commission in deciding what activities the charity should undertake.
Achievements and performance
Pioneer Projects develops projects, activities and training through arts and celebration to reduce social isolation, promote inclusion and build strong and healthy rural communities. The organisation’s ethos and working practices are based on the evidence that health and creativity are connected. A broad-ranging programme of high-quality imaginative arts activities engages people of all ages as participants and the wider community as audiences. The artist-led, person-centred delivery has been developed to engage older people and people living with memory loss, mental health and long-term conditions and supports families and carers. More details of our activities are contained in the Strategic Director’s
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Annual Report. We look forward to further developing our services especially for younger people and we will explore ways where we might be able to support farming communities in our areas of operation.
Financial review
The results for the year are summarised in the Statement of Financial Activities and the Balance Sheet on the following pages. Overall, the charity has a surplus of £45,925 for the year.
Core funding is supplied through contracts with local health and social services, and external funding is also secured for specific arts programmes and celebratory events. Work is only carried out if funding has been secured unless in exceptional circumstances where the Board agree to access the unrestricted reserve, as happened at the start of the Covid 19 pandemic. There is therefore a continuing requirement to build up a reserve to cover running costs, and the costs of winding up should this ever become necessary. This is particularly relevant in the continuing climate of challenging public sector spending. During the year the Trustees agreed to increase the reserve to £45,000 (including building reserve and staff contingency) from £38,000. The Trustees aim to maintain a reserve of a minimum of four months’ running costs including a Building Maintenance Reserves and Staff Contingency Fund of £6,000. Given the sensitive nature of the charity’s work in mental health and with people with dementia, the Trustees believe that any shorter wind-up time would be too abrupt. This policy is monitored at each Board Meeting and reviewed annually at the AGM.
Considering being a Trustee of Pioneer Projects?
As mentioned above we have successfully recruited a new Trustee who joined the board at the beginning of the current financial year. However, we are keen to hear from anyone who is interested in joining the Board of Trustees to support the continuing work and ambitions of Pioneer Projects.
The policy in respect of recruitment of trustees is for the potential Trustee to have an initial informal discussion with senior staff or an existing Trustee and visit Pioneer Project’s premises in Bentham. A Trustee pack is supplied, including an application form. The application form is returned to the Board Secretary and a meeting is set up with a Trustee and senior manager to discuss trusteeship and mutual suitability. Two references are requested and followed up. Potential Trustees are invited to a Board meeting to observe the meeting and for nomination. None of the Trustees has any beneficial interest in the company. All of the Trustees are members of the company and guarantee to contribute £1 in the event of a winding up.
On behalf of the Board
Richard Pattinson (Chair)
Date……………………
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STRATEGIC DIRECTOR’S REPORT YEAR ENDED 31 AUGUST 2021
Once again, the last 12 months have been dominated by Covid-19. The first year of the pandemic was difficult enough, but if anything the second year was even more so. Whereas the first year was very much about crisis management and responding nimbly to a rapidly changing operating environment, this year was much more about the ’long haul’ and organizational stamina. Restrictions have ebbed and flowed, with numerous false dawns, but Covid has never been very far away and
our communities, participants, volunteers, and staff have remained under significant additional stress for over two long years. In addition, Pioneer lost two of its most committed members. Trustees Mike Redfern and Peter Nock both sadly passed away during 2021, having been an integral part of Pioneer Projects and the wider community of Bentham for many years. They will be missed by us all.
Nevertheless, Pioneer continues to prosper. The year saw us bouncing back from multiple lockdowns and personal restrictions, still delivering an effective and accessible remote offer, re-opening much needed face-to-face services and providing more support to more people in more places than before. The positive impact of engagement on our participants’ health and life opportunities remains strong and consistent. Our ability to support other organizations and communities through training and collaboration is blossoming. We are maintaining a robust and diverse funding base. We are developing a larger staff team with increased capacity to meet the growing challenges our community faces. And we continue to exert increasing influence at local, district and regional level. Given the difficulties of the last two years, there is much to be proud of.
Alongside our sister organization Orb Community Arts, we are showing that a creative approach to improving wellbeing and building community really works. Before, during and after Covid, and whether delivered remotely or face-to-face, our work keeps those we support connected, creative, and well. However, we now face the challenge of a post covid world with increased mental ill-health, where services are still thin on the ground, with an emerging cost of living crisis emerging and an ever-tougher funding environment. Pioneer will need to be at the top of its game to make sure it can rise to meet these challenges and remain effective and sustainable over the years to come.
Finance
2021 saw Pioneer’s finances remain strong, posting a surplus of £45,925, our third consecutive annual surplus. This also saw us end the year with a full reserve of £45,000 as agreed by the Board of Trustees.
Income rose from the previous year’s £180,976 to £226,123, an increase of £45,147. Though we saw a loss of over £26,000 in earned income related to pandemic enforced closures, this was more than made up for by Covid related emergency funding from Craven District Council, the Department of Health & Social Care, and National Mind totalling £47,374 and two significant multi-year grants from the National Lottery and the Igen Trust worth £75,129 per annum.
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Expenditure also rose from the previous year’s £159,162 to £180,198 an increase of £21,036 principally related to the staffing costs of a growing team.
As such, we go into the next financial year in a robust position, able to maintain a full staff team and deliver a full range of services.
Support Provided
Once again, the scale and nature of the support Pioneer provided was impacted by the ongoing pandemic. Face-to-face support remained curtailed for much of the year with many services remaining ‘remote’ and delivered via Zoom, telephone, and home delivery. As restrictions ebbed and flowed over the year, an increasing range of face-to-face options were re-introduced with our overall support offer becoming a hybrid of real and remote options that was able to flex in line with current government guidance. Whether real or remote, we were able to provide all the key elements of Pioneer’s services including a Craven wide programme of wellbeing focused creative activities (incorporating art and craft groups, singing, writing, photography, cooking, mindfulness, and movement); 1-1 keyworker engagement and progression support: a range of local community hub services in Bentham (including the library service, acting as a prescription and Lateral Flow Test pick up point and supporting community activity such as a town wide ‘Christmas Window’ display project); and delivering training and organisational support to a range of partners.
In normal circumstances our delivery tends to be place based and focused on a particular need, whether this be mental health, dementia, or broader community inclusion. During the height of restrictions however, many of our groups and services became more flexible, prioritising access and accessibility for all at risk of isolation, reflecting the wider reach of our remote support offer and made possible by the increase in unrestricted emergency funding.
As restrictions eased and we have returned to increased face-to-face support we have seen a re-focusing of our delivery into our traditional areas of activity. The Dementia programme has been relaunched with our three weekly ‘Making Connections’ creative groups restarting in Bentham, Settle and Skipton alongside monthly Carers groups in Bentham and Skipton. This has been done in collaboration with a new Craven Dementia Delivery partnership including ourselves, Carers Resource, Dementia Forward and Age UK North Craven. The partnership aims to make access to dementia support easier by developing a shared menu of services, shared promotion, co-location of support in venues and the adoption of a shared referral system (using the MARS multi-agency referral tool in the Compass in Craven E- hub). Our Community Arts programme, funded principally by the National Lottery, was set to be relaunched in September 2021 as part of our 25[th] Anniversary Celebrations. This now incorporates a range of community focused creative activities delivered at Looking Well Studios in Bentham, some online sessions to support those still unable to attend face-toface activity, and a face-to-face creative group in Skipton catering to the needs of new participants who had engaged with Pioneer’s online offer during lockdown. Our Mental Health programme is also expanding to meet the growing demand for support following the pandemic. Our two main ‘Mental Health Hubs’ in Bentham and Skipton returned to face-toface as soon as was practical, but these have now been added to by a new Creative Craven project, providing wellbeing focused creative groups in satellite locations in partnership with local community organisations. This is seeing new delivery at The Institute in Glusburn, The Place in Settle, The Swadford Centre in Skipton, and Broughton Road Community Centre, also in Skipton. The latter is in collaboration with the local South Asian women’s group. All
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of this mental health focused work is part of our developing Craven Mental Health Framework which seeks to combine Pioneer support with that of local community organizations and ‘in-reach’ services from specialist mental health providers based in Bradford (including Mind, Cellar Trust and BDCT My Wellbeing College). Support from these Bradford organizations effectively disappeared during lockdown, but we are now brokering its return in the context of our re-emerging delivery.
Our provision of Creative Groups was backed up by an increased Keyworker offer. Recognizing growing need for 1-1 support, especially during lockdown, Pioneer expanded its staff team to include both a North Craven Keyworker (based in Bentham) and a South Craven Keyworker (based in Skipton). As well as supporting sessional delivery, these Keyworkers have provided increased pastoral, engagement, and progression support to our participants. This included further development of our supported ‘participant journey’ helping people set their own wellbeing and personal development goals and assess their progress towards them. They have also played a key role in our ongoing training offer, supporting our creative staff to develop wellbeing focused creative activity at other venues and helping organizations across the district learn to use the Compass in Craven E-Hub, Craven’s shared online partnership resource.
Numbers Supported
As an indication of the growth in our delivery it is notable that in the last year we provided 8,003 episodes of support to 640 unique individuals. At the height of the pandemic this had reduced to 4,785 episodes to 458 individuals and, prior to the pandemic had stood at 5,810 episodes to 535 individuals. We are supporting more people, in more places and more often. All indications are that this is set to continue.
Impact
Pioneer continues to develop its supported ‘service user journey’ outcomes framework. This empowers participants to co-design their engagement with Pioneer, set personal goals, and help them better understand the impact of their engagement on their wellbeing and life opportunities. It also provides clear data around the impact of our support in key areas, impact that is backed up by personal feedback.
Increases in mental health and wellbeing
During the last year 74% showed improved mental health as measured using the Shorter Warwick Edinburgh Mental Health Scale. Pre-pandemic, this figure stood at 80% but at the height of the first lockdown had dipped as low as 44%. When asked by graded question as to whether they felt engagement had been ‘beneficial in maintaining or improving wellbeing’ a full 100% said yes, with 48% grading this as ‘very much’ (the highest level). This is actually an improvement on pre pandemic figures which also showed a 100% positive response but with only 34% grading this as ‘very much. Feedback from participants strongly indicates that taking part at Pioneer helped both mitigate the worst effects of the pandemic but is also providing the support they need to bounce back as the world re-opens.
“(Pioneer provided) great support on all degrees for my mental wellbeing – it’s like a rock. A safe environment. It has a positive impact on my mental health, therefore it improves my physical health too.”
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Increases in skills and confidence
Participants set themselves personal goals around developing their skills and confidence using a RARPA (Recognizing and Recording Progress and Achievement) based community learning tool. This allowed them to set both activity goals (such as ‘regular attendance at the Singing Group’) and personal goals (such as ‘increased social interaction with others’) and measure progress towards them. 94% of those assessed showed progress compared to 93% pre-pandemic and 66% at the pandemic’s peak. Feedback indicated that participants had found it harder to think about personal development and progression during lockdown but that as restrictions ease, engaging with Pioneer is helping them to re-emerge as more confident and capable individuals.
“(Pioneer) helped me to develop my creative writing skills, supported me to be more sociable and helped me to feel valued as an individual.”
Increases in social inclusion
In graded questionnaires about the impact of engagement 96% of those assessed registered increased social inclusion as a result of attending Pioneer’s sessions. Pre-pandemic this has stood at 100% and during the height of the pandemic had sunk to 91%. A small but reducing percentage are still experiencing difficulty attending sessions due to a combination of anxiety or vulnerability around face-to-face contact and poor IT skills/access which Pioneer is seeking to address through Covid secure physical sessions and increased ‘technical’ support. Nevertheless, feedback tells us that the majority of participants felt included during lockdown and that the remote offer Pioneer provided has been a lifeline keeping them connected to others. Now that we are moving back to face-to-face, the real sense of community is clearly also having a significant additional impact.
“I'm a totally different person in a good way, I can interact with other people better, I feel included and more valuable as a person.”
Increases in feelings of citizenship
Our graded questionnaires also provided feedback on feelings of increased citizenship with this standing at a healthy 90%. This figure has been maintained throughout the pandemic but is a decrease on the 100% pre-pandemic figure. Feedback has indicated that being able to remain part of Pioneer, its sessions, and its celebrations, has had a huge impact on people’s sense of citizenship and feeling like an active member of a mutually supportive community. Nevertheless, the limitations imposed by the pandemic both at the height of lockdown and the ongoing restrictions around social distancing and group sizes have inevitably reduced the frequency and ease of opportunities for people to come together, volunteer and contribute. These opportunities are starting to slowly return and we expect to see a concomitant uptick in those reporting feeling of increased citizenship as the next year progresses.
“We support each other. I have become more confident through attending and socializing with the group. I can laugh and cry and not feel uncomfortable.”
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Progressions into volunteering, education, or work
Asked whether they had made any significant progressions in the last year participants also indicated that, despite the restricted circumstances of the pandemic, 6% had progressed into new paid employment, 20% into education, 20% into volunteering and a further 12% into both education and volunteering. 100% also responded that continuing to access sessions at Pioneer would be valued and beneficial.
“I’ve enrolled to do a criminology course!”
Training & Support
Creative Engagement as a tool for developing individual and community wellbeing remains a key organisational skill which we regularly share with other organisations through training and support. Though the pandemic has restricted our capacity to do much of this work in the last two years, this is becoming increasingly possible. We were able to deliver a package of dementia related training at the Place in Settle and have also been supporting the development of wellbeing focused sessions for partners such as The Institute in Glusburn.
Significant support and training has also been provided to organizations across Craven in the use of the Compass in Craven E-hub. Funded by Craven Communities Together, the local cross sector health partnership, Pioneer are local administrators for this resource. We are currently supporting 133 organizations to use and explore its features including services promotion, GDPR compliant multi-agency referral and service user assessment.
Collaboration & Partnership Building
As we emerge from the pandemic, our commitment to collaboration and partnership building goes from strength to strength. Our close relationship with Orb Community Arts continues to benefit both organisations bringing shared skills, knowledge and resource alongside increased strategic influence and greater ability to develop and disseminate good practice in wellbeing focused creative engagement. We continue to develop the Craven Mental Health Framework in partnership with Mind in Bradford, The Cellar Trust, BDCT My Wellbeing College and a range of district-based organisations helping provide more accessible community based mental health support across Craven. This approach is being replicated for dementia provision through our development of the Craven Dementia Delivery Partnership with Age UK North Craven, Carers Resource, and Dementia Forward. Our role administrating the Compass in Craven E-hub is also supporting 133 organizations play a more collaborative role in the Craven Communities Together cross sector health partnership. As well as these specific examples, we remain committed to broader partnership and collaboration at all levels, whether within the community of Bentham running the library alongside NYCC Library Service and hosting and supporting a range of local initiatives, at district level through membership of the Craven Food Partnership and Craven Communities Together, or at regional level through involvement with the Participatory Arts Yorkshire Network, Bradford Mental Health Providers Forum, and the West Yorkshire & Harrogate Integrated Care System VCS Reference Group.
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As we emerge from the pandemic, new opportunities for partnership working in the cultural sphere are also developing and we are looking forward to building new collaborative work with key cultural partners such as Skipton Museum and Gallery and Ripon Museums Trust as well as further developing our health, wellbeing, and community partnerships.
Staffing
The last year has seen the staff team grow and consolidate. The introduction of two new Keyworker posts, one for North Craven (based in Bentham) and one for South Craven (based in Skipton), has now bedded in and, as we emerge from the pandemic we are in much better position to offer 1-1 support across the whole district. As we enter the new financial year these posts are held by Caroline McCarthy and Sonia Knight who bring great experience and local knowledge to the roles. This was re-enforced with the addition of two new Kickstarter Apprenticeship positions, again one for North Craven and one for South Craven. Katie Hall, our North Craven apprentice has been a huge success and her contract is now being extended. At management level, after two years in the role, our Creative & Wellbeing Projects Manager Angela Diggle is sadly stepping down for family reasons. We thank her for her significant efforts helping Pioneer successfully navigate the pandemic. Recruitment for her replacement has been successful and the next financial year will see Candy Squire-Watt take up an expanded 37.5 hour role. Candy brings huge sector knowledge and experience and was previously employed by Carers Resource. Otherwise, the management team of Strategic Director Leon Fijalkowski and Operations Manager Lynda Graveson remains in place. As we start the next financial year, we are progressing towards a larger, more stable staff team with the increased capacity required to meet the increasing need that is now presenting district wide.
Promotion of Services
Pioneer continues to use a variety of means to promote its services, including its website and social media channels, the Compass in Craven E-hub, a monthly newsletter, regular articles in the local press and by maintaining excellent links with a range of statutory and community partners that are able to disseminate information on behalf of the organisation. We also provide a range of printed promotional materials by which we promote our services. We are looking at developing a new website over the coming year to better reflect our developing service offer.
Future Plans
The pandemic very much put future planning on hold and the last two years have felt more like crisis response – rapidly developing new approaches to service delivery to accommodate the need for remote support followed by a long period of ebb and flow with services fluctuating between remote and face-to-face as guidance and restrictions changed. The unpredictability of the pandemics future course, alongside disruption to normal funding channels, meant that any serious future planning was impossible.
The situation is now becoming more stable, and our short-, medium-, and long-term plans are now starting to consolidate.
In the short term , our plans over the coming months include getting our face-to-face services back up and running across all our delivery locations, programme areas and participant cohorts, and developing our new staff team. The disruption caused by the
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pandemic has been significant, and re-establishing activity will not be straightforward, especially since a number of the team are either new to Pioneer or have only worked with us in a remote environment.
In the medium term , our plans over the next year include re-establishing a more coherent delivery programme around our Community Arts, Mental Health, Dementia delivery strands, our community role in North Craven and our district wide training and development work. We will also focus on developing our capacity and presence in Skipton and South Craven to ensure we are better able meet the growing need across the whole district. We will also start to explore how we can better support identified groups such as young people, the farming community, the South Asian community, and the LGBT+ communities, that have historically had limited access to appropriate local services. Refreshing established partnerships and developing new ones is also central to our plans to develop better and more accessible provision in the areas of Community Arts, Mental Health and Dementia. There will also be a renewed focus from the Board and Management team to develop a new 5-year strategy and business plan that is fit for purpose in a post covid world.
In the longer term , though this will be impacted by our developing our 5 year strategy and business plan, we aim to: Consolidate Pioneer’s position as a leading proponent of creative approaches to improving wellbeing and building community, able to effectively and sustainably support its own communities in Bentham and the wider Craven District; Work in partnership with other organizations to develop more accessible, holistic and effective services that overcome the challenges of working in a large rural area, and; Build cultural bridges between communities and districts that ensure our work has the widest possible value and impact.
In all of this, we continue to plan to work alongside our sister organization Orb Community Arts, who share our vision of creatively driven inclusive, healthy, and capable communities, so helping both organizations achieve their goals through combining skills, knowledge, resource, and influence.
Leon Fijalkowski Strategic Director
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Pioneer Projects (Celebratory Arts) Limited Independent Examiner's report to the trustees.
The charity's trustees (who are also directors of the company for the purposes of company law) are responsible for the preparation of the accounts. The charity’s trustees consider that an audit is not required for this year under section 144 of the Charities Act 2011 (the Charities Act) and that an independent examination is needed.
It is my responsibility to:
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examine the accounts under section 145 of the Charities Act,
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to follow the procedures laid down in the general Directions given by the Charity Commission (under section 145(5)(b) of the Charities Act, and
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to state whether particular matters have come to my attention.
Basis of independent examiner’s statement
My examination was carried out in accordance with general Directions given by the Charity Commission. An examination includes a review of the accounting records kept by the charity and a comparison of the accounts presented with those records. It also includes consideration of any unusual items or disclosures in the accounts, and seeking 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 no opinion is given as to whether the accounts present a ‘true and fair’ view and the report is limited to those matters set out in the statement below
Independent examiner's statement
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In 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:
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to keep accounting records in accordance with section 386 of the Companies Act 2006 and section 130 of the Charities Act; and
· to prepare accounts which accord with the accounting records and comply with the accounting requirements of section 396 of the Companies Act 2006 and with the Charities Act have not been met; or
- to which, in my opinion, attention should be drawn in order to enable a proper understanding of the accounts to be reached.
Zillah Hopps FMAAT White Rose Accounting 10th February 2022
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Pioneer Projects (Celebratory Arts) Limited Statement of Financial Activities for the year ended 31st August 2021
| Unrestricted Funds Restricted Funds Total Funds Note 2021 2021 2021 £ £ £ Incoming Resources From generated funds: Donations and gifts 2.1 2,387 - 2,387 Activities for generating funds 2.2 100 - 100 Investment income - - - 2,487 - 2,487 Grants 2.3 18,636 172,123 190,759 Incoming resources from charitable activities 2.4 1,798 22,293 24,091 Other incoming resources 2.5 8,785 - 8,785 Total incoming resources 31,707 194,416 226,123 Resources Expended Investment costs - - - Charitable activities 3.1 21,399 158,319 179,718 Governance costs 3.2 480 - 480 Total Resources Expended 21,879 158,319 180,198 Net incoming/(outgoing) resources before transfers 9,828 36,097 45,925 Gross transfers between funds 17,738.00 (17,738) - 27,566 18,359 45,925 Other recognised gains/(losses) - - - Net movement in funds 27,566 18,359 45,925 Net income/(expenditure) for the year 27,566 18,359 45,925 Total funds brought forward 85,137 251,919 337,057 Total funds carried forward 112,703 270,278 382,982 Net incoming/(outgoing) resources before other recognised gains/(losses) |
Total Funds 2020 £ 4,959 26,318 - 31,277 114,332 26,124 9,242 180,976 - 158,682 480 159,162 21,814 - 21,814 - 21,814 21,814 315,243 337,056 |
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The statement of financial activities also complies with the requirements for an income and expenditure account under the Companies Act 2006.
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Pioneer Projects (Celebratory Arts) Limited Balance Sheet as at 31st August 2021
| Notes Fixed Assets Tangible assets 4 Current assets Cash at bank and in hand Debtors and prepayments 5 Current liabilities Creditors and accruals: amounts falling due within one year 6 Net current assets Total assets less current liabilities Net assets Represented by Funds 8 Unrestricted Restricted |
2021 £ 206,825 241,049 5,460 246,509 (70,352) (70,352) 176,157 382,982 382,982 112,703 270,278 382,982 |
2020 £ 212,752 122,426 2,642 125,068 (763) (763) 124,305 337,057 337,057 85,137 251,919 337,056 |
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The Trustees are satisfied that the company is entitled to exemption from the provisions of the Companies Act 2006 (the Act) relating to the audit of the financial statements for the year by virtue of section 477, and that no member or members have requested an audit pursuant to section 476 of the Act.
The directors (Trustees) acknowledge their responsibilities for:
i) ensuring the company keeps accounting records which comply with Sections 386 and 387 of the Companies Act 2006; and
ii) preparing financial statements which give a true and fair view of the state of affairs of the company at the end of each financial year and of its profit and loss for each financial year in accordance with the requirements of Sections 394 and 395 and which otherwise comply with the requirements of the Companies Act 2006 relating to financial statements, so far as applicable to the company.
The financial statements have been prepared in accordance with the special provisions of Part 15 of the Companies Act 2006 relating to small companies and with the Financial Reporting Standards for Smaller Entities (effective April 2008).
The financial statements were approved by the Trustees and signed on their behalf by:
Richard Pattinson (Chair) date…...................
Company Registration Number 03241874
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Pioneer Projects (Celebratory Arts) Limited Statement of cashflows as at 31st August 2021
| Notes 10 Cashflows from investing activities: Purchase of property, plant & equipment Proceeds from the sale of investments Net cash used in financing activities Cash and cash equivalents at the start of the year Analysis of cash and cash equivalents Cash at bank and in hand Net cash provided by/(used in) operating activities Change in cash and cash equivalents in the year Total cash and cash equivalents at the end of the year |
2021 £ 121,094 (2,471) - (2,471) 118,623 122,426 241,049 241,049 |
2020 £ 35,585 0 - 0 35,585 86,841 122,425 122,426 |
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Pioneer Projects (Celebratory Arts) Limited Notes to the accounts for the year ended 31st August 2021
1. Accounting Policies
Basis of Preparation
The financial statements have been prepared in accordance with the Companies Act 2006,
applicable accounting standards, and with the Statement of Recommended Practice (SORP) issued in January 2015.
Legal Status
The charity is a company limited by guarantee and has no share capital. The liability of each member in the event of winding up is limited to £1.
Its directors are its trustees and vice versa.
Funds Structure
Restricted funds are those subject to restrictions on their expenditure imposed by the donor or grantor
Unrestricted funds are available for use at the discretion of the trustees in furtherance of the general objectives of the charity.
Incoming Resources
All incoming resources, including gifts in kind, are recognised gross when they are capable of measurement with reasonable accuracy and when receivable in accordance with any funding agreement.
Donated Services and Facilities
These are only included in incoming resources (with an equivalent amount in resources expended) where the benefit to the charity is reasonably quantifiable, measurable and material. The value placed on these resources is the estimated value to the charity of the service or facility received.
Volunteer Help
The value of any voluntary help received is not included in the accounts but is described in the Trustees' Annual Report.
Resources Expended
Resources expended are included in the Statement of Financial Activities on an accruals basis.
Liability Recognition
Liabilities are recognised as soon as there is a legal or constructive obligation committing the charity to pay out resources
Governance Costs
Governance costs include costs of the preparation and examination of statutory accounts, the costs of trustee meetings and cost of any legal advice to trustees on governance or constitutional matters.
Depreciation
Tangible fixed assets are capitalised if they can be used for more than one year and cost at least £100. They are valued at cost or, if gifted, at the value to the charity on receipt, less depreciation. Depreciation is provided at rates to write off the cost less estimated residual value of each asset over its expected useful life as follows:
2% straight line
- Freehold buildings 2% straight line - Fixtures, fittings and equipment 25% reducing balance - Computer equipment 33% reducing balance
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| 2. Incoming Resources Unrestricted Funds Restricted Funds Total Funds 2021 2021 2021 £ £ £ 2.1 Donations and gifts 2,387 - 2,387 2.2 Activities for Generating Funds, including NYCC individual service contracts Friday Art Group - - - Memory Loss Groups 100 - 100 Art Shed - - - Looking Well Tuesday - - - Creative Respite Day - - - 100 - 100 2.3 Grants Airedale Hospital NHS Foundation Trust - - - Baring Foundation - 8,000 8,000 Charles Hayward Foundation - - - Coop Community Fund - 2,004 2,004 Craven Communities Together (compass) - - - Craven District Council Small Business Grant Covid 18,636 - 18,636 Dept Health & Social Care Infection Control Fund (via NYCC) 17,738 17,738 - 11,137 11,137 Igen Trust - 28,632 28,632 Postcode Community Trust - - - National Lottery Community Fund - Covid - - - National Lottery Comm Fd-Reaching Communities - 46,497 46,497 North Yorkshire Police, Fire & Crime Commissioner - - - - - - - - - NYCC Stronger Communities/Achieve Compass - - - NYCC Stronger Communities - Suicide Prevention - 3,750 3,750 Mind - Coronavirus Mental Health Response Fund - 20,000 20,000 Harnessing the Power of Communities - - - Garfield Weston Foundation - - - The Tudor Trust - 27,000 27,000 - 500 500 Your Consortium - 6,865 6,865 18,636 172,123 190,759 2.4 Other Incoming resources from charitable activities - 18,983 18,983 NYCC Library Service Level Agreement - 3,310 3,310 Room hire - - - Library income - - - Payments activities 1,798 - 1,798 Other income - - - 1,798 22,293 24,091 2.5 Other incoming resources Other income 7,733 - 7,733 OffGem RHI periodic payments 1,052 - 1,052 8,785 - 8,785 Investment Income Bank Interest - - - - - - Total Incoming Resources 31,707 194,416 226,123 Two Ridings Community Foundation West Yorkshire & Harrogate Health & Care Ptnship European Social Fund/Humber Learning Consortium Two Ridings Community Foundation & Yorkshire Dales Millenium Trust NYCC Health & Adult Services Community Mental Health Contract |
Total Funds 2020 £ 4,959 2,076 5,355 2,463 1,302 15,121 26,318 1,223 3,000 509 10,000 10,000 7,051 13,300 9,542 21,315 1,893 9,000 2,000 500 - - 25,000 114,332 18,983 3,150 3,618 373 - - 26,124 8,148 1,094 9,242 - - 180,976 |
|---|---|
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| 3. Resources Expended Investment costs Bank charges and interest 3.1 Charitable Activities Wages, salaries and pensions Payroll charges Recruitment expenses Strategic Director Consultancy/External Evaluation Rent and rates Light and heat Telephone Course fees, subscriptions etc Selfa Children's Charity rural reach Insurance Print post stationery and IT Repairs and renewals Marketing Fees to sessional artists and tutors Volunteer expenses Cleaning and catering Travel and subsistence Materials Venue hire Training Overpayment of NYCC HAS ISCs Sundry Depreciation 3.2 Governance costs Accountancy and Independent Examiner's Fee Total Resources Expended |
Unrestricted Funds Restricted Funds Total Funds 2021 2021 2021 £ £ £ - - - - - - 4,497 80,302 84,799 110 58 168 - - - - 19,334 19,334 - 550 550 111 - 111 1,987 2,066 4,053 997 944 1,941 223 116 340 - 9,000 9,000 1,158 161 1,319 1,576 1,742 3,318 1,850 990 2,839 489 260 749 4,020 31,333 35,354 184 - 184 851 1,698 2,549 - 23 23 6 1,630 1,636 1,010 778 1,788 85 - 85 1,180 - 1,180 - - - 1,065 7,334 8,398 21,399 158,319 179,718 480 - 480 480 - 480 21,879 158,319 180,198 |
Total Funds 2020 £ - - 68,537 197 - 17,535 - 279 3,324 1,682 1,616 - 3,638 3,497 3,415 588 33,259 739 5,412 1,179 1,766 3,036 509 588 7,885 158,682 480 480 159,162 |
|---|---|---|
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4. Tangible fixed assets and depreciation.
| Cost Balance b/fwd Additions As at 31st August 2021 Depreciation Balance b/fwd Charge for the year As at 31st August 2021 Net book value As at 31st August 2020 As at 31st August 2021 |
Buildings £ 428,340 - 428,340 218,720 6,663 225,382 209,620 202,958 |
Computer Equipment £ 8,947 2,471 11,419 8,128 1,086 9,214 820 2,205 |
Fixtures, fittings and equipment £ 30,848 - 30,848 28,535 650 29,185 2,312 1,662 |
Total £ 468,135 2,471 470,606 255,383 8,398 263,781 212,752 206,825 |
|---|---|---|---|---|
The building was acquired in January 2004. Work to refurbish and convert the property started in December 2004 and was completed in early January 2006. The premises are the headquarters of the charity. A professional valuation of the property was undertaken in February 2006, and as a result initial depreciation of £128,496 was applied at 31st August 2006 to reflect the market valuation of £300,000. A depreciation policy of writing this value off over 50 years was agreed and implemented from 1st September 2008.
5. Debtors and Prepayments
| Analysis of debtors falling due within one year Trade debtors Salaries Accrued income Prepayments 6. Creditors and accruals Analysis of creditors falling due within one year Accountancy/Independent Examination Salaries and pensions Accruals Trade Creditors* |
2021 £ 1,223 - - 4,237 5,460 2021 £ 480 337 50 69,484 70,352 |
2020 £ 1,223 - - 1,420 2,642 2020 £ 480 253 30 - 763 |
|---|---|---|
- all Dept Health & Social Care Infection Control Fund (via NYCC)
| 7. Staff costs and emoluments Gross salaries Employer's National Insurance Employer's pension contributions Average number of employees (f.t.e.) Direct charitable work Administrative |
2021 £ 81,821 745 2,232 84,799 2.5 2.0 4.5 |
2020 £ 67,656 - 881 68,537 2 1 3 |
|---|---|---|
No employees received remuneration in excess of £60,000
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8. Analysis of funds
8.1 Funds held.
Fund name Type Purpose and restrictions Building Development Fund Restricted property value included within tangible fixed assets Baring Foundation Restricted Arts & Mental Health Skipton Big Lottery Fund Awards for All Restricted Deliver dementia sessions and carers group Brelms Trust Restricted Costs for social inclusion session Charles Hayward Foundation Restricted Creative sessions & Café for older people Coop Community Fund Restricted Creative Community Hub, Bentham Craven Communities Together (compass) Restricted Compass in Craven eHub staff costs Craven District Council Small Business Grant Covid Unrestricted Small Business Grant Covid Craven DC WW1/Moving Museums Project Restricted Dept Health & Social Care Infection Control Fund (via NYCC) Restricted Covid grant European Social Fund/Humber Learning Consortium Restricted Garfield Weston Foundation Restricted Core staff costs Igen Trust Restricted Staff costs for Social Prescribing project Postcode Community Trust Restricted Dementia groups National Lottery Community Fund - Covid Restricted Staff and freelance costs Zoom sessions National Lottery Community Fund - Reaching Communities Restricted overheads NYCC Health & Adult Services Community Mental Health Contract Restricted Community mental health support, Craven NYCC Library Service Level Agreement Restricted Bentham Community Library NYCC Stronger Communities/Achieve Compass Restricted Compass e-hub development in Craven NYCC Stronger Communities - Suicide Prevention Restricted Mind - Coronavirus Mental Health Response Fund Restricted The Tudor Trust Restricted Core staff costs
property value included within tangible fixed assets Arts & Mental Health Skipton
Deliver dementia sessions and carers group Costs for social inclusion session
Delivery of creative projects in partnership with Craven Museum & Gallery
Community learning courses & progression to employment Core staff costs Staff costs for Social Prescribing project Dementia groups Staff and freelance costs Zoom sessions Creative & Wellbeing Creative Community Hub sessions, staff & overheads
Groups for improving mental health & reducing suicide prevention Remote mental health groups, tel support & management costs Core staff costs
Two Ridings Community Foundation West Yorkshire & Harrogate Health & Care Ptnship Your Consortium
Restricted Core staff costs Restricted VCSE Mental Health Representative Funds Restricted
Dept. Work & Pensions Kickstart Apprenticeship Scheme 2 x 6 months
8.2 Movement of major funds
| Fund name Unrestricted funds General unrestricted funds Craven District Council Small Business Grant Covid Restricted funds Building Development Fund Baring Foundation Big Lottery Fund Awards for All Brelms Trust Charles Hayward Foundation Coop Community Fund Craven Communities Together (compass) Craven DC WW1/Moving Museums Project Dept Health & Social Care Infection Control Fd Garfield Weston Foundation Igen Trust Postcode Community Trust National Lottery Community Fund - Covid NYCC Library Service Level Agreement NYCC Stronger Communities/Achieve Compass NYCC Stronger Communities - Suicide Prevention Mind - Coronavirus Mental Health Response Fund The Tudor Trust Your Consortium Total Funds European Social Fund/Humber Learning Consortium NYCC Health & Adult Services Community Mental Health Contract Two Ridings Community Foundation National Lottery Comm Fd-Reaching Communities West Yorkshire & Harrogate Health & Care Ptnship |
Balance b/fwd Incoming resources Outgoing resources Transfers Balance c/fwd 85,137 13,071 10,441 6,300 94,067 - 18,636 11,438 11,438 18,636 85,137 31,707 21,879 17,738 112,703 182,661 - 6,673 175,988 - 8,000 4,068 3,932 (276) - - (276) (185) - - (185) 81 - 81 - 289 2,004 2,412 (120) 8,754 - 8,754 - (120) - - (120) - 17,738 - (17,738) - 3,509 11,137 14,977 (331) (1,021) - - (1,021) 9,283 28,632 10,976 26,939 6,215 - 5,776 439 15,943 - 15,943 - - 46,497 18,464 28,033 6,706 18,983 19,266 6,423 314 3,310 1,530 2,094 (216) - - (216) - 3,750 164 3,586 - 20,000 19,750 250 17,155 27,000 18,495 25,660 2,827 - 2,827 - - 500 500 - - 6,865 7,664 (798) 251,919 194,416 158,319 (17,738) 270,279 337,057 226,123 180,198 - 382,982 |
|---|---|
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9. Net assets between funds
| Fixed assets Current assets Current liabilities |
Unrestricted Funds Restricted Funds Total Funds 2021 2021 2021 £ £ £ 30,837 175,988 206,825 152,218 94,291 246,509 (70,352) - (70,352) 112,703 270,279 382,982 |
|---|---|
The Building Development Fund of £175,988 shown in note 8.2 has been fully expended in previous years and is represented by the property included within tangible fixed assets of £206,825 above.
The unrestricted funds in the Balance Sheet amounted to £112,703 being fixed assets of £30,837 and liquid reserves of £81,866. From the liquid reserves of £81,866 the Board have agreed to reserves as follows (including a Building Maintenance & Staff Contingency Fund of £6,000):
| Reserves policy: Project delivery: Net movement in funds Adjustments for: Depreciation charges Decrease/(increase) in debtors Increase/(decrease) in creditors Increase/(decrease) in deferred income 10. Reconciliation of net movement in funds to net cash flow from operating activities Net cash provided by/(used in) operating activities |
45,000 £ 36,866 £ 81,866 £ 2021 £ 45,925 8,398 (2,817) 69,588 - 121,094 |
2020 £ 21,814 7,885 5,843 43 - 35,585 |
|---|---|---|
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