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 2022
Pioneer Projects (Celebratory Arts) Limited
Trustees Richard Pattinson (Chair) Dr Jane Burnett Louise Colley Danielle Daglan (appointed September 2021) Michelle Hodgson John Howard Matthew 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's Report | 7 |
| Independent Examiner's Report | 13 |
| Statement of Financial Activities | 14 |
| Balance Sheet | 15 |
| Statement of Cash Flows | 16 |
| Notes to the Financial Statements | 17 |
Trustees’ Report, Year Ended 31 August 2022
The period covering our last financial year, September 2021 to August 2022, has been another demanding year for so many people with Covid effects continuing and a cost-of-living plight beginning to have an increasing impact. Against this background there is an increasing need for our services and Pioneer Projects is driven to meet these challenges.
During the year we welcomed Danielle Daglan, Cultural Services Manager at Craven District Council, to the Board bringing her significant experience to the Trustees. As a Board of Trustees we are always keen to welcome new Trustees with relevant experience and skills to support the governance and strategic direction of Pioneer Projects. This is a very rewarding experience and more details on how to apply appear at the end of this report.
An ambitious and exciting Five-Year Strategy and Business Plan is the cornerstone of our delivery of services for the coming years and I would like to thank everyone involved in developing these plans which continue to be evolved. Our future work will be built around three core programmes; Community Arts, good Mental Health, and Dementia Support . All our staff and volunteers have worked extremely hard in continued challenging conditions to deliver our services and programmes in a variety of ways and on behalf of the Trustees I thank everyone for their great efforts.
We continue to enjoy an engaging and constructive partnership with Orb Community Arts who are based in Knaresborough. Leon Fijalkowski is Strategic Director of both Pioneer Projects and Orb sharing his time between both organisations. We also have representation on each other’s Board of Trustees which continues to build on the significant co-operation which already exists and seeks to increase our learning and delivery opportunities.
It may appear from an initial glance of the financial results for the year that we have somewhat overspent recording a deficit, in cashflow terms, of approximately £50,000 on the year but this was a conscious business decision as we carried over additional surplus funds from the previous year and we continue to hold prudent cash reserves to meet any unexpected events. During the financial year there has also been a revaluation of our building, Looking Well Studios, which in accounting terms has resulted in a revaluation gain of some £247,042. This has no impact on our cashflow but does increase the value of our balance sheet as the property is an asset of Pioneer Projects.
The directors, who are also the Charity Trustees, present their report and accounts for the year ended 31st August 2022. 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. 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) Danielle Daglan (appointed September 2021) Michelle Hodgson John Howard Matthew
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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.
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 artistled, 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 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
Core funding is supplied through contracts with local health and social services, and external grant 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 maintain a reserve to cover running costs, and the costs of winding up should this ever become necessary. The Trustees aim to maintain a reserve of a minimum of four months’ running costs including a Building Maintenance Reserves and Staff Contingency Fund. 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.
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Considering being a Trustee of Pioneer Projects?
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 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 2022
Introduction
2021-22 was another challenging year, with the negative impact of Covid continuing and the additional cost-of-living crisis really starting to bite. Times are tough for the people Pioneer Projects supports, and the increase in demand for our services has been notable, especially around mental ill-health. Times are also hard for Pioneer Projects as an organisation, with competition for funding increasing, maintaining a well workforce during a pandemic is difficult, and recruiting new qualified staff problematic. Nevertheless, we have maintained an effective service, grown to meet the increased need, and remained on a solid financial footing. We are heading into the next financial year with confidence, and with a new five-year Strategy and Business plan in development, knowing that our approach to harnessing creativity to build healthy, inclusive, and connected communities has proven itself to be effective and sustainable even in the most difficult of times.
Finance
2021-22 saw Pioneer’s finances remain robust. In terms of in-year cashflow income of £176,862 was down on the previous year’s figure of £226,123 and expenditure was up from £180,198 to £233,643, suggesting an in-year deficit of £56,781. However, this came on the back of three years of in-year surpluses, and with significant funds dedicated to delivery brought forward from the previous year, this effectively resulted in a balanced budget. We enter 2022-23 with Cash at Bank and in Hand standing at £123,714 including a full Operational and Building Reserve of £45,000. Budgeted inyear expenditure for 2022-23 is showing only a modest shortfall of around £17,000 with this being addressed through our ongoing bid development strategy and we expect to end the next financial year with an in-year surplus. Furthermore, the majority of our income streams are now multi-year grants and contracts, making the mediumterm financial picture stable. This includes funding from North Yorkshire County Council, the WACA & Modality Primary Care Networks, Bradford District Care Trust, the National Lottery, the Igen Foundation, and the Tudor Trust.
Support Provided
Support and services continue to focus on the delivery of group based creative activities that promote inclusion, increased skills, and improved wellbeing alongside keyworker interventions to support engagement, wellbeing assessment, goal setting, onward referral to appropriate services, and personal progression. After providing a largely remote service during the pandemic, including online groups and 1-1 support, 2021-22 saw these gradually returning to physical spaces. Whilst some delivery remained on-line for those unable or still too anxious to access face-to-face opportunities, this included the resumption of activity at our base at Looking Well Studios in Bentham, and at a growing number of satellite locations across Craven.
Support was delivered across three main areas, including a Community Arts programme, a Dementia programme, and a Mental Health programme, each combining group activity and keyworker support. The Community Arts programme included an inclusive, all age set of regular weekly creative activities embracing art, craft, movement, singing, and writing, and delivered in Bentham, Skipton, and online.
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The Dementia programme provided weekly creative art and craft sessions in Bentham, Settle, and Skipton to people living with dementia, alongside two monthly Carers groups in Bentham and Skipton in collaboration with Carers Resource to support their partners or family members. The Mental Health programme provided both a series of weekly creative art and craft sessions across the whole district to people with both diagnosed serious mental illness referred by via secondary care or the local authority, and people with more common issues such as depression, anxiety, or stress, referred by GPs, social prescribers, or self-referral. This programme saw the most growth with new activity developing at a range of locations including Bentham, Settle, Skipton, and Glusburn, in response to increased demand. This has helped address some of the challenges of providing consistent support across a large and sparsely populated rural area, and also seen targeted support provided to often marginalised groups including Skipton’s South Asian community, and the residents of the deprived Greatwood and Horseclose estate, also in Skipton. All of this work was done in partnership with a range of community organisations, charities, and statutory health services (including Bradford District Care Trust and the WACA and Modality Primary Care Networks) and the local authority (including North Yorkshire County Council Health & Adult Services and the Stronger Communities team).
In addition to this core work, we continued to host and support Bentham Community Library at Pioneer’s main premises, and a range of local volunteer led creative and community groups and activities. We also provided significant sector support, administering the Compass in Craven E-hub online resource for the cross-sector Craven Communities Together health partnership for the fifth consecutive year. We also developed a new Craven Mental Health & Wellbeing Hub network across the district, supporting more local organisations to play a role in providing community based mental health support. This is set to grow over the next three years and managing the network will be a central part of our work. This wider partnership work across Compass and the Mental Health & Wellbeing network sees us working with and supporting over 150 organisations of all shapes and sizes.
Numbers Supported
In total, this work saw Pioneer provide 6,843 episodes of support (including attendance at group sessions and 1-1 interventions), to 687 individuals at an average of 10 episodes of support per participant. As an indicator of need, pre-pandemic these figures stood at 4,785 episodes of support to 458 individuals, also with an average of 10 episodes of support. Though numbers fluctuated during the pandemic due to the increased pressures of social isolation and the nature of remote support, our operating environment has now settled down and it is clear that need has increased significantly, with a concomitant increase in service delivery.
Impact
Pioneer has a well develop ‘service user journey’ and a related outcomes framework. Through 1-1 support and assessment, 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, backed up by personal feedback.
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Increases in mental health and wellbeing
During the year 79% of those assessed 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% and it was reassuring to see that the negative effects of social isolation had significantly abated. When asked by graded question as to whether they felt engagement had been ‘beneficial in maintaining or improving wellbeing’ 98% said yes, with 44% grading this as ‘very much’ (the highest level). Feedback from participants strongly reinforced that taking part at Pioneer had improved their mental health and wellbeing or mitigated the impact of mental ill-health. It was also clear that, whilst remote support had been valued and helpful during lockdown, a return to face-to-face activity was clearly more impactful.
“It’s been 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, and that’s helped me improve my physical health too.”
“(Pioneer) has changed me completely- I used to be a very angry man - not now.”
Increases in skills and confidence
Participants set themselves personal goals around developing life 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. 93% of those assessed showed progress, a figure that had dipped to 66% at the pandemic’s peak but is now back to pre-pandemic levels. Once again, whilst remote support had been effective, face-to-face support was clearly a more impactful approach.
“It’s helped me develop my writing skills, supported me to be more sociable, and helped me to feel valued.”
“Having and talking about goals and having a plan spurred me on.”
Increases in social inclusion
In graded questionnaires about the impact of engagement 95% of those assessed registered increased social inclusion as a result of attending Pioneer’s sessions. This figure has remained consistent during and after the pandemic, indicating that the sense of belonging engendered by support was one area where face-to-face and remote approaches could prove equally effective.
“It offers a safe space where I can meet new people, get new skills, and socialise. It gives me structure to the week and it’s FUN.”
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Increased Citizenship
Our graded questionnaires also provided feedback on feelings of increased citizenship with this standing at a healthy 89%. This is consistent with the figures during the pandemic but has dipped from a 100% pre-pandemic figure. Feedback suggests that, though much face-to-face activity did return during this year, much of the inclusive community celebration, events, and activity Pioneer is known for have yet to return to pre-pandemic levels and that these opportunities to take part in and contribute to the wider community were key to generating a sense of increased citizenship.
“It’s given me routine, motivation and a sense of belonging.”
Progressions into volunteering, education, or work
Asked whether they had made any significant progressions in the last year 58% of those assessed stated they had made a primary progression into paid employment (7%), education (18%), volunteering (18%), or increased community activity (15%). 95% assessed felt that engagement had made them feel more employable, and 100% felt that ongoing engagement would be beneficial to their wellbeing and personal development.
“I need to put this on my CV, it has helped me.”
Partnerships and System Impact
Pioneer’s impact is not just confined to the individuals it supports but also to the organisations it works with and the wider community, health, and skills development environments it works within. The support Pioneer provides to Craven Communities Together to administer the Compass in Craven E-hub currently benefits 146 organisations by providing a shared database of local services alongside multi-agency referral, client record management, and project management functionalities. The Mental Health & Wellbeing Hub Network supports better collaborative working with over 10 organisations across the VCS, health, and social care sectors.
There is also the key partnership with fellow creative community arts and wellbeing organisation Orb Community Arts with whom Pioneer continues to share a Strategic Director. This mutually beneficial relationship supports both organisations to develop a more effective, shared approach to the use of creativity in building individual health and skills, and community cohesion and resilience. The combined work of Pioneer Projects and Orb Community Arts is seeing both exert greater influence, with primary care, secondary care, and the local authority all starting to take creative engagement more seriously. This is leading to increased cross sector partnership work, increased investment into Pioneer Projects, and increased investment into the communities we support.
Staffing
The last year has seen some flux within the staff team, but the trend remains one of growth to meet increasing demand. The introduction of two Keyworker posts, one for North Craven (based in Bentham) and one for South Craven (based in Skipton), is set to be extended in the 2022-23 year with an additional Keyworker providing support at
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a range of new partner organisations and venues, and with an additional LGBTQ+ outreach role. The additional Apprenticeship role introduced in 2021-22 added useful additional capacity, but has now been deleted, and is to be replaced by a permanent Administrator role, in the light of identified organisational need. There will also be a new role of Creative & Wellbeing Facilitator introduced to develop consistent and connected delivery under the guidance of the Creative & Wellbeing Projects Manager and working alongside the existing team of sessional creative staff. The end of this financial year saw the resignation of the existing Creative & Wellbeing Projects Manager who is moving on to a role with a national charity. At the time of writing a new manager, Grace Knill, is in place and bringing a renewed creative focus to the organisation, with wide experience in creativity, wellbeing, and youth work.
Promotion of Services
Pioneer continues to use a variety of means to promote its services, including its website, social media channels, the Compass in Craven E-hub, regular newsletters, articles in the local press and by maintaining excellent links with a range of statutory and community partners who disseminate information on our behalf. We also provide a range of printed promotional materials by which we promote our services. Plans to develop a more impactful promotional strategy that better reflects our developing service offer and a new fit for purpose website are progressing and will be actioned in the 2022-23 financial year.
Future Plans
Pioneer has now recovered from the impact of the pandemic and the crisis response to service delivery and development that this engendered. A new five-year Strategy & Business Plan is nearing completion, and clearly sets out a renewed vision of harnessing the power of creativity to improve individual mental health and wellbeing, empower people to fulfil their potential, and build more inclusive, capable, resilient, and connected communities.
Future work will involve:
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building three core creative programmes of work around Community Arts, Mental Health, and Dementia, supported by person centred keyworker support to aid engagement, development, and progression
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work that is increasingly all age, with a renewed focus on developing services for children and young people
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more training opportunities provided, both internally for participants and staff that want to develop skills around creativity and creative engagement, but also for other organisations wanting to develop their staff in these fields
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embracing Pioneer’s role as both a local and district organisation, playing a crucial community function from its base in Bentham, but also providing unique services and support across the whole of Craven
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brokering and leading the cross-sector partnerships and collaboration that an under resourced rural area like Craven needs to thrive
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working increasingly across district boundaries alongside Orb Community Arts to expand creative opportunities for local people and communities
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- ensuring that creativity, and creative approaches, are recognised and adopted as effective ways of addressing individual and community need by funders and commissioners of services at all levels, in both health, skills, and culture
After the disruption of the pandemic, Pioneer Projects is now well placed to grow and meet the growing demands of the people and communities it supports, and to become a beacon of best practice in how creativity can drive and maximize individual and community potential.
Leon Fijalkowski Strategic Director January 2023
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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:
- examine the accounts under section 145 of the Charities Act,
· 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
- 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 19th December 2022
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Pioneer Projects (Celebratory Arts) Limited Statement of Financial Activities for the year ended 31st August 2022
Unrestricted Funds Restricted Funds Total Funds Note 2022 2022 2022 £ £ £ Incoming Resources From generated funds: Donations and gifts 2.1 2,862 - 2,862 Activities for generating funds 2.2 12,725 - 12,725 Investment income - - - 15,587 - 15,587 Grants 2.3 - 133,692 133,692 Incoming resources from charitable activities 2.4 1,459 24,619 26,078 Other incoming resources 2.5 1,506 - 1,506 Total incoming resources 18,552 158,311 176,862 Resources Expended Investment costs 67 - 67 Charitable activities 3.1 21,313 205,121 226,434 Governance costs 3.2 480 - 480 Total Resources Expended 21,860 205,121 226,981 Net incoming/(outgoing) resources before transfers (3,308) (46,810) (50,118) Gross transfers between funds (19,699) 19,699 - (23,008) (27,111) (50,118) Other recognised gains/(losses) 2.6 247,042 - 247,042 Net movement in funds 224,035 (27,111) 196,924 Net income/(expenditure) for the year 224,035 (27,111) 196,924 Total funds brought forward 112,703 270,278 382,982 Total funds carried forward 336,738 243,168 579,906 Net incoming/(outgoing) resources before other recognised gains/(losses) |
Total Funds 2021 £ 2,387 100 - 2,487 190,759 24,091 8,785 226,123 - 179,718 480 180,198 45,925 - 45,925 - 45,925 45,925 337,057 382,982 |
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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 2022
| 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 |
2022 £ 454,043 123,714 3,086 126,800 (937) (937) 125,863 579,906 579,906 336,738 243,168 579,906 |
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 |
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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 2022
| 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 |
2022 £ (115,241) (2,094) - (2,094) (117,335) 241,049 123,714 123,714 |
2021 £ 121,094 (2,471) - (2,471) 118,623 122,426 241,049 241,049 |
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Pioneer Projects (Celebratory Arts) Limited Notes to the accounts for the year ended 31st August 2022
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:
- Freehold buildings 2% straight line (up to 2021) - 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 2022 2022 2022 £ £ £ 2.1 Donations and gifts 2,862 - 2,862 2.2 Activities for Generating Funds, including NYCC individual service contracts Friday Art Group - - - Memory Loss Groups 7,481 - 7,481 Community Art Shed 263 - 263 Payments activities 4,981 - 4,981 12,725 - 12,725 2.3 Grants Baring Foundation - - - Coop Community Fund - - - Craven Communities Together (compass) - 32,599 32,599 Craven Communities Together Small Grant (Settle) - 1,000 1,000 Craven District Council Small Business Grant Covid - - - Dept Health & Social Care Infection Control Fund (via NYCC) - - - - - Igen Trust - - - National Lottery Comm Fd-Reaching Communities - 48,028 48,028 NYCC Get Going Grant - 740 740 NYCC Stronger Communities - Create & Chat - 1,000 1,000 NYCC Stronger Communities/IBEX Compass - 8,360 8,360 NYCC Stronger Communities - Suicide Prevention - 4,500 4,500 Mind - Coronavirus Mental Health Response Fund - - - The Tudor Trust - 32,000 32,000 - 1,000 1,000 - - - - 4,465 4,465 - 133,692 133,692 2.4 Other Incoming resources from charitable activities - 18,983 18,983 - 2,109 2,109 NYCC Library Service Level Agreement - 3,527 3,527 Room hire 1,459 - 1,459 1,459 24,619 26,078 2.5 Other incoming resources Other income (commission, fees, training) 394 - 394 OffGem RHI periodic payments 1,112 - 1,112 1,506 - 1,506 2.6 Other recognised gains Revaluation of property 247,042 - 247,042 247,042 - 247,042 Investment Income Bank Interest - - - - - - Total Incoming Resources 265,594 158,311 423,905 Better Connect (Your Consortium) DWP Kickstart Two Ridings Community Foundation Arqiva West Yorkshire & Harrogate Health & Care Ptnship European Social Fund/Humber Learning Consortium NYCC Health & Adult Services Community Mental Health Contract NYCC HAS ISCs |
Total Funds 2021 £ 2,387 - 100 - 1,798 1,898 8,000 2,004 - - 18,636 17,738 11,137 28,632 46,497 - - - 3,750 20,000 27,000 - 500 6,865 190,759 18,983 - 3,310 - 22,293 7,733 1,052 8,785 - - - - 226,123 |
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| 3. Resources Expended Investment costs Bank charges and interest 3.1 Charitable Activities Wages, salaries and pensions Payroll charges 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 2022 2022 2022 £ £ £ 67 - 67 67 - 67 - 113,101 113,101 - 179 179 - 23,460 23,460 - 7,747 7,747 - 218 218 930 5,939 6,869 129 1,401 1,530 110 198 308 - - - 2,154 400 2,554 324 2,630 2,954 379 2,770 3,149 35 1,094 1,129 10,965 34,854 45,819 390 15 405 1,048 3,319 4,367 704 394 1,098 1,374 1,835 3,208 102 4,474 4,576 400 1,017 1,417 351 - 351 - 78 78 1,918 - 1,918 21,313 205,121 226,434 480 - 480 480 - 480 21,860 205,121 226,981 |
Total Funds 2021 £ - - 84,799 168 19,334 550 111 4,053 1,941 340 9,000 1,319 3,318 2,839 749 35,354 184 2,549 23 1,636 1,788 85 1,180 - 8,398 179,718 480 480 180,198 |
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4. Tangible fixed assets and depreciation.
| Cost Balance b/fwd Property revaluation reserve Additions As at 31st August 2022 Depreciation Balance b/fwd Charge for the year As at 31st August 2022 Net book value As at 31st August 2021 As at 31st August 2022 |
Buildings £ 428,340 247,042 - 675,382 225,382 - 225,382 202,958 450,000 |
Computer Equipment £ 11,419 - 1,800 13,219 9,214 1,322 10,535 2,205 2,683 |
Fixtures, fittings and equipment £ 30,848 - 294 31,141 29,185 597 29,782 1,662 1,359 |
Total £ 470,606 247,042 2,094 719,742 263,781 1,918 265,699 206,825 454,043 |
|---|---|---|---|---|
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.
A further professional revaluation was carried out in January 2022 giving a market value of £450,000; the uplift in value is shown in the revaluation reserve. No further depreciation was applied.
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* |
2022 £ 80 - - 3,006 3,086 2022 £ 480 457 - - 937 |
2021 £ 1,223 - - 4,237 5,460 2021 £ 480 337 50 69,484 70,352 |
|---|---|---|
- 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 |
2022 £ 110,123 745 2,232 113,101 3 2 5 |
2021 £ 81,821 745 2,232 84,799 3 2 5 |
|---|---|---|
No employees received remuneration in excess of £60,000
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8. Analysis of funds
8.1 Funds held.
| 8.1 Funds held. | ||
|---|---|---|
| Fund name | Type | Purpose and restrictions |
| Building Development Fund | Restricted | property value included within tangible fixed assets |
| Bradford District Care Trust Crisis Alternative Support Fund | Restricted | Craven Mental Health Framework Safe Spaces |
| 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 |
| Coop Community Fund | Restricted | Creative Community Hub, Bentham |
| Craven Communities Together (compass) | Restricted | Compass in Craven eHub staff costs |
| Craven Communities Together Small Grant (Settle) | Restricted | Creative Craven sessions, Settle |
| Craven District Council Small Business Grant Covid | Unrestricted | Small Business Grant Covid |
| Craven DC WW1/Moving Museums Project | Restricted | Delivery of creative projects in partnership with Craven Museum & Gallery |
| Dept Health & Social Care Infection Control Fund (via NYCC) | Restricted | Covid grant |
| European Social Fund/Humber Learning Consortium | Restricted | Community learning courses & progression to employment |
| 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 - Reaching Communities | Restricted | Creative & Wellbeing Community Hub sessions, staff & overheads |
| NYCC Get Going Grant | Restricted | Lego Club for 6-11 years, Bentham |
| NYCC Health & Adult Services Community Mental Health Contract | Restricted | Community mental health support, Craven |
| NYCC Health & Adult Services Individual Service Contracts | Restricted | Day time activities and support |
| NYCC Library Service Level Agreement | Restricted | Bentham Community Library |
| NYCC Stronger Communities - Create & Chat | Restricted | Social & Creative group for women, Skipton |
| NYCC Stronger Communities/IBEX Compass | Restricted | Compass e-hub development in Craven |
| NYCC Stronger Communities - Suicide Prevention | Restricted | Groups for improving mental health & reducing suicide prevention |
| Mind - Coronavirus Mental Health Response Fund | Restricted | Remote mental health groups, tel support & management costs |
| The Tudor Trust | Restricted | Core staff costs |
| Two Ridings Community Foundation Arqiva | Restricted | Core staff costs |
| Better Connect (was Your Consortium) DWP Kickstart | Restricted | Dept. Work & Pensions Kickstart Apprenticeship Scheme 2 x 6 months |
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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 Coop Community Fund Craven Communities Together (compass) Craven Communities Together Small Grant (Settle) Craven DC WW1/Moving Museums Project Dept Health & Social Care Infection Control Fd European Social Fund/Humber Learning Consortium Garfield Weston Foundation Igen Trust Postcode Community Trust National Lottery Comm Fd-Reaching Communities NYCC Get Going Grant NYCC Library Service Level Agreement NYCC Stronger Communities - Create & Chat NYCC Stronger Communities/IBEX Compass NYCC Stronger Communities - Suicide Prevention Mind - Coronavirus Mental Health Response Fund The Tudor Trust Two Ridings Community Foundation Arqiva Better Connect (Your Consortium) DWP Kickstart Total Funds Bradford District Care Trust Crisis Alternative Support Fund NYCC Health & Adult Services Community Mental Health Contract NYCC Health & Adult Services Individual Service Contracts |
Balance b/fwd Incoming resources Outgoing resources Transfers Balance c/fwd 94,067 265,594 18,582 (8,259) 332,820 18,636 - 3,278 (11,440) 3,918 112,703 265,594 21,860 (19,699) 336,738 175,988 - - - 175,988 - - 555 - (555) 3,932 - 4,001 69 - (276) - - 276 - (185) - - 185 - (120) - - 120 - - 32,599 17,488 - 15,111 - 1,000 1,000 - - (120) - 386 505 - - - 16,258 17,738 1,480 (331) - 92 423 - (1,021) - - 1,021 - 26,939 - 26,939 - - 439 - - (439) - 28,033 48,028 56,798 - 19,264 - 740 500 - 240 6,423 18,983 20,641 - 4,765 - 2,109 - - 2,109 2,094 3,527 4,397 - 1,224 - 1,000 1,000 - - (216) 8,360 8,360 216 - 3,586 4,500 8,086 - - 250 - 294 44 - 25,660 32,000 34,118 - 23,543 - 1,000 1,000 - - (799) 4,465 3,209 (458) - 270,278 158,311 205,121 19,699.44 243,168 382,982 423,905 226,981 - 579,906 |
|---|---|
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9. Net assets between funds
| Fixed assets Current assets Current liabilities |
Unrestricted Funds Restricted Funds Total Funds 2022 2022 2022 £ £ £ 278,054 175,988 454,043 59,620 67,180 126,800 (937) - (937) 336,738 243,168 579,906 |
|---|---|
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 £454,053 above.
The unrestricted funds in the Balance Sheet amounted to £342,747 being fixed assets of £278,055 and liquid reserves of £64,693. From the liquid reserves of £64,693 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 Revaluation of property 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 £ 13,683 £ 58,683 £ 2022 £ 196,924 1,918 (247,042) 2,374 (69,415) - (115,241) |
2021 £ 45,925 8,398 - (2,817) 69,588 - 121,094 |
|---|---|---|
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