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 2024
Pioneer Projects (Celebratory Arts) Limited
Trustees
Richard Pattinson (Chair) Dr Jane Burnett (resigned 26th February 2024) Louise Colley Danielle Daglan (resigned 11th September 2023) Caitlin Greenwood (appointed 4th March 2024) Michelle Hodgson (Treasurer) John Howard Matthew (resigned 4th December 2023) Elizabeth Ryan (appointed 3rd June 2024) John Smithson (appointed 26th February 2024)
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 | |
|---|---|
| Chief Executive Officer's Report | 4 |
| Trustees' Report | 13 |
| Independent Examiner's Report | 17 |
| Statement of Financial Activities | 18 |
| Balance Sheet | 19 |
| Notes to the Financial Statements | 20 |
Chief Executive Officer’s Report– Year Ended 31 August 2024
Introduction
Pioneer Projects started the 2023-2024 Financial Year in a confident position, with a new five-year Strategy & Business Plan, and a clear Vision and Mission in place, to empower people and communities in Craven to be well and fulfil their potential through the transformative power of creative engagement. Embracing a commitment to delivering impactful community arts, mental health, and dementia services, alongside a community support offer in Bentham, and a systems development offer in Craven, this offer was made possible by a broad range of contracts and grants from funders and commissioners in health, skills, social care, and the arts. Consequently, Pioneer has once again been able to provide support that has made measurable differences to the lives of those it supports, particularly some of our communities’ most vulnerable and marginalised residents.
2023-2024 has seen our five-year National Lottery funded ‘Creative Wellbeing Community’ and one-off Igen Creative Bridges to Wellbeing projects, underpin an inspiring programme of inclusive community arts, supporting Bentham and the surrounding settlements of North Craven, to use creativity as a driver not just for individual wellbeing, but also for all-age community inclusion, and as a tool with which to connect with, share with, and learn from communities further afield. The learning from this programme continues to influence and enrich the delivery of all our other programmes of work and is very much driving our organisational development.
Our ongoing work with North Yorkshire Council Health & Adult Services, Bradford District Care Trust Community Mental Health teams, and the WACA and Modality Primary Care Networks, saw us into the second year of developing the Craven Mental Health & Wellbeing Hubs network, a partnership approach to bringing mental health support into the heart of communities through collaboration with both local community organisations, statutory and VCS mental health specialist service providers.
Though struggling for funding, and with service delivery temporarily restricted to North Craven, our Dementia programme still provided crucial support helping people living with their dementia to stay active, connected to their community, and lead more meaningful lives. Conversations with key funders suggest that this work will be funded more effectively and sustainably in the coming years giving us confidence for the future.
Our community support offer in Bentham continues to see Pioneer at the heart of the local community, not just providing a wealth of creative engagement opportunities for all, but also hosting the local community library, and Barclay’s Bank, the last financial service in town.
And at a Craven level, our work supporting the cross sector Craven Communities Together partnership to support over 150 organisations to access and use the Compass in Craven E-Hub, not to mention our support and management of local partners in the Craven Mental Health & Wellbeing Hubs network, has seen us develop as a key system partner supporting better health and life opportunities for residents across the area.
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And Pioneer are not standing still. Our Strategy identifies areas where we need and want to develop, and consequently the year has seen key work developing more creative opportunities for young people, with additional work promoting youth voice, and a focus on neurodiversity. It has also seen the introduction of a part-time LGBTQIA Mental Health Outreach Worker, for the first time reaching out to these communities across Craven, listening to their unique needs around mental health, and trying to support the development of more inclusive, and targeted services to meet them. And not least, in partnership with sister organisation Orb Community Arts in Knaresborough, we wrote a county wide feasibility study for North Yorkshire Council exploring the potential of Creative Health Partnerships in North Yorkshire. This has been well received by the local authority, and its recommendations have been worked into the new Cultural Strategy for North Yorkshire. Though a relatively new term, ‘creative health’ is the bread and butter of what Pioneer Projects have been delivering for decades but, rather than being an outlier, it now feels that our approach is gaining mainstream recognition at local, regional, and national levels. This augers well for the organisation over the next few years, and our aspiration is to position ourselves at the forefront of creative health partnership delivery, further benefitting the communities of Craven we support, and ensuring that the impact of our work is shared across the whole region.
Consequently, the value of our work is gaining recognition, not just amongst those who benefit from our support, those who work in partnership with us, and those who fund our work, but also in the wider world. This year saw Pioneer and Orb championed by Clare Granger, the High Sheriff of North Yorkshire (and a professional artist with an interest in mental health) who presented Pioneer with a community award and visited our groups in Bentham twice. It also saw our shared Strategic Director invited to a Royal Garden Party at Buckingham Palace to celebrate the impact of our creative health work on people and communities. What Pioneer does matters, and everyone involved, including our participants, volunteers, staff, trustees, and community members has a right to feel proud.
Finance
2023-2024 was a solid year financially with all planned services delivered, our year end showing a full Operational and Building Reserve of £50,000, and £43,345 in Funds for Activities Carried Forward (although the Board’s intention is for the Reserves position to rise to £55,000 by the end of 2024-2025 to reflect increasing costs). This was in spite an in-year deficit of £48,763, reflecting income of £283,747 against expenditure of £332,510. This deficit was more than made up for in Funds for Activities Brought Forward from 2022-2023 of £93,692, highlighting a strong fundraising end to the previous year, allowing us to set a budget appropriate to organisational need. This budget did see a rise in expenditure from £294, 262 to £332,510, an increase of £38,248, principally representing the cost of a larger staff team.
The solid financial position at the end of 2023-2024, including ongoing, multi-year funding from North Yorkshire Council, Bradford District Care Trust, The West Yorkshire Integrated Care Board, and The National Lottery, and strong emerging opportunities with funders including Igen, give the Trustees confidence that the organisation will be able to deliver on budgeted services in 2024-2025 at a cost of around £345,500.
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Support Provided
Our support and services continued to focus on the delivery of group based creative activities that promoted inclusion, increased skills, and improved wellbeing, alongside keyworker interventions that supported engagement, wellbeing assessment, goal setting, onward referral to other appropriate services, and personal progression. It was delivered across three main areas, including a Community Arts programme , a Mental Health programme, and a Dementia programme, with 841 group sessions provided in total (up 67 or 9% on the previous year’s 774) and 8,477 episodes of individual support (up 602 or 8% on the previous year’s 7,875).
The Community Arts Programme continued to grow, inspired by both the new Strategy & Business Plan, and the findings of the Creative Health Partnerships in North Yorkshire feasibility study produced by the organisation. With both the National Lottery funded Creative Wellbeing Community project (in its third year) and the Igen funded Creative Bridges to Wellbeing project (in partnership with Orb Community Arts Knaresborough) forming the core of this work, the Creative & Wellbeing Projects Manager oversaw a much more focused approach to creative engagement, embracing themes such as Pathways, Exploration, Reflections, and Pride. These were used as a tool to inspire creative responses from individuals in a range of groups across delivery in locations in Craven and beyond and supported the development of creative links and conversations between artistic disciplines, groups, communities. This in turn led to the ability to develop shared Spring, Summer and Winter Celebration Events, exhibitions and performances that contributed to increased community cohesion and wellbeing. The apogee of this approach came with a 6-week public exhibition ‘A Year: Creativity & Connection’ at Skipton Town Hall Museum and Gallery, showcasing the work of all of Pioneer Project’s creative groups and also our partnership work with Orb Community Arts. As well as being a source of immense pride for Pioneer’s participants and artists, the exhibition was seen by over 10,000 people, garnered enthusiastic reviews in the comments book, and contributed to the Museum and Gallery being nominated for a national award celebrating its commitment to working in and with communities. Another key development saw the delivery of a youth focused Creative Sound Workshops group in Bentham, that led participants to create a sonic Heritage Trail around the town, accessible via an online App, featuring their sounds and stories exploring environmental and futuristic themes. The year also saw increasing delivery in ‘green locations’ with developing partnership work that saw both participants from Pioneer Projects and Orb Community Arts work with staff from the Yorkshire Dales National Park, on a series of ‘green social prescribing’ Wednesday Wanders, incorporating creative activities across the Dales. Much of this work was made possible by the development of a larger team, incorporating a permanent Creative Facilitator, and a wider group of sessional artists, including delivery by musicians, composers, and sound artists contracted in to add additional skills, and so helping widen learning and opportunities for all involved.
The Mental Health Programme also continued to grow with the Pioneer Projects led Craven Mental Health & Wellbeing Hubs Network developing to meet the needs of people experiencing all levels of mental ill-health across the whole district. This continued to be delivered in collaboration with a range of Community partners including The Place in Settle, Grassington Hub, Glusburn Institute, Skipton Step into Action, St. Andrew’s Church Hall Skipton, Broughton Road Community Centre Skipton, Greatwood & Horseclose Community Centre, Skipton, and the Town Hall
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Museum & Gallery Skipton. These local partners typically offered Wellbeing Café support including food, activities, and an inclusive welcome, complimented by Pioneer Projects delivering wellbeing focused creative sessions and keyworker support, and specialist mental health providers such as Mind or Bradford District Care Trust, providing in-reach support (such as confidence/skills building sessions and peer-to-peer support groups). Pioneer continued to broker partnership delivery in all these partner locations, and managed referral pathways between them and primary, secondary, local authority, and VCS partners.
Particular focus was given to developing confidence and capacity within (often volunteer led) community partner staff teams, with the roll out of training in areas such as mental health awareness, the development of a regular partnership newsletter, and quarterly partnership support meetings. The hubs also benefitted from being part of the Bradford District Care Trust Safe Spaces Alternatives to Crisis network, offering people at risk of going into crisis a safe and supportive local offer, alongside same day referral into specialist crisis support services. Though these specialist services unfortunately remain based in Keighley and Bradford, Pioneer are still able to provide access to them via paid for taxis.
The hub network remains an innovative approach to providing multi-layered and flexible mental health support in rural areas where services have been traditionally lacking or non-existent and is made possible by Pioneer’s ability to bring together multiple funding streams from health and the local authority to make a service viable and sustainable when distance, sparsity of population, and cuts to individual funding streams make stand-alone services unviable.
The year also saw the recruitment of an LGBTQIA Mental Health Outreach worker, with a remit of reaching out to these communities in the context of the hub network, to gauge their unique needs with regards to mental health support, identify gaps, and promote the development of more LGBTQIA appropriate services and support at both local and district level. The worker made a series of visits to hub locations to listen to participants, developed an LGBTQIA mental health questionnaire available both physically and online, and drafted a report and recommendations, which at time of writing has just been released.
The year also saw the re-engagement of Pioneer Project with Better Connect, the VCS Skills partnership organisation based in Knaresborough that formerly managed skills funding from the European Social Fund and is now managing its replacement in the UK Shared Prosperity Fund channelled through local authorities. This included participation in the North Yorkshire wide Rise2Thrive programme, through which our keyworkers were able to provide employment and education progression support to people accessing hub support, and the Multiply programme, which offered the same cohort interventions around practical numeracy.
Unfortunately, the Dementia Programme , continued to struggle. Of the three main dementia focused Making Connections groups, the Skipton group remained suspended, with delivery continuing only in Settle and Bentham. These were funded largely out of unrestricted reserves, as repeated bids for dementia support have failed, and the local authority, despite persistent chasing and a position which claims that there is a need for and lack of dementia support in Craven, have ceased to make funded or unfunded referrals into our provision. This has created real difficulties in maintaining a service which continues to garner very positive feedback from those supported and their carers. Talks with the Igen Trust, have however
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successfully led to securing three years of funding to support and develop the dementia programme, making this free to access (in line with our other provision), allowing us to widen access to people at earlier stages of memory loss rather than after a formal diagnosis of dementia, and work more closely with Social Prescribers in Primary Care who are more able and likely to refer patients into our support. This means that we will be able to develop a more impactful and sustainable service in the years to come and re-introduce our support in Skipton. In the meantime, despite the challenges, great work was still delivered, including the ‘Red Threads’ project, done with participants in collaboration with the Friends of the Settle to Carlisle Railway, and based on creative responses to day trips along the line, with their work being exhibited as part of the ‘A Year: Creativity & Connection’ exhibition in Skipton. There was also a Winter Celebration held at Settle Victoria Hall at which many of our participants from the Making Connections groups, and people living with dementia and their carers who access other groups playing a key part in the day’s artistic and singing endeavours.
In addition to this core service delivery, Pioneer also functioned as a vital community resource for the rurally isolated town of Bentham. This included hosting and supporting the running of Bentham Community Library, housing the last remaining local banking service, and supporting a range of local volunteer led community groups and activities.
Numbers Supported
In 2023-2024 Pioneer provided 8,477 episodes of support (including attendance at group sessions and 1-1 interventions), an increase of 8% on the preceding year, which itself had been a 15% increase on the year before that. This support reached 966 unique individuals, an increase of 14% on the preceding year which itself had been a 27% increase on the year before that. The average amount of times each individual accessed services remained consistent at 9. Looking back to statistics from before Covid, Pioneer were delivering 4,785 episodes of support, to 458 individuals which highlights that in less than five years, Pioneer is supporting in excess of 100% more people with a 77% increase in the amount of support provided. Given the impact of Covid, and the on-going cost of living crisis, the growing need is not necessarily a surprise, but the Trustees are reassured that Pioneer continues to do what it can to expand its services to meet this need.
Impact
Pioneer continues to support participants along a well-developed ‘service user journey’ with a related outcomes framework and feedback process that allows us to clearly gauge the impact of delivery. 1-1 assessment and review from a named keyworker, supports participants to assess and review their wellbeing, co-design their engagement, set personal goals, and measure progress towards these. This has the advantage of both highlighting the impact of engagement to the individual in a relevant and empowering way, whilst providing aggregated data that highlights the impact of the whole service.
Data from the last year continues to show that Pioneer’s support is critical in maintaining people’s mental health and wellbeing, developing skills and confidence, promoting inclusion and a sense of citizenship, and leading to significant progressions into meaningful destinations including volunteering, further education,
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and paid work for some of the most vulnerable and marginalised members of our communities.
Increases in mental health and wellbeing
Mental health and wellbeing are measured using a combination of the Shorter Warwick Edinburgh Mental Wellbeing Scale (SWEMWBS) and graded questionnaires.
During the last year 77% (up from 72% in the previous year) of those assessed showed improved or maintained mental health as measured using SWEMWBS. Furthermore, the number of those responding by graded question as to whether they felt engagement had been ‘beneficial in maintaining or improving wellbeing’ remained at 100%) with 71% grading this impact as ‘very much’ (the highest level).
“(Coming to Pioneer) has provided me with the emotional support I needed to improve my wellbeing.”
“It’s my lifeline and I would be lost without it. I value the stability and continuity Pioneer provide.”
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 allows 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.
90% assessed showed progress towards these goals, marginally down on last year’s figure of 93%.
“I’ve regained my confidence in everything I do.”
“Taking part in Mindful Activity Sessions has helped me socialise and improved my mental health.”
Increases in social inclusion
In graded questionnaires about the impact of engagement, 100% reported increased social inclusion as a result of attending Pioneer’s sessions. This was up from 95% last year.
“(Pioneer) has helped me build my confidence and increased my socialising skills”
“It has helped me feel less isolated and broadened what I’m able to do.”
Increased Citizenship
In graded questionnaires about the impact of engagement on feelings of increased citizenship 100% felt they were ‘giving something back’ (up from 98% last year’. Of
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these - 67% stated that this was ‘very much’, the highest score in the graded questionnaire.
“Doing things with others helped me realise we are not alone. We support each other”
“(Pioneer) is helping motivate me to get back to volunteering”
Progressions into volunteering, education, or work
Asked whether they had made any significant progressions in the last year 48% of those assessed stated they had made a primary progression: 5% into paid employment, 14% into education, and 29% into volunteering. 95% assessed felt that engagement had made them feel more employable, and 100% felt that ongoing engagement would be beneficial to their confidence and personal development.
“I want to find work, and my keyworker is helping me to achieve this.”
Partnerships and System Impact
Once again, Pioneer’s work continues to have a beneficial impact for the organisations it works with and the wider health, skills development, cultural, and community environments it which it operates.
The most significant achievement in this area in the last year was the continued development of the Craven Mental Health & Wellbeing Hubs Network and the positioning of Pioneer as the lead VCS partner for Community Mental Health Transformation for the Integrated Care Board and Local Authority. This is seeing Pioneer manage a three-tier community mental health service for the whole district, incorporating seven local organisations that provide reach into a range of local communities (including rurally isolated, economically deprived, south Asian, female, and LGBTQ+ communities), a consistent district wide referral, keyworker, creative delivery, and partnership management offer from Pioneer, and in-reach support from specialist mental health providers including the Bradford District and Craven Care Trust Community Mental Health Teams, Mind in Bradford & Craven, and the Cellar Trust. It also functions as a referral pathway into specialist mental health services and same day mental health crisis support.
Pioneer also continues to support the local cross sector health partnership Craven Communities Together to administer the Compass in Craven E-hub which currently benefits 192 organisations (an increase of 30 on the previous year), who have a higher local profile and improved interconnectivity as a result.
Pioneer’s ongoing partnership with Orb Community Arts also continues to grow, with previous work aligning service delivery, staffing, outcomes measurement, finances, and strategy now allowing both organisations to positively impact creative, health, and community priorities at a system level. A combination of aligned Strategies and the shared work on the Creative Health Partnerships feasibility study for North Yorkshire Council has now established Pioneer as the potential leader of Creative
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Health partnership work in Craven and further afield, with an agreement for funding and development work with both NYC’s Culture and Archives Department and key local cultural partners such as The Museum of North Craven Life set to be funded in the coming year.
Staffing
The year saw the newly expanded staff team start to bed in, but not without some teething problems. This included significant turnover within the Keyworker team with two leaving in quick succession, and with one of the two new replacements, though excellent in the role, leaving within the year due to relocation. All three posts are however now filled, and the Keyworker team is feeling stable and with a good mix of skills. Increasing delivery, with much of it across a very wide geography is still putting a significant amount of strain on capacity, and there remains a need for further staffing increases, particularly within the Creative Facilitator Team. During 20232024, this was mainly resourced by sessional staff and one part-time permanent position, however it has been identified that, to develop consistent delivery, across a large geography, and with a mix of creative disciplines, this will require at least 3 part-time permanent roles. Subject to funding this revised staffing model is now being implemented.
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. With a commitment to ‘telling our story’ better increasing our visibility, and celebrating our impact, we have also secured a grant from the Tudor Trust which has been invested in developing a new fit-for-purpose website, which at time of writing has just been launched.
Future Plans
In the wake of our new five-year Strategy & Business Plan, with our approach to developing cross sector Community Mental Health partnerships, and with our Creative Health Partnerships in North Yorkshire feasibility study effecting real change at local authority level in terms of health and culture, it feels like Pioneer Projects is poised to take another important step in its development.
We will continue to develop services under five distinct programme areas:
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A Community Arts Programme (Craven)
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A Mental Health Programme (Craven)
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A Dementia Programme (Craven)
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Community Support Offer (Bentham)
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Sector Development and Partnerships (Craven)
And over the next year, particular attention will be given to developing:
- Our own Creative Health training offer in partnership with Orb Community Arts that can be offered to a range of cultural, community, and health partners
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A Craven based Creative Health partnership, including North Yorkshire Council’s Culture & Archives Teams, and key local cultural partners including the Museum of North Craven Life, Skipton Town Hall Museum & Gallery, and the Yorkshire Dales National Park, able to deliver impactful collaborative creative health programmes
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Work that takes advantage of the opportunities presented by the Bradford 2025 City of Culture year, and the commitment of the West Yorkshire Combined Authority and Integrated Care Boards commitment to developing a Creative Health system
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Influence over the development of a Creative Health system in North Yorkshire through working closely with North Yorkshire Council’s Culture & Archives, Localities, and Public Health departments
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A more sustainable and streamlined Craven Mental Health & Wellbeing Hubs network funded via baseline NHS funding and a renewed North Yorkshire Council Mental Ill-health prevention contract
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A new, reinvigorated Dementia/Memory Loss support programme, that has Craven wide coverage, is easier to access, and free at point of delivery
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A larger Creative Facilitator Team, with skills encompassing multiple creative disciplines, and able to promote and develop our approach to creative health with partner organisations
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New work to support Young People, particularly those with a dual diagnosis of mental ill-health and neurodiversity, to engage in creative health activities
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Work to promote stronger Youth Voice
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Increased support to participants wanting to progress into volunteering, education, or work
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Support to people identifying as LGBTQ+ to access services
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Support to marginalised communities to access services (i.e., farmers or travellers)
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Continuous Professional Development opportunities for staff, partner organisations, and networks
As such, Pioneer Projects remains clearly focused on its vision of a world where all people can embrace creativity as a means of improving their mental health and wellbeing, fulfilling their potential, and participating in inclusive, connected, and celebratory communities.
Leon Fijalkowski
Chief Executive Officer (formerly Strategic Director)
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Chair’s Report - Year Ended 31 August 2024
Although Covid seems to have finally abated we still have a number of viruses and infections circulating throughout the country. Together with continued cost of living pressures and growing international tensions, it is unsurprising that the need for our services continues to grow in line with the additional strain this places on people’s mental health. Our mission is to engage people in Bentham, Craven and beyond, especially the most marginalised, in creative learning and celebratory activities that help to keep them well and contribute towards a more inclusive, capable, vibrant and inclusive community. We deliver a wide range of community arts, mental health, dementia, and community support programmes and, as the only specialist creative health organisation in Craven, we continue to develop and lead partnerships with a wide range of locally based cultural, health and community organisations. We also provide training packages based on creative health approaches to working with vulnerable people including those experiencing mental ill-health or living with dementia.
Our productive and meaningful partnership with Orb Community Arts, based in Knaresborough, continues to flourish. This strong relationship benefits both organisations by highlighting best practice, developing new skills and delivering joint projects whilst retaining their individual profiles. Leon Fijalkowski divides his time as Strategic Director/CEO of both Pioneer and Orb and this arrangement is hugely beneficial to both groups,
The work we do and services we provide at Pioneer Projects are increasingly being recognised and we had the great honour of being presented with a Community Award by Clare Granger, High Sheriff of North Yorkshire, ‘ In recognition of great and valuable services to the community ’ during one of her two visits to the Looking Well in Bentham. The award also ‘ recognises the appreciation of the residents of North Yorkshire for activity and contribution in enhancing the life of the community ’ . Pioneer and Orb were further recognised when Leon represented us at a Buckingham Palace Garden Party.
Our Five-Year Plan recognises the continuing challenges faced by today’s society and contains five central themes around which our services are developed and delivered. They are: -
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A Community Arts Programme
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A Mental Health Programme
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A Dementia Programme
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Community Support Offer
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Sector Development and Partnerships
Our finances remain strong and include a £50,000 Operational and Building Reserve which we intend to increase by an additional £5,000 in the 2024-25 financial year to reflect ongoing rising costs. We believe this to be a prudent and sustainable Reserve. We are enormously grateful for all the funds we receive, and the quality of our services are underscored by the number of multi-year grants made to us details
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of which are highlighted in the Strategic Directors Report and the Financial Statements.
In terms of overall staff numbers, the period covered in this report has been one of settling in to deliver our ambitious programme. Looking forward we would like to slowly build the team to meet an increasing demand for our services. I would like to thank all our staff, sessional artists, volunteers and supporters for continuing to deliver such a rich and varied range of award-winning services. Our many volunteers have supported our work in our Making Connections Dementia Groups, Bentham Community Library and Women’s Walks for Health. A number of Short-term projects have been delivered including the Digital Arts Trail with young people and through Green Social Prescribing with the Yorkshire Dales National Park which saw participants from both Pioneer Projects and Orb Community Arts visiting Grimwith Reservoir, Aysgarth and Malham.
The Board of Trustee’s, who are also directors of the company, oversee the Governance and Strategic Direction of Pioneer Projects.
During the year three of our Trustees have stepped down and we have made three new appointments to the Board: -
Dr Jane Burnett stood down after a magnificent 20 years of service to the Board of Pioneer Projects and Howard Matthew after an equally splendid 10 years. We thank them both for their fantastic support, always engaging participation, and wise council over the years. We were also sad to lose Danielle Daglan after a relatively short but impactful period on our Board as her promotion to Head of Culture and Archives at the new North Yorkshire Council was considered a conflict of interest by her manager.
I am happy to welcome three new Trustee/Directors to Pioneer Projects who each bring valuable skills and experiences to our Board: -
Caitlin Greenwood who has a background in museums, heritage and academic research. Caitlin is passionate about equality and diversity and especially the provision of high-quality support for LGBTQIA people of all ages.
John Smithson who had a career in sales, marketing and advertising for a number of international companies before running his own business, John happily shares his wealth of experiences with a number of local voluntary roles.
Elizabeth (Liz) Ryan was trained in social work and worked for Lancashire County Council for 40 years latterly being Head of Service for Older People. Liz specialised in person centred approaches to wellbeing a best practise in dementia. Liz is also a Town Councillor and is involved with several local organisations.
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Structure, governance and management.
The charity is a company limited by guarantee. It is also a registered charity, number 1067976.
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 governance and financial oversight of the charity. The day-to-day activities are organised and managed by a 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 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 the widest range of 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 Directors/CEO’s 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.
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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.
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 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)
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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
- 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:
· 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 2025
17
Pioneer Projects (Celebratory Arts) Limited Statement of Financial Activities for the year ended 31st August 2024
| Unrestricted Funds Restricted Funds Total Funds Note 2024 2024 2024 £ £ £ Incoming Resources From generated funds: Donations and gifts 2.1 3,277 - 3,277 Activities for generating funds 2.2 12,067 - 12,067 Investment income - - - 15,345 - 15,345 Grants 2.3 - 228,853 228,853 Incoming resources from charitable activities 2.4 9,130 25,615 34,745 Other incoming resources 2.5 4,805 - 4,805 Total incoming resources 29,279 254,468 283,747 Resources Expended Investment costs 84 - 84 Charitable activities 3.1 24,309 307,637 331,946 Governance costs 3.2 - 480 480 Total Resources Expended 24,393 308,117 332,510 Net incoming/(outgoing) resources before transfers 4,886 (53,649) (48,763) Gross transfers between funds 1,524 (1,524) - 6,410 (55,173) (48,763) Other recognised gains/(losses) 2.6 - - - Net movement in funds 6,410 (55,173) (48,763) Net income/(expenditure) for the year 6,410 (55,173) (48,763) Total funds brought forward 324,108 277,860 601,968 Total funds carried forward 330,518 222,687 553,206 Net incoming/(outgoing) resources before other recognised gains/(losses) |
Total Funds 2023 £ 7,088 14,627 - 21,715 265,370 27,355 1,884 316,325 90 293,692 480 294,262 22,062 - 22,062 - 22,062 22,062 579,906 601,968 |
|---|---|
The statement of financial activities also complies with the requirements for an income and expenditure account under the Companies Act 2006.
18
Pioneer Projects (Celebratory Arts) Limited Balance Sheet as at 31st August 2024
| Notes | 2024 | 2023 | |
|---|---|---|---|
| £ | £ | ||
| Fixed Assets | |||
| Tangible assets | 4 | 454,481 | 454,388 |
| Current assets | |||
| Cash at bank and in hand | 11 | 93,345 | 143,692 |
| Debtors and prepayments | 5 | 6,712 | 5,125 |
| Current liabilities | 100,057 | 148,817 | |
| Creditors and accruals: | |||
| amounts falling due within one year | 6 | (1,331) | (1,237) |
| Net current assets | (1,331) 98,726 |
(1,237) 147,580 |
|
| Total assets less current liabilities | 553,205 | 601,968 | |
| Net assets | 553,205 | 601,968 | |
| Represented by Funds | 8 | ||
| Unrestricted | 330,518 | 324,108 | |
| Restricted | 222,687 | 277,860 | |
| 553,206 | 601,968 |
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: jalSA wereapp Richard Pattinson (Chair) date…....... s | z.5 Company Registration Number 03241874
19
Pioneer Projects (Celebratory Arts) Limited Statement of cashflows as at 31st August 2024
| 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 11 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 |
2024 £ (48,407) (1,940) - (1,940) (50,347) 143,692 93,345 93,345 |
2023 £ 22,072 (2,095) - (2,095) 19,977 123,714 143,691 143,692 |
|---|---|---|
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Pioneer Projects (Celebratory Arts) Limited Notes to the accounts for the year ended 31st August 2024
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
21
| 2. Incoming Resources Unrestricted Funds Restricted Funds Total Funds 2024 2024 2024 £ £ £ 2.1 Donations and gifts Donations and gifts 3,277 - 3,277 Friends of Bentham Library - - - 3,277 - 3,277 2.2 Activities for Generating Funds Memory Loss Groups 3,380 - 3,380 Community Art Shed - - - Payments activities 8,687 - 8,687 12,067 - 12,067 2.3 Grants SELFA - Springboard - 5,718 5,718 - 23,088 23,088 AMP Creative Pathways to Wellbeing - 4,586 4,586 AMP Little Notes - 6,568 6,568 Craven Airedale Wharfedale TCMH - 102,500 102,500 Craven Communities Together - 11,601 11,601 Igen Trust - 31,061 31,061 - - - National Lottery Comm Fd-Reaching Communities - 34,977 34,977 NYC Better Connect - Rise & Thrive - 8,755 8,755 The Tudor Trust (staff costs) - - - UK Shared Prosperity Fund - - - West Yorkshire & Harrogate Health & Care Ptnship - - - - 228,853 228,853 2.4 Other Incoming resources from charitable activities 275,665 - 18,983 18,983 - 2,742 2,742 North Yorkshire Council Library Service Level Agrmnt - 3,890 3,890 Room hire 8,908 - 8,908 Library income 222 - 222 Other income - - - 9,130 25,615 34,745 2.5 Other incoming resources Other income (commission, fees, training) 2,659 - 2,659 OffGem Renewable Heat Incentive 1,255 - 1,255 3,914 - 3,914 Investment Income Bank Interest 891 - 891 891 - 891 Total Incoming Resources 29,279 254,468 283,747 North Yorkshire Council Health & Adult Services Community Mental Health Contract North Yorkshire Council Individual Service Contracts Bradford District Care Trust Crisis Alternative Support Fund Igen Trust (VIA ORB) Creative Bridges to Wellbeing Project |
Total Funds 2023 £ 5,340 1,748 7,088 6,378 206 8,043 14,627 - 18,000 - - 100,000 17,947 28,632 14,410 48,987 1,000 30,000 5,894 500 265,370 18,983 1,972 3,705 2,371 324 - 27,355 96 1,452 1,547 337 337 316,325 |
|---|---|
22
| 3. Resources Expended Investment costs Bank charges and interest 3.1 Charitable Activities Wages, salaries and pensions Payroll charges Craven Airedale Wharfedale TCMH SLA's Consultancy/External Evaluation Council Tax Light and heat Telephone Course fees, subscriptions etc Insurance Print post stationery and IT Repairs and renewals Marketing Fees to sessional artists and tutors Fees to sessional artists/tutors - Friends of Bentham Volunteer expenses Cleaning and catering Travel and subsistence Materials Venue hire Training Bad debts written off Sundry Depreciation 3.2 Governance costs Accountancy and Independent Examiner's Fee Total Resources Expended |
Unrestricted Funds Restricted Funds Total Funds 2024 2024 2024 £ £ £ 84 - 84 84 - 84 1,496 196,361 197,858 39 162 201 - 40,000 40,000 - 2,163 2,163 - 363 363 1,000 5,443 6,443 - 2,611 2,611 71 376 447 1,550 2,318 3,868 1,404 2,316 3,720 295 1,183 1,478 - 1,281 1,281 12,841 35,454 48,294 342 - 342 316 74 390 634 5,355 5,989 261 1,790 2,051 1,057 3,636 4,693 1,085 5,657 6,743 - 1,023 1,023 70 - 70 - 72 72 1,848 - 1,848 24,309 307,637 331,946 - 480 480 - 480 480 24,393 308,117 332,510 |
Total Funds 2023 £ 90 90 159,313 273 45,000 1,064 96 6,269 2,099 1,141 3,003 4,181 4,068 1,457 45,058 525 203 5,246 1,339 3,026 6,607 1,400 - 575 1,749 293,692 480 480 294,262 |
|---|---|---|
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4. Tangible fixed assets and depreciation.
| Cost Balance b/fwd Property revaluation reserve b/f Additions As at 31st August 2024 Depreciation Balance b/fwd Charge for the year As at 31st August 2024 Net book value As at 31st August 2023 As at 31st August 2024 |
Buildings £ 428,340 247,042 - 675,382 225,382 - 225,382 450,000 450,000 |
Computer Equipment £ 13,219 - 1,524 14,742 11,421 1,096 12,517 1,798 2,225 |
Fixtures, fittings and equipment £ 33,236 - 416 33,653 30,645 752 31,397 2,591 2,255 |
Total £ 474,795 247,042 1,940 723,777 267,449 1,848 269,296 454,388 454,481 |
|---|---|---|---|---|
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 is being 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 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 |
2024 £ 2,544 - - 4,167 6,712 2024 £ 480 776 75 - 1,331 2024 £ 184,821 7,548 5,489 197,858 4½ 2 6½ |
2023 £ 1,013 - - 4,113 5,125 2023 £ 480 721 36 - 1,237 2023 £ 150,862 4,140 4,311 159,313 4 2 6 |
|---|---|---|
No employees received remuneration in excess of £60,000
24
8. Analysis of funds
8.1 Funds held.
| 8.1 Funds held. | |
|---|---|
| Fund name | Type |
| Building Development Fund | Restricted |
| SELFA - Springboard | Restricted |
| Bradford District Care Trust Crisis Alternative Support Fund | Restricted |
| AMP Creative Pathways to Wellbeing | Restricted |
| AMP Little Notes | Restricted |
| Craven Airedale Wharfedale TCMH | Restricted |
| Craven Communities Together | Restricted |
| Igen Trust | Restricted |
| Igen Trust (VIA ORB) Creative Bridges to Wellbeing Proje | Restricted |
| National Lottery Comm Fd-Reaching Communities | Restricted |
| NYC Get Going Grant (Lego club) | Restricted |
| NYC Better Connect - Rise & Thrive | Restricted |
| NYC Health & Adult Services Community Mental Health Contract | Restricted |
| NYC Health & Adult Services Individual Service Contracts | Restricted |
| NYC Library Service Level Agreement | Restricted |
| The Tudor Trust (staff costs) | Restricted |
| The Tudor Trust (website and publicity) | Restricted |
| UK Shared Prosperity Fund | Restricted |
Purpose and restrictions
property value included within tangible fixed assets Ward based activity programme & young volunteer initiative Craven Mental Health Framework Safe Spaces Digital Trail Creative Connections Young People’s project Interactive musical sessions 0 – 5 years Delivery of Craven Mental Health Transformation work Compass in Craven eHub staff costs
Craven District GP Social Prescription Referral Programme Creative Bridges to Wellbeing project
Creative & Wellbeing Community Hub sessions, staff & overheads Lego Club for 6-11 years, Bentham Skills & Progression programme Craven Community mental health support Day time activities and support Bentham Community Library Core staff costs
Development grant for website & publicity North Yorkshire feasibility study
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|---|---|---|---|---|---|
|8.2 Movement of major funds|
|Balance|Incoming|Outgoing|
|Fund name|b/fwd|resources|resources|Transfers|Balance c/fwd|
|Unrestricted funds|
|General unrestricted funds|322,885|29,280|24,051|1,524|329,638|
|Friends of Bentham Library|1,223|-|342|-|880|
|324,108|29,280|24,393|1,524|330,518|
|Restricted funds|
|Building Development Fund|175,988|-|-|-|175,988|
|SELFA - Springboard|-|5,718|1,499|-|4,219|
|Bradford District Care Trust Crisis Alternative Support Fund|(1,691)|23,088|16,425|-|4,971|
|AMP Creative Pathways to Wellbeing|-|4,586|4,586|-|-|
|AMP Little Notes|-|6,568|4,629|-|1,939|
|Craven Airedale Wharfedale TCMH|736|102,500|92,910|-|10,326|
|Craven Communities Together|19,364|11,601|24,110|-|6,855|
|Igen Trust|-|31,061|29,727|(1,334)|-|
|Igen Trust (VIA ORB) Creative Bridges to Wellbeing Proje|9,878|-|9,880|-|(2)|
|National Lottery Comm Fd-Reaching Communities|23,893|34,977|43,272|(190)|15,408|
|NYC Get Going Grant (Lego club)|240|-|240|-|-|
|NYC Better Connect - Rise & Thrive|-|8,755|12,624|(3,869)|
|NYC Health & Adult Services Community Mental Health Contract|6,636|18,983|22,994|-|2,625|
|NYC Health & Adult Services Individual Service Contracts|1,927|2,742|1,006|-|3,663|
|NYC Library Service Level Agreement|2,714|3,890|5,418|-|1,186|
|The Tudor Trust (staff costs)|32,281|-|32,281|-|-|
|The Tudor Trust (website and publicity)|-|-|623|-|(623)|
|UK Shared Prosperity Fund|5,894|-|5,894|-|-|
|277,860|254,468|308,117|(1,524)|222,687|
|Total Funds|601,968|283,748|332,510|-|553,206|
----- End of picture text -----
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9. Net assets between funds
| Fixed assets Current assets Current liabilities |
Unrestricted Funds Restricted Funds Total Funds 2024 2024 2024 £ £ £ 278,493 175,988 454,481 53,357 46,699 100,056 (1,331) - (1,331) 330,518 222,687 553,206 |
|---|---|
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 £454,481 above.
The unrestricted funds in the Balance Sheet amounted to £330,518 being fixed assets of £278,493 and liquid reserves of £52,026. The Board of Trustees increased the reserves to £50,000 with the intention of raising this to £55,000 as soon as funds permit, to reflect rising costs impacting the Building Maintenance & Staff Contingency Fund, and redundancy costs if required.
| 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 HSBC Money Manager account HSBC current account petty cash Total 11. Cash at bank and in hand 10. Reconciliation of net movement in funds to net cash flow from operating activities Net cash provided by/(used in) operating activities |
50,000 £ 2,026 £ 52,026 £ 2024 £ (48,763) 1,848 - (1,586) 94 - (48,407) 46,365 46,920 61 93,345 |
2023 £ 22,062 1,749 0 (2,039) 300 - 22,072 |
|---|---|---|
27