OpenCharities

This text was generated using OCR and may contain errors. Check the original PDF to see the document submitted to the regulator.

2022-03-31-accounts

Company Registration Number

05297597

Orb Community Enterprise

A Company Charity Limited by Guarantee Registered Charity Number 1112425

TRUSTEES' REPORT AND FINANCIAL STATEMENTS

for the year ended 31st March 2022

1

Orb Community Enterprise A Company Charity Limited by Guarantee

Contents
Page
Trustees' Report 3
Statement of Trustees' Responsibilities 11
Independent Examiner's Report 12
Statement of Financial Activities 13
Balance Sheet 14
Statement of Cash Flows 15
Notes to the Financial Statements 16

2

Reference and Administrative Details

Charity Name:

Orb Community Enterprise

Charity’s principal address: The Garage, Elephant and Castle Yard Off High Street Knaresborough North Yorkshire, HG5 0EQ

Trustees

Sue Vasey - Chair Lee Byers – Vice Chair Vivienne Whitelaw – Treasurer (resigned 24[th] October 2022) Louise Colley Matt Oldfield Rick Allan Jane Burnett (resigned 31[st] August 2022) Ernie Wood Karen Hood Richard Pattinson (appointed 1[st] September 2022)

Independent Examiner: Zillah Hopps FMAAT White Rose Accounting Cobdale Lane York YO42 1XD

Structure, Governance, and Management

Governing document

On 22[nd] September 2003 Orb was constituted as Charitable Company Limited by Guarantee. Registered Charity number 1112425 Companies House Number 05297597

Organisational Structure

Trustees

The Board of Trustees of the charity, currently comprising eight Trustees, meets approximately five times a year. On a day-to-day basis management is delegated to the Strategic Director, Leon Fijalkowski who reports back to the Trustees. Trustees are appointed on a rolling basis in line with needs identified by an annual skills audit. Individuals identified as potential Trustees submit an expression of interest, have an initial meeting with the Chair and then submit a CV and letter outlining their skills and reasons for wanting to join the Board. With quorate Board agreement, the potential Trustee is invited to meet the Board to discuss their application and to find out appropriate information about the charity and the role. If approved by a quorate majority the individual is invited to join the Board and provided with a full Trustee induction and training by the Operations Manager and Strategic Director.

3

No new Trustees joined the Board during this accounting year however subsequently Jane Burnett has stood down and is being replaced by Richard Pattinson to represent the interests of independent sister organisation Pioneer Projects. Vivienne Whitelaw has also now stood down.

Staff

During the year ending 31[st] March 2022 Orb employed nine paid staff (7 full time equivalent):

Leon Fijalkowski – Strategic Director (37.5 hours) Elizabeth Marshall – Operations Manager (33.5 hours) David Littler – Creative and Wellbeing Projects Manager (37.5 hours) Gemma O’Connell – Keyworker (22.5 hours) Barbara Grant – Keyworker (22.5 hours) Andrew Fretwell – Creative and Wellbeing Facilitator (30 hours) Jon Galley – Creative and Wellbeing Facilitator (22.5 hours) Rebecca Lawson - Creative and Wellbeing Projects Assistant (25 hours) Rachel Batchelor – Route One Social Prescribing Co-ordinator (30 hours)

Sessional Staff

Rachel Clark Rachael Kidd Emma Baylin Jenny Cook Helen Graham Jason Singh Ania Bas Alice Rowan Shanisha Barrino Don Aaron Wisadagama Becky Mears Jon Axon

The staff team was also supported by twelve trained volunteers over the year. Volunteer numbers remained lower than historically due to ongoing pandemic restrictions on group size and activity.

Risk Management

Orb maintains a risk register and the Board of Trustees ensure that all major risks to which the charity is exposed are reviewed on at least an annual basis and that the systems, policies, and procedures are in place to manage these risks.

4

Objects of The Charity

The objects of the Charity, as stated in the Constitution adopted in September 2003 are to ‘promote mental health and wellbeing amongst vulnerable people in Yorkshire by engaging individuals in multimedia and other meaningful activities with an emphasis on social inclusion, basic employment skills and other personal development and training opportunities’.

An annual work plan guides the work of the Orb staff team under the leadership of the Strategic Director. Progress is monitored and reported to trustee meetings throughout the year. Orb Community Enterprise is now an established charity and social enterprise promoting Positive Mental Health and providing better life opportunities to people experiencing or at risk of the effects of poor mental health. This includes addressing isolation, lack of influence, lack of opportunity for self-development and difficulty accessing learning provision or employment. It does this through engaging individuals in creative and learning activity in a community focused environment, promoting increases in mental health, influence, confidence, self-esteem, skills, knowledge, and greater opportunities to volunteer, work and access further education.

Quality Assurance

Orb holds the Matrix Quality Standard Award (Identification Number C12297), an externally assessed quality management award for organisations providing information, advice, and guidance. Having already held this for nine years, Orb was reassessed in January 2022 and will now retain the Award until 2025. Orb has also passed the North Yorkshire County Council Quality Assurance Framework and after reassessment in 2022 remains an Approved Provider to Health and Adult Services.

Achievements and Performance during 2021/2022

The year running from April 2021 to March 2022 was again dominated by the Covid 19 Coronavirus pandemic. Once more, this had no significant impact on the organisation’s ability to fulfil its charitable objectives. Income streams remained strong, the full staff team was not just retained but expanded, and a full range of services continued to be delivered with consistently positive outcomes for service-users.

Services

Despite ongoing pandemic related restrictions Orb continued to deliver a full range of 1-1 and group-based services including wellbeing focused creative engagement, learning opportunities, and keyworker input to provide wellbeing assessment, goal setting, and support to progress into volunteering, education, employment, and increased community activity.

Whereas the previous year had seen significant innovation to provide these principally online, 2021-22 saw a more varied offer developed in line with easing restrictions. Services were provided online, by phone, and in person, with the latter taking place not just at Orb but in more outdoor locations, or alternative venues that provided more space for social distancing. Some hybrid activity was also provided with sessions taking place in person and online simultaneously. In all cases, every effort was made to ensure services remained safe and accessible for all of our service users whatever their situation.

5

In terms of creative and learning activity, this offer, included sessions from Singing for Happiness, Walk & Create, the Orb House Band, the Ukulele Orchestra, DIY Textiles, the Garden Group, Creative Mindfulness, and a host of other art and craft groups. It also incorporated significant additional project activity such as The Forest, an innovative series of sessions run in collaboration with the Woodland Trust in the Nidd Gorge, in which services users explored a new art form in a natural environment with a different professional creative each week. Just in terms of groups this equated to around 376 sessions averaging over 7 group activities per week. There was also a series of Music and Health Masterclasses in which professional creatives discussed their creative approaches to wellbeing via hybrid zoom and in-person sessions. 1-1 creative sessions in the music studio were also able to restart in earnest with piano lessons, drum lessons, song writing, and studio sessions all taking place. A face-toface IT support group was also provided to support people who wished to engage with online activity but lacked the skills or confidence.

Facilitator and Keyworker support continued to be offered via telephone call or zoom sessions but was increasingly delivered face-to-face both at Orb and at external venues, with the focus of support retaining a significant pastoral and wellbeing element but developing an increased focus on progression as real-world opportunities started to open up again. All service users were placed on a caseload and able to access this 1-1 support.

The Celebration Events that are at the heart of Orb’s delivery were also able to take their first tentative steps back into the real world. Events such as the summer FEVA festival and the annual Christmas celebration were still delivered online, but we were able to have our first ‘Open Day’ exhibition inviting people into our newly renovated premises.

We also participated in Knaresborough’s first Community Festival, an outdoor event in the grounds of Knaresborough House, showcasing the myriad of community support organisations in the town, at which Orb provided an art activity tent (creating paper birds), a garden gifting table, and music performances. Pleasingly, the organisers Knaresborough Connectors took a leaf out of Orb’s book and gave the event a ‘Five Ways to Wellbeing’ theme, reflecting our universal and personalised approach to better mental health. Christmas also saw our Ukulele Orchestra perform at Knaresborough’s Christmas market. It really was great getting out and about again.

Overall, services during the year directly reached over 154 people, an increase of 9 on the first year of pandemic, but our return to public activity as outlined above and continued development of our external newsletter means our indirect reach and influence is also starting to increase.

Impact

Impact of engagement continued to be gathered through our person-centred approach to wellbeing assessment, goal setting, and progression support. This is designed to support service users to take control of their journey at Orb, better understand the impact of engagement, and be able to take away transferable skills that support future progressions.

6

Use of the Shorter Warwick Edinburgh Mental Wellbeing Scale showed that 78% of those assessed increased or maintained their wellbeing, an 8% increase from the height of Covid, with 100% reporting that engagement had had a positive impact on their mental health. Though external considerations meant overall measured wellbeing might be taking a hit, all those assessed recognised that engagement at Orb was having a beneficial impact. 96% also registered progression towards personal goals and increased skills. This was up from 88% a year earlier. Corroborative outcomes also showed 98% reporting increases in ‘meaningful social inclusion’, 98% in increased confidence, and 98% increased citizenship. 71% also felt more employable.

Here is a selection of service user feedback:

“Orb is totally and utterly non-judgemental – they accept you as you are. If I turned up with three legs one arm and five eyes I would be treated the same.” “It’s helped me be more confident, given me a purpose that helps me get out of bed, meet others with similar problems and realise I’m not alone.”

“I definitely feel less isolated now. Coming to Orb has given me confidence and brought me out of my shell.”

“It has taken me from a very distressed unhealthy position mentally to feeling a lot more comfortable around other people and more stable.” “Having the routine of attending the creative groups has improved my mental wellbeing and built my confidence.”

"It has helped me to deal with anxiety by helping me feel included and less isolated."

'It has built my confidence and given me the confidence to teach.”

“I’m now volunteering at a charity shop. I wouldn’t be there without Orb.”

Partnership Work

Orb’s commitment to developing effective partnerships to increase impact, reach, and sustainability continued to grow.

The relationship with independent sister organisation Pioneer Projects, in the Craven District of North Yorkshire, continued to flourish with both organisations sharing a Strategic Director for the fourth consecutive year and embedding parallel staff structures, approaches to service delivery, outcomes measurement and finance.

Development of the Route One to Wellness, the VCS mental health delivery partnership for Harrogate and Rural District (including Orb, Mind in Harrogate District, Claro Enterprises and Wellspring Therapy and Training) continued with £50,000 secured for the partnership from North Yorkshire Clinical Commissioning Group to develop a new referral pathway from the Community Mental Health Teams. The launch of a new national NHS Transforming Community Mental Health Transformation programme saw Orb taking a key VCS role in the steering groups at both North Yorkshire and Harrogate and Rural District levels, with the Route One model being seen as an important component of this work and has now received additional funding for the subsequent financial year.

Other creative partnerships also started to blossom in this financial year including with Rural Arts Thirsk, The Woodland Trust, Ripon Museums Trust, and the Royal Horticultural Society enabling Orb to expand its work to other locations, accessing the benefits of staff, skills, and resources for the benefit of our service users.

7

Staff

Despite the challenges posed by Coronavirus, the Orb staff team was able to grow to meet the demands of providing an increased range of activity, across several delivery channels, and with clear signs that referral numbers were starting to rise in response to the impact of the pandemic. This saw the addition of a Creative Facilitator apprentice to the team, a 6-month role which has now been extended, and the employment of a permanent Route One to Wellness co-ordinator to manage the new partnership referral pathways Orb is developing.

Premises

Orb continues to make improvements to the building and earmarked funds for a refurbishment of the office areas in the subsequent financial year.

Finance

Total Income compared to the previous year decreased by £48,503 from £344,084 to £295,581. The previous year’s income had been unusually inflated by emergency pandemic funding which was carried forward into this year as funds for delivery and reserves. As in the previous year a portion of this income was being managed on behalf of partners with £30,000 going to these. Real in year-income was therefore £265,581.

Total Expenditure for the year increased by £31,944 from £246,373 to £278,317 though this masks the payments to partners of £30,000 which reduces real expenditure to £248,317. The most notable increase in expenditure was in payroll costs which rose by £43,280 in line with new staffing positions, increased hours, and pay awards. This was slightly offset by a reduction in sessional staffing costs of £4,675.

This represents a real in year surplus of £17,264 with 167,651 total funds carried forward broken down as agreed by the Board of Trustees as representing £77,000 Operational Reserve, £10,000 Building Reserve, and £80,651 in Funds for Delivery.

The Trustees remain committed to developing and maintaining a broad range of funding streams from both restricted and unrestricted sources that contribute to ongoing organisational stability.

Principal funding sources for the year were:

8

We are also extremely grateful to all organisations and individuals who have provided us donations over this period totalling a welcome £8,186.

Future Plans

The Covid pandemic and its aftermath in a developing cost of living crisis have done much to re-enforce the need for Orb and the support it provides. Demand for services is starting to show a steady increase and the prospects for those we support do not look likely to improve in the foreseeable future. The easing of restrictions and move away from a ‘crisis’ pandemic footing does provide Orb with more opportunity to develop increased and more effective services in response to this need, but this is offset by the challenges of remaining sustainable in a very challenging economic environment.

Nevertheless, Orb is now in the process of developing a new 5-year Strategy & Business Plan that is ambitious in its scope and aspires to providing the higher level of support its community needs. This will encompass a Creative Programme, a Wellbeing Programme, and a Skills and Progression Programme that builds on work to date whilst maximising partnership opportunities to increase impact, reach, and sustainability. Orb aims to bring its unique skill set using creativity as a driver for increased inclusion, increased skills, increased wellbeing, and more resilient communities into mainstream provision, sitting alongside the more traditional health, education, and community support of partners to create something transformational. It aims to do this in a way that works for the communities it supports but is also replicable across other localities within North Yorkshire and beyond, becoming a beacon of innovation and best practice.

As such, the next few years will see Orb aim to do the following:

9

Public Benefit

The Trustees confirm that they have complied with their duty to have due regard to the guidance on public benefit published by the Charity Commission in exercising their powers and duties. The Trustees consider that all the activities of Orb Community Enterprise are carried out for the public benefit.

This report has been prepared in accordance with the Statement of Recommended Practice: Accounting and Reporting by Charities (issued in March 2005).

by the Board of Trustees and signed on its behalf by:

......... � .... . ............... .

Sue Vasey 0 (Chair)

10

STATEMENT OF TRUSTEES’ RESPONSIBILITIES

The trustees are responsible for preparing the Trustees’ Annual Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

The law applicable to charities in England and Wales requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charity and of the incoming resources and application of resources of the charity for that period. In preparing these financial statements, the trustees are required to:

The trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with the Charities Act 2011, the Charity (Accounts and Reports) Regulations 2008 and the provisions of the trust deed. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

The trustees are responsible for the maintenance and integrity of the charity and financial information included on the charity’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

11

Orb Community Enterprise 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:

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:

  2. to keep accounting records in accordance with section 386 of the Companies Act 2006 and section 130 of the Charities Act; and

  3. 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

  4. 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 18th October 2022

12

Orb Community Enterprise Statement of Financial Activities for the year ended 31st March 2022

Note
Incoming Resources
2
From generated funds:
Donations and grants
Activities for generating funds
Investment income
Total incoming resources
Resources Expended
3
Charitable activities
Governance costs
Total Resources Expended
Net incoming/(outgoing) resources before transfers
Gross transfers between funds
9
Other recognised gains/(losses)
Net movement in funds
Net income/(expenditure) for the year
Total funds brought forward
Total funds carried forward
Net incoming/(outgoing) resources before other
recognised gains/(losses)		 Unrestricted
Funds
Designated
Funds
Total Funds
2022
2022
2022
£
£
£
80,944
214,637
295,581
-
-
-
-
-
-
80,944
214,637
295,581
104,376
173,508
277,884
433
-
433
104,809
173,508
278,317
(23,865)
41,130
17,265
5,241
(5,241)
-
(18,624)
35,889
17,265
-
-
-
(18,624)
35,889
17,265
(18,624)
35,889
17,265
124,097
26,289
150,386
105,473
62,178
167,651		 Total Funds
2021
£
343,684
400
-
344,084
245,940
433
246,373
97,711
-
97,711
-
97,711
97,711
52,675
150,386

13

Orb Community Enterprise Balance Sheet as at 31st March 2022

Notes
Fixed Assets
Tangible assets
4
Current assets
Cash at bank and in hand
Debtors and prepayments
5
Current liabilities
Creditors and accruals
6
Net current assets
Total assets less current liabilities
Net assets
Represented by Funds
Unrestricted
Restricted		 2022
£
9,671
150,300
8,099
158,399
420
420
157,979
167,651
167,651
105,473
62,178
167,651		 2021
£
9,919
133,143
9,241
142,384
1,917
1,917
140,467
150,386
150,386
124,097
26,289
150,386

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:

......... � .... . ............... . Sue Vasey 0 (Chair) date: 12th December 2022

Company Registration No. 05297597

14

Orb Community Enterprise Statement of Cash Flows as at 31st March 2022

Notes
Net cash provided by/(used in) operating activities
11
Cashflows from investing activities:
Purchase of property, plant & equipment
Proceeds from the sale of investments
Net cash used in financing activities
Change in cash and cash equivalents in the year
Cash and cash equivalents at the start of the year
Total cash and cash equivalents at the end of the year
Analysis of cash and cash equivalents
Cash at bank and in hand		 2022
£
20,133
(2,976)
-
(2,976)
17,157
133,143
150,300
150,300		 2021
£
100,176
(4,972)
-
(4,972)
95,204
37,939
133,143
133,143

15

Orb Community Enterprise Notes to the accounts for the year ended 31st March 2022

1. Accounting Policies

1.1 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 March 2005.

1.2 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.

1.3 Funds Structure

Designated 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.

1.4 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.

1.5 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.

1.6 Volunteer Help

The value of any voluntary help received is not included in the accounts but is described in the Trustees' Annual Report.

1.7 Resources Expended

Resources expended are included in the Statement of Financial Activities on an accruals basis.

1.8 Liability Recognition

Liabilities are recognised as soon as there is a legal or constructive obligation committing the charity to pay out resources

1.9 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.

1.10 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: Fixtures, fittings and equipment - 25% reducing balance

Media training and equipment

16

2. Incoming Resources
Donations
Personal payments
Individual service contracts (NYCC)
NYCC IPC grant
Grants
Barings Foundation
Community Grant Extension
Dashlight Foundation
Harrogate Borough Council
Harrogate MIND Prevention
Henry Smith
Igen Pioneer
National Lottery Reaching Communities
Stronger Communities Collaboration
General grants, sales and fees
Activities for Generating Funds
Social Enterprise Studio Hire & Events fees
Total Incoming Resources
3. Resources Expended
Charitable Activities
Wages, salaries and pensions
Payroll charges
Rent, rates and insurance
Light and heat
Telephone
Subscriptions, Licences, DBS checks
Insurance
Office expenses/Print post and stationery
Repairs and renewals/cleaning
Sessional fees
Advertising
Travel and subsistence
Consumables
Consultancy fees
Route One partner payments
Training
Depreciation
Governance costs
Independent Examiner's Fee
Statutory Filing fee
Total Resources Expended
Building Better Opportunities/Action Towards
Inclusion
Reimbursement from Pioneer, Bentham project
North Yorkshire Clinical Commissioning Group
(Route One)		 Unrestricted
Funds
Designated
Funds
Total Funds
2022
2022
2022
£
£
£
8,186
-
8,186
1,770
-
1,770
26,270
-
26,270
27,332
-
27,332
-
-
-
-
51,809
51,809
-
-
-
-
23,669
23,669
-
-
-
-
2,250
2,250
-
50,400
50,400
-
-
-
17,387
-
17,387
-
36,509
36,509
-
50,000
50,000
-
-
-
-
-
-
80,944
214,637
295,581
-
-
-
-
-
-
80,944
214,637
295,581
Unrestricted
Funds
Designated
Funds
Total Funds
2022
2022
2022
£
£
£
81,549
115,440
196,990
108
54
162
7,999
7,663
15,662
287
1,189
1,475
176
1,202
1,378
2,181
1,085
3,266
410
596
1,006
650
939
1,588
4,586
829
5,415
575
10,508
11,083
-
211
211
215
479
694
393
1,721
2,115
1,994
500
2,494
-
30,000
30,000
28
1,092
1,120
3,224
-
3,224
104,376
173,508
277,884
420
-
420
13
-
13
433
-
433
104,809
173,508
278,317
 Total Funds
2021
£
3,630
2,285
64,821
-
12,000
45,605
5,734
10,000
3,750
49,500
500
24,563
46,295
65,000
7,500
2,502
343,684
400
400
344,084
Total Funds
2021
£
153,710
161
15,174
1,971
1,140
1,637
975
338
4,528
15,758
740
-
1,891
683
43,500
428
3,306
245,940
420
13
433
246,373

17

4. Tangible fixed assets and depreciation.

Cost
Balance b/fwd
Additions
As at 31st March 2022
Depreciation
Balance b/fwd
Charge for the year
As at 31st March 2022
Net book value
As at 31st March 2021
As at 31st March 2022
5. Debtors and Prepayments
Analysis of debtors falling due withi
Trade debtors
Accrued income
Prepayments
6. Creditors and accruals
Analysis of creditors falling due with
Independent Examination
Pensions
Accruals
7. Staff costs and emoluments
Gross salaries
Employer's National Insurance
Employer's pension contributions
Average number of employees (full
No employees received remunerati		 Fixtures,
fittings and
equipment
£
19,110
-
19,110
14,923
1,047
15,970
4,187
3,140
n one year
in one year
time equivalent)
on in excess of £60,000		 Media Training
& Equipment
£
52,117
2,976
55,093
46,385
2,177
48,562
5,732
6,531
2022
£
-
6,506
1,593
8,099
2021
£
420
-
-
420
2021
£
180,481
10,227
6,281
196,990
7		 Total
£
71,227
2,976
74,203
61,308
3,224
64,532
9,919
9,671
2021
£
-
8,399
842
9,241
2021
£
420
881
616
1,917
2021
£
140,810
7,855
5,045
153,710
7

8. Taxation

Orb Community Enterprise is a registered charity and its primary activities are not subject to Corporation Tax.

18

9. Analysis of funds

9.1 Funds held.

Fund name Type Barings Foundation Designated Building Better Opportunities/Action Towards Inclusion Designated

Dashlight Foundation Designated Harrogate MIND Prevention Designated Henry Smith Designated

National Lottery Reaching Communities Designated

North Yorkshire Clinical Commissioning Group Designated (Route One)

Stronger Communities Collaboration Designated Harrogate Borough Council Unrestricted

Purpose and restrictions

to fund delivery costs and related overheads for mental health focused creative activities

to fund keyworker support for unemployed vulnerable adults

to fund operating costs for the management of the Route One Social Prescribing Pathway to fund local mental health and wellbeing resources & services costs for delivering social prescribing programme for people with moderate mental ill health

costs for delivering creative community sessions

project management, staffing and overhead costs for the Route One to Wellness mental health partnership including Orb, Mind in Harrogate, Claro Enterprises and Wellspring Therapy to deliver mental health support to referrals from community mental health teams

Strategic Director and Operations Manager core costs to contribute to the general costs of the charity

9.2 Movement of major funds

Fund name
Unrestricted funds
General unrestricted funds
Harrogate Borough Council
Pioneer
Designated funds
Barings Foundation
Building Better Opportunities/Action Towards Inclusion
Dashlight Foundation
Harrogate MIND Prevention
Henry Smith
National Lottery Reaching Communities
Stronger Communities/Pioneer
The Two Ridings/Local Fund
Total Funds
North Yorkshire Clinical Commissioning Group		 Balance b/fwd
Incoming
resources
Outgoing
resources
Transfers
Balance c/fwd
124,097
63,558
102,359
5,241
90,536
-
-
2,450
-
(2,450)
-
17,387
-
-
17,387
124,097
80,944
104,809
5,240.89
105,473
12,000
-
11,964
(36)
-
-
51,809
50,456
(164)
1,189
-
23,669
21,034
(520)
2,115
3,750
2,250
1,886
-
4,114
1,120
50,400
23,760
-
27,760
2,419
36,509
34,408
(4,520)
-
-
50,000
30,000
-
20,000
7,000
-
-
-
7,000
26,289
214,637
173,508
(5,241)
62,178
150,386
295,581
278,317
-
167,651

10. Net assets between funds

Fixed assets
Current assets
Current liabilities		 Unrestricted
Funds
Designated
Funds
Total Funds
2022
2022
2022
£
£
£
9,671
-
9,671
96,221
62,178
158,399
(420)
-
(420)
105,472
62,178
167,651

The unrestricted funds in the Balance Sheet amounted to £105,472 being fixed assets of £9,671 and liquid reserves of £95,801. From the liquid reserves of £95,801 the Board have agreed to reserves as follows:

Building Reserve:
Operational Reserve:
Project delivery:
ciliation of net movement in funds to net cash flo
Net movement in funds
Adjustments for:
Depreciation charges
Decrease/(increase) in debtors
Increase/(decrease) in creditors
Increase/(decrease) in deferred income
Net cash provided by/(used in) operating activiti		 Unrestricted
Funds
Designated
Funds
Total Funds
2022
2022
2022
£
£
£
10,000
-
10,000
77,000
-
77,000
18,472
62,178
80,651
105,472
62,178
167,651
w from operating activities
2022
2021
£
£
17,265
97,711
3,224
3,306
1,141
0
(1,497)
0
-
-
es
20,133
101,017

11. Reconciliation of net movement in funds to net cash flow from operating activities

19