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 2024
Orb Community Enterprise A Company Charity Limited by Guarantee
Contents
| Page | |
|---|---|
| Trustees' Report | 3 |
| Independent Examiner's Report | 12 |
| Statement of Financial Activities | 13 |
| Balance Sheet | 14 |
| Notes to the Financial Statements | 16 |
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 (resigned 20th November 2023) Louise Colley Matt Oldfield Rick Allan Ernie Wood Karen Hood (resigned 4th September 2023) Richard Pattinson
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 six 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.
Trustees Lee Byers and Karen Hood stood down during this financial year.
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Staff
During the year ending 31[st] March 2024 Orb employed 9 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 and Route One Co-ordinator (30 hours) Barbara Grant – Keyworker and Route One Co-ordinator (30 hours) Andrew Fretwell – Creative and Wellbeing Facilitator (30 hours) Jon Galley – Creative and Wellbeing Facilitator (22.5 hours) (left September 2023) Kylie Lynch – Creative and Wellbeing Facilitator (27.5 hours) (joined November 2023) Rebecca Lawson - Creative and Wellbeing Projects Assistant (37.5 hours)
Sessional Staff
Emma Baylin Jenny Cook Rachel Clark-Wilson Rebecca Mears Helen Graham Michaela Lesayova Philip Wilson Anna Bas Lauren Sanders Rufus Beckett
Their work was supported by 12 trained volunteers.
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.
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’.
A five-year Strategy and Business Plan and an annual work plan guide 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
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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 Council Quality Assurance Framework and after reassessment in 2022 remains an Approved Provider to Health and Adult Services.
Achievements and Performance during 2023/2024
The year running from April 2023 to March 2024 has been something of a rebirth for Orb. With Covid now well and truly behind us, and a new five-year Strategy & Business Plan launched, our development as a regional leader in Creative Health is progressing rapidly. Our three main programmes of work, the Creative Programme, the Wellbeing Programme, and the Progressions Programmes are all flourishing.
Services
This year we worked directly with 272 people experiencing poor mental health referred by primary, secondary, or local authority health partners, through both 1-1 support and the delivery of over 490 group activities. In terms of wider reach, including attendance at our public events, exhibitions, and celebrations, our Creative Health activities have reached in excess of 10,000 people.
In terms of the Creative Programme, two new projects have been launched, both inspired by our core belief in the impact of Creative Health engagement on people and communities, and the power of partnership working. Firstly, our new three-year National Lottery Reaching Communities Grant is seeing us deliver Creative Community Catalysts. Building on the success of our previous Creative Wellbeing Community project, this project is seeing our participants engage in wellbeing focused creative work with a range of health, cultural, and community partners. These range from the small and hyper-local such as Knaresborough Museum through to major players like the National Trust at Fountains Abbey & Studley Royal. Secondly, our Igen funded Creative Bridges to Wellbeing project, seeing Orb doing focused partnership work with a range of Creative Health partners including sister organisation Pioneer Projects, and the Leeds based Chapel FM. This Creative Programme has led to a long list of inclusive community celebrations and exhibitions, both at Orb, but also at place like Fountains Abbey, Skipton Museum Town Hall & Gallery, and the local library on more than one occasion. The programme is increasingly taking our participants out into the wider world, helping them benefit from the opportunities that this brings, whilst enriching the organisations and communities by sharing their own skills around Creative Health. This work led to the production of a county wide piece of research for North Yorkshire County Council on the potential of Creative Health Partnerships in
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North Yorkshire, which is likely to see the adoption of Creative Health as a key pillar in the local authority’s new Cultural Strategy, and future funding for Orb to develop Creative Health partnerships in coming years.
In terms of the Wellbeing Programme, this is also going from strength to strength. Orb’s development of the Route One to Wellness VCS Partnership for Harrogate and Rural District has seen two years’ funding secured from the Humber & North Yorkshire ICB to run a community based mental health partnership support offer and manage referrals into this from health colleagues in primary and secondary care. Discussions are underway to see the Route One partnership embedded into the future Mental Health Hub and Spoke model for Harrogate & Rural District currently being designed by Tees Esk & Wear Valleys NHS Mental Health Trust, existing Route One organisations, and a wider range of statutory and voluntary community mental health stakeholders. This is likely to see increased and recurring funding for Orb from the ICB. As it stands Route One is seeing a steady increase in referrals (currently around 254 per year), with consistently strong measured wellbeing impact on those engaging with services (78% registering improved measured mental health scores using SWEMWBS). Work also continues with North Yorkshire Council Health & Adult Services, supporting referrals with an assessed health and social care need, with equally positive wellbeing impact being recorded.
In terms of the Progressions Programme, 2023-24 saw a successful transition from the longstanding ESF funded Action Towards Inclusion programme to a new UKSPF funded Rise programme, both managed by Better Connect. Though a reduction on previous years, this allowed our Keyworkers to offer regular focused 1-1 progression support to 15 individuals including a range of wellbeing, learning, and support interventions both within Orb and at partners organisations. We were also able to offer additional 1-1 and group numeracy support, including creative numeracy groups using textiles and cookery, to an additional 20 participants through the Better Connect managed Multiply project.
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.
Use of the Shorter Warwick Edinburgh Mental Wellbeing Scale showed that 78% of those assessed recorded improvement in measured mental health. This is despite the significant health challenges that our cohort face, with many experiencing serious mental illness. Furthermore, 100% of people reviewed felt that engagement with Orb was beneficial to their mental wellbeing with 83% of these saying this was at a significant level and helping to mitigate the worst impacts of mental ill-health, even when external factors had led to a dip in measured wellbeing scores.
Use of graded post engagement questionnaires based on the Five Ways to Wellbeing approach to improved mental health also showed strong figures across all the five areas. 84% of reviewed service users felt more connected to others, 100% felt more
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aware of the world around them, 89% reported being more active, 98% felt they had learned new skills, and 91% felt that they were able to ‘give’ and make a greater contribution to their community. Furthermore 38% progressed into further education, work, or community volunteering.
All of these measurements, including personal perception of improved mental health and wellbeing, represented an increase on the previous year, except for measured levels of mental health using the SWEMWBS tool which dipped slightly. This appears connected to an increase in the number of people with Severe Mental Illness referred by the Community Mental Health Teams, though it is notable that the majority of this cohort still registered that engagement had had a positive effect on their mental health and wellbeing.
These figures are corroborated by the personal testimony of service users.
“Attending the singing with my mum who has dementia has been a real positive bonding opportunity for us”
“Creativity has helped me break down barriers in my own mind” “I think we are lucky to have done all the things we have done. And we have learned loads. I think we are good. We’ve written good stuff. We’ve created good characters. I think we are a talented group!”
“Orb is a lifesaver”
“It’s got me back on my feet again. I’m much more confident engaging with activities both at Orb and in the community”
“My illness makes me feel like an outsider. Coming to Orb has made me feel human again”
“Being in the creative writing group anchors me and keeps me talking to people” “Being in the band and performing in so many places makes me feel part of something larger”
“I feel like I belong”
Partnership Work
In line with Orb’s five-year Strategy & Business Plan, partnership work was central to the year’s activity, once again increasing impact, reach, and sustainability.
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 sixth consecutive year and embedding parallel staff structures, approaches to service delivery, outcomes measurement, and finance. The year saw a significant increase in the amount of shared project activity between the two organisations, most notably the Pathways project and related work. This saw participants at both organisations creatively explore their own and each other’s communities, with work shared in a public exhibition at Skipton Town Hall Gallery and Museum seen by over 9,000 people. It also saw new shared partnership work develop with the Yorkshire Dales National Park which is due to come to fruition in the next financial year.
Development of Route One to Wellness, the VCS mental health delivery partnership for Harrogate and Rural District (including Orb, Mind in Harrogate District, Claro
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Enterprises and Wellspring Therapy and Training) also continued to grow strongly. The partnership received a second year of funding from the NHS Humber and North Yorkshire Integrated Care Board via the Transforming Community Mental Health Programme. This has seen formal referral links into Route One from both Primary Care (GPs and Social Prescribers form Harrogate and Rural District’s four Primary Care Networks) and Secondary Mental Health (the Harrogate and Ripon Integrated Care Teams) embedded and direct delivery funded at each partner. A third year’s funding has been secured for the next financial year, and talks are in progress that should see Route One to Wellness embedded into a new Mental Health Hub and Spoke model, that would see the partnership funded on a recurring basis from NHS baseline funding.
This increased profile within Community Mental Health, has seen Strategic Director Leon Fijalkowski chairing the Community Mental Health Steering Group for Harrogate & Rural District, and acting as VCS representative on the North Yorkshire Council Mental Health Development Board. This is reinforced by Leon Fijalkowski’s work at Pioneer Projects, who are playing a similar Community Mental Health partnership development role in the Craven area, in collaboration with West Yorkshire Integrated Care Board and Bradford District & Craven Care Trust.
During this period, Orb also secured funding from North Yorkshire Council via the UK Shared Prosperity Fund to do a county wide piece of research exploring the potential of Creative Health Partnerships in North Yorkshire to impact on the local authority’s aims of increasing the well-being of residents, building stronger communities, and increasing economic resilience. It’s recommendations around the adoption of Creative Health in North Yorkshire Council’s new Cultural Strategy, and the funding of Orb (and Pioneer Projects) to work with their internal cultural team, and a range of local cultural partners to develop Creative Health partnerships look likely to be taken forward in the next financial year. This builds on the wide range of community, health, and cultural partnerships developed through Orb’s programme of delivery this year, including work with Pioneer Projects, Chapel FM Leeds, National Trust Fountains Abbey, RHS Harlow Carr, Knaresborough Museum, Knaresborough Forest Park, and Skipton Town Hall Museum & Gallery.
Finally, our progressions work continued to benefit from being a part of Better Connect’s new Rise partnership, the UKSPF funded replacement for the previous Action Towards Inclusion programme, and the range of skills partners that Orb were able to work with to support service users move into education, volunteering, and work.
Staff
The 23/24 financial year saw Creative & Wellbeing Facilitator Jon Galley leave the team. This saw the addition of a new replacement Creative & Wellbeing Facilitator, Kylie Lynch and the promotion of Rebecca Lawson from part time Creative Assistant to full time Creative & Wellbeing Facilitator, thus fulfilling the aspiration of the Strategy & Business Plan to have three full-time Creative & Wellbeing Facilitators on the team. There was also an increase in sessional staffing over the year. This increased level of staffing reflects the increased pressure of growing referrals and associated need for support.
Premises
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After the previous year’s major building refit, no works were carried out on the premises in this financial year.
Finance
Total Income compared to the previous year remained stable, coming in at £334,629 down less than 1%. £51,394 of this was earmarked for and passed on to partners, a decrease on the £58,410 paid to partners in the previous year. In terms of Direct Income to Orb this therefore increased by a modest £4,611 from £278,624 to £283,235. This reflected a stable funding position with a number of multi-year grants and contracts.
Total Expenditure for the year increased by £11,218 from £344,833 to £356,051, up around 3%. With partner payments factored in for both years, Direct Expenditure at Orb rose by £38,106 from £248,317 to £286,423. With these partner payments taken out of the equation, Direct Expenditure rose from £286,423 to £304,657, up £18,224 or 6.5%. Whilst savings were made in other areas such a building renovation, this reflected an increase of around 10% in employment costs in line with the national economic position.
This performance represented an in-year deficit of £21,423, or around 6% of expenditure.
However, with funds carried forward of £138,430 including an Operational and Building Reserve of £87,000 and £51,430 earmarked for delivery, there was a strong budget surplus, leading to a solid financial start position for the 24/25 financial year.
Sources of funding remain diverse, with a range of both restricted and unrestricted sources contributing to ongoing organisational stability. This included £1,754 in donations provided by individuals and organisations for which we are extremely grateful.
Future Plans
Orb’s new five-year Strategy and Business Plan has given the organisation a renewed focus on not just developing the effectiveness of its Creative Health work, but of ensuring that its impact and reach are shared across the whole of North Yorkshire. The next period of Orb’s growth will see it working closely with North Yorkshire Council to pilot and develop a new model of Creative Health partnership work that we hope will form the basis for a new approach to cultural engagement across the whole county. It will also see increased partnership working with both primary, secondary, local authority, and VCS mental health partners to ensure that community mental health services are accessible, effective, holistic, and encompass the benefits that incorporating Creative Health approaches can bring.
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
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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
(Chair)
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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:
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select suitable accounting policies and then apply them consistently;
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observe the methods and principles in the Charities SORP;
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make judgements and estimates that are reasonable and prudent;
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state whether applicable accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements;
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prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation.
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.
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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:
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examine the accounts under section 145 of the Charities Act,
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to follow the procedures laid down in the general Directions given by the Charity Commission (under section 145(5)(b) of the Charities Act, and
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to state whether particular matters have come to my attention.
Basis of independent examiner’s statement
My examination was carried out in accordance with general Directions given by the Charity Commission. An examination includes a review of the accounting records kept by the charity and a comparison of the accounts presented with those records. It also includes consideration of any unusual items or disclosures in the accounts, and seeking explanations from the trustees concerning any such matters. The procedures undertaken do not provide all the evidence that would be required in an audit, and consequently no opinion is given as to whether the accounts present a ‘true and fair’ view and the report is limited to those matters set out in the statement below
Independent examiner's statement
In connection with my examination, no matter has come to my attention
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which gives me reasonable cause to believe that in, any material respect, the requirements:
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to keep accounting records in accordance with section 386 of the Companies Act 2006 and section 130 of the Charities Act; and
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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
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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 21st November 2024
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Orb Community Enterprise Statement of Financial Activities for the year ended 31st March 2024
| 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 2024 2024 2024 £ £ £ 64,239 270,389 334,629 - - - - - - 64,239 270,389 334,629 43,640 311,918 355,558 493 - 493 44,133 311,918 356,051 20,106 (41,529) (21,423) (96) 96 - 20,010 (41,433) (21,423) - - - 20,010 (41,433) (21,423) 20,010 (41,433) (21,423) 114,988 44,864 159,852 134,998 3,431 138,430 |
Total Funds 2023 £ 336,934 100.00 - 337,034 344,400 433 344,833 (7,799) - (7,799) - (7,799) (7,799) 167,651 159,852 |
|---|---|---|
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Orb Community Enterprise Balance Sheet as at 31st March 2024
| 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 |
2024 £ 12,467 131,191 10,377 141,568 15,606 15,606 125,962 138,429 138,429 134,998 3,431 138,430 |
2023 £ 16,258 97,101 46,913 144,014 420 420 143,594 159,852 159,852 114,988 44,864 159,852 |
|---|---|---|
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 (Chair) date 25th November 2024
Company Registration No. 05297597
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Orb Community Enterprise Statement of Cash Flows as at 31st March 2024
| 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 |
2024 £ 34,454 (364) - (364) 34,090 97,101 131,191 131,191 |
2023 £ (41,192) (12,007) - (12,007) (53,199) 150,300 97,101 97,101 |
|---|---|---|
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Orb Community Enterprise Notes to the accounts for the year ended 31st March 2024
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
- 25% reducing balance
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| 2. Incoming Resources Donations Personal payments Individual service contracts (NYCC) Grants Building Better Opportunities/Action Towards Inclusion Dashlight Foundation Harrogate MIND Prevention Henry Smith (part 1) Henry Smith (part 2) Igen TCMH (relations) TCMH (delivery) Jubilee Gift Project National Lottery Reaching Communities MIND Outreach (BUG) MIND cost of living MIND refugees Multiply Reimbursement from Pioneer, Bentham project NYC Cancer Hubs RISE UK SPF Research 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 and rates Light and heat Telephone Subscriptions, Licences, DBS checks Insurance Office expenses/Print post and stationery Repairs and renewals/cleaning Sessional fees Travel and subsistence Consumables Consultancy fees Partner payments Training Depreciation Governance costs Independent Examiner's Fee Statutory Filing fee Total Resources Expended |
Unrestricted Funds Designated Funds Total Funds 2024 2024 2024 £ £ £ 1,754 - 1,754 3,045 - 3,045 22,380 - 22,380 - 9,647 9,647 - 12,500 12,500 - 2,250 2,250 - - - - 31,300 31,300 - - - - 35,000 35,000 - 50,000 50,000 - - - - 66,881 66,881 - - - - 870 870 - 1,000 1,000 - 10,593 10,593 26,240 - 26,240 - 1,000 1,000 37,573 37,573 - 11,776 11,776 10,820 - 10,820 64,239 270,389 334,629 - - - - - - 64,239 270,389 334,629 Unrestricted Funds Designated Funds Total Funds 2024 2024 2024 £ £ £ 23,396 223,749 247,145 132 108 240 8,068 7,490 15,558 - 1,810 1,810 300 1,122 1,422 - 1,191 1,191 1,210 246 1,457 1,561 1,029 2,590 1,427 2,769 4,196 - 14,568 14,568 437 748 1,185 602 5,630 6,232 2,255 - 2,255 - 51,394 51,394 96 64 160 4,155 - 4,155 43,640 311,918 355,558 480 - 480 13 - 13 493 - 493 44,133 311,918 356,051 |
Total Funds 2023 £ 3,897 2,430 21,114 60,514 24,000 3,000 25,400 30,700 28,820 35,000 50,000 9,440 9,796 1,758 - - - 24,860 - - - 6,205 336,934 100 100 337,034 Total Funds 2023 £ 222,982 216 17,302 1,677 1,578 1,098 1,191 1,489 16,445 7,215 2,283 4,358 2,405 58,410 330 5,420 344,400 420 13 433 344,833 |
|---|---|---|
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4. Tangible fixed assets and depreciation.
| Cost Balance b/fwd Additions As at 31st March 2024 Depreciation Balance b/fwd Charge for the year As at 31st March 2024 Net book value As at 31st March 2023 As at 31st March 2024 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 HMRC Independent Examination Salaries 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 £ 20,900 364 21,264 17,203 1,015 18,218 3,697 3,046 n one year in one year time equivalent) on in excess of £60,000 |
Media Training & Equipment £ 65,309 - 65,309 52,749 3,140 55,889 12,561 9,421 2024 £ - 9,029 1,348 10,377 2024 £ - 480 15,126 - 15,606 2024 £ 223,566 15,188 8,391 247,145 7 |
Total £ 86,210 364 86,574 69,952 4,155 74,107 16,258 12,467 2023 £ - 45,659 1,254 46,913 2023 £ - 420 - - 420 2023 £ 202,786 12,827 7,369 222,982 7 |
|---|---|---|---|
8. Taxation
Orb Community Enterprise is a registered charity and its primary activities are not subject to Corporation Tax.
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9. Analysis of funds
9.1 Funds held.
Fund name Type Purpose and restrictions Harrogate Borough Council Unrestricted contribution to core costs Barings Foundation Designated to fund delivery costs and related overheads for mental health focused creative activities Building Better Opportunities/Action Towards Inclusion Designated to fund keyworker support for unemployed vulnerable adults Charles & Elsie Sykes Trust Unrestricted to fund the evening art and singing groups Community Grant Extension Designated to fund skill development sessions for unemployed vulnerable adults Community Grant with Claro Enterprises Unrestricted to fund skill development sessions for unemployed vulnerable adults Dashlight Foundation Designated to fund operating costs for the management of the Route One Social Prescribing Pathway Harrogate MIND Prevention Designated to fund local mental health and wellbeing resources & services Henry Smith (part 1) Designated to fund GP referrals to fund services for people with complex mental health needs following the COVID Henry Smith (part 2) Designated pandemic TCMH (relations) Designated to fund community mental health partnership development in Harrogate and Rural District Transforming Community Mental Health - to fund the Route One to Wellness referral TCMH (delivery) Designated pathway. National Lottery Reaching Communities Designated to fund creative health partnership delivery Creative Bridges to Wellness project in conjunction with Pioneer Projects, Chapel FM Igen Designated and Converge MIND cost of living Designated Provision of sessions to support economically disadvantaged participants MIND Outreach Designated Provision of creative health group sessions in rural locations MIND refugees Designated Provision of creative health group sessions to the local refugee community Multiply Designated Delivery of one-to-one and group numeracy support NYC Cancer Hubs Designated To participate in development of a cross sector cancer support partnership RISE Designated Provision of one-to-one and group employment progression and retention support UK SPF Research Designated North Yorkshire Creative Health consultation and report writing
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 to fund GP referrals
to fund services for people with complex mental health needs following the COVID pandemic
to fund community mental health partnership development in Harrogate and Rural District Transforming Community Mental Health - to fund the Route One to Wellness referral pathway.
Creative Bridges to Wellness project in conjunction with Pioneer Projects, Chapel FM and Converge
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 (part 1) Henry Smith (part 2) TCMH (relations) TCMH (delivery) Jubilee Gift Project National Lottery Reaching Communities Igen MIND cost of living MIND refugees Multiply NYC Cancer Hubs RISE UK SPF Research Total Funds |
Balance b/fwd Incoming resources Outgoing resources Transfers Balance c/fwd 75,192 37,999 44,133 (2,547) 66,511 (2,450) - - 2,450 - 42,246 26,240 - - 68,487 114,988 64,239 44,133 (96) 134,998 - - 26 26 - (5,257) 9,647 9,647 - (5,257) - 12,500 12,557 57 - 1,500 2,250 2,298 - 1,452 136 - - - 136 3,845 31,300 30,589 - 4,556 21,342 35,000 66,386 - (10,044) 12,500 50,000 53,233 - 9,267 - - - - - - 66,881 63,559 - 3,322 10,797 - 10,797 - - - 870 879 9 - - 1,000 1,004 4 - - 10,593 10,593 - - - 1,000 1,000 - - - 37,573 37,573 - - - 11,776 11,776 - - 44,864 270,389 311,918 96 3,432 159,852 334,629 356,051 - 138,429 |
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10. Net assets between funds
| Fixed assets Current assets Current liabilities |
Unrestricted Funds Designated Funds Total Funds 2024 2024 2024 £ £ £ 12,467 - 12,467 138,136 3,432 141,568 (15,606) - (15,606) 134,998 3,432 138,429 |
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The unrestricted funds in the Balance Sheet amounted to £134,998 being fixed assets of £12,467 and liquid reserves of £122,531. From the liquid reserves of £122,531 the Board have agreed to reserves as follows:
| Building Reserve: Operational Reserve: Project delivery: |
Unrestricted Funds Designated Funds Total Funds 2024 2024 2024 £ £ £ 10,000 - 10,000 77,000 - 77,000 47,998 3,432 51,429 134,998 3,432 138,429 |
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11. Reconciliation of net movement in funds to net cash flow from operating activities
| 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 activities |
2024 2023 £ £ (21,423) (7,799) 4,155 5,420 36,536 (38,814) 15,186 - - - 34,454 (41,192) |
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