Charity Registration No. 1150969 Company Registration No. 07527344
## **CHAIN LANE COMMUNITY HUB**
**ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2022**
## **CHAIN LANE COMMUNITY HUB**
## **LEGAL AND ADMINISTRATIVE INFORMATION**
Directors Leon Fijalkowski (appointed 8 July 2015) Sam Alexander-Vasey (appointed 25 May 2016) John Gray (appointed 1 August 2019) Wendy Hunwick-Brown (appointed 1 August 2019) Sarah Sturgeon (appointed 23 October 2019) Nick Garrett (appointed 22 April 2020) Hannah Gostlow (appointed 9 December 2020) Natasha Barber-Evans (appointed 11 August 2022)
Registered Office Chain Lane Community Centre Chain Lane Knaresborough North Yorkshire HG5 0AS Charity Number 1150969 Company Number 07527344 Independent Examiner White Rose Accounting Cobdale Cottage Cobdale Lane Warter York YO42 1XD Bankers HSBC Bank Plc 7 Prospect Crescent Harrogate HG1 1RN
## **CHAIN LANE COMMUNITY HUB**
## **CONTENTS**
|Directors’ report|3|
|---|---|
|Statement of directors’ responsibilities|8|
|Independent Examiner’s Report|9|
|Statement of Financial Activities|10|
|Balance Sheet|11|
|Statement of Cash Flows|12|
|Notes to the accounts|13|
## **CHAIN LANE COMMUNITY HUB**
## **DIRECTORS’ REPORT**
## **FOR THE YEAR ENDED 31 DECEMBER 2022**
The Directors present their report and accounts for the year ended 31 December 2022.
The accounts have been prepared in accordance with the accounting policies set out in note 1 to the accounts and comply with the charitable company’s governing document, the Companies Act 2006 and the Statement of Recommended Practice, “Accounting and Reporting by Charities in accordance with the Financial Reporting Standard for Smaller Entities (FRSSE) (effective 01/01/15).
## **Objectives and activities**
The Trustees confirm that they have complied with the Charity Commission’s general guidance on public benefit when reviewing the charity’s aims and objectives and in planning for future activities. In particular, we have considered how planned activities will contribute to the aims and objectives that have been set.
The charity’s aims and objectives are:
“To further of benefit the residents of Knaresborough, North Yorkshire and the Harrogate district, without distinction of sex, sexual orientation, race or political, religious or other opinions by associating together the said residents and the local authorities, voluntary and other organisations in a common effort to advance education and to provide facilities in the interests of social welfare for recreation and leisure time occupation with the objective of improving the conditions of life for the residents”.
As such, Chain Lane Community Hub is a multi-purpose community hub with the primary purpose of providing social, recreational, educational and entertainment facilities to the inhabitants of Knaresborough and surrounding areas that also acts in a community anchor role, supporting a range of partner organisations to work collectively toward the same goal of improving the life conditions of local residents.
Activities provided during 2022 included the following:
- Venue hire for statutory organisations, business, social, community and cultural activities
- Provision of office space for Better Connect and Harrogate Islamic Association
- Accommodation for the district’s mass Covid vaccination centre in partnership with Homecare Pharmacy (from September 2021 to end of March 2023)
- Activities for elderly and vulnerable people
- Activities for families, children and young people
- Support for Ukrainian Refugees
- Volunteering projects
- Partnership development
- Arts & Culture
- Education & Training
- Employment support
3
## Sport
The Trustees have paid due regard to guidance issued by the Charity Commission in deciding what activities the charitable company should undertake.
The charitable company’s policy is to consult with stakeholders over matters likely to affect their interests.
Information of matters of concern to stakeholders is given through information bulletins and reports which seek to achieve a common awareness on the part of all stakeholders of the financial and economic factors affecting the charity’s performance.
Applications for employment by disabled persons will always be fully considered, bearing in mind the aptitudes of the applicant concerned. In the event of members of staff becoming disabled, every effort will be made to ensure that their employment within the charitable company continues and that the appropriate training is arranged. It is the policy of the charitable company that the training, career development and promotion of disabled persons should, as far as possible, be identical to that of any other employee.
## **Achievements and performance**
Some disruption to daily activities continued during the early part of 2022 as a result of the Covid 19 pandemic, however groups slowly began to re-establish themselves and staff returned to the offices. Accommodation for the Mass Vaccination Centre continued throughout 2022, significantly supporting the charity’s financial recovery and bringing a range of new people from all age groups into the community centre. The charity also stepped up to support the Ukrainian community arriving as a result of the war, bringing in additional grant income to support these activities. In July 2022, the charity negotiated with the local Council to bring The Kiosk and Games in the Park facilities at Conyngham Hall Knaresborough into community management following their closure during the pandemic. The charity now holds the Lease for this project and works in partnership with Community Stars CIC who operate the day-to-day activity of the facilities which provide low cost family activities for residents and tourists to the town.
In cash flow terms, Chain Lane ended the year with an in-year surplus of £6,076 and £71,430 cash in hand at the bank, significantly above the £45,000 reserve to cover three month’s running costs as agreed by the Board of Trustees. This meant that Chain Lane was able to enter the 2023 financial year in a robust position.
A number of staffing changes occurred during 2022 to accommodate the growth in activity being undertaken. The Trustees formalised the role of CEO and appointed Sue Vasey to the position on a permanent basis in April 2022. They also created a 25 hour per week community development manager role to undertake community projects such as the Ukrainian support. The Assistant Centre Manager was promoted to Centre Manager on a permanent basis. An Assistant Admin and Facilities role was created in March 2022 via the government’s Kickstarter programme providing an opportunity for a local young person to develop skills and confidence over a six month fully funded period. This role was extended to December 2022 utilising grant funding from Newcastle Building Society (via The Community Development Foundation).
4
The Board has retained highly skilled individuals, with great local knowledge and a real commitment to supporting the development of the charity and the local community. This is demonstrated in the Board’s attitude to risk with the Kiosk and Games in the Park initiative and their determination to improve the community infrastructure of the town and its surrounding areas by commitment to the community anchor role.
The staff team also put in a significant amount of work to support the vaccination centre, often being the first point of contact for telephone and face to face enquiries and ensuring the building was clean and welcoming every day. Much support was also provided to enable existing groups hiring the space to continue their activities.
One room (The Wharfe) which had been leased by Better Connect was returned to the core hiring space for the centre and now provides modern, accessible meeting space for a range of activities and stakeholders.
Accommodating the vaccination centre has significantly raised the profile of the Hub with the local community and resulted in significant new enquiries for bookings as well as bringing in new funds that have enabled the Hub to prosper despite the impact of Covid restrictions over the past two years.
Not only did this allow Chain Lane to replace lost income streams, but also saw it helping to respond directly to new community need (the vaccination centre). This process consolidated the Board’s decision to diversify the organisation’s delivery and income streams by increasing income from grant funding to compliment the earned income from room hire. A new Business Plan now clearly sets out the direction for the Hub over the next five years in terms of the building, partnership development and strategic influencing.
Chain Lane Community Hub continues to recognise the value and importance of working with the local community and the team of volunteers is continuing to grow. A volunteer gardening group, established through Lottery Awards for All funding has now grown into Green Connectors. As well as maintaining and developing the outdoor space at the Hub they are now working at several other community and faith organisations building infrastructure such as bug hotels, underground ponds, growing food for the local community and improving wildlife friendly habitats to improve the environment and bio-diversity of the Town. Connections have been re-enforced with local community support organisation Knaresborough Connectors who are now working with Chain Lane to connect local people with their support and services. Chain Lane Community Hub is co-lead with Knaresborough Connectors for a community development project called Knaresborough Voice, which is working with a wide range of partners and stakeholders to produce a community investment strategy for the town.
## **Financial Performance**
Income for the year increased from £114,115 to £165,485 due to accommodating the vaccination centre and securing new grant funding for project work.
The positive financial position has enabled investment in improvements to the charity such as a new phone system and upgrade of IT. Staff costs have risen in line with the increased workload and these have been met by corresponding grant funding. As a result cash in hand and at bank increased by £6,076 on 2021 with £71,430 in place at the year end. This is significantly more than the £45,000 required for operational reserves and puts the charity on a strong financial footing for 2023.
5
## **Forward Planning**
The Trustees continue to assess the major risks to which the charitable company is exposed and have worked with the management team to establish an up-to-date Risk Register which is assessed and updated on a quarterly basis with systems and procedures in place to ensure risks are avoided and/or mitigated.
They continue to meet on bi-monthly basis in recognition of the pace the charity is developing.
Planning is in place to minimise the financial impact of the vaccination centre leaving the Hub in March 2023 and development of new income streams from room rental in the light of new community need, and the ongoing application for additional grant and statutory sector funding to support the development of emerging and new activity. A maintenance plan is also in place for the building to ensure the spaces continue to be of the highest quality for residents. As is stands the charity is expecting to make an in-year surplus for the 2023 financial year and is not anticipating any existential threats as a result of the current operating environment.
## **Structure, governance and management**
The company became a registered charity on 26 February 2013 and is governed by its Memorandum and Articles of Association. Its principle activities are
- the management of a community centre in Knaresborough, North Yorkshire
- Strategic development of the Kiosk and Games in the Park facilities
- Project management and development
- volunteer development and support for the town
- strategic community and partnership development
The Trustees, who are also the directors for the purpose of company law and who are current directors or who served during the year were:
Leon Fijalkowski (appointed 8 July 2015) Sam Alexander-Vasey (appointed 25 May 2016) John Gray (appointed 01 August 2019) Wendy Hunwick-Brown (appointed 01 August 2019) Sarah Sturgeon (appointed 23 October 2019) Nick Garrett (appointed 22 April 2020) Hannah Gostlow (appointed 9 December 2020) Natasha Barber-Evans (appointed 11 August 2022)
## **Trustee Selection Method**
There must be a minimum of 6 Trustees on the Board at one time, with persons being elected for a five-year term. The incumbent Trustees may recruit new Trustees at any time.
None of the Trustees has any beneficial interest in the company. Sam Alexander-Vasey and Sue Vasey have a family relationship, but this is mitigated by the Board in terms of financial and relevant human resource procedures.
The Trustees give their time voluntarily and receive reimbursements for expenses only.
6
## **Organisational Structure**
As of the end of 2022 the charity had a board of Trustees of 8 members responsible for the strategic direction and policy of the charity. The current members of the Board are from a variety of professional backgrounds.
The board is responsible for ensuring that the charity delivers the services specified and that key performance indicators are met.
The report was approved by the Board of Trustees
L Fijalkowski
Chair of the Board
Dated 4th August 2023
7
## **CHAIN LANE COMMUNITY HUB**
## **STATEMENT OF DIRECTORS’ RESPONSIBILITIES**
## **FOR THE YEAR ENDED 31 DECEMBER 2022**
The directors, who also act as trustees for the charitable activities of Chain Lane Community Hub, are responsible for preparing the Directors’ Report and the accounts in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).
Company law requires the directors to prepare accounts for each financial year which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that year.
In preparing these accounts, the directors are required to:
- Select suitable accounting policies and then apply them consistently
- Observe the methods and principles in the Charities SORP
- Make judgements and estimates that are reasonable and prudent
- State whether applicable accounting standards have been followed, subject to any material departures disclosed and explained in the financial statement, and
- Prepare the accounts on the going concern basis unless it is inappropriate to presume that the charitable company will continue in operation
The directors are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the accounts comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
8
## **CHAIN LANE COMMUNITY HUB**
## **Independent Examiner's report to the trustees.**
The charity's trustees 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 130 of the Charities Act; and
- to prepare accounts which accord with the accounting records and comply with the accounting requirements of the Charities Act have not been met; or
2. 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 26th July 2023
9
## **CHAIN LANE COMMUNITY HUB**
## **STATEMENT OF FINANCIAL ACTIVITIES INCLUDING INCOME AND EXPENDITURE ACCOUNT**
## **FOR THE YEAR ENDED 31 DECEMBER 2022**
|**Notes**
**Income and endowments from:**
Donations and legacies
**2**
Charitable activities
**3**
Other income
**4**
**Total income and endowments**
**Expenditure on:**
Charitable activities
**5**
**Net income for the year**
Transfers between funds
**15**
**Net movement in funds**
Fund balances at 1 January 2022
**Fund balances at 31 December 2022**|**Unrestricted**
**funds**
**£**
6,108
102,373
25,322
133,803
141,969
(8,166)
3,245
(4,921)
195,227
190,307|**Designated**
**funds**
**£**
-
-
31,683
31,683
18,696
12,987
(3,245)
9,742
-
9,742|**Total**
**2022**
**£**
6,108
102,373
57,005
165,485
160,664
4,821
-
4,821
195,227
200,049|**Total**
**2021**
**£**
511
57,263
56,341
114,115
110,085
4,030
-
4,030
191,198
195,227|
|---|---|---|---|---|
10
## **CHAIN LANE COMMUNITY HUB BALANCE SHEET AS AT 31 DECEMBER 2022**
|**Notes**
**Fixed assets**
Tangible assets
**9**
**Current assets**
Debtors
**10**
Cash at bank and in hand
**Liabilities**
Creditors: amounts falling due within one year
**11**
Net current assets
**Total assets less current liabilities**
**Creditors: amounts falling due after**
**more than one year**
**12**
**Deferred income**
**13**
**Net assets**
**The funds of the charity**
Designated funds
Unrestricted funds
**16**|**£**
**£**
515,055
10,941
71,430
82,371
(12,384)
69,987
585,041
(220,214)
(164,779)
200,049
9,742
190,307
200,049
**2022**|**£**
**£**
544,791
4,310
65,354
69,663
(11,444)
58,220
603,011
(230,495)
(177,288)
195,227
-
195,227
195,227
**2021**|
|---|---|---|
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 accounts were approved by the Directors on 4th August 2023
**Leon Fijalkowski Chair of the Board of Trustees**
**Company Registration No. 07527344**
11
## **CHAIN LANE COMMUNITY HUB STATEMENT OF CASH FLOWS AS AT 31 DECEMBER 2022**
|**Notes**
**Net cash provided by/(used in) operating**
**activities**
**16**
**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**
**£**
**11,914**
(5,838)
-
(5,838)
6,076
65,354
71,430
71,430|**2021**
**£**
**19,787**
(1,523)
-
(1,523)
18,264
47,089
65,354
65,354|
|---|---|---|
12
**CHAIN LANE COMMUNITY HUB NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2022**
## **1. Accounting policies**
## **1.1 Accounting convention**
The financial statements are prepared under the historical cost convention in accordance with the applicable U.K Accounting Standards (U.K. Generally Accepted Accounting Practice) and in accordance with the Statement of Recommended Practice (SORP) "Accounting and Reporting by Charities in accordance with the Financial Reporting Standard for Smaller Entities (FRSSE) (effective 01/01/05) and the Companies Act 2006.
The accounts are prepared in sterling, which is the functional currency of the charitable company. Monetary amounts in these financial statements are rounded to the nearest £.
The accounts have been prepared under the historical cost convention, modified to include certain financial instruments at fair value. The principal accounting policies adopted are set out below.
## **1.2 Going concern**
At the time of approving the accounts, the directors have a reasonable expectation that the charitable company has adequate resources to continue in operational existence for the foreseeable future. Thus the directors' continue to adopt the going concern basis of accounting in preparing the accounts.
## **1.3 Charitable funds**
Unrestricted funds are available for use at the discretion of the directors in furtherance of their charitable objectives unless the funds have been designated for other purposes. Designated funds have been approved by the directors for a specific purpose.
## **1.4 Incoming resources**
Donations and gifts comprise amounts received in the year.
Income is recognised when the charitable company is legally entitled to it after any performance conditions have been met, the amounts can be measured reliably, and it is probable that income will be received.
## **1.5 Resources expended**
All expenditure is accounted for on an accruals basis and has been classified under headings which aggregate all costs related to that category. No allocation of costs between different activity categories has been deemed appropriate as they are not considered material.
## **1.6 Tangible fixed assets**
Tangible fixed assets are measured at cost, net of depreciation and any impairment losses.
Depreciation is recognised so as to write off the cost or valuation of assets less their residual values over their useful lives on the following bases:
|Land and buildings|4% straight line on buildings|
|---|---|
|Plant and machinery|33.3% straight line|
|Fixtures, fittings and equipment|25% straight line|
The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds and the carrying value of the asset, and is recognised in net income (expenditure) for the year.
## **1.7 Impairment of fixed assets**
At each reporting end date, the charitable company reviews the carrying amounts of its fixed assets to determine whether there is any indication that those assets have suffered an impairment loss. If any such indication exists, the recoverable amount of the asset is estimated in order to determine the extent of the impairment loss (if any). The directors consider that no such loss has been incurred.
## **1.8 Grants**
Grants towards capital expenditure are released to the Statement Of Financial Activities over the expected useful life of the assets. Grants towards revenue expenditure are released to the Statement Of Financial Activities as the related expenditure is incurred.
13
## **2 Donations and legacies**
|**2 **|**Donations and legacies**|||||||
|---|---|---|---|---|---|---|---|
||||||**2022**|**2021**||
||||||**£**|**£**||
||Donations and gifts||||6,108|511||
|**3 **|**Charitable activities**|||||||
||||**Hire of rooms and**|**Release of**||||
|||**Rent received**|**facilities**|**grant income**|**Total**|**Total**||
||||||**2022**|**2021**||
|||**£**|**£**|**£**|**£**|**£**||
||Income from charitable activities|27,216|62,648|12,509|102,373|57,263||
|**4 **|**Other income**|||||||
|||||**Designated**||||
||||**Unrestricted funds**|**funds**|**2022**|**2021**||
||Grants||**£**|**£**|**£**|**£**||
||Net gain on disposal of tangible fixed assets|||||||
||Awards for All||-|9,746|9,746|9,630||
||Better Connect Kickstarter||-|7,466|7,466|-||
||Covid-19 JRS grants||-|-|-|1,451||
||Garfield Weston||-|-|-|7,500||
||Harrogate Borough Council||-|-|-|17,597||
||Harrogate District of Sanctuary||-|550|550|-||
||Harrogate Mind||-|500|500|-||
||Homecare Pharmacy||-|1,120|1,120|-||
||Newcastle Building Society||-|4,000|4,000|-||
||North Yorkshire Police, Fire and Crime Commissioner||-|1,672|1,672|-||
||NYCC Stronger Communities||21,700|-|21,700|-||
||Power to Change Programmes||-|-|-|17,278||
||Two Ridings Foundation||-|-|-|2,885||
||**The Kiosk at Conyngham**|||||||
||Bettys and Taylors (unrestricted)||-|2,000|2,000|||
||Knaresborough Town Council||-|1,583|1,583|||
||NYCC Stronger Communities||-|990|990|||
||NYCC Locality Fund||-|1,000|1,000|||
||Kiosk equipment hire||-|667|667|||
||Kiosk sales||-|389|389|||
||Other income||3,622|-|3,622|-||
|**5 **|**Resources expended**
Staff and payroll costs
Depreciation and impairment
Insurance
Light and heat
Professional fees
Sundry expenses
Print, post, stationery
Data and telecoms
Cleaning
Repairs and maintenance
The Kiosk at Conyngham (excl salaries)
Support costs (see Note 6)
Governance costs (see Note 6)
Finance costs (see Note 6)||25,322
**Unrestricted funds**
**£**
51,503
35,575
3,228
5,929
1,351
2,120
1,362
7,319
6,041
14,532
-
129,734
-
510
11,724
141,969|31,683
**Designated**
**funds**
**£**
14,423
-
-
-
-
1,050
1,500
-
-
255
1,468
18,696
-
-
-
18,696|57,005
**2022**
**£**
65,926
35,575
3,228
5,929
1,351
3,170
2,862
7,319
6,041
14,787
1,468
148,430
-
510
11,724
160,664|56,341
**2021**
**£**
28,001
33,800
2,940
3,336
7,748
43
3,274
4,955
2,050
15,850
-
101,996
-
510
7,580
110,085||
|**6 **|**Support costs**
Subscriptions
Accountancy and audit fees
Loan interest current year|**Support**
**costs**
**£**
-
-|**Governance**
**costs**
**£**
510
510|**Finance**
**costs**
**£**
11,724
11,724|**2022**
**£**
-
510
11,724
12,234|**2021**
**£**
-
510
7,580
8,090|**Basis of allocation**
Support
Governance
Finance|
|**7 **|**Staff Costs and emoluments**|||||||
||Gross salaries||||**2022**
**£**
63,757|**2021**
**£**
26,655||
||Employer's National Insurance||||-|-||
||Employer's pension contributions||||2,169|1,346||
||||||65,926|28,001||
||Average number of employees (full time equivalent)||||2|2||
||No employees received remuneration in excess of £60,000|||||||
## **8 Taxation**
Chain Lane Community Hub is a registered charity and its primary activities are not subject to Corporation Tax.
14
## **9 Tangible fixed assets**
|**Land and**
**Plant and**
**buildings**
**machinery**
**£**
**£**
Cost
At 1 January 2022
853,216
1,314
Additions
-
3,786
At 31 December 2022
853,216
5,100
Depreciation and impairment
At 1 January 2022
309,948
1,114
Depreciation charged in the year
33,129
1,462
At 31 December 2022
343,076
2,576
Carrying amount
At 31 December 2022
510,140
2,524
At 31 December 2021
543,269
200
**10 Debtors**
Amounts falling due within one year:
Trade debtors
Prepayments and accrued income
**11 Creditors**
**Amounts falling due within one year:**
Trade creditors
Loans < 1 yr
Net wages
HMRC PAYE/NICs
NEST pension
Accruals
**12 Creditors**
Loans > 1 yr
**13 Deferred income**
Total deferred income at 1 January 2022
Amounts credited to statement of financial
activities
**Amounts falling due after more than one year**
Land and buildings are subject to security on charges registered by third parties.|**Fixtures,**
**Total**
**fittings &**
**equipment**
**£**
**£**
10,606
865,136
2,052
5,838
12,658
870,974
9,283
320,345
984
35,575
10,267
355,919
2,391
515,055
1,323
544,791
**2022**
**2021**
**£**
**£**
10,622
3,990
320
320
10,941
4,310
**2022**
**2021**
**£**
**£**
-
-
9,996
9,710
-
-
382
99
268
156
1,738
1,478
12,384
11,444
**2022**
**2021**
**£**
**£**
220,214
230,495
220,214
230,495
**2022**
**2021**
**£**
**£**
177,288
189,797
(12,509)
(12,509)
164,779
177,288|
|---|---|
## **14 Share Capital**
The charity is limited by guarantee and has no share capital. In the event of the charity being wound up the members are required to contribute an amount not exceeding £1.
15
## **15 Analysis of funds 15.1 Funds held**
## **Fund name**
## **Type**
Awards for All
Designated Designated Unrestricted
Better Connect Kickstarter
Designated
Friends of Ukraine
Garfield Weston Unrestricted Harrogate District of Sanctuary Designated Harrogate Mind Designated Homecare Pharmacy Designated Newcastle Building Society Designated North Yorkshire Police, Fire and Crime Commissioner Designated NYCC Stronger Communities Designated Power to Change Programmes Unrestricted Two Ridings Foundation Designated
## **Purpose and restrictions**
To set up community activity during Covid lockdown to enable individuals to participate in Covid safe activities.
Contribution towards additional staffing costs
To support Ukrainian refugees with learning English, practical support to aid their resettlement and social integration and community activities
To fund core costs over a 12-month period
Contribution towards Ukrainian Refugees project Contribution towards Ukrainian Refugees East Coast day trip Payment of Volunteer Coordinator support for the Vaccination Centre Contribution towards additional staffing costs
To fund costs of doorguard/canopy/fire alarm for the Community Centre
To fund community consultation work to inform future service development and business planning. To fund core costs To cover Health & Safety costs
## **15.2 Movement of major funds**
|**Fund name**
General unrestricted funds
Garfield Weston
Friends of Ukraine
**Designated funds**
Awards for All
Better Connect Kickstarter
Harrogate District of Sanctuary
Harrogate Mind
Homecare Pharmacy
Newcastle Building Society
North Yorks Police, Fire and Crime Comm
**The Kiosk at Conyngham**
Bettys and Taylors (unrestricted)
Knaresborough Town Council
NYCC Stronger Communities
NYCC Locality Fund
Kiosk equipment hire
Kiosk sales
**5.3 Analysis of net assets between funds**
Tangible fixed assets
Current assets
Creditors: amounts falling due within one year
Creditors: amounts falling due after more than
one year
Deferred income
**16**
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 activ**
**Reconciliation of net movement in funds to ne**
**operating activities**|Balance b/fwd
Incoming resources
Outgoing
resources
Transfers
Balance c/fwd
192,727
120,263
(143,921)
21,237
190,307
2,500
-
-
(2,500)
-
-
13,540
1,952
(15,492)
-
**195,227**
**133,803**
**(141,969)**
**3,245**
**190,307**
-
9,746
(2,437)
-
7,309
-
7,466
(7,466)
-
-
-
550
(550)
-
-
-
500
(500)
-
-
-
1,120
(1,120)
-
-
-
4,000
(4,000)
-
-
-
1,672
(255)
(1,417)
-
-
2,000
(172)
(1,828)
-
-
1,583
(1,190)
-
392
-
990
(106)
-
884
-
1,000
(900)
-
100
-
667
-
-
667
-
389
-
-
389
**-**
**31,683**
**(18,696)**
**(3,245)**
**9,742**
**Unrestricted**
**funds**
**Designated funds**
**Total**
**£**
**£**
**£**
515,055
-
515,055
72,629
9,742
82,371
(12,384)
-
(12,384)
(220,214)
-
(220,214)
(164,779)
-
(164,779)
190,307
9,742
200,049
**2022**
**2021**
**£**
**£**
4,821
4,030
35,575
33,800
(6,632)
(1,416)
(9,341)
(4,117)
(12,509)
(12,509)
**11,914**
**19,787**
**ities**
**t cash flow from**|
|---|---|
## **15.3 Analysis of net assets between funds**
16