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Company registration number (England and Wales): 08794342
Charity registration number (England and Wales): 1156511
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(Incorporated as a Company Limited by Guarantee and not having a Share Capital)
FINANCIAL STATEMENTS AND ANNUAL REPORT FOR THE YEAR ENDED 31 DECEMBER 2020
Financial Statements and Annual Report For the Year ended 31 December 2020
Contents
Reference and Administrative Details of The Charity, Its Trustees and Advisers ............................................................. 1 Strategic Report ................................................................................................................................................................ 2 Introduction .................................................................................................................................................................................... 2 Review of 2020 ............................................................................................................................................................................... 2 2020 Survival Strategy .................................................................................................................................................................... 3 Key priorities for 2021 .................................................................................................................................................................... 6 Treasurer’s Report ............................................................................................................................................................ 9 Going Concern: Trading (unrestricted) account ............................................................................................................................. 9 Capital (restricted) accounts .......................................................................................................................................................... 9 Balance Sheet ............................................................................................................................................................................... 10 2021 Financial Outlook ................................................................................................................................................................. 10 Governance Report ......................................................................................................................................................... 11 Independent Examiner’s Report to The Members of The Chellington Centre ............................................................... 13 Income and Expenditure Account ................................................................................................................................... 14 Balance Sheet .................................................................................................................................................................. 15 Notes to the Financial Statements .................................................................................................................................. 16 1. Accounting policies ................................................................................................................................................................ 16 2. Incoming resources from charitable activities ....................................................................................................................... 18 3. Charitable activities (including Governance costs) ................................................................................................................ 18 4. Governance costs .................................................................................................................................................................. 19 5. Trustees renumeration .......................................................................................................................................................... 19 6. Staff remuneration and numbers .......................................................................................................................................... 19 7. Tangible fixed assets .............................................................................................................................................................. 20 8. Creditors: amounts falling due within one year .................................................................................................................... 20 9. Analysis of net assets between funds .................................................................................................................................... 21 10. Movements in funds .............................................................................................................................................................. 21
Financial Statements and Annual Report For the Year ended 31 December 2020
Reference and Administrative Details of The Charity, Its Trustees and Advisers
Company number 08794342 (England and Wales) Charity number 1156511 (England and Wales) Board of trustees (Directors) CATCHPOLE, Claire (Interim Chair) (shown in order at Companies House) GILBERT, Sally Elizabeth HAZELL, Martin Graeme (Treasurer) LESITER, Rachel Mary MILROY, David Paterson (retired 14 December 2020) SWIDENBANK, Gareth Owen (resigned 2 December 2020) TUSTING, James Charles TUSTING, John Robert
Independent examiner
Gavin Williams Premier FD Limited 87, The Parklands, Dunstable LU5 4GW
Bankers Barclays Bank Plc 8 Market Street Wellingborough Northamptonshire NN8 1AP
Cambridge & Counties Bank Charnwood Court New Walk Leicester LE1 6TE
Registered address
The Chellington Centre Felmersham Road Carlton Bedford MK43 7NA
Website http://www.chellington.org
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Trustees’ Reports For the Year ended 31 December 2020
Strategic Report
Introduction
The Chellington Centre is an award winning, eco-friendly youth residential retreat, providing a base for exclusive-use learning, recreation and self-development in a rural environment. It is a place of expedition, contemplation, inspiration and invigoration, particularly but not exclusively for young people, providing many opportunities to build selfconfidence and to reflect and celebrate life in a beautiful, rural setting. A place of transformation.
In recent years, the Centre has enjoyed significant growth in occupancy levels, welcoming over 5,000 overnight or day visitors to the Centre each year.
In January 2020, 54 teachers from St Matthews Primary School, Luton came to Chellington for a “mini experience”, led by the Deputy Head to give staff a first-hand experience of the get-away. They subsequently booked for a whole year group (approx. 120 children) to return in June with 4 back-to-back overnight stays, Mon-Fri.
“When I visited Chellington for the first time I was awed by the location and views. Our children live in a deprived area of Luton; they don’t see nature, and few have gardens. I wanted them to see the vastness of the countryside and to know there is so much more available to them than is found in their current world.
At Chellington they can climb trees, walk across a field of cows and horses, sit round a campfire. It sparks their imagination and widens their horizons.”
Deputy Head, St Matthews Primary School, Luton
Review of 2020
2020 started with all the promise of an exceptional year . Bookings income exceeded budget by over 1k for January and February as we welcomed 14 different groups to the centre including 4 schools, 6 youth groups, a yoga retreat and 3 family bookings. By the beginning of March, over 80k was confirmed in actual and forward bookings for 2020.
Then the Covid-19 pandemic struck, with devastating impact.
In the first wave, as Government restrictions were imposed, we were forced to close our doors and furlough our staff. We had no choice but to swiftly abandon our 2020 strategy and devise a short-term plan for survival.
Our survival strategy involved:
England LGA Strategic Migration Partnership, Feb 2020 2-day forum/workshop sharing best practice
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Closely monitoring the Government restrictions and guidelines
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Keeping in regular contact with customers booked to use the Centre
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Rapidly introducing new Covid-19 safety procedures & guidelines
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Introducing Airbnb as a marketing tool to attract last minute permissible bookings
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Revising our terms and conditions to enable more flexibility in booking payment schedule
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Relocating staff from our temporary Emmaus office
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Reducing running costs at the Centre
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Supporting staff, particularly our apprentice, through this challenging period
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Appealing for financial assistance to help keep us afloat
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Continuing our capital fund raising appeal
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Progressing the Herald Building project
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Piloting a “Pop-up Café” outside the Centre for locals to enjoy
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Trustees’ Reports For the Year ended 31 December 2020
2020 Survival Strategy
1. Closely monitoring the Government restrictions and guidelines
The ever-changing Government restrictions on group numbers made it impossible for the Centre to trade normally. Constantly tracking the latest developments to identify any use of the Centre that we could facilitate safely, our Covid19 policy statement was updated continuously in line with the changes.
2. Keeping in regular contact with customers booked to use the Centre
Although the vast majority of bookings in 2020 had to be cancelled due to the pandemic, almost without exception, we managed to port bookings to new dates in 2020 (only to be cancelled again), 2021 and 2022. Wherever possible, payments were transferred to the new dates through a voucher system. This high conversion rate is a clear reflection both of the reputation of the Centre and the excellent relationship between staff and customers.
- Rapidly introducing new Covid-19 safety procedures & guidelines
Covid-19 risk assessments, new welcome and exit processes, additional hygiene provisions and intensive cleaning schedules all had to be created along with strict protocols for staff and volunteers to follow.
Although incurring some additional cost and no extra income, this was critical to ensure the safety of groups permitted to use the Centre as well as all those involved at the Centre.
4. Introducing Airbnb as a marketing tool to attract last minute, permissible bookings
In recognition that most of our pre-existing bookings would be impossible to deliver, we explored the idea of using Airbnb to plug the gaps with short-notice family/household bookings.
Although many of the Airbnb bookings were subsequently cancelled at the last minute due to further tightening of Government restrictions, it proved an effective method of tapping into low-cost, low-risk, low-effort short-term bookings. Undoubtedly, a promising marketing vehicle for the future
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Trustees’ Reports For the Year ended 31 December 2020
5. Revising our terms and conditions to enable more flexibility in booking payment schedule
As uncertainty prevailed, we shortened the final balance payment window from 8 to 3 weeks, enabling groups to hold off on making outstanding payments until the Government position on imminent residentials became clear.
6. Relocating staff from our temporary Emmaus office
As the Emmaus office space is not large enough to accommodate socially distanced working, the staff set up a temporary office base in the Ibbett Room to be used whenever the Centre was closed to groups. This provided some opportunity for staff to work together as well as operating separately from their homes.
7. Reducing running costs at the Centre
As soon as the pandemic struck, costs for 2020 were carefully reduced. Throughout the rest of the year, we strove to achieve the balance between retaining the flexibility to reopen to permissible groups (which we did several times) and keeping our overhead costs as low as possible.
Towards the end of the year, our Centre Manager, Scott Holden, achieved significant adjustments to our utilities (electric, water and telecoms), negotiating suspensions or reductions in contract services (including waste, insurance and marketing). Issues with the air-source pump heating, both at the front and back end of the year that involved running repairs and substantial replacement parts incurred an unexpected £4,969 in extra costs. A further £857 was spent on servicing the underfloor heating with unrelated flow issues. Such costs are not expected to reoccur in such concentration and are being carefully monitored in a 5-year analysis report.
Almost all scheduled spending on repairs, non-essential maintenance and capital improvements has been deferred to 2021 and beyond.
8. Supporting staff, particularly our apprentice through this challenging period
Prior to the change in the furloughing scheme allowing staff to work part-time hours, essential day-to-day functions of the Charity were fulfilled by trustees.
Despite wide-ranging challenges, the staff continue to be open to new responses, innovative in their delivery and loyal to the Centre and all who can make use of it. In particular, the commitment of both trustees and staff to support the apprenticeship through 2020 and successfully ensure its continuation given the circumstances of the year was a great achievement. In the first lockdown, when the apprentice was 100% furloughed, Bedford College provided online learning whilst our Business Development Manager arranged weekly zoom or phone call contact. There were many challenges including the impact of the lockdown on the well-being and mental health of the apprentice and the knockon effect on motivation. At the point that the Business Development Manager was also furloughed, a more supportive role from Bedford College was initiated with the support of Trustee, Claire Catchpole, liaising with both Bedford College and the apprentice.
Once restrictions eased enough to allow the reintroduction of the apprentice, we did so - initially 1 day a week at Chellington and subsequently working from home 1 day a week – with a very positive result.
9. Appealing for financial assistance to help keep us afloat
We are very grateful for the generous and relentless financial support of The Carlton Education Trust as well as Bedford Borough Council, the Government furloughing scheme and private benefactors (see Treasurer’s report for further details).
10. Continuing our capital fund raising appeal
Thanks to the generosity of a range of donors, we will shortly achieve our fundraising target for the Herald Building project.
11. Progressing the Herald Building project
On reaching our fundraising target, invitations to tender for the construction of the Herald Building were issued in December to qualified contractors. These will be evaluated in February with a commitment to a March 2021 start date.
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Trustees’ Reports For the Year ended 31 December 2020
12. Piloting a “Pop-up Café” outside the Centre for locals to enjoy
As part of our commitment to engage with the local community, we tested the idea of a pop-up outdoor café one Saturday in October. We were delighted with the response from the locals who visited and hope to repeat this and other initiatives as and when restrictions allow.
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Trustees’ Reports For the Year ended 31 December 2020
Key priorities for 2021
2021 is an exciting year for the Chellington Centre as we realise our dream to expand both the scale and flexibility of the experience we offer. Although the uncertainty and repercussions caused by the pandemic will undoubtedly continue to impact how we can operate, trustees and staff alike remain passionately committed to our objectives.
- Complete the new Herald building project
Our vision for the future of the Chellington Centre has become even more relevant with the long-term implications of the pandemic. The addition of a new building adjacent to the Centre will enable us to increase the overall capacity of occupancy to 60 through the addition of a camping option and washroom facilities to support those camping. It will provide a permanent place for paid and voluntary team members to work from when the centre is in use, increase the sustainability of the Centre and maximize the input from all concerned in providing the highest quality experience for young people at the Centre.
Inevitably, this will also make it easier to encourage more local volunteering initiatives in the future.
The building work will go ahead subject to materials being available and social distancing measures on the site. The estimated weather dependent time to complete the works is eight to ten weeks. When the Centre can reopen, the plan is that the work be completed with minimum disruption to the activities and groups using the Centre during the construction period.
Once completed, the Centre will be able to offer groups a range of socially distanced options in the short-to-medium term, and we look forward to operating at the new expanded capacity when allowed.
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Peter Joseph HERALD
1927 - 2020
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The new building will be known as “ The Herald Building ” in memory of Peter Herald, a longstanding trustee and volunteer of The Chellington Centre.
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Trustees’ Reports For the Year ended 31 December 2020
2. Adapt the Centre to accommodate permissible bookings
The ongoing restrictions because of the pandemic mean that it is likely to be some time before the Centre can welcome groups in a “normal” way. In the meantime, we will continue to monitor changes to Government restrictions and open the Centre to families, groups, businesses or charities whenever possible. We will also continue to explore ideas for adapting the Centre to accommodate any use of the Centre that might become possible.
3. Raise awareness and funds for the Chellington Bursary Fund
This crucial aspect of the Charity’s work becomes even more important in the aftermath of the pandemic. We are urgently seeking funds to build up the Chellington Centre Bursary Fund in order to offer financial support to organisations that can deliver life changing experiences at Chellington for disadvantaged young people.
Head Teacher at Queen’s Park Primary School, Bedford
The distinctive feature that all groups enjoy exclusive use, regardless of their numbers is something not available at larger centres. This in itself offers to the value of the experience, particularly for young people with learning or behavioural difficulties. We describe it as a ‘low key’ Centre, we place few rules on groups and have seen how this helps them ‘own’ the place during their stay.
It is an ideal place for special needs groups with its quiet situation yet easy access. Most groups come for some kind of team building; beginning of a new school year, new start/first time away; challenge for young people, offering a different environment than they are used to; time out, particularly for young people with challenges, a quieter place to refocus, have space, renew; transition time for primary school children moving to high school; Confidence building is important and the majority of users report an increase in the confidence of young people.
Raising donations for this Bursary fund remains a strategic priority for the trustees, both to attract new, relevant youth organisations and to continue to meet our Charitable Objects, ensuring the Centre remains accessible to all, regardless of means.
4. Continue building youth occupancy
Youth groups, charities and schools are on standby to re-engage with their planned experiences at the Chellington Centre as soon as it becomes safe and realistic to do so. Our youth sector marketing activity, targeting these 3 core group types, is lined up ready for delivery once the roadmap out of the current restrictions becomes clear.
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Trustees’ Reports For the Year ended 31 December 2020
5. Achieve operational sustainability
The Trustees are focused on seeing the Centre develop to a position where it is self-sustaining. The construction of the new building is key to this movement to increase income.
In the short to medium term, as soon as Covid-19 restrictions start easing, we will look to fill available gaps in the Centre diary with Airbnb family & small group bookings as well as pursuing other effective routes to market.
When possible, we will also seek to maximise revenue from high yielding bookings such as weddings, large family gettogethers and other commercial enterprises. This not only brings in revenue for the Centre but also helps to engage and educate the community on what the Centre does and how they can support it.
6. Focus resources to achieve objectives
Our Business Development Manager commences Maternity Leave in March, leaving a significant gap in our resources. A part-time summer assistant will be recruited on a six-month contract to help support mid-week activity at the Centre and provide some level of resilience.
7. Ongoing support for apprenticeship
We are on track to complete the Apprenticeship as planned by August 2021. At the start of the apprenticeship, we organised monthly 1-2-1 meetings with Trustee, Claire Catchpole and the apprentice. This established relationship then proved extremely helpful when further support needed. It is a model that if we were to have another apprentice would be important to have in place.
8. Engagement in the local community
The “Pop-up” café and other such initiatives will ensure we continue to develop relationships with the local community.
Approved and authorised for issue by the Board of Trustees on 12[th] March 2021 and signed on their behalf by:
R Lesiter - Director
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Trustees’ Reports For the Year ended 31 December 2020
Treasurer’s Report
Going Concern: Trading (unrestricted) account
The present Covid-19 pandemic has had a significant negative impact in 2020 with an Operating Loss of £73,814 on Bookings Income of £24,270. This loss has been covered by Grants and Donations totalling £67,571 and a reduction in unrestricted reserves of £6,243.
Grants and Donations to cover our operating costs during periods of reduced activity and mandated shutdowns:
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Two grants of £10,000 each were received from The Carlton Educational Trust to cover our operating costs,
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Grants totalling £12,001 were received from Bedford Borough Council under Government Support Schemes to cover costs during shutdowns,
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Government Support for furloughed staff totalling £27,400 was received from HMRC enabling us to furlough staff and maintain their employment through the pandemic,
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An Apprentice Wage Subsidy Grant of £1,000 was received from Bedford College to support our Apprenticeship programme
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Further private donations (including Gift Aid and bank interest) totalling £7,170 were received from local benefactors wishing to support the sustainability of The Centre though the present crisis.
We continue to seek out additional sources of grants that will help maintain The Centre as a Going Concern until the Economy starts to reopen.
Forward Bookings
As of 31st December 2020, we have confirmed bookings for later in 2021 to the value of £51,960, against which we hold deposits of £18,551. In addition, we are holding deposits to the value of £4,914 against deferred 2020 bookings with original booked revenue values totalling £15,205 that have not yet been re-booked.
(2019: Deposits held of £21,530 against bookings for 2020 to the value of £60,693)
Operating Expenses
We continue to manage our operating costs to minimise our cost base wherever possible and continue to use part time furlough arrangements to keep staff members engaged with The Centre and to support customer bookings for later in 2021.
Free Cash
At the end of 2020, our available unrestricted cash reserves amount to £5,367 (2019: £12,826). Whilst this sum is significantly below our reserves policy, we are able to maintain the business as a going concern for the foreseeable future.
Capital (restricted) accounts
Herald Building Fund
Following the granting of planning permission for the Herald Building in June 2019 we have continued active fundraising to enable us to complete this project and have so far secured additional funds of £47,530 (2019: £20,000) plus commitments for a further £105,000, bringing the total grants and donations raised to £271,913.
Achievement of this target has enabled us to formally commence the project with Invitations to Tender for the build being issued in December. £14,040 of costs necessary to bring us to the issue of the Invitations to Tender have accordingly been capitalised. This will be held as Construction in Progress (CIP) in the restricted balance sheet until the building is brought into use when it will be transferred to the unrestricted balance sheet and depreciated over the expected useful life of the building.
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Trustees’ Reports For the Year ended 31 December 2020
Bursary Fund
During the year we received donations, of £3,032 (2019: £1,976) to the Bursary Fund, but due to Covid-19 restrictions we only had one booking that qualified for a £150 Bursary. Five further awards were approved in 2020 to a value of £2,042, these have been deferred until 2021 when the groups have rebooked to stay at The Centre.
Balance Sheet
Retained Funds
Our total Equity is £179,028 (2019: £134,982) as follows:
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Community Funds: £7,521 (2019: £15,764),
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Designated Fund (Fire & Security Systems) £6,000 (2019: £4,000),
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Bursary Fund £5,639 (2019: £2,758),
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Herald Building Fund £159,868 (2019: £112,460).
2021 Financial Outlook
Post balance sheet we have obtained an additional unrestricted grant of £10,000 plus Local Authority funding of £6,001 which together with furlough funding from HMRC until the end of April will help us remain as a going concern.
In the light of the ongoing pandemic, we have examined several scenarios for 2021 and have set an austerity budget that is based on the most likely outcome for re-opening the Centre and will monitor this closely.
Approved and authorised for issue by the Board of Trustees on 12[th] March 2021 and signed on their behalf by:
M Hazell, ACMA CGMA, FRSA, MIoD, MBA, MA (Cantab) - Treasurer
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Trustees’ Reports For the Year ended 31 December 2020
Governance Report
Structure
The Chellington Centre charity was set up with the singular purpose of supporting and developing the work at the Chellington Centre.
The Charity was established as a registered charity on 2 April 2014 as the Chellington Centre, having been set up and incorporated as a company on 28 November 2013.
The governing document is the Memorandum and Articles of Association dated 21 November 2013, which were adopted by special resolution on the 13 March 2014.
In accordance with the Articles of Association, at least half the number of appointed directors reside within a 15-mile radius of the Chellington Centre.
Retiring Trustees
During 2020 two long standing trustees, David Milroy and Gareth Swidenbank retired. Both had been Trustees since the establishment of The Charity and had, in turn, served as Chair of the Board of Trustees. Their insights, experience and dedication will be sorely missed. Gareth Swidenbank continues to support our fund-raising efforts, building on the network of contacts established over the last few years.
Mission and Charity’s Objects
The Provision, maintenance, organisation and management of The Chellington Our Centre to: mission is 1) Advance education, particularly of the young, to provide an inspirational and 2) Develop the physical, mental and spiritual capacities of those in need by rural setting for young reason of youth, age, ill health, disability, financial hardship or another people to develop disadvantage. their personal Bursary fund potential
In furtherance of the Objects but not for any other purpose the Charity has established a bursary fund from which to provide bursaries to make the facilities of the Charity as accessible as possible to as wide a range of groups as possible.
Charity Governance Code for smaller charities
The Charity’s Trustees have adopted the Charity Governance Code for smaller charities:
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Organisational purpose - The board is clear about the charity’s aims and ensure that these are being delivered effectively and sustainably.
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Leadership - The board provides strategic leadership in line with the charity’s aims and values. Full trustee meetings are held quarterly to review financial results, policies and procedures and any issues of governance. In addition, the board holds a monthly strategic review to monitor progress on strategic actions and to ensure appropriate action is taken. A separate buildings committee, under the chairmanship of a Trustee, meets as required to review progress and actions regarding the New Building project, and the maintenance and physical security of the Chellington Centre buildings.
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Integrity - The board acts with integrity, adopting values and creating a culture which help achieve the organisation’s charitable purposes. The board is aware of the importance of the public’s confidence and trust in charities, and trustees undertake their duties accordingly.
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Decision-making, risk and control - The board makes sure that its decision-making processes are informed, rigorous and timely and that effective delegation, control and risk assessment and management systems are set up and monitored.
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Trustees’ Reports For the Year ended 31 December 2020
The Trustees have assessed the risks that the charity faces. The major financial risk is a reduction in occupation of the Centre. This risk is controlled by close monitoring of advance bookings and adjustment of budgeted spend for flexible costs, when required.
The Trustees have determined that it is appropriate that unrestricted cash reserves should be maintained to cover approximately three months of fixed operating expenditure.
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Board effectiveness - The board works as an effective team, using the appropriate balance of skills, experience, backgrounds and knowledge to make informed decisions.
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Diversity - The board’s approach to diversity supports its effectiveness, leadership and decision-making.
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Openness and accountability - The board leads the organisation in being transparent and accountable.
Trustees’ responsibilities to prepare financial statements
Charity law requires the Trustees to prepare financial statements for each financial year which give a true and fair view of the affairs of the charity and of the deficit or surplus of the charity for that YEAR. In preparing those 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, and
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prepare the financial statements on the ongoing concern basis unless it is inappropriate to presume that the charity will continue in business.
The Trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the charity and to enable them to ensure that the financial statements comply with the Charities Act 2011. 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.
Independent Examiner
A proposal to reappoint Gavin Williams of Premier FD Limited as the Independent Examiner will be proposed at our forthcoming AGM and they have expressed a willingness to accept.
Approval
Approved and authorised for issue by the Board of Trustees on 12[th] March 2021 and signed on their behalf by:
C. Catchpole – Interim Chair
Page 12
Independent Examiner’s Report to The Members of The Chellington Centre For the Year ended 31 December 2020
Independent Examiner’s Report to The Members of The Chellington Centre
I report to the charity trustees on my examination of the accounts of the company for the year ended 31 December 2020 as set out on pages 14 to 21.
9. Responsibilities and basis of report
As the charity’s trustees of the company (and its directors for the purposes of company law) you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 (‘the 2006 Act’).
and are eligible for independent examination, I report in respect of my examination of your charity’s accounts as carried out under section 145 of the Charities Act 2011 (the ‘2011 Act’). In carrying out my examination I have followed the Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act.
10. Independent examiner’s report
Accountants in England and Wales, which is one of the bodies listed in section 145 of the 2011 Act.
examination giving me cause to believe:
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accounting records were not kept in respect of the company as required by section 386 of the 2006 Act, or
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the accounts do not accord with those accounting records, or
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the accounts do not comply with the accounting requirements of section 396 of the 2006 Act other than any requirement that the accounts give a ‘true and fair’ view which is not a matter considered as part of an independent examination, or
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the accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended practice for accounting and reporting by charities.
I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.
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Gavin Williams FCA DChA BSc Premier FD Limited 87, The Parklands, Dunstable LU5 4GW www.premier-fd.com
12[th] March 2021
Page 13
Statement of Financial Activities For the Year ended 31 December 2020
Income and Expenditure Account
| Notes Incoming resources from charitable activities: Voluntary income Bookings income Government funding Total incoming resources 2 Resources expended Charitable activities Total resources expended 3 & 4 Transfers Net Movement in funds Reconciliation of funds Total funds brought forward Total funds carried forward |
Unrestricted /Designated £ 27,170 24,270 40,401 91,841 98,084 98,084 - -6,243 19,764 13,521 |
Restricted £ 50,561 - 50,561 272 272 - 50,289 115,218 165,507 |
2020 £ 77,731 24,270 40,401 142,402 98,356 98,356 - 44,046 134,982 179,028 |
2019 £ 39,306 90,920 - |
|---|---|---|---|---|
| 130,226 | ||||
| 119,337 | ||||
| 119,337 | ||||
| - 10,889 124,093 |
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| 134,982 |
All income and expenditures are derived from continuing activities.
All recognised gains and losses are included in the Statement of Financial Activities.
The notes on pages 19 to 24 form part of these financial statements
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Balance Sheet As at 31 December 2019
Balance Sheet
| Notes Fixed assets Tangible fixed assets 7 Construction in Progress Current assets Cash in hand and in bank Prepaid fire & security policy Accounts receivable Creditors: amounts falling due within one year 8 Net current assets Net assets Funds Unrestricted fund Designated fund Restricted funds Total funds |
2020 £ £ 1,136 14,040 192,436 1,018 - 193,454 -29,602 163,852 179,028 7,521 6,000 165,507 179,028 |
2019 £ £ 1,920 - 158,323 1,018 - 159,341 -26,279 133,062 134,982 15,764 4,000 115,218 134,982 |
2019 £ £ 1,920 - 158,323 1,018 - 159,341 -26,279 133,062 134,982 15,764 4,000 115,218 134,982 |
|---|---|---|---|
| 134,982 | |||
| 15,764 4,000 115,218 |
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| 134,982 |
The notes on pages 16 to 21 form part of these financial statements.
For the financial year ended 31 December 2020 the charity was entitled to exemption from audit under section 477 Companies Act 2006. No member of the charity has deposited a notice, pursuant to section 476, requiring an audit of these financial statements under the requirements of the Companies Act 2006.
The directors acknowledge their responsibilities for ensuring that the charity keeps accounting records which comply with section 386 of the Act and for preparing financial statements which give a true and fair view of the state of affairs of the charity as at the end of the financial year and of its profit or loss for the 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 accounts, so far as applicable to the charity.
These financial statements have been prepared in accordance with the provisions applicable to companies subject to the small companies’ regime within Part 15 of the Companies Act 2006.
Approved by the Board and authorised for issue on 12[th] March 2021:
C Catchpole – Interim Chair M Hazell - Treasurer
Registered company number: 08794342 (England and Wales)
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Notes to the Financial Statements For the Year ended 31 December 2020
Notes to the Financial Statements
1. Accounting policies
1.1. Accounting convention
The financial statements are prepared in accordance with the Statement of Recommended Practice: Accounting and reporting by charities (SORP 2019 – FRS 102 version), applicable accounting standards and the Companies Act 2006. The charity has taking advantage of the Small Entity provisions of FRS 102. The financial statements are presented in Sterling (£).
Statement on going concern
After reviewing the charity’s forecasts and projections, the directors have reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. The charity therefore continues to adopt the going concern basis in preparing its financial statements.
1.2. Company status
The charity is a company limited by guarantee. The directors of the company are the trustees named on page 3. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £1 per member of the charity.
1.3. Incoming resources
Incoming resources represents the total income receivable during the year comprising of donated income, income from events and bookings. All incoming resources are included in the Statement of Financial Activities when the charity is legally entitled to the income and the amount can be quantified with reasonable certainty.
1.4. Expenditure
All expenditure is included on an accruals basis and is inclusive of all VAT, which cannot be reclaimed, and is reported as part of the expenditure to which it relates:
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Charitable expenditure comprises those costs incurred by the charity in the delivery of its activities and services for its beneficiaries. It includes both costs that can be allocated directly to such activities and those costs of an indirect nature necessary to support them.
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Governance costs include those costs associated with meeting the constitutional and statutory requirements of the charity and include the Independent Examiner’s fees and costs linked to the strategic management of the charity.
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All costs are allocated directly, as such there are no support costs to apportion.
1.5. Funds
General funds are unrestricted funds which are available for use at the discretion of the Trustees in furtherance of the general objects of the charity and which have not been designated for other purposes.
Designated funds are set aside by the Trustees for specific purposes. The aim and use of the designated funds are set out in the notes of the financial statements.
Restricted funds are funds, which are to be used in accordance with specific restrictions imposed by the donor. The aim and use of the restricted funds are set out in the notes of the financial statements.
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Notes to the Financial Statements For the Year ended 31 December 2020
1.6. Tangible fixed assets and depreciation
Capital expenditure on items costing £1,000 or higher are recorded as tangible fixed assets. Tangible fixed assets are stated at cost valuation less depreciation.
Depreciation is provided on a straight-line basis at rates calculated to write off the cost or valuation less estimated residual of each asset over its expected useful life. Kitchen equipment is depreciated over a three-year useful life; Media equipment is depreciated over a five-year useful life; Camping equipment and Games equipment valued at less than £5,000 is fully depreciated in the year of acquisition.
1.7. Herald Building income, expenses and fixed assets
Restricted grants received towards the Peter Herald Building Project are recorded as Income when received UNLESS:
-
a. The grant includes a provision for repayment of monies advanced, if the project does not go ahead AND
-
b. There is a realistic expectation that the project will not proceed.
Accordingly, all monies received to date have been recorded as Income in the Financial Statements.
Following the resolution to proceed with the project, expenses to date (including planning application fees, professional fees relating to obtaining planning permission and to technical design, and expenses for site preparation) have been capitalised as Restricted Construction in Progress in the Balance Sheet.
This Construction in Progress will be held on the Restricted Balance Sheet as a fixed asset until the building is brought into use when it will be transferred to the Unrestricted Balance Sheet and appropriate depreciation policy applied.
1.8. Pensions
The Charity operates a defined contribution plan for its employees. A defined contribution plan is a pension plan under which the Charity pays fixed contributions into a separate entity. Once the contributions have been paid the Charity has no further payment obligations.
The contributions are recognised as an expense in the Income and Expenditure Account when they fall due. Amounts not paid are shown in accruals as a liability in the Balance Sheet. The assets of the plan are held separately from the Company in independently administered funds.
1.9. Taxation
The Chellington Centre is a registered charity and is not liable to Corporation Tax.
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Notes to the Financial Statements For the Year ended 31 December 2020
2. Incoming resources from charitable activities
| Incoming resources from charitable activities: Voluntary Income Donation – Carlton Education Trust Donation – New Building Donations - Bursary Fund Donations - Camping equipment Donations - General Income from fund raising events Government grants and furlough credit Other income (bank interest) Bookings income Youth bookings Non-youth bookings Total incoming resources |
Unrestricted /Designated 2020 £ 20,000 - - - 6,875 269 40,401 26 67,571 12,175 12,095 24,270 91,841 |
Restricted 2020 £ - 46,913 3,028 - - - - 620 50,561 - - - 50,561 |
Total 2020 £ 20,000 46,913 3,028 - 6,875 269 40,401 646 118,132 12,175 12,095 24,270 142,402 |
Total 2019 £ 13,000 20,000 1,964 3,063 - - - 1,279 |
|---|---|---|---|---|
| 39,306 48,465 45,455 |
||||
| 90,920 | ||||
| 130,226 |
Donations include associated Gift Aid of £1,895, (2019, £313) received from HMRC during the year Income from fund raising events is shown net of any associated direct costs.
3. Charitable activities (including Governance costs)
| Charitable activities Direct costs of bookings Bursaries Staff costs Legal & professional fees Advertising & marketing Repairs & renewals Rent, Rates and Utilities Office & general costs Herald building project Camping equipment Total cost of charitable activities |
Unrestricted /Designated 2020 £ 1,487 - 67,708 4,758 1,053 10,963 8,939 3,176 - - 98,084 |
Restricted 2020 £ - 150 - - - - - - 122 - 272 |
Total 2020 £ 1,487 150 67,708 4,758 1,053 10,963 8,939 3,176 122 - 98,356 |
Total 2019 £ 6,361 4,537 64,071 4,360 3,724 15,124 9,680 3,431 4,973 3,076 |
|---|---|---|---|---|
| 119,337 |
Page 18
Notes to the Financial Statements For the Year ended 31 December 2020
4. Governance costs
| Independent examiner’s remuneration (included in Note 3) Trustees’ expenses |
2020 £ 900 - 900 |
2019 £ 900 - |
|---|---|---|
| 900 |
5. Trustees renumeration
The trustees received no remuneration (2019: £nil) and received no reimbursements (2019: £nil).
6. Staff remuneration and numbers
| Renumeration Wages and salaries Accrued holiday pay Social Security costs Pension costs Staff training The average number of full and part-time employees during the year were as follows: Full time – Centre Manager Part time – Business Development Manager Part time – Assistant Manager Part time – Apprentice |
2020 £ 64,191 1,012 1,202 1,259 44 67,708 2020 1.0 0.7 0.4 0.4 2.5 |
2019 £ 61,142 -187 1,931 1.151 34 |
|---|---|---|
| 64,071 | ||
| 2019 1.0 0.7 0.4 0.1 |
||
| 2.2 |
No employees received emoluments of more than £60,000 per annum.
Renumeration costs were offset by HMRC furlough credits of £27,400 (2019 – nil) and Apprentice rebate of £1,000 (2019 – nil))
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Notes to the Financial Statements For the Year ended 31 December 2020
7. Tangible fixed assets
| Camping | Media | Other | Herald | ||
|---|---|---|---|---|---|
| Equipment | Equipment | Equipment | Building | Total | |
| £ | £ | £ | £ | £ | |
| Cost or valuation | |||||
| At 1 January 2020 | 3,076 | 1,723 | 5,943 | - | 10,742 |
| Acquisitions | - | - | - | 14,040 | 14,040 |
| At 31 December 2020 | 3,076 | 1,723 | 5,943 | 14,040 | 24,782 |
| Depreciation | |||||
| At 1 January 2020 | 3,076 | 242 | 5,504 | - | 8,822 |
| Charge for year | - | 345 | 439 | - | 784 |
| At 31 December 2020 | 3,076 | 587 | 5,943 | - | 9,606 |
| Net book value | |||||
| At 31 December 2019 | - | 1,481 | - | - | 1,920 |
| At 31 December 2020 | - | 1,136 | - | 14,040 | 15,176 |
8. Creditors: amounts falling due within one year
| Deferred booking income Accruals Rent payable Accounts payable Barclaycard HMRC – PAYE Holiday Pay |
2020 £ 23,465 1,922 800 1,155 101 787 1,372 29,602 |
2019 £ 21,530 2,020 600 77 479 1,214 360 |
|---|---|---|
| 26,279 |
Deferred income of £23,465 (2019 £21,530) relates to pre-payments for future bookings and includes £4,914 of deferred deposits not yet rebooked.
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Notes to the Financial Statements For the Year ended 31 December 2020
9. Analysis of net assets between funds
| Tangible fixed assets Current assets Current liabilities Net assets at 31 December 2020 Tangible fixed assets Current assets Current liabilities Net assets at 31 December 2019 |
Unrestricted Fund £ 1,136 35,987 -29,602 7,521 1,920 40,123 -26,279 15,764 |
Designated Fund £ - 6,000 - 6,000 - 4,000 - 4,000 |
Restricted Funds £ 14,040 151,467 - 165,507 - 115,218 - 115,218 |
Total Funds £ 15,176 193,454 -29,602 |
|---|---|---|---|---|
| 179,028 | ||||
| 1,920 159,341 -26,279 |
||||
| 134,982 |
10. Movements in funds
| Unrestricted general funds Designated funds Fire & Security systems Restricted funds Bursary Herald Building |
At 1 January 2020 £ 15,764 4,000 2,758 112,460 134,982 |
Incoming Resources £ 91,841 - 3,031 47,530 142,402 |
Resources Expended £ 98,084 - 150 122 98,356 |
Transfers £ -2,000 2,000 - - - |
At 31 December 2020 £ 7,521 6,000 5,639 159,868 |
|---|---|---|---|---|---|
| 179,028 |
Bursary fund - The aim of the Chellington Bursary Fund is to make The Chellington Centre as accessible as possible, particularly for young people in areas of deprivation where funding is not easily available for residential activity. In 2020 one Bursary award was made to a value of £150 (2019 nine awards to a value of £5,529). Five further awards were approved in 2020 to a value of £2,042, these have been deferred until 2021 due to Covid-19 restrictions. Herald building fund - This is restricted funding to build the new support centre, to incorporate showers and toilet facilities to be made available to campers. Planning permission was granted in 2019, and following success in fund raising, construction is planned to commence in March 2021.
Designated fund - The directors have resolved to set aside £2,000 per year towards the future cost of replacing the present, ageing, fire and security monitoring system.
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