OpenCharities

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

2021-03-31-accounts

THE NIDDERDALE PLUS PARTNERSHIP TRUSTEES ANNUAL REPORT

APRIL 2020 – MARCH 2021

The Nidderdale Plus Partnership Station Square, King Street, Pateley Bridge, HG3 5AT

Registered charity: 1163998 Company limited by guarantee no: 5331403

www.nidderdaleplus.org.uk

Tel: 01423 714953

Email: admin@nidderdaleplus.org.uk

THE NIDDERDALE PLUS PARTNERSHIP FOR THE YEAR ENDED 31 MARCH 2021

CONTENTS PAGE
TRUSTEES REPORT
INTRODUCTION 1
OBJECTIVES AND ACTIVITIES 1
ACHIEVEMENTS AND PERFORMANCE 2
FINANCIAL REVIEW 6
RESERVES POLICY 7
STRUCTURE, GOVERNANCE AND MANAGEMENT 7
INDEPENDENT EXAMINER’S REPORT 10
STATEMENT OF FINANCIAL ACTIVITIES 11
BALANCE SHEET 12
NOTES TO THE FINANCIAL STATEMENTS 13 to 22

THE NIDDERDALE PLUS PARTNERSHIP FOR THE YEAR ENDED 31 MARCH 2021 TRUSTEES’ REPORT

OVERVIEW

The Nidderdale Plus Partnership is an independent charity that supports the local community, including the local voluntary sector, through the advancement of education and provision of relief, help and advice to those in need.

It aims to be a successful, sustainable community hub that is responsive, innovative, effective, well run and used, and able to adapt and develop to meet local needs. The Hub is centrally located, in Pateley Bridge, and provides a friendly place for people to visit for help or information, for advice or to access services. The partnership also operates a range of services from the premises. It is well established as a key anchor organisation in the delivery of services and projects in the Nidderdale area, with a proven track record for the facilitation of groups and partnerships to further the needs of the local community.

Nidderdale Plus has changed rapidly since obtaining charitable status in 2015. Following a period of consolidation up to 2018, the charity made significant progress during 2019 to the extent that it was well placed to become a Community Support Organisation (CSO) at the start of 2020 when the global COVID‐19 pandemic began to affect the rural community.

OBJECTIVES AND ACTIVITIES

The year 2020‐21 was a year like no other for Nidderdale Plus and many other organisations because of the global COVID‐19 pandemic. The charity moved quickly to take on a pivotal role in the local area, to coordinate and deliver new and existing services as required during the pandemic. A separate section of the report covers this area of work.

The strategic aims and objectives were reviewed and updated during the year. They are now as follows:

To be the home of community assistance

To be financially sustainable

To be effective communicators

1

THE NIDDERDALE PLUS PARTNERSHIP FOR THE YEAR ENDED 31 MARCH 2021 TRUSTEES’ REPORT

To be operationally efficient

To maintain and further develop current and prioritised community services

During ‘normal times’ the charity’s activities aim to maintain, improve, and develop local services and improve access to existing and new community services. The charity provides a range of services in partnership with other organisations, these include a community library, community transport and access to County and Borough council services and local police front desk. The hub is a focal point for local people and organisations as well as visitors to the area; it also provides tourism information and office services from the non‐charitable company. There is a thriving group of dedicated volunteers who support the community hub and help to ensure it meets people’s needs. However, as the global pandemic took hold during 2020 it was essential that the charity moved quickly to adapt to the changing circumstances and details follow.

In pursuing these aims the Charity Trustees, have given due regard to the Charity Commission’s published general guidance concerning the operation of the Public Benefit requirements under the Charities Act 2011.

ACHIEVEMENTS AND PERFORMANCE

As all the last financial year fell within the most “active” phase of the COVID‐19 pandemic, it is right that in this section the emphasis is very much on COVID 19 and how Nidderdale Plus had to adapt very quickly to meet need in our area. It is also the case that at the end of March 2020, just as we were entering the first lockdown, Nidderdale Plus was appointed a Community Support Organisation (CSO) by North Yorkshire County Council (NYCC), one of 23 that were set up very quickly across the whole county as the pandemic was taking hold. CSOs were set up principally to address residents’ needs in their geographical area, as the unprecedented period of COVID‐19 set in, so that there would be a trusted and well‐known agency on the ground who could mobilise support and create new services to help people deal with the privations of lockdown and the unusual times we all had to live through.

2

THE NIDDERDALE PLUS PARTNERSHIP FOR THE YEAR ENDED 31 MARCH 2021 TRUSTEES’ REPORT

We changed, innovated and evolved through COVID primarily down two service routes: central services (provided by our staff and central volunteers) and indirect (or devolved) services (provided by neighbours and residents—all of whom are volunteers‐‐ at a community level).

Central services

We continued to provide all our core services, but virtually all were adapted or enlarged during lockdowns, etc. Examples of adaptation:

Community library : we changed to offering home delivery to people wanting to receive books, DVDs, etc. People could ring to talk through their book choices with our staff and our volunteer drivers using our community car would deliver books—all in a COVID secure way

Community transport : As well as doing local book and jigsaw deliveries, we offered the services of our car to the NHS and we have delivered across the whole district, either to all care homes or to all GP practices, a variety of health equipment on around 5 occasions. For example, we delivered pulse oximeters to all the care homes in Harrogate district. Around 200 pulse oximeters were delivered, and it took about 5 days of continuous use of the car to achieve this

Council Services : As a CSO we were regularly in touch with Adult Social Services, either to refer cases on, or to receive information from them about people and the help they needed. This was new to us, and we continue to offer this support.

In addition to adapting existing services, we responded to residents’ needs by developing these new services:

Prescription delivery : this was the first new service we developed within a few days of lockdown. We worked closely with our GP practice to develop a safe Standard Operating Procedure (SOP). During the first lockdown we averaged 50 deliveries per week. One of our volunteer drivers undertook this service in his own car and we reimbursed petrol costs.

Meals on Wheels service and emergency food delivery : We developed a new Meals on Wheels service, initially to help lunch club members—mainly in Dacre and Darley‐ ‐ who were no longer able to go out for their weekly meals owing to lockdowns, thus helping with social isolation. We worked with Dusty Miller catering company, based in Low Laithe to develop this service. As time went on, the service adapted to meet need for people who really needed a hot meal once or twice a week. We also worked with the food bank in Pateley Bridge, based at Bewerley Park Outdoor Centre, to ensure that food parcels were delivered to people with emergency food needs during lockdowns, and outside of lockdown periods as well.

Jigsaw library : our jigsaw library now numbers over 200 jigsaws, growing from a total of 30 and has been a great success! During lockdowns we have done home delivery and in the short breaks from lockdowns we enabled jigsaw exchange at the door of the hub.

3

THE NIDDERDALE PLUS PARTNERSHIP FOR THE YEAR ENDED 31 MARCH 2021 TRUSTEES’ REPORT

Transport to vaccination sites and hospital appointments : We borrowed a minibus from local charity, Dementia Forward, so that we could temporarily enlarge our CT service to offer these two vital forms of transport. Huge thanks to Dementia Forward for lending their minibus to us—it proved to be an invaluable addition to our CT service

Vaccination volunteers : in concert with the other CSOs in the district, from January we provided teams of volunteer marshals to Harrogate and Ripon mass vaccination centres. Typically, at Harrogate, we provided 36 volunteers per day split between 2 shifts in an 11‐hour day. We had a contract to provide this service with the NHS and were paid for our work in coordinating the service and finding and vetting all volunteers.

Citizens’ Advice : We now work with Harrogate Citizens Advice to provide monthly video‐link clinics for people who need advice on a wide range of topics.

Indirect services

As the crisis escalated and the first lockdown began, we quickly established a network of community organisers (most often these people were from parish councils and churches), who had strong links into their communities and could harness the services of numerous volunteers who could span out through their communities to provide help with a variety of daily needs. Probably the single most important factor behind the effectiveness of these people was their ability to use hyper‐local and trusted communication channels—that they were already using before the crisis began. Sometimes this was a village Facebook group, sometimes a parish magazine or village newsletter, sometimes a village email group. In this way they could both recruit volunteers quickly and pick up need.

Nidderdale Plus was able to find these people through already being in close touch with Nidderdale communities, and within about 5 days at the beginning of the first lockdown, 13 network volunteer coordinators had sprung up. We then worked with them to ensure safe recruitment of volunteers and guidance for volunteers, to set up initial comms infrastructure to ensure global coverage of households (usually a bespoke branded postcard pushed through every letterbox), and to set up a smooth channel of communication to ensure that key messages and information were being sent out to communities to be passed on and shared.

This network still exists today, and we use it to provide information which can be passed on quickly to communities and shared. For example, and to demonstrate its efficacy, it was this network alone that we used to recruit our vaccination volunteers. We had responses from around 220 people within a few days of going live with the request through the network, and subsequently went on to recruit around 90 volunteers (all DBS checked or vetted through self‐ certification) to help with the vaccination programme.

4

THE NIDDERDALE PLUS PARTNERSHIP FOR THE YEAR ENDED 31 MARCH 2021 TRUSTEES’ REPORT

Our infrastructure:

Before COVID : 1.8 fte staff and around 40 volunteers

During COVID and up to 31 March 2021 2.8 fte staff and 40 central services volunteers (though some were not able to help much during lockdowns) and 90 vaccinations volunteers. And access to an established network of 13 organisers who can help disseminate information and can be enlisted to provide support in a number of different ways.

Great credit must go to the staff members who worked diligently and selflessly throughout the whole of last year, often going beyond the call of duty and having to change their ways of working on an almost daily basis: Helen Flynn, Sandra Walker, Heather Blundell and Tracey Dawson. The office was manned in a COVID‐secure way throughout the whole period, ensuring we could respond quickly to address residents’ needs.

New services: Non‐COVID

We signed a contract with Good Things Foundation (who had been retained by the ONS) in December 2020 to be Census Support Service during the period that Census was in operation (1 March‐5 May 2021). Two members of staff were trained by Good Things Foundation to be Census Support Advisers. They helped people who were not digitally enabled to complete their Census forms, as the ONS had hopes of over 90% of the population filling their Census form in online. This proved challenging owing to lockdowns and the difficulty of dealing with people face to face. However, the initiative was a success and we managed to deal with a significant number of people and help them.

Usage:

Due to the closure of the hub because of the pandemic, it hasn’t been possible to provide usage data in the same form as previous years. However, the monitoring information collected as part of our work as a Community Support Organisation gives a good indication of the scale and volume of work carried out over the year. Performance management information is being reviewed in the light of the changing and developing nature of our services and will be included in next years’ report.

5

THE NIDDERDALE PLUS PARTNERSHIP FOR THE YEAR ENDED 31 MARCH 2021 TRUSTEES’ REPORT

FINANCIAL REVIEW

The year was dominated financially by COVID 19, as the charity adapted to deliver new and existing services. The charity strongly improved its financial position this year. There was a surplus of £58k, compared to a surplus of £4k last year. This was due to the successful application for grant funding from a number of providers, and eligibility and consequent receipt of Government business grants with the majority relating to COVID 19, and Nidderdale Plus being well placed at the centre of local service delivery. (Details of the grants received can be found at note 14 of the financial accounts.)

Much of this funding was given and used to address issues connected with COVID 19, as described in the ACHIEVEMENTS AND PERFORMANCE section. Together with the money we received from NYCC as a CSO, these grants proved to be indispensable. Many of our services, such as community transport, received no actual fare income from passengers during this period (though there were some donations), and we provided a number of services free of charge to the NHS to help them in the crisis e.g. prescription delivery and delivery of essential NHS equipment. There were also long periods when the office was closed and unable to take receipts in the normal way from the library, office services and tourist information activities.

These accounts incorporate the trading subsidiary Nidderdale Ltd, and commercial income reduced by £5.5k (from £10.9k to £5.4k) due to COVID 19.

6

THE NIDDERDALE PLUS PARTNERSHIP FOR THE YEAR ENDED 31 MARCH 2021 TRUSTEES’ REPORT

Designated Funds

The trustees have decided to designate funding to support an increase in charitable service delivery and consequent enlargement of the staff team. The table below provides a summary of the designated funds earmarked for future service delivery in 2021/22 and 2022/23: ‐

Towards purchase of minibus to support the community transport service £11,700 Financial support to the minibus running costs for the first two years £8,000 Start‐up costs for a new charity shop to be opened by Nidderdale Plus £12,000 Additional post for a Marketing and Business Support Officer £22,500 Total £54,200

The above funds plus the designation for fixed assets held by the charity total £66,757 designated funds at the year ended 31 March 2021.

A recent review of staffing was carried out as a result of increases in workload, the changing nature of the workload and the unpredictable environment. The Trustees decided to recruit an additional post for Marketing and Business Support to provide essential support to the charity during this period. It is anticipated that post will be required for 20 hours per week for up to 18 months. There will be a review date in late summer 2022 when it is hoped that the overall position will be clearer, and longer‐term decisions can be made.

RESERVES POLICY

The Charitable Company’s policy is to hold free reserves to cover the cost of six months overheads. This is due to uncertainty about future local authority funding with the change to a unitary local authority in North Yorkshire, and the likelihood of other grant income being harder to obtain in a post‐COVID financial environment. The required reserves are assessed as £53k, which is unchanged from last year. The desired level has now been achieved, and at the year‐end on 31 March 2021, monies held in free reserves amounted to £55,619 (2020 ‐ £44,998). This is equivalent to six months total expenditure (2020 ‐ seven months).

STRUCTURE, GOVERNANCE AND MANAGEMENT

Constitution:

Nidderdale Plus is a registered charity and a company limited by guarantee. The Charitable Company was established under a Memorandum of Association which established the objects and powers of the Charitable Company and is governed under its Articles of Association. It also has a wholly owned subsidiary company, Nidderdale Limited, which operates non‐ charitable activities for the benefit of Nidderdale Plus.

7

THE NIDDERDALE PLUS PARTNERSHIP FOR THE YEAR ENDED 31 MARCH 2021 TRUSTEES’ REPORT

Recruiting and appointing Trustees:

Trustee vacancies are advertised, and applicants are interviewed prior to meeting with the full Board. Induction into the workings of the Charitable Company is carried out by Officers already serving on the Board with ongoing training being undertaken.

Organisational structure and decision making:

The Board of Trustees has overall responsibility for the organisation and ensuring that it is well run and that it continues to deliver the charitable outcomes for the benefit of the people for whom it has been set up. The Board develops the strategy and agrees and maintains the vision, mission, and values of the organisation.

The Board meets at least six times per year, excluding the AGM, when it discusses and monitors the work and performance of the organisation. Board members also meet to progress initiatives and projects as well as with stakeholders. The Board also holds an annual ‘Away Day’ where strategy, priorities and performance are considered, and future plans agreed.

During 2020‐2021 the Partnership employed three part time staff and commissioned the services of a consultant. It also benefitted from the involvement of volunteers and 6 trustees.

Executive Director: Helen Flynn (employed from 1 Dec 2020, acted as a consultant in this role from June 2020) Community Hub Manager: Richard Inman (to 30 Jun 2020) Community Hub Coordinator: Sandra Walker Partnership Officer: Heather Blundell

Librarian: Carol Cooling (NYCC)

Consultancy provided by Helen Flynn up to 30 Nov 2020

The Trustees reviewed the resource levels required to meet the changing circumstances and introduced a different staff structure, including the introduction of an Executive Director. This role was key in the response to the Covid‐19 pandemic and the organisation’s development as a Community Support Organisation.

Volunteers (as at 31/03/21):

Library/Office: Sharon Cawood, Chris Grainger, Helen Hattan, Rosemary Helme, Pat Jackson, Suzanne Mellor, Ruth Turk, Fiona Robson

Drivers: Carolyn Evans, David Thomas, Lawrence Sherrington, Roger Newson Smith, Roger Wensley, Ron Walker, Sandra Walker, Sarah Turnbull, Simon Robinson, Stuart Hattan, Heather Blundell, Darryl Hall, Gill Lazonby, Ian Coates, Tony Attwood, Sally Ward, Steve Ward, Jonny Smith, Heather Tuffs, Tony Boyle

8

THE NIDDERDALE PLUS PARTNERSHIP FOR THE YEAR ENDED 31 MARCH 2021 TRUSTEES’ REPORT

Vaccination volunteer marshals : Jane Aksut, Jerry Anderson, Vanessa Appleby, John Appleby, Louise Ashley, Marie Barnett, Paul Barry, Sonia Barton, Kristen Beck, Sue Bell, Vicky Binding, David Bird, Grant Blakemore, Linda Boon, Elaine Brierley, Helen Brown, Andy Cockroft, Anthony Comerford, Helen Comerford, Malcolm Constantine, James Critchley, Hellen Curtis, Tracey Dawson, Lee Daysh, Liz Elvidge, John Elvidge, Chris Eyes, John Fairfoot, Mandy Fallon, Lizzie Farley, Chris Farley, Pete Flynn, Gemma Franey, Deepika Ganesh, Sanjitha Ganesh, Linda Harker, Jo Hayes, Lynne Heaton, Rob Higgs, Sue Hirst, Judith Hooper, Pauline Howard, Kate Jones, Sarah Jones, Alan Jordan, Val Jordan, Tracie Kay, Andrew Kempston‐Parks, Jackie Kerr, Jonathan Knocker, Carol Lancaster, Gillian Land, Alan Land, Jan Lawson, Dee Longfellow, Colette Luscomb, Jarl Luscomb, Edd Mason, Duncan Melville, Paul Mitchell, Catherine Mounsey, Julie Muncaster, Sam O'Brien, John O'Shaughnessy, Judith O'Shaughnessy, Gina Read, Steve Rimmer, Beverley Robinson, Dave Robinson, Fiona Robson, Freddie Saunders, Julia Saunders, Anne Smith, David Smith, Elaine Smith, Laura Smith, Kate Sutton, Wendy Taylor, Vanda Theakston, John Thompson, Phil Trickey, Chris Turner, Gillian Turner, Wendy Turner, Claire Wakefield, Stuart Wakefield, Elisa Wardman, Viv White, Carol White, Polly Whitehead, Viv Whitelaw, Sandra Wignall, Lynda Wilson, Jessica Wood, Julia Wyatt, Jackie Zito

Nidderdale Network Volunteer Coordinators : Tracey Dawson, Darryl Hall, Jackie Kerr, Jane Aksut, Suzie Cree, Gina Crowther, Bryan Dexter, Nigel Nicholas, Rose Gosling, John Hartshorn, Graham Hebblethwaite, Andy Lyon, Stephen McCauley, Julie Wilberforce

Board of Trustees :

Paula Newson Smith (Chair); Colin Ions (Vice Chair); Roger Wensley (Treasurer); Richard Bruce (Secretary); Helen Flynn – to 22 July 2020; Jenny Spruce; Sue Lyon – to 17 Nov 2020; David Frady – from 18 Aug 2020; Jackie Kerr ‐ from 21 April 2021

This report was approved by the Trustees on 14 December 2021.

Signed on behalf of the Trustees

Paula M Newson Smith – Trustee

9

INDEPENDENT EXAMINER’S REPORT TO THE TRUSTEES OF

THE NIDDERDALE PLUS PARTNERSHIP

I report to the Charity trustees on my examination of the accounts of the Company for the year ended 31 March 2021, which are set out on pages 11 to 22.

This report is made solely to the Charitable Company’s trustees, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006 and the Charitable Company’s trustees as a body in accordance with section 154 of the Charities Act 2011. My independent examiner’s work has been undertaken so that I might state to the Charitable Company’s trustees those matters I am required to state to them in an independent examiner’s report and for no other purpose. To the fullest extent permitted by law, I do not accept or assume responsibility to anyone other than the Charitable Company, the Charitable Company’s members as a body and the Charitable Company’s trustees as a body for my independent examiner’s work, for this report, or for the opinions I have formed.

Responsibilities and basis of report

As the Charity’s trustees of the Company (and also 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’).

Having satisfied myself that the accounts of the Company are not required to be audited under Part 16 of 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.

Independent examiner's statement

I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe:

  1. accounting records were not kept in respect of the Company as required by section 386 of the 2006 Act; or

  2. the accounts do not accord with those records; or

  3. 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

  4. 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, applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102).

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.

Sarah Wearing, FCA, DChA

HPH, Chartered Accountants Conyngham Hall Business Centre Bond End Knaresborough HG5 9AY 14 December 2021

10

THE NIDDERDALE PLUS PARTNERSHIP FOR THE YEAR ENDED 31 MARCH 2021 STATEMENT OF FINANCIAL ACTIVITIES (INCOME AND EXPENDITURE ACCOUNT)

Notes
Income from:
Donations and Legacies
3
Charitable activities
4
Investment income
5
Total Income
Expenditure on:
Charitable activities
6
Total Expenditure
Transfers between funds
14
Net movement in funds
Total Funds Brought Forward
Total Funds Carried Forward
15
Net income / (expenditure)		 Unrestricted
Funds
£
29,424
84,256
11
113,691
52,044
52,044
61,647
1,084
62,731
59,645
£ 122,376		 Restricted
Funds
£
38,400
8,891
‐
47,291
50,977
50,977
(3,686)
(1,084)
(4,770)
4,770
£ ‐		 Year to
31 March 2021
£
67,824
93,147
11
160,982
103,021
103,021
57,961
‐
57,961
64,415
£ 122,376		 Year to
31 March 2020
£
11,306
65,761
43
77,110
73,226
73,226
3,884
‐
3,884
60,531
£ 64,415

The notes on pages 13 to 22 form part of these accounts.

11

THE NIDDERDALE PLUS PARTNERSHIP AS AT 31 MARCH 2021 BALANCE SHEET

(company number: 05331403)

Notes
Fixed Assets
Tangible Assets
9
Investments
10
Current Assets
Debtors
11
Cash at Bank and in Hand
Creditors: amounts falling due
within one year
12
Net Current Assets
Total Net Assets
The Funds of the Charity
Unrestricted Funds
‐ Designated
13
‐ Undesignated
13
Restricted Funds
14
Total Charity Funds		 £
£
12,457
100
27,018
87,790
114,808
(4,989)
109,819
£ 122,376
66,757
55,619
‐
£ 122,376
2021		 £
£
14,547
100
18,850
32,845
51,695
(1,927)
49,768
£ 64,415
14,647
44,998
4,770
£ 64,415
2020		 £
£
14,547
100
18,850
32,845
51,695
(1,927)
49,768
£ 64,415
14,647
44,998
4,770
£ 64,415
2020
£ 64,415
14,647
44,998
4,770
£ 64,415

For the financial year ended 31 March 2021, the Charity was entitled to exemption from audit under section 477 of the Companies Act 2006 relating to small companies. The Members have not required the Charity to obtain an audit of its accounts for the year in question in accordance with section 476. The Directors acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and the preparation of accounts.

The accounts have been prepared in accordance with the provisions applicable to companies subject to the small companies regime under the Companies Act 2006.

The notes on pages 13 to 22 form part of these accounts.

Approved by the Trustees/Management Committee on 14 December 2021

Roger Wensley Trustee

12

THE NIDDERDALE PLUS PARTNERSHIP FOR THE YEAR ENDED 31 MARCH 2021 NOTES TO THE ACCOUNTS

1 GENERAL INFORMATION

The company is a private company limited by guarantee. The members are the Trustees. In the event of the company being wound up, the liability in respect of the guarantee is limited to £1 per member of the company. The company is incorporated and registered in England and Wales and is a public entity (no. 05331403).

The address of its registered office is:

Station Square, King Street, Pateley Bridge, Harrogate, North Yorkshire, HG3 5AT

2 ACCOUNTING POLICIES

a) Basis of Accounting

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102 (effective 1 January 2015) ‐ (Charities SORP (FRS 102)), the Financial Reporting Standard 102 Section 1A applicable in the UK and Republic of Ireland (FRS 102 1A) and the Companies Act 2006.

The Charitable Company is small and has taken advantage of the exemption provided by Section 7 of FRS 102 and has not prepared a Cash Flow Statement.

The Nidderdale Plus Partnership meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy note(s). The accounts are prepared in UK Sterling and rounded to the nearest £.

b) Going Concern

The Charitable Company has cash resources and has no requirement for external funding. The Charitable Company has seen its service levels and funding expand during the COVID‐19 pandemic. These additional services are fully funded with monies provided in advance.

The Trustees therefore have a reasonable expectation that the Charitable Company has adequate resources to continue in operational existence for 12 months from signing the accounts. They continue to believe that the going concern basis of accounting is appropriate in preparing the annual financial statements.

c) Income

Donations and legacies are accounted for when they are receivable by the Charitable Company. Other income is accounted for on an accruals basis as far as is prudent to do so.

d) Grant Income

Revenue grants are credited to the income and expenditure account at the time when they are entitled to the receipt. Any unspent restricted grants at the period end are carried forward as restricted funds in the balance sheet.

13

THE NIDDERDALE PLUS PARTNERSHIP FOR THE YEAR ENDED 31 MARCH 2021 NOTES TO THE ACCOUNTS

2 ACCOUNTING POLICIES (continued)

e) Expenditure and Allocation of Expenditure

Expenditure is accounted for on an accruals basis. Staff costs and overheads are recharged to the subsidiary based on 80% of the subsidiary's turnover. Costs are apportioned within the charity and fund accounting as detailed below:‐

Staff costs ‐ on a time basis

Other direct charitable costs and costs of generating funds ‐ on an actual basis Support costs ‐ on the level of use/ actual basis where specific

f) Taxation

As a registered Charity it benefits from rate relief and is generally exempt from Income Tax and Capital Gains Tax, but not from VAT. The Charitable Company is not registered for VAT and therefore the irrecoverable VAT is included in the cost of those items to which it relates.

g) Tangible Fixed Assets

Individual fixed assets costing £100 or more are initially recorded at cost.

Depreciation is provided at the following annual rate in order to write off each asset over its estimated useful life:

Equipment, fixtures and fittings ‐ 25% reducing balance Land and buildings ‐ 10 year straight line

h) Investments

The investment in the Charitable Company's unlisted trading subsidiary is included at historical cost.

i) Debtors

Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid after taking account of any trade discounts due.

j) Cash at bank and in hand

Cash at bank and cash in hand includes cash and any short term deposit accounts with a maturity of three months or less from the date of opening.

k) Creditors and Provisions

Creditors and provisions are recognised where the Charitable Company has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.

l) Funds

The Unrestricted Funds are funds which the Trustees are free to use in accordance with the charitable objects.

Designated Funds are funds set aside by the Trustees for specific purposes.

Restricted Funds are funds which have been received by the Charitable Company for a specific purposes other than the general objectives of the Charitable Company.

The nature and purpose of each individual fund are explained in notes 13 and 14.

14

THE NIDDERDALE PLUS PARTNERSHIP FOR THE YEAR ENDED 31 MARCH 2021 NOTES TO THE ACCOUNTS

3 DONATIONS AND LEGACIES
Donations
Donations from Nidderdale Ltd
Grant ‐ The Brelms Trust CIO
Government Grants
Grants		 Year to
Year to
Unrestricted
Restricted
31 March 2021
31 March 2020
£
£
£
£
3,931
‐
3,931
1,069
9,702
‐
9,702
4,587
‐
5,000
5,000
5,000
15,791
7,500
23,291
‐
‐
25,900
25,900
650
£ 29,424
£ 38,400
£ 67,824
£ 11,306		 Year to
Year to
Unrestricted
Restricted
31 March 2021
31 March 2020
£
£
£
£
3,931
‐
3,931
1,069
9,702
‐
9,702
4,587
‐
5,000
5,000
5,000
15,791
7,500
23,291
‐
‐
25,900
25,900
650
£ 29,424
£ 38,400
£ 67,824
£ 11,306
£ 11,306

In 2020 £150 of Donations and Legacies were restricted.

The Charity also benefits greatly from the involvement and enthusiastic support of its many volunteers, details of which are given in our annual report. In accordance with Charities SORP, the economic contribution of general volunteers is not recognised in the accounts.

4 INCOME FROM CHARITABLE ACTIVITIES
Unrestricted
Service level agreements:
£
Harrogate Borough Council
13,000
North Yorkshire Police
6,268
4,000
NYCC ‐ 24 Community Support
30,000
NYCC ‐ Dial a ride
‐
6,421
NYCC ‐ Health & Wellbeing
‐
NHS ‐ Vaccination volunteers
2,550
Government funded services
62,239
Other income:
Community Car*
1,066
Community Car ‐ Locality budget
‐
Library Fees
470
Meals on wheels
6,217
Census Support Service
3,274
Local Fund Digital
‐
Events
‐
Promotional grants
‐
238
Costs recharged to Nidd Ltd
10,752
£ 84,256
Costs recharged
NYCC ‐ Access to services
NYCC ‐ Library		 Year to
Year to
Restricted
31 March 2021
31 March 2020
£
£
£
‐
13,000
13,000
‐
6,268
6,268
‐
4,000
4,000
‐
30,000
‐
1,891
1,891
2,096
‐
6,421
5,998
7,000
7,000
8,000
‐
2,550
‐
8,891
71,130
39,362
‐
1,066
5,614
‐
‐
1,500
‐
470
1,794
‐
6,217
‐
‐
3,274
‐
‐
‐
1,990
‐
‐
922
‐
‐
1,251
‐
238
1,499
‐
10,752
11,829
£ 8,891
£ 93,147
£ 65,761		 Year to
Year to
Restricted
31 March 2021
31 March 2020
£
£
£
‐
13,000
13,000
‐
6,268
6,268
‐
4,000
4,000
‐
30,000
‐
1,891
1,891
2,096
‐
6,421
5,998
7,000
7,000
8,000
‐
2,550
‐
8,891
71,130
39,362
‐
1,066
5,614
‐
‐
1,500
‐
470
1,794
‐
6,217
‐
‐
3,274
‐
‐
‐
1,990
‐
‐
922
‐
‐
1,251
‐
238
1,499
‐
10,752
11,829
£ 8,891
£ 93,147
£ 65,761
Service level agreements:
Harrogate Borough Council
North Yorkshire Police
NYCC ‐ 24 Community Support
NYCC ‐ Dial a ride
NYCC ‐ Health & Wellbeing
NHS ‐ Vaccination volunteers
Government funded services
Other income:
Community Car*
Community Car ‐ Locality budget
Library Fees
Meals on wheels
Census Support Service
Local Fund Digital
Events
Promotional grants
Costs recharged to Nidd Ltd
Costs recharged
NYCC ‐ Access to services
NYCC ‐ Library
39,362
5,614
1,500
1,794
‐
‐
1,990
922
1,251
1,499
11,829
£ 65,761

In 2020 £14,837 of Income from Charitable activities were restricted.

*Included in government grant is £3,780 from the Coronavirus Bus Service Support Grants (CBSSG) from NYCC to compensate for car income lost due to COVID.

15

THE NIDDERDALE PLUS PARTNERSHIP FOR THE YEAR ENDED 31 MARCH 2021 NOTES TO THE ACCOUNTS

5 INVESTMENT INCOME

INVESTMENT INCOME
Bank and Building Society Interest
DIRECT CHARITABLE EXPENDITURE
Staff Salary Costs
Consultancy Fees ‐ Restricted Grant
Staff Training and Recruitment
Census Support Service
Covid Grant Expenditure
Library Costs
Meals on Wheels
Community Car ‐ Fuel
Community Car ‐ Insurance/Repairs
Telephone and Broadband
Stationery and Printing
Rent
Light, Heat and Water
Repairs and Maintenance
Promotion and Event Costs
Cleaning
Room Hire
Sundry
Depreciation
Support Costs (see below)
Support costs
Independent Examiner's Fee
AGM Costs
IT Costs
Insurance
Advertising
Bank Charges
Payroll Services
Legal and Professional Fees		 Unrestricted
£
21,618
‐
360
351
‐
‐
5,608
‐
‐
614
109
10,418
1,685
152
380
126
88
417
3,739
6,379
£ 52,044
1,248
‐
1,712
799
283
167
1,330
840
£ 6,379		 Year to
Year to
31 March 2021 31 March 2020
£
£
£ 11
£ 43
Year to
Year to
Restricted
31 March 2021 31 March 2020
£
£
£
43,082
64,700
47,110
‐
‐
911
‐
360
149
‐
351
‐
3,871
3,871
‐
‐
‐
784
1,500
7,108
‐
1,664
1,664
‐
792
792
973
‐
614
740
‐
109
36
‐
10,418
10,565
‐
1,685
1,683
‐
152
1,284
‐
380
1,217
‐
126
‐
‐
88
101
‐
417
470
‐
3,739
3,405
68
6,447
3,798
£ 50,977
£ 103,021
£ 73,226
‐
1,248
1,200
‐
‐
40
68
1,780
601
‐
799
756
‐
283
121
‐
167
213
‐
1,330
640
‐
840
227
£ 68
£ 6,447
£ 3,798		 Year to
Year to
31 March 2021 31 March 2020
£
£
£ 11
£ 43
Year to
Year to
Restricted
31 March 2021 31 March 2020
£
£
£
43,082
64,700
47,110
‐
‐
911
‐
360
149
‐
351
‐
3,871
3,871
‐
‐
‐
784
1,500
7,108
‐
1,664
1,664
‐
792
792
973
‐
614
740
‐
109
36
‐
10,418
10,565
‐
1,685
1,683
‐
152
1,284
‐
380
1,217
‐
126
‐
‐
88
101
‐
417
470
‐
3,739
3,405
68
6,447
3,798
£ 50,977
£ 103,021
£ 73,226
‐
1,248
1,200
‐
‐
40
68
1,780
601
‐
799
756
‐
283
121
‐
167
213
‐
1,330
640
‐
840
227
£ 68
£ 6,447
£ 3,798
£ 73,226
1,200
40
601
756
121
213
640
227
£ 3,798

6 DIRECT CHARITABLE EXPENDITURE

In 2020 £13,200 of expenses in Charitable activities were applied to restricted activities.

16

THE NIDDERDALE PLUS PARTNERSHIP FOR THE YEAR ENDED 31 MARCH 2021 NOTES TO THE ACCOUNTS

7 STAFF COSTS
STAFF COSTS Year to Year to
31 March 2021 31 March 2020
£ £
Wages and Salaries (gross) 50,861 32,691
Sub‐contractors 13,113 13,911
Pension Costs 726 508
£ 64,700 £ 47,110

The average head count of staff employed during the year was 3 (2020 ‐ 2).

No employee earned over £60,000 during the year.

The key management personnel of the Charitable Company, is the Executive Director. The total employee benefits of the key management personnel of the Charity was £22,047 (2020 ‐ £13,911).

8 TRANSACTIONS WITH TRUSTEES

In December 2018 the Trustees decided to accelerate progress at a crucial time in the development of the Community Hub and made a decision to commission consultancy and project services from one Trustee. The services commenced in January 2019 and in July 2020 the Trustee resigned. The Trustee was paid £6,820 in 2020‐21 (£13,911 in 2019‐20) for such services.

TANGIBLE FIXED ASSETS
Cost
At 1 April 2020
Additions
At 31 March 2021
Depreciation
At 1 April 2020
Charge for the year
At 31 March 2021
Net Book Value
At 31 March 2021
At 31 March 2020		 £
24,367
‐
24,367
12,184
2,437
14,621
£ 9,746
£ 12,183
Land and
buildings		 £
23,114
1,649
24,763
20,750
1,302
22,052
£ 2,711
£ 2,364
Equipment,
fixtures and
fittings		 £
47,481
1,649
Total
49,130
32,934
3,739
36,673
£ 12,457
£ 14,547

9 TANGIBLE FIXED ASSETS

All fixed assets were used for the furtherance of the charitable activities.

17

THE NIDDERDALE PLUS PARTNERSHIP FOR THE YEAR ENDED 31 MARCH 2021 NOTES TO THE ACCOUNTS

10 INVESTMENTS

The Charitable Company holds 100% of the ordinary £1 share capital in its trading subsidiary Nidderdale Limited. The subsidiary was incorporated on 16 September 2015 and its activity include the provision of tourist information, the sale of merchandise, and office services. The total net profit of £9,702 (2020 ‐ £4,587) was donated to The Nidderdale Partnership Plus. Additionally, during the year £10,752 (2020 ‐ £11,829) was recharged to Nidderdale Limited for management fees.

A summary of the results of the subsidiary is shown below:

11
**12 **		 A summary of the results of the subsidiary is shown below:
Turnover
Cost of sales
Gross profit
Administrative expenses
Profit before donations to charity
The aggregate of the assets, liabilities and funds was:
Assets
Liabilities
Funds
DEBTORS
Trade Debtors
Amounts owed from Subsidiary Undertaking
Other Debtors
Prepayments and Accrued Income
CREDITORS: amounts falling due within one year
Other Taxes and Social Security
Other Creditors
Accruals		 Year ended
31 March
2021
£
22,971
(1,118)
21,853
(12,151)
£ 9,702
21,715
(21,615)
£ 100
2021
£
2,540
20,985
400
3,093
£ 27,018
2021
1,200
2,270
1,519
£ 4,989		 Year ended
31 March
2020
£
19,890
(2,143)
17,747
(13,160)
£ 4,587
16,595
(16,495)
£ 100
2020
£
73
15,864
‐
2,913
£ 18,850
2020
407
99
1,421
£ 1,927

18

THE NIDDERDALE PLUS PARTNERSHIP FOR THE YEAR ENDED 31 MARCH 2021 NOTES TO THE ACCOUNTS

13 UNRESTRICTED FUNDS

Designated Funds
‐ Fixed assets
‐ Minibus
‐ Expanding services
Unrestricted Funds
Designated Funds
‐ Fixed assets
Unrestricted Funds		 Balance b/f
01.04.20
£
14,647
‐
‐
14,647
44,998
£ 59,645
Balance b/f
01.04.19
£
17,209
39,496
£ 56,705		 Income
received
£
‐
‐
‐
‐
113,691
£ 113,691
Income
received
£
‐
62,123
£ 62,123		 Expenditure
£
(3,739)
‐
‐
(3,739)
(48,305)
£ (52,044)
Expenditure
£
(3,405)
(56,621)
£ (60,026)		 Transfers
In/(out)
£
1,649
19,700
34,500
55,849
(54,765)
£ 1,084
Transfers
In/(out)
£
843
‐
£ 843		 Balance c/f
31.03.2021
£
12,557
19,700
34,500
66,757
55,619
£ 122,376
Balance c/f
31.03.2020
£
14,647
44,998
£ 59,645

Designated Funds

Fixed Assets: This fund relates to the net book value of the fixed assets of the charity including the investments in the shares of the trading subsidiary.

Minibus: This fund relates to monies set aside towards the purchase of a new minibus and the running costs for the first two years.

Expanding services: This fund relates to start up costs for a new charity shop and a new post due to the expanding demands on the charity.

14 RESTRICTED FUNDS

Digital Champions
Health and Wellbeing
Prescription Delivery
Meals on Wheels
NYCC Dial a Ride
Connecting Nidderdale
Knabbs Ridge
Computer Costs
COVID‐19
Brelms Trust
NYCC Locality Budget
Total		 Balance b/f
01.04.20
£
300
4,470
‐
‐
‐
‐
‐
‐
‐
‐
‐
£ 4,770		 Income
received
£
‐
7,000
5,000
1,500
1,891
10,000
2,500
500
10,900
5,000
3,000
£ 47,291		 Expenditure
£
(300)
(11,470)
(5,000)
(1,500)
(2,456)
(8,851)
(2,500)
‐
(10,900)
(5,000)
(3,000)
£ (50,977)		 Transfers
In/(out)
£
‐
‐
‐
‐
565
(1,149)
‐
(500)
‐
‐
‐
£ (1,084)		 Balance c/f
31.03.2021
£
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
£ ‐

19

THE NIDDERDALE PLUS PARTNERSHIP FOR THE YEAR ENDED 31 MARCH 2021 NOTES TO THE ACCOUNTS

14 RESTRICTED FUNDS (continued)

Safe Nidd
NY Youth Service
Nidderdale Orchestra
Arts Development
My Neighbourhood
Intergenerational Project
NYCC Dial a Ride
Library Capital
Stronger Communities
Locality Budget
Digital Champions
Local fund ‐ Digital Grant
Marketing ‐ Two Ridings
Mayors Fund
Health and Wellbeing
Total		 Balance b/f
01.04.19
£
‐
600
678
106
1,000
‐
817
625
‐
‐
‐
‐
‐
‐
£ 3,826		 Income
received
£
429
‐
‐
‐
‐
2,096
‐
‐
1,500
300
1,690
822
150
8,000
£ 14,987		 Expenditure
£
(429)
(600)
(678)
(106)
(1,000)
(2,096)
(817)
(625)
(1,500)
‐
(847)
(822)
(150)
(3,530)
£ (13,200)		 Transfers
In/(out)
£
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
(843)
‐
‐
‐
£ (843)		 Balance c/f
31.03.2020
£
‐
‐
‐
‐
‐
‐
‐
‐
‐
300
‐
‐
‐
4,470
£ 4,770

Transfers during the year and prior year relate to unrestricted funds being used to finance a deficit on restricted funds and additions to fixed assets moved to unrestricted funds.

Digital Champions: Grant for promoting digital skills in Nidderdale.

Health and Wellbeing: Income received from NYCC (Stronger Communities) to pay for contractor time in developing our range of services to cover Health & Wellbeing.

Prescription Delivery: Grant received from Martin Lewis Charity Fund ‐ Corornavirus for the charity to deliver a prescription delivery service

Meals on Wheels: monies received from NYCC, HDH Wills 1965 Charitable Trust and Tesco Bags of Help COVID‐19 Communities Fund for infrastructure and consumables to support new Meals on Wheels service .

Community Car (NYCC Dial a Ride): Monies received from NYCC for the Community Car.

Connecting Nidderdale: Grant received from Two Ridings Community Foundation for staff costs and IT purchases for staff working on the Connecting Nidderdale project.

Knabs Ridge: Grant received from Two Ridings Community Foundation ‐ Knabs Ridge Community Benefit Fund for staff costs working on the Connecting Nidderdale project in the Knabs Ridge area.

Computer costs: Micro Grant received from NYCC for the pruchase of IT equipment.

20

THE NIDDERDALE PLUS PARTNERSHIP FOR THE YEAR ENDED 31 MARCH 2021 NOTES TO THE ACCOUNTS

14 RESTRICTED FUNDS (continued)

COVID‐19: Various grants were received for COVID‐19 related costs including, £2,000 from Two Ridings Community Fund, £3,000 from NYCC Locality Grant, £500 from NYCC Micro Grant and £5,400 from National Lottery Coronavirus Community Support Fund. All these grants were spent on various costs incurred due to COVID‐19 and additional staff costs.

Brelms Trust: The charity received a 3 year grant commitment from the trust between 2019‐21 to help fund the extra staff costs for the expansion of services offered by the charity.

NYCC Locality Budget: NYCC provides each County Councillor with a budget to respond to local needs by recommending funding to support certain activities; we recevied 2 in the year to cover time spent dealing with community car project.

Stronger Communities: NYCC programme to strengthen voluntary and community organisations. For Nidderdale Plus, it is support to develop service provision and ensure sustainability with a view to becoming self‐sufficient in the light of cuts in public funding.

Safe Nidd: a partnership comprising local emergency services, activity to promote community safety messages to residents and businesses in Nidderdale, chaired by Nidderdale Plus, supported by a grant from Harrogate Borough Council;

NY Youth Service: North Yorkshire County Council Youth Services: provision of services for young people in Nidderdale (eg youth clubs) ‐ money in Nidderdale Plus accounts for future use by NY Youth in Nidderdale;

Nidderdale Orchestra: the Nidderdale Community Orchestra is a community orchestra (all ages/all abilities) established with the support of Nidderdale Plus, including use of bank account ‐ now an independent community organisation with it's own bank account;

Arts Development: a former project coordinated by Nidderdale Plus to support creative industries in this rural area, final funds offered as Small Grants to support creative sector;

My Neighbourhood Intergenerational Project: the funding was awarded to facilitate a digital film project, combining the skills and insights of different generations, showing Nidderdale life as it is now and in the past. The money was expended during the financial year 19/20.

Library capital: NYCC funding for capital expenditure for the library.

Local fund digital grant: Grant from Harrogate Borough Council was received for enchancing our facilities into a hotdesking space and upgrading our meeting room.

Marketing ‐ Two Ridings: Grant received from Two Ridings Community Foundation to fund a marketing leaflet refresh.

Mayors fund: This grant was used to purchase a safe.

21

THE NIDDERDALE PLUS PARTNERSHIP FOR THE YEAR ENDED 31 MARCH 2021 NOTES TO THE ACCOUNTS

15 ANALYSIS OF NET ASSETS BETWEEN FUNDS

2021
Undesignated
Designated
Funds
Funds
£
£
Fixed Assets
‐
12,457
Investments
‐
100
Current Assets
60,608
54,200
(4,989)
‐
Net Assets
£ 55,619
£ 66,757
2020
Fixed Assets
‐
14,547
Investments
‐
100
Current Assets
46,925
‐
(1,927)
‐
Net Assets
£ 44,998
£ 14,647
Creditors: Amounts due in less than
one year
Unrestricted
Creditors: Amounts due in less than
one year		 Restricted
Funds
£
‐
‐
‐
‐
£ ‐
‐
‐
4,770
‐
£ 4,770		 Total
£
12,457
100
114,808
(4,989)
£ 122,376
14,547
100
51,695
(1,927)
£ 64,415

16 OPERATING LEASE COMMITMENTS

The total future value of minimum lease payments is as follows:

Buildings
Within one year
Within one to two years
Within two to five years		 2021
£
12,500
12,500
28,125
£ 53,125		 2020
£
10,417
12,500
40,625
£ 63,542

The amount of non‐cancellable operating lease payments recognised as an expense during the year was £10,417 (2020 ‐ £10,417).

17 RELATED PARTY TRANSACTIONS

There were no other related party transactions in the year other then those with Trustees disclosed in note 8 and the subsidiary disclosed in note 10.

22