REGISTERED CHARITY NUMBER: 1168134
REPORT OF THE TRUSTEES AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 JULY 2020 FOR
ST CUTHBERT’S SOCIETY JUNIOR COMMON ROOM
Ribchesters Chartered Accountants Finchale House, Belmont Business Park Durham City DH1 1TW
ST CUTHBERT’S SOCIETY JUNIOR COMMON ROOM
CONTENTS OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 JULY 2020
| Page | |
|---|---|
| Report of the Trustees | 1 to 5 |
| Independent Examiner's Report | 6 |
| Statement of Financial Activities | 7 |
| Balance Sheet | 8 |
| Notes to the Financial Statements | 9 to 12 |
| Detailed Statement of Financial Activities | 13 |
ST CUTHBERT’S SOCIETY JUNIOR COMMON ROOM
REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 JULY 2020
The trustees present their report with the financial statements of the charity for the year ended to 31 July 2020. The trustees have adopted the provisions of 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 2019).
OBJECTIVES AND ACTIVITIES
Objectives and aims
We provide social, cultural, sporting and recreational activities and forums for discussion and debate for the personal development of students. We are also committed to equality by pursuing equal opportunities and equal access policies to our members in line with our democratic operation.
All JCR volunteers who conduct interviews for sub-committee positions are now Unconscious Bias trained, to mitigate potential bias decisions when selecting members for opportunities within the organisation.
Significant activities
As always, the Society was committed to providing social events, furthering the social education of our members during the academic year 2019-2020, however the impact of Covid-19 on our activities beyond March was significant. The JCR was successful in being able to adapt to both government and university restrictions in light of the pandemic, providing new online alternatives to traditional events, as well as focusing on remote opportunities for our members.
As in most years, our Michaelmas and early Epiphany programmes remained largely unchanged; we hosted Freshers’ Week to welcome new students to our community and put on a Ball in November. Both events went smoothly despite needing to adapt the former due to extensive building works taking place on site. This year, we put additional focus on welcoming postgraduate and mature students, as well as Erasmus students, ensuring that there were more events that catered to their often-different expectations of University life. Further, it has become standard practice to have all JCR minority reps offered automatic places on the Freshers’ Week Rep teams in order to ensure we are providing a welcoming and inclusive Freshers’ Week and that relevant issues that may arise can be most sensitively addressed.
One of the greatest changes the society has seen is the creation of a second paid position, a Finance and Compliance Officer (or FCO) to ensure our finances and charity accounts are managed more efficiently. Furthermore, the addition of a second member of staff has enabled the Society executive to achieve more as many tasks have been supported. This includes small tasks like filing, archiving and sorting offices and communal spaces our members use, as well as larger tasks such as the rejuvenation of our gym facilities.
This year, we put a heavy focus on supporting students as in the transition to moving independently/ out of college in their second year. An issue we identified was that first-year students were signing houses in a rush, and very early on in Michaelmas term. JCR Welfare ran a campaign called “Take Time to Sign” in conjunction with the JCR Communications representative. This campaign involved a number of housing talks on housing in Durham, the pros and cons of private landlords and estate agents, and ultimately encouraged members to resist the social pressure to sign early, and to take the time to think about who they wanted to live with, where, and to not sign poor quality housing contracts. This campaign gained university-wide success, often being used as an example of a successful JCR campaign by University Pro-Vice-Chancellors.
The Society supports/ runs two community volunteering. One, whereby students go to a local secondary school each week to run an after-school drama club. This builds confidence in both those running the sessions, and the school students attending them. We hope that this well-established partnership may be an opportunity for further Outreach collaborations in the future, such as a homework club or mentor system for students writing personal statements. Further, this year (since October 2019) has seen the emergence of another project whereby both the Men’s Rugby and Women’s Rugby teams teach rugby at a primary school in Gilesgate.
The Society has voted in favour of new minority rep and assistant rep positions meaning we now have official representation from the following groups: LGBT+, Students with Disabilities, People of Colour and Working Class students. Each of these positions has an assistant position attached. They are invited to sit on Students’ Union committee and Welfare Campaigns to ensure minorities have a stronger voice within the Society.
We have increased collaboration with St Cuthbert’s Society (college) with these roles, to ensure that minority representation is being utilised both by the charity, but also our college partners. Most recently, this has taken the forum of a Zoom discussion (“Difficult Dialogue”) regarding Black Lives Matters movement which attracted a lot of attendees. Further, College and the JCR (with the help of minority reps) have co-hosted listening sessions whereby students are encouraged to express their feelings and explain issues they’ve faced at university while staff listen.
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These discussions have inspired changes to our approaches to room allocations and freshers’ week celebrations which we believe will ensure the JCR is a more inclusive and welcoming place to all students.
The dress renting initiative established last year has continued to bloom. What was previously referred to as “Cuth’s Wardrobe” is now “Bailey Wardrobe” as we have collaborated with our neighbouring Common Room, St John’s Common Room, to grow the project. We continue to collect formal wear of all kinds, that students can rent for balls, formals or job interviews for £5 with a £10 deposit. Many of the improvements to the scheme can be attributed to the introduction of an elected rep who manages the stock, rents and storage of the pieces. The number of items in the scheme has increased steadily, due to the collaboration. We have also increased visibility through the creation of an Instagram and a website which will launch in the new academic year. The JCR has also secured a £500 grant from the Students’ Union which we have used to invest in more pieces.
In continuing to strive to ensure our events are inclusive, we maintained our scheme that allows those who receive the full Durham Grant to have their ticket prices to the Balls and feasts reduced by 30%.
The JCR runs over 40 different sports and societies which allows members to try new sports or interests that they would not have had the opportunity to do. We are committed to ensuring these opportunities are accessible to all, and operate on a 50:50 subsidy system, whereby half the cost of a member taking part in a sport or society is covered by the individual, and half is covered by the JCR. This means that we can keep most sports and societies memberships below £15 for the year.
This year, new societies have been created such as “ABBA” - the ‘All British Biscuit Appreciation Society’ - which is a welcoming society that facilitates chit chat between members over a selection of biscuits, often bringing together people from all walks of JCR life. This year has also seen the creation of a Men’s Futsal society and an Orchestra.
In representing our member’s best interests on a wider university level, the executive committee have been protesting all reductions to the housekeeping and portering services our students living in college face.
Towards the end of the academic year, our activities were largely shaped by the Covid-19 pandemic. The JCR’s aim was to continue to support students’ mental welfare, maintain a sense of community remotely and for those isolating in Durham, and keep up ‘business as usual’ as much where it was possible to adapt.
The JCR welfare team continued to provide virtual drop-ins, sign posted those in need to university services and support and used their social media platforms to promote looking after your mental health and wellbeing. In order to maintain a sense of community, the JCR moved as many of our activities online as we could and created new ones like tri-weekly pub quizzes during lockdown, a joint movie watching scheme (which connected people who were watching the same shows or movies), and social media challenges. We were also able to adapt our traditional Eurovision celebrations into an online format- one where members were encouraged to venture back into Eurovision archives on YouTube, and “resubmit” their favourite songs into our own virtual Eurovision song contest. This was a hugely successful event, drawing together many members and their families, and providing talking points for those struggling with lockdown.
For those quarantined in Durham, we collated walk routes with simple, clear directions and photos for our members. The JCR was successfully able to move our democratic process online, with JCR meetings, elections and husts all happening virtually. We were also able to host a virtual Finalist Formal, and Sports and Society Awards night.
Despite the difficult situation the Covid-19 pandemic has caused, the JCR has been able to adapt and improvise to ensure that we are putting our members first and continuing to provide what services and opportunities we can.
We continue to provide services and facilities for our students, including peer support for personal issues, sports teams and societies, gym, library and IT provision and representation of student views at a College level. The emphasis on these, as with all other activities of the JCR, is that of student leadership and ownership. Our members are expected and encouraged to initiate, participate in, and lead our activities.
Public benefit
We have adopted a strong democratic constitution that places its operation securely in its members. This structure allows us to work for the public benefit. Our standpoints on equality and openness allow us to foster a culture of acceptance amongst members, many of whom volunteers in some capacity for the benefit of others in the University or as part of the JCR which allows us to be strong members of the local and academic community. We keep this public benefit in mind when organising large social events that are open to all members of the public, support the welfare of our students so they can continue to work at their studies and remain part of the community in Durham.
When we fund Sports and Societies this allows members to try new sports or interests that they would not have had the opportunity to do. We have many (over 200) volunteer positions that are elected, allowing anyone to apply regardless of experience and enrich the community as well as benefit them.
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We also take no political stance other than to represent our members in order to maintain an inclusionary policy. We operate library and gym facilities that can be accessed by our members to enhance their educational or recreational activities.
From 1 April 2008, section 4 of the Charities Act 2006 requires all charities to meet the legal requirement that its aims are for the public benefit. The Charity Commission states that there are two principles to be met in order to show that an organisation’s aims are for the public benefit: firstly, there must be an identifiable benefit or benefits and secondly that the benefit must be to the public or a section of the public. The Trustees confirm that they have complied with the duty to have due regard to the Charity Commissioner’s guidance on public benefit.
FINANCIAL REVIEW
As these financial statements indicate, the Charity has a sound financial base. One of the aims of the Trustees is to secure the long-term future of the Charity by careful and prudent management of its assets. As at 31 July 2020 the Charity had net assets of £248,527 and it is the opinion of the trustees that the existing reserves are sufficient to meet any reduction in incoming resources in the foreseeable future.
This was the first year the charity operated with a Finance & Compliance Officer enabling the charity to get on top of our finances as a charity as well as make plans for the future. During this financial year we submitted two sets of late accounts (2016-17 and 2017-18). These were finalised over the summer. We were also able to submit our accounts for the previous year (2018-19) well in advance of the deadline. Consequently, we were able to understand our financial position much better. We realised that there had been consistent underspending in previous years leading to an unintentional surplus. This coupled with a large historic donation (£53,000) of bar profits into our account this year means we are in a strong financial position. We were able to write a long-term financial plan to address our surpluses and invest our money back into the students of Cuth’s. Going into the uncertainty of next year and beyond, with the potential for reduced student numbers and therefore income, our solid financial base means we will continue to be able to offer full opportunities and funding to our student groups regardless of annual income.
We invested some of our reserves into two different savings accounts so that we would earn a small amount of interest and the cash would not depreciate in value sitting in a current account. At the time of writing, we have £120,000 invested in mid-term notice accounts. Our reserves policy remains to hold £75,000 (the cash equivalent to our reliable income in a financial year; that is the £15,000 we expect as a university grant and the £60,000 we raise from student levies) in our main operational account meaning we can run for a full year without any new funding.
Despite efforts this year to run a deficit (after realising the extent of our funds), the cancellation of events in the last third of the year (when our largest events take place) due to COVID-19 and the movement of activities to online has made this impossible. We spent enthusiastically from the reserves throughout the academic year. We invested £8,000 in sports & societies equipment in the first term and £15,000 on new gym equipment. We are also in the process of designing a new website with an inbuilt payment system. Other long-term projects include repurposing accommodation (the Wendy House) as an arts centre, refurbishing one of our common rooms and installing a campus card entry system for our music room. As a common room, we have continued our outreach ventures including raising money for various charities through small fundraising events as well as our annual Fashion Show which raised £10,000.
With the employment of a second full-time sabbatical officer, we have been able to get on top of our finances and charity compliance as well as begin to make serious plans for the future. Furthermore, we have not only aimed to maximise our financial resources but also our physical ones. We have been able to physically transform some of the spaces in college which have been neglected for some years due to lack of time available to JCR employees to organise and refit them. Furthermore, we have worked on a better asset-tracking system for equipment in our gyms, music room, tech and sport & society cupboards. Next year we look forward to taking payment of our levies directly through our new website rather than through the university which proved problematic this year.
RESERVES POLICY
We aim to hold reserves almost equal to that of the Levy and the University Grant ensuring that we could continue to meet our financial commitments to the Sports and Societies and contractual obligations to our sole employee if we received no funding from the University and none was donated by our members. Currently we expect no such change but due to the financial year being spread over two academic years and funding be supplied on an academic year basis we consider this prudent as changes of policy by the University could have an impact on numbers of students donating and University funding received. Furthermore, we aim to hold enough in reserves to cover support, our physical assets for financial security and unforeseen damages.
STRUCTURE, GOVERNANCE AND MANAGEMENT Governing document
Throughout the period the organisation was controlled by its governing document - the St Cuthbert’s Society JCR Constitution - adopted on 1 January 2016. The St Cuthbert’s Society JCR Constitution required there to be a minimum of three external trustees, and up to 5 external trustees and up to 3 student trustees.
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The external trustees were appointed by interview, the student trustees were appointed by election. The term of trustees was a maximum of 4 years for external trustees and 1 year for student trustees. External trustees could serve a maximum of 2 terms. Student trustees could serve a maximum of 2 terms.
Induction and training of new trustees
Student Trustees are elected with a vote of members following a general meeting. External Trustees are voted upon in general meetings of the Trustee Board, holding their position for up to four years. Trustees are given in house training on their responsibilities as well as the governing structure of Cuth's JCR. Training is delivered by the Chair of Trustees. The day-to-day management of the charity is undertaken by the JCR Executive committee, chaired by the President of the Society.
Organisational structure
The JCR elects members to serve on the JCR Executive Committee which acts as a Management Committee. The JCR Executive meets at least bi-termly and there are various sub committees including those for finance, music, governance, outreach and welfare etc. All policy, planning and major financial or strategic decisions must be ratified by the JCR a JCR Meeting open to all members. Prior to this, such matters will have been discussed by the JCR Executive who may seek guidance from the Trustees when appropriate. Minutes of all these meetings are publicly available on the JCR’s website. Operational decisions on a day-to-day basis are made by the appropriate people who have responsibility for their areas of activity.
Related parties
The JCR is a member of the Durham Students Union and consequently the National Union of Students both of which provides wider representation for associates and also offers guidance and support.
The JCR is partnered with the University of Durham which provides space and facilities to members. We take on some joint activities mainly through the college of St Cuthbert Society which is part of the University of Durham, such as open days, academic and social events. We accept funding from University of Durham based on the number of students within St Cuthbert’s Society. We have strong links with the Senior Common Room, Fellows of St Cuthbert Society and the Association of St Cuthbert Society who are attached to the University of Durham. Some such joint activities with the Senior Common Room within 2019-2020 include a new, weekly, online discussion forum in which anyone linked to St Cuthbert’s Society or the JCR are welcome to discuss a theatre production (normally National Theatre online ones). This has been popular throughout the Covid-19 period, with these connections being sustained despite social distancing and quarantine.
Risk management
The trustees have a duty to identify and review the risks to which the charity is exposed and to ensure appropriate controls are in place to provide reasonable assurance against fraud and error. During 2020 each society under the JCR submitted a risk assessment to the board in relation to their activities and safeguards in place to prevent harm, injury or infection.
REFERENCE AND ADMINISTRATIVE DETAILS Registered Charity number
1168134
Principal address
Durham University St. Cuthbert Society 12 South Bailey Durham Co. Durham DH1 3EE
Trustees
( indicates student trustees) J Dodd August 2018 - present J Exon May 2019 - March 2020 S Barnett (Chair) May 2019 - present T Collingridge May 2019 - June 2020 T Fletcher-Manuel March 2020 - present R Sheldrake-Davis August 2019 - July 2020 S Chapman April 2020 - present D Takyi August 2019 - July 2020 E Martin August 2019 - July 2020 E Martin (president) August 2019 - July 2020
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Independent examiner
Robert Ribchester, FCA MA Ribchesters, Chartered Accountants Finchale House Belmont Business Park Durham DH1 1TW
FUTURE DEVELOPMENTS
How will we keep meeting charity aims during covid will be a challenge, but the JCR is committed to flexible and responsive approaches to help students, practically and emotionally.
A target for the coming year is to place resources and interest in developing Outreach and charitable work within the local community and on a larger scale. A committee has been set up to consider our options in this area and we are hopeful that significant work can be done, both to benefit members of the community and our own members’ personal development.
The priorities for the year have understandably shifted due to the situation regarding Covid-19, which has forced reassessment of even some of our most basic functions. This will involve working creatively with the exec, as well as sports and society execs, to find ways for students to engage with activities in safe and appropriate ways. The impact of Covid will likely go both ways, i.e not only will we need to reassess the ways in which we operate, but the issues and desires students bring to us may also be of a different nature to previously. We anticipate that a significant amount of JCR effort and resources will be geared towards solving issues that the JCR may never have encountered before.
Nonetheless, the JCR should remain optimistic about what can be achieved even under such circumstances. A review of space over the summer should be not only possible but very helpful, given the need for space has only been exacerbated. The aim of this is to ensure that the JCR is using the space it has as effectively as possible, and to clear out clutter and improve the environment in which students live and work in college. Additionally, it may also be a key time to improve engagement with JCR functions such as the Participation Fund within the SCR and potentially Alumni community. It is no secret that Covid-19 has dramatically affected the financial situation of thousands of people, and we know that people who come to Cuth’s are passionate about the opportunities we offer. A drive for funding to ensure as many students as possible are able to access those opportunities may prove effective.
The increasing number of JCRs shifting to charity status should be seen as an opportunity for greater collaboration and less reliance on the university. SU relations are also a key point of interest in the coming year. Alongside this a target for the year is to push for JCR representation on high university bodies such as Council.
It is also important to acknowledge the issues that are important to students, particularly those who are underrepresented within the university. The past year has shown that racism is a large problem within the university, both within staff and student bodies. The JCR aims to tackle this in the coming year with workshops for incoming exec as well as freshers. A longer-term objective may be to work with the POC Association and the SU as well as other Common Rooms to create a training for freshers and execs that is delivered by JCRs but is centralised, i.e each JCR delivers the same training, to ensure the same standards are set across every college. A second issue the JCR should focus on is the environment. The popularity of schemes such as Embrace the Waste demonstrate the strength of feeling across the student community on this issue. Although Covid may increase barriers to this, by the end of the year the aim should be to have at least agreed that a scheme to deal with food waste through offering leftovers to livers-out will begin when possible.
Finally, The Charity aims to work more closely with the University on Freshers week, ensuring the contribution made by members is acknowledged and rewarded.
ON BEHALF OF THE BOARD :
S Barnett – Chair of Trustees
8 December 2020
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INDEPENDENT EXAMINER'S REPORT TO THE TRUSTEES OF ST CUTHBERT’S SOCIETY JUNIOR COMMON ROOM
Independent examiners report to the trustees of St Cuthbert’s Society Junior Common Room
I report to the charity trustees on my examination of the accounts of St Cuthbert’s Society Junior Common Room for the year ended 31 July 2020.
Responsibilities and basis of report
As the charity trustees of the Trust you are responsible for the preparation of the accounts in accordance with the requirements of the Charities Act 2011 ('the Act').
I report in respect of my examination of the Trust's accounts carried out under section 145 of the Act and in carrying out my examination I have followed all applicable Directions given by the Charity Commission under section 145(5)(b) of the Act.
Independent examiner's statement
I can confirm that I am qualified to undertake the examination because I am a registered member of the ICAEW which is one of the listed bodies.
I have completed my examination. I confirm that no material matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:
-
accounting records were not kept in respect of the Trust as required by section 130 of the Act; or
-
the accounts do not accord with those records; or
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the accounts do not comply with the applicable requirements concerning the form and content of accounts set out in the Charities (Accounts and Reports) Regulations 2008 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.
I have no concerns and have come across no other maters in connection with the examination to which attention should be drawn to enable a proper understanding of the accounts to be reached.
Robert Ribchester, FCA MA Ribchesters, Chartered Accountants Finchale House Belmont Business Park Durham DH1 1TW
21 December 2020
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ST CUTHBERT’S SOCIETY JUNIOR COMMON ROOM
STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 JULY 2020
| Unrestricted | Restricted | 2020 | 2019 | ||
|---|---|---|---|---|---|
| funds | funds | Total funds | Total funds | ||
| Note | £ | £ | £ | £ | |
| INCOME AND ENDOWMENTS FROM: | |||||
| Donations and legacies 2 | 17,556 | - | 17,556 | 16,601 | |
| Other trading activities 3 | 227,134 | - | 227,134 | 249,869 | |
| Investment income 4 | 171 | - | 171 | - | |
| Total incoming resources | 244,861 | - | 244,861 | 266,470 | |
| EXPENDITURE ON: | |||||
| Raising funds | - | - | - | - | |
| Charitable activities | |||||
| Costs of charitable activities 5A | 200,069 | - | 200,069 | 241,428 | |
| Total resources expended | 200,069 | - | 200,069 | 241,428 | |
| NET INCOME/(EXPENDITURE) | |||||
| 44,792 | - | 44,792 | 25,042 | ||
| RECONCILIATION OF FUNDS | |||||
| Total funds brought forward | 203,735 | - | 203,735 | 178,693 | |
| TOTAL FUNDS CARRIED FORWARD | 248,527 | - | 248,527 | 203,735 |
The notes form part of these financial statements
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ST CUTHBERT’S SOCIETY JUNIOR COMMON ROOM
BALANCE SHEET AT 31 JULY 2020
| Unrestricted | Restricted | 2020 | 2019 | ||
|---|---|---|---|---|---|
| funds | funds | Total funds | Total funds | ||
| Note | £ | £ | £ | £ | |
| FIXED ASSETS | |||||
| Tangible assets | 8 |
23,411 | - | 23,411 | - |
| CURRENT ASSETS | |||||
| Prepayments and accrued income | 1,959 | - | 1,959 | 1,645 | |
| Cash at bank and in hand | 225,407 | - | 225,407 | 215,469 | |
| 227,366 | 227,366 | 217,114 | |||
| CREDITORS | |||||
| Amounts falling due within one year | 9 | (2,250) | - | (2,250) | (13,379) |
| NET CURRENT ASSETS | 248,527 | - | 248,527 | 203,735 | |
| TOTAL ASSETS LESS CURRENT | |||||
| LIABILITIES | 248,527 | - | 248,527 | 203,735 | |
| NET ASSETS | 248,527 | - | 248,527 | 203,735 | |
| FUNDS | 10 | ||||
| Unrestricted funds | 248,527 | 203,735 | |||
| Restricted funds | - | - | |||
| TOTAL FUNDS | 248,527 | 203,735 |
The financial statements were approved by the Board of Trustees on 5[th] December and were signed on its behalf by:
S Barnett – Chair of Trustees
The notes form part of these financial statements
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ST CUTHBERT’S SOCIETY JUNIOR COMMON ROOM
NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 JULY 2020
1. ACCOUNTING POLICIES
Basis of preparing the financial statements
The financial statements of the charity, which is a public benefit entity under FRS 102, have been prepared in accordance with the Charities SORP (FRS 102) '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 2019)', Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland' and the Charity Act 2011. The financial statements have been prepared under the historical cost convention.
Income
All income is recognised in the Statement of Financial Activities once the charity has entitlement to the funds, it is probable the income will be received and the amount can be measured reliably.
Expenditure
Expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all cost related to the category. Where costs cannot be directly attributed to particular headings they have been allocated to activities on a basis consistent with the use of resources.
Tangible fixed assets
Depreciation on fixtures, fittings and equipment is provided at 20% on cost in order to write off each asset over its estimated useful life.
Taxation
The charity is exempt from tax on its charitable activities.
Fund accounting
Unrestricted funds could be used in accordance with the charitable objectives at the discretion of the trustees.
Restricted funds could only be used for particular restricted purposes within the objects of the charity. Restrictions arise when specified by the donor or when funds are raised for particular restricted purposes.
Further explanation of the nature and purpose of each fund is included in the notes to the financial statements.
2. DONATIONS AND LEGACIES
2020 2019 £ £ Donations 1,252 1,199 Grants 16,304 15,402 17,556 16,601 Included in grants is £16,304 received from Durham University (2019: £15,402).
| 3. OTHER TRADING ACTIVITIES Social events income Levies Facilities income Merchandise income Sports and societies subscriptions income |
2020 £ 125,989 61,473 15,305 - 24,367 227,134 |
2019 £ 154,140 70,523 955 - 24,251 249,869 |
|---|---|---|
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ST CUTHBERT’S SOCIETY JUNIOR COMMON ROOM
NOTES TO THE FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 JULY 2020
| 4 INVESTMENT INCOME Bank interest received |
2020 2019 £ £ 171 - |
|---|---|
| 5A. | CHARITABLE ACTIVITIES COSTS | |||||
|---|---|---|---|---|---|---|
| Direct costs | Support costs | Totals | ||||
| (See | note 5B) | |||||
| £ | £ | £ | ||||
| Costs of charitable activities | 197,825 | 2,244 | 200,069 | |||
| 5B. | SUPPORT COSTS | |||||
| Governance | ||||||
| costs | ||||||
| £ | ||||||
| Costs of charitable activities | 2,244 | |||||
| 6. | TRUSTEES' REMUNERATION AND BENEFITS | £ | £ | |||
| Other debtors | - | - | ||||
| Prepayments Taxation There were no trustees' remuneration or other benefits for the year ended 31 July ended 31 July 2019. |
1,149 8,666 2020 nor for the year |
1,149 8,666 |
||||
| Trustees' expenses | 9,815 | 9,815 | ||||
| ~~202~~0 | ~~2019~~ | |||||
| Number of trustees who were paid expenses | - | - | ||||
| 7. | STAFF COSTS | |||||
| The average monthly number of employees during the year was as follows: | ||||||
| 2020 | 2019 | |||||
| Admin | 1 | 1 | ||||
| Retail | - | - | ||||
| 1 | 1 |
No employees received emoluments in excess of £60,000.
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ST CUTHBERT’S SOCIETY JUNIOR COMMON ROOM
NOTES TO THE FINANCIAL STATEMENTS – CONTINUED FOR THE YEAR ENDED 31 JULY 2019
| 8. | TANGIBLE FIXED ASSETS |
||
|---|---|---|---|
| Fixtures, fittings | |||
| and equipment | |||
| £ | |||
| COST | |||
| At 1 August 2019 | - | ||
| Additions | 27,786 | ||
| At 31 July 2020 | 27,786 | ||
| DEPRECIATION | |||
| At 1 August 2019 | - | ||
| Charge for year | 4,375 | ||
| At 31 July 2020 | 4,375 | ||
| NET BOOK VALUE | |||
| At 31 July 2020 | 23,411 | ||
| At 31 July 2019 | - | ||
| 9. | CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR |
||
| 2020 | 2019 | ||
| £ | £ | ||
| Other creditors | 2,250 | 13,379 | |
| 2,250 | 13,379 |
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ST CUTHBERT’S SOCIETY JUNIOR COMMON ROOM
NOTES TO THE FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 JULY 2020
10. MOVEMENT IN FUNDS
| Net movement | |||
|---|---|---|---|
| At 1.8.19 | in funds | At 31.7.20 | |
| £ | £ | £ | |
| Unrestricted funds | |||
| General fund | 203,735 | 44,792 | 248,527 |
| TOTAL FUNDS | 203,735 | 44,792 | 248,527 |
| Net movement in funds, included in the above are as follows: | |||
| Incoming | Resources | Movement in | |
| resources | expended | funds | |
| £ | £ | £ | |
| Unrestricted funds | |||
| Part 1 | 244,861 | (200,069) | 44,792 |
| Part 2 | - | - | - |
| TOTAL FUNDS | 244,861 | (200,069) | 44,792 |
11. RELATED PARTY DISCLOSURES
There were no related party transactions for the year ended 31 July 2020.
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ST CUTHBERT’S SOCIETY JUNIOR COMMON ROOM
DETAILED STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 JULY 2020
| INCOMING RESOURCES Donations and grants Donations University grants Other trading activities Social events income Levies Facilities income Merchandise income Sports, clubs and societies income Investment income Bank interest received Total incoming resources RESOURCES EXPENDED Charitable activities Sports, clubs and societies expenditure Social events expenditure Welfare Administration expenditure including wages Facilities expenditure Committees and awards Donations Input VAT written off from 2016 Depreciation Governance costs Accountancy & Independent examination Total resources expended Net incoming/(outgoing) resources |
2020 £ 1,252 16,304 17,556 125,989 61,473 15,305 - 24,367 227,134 171 244,861 41,488 66,307 - 43,295 24,199 3,193 14,968 - 4,375 197,825 2,244 200,069 44,792 |
2019 £ 1,199 15,402 16,601 154,140 70,523 955 - 24,251 249,869 - 266,470 27,496 164,255 608 26,935 7,962 2,974 - 8,666 - 238,896 2,532 241,428 25,042 |
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This page does not form part of the statutory financial statements
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