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2024-03-31-accounts

Trustees' Annual Report for the period

Period start date Period end date From 1st April 2023 To 31st March 2024

Section A Reference and administration details

Charity name Teesdale Day Clubs

Other names charity is known by

Registered charity number (if any) 1198857

Charity's principal address

Woodleigh Flatts Road Barnard Castle DL12 8AA

Names of the charity trustees who manage the charity

1
2
3
4
5
6
7		 Trustee name Office (if any) Dates acted if not for
whole year		 Name of person
(or body) entitled
to appoint trustee
(ifany)
Gordon Thomson Chair
Peter McGuinness Vice Chair
Ann Dolphin OBE Treasurer
David Bailey
Susan Bainbridge
Marion Hutchinson MBE 01/08/2022-08/02/2024
Hazel Rayner

Name of Strategic Manager

Andrea Hobbs

1

Section B Structure, governance and management

Type of governing document Constitution
How the charityis constituted Charitable Incorporated Organisation (CIO)
Trustee selection method Appointment by Board

We achieved registration as a Charitable Incorporated Organisation (CIO) on 6[th] May 2022, but have a long-established history as a charitable association since 1994. In 2024 we will be celebrating 30 years of service in our community.

This Annual Report covers the financial period 1[st] April 2023 to 31[st] March 2024, and includes activity delivered by our team during this period.

Our Club and Community Services Manager (CCSM), responsible for line management of the club team, and delivery of our one-to-one community support service, decided to retire after over 20 years of service in December 2023. This prompted a re-structure of the team.

We had 14 part-time staff during the year, ranging from 0 hours to 22.5 hours per week. We maintain contract agreements with three people to provide casual cover on a freelance basis for periods of annual or sick leave. We recruited two new staff members: a new post of Volunteer and Communications Development Worker (November 2023) and a new Community Worker (March 2024)

At the end of the year there were 13 p/t staff with 1 on 0 hours contract. Our 7 regular Chefs and Club Leaders run 9 weekly lunch clubs. We have between 1 and 3 clubs running each day of the week in different villages or communities across 10 venues. The Operational Club Coordinator (20 hours per/wk from Jan 2024) is responsible for working with this team to coordinate the safe, smooth running of the lunch clubs. The Volunteer and Communications Development Worker (22.5 hours per/wk) is delivering a new project aimed at increasing volunteering opportunities and reducing isolation and loneliness for people in Teesdale.

The new Community Worker (16 hours per/wk) is responsible for all the one-to-one work of our community support service. This involves delivering support and help through home visits; contact at clubs and groups; phone calls; family liaison; and signposting.

Our Finance Administrator, who also contributes time as a volunteer, is paid for 4 hours per/wk. to administer our book-keeping, PAYE, and current account banking

The Strategic Manager (SM) line manages the whole team since the re-structure in January 2024 following the retirement of the CCSM. The SM is managed by our Chair, supported by both the Treasurer and Vice-Chair. Our SM has overall operational responsibility for the efficient and effective running of our services; carrying out Trustee led strategic and operational plans; and supporting trustees with the governance of the charity. The SM is also responsible for securing grant and other funding, managing our grants budgets, and with the Treasurer ensures that all our finances are well managed.

The Finance and Risk Committee meets at least 6 times each year and the Board meets every quarter end, with additional away day and specific task group meetings as required. The Finance and Risk committee comprises the Chair, Vice-chair and Treasurer, with the SM in attendance. It oversees all financial management: cash flow, management account outturn at least every quarter end, and oversees the Risk Register which is reviewed every 6 months and presented to the Board annually. Our Policy and HR committee comprises the Chair and one other trustee, with the SM advising. It meets as and when required to review policies before presentation to the Board and considers any HR issues.

Board meetings are usually attended by the SM and other staff members as appropriate.

2

Section C

Objectives and activities

Vision

To enhance quality of life by offering supportive social opportunities to people who are socially excluded, or at risk of being socially excluded, including people facing social isolation, in Teesdale.

Mission

To provide social networks in Teesdale that offer friendship and hospitality as well as help and support with day-to-day challenges.

Aims

Objectives and activity

We provide:

Our Strategic Plan (2022-2025) outlined our aims for both maintaining and developing our services during this period. Our Operational Plan details risks, priorities and actions and is updated and presented at all Finance and Risk committee and Board meetings.

A statistical quarterly report informs trustees on performance, numbers of beneficiaries and volunteers, and take-up of services and project activity. It includes outcomes for individual people benefitting from one-to-one support, and reports on how we work with partners in the community to support people.

LUNCH CLUB SERVICE

Our clubs are welcoming, warm, and supportive places, for both members and volunteers, to make friends, and to catch up with old ones. We seek to make a difference to people’s lives by helping people to feel:

We aim for everyone to experience an enhanced quality of life, improved health and wellbeing, and to be enabled and supported to live independently where appropriate.

Our core lunch club service operates in 10 local venues across the market town of Barnard Castle and 8 surrounding villages. Clubs also raise their own small funds through raffles and ‘50p clubs’ that finance occasional trips out to different places for lunch.

“This club has transformed my life -it’s turned it around.”

3

COMMUNITY SUPPORT SERVICE

Free access to this service is enjoyed by all lunch club members. This one-to-one community support service provides a bespoke support to anyone who needs assistance with anything that impacts on their emotional, social, or general wellbeing. Interventions can be a home visit for a reassuring or encouraging chat; help to fill in a form; accompanying to health appointments; liaising with family to arrange at-home care; help with accessing specialist equipment; or referrals on to other support agencies including GPs. As a key preventative service in our area, we are regularly the first point of contact for older people and the frailest people in our community when someone doesn’t know where else to go for help, doesn’t have anyone else to turn to, or are too anxious to reach out.

“It makes me feel safer knowing you will help me with the forms.”

NEW GROUP ACTIVITY SERVICES – test and learn pilot

Funded from 2023-2025 by the Know Your Neighbourhood Fund, we have launched a new project aimed at increasing the number of people volunteering and improving our reach to isolated adults. In the period of this report, we delivered a craft group, and started a gentle exercise group in partnership with Durham Age UK. We have also put plans in place for a monthly Afternoon Tea event, and a Social Studio group from April 2024 which is aimed at attracting younger people to get in involved with what we offer and do, either as participants or volunteers.

This project has also widened our general volunteering opportunities and has started the process of modernising and improving our communications. Within the first few months the project has made a positive impact on volunteer recruitment, creating new opportunities and linking to local colleges.

“I enjoy volunteering in the office and seeing the different elements that go into running a charitable organisation, it is nice to feel useful and I’ve gained confidence in my administrative abilities.”

NEW PARTNERSHIP PROJECT – BEFRIENDING – TIME TOGETHER TEESDALE

In 2023 we worked closely with a partner charity Upper Teesdale Agricultural Support Service (UTASS), based in Middleton-in-Teesdale, to secure funding and launch this exciting new service. Under a Partnership Agreement, our SM line manages the project coordinator post, and Chairs the Steering Group, while UTASS handles employment, volunteer vetting and checking, and financial management of the grants. We successfully recruited the project coordinator in July 2023 and the project development started in August. Due to personal circumstances of the project coordinator, the project launch had a delay but by the end of March, we had 7 volunteers registered and awaiting training (April 2024) and a list of referred people waiting to be matched.

The project is funded to March 2025 initially and aims at alleviating the loneliness of those who are the most isolated though being housebound, frail, or very elderly, or restricted by caring duties. We are optimistic about attracting continuation funding that enables us to embed this project into the community as a long-term response to need.

OUR NETWORKS AND ENVIRONMENTAL POLICY

We continuously seek to increase our network to provide added value for our members, and increase local benefit through using local supply chains, working in partnership, providing more joined up activity, and finding new ways to reduce our carbon footprint. To do this we:

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IMPACT MEASURING

We evaluate our services through general and specific surveys, collecting quotes, anecdotes, and creating or taking case stories and testimonials. Since 2022 we have been involving all our beneficiaries and volunteers in annual celebration and feedback events.

Due to the long-term participation of most people (beneficiaries and volunteers) we only survey people every other year to avoid survey fatigue. This provides us with an opportunity to use a range of evaluation methods.

We have worked closely with a consultant over the last 5 years, when funding allows, to provide an independent overview of our impact and the difference we make. She conducts small focus groups or attends activity to informally gather people’s views to inform reports. This supportive but objective relationship has provided regular evaluation reports which assist us to review our work and continue to improve what we do.

The new Know Your Neighbourhood funded project is enabling us to trial a journey evaluation approach using start, mid and end point surveys, and we will be considering adopting this evaluation style across all services in time.

People consistently tell us that because of the support they receive they feel less lonely, they feel that their wellbeing is improved (they feel happier), and that support provided often helps them to cope better with living alone.

“I love this lunch club – I don’t know what I’d do without it”

STATUTORY PUBLIC BENEFIT DECLARATION:

Trustees confirm that they have complied with their duty to have due regard to the commission's public benefit guidance when exercising any powers or duties to which the guidance is relevant. Our duties as a charity are met through the delivery of our aims and objectives and are evidenced by the activities and outcomes outlined above and detailed below. Our membership is open to any adult living within our area of benefit and our joining and referral pathways are easy to access. Most people are referred to, or respond to our service offers through word of mouth, self-referral, by seeing our publicity, signposting by friends/family members, social prescribing team, Mental Health Team, Social Care, charitable, and similar organisations.

5

Section D Achievements and performance

SOCIAL ACTIVITY GROUPS AND LUNCH CLUBS

During this reporting period, we have supported 227 people at our lunch clubs, and benefitted from the support of 80 volunteers (does not include trustees).

We have delivered 440 lunch club sessions and served 7444 freshly prepared meals at our lunch clubs. Only 16 sessions were cancelled due to inclement weather, venue closures, or staff shortages/availability of cover staff for holiday/sick leave.

The average age of lunch club users remains at around 82 years, and around 60% of people attending our lunch clubs live alone with a significant number (around 25%) have a known mobility or health issue.

As we operate in a deeply rural area, access and travel are significant barriers to why people do not participate or reach out for support. Between April and March 2023-24, 40 people took advantage of our subsidised travel provision, which is offered to reduce financial barriers to accessing what we offer. Around 6% of people using the lunch club service are struggling financially, or just getting by, or cannot stretch to afford a regular weekly taxi to and from their social activity.

In March, the new activity programme delivered 8 craft sessions to 8 people (5 new users not already attending lunch clubs) and recruited 1 new volunteer. This was the first group offered as part of this new programme.

COMMUNITY SUPPORT SERVICE

An average of 52 people each month were contacted by our CCSM and 22 people received in-depth support through an in-person intervention between April-December 2023 before she retired. 11 of these 22 had not used this service previously and 9 being visited or spoken to on multiple occasions (more than twice). Using our in-house assessment, we recorded that on more than 474 occasions, people were supported to feel less lonely. 33 interventions were made that specifically supported someone’s mental/emotional health, 5 interventions supported improved physical health, 9 helped to improve their financial situation, and 35 supported people to cope better with living alone.

Examples of interventions from this service showcases the kind of support we offer, and the difference made to people’s lives:

VOLUNTEERS

Our large volunteer team is critical to us achieving all that we do.

We ask them for feedback every other year and below we share excerpts from the survey completed in summer 2023.

Volunteers were asked to consider 7 different statements and to rank their opinion in response to each one on a scale ranging from Strongly Agree, Agree, Neutral, Disagree to Strongly Disagree.

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The survey is aimed at finding out how volunteers benefit most from their volunteering, what their motivations are, why they volunteer, and how they feel about their volunteering.

We also ask volunteers for feedback about what they think we do well, and what we could do differently, or areas where we could improve.

“We all work together to make member welcome and enjoy time spent over lunch.” “Leadership, standards of presentation, safeguarding, generation of ‘community’, creating joy within club lunches [are what we do well].”

ORGANISATIONAL DEVELOPMENT AND OPERATIONS – SUCCESSES AND CHALLENGES

Having established a firmer governance foundation in 2022-2023 by gaining CIO status, we achieved two ‘firsts’ – both having been key aspirations in our Strategic Plan:

Trustees are keen to develop on this progress further and remain committed to maintaining our core lunch club service at the centre of what we do. Funding for the core lunch club service has become increasingly challenging, and some of our clubs remain valued but have dropped in attendee numbers over the last 12 months.

Trustees are committed to moving forward and not standing still, and project work may become a more familiar and fluid approach to service delivery in the future to ensure that we continue to meet current and changing needs.

7

Section E

Financial review

Trustees made further adjustments to staff salary levels in this year; to create the differentials they wanted between the lowest salary and the National Living Wage, and also between staff posts across the team. Trustees now feel that a good balance of salary structure has been achieved. The salary review did increase our salary costs again significantly but was a priority for Trustees for the purposes of retaining staff through the cost-of-living crisis, and to ensure we can continue to attract skilled personnel.

Our Funding Strategy targets were met in terms of grant and lunch club income from member contributions, but other targets remain unmet, largely due to a lack of procurement opportunity and capacity on the team to do more (e.g., securing sponsorship and running large funding events that attract significant donations). The Funding Strategy is reviewed regularly, and our funding dashboard assists trustees to monitor which grant funders are consistently supportive, and where there are gaps in funding.

We successfully applied for Gift Aid for the first time and will continue to make the most of this opportunity in future years.

We received gifts and donations via Just Giving on our website, from a local trust and the community. These small donations helped us to keep pace with rising costs, and we are very grateful for all donations made.

We maintained the loyalty and support of a few regular donors who we wish to thank for their constancy of support. This kind of donating is something that we would wish to increase.

RESERVES POLICY

Reserves are that part of our unrestricted funds that are freely available to spend on any of the charity’s purposes. Our policy is to maintain free unrestricted reserves to provide:

➢ a level of working capital that protects the continuity of our work

The actual deficit in year was just under £6k based on our Receipts and Payments accounts. This was mainly due to the significant level of restricted funding received before 31[st] March 2024 which is carried forward for service delivery from April 2025 onwards. In real terms we used over £23k of unrestricted funds to meet a shortfall in funding.

Trustees aspire to maintain one year running costs of unrestricted reserve but find that unrestricted funds available are now just over 50% (£122k) of £231k forecast running costs for the year ahead (April 2024 – March 2025).

Trustees ideally would not wish reserves to drop below this 50% level but are also committed to using our unrestricted income prudently to support services.

Our cash balance at 31 March 2024 was £169,295 net of the above redundancy costs but including funds held in our deposit account.

Planned movement of our deposit account funds to our current account are scheduled for September 2024 in order to ensure our cash flow is as secure as possible.

£47,576 was restricted funding relevant to specific 2024/25 expenditure and therefore will be carried forward, and unrestricted funding carried forward to April 2024 is £121,719.

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LOOKING AHEAD

Forecast running costs have risen considerably in comparison with the year ending March 2024 due to the increases necessary in staff salaries, rising venue rents and other costs generally, and our development and expansion to include new activities.

We began the financial year 2024-2025 with a forecast deficit of over £40k in real terms (based on assumptions about forecast unrestricted receipts in year, and restricted grants predicted to carry forward at April 2025).

If this deficit is not met through efforts in year to raise funding and income, then unrestricted funds are likely to drop below £100k well before 31[st] March 2025.

Trustees are aware that cutting service delivery would be a prudent first step towards cutting costs if sufficient funding is not secured.

They have a pragmatic wish to avoid issuing redundancy notices unless our funding position is critical. Our restricted reserve (United Trust account: £28067) is reviewed annually and gives a measure of security.

The Finance and Risk Committee undertakes a close analysis of Cash Flow forecasts and grant spend which enables Trustees to predict when a critical point is reached. Our comprehensive Risk Register also acknowledges the impact of funding deficits on our senior manager responsible for raising funds, rising costs, and changes to our political environment.

At the same time, we want to continue to pursue organisational improvements and to widen our reach through new activity.

Trustees continue to annually review lunch club member contributions, and this was increased in April 2024 to £7 per person per session which includes a freshly made hot 3- course meal, tea or coffee, and access to our free community support service. This is very good value.

To ensure that no one is excluded due to financial difficulty or poverty, we continue to operate a differential charging policy whereby a reduced or free service can be offered on a discretionary basis to any individual who would not be able to attend a club.

We resist becoming a means tested service as our experience tells us that our longevity of success is based on people feeling that they are coming to a social occasion rather than a ‘service’ and also enables us to keep an open-door policy to everyone who may be lonely or isolated regardless of financial means.

9

Our supporters

Section F

We are grateful to all our supporters; our beneficiaries; our wonderful volunteers who give their time to help at lunch clubs and in other ways; and our funders who help us to continue providing our services for the benefit of the communities that we support.

Lunch club member contributions

Lunch club members continue to pay a weekly charge, in this year £6 per person, which includes their 3-course meal, access to the community support service, and all the additional support that comes from belonging to a club locally.

Donations

We received £769 donations from individual supporters and lunch club members. Our match fund-raiser started in 2022 concluded in 2023/4 with a final £1000 donation.

An anonymous Trust donated £600.

The Barnard Castle Lions Club ran a local raffle on behalf of the community and taking part raised £421.

Barnard Castle School Preparatory school pupils raised £370 on our behalf.

Grant Funding used in year

We benefitted from a total £108,103 of grant awards for service delivery in the year net of grant awards carried forward to April 2024. This funding is detailed in our accounts on pages below.

We would like to thank the following funders for their grant monies brought forward from March 2023 and used in the year:

We also extend ongoing thanks to our current, regular, and generous funders:

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Section G Declaration

The trustees declare that they have approved the trustees’ report above.

Signed on behalf of the charity’s trustees

Full name Gordon Thomson

Position Chair Date 1st August 2024

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Teesdale Day Clubs Y/E Account 2023/2024

Independent Examiner’s Report

Report to the trustees
of
On accounts for the
year ended
Set out on pages
Responsibilities and
basis of report		 Teesdale Day Clubs
1stApril 2023 to 31stMarch 2024 Charity
no		 1198857
1-5
I report to the trustees on my examination of the accounts of the above
charity (“the Trust”) for the 12 months to 31 March 2024.

I report in respect of my examination of the Trust’s accounts carried out under section 145 of the 2011 Act and in carrying out my examination, I have followed all the applicable Directions given by the Charity Receipts & Payments Account Commission under section 145(5)(b) of the Act. 1 April 2023 to 31 March 2024 Independent I have completed my examination. I confirm that no material matters examiner's statement have come to my attention in connection with the examination which gives me cause to believe that in, any material respect:

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. Date: 01/08/2024 Signed: Name: Colin Proudfoot Relevant professional Fellow of the Chartered Accountants in England and Wales ~~qualification:~~ Address: Deneside, Front St, Winston, Co.Durham, DL2 3RJ There were no Independent Examiner concerns

Date: 01/08/2024

Signed:

Name: Colin Proudfoot

Relevant professional Fellow of the Chartered Accountants in England and Wales qualification:

~~Teesdale Day Clubs 23/24 Accounts Address: Deneside, Front St, Winston, Co.Durham, DL2 3RJ~~

01/08/2024 01/08/2024
Colin Proudfoot

Fellow of the Chartered Accountants in England and Wales
Note 2
Note 3
Note 4
Note 5
Note 6
Note 7
Note 7
Note 8
Note 9
Note 9
Note 9
Note 10
Note 10
Note 11
Note 12
Note 3
Note 5
Note 13		 ~~Add~~ ~~Teesdale Day~~
~~Deneside Fron~~		 ~~Clubs 23/24 Accounts~~
~~St Winston CoDurham DL2 3RJ~~
Receipts
~~ress:~~		 ~~,~~ ~~Total~~
~~, , .~~		 ~~Restricted~~
~~,~~		 ~~Unrestricted~~

~~There were no~~		 ~~ndependent Exa~~ ~~miner concerns~~
CD Community Foundaton
Ballinger Charitable Trust
DCC Area Budget/UTASS TTogether P'ship
Sir James Knot
Donatons
Gif Aid
Refunds
Club member contributons
Food contributons (paid to chefs)
Member transport contributons
Shawbrook Interest
United Trust interest
Redwood interest
The Natonal Lotery Community Fund RC
North East and Cumbria Region and Know
Your Neighbourhood Fund		 £55,408 £55,408
£33,377 £33,377
£15,000 £15,000
£12,075 £12,075
£5,000 £5,000
£3,160 £3,160
£653 £653
£816 £816
£24,467 £24,467
£22,605 £22,605
£4,813 £4,813
£87 £87
£326 £326
£2,178 £2,178
Total receipts £179,964 £121,272 £58,692
Payments Total Restricted Unrestricted
Salaries including all costs
Additonal tme/contract payments
Staf/volunteer expenses
IT/Licenses
Insurance
Ofce administraton
Ofce equipment
Ofce rent & rates
BT & Sage
Training/recruitment
CDCF KYN 'Our Volunteers' project actvites
DCC/UTASS Time Together costs
Club miscellaneous/equipment
Member transport
Overall food costs
Club venue rents
Governance
£113,823 £85,821 £28,002
£6,743 £0 £6,743
£2,120 £218 £1,902
£832 £106 £726
£1,182 £0 £1,182
£878 £797 £81
£1,333 £1,181 £152
£200 £200
£1,330 £549 £780
£2,068 £760 £1,308
£3,019 £3,019 £0
£1,000 £1,000 £0
£1,144 £0 £1,144
£10,581 £8,086 £2,495
£22,605 £22,605
£16,480 £6,500 £9,981
£25 £25
Totalpayments £185,363 £108,037 £77,326
Excesspayments over receipts -5399

.

Teesdale Day Clubs

Statement of Assets and Liabilities 12 months to 31 March 2024 account

Note 14 Current assets
Virgin current account
Redwood bank savings account
United Trust redundancy fund
Total current assets
Financed by accumulated fund
Balance b/f
Defcit
Balance c/f		 3/31/2024 3/31/2024 8 months to 31/03/2023 8 months to 31/03/2023 8 months to 31/03/2023
Total restricted unrestricted Total restricted unrestricted
£87,117 £47,576 £39,541 £100,206 £34,820 £65,386
£82,178 £82,178 £80,000 £80,000
£28,067 £28,067 £22,555 £22,555 £0
£197,363 £75,643 £121,719 £202,761 £57,375 £145,386
£202,761 £219,141
-£5,399 -£16,380
£197,363 £202,761

The 9 clubs each hold individual bank accounts for member and volunteer donations towards club trips etc. These are checked by the treasurer and financial administrator each year and have not been examined by the independent examiner. Funds held in these accounts at 31 March 2024 were £8375.34

Notes to accounts year ended 31 March 2024

Note 1 Accounts are prepared on a receipts and payments basis Accounts are prepared on a receipts and payments basis
Note 2 The Natonal Lotery Community Fund RC North East
and Cumbria Region
Reaching Communites £24105 5yr grant and 3 yr uplif grant to 08/2025. Funding in March 2024 carried forward
Know Your Neighbourhood £31302.75 KYN grant ends 03/2025 the 23/4 underspend was £3590 due to employment gap following retrement of senior staf. This fund largely
supports our one-to-one community support service.
Funding in March 2024 carried forward.
See Note 12 for % breakdown
Note 3 CD Community Foundaton
Know Your Neighbourhood £21877 CDCF KYN grant ends 03/2025 restricted to the 'Our Volunteers' project and the natonal DCMS / KYN project. Underspend £2222
carried forward
KYN Project actvity payments include hire of rooms for Afernoon Tea events, Gentle Exercise group, Startorth Craf group, volunteer
incentves, event refreshments, printng and publicity, volunteer recruitment event, actvity materials, and ofce equipment to support
project delivery. Project staf salary, including management and ofce support are included in the main salary payments. See Note 12.
Community Grant £5500 Community grant ends 06/2024 restricted to transport for lunch club members, and support for environmental policy work.
Underspend of £3378 carried forward.
Both carry forward balances have been agreed with funder.
Note 4 Ballinger As this grant was received in October 2023, Trustees agreed to spread its use over 12 months.
Therefore £5000 was carried forward to April 2024 designated and restricted for salaries.
Note 5 TTogether Partnership DCC/UTASS This is a new partnership project being delivered jointly by UTASS and ourselves.
Due to late project start, and extended sick leave of the new project coordinator, the Area Budget grant of £9102 was largely
underspent. UTASS manages the 2 main large grants for the delivery of this project and invoiced income to this project totalled £2972,
largely for line and project management costs to staf salary (Strategic Manager tme).
In agreement with DCC/UTASS funders £7286 was carried forward to April 2024.
Note 6 Sir James Knot Restricted to venue rents for lunch clubs in year
Note 7 Donatons/Gif Aid
Gif Aid First year of successfully claiming GA
£653
Donatons Match funding
£1,000.00
Supporters
£1,369.10
Teesdale Lions
£421.00
Barnard Castle School
£370.00
Total
£3,160.10
Note 8 Refunds total £815.51 Lunch Club loan repaid
£682.45
Overpayments - Heart Internet DD
£71.86
- Sage fees
£61.20
Total
£815.51
Notes 9/13 Member contributons
Breakdown Members pay £6 for each visit. £3 for food costs given to chefs and £3 contributons to salaries and other running costs are banked
Food costs Food payments are received in cash by chefs and used to buy food for the following week
Transport Members who require transport pay £2 per journey to and from the venue

Note 10/14 Shawbrook to United Trust transfer

Closure of restricted designated account to secure higher interest rate New account opened with United Trust - July 2023

Annual review of redundancy costs - £5080 uplift from current a/c £27741 July 23. UT interest 326.44 Oct 23

Note 11 Redwood Bank

Interest on deposit account

Note 12 Salaries breakdowns Main salaries £110,487.51 Sick pay £464.95 Employer pension contributions £2,870.65 Total £113,823.11

The National Lottery Community Fund RC and KYN projects together made the largest contribution to salary costs (inlcudes pension and SSP costs), representing 32% of total salary costs. The next largest contribution towards salary costs was the CD Community Foundation KYN project at 17% closely followed by our income from member contributions at 16%. Other listed grants contributed between 10% and less that 1% to salaries, with unrestricted income and held reserves contributing just over 8% to salary costs.

Signed by the Chair on behalf of the trustees: Signature Date 01/08/2024

Report to the trustees
of
On accounts for the
year ended
Set out on pages
Responsibilities and
basis of report
Independent
examiner's statement
Signed:
Name:
Relevant professional
qualification:
Address:		 Teesdale Day Clubs Teesdale Day Clubs Teesdale Day Clubs
1stApril 2023 to 31stMarch 2024 Charity
no		 1198857
1-5
I report to the trustees on my examination of the accounts of the above
charity (“the Trust”) for the 12 months to 31 March 2024.
As the charity's trustees, 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 2011 Act and in carrying out my examination, I
have followed all the applicable Directions given by the Charity
Commission under section 145(5)(b) of the Act.
I have completed my examination. I confirm that no material matters
have come to my attention in connection with the examination which
gives me cause to believe that in, any material respect:
• the accounting records were not kept in accordance with section 130
of the Charities Act; or
• the accounts did not accord with the accounting records; or•
•the accounts did 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 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.
Date: 01/08/2024
Colin Proudfoot
Fellow of the Chartered Accountants in England and Wales
Deneside, Front St, Winston, Co.Durham, DL2 3RJ
There were no Independent Examiner concerns