Trustees. Annual Report for the period Per5o%J $lart d*e Period end date From 1st April 2024 To 31sl March 2025 Section A Reference and administration details Charity name Teesdale Day Clubs Other names charity is known by Rogisterod charty number (if any) 1198857 Charity's princlpal addres8 WoodlewJh Flatts Road Bamard Castle DL12 &iA Names of the charlty trustees who manag• th• charlty Name of per80n lor body) entitled to appolnt trusts? Ifan Tru•t•• nthi• Offl¢• Ill•nyl Dat•• aGl#d if not for %Yhole year Gordon Thomson Peter M¢Guinne$s Ann Dolphin OBE David Bailey Susan Bainbridge Hazel Rayner Chair Vice Chair Treasurer Nam• of StratggiG Manager Andrea Hobbs
eof ovemin document How the charil is constituted Trustee selection method ConstrtLrtion Charitable Incor orated Or ointment b Board anisation _(ClO) We achieved registration as a Charitable Incorporated Organisation (CIO) on 6th May 2022 but have a long-established history as a charitable association since 1994. We have celebrated 30 years of service in our community. This Annual Report covers the financial period 1st April 2024 to 31st March 2025, and include5 activity delivered by our team during this period. Our part-time staff team of 12 (O hours to 22.5 hours per week) remained Stable during thi5 period, although we sadly lost a colleague to terminal cancer very quickly following her diagnosis. As a valued member of the team, this was a significant blow, but everyone rallled round, and our services continued without interruption. We maintain contract agreements with three people to provide casual cover on a freelance basis for perlods of an nual or sick leave. Our Volunteer and Communlcations Development Worker post ended due to end of grant on 31st March 2025. We contlnued to provlde 9 weekly lunch clubs and further developed our growing actlvity programme. We have between l and 3 lunch clubs running each day of the week in different , communities across 10 venues, and various activitles through the week (including evenings) ' and at weekends. The Operatlonal Club Coordlnator Is responsible for working with the team to support and coordinate the safe, smooth runnlng of the lunch clubs. IThe Volunteer and Communications Development Worker (22.5 hours per/wk) delivered the I new project almed at increasing volunteering opportunities and reduclng isolatlon and lonellness for people In Teesdale through the activity programme. The Community Worker (16 hours perlwk) is responsible for all the one-to-one work of our community 5UPPOrt service. This involves delivering 5UPPOrt and help through home vlsit5; 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 perlwk to administer our book-keeping, PAYE, and current account banking The Strategic Manager (SM) line manages the whole team and is managed by our Chair, supported by both the Treasurer and Vice-chair. Our SM has overall management and 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 Treasurer support, manages our finances. The Finance and Risk Committee meets at least 6 times each year and comprises 3 Trustees (Chair, Vice-chair and Treasurer) and the SM. The Board meets every quarter end, with additional away day and specific task group meetings as required. The Management Account, cash flow, and funding dashboard are all overseen by the Flnance & Risk Committee and presented to the Board every quarter end. Our Risk Register is reviewed every 6 months and presented to the Board annually. Our Policy and HR task group meets as required and comprises the Chair and one other trustee, with the SM advising. Board meetin s are usuall attended b the SM and other staff members as a ro riate.
Section C Ob'ectives and activities To enhance quality of life by offering supportive social opportunities to people who are socially excl uded, or at risk of being socially excluded. including people facing social isolation, in Teesdale. To provide social networks in Teesdale that offer friendship and hospitality as well as help i and support with day-to-day challenges. Mlnlmise the adverse Impacts of soclal Isolatlon and lonellness for adults In Tee5dale. Impact positively on people'5 quality of life and health and wellbeing. Support people to lead Independent Ilves In thelr own home and remaln In thelr own community. Create a varlety and choice of volunteering opportunities that enable people to contrl bute with i n thelr local communlty. Increase the number of people accessing support by explorlng different ways to evolve and encourage relationships across the wider community. We provide: Soclal groups that meet regularly in key town/villages, and connect people Subsidised transport to ensure equal access to our services Nourishing freshly prepared food A valuable village 'hub' where anyone can access information and get help A free one-to-one personalised 'at home, and remote communlty support servlce Rewarding and flexible volunteering opportunlties Opportunlties for varied soclal Interactlon (e.g. inter-generatlDnal) Our Strateglc Plan (2024-2027) outlines our aims for both malntainlng and developing our servlce5 duri ng this period. Our Operational Plan details risks, priorities and actions and is updated and presented at all Finance & Risk committee and at Board meetings. A statistical quarterly report informs trustees on performance, numbers of beneftclaries and volunteers, and take-up of services and project activity, It includes outcomes for individual people benefitting from one-to-one support, updates on volunteer issues, communicatlon, and how we work with our partners. LUNCH CLUB SERVICE Our clubs are welcoming, warrn. and supportive place5, for both lunch club members and volunteers, to make frlends, and to catch up wlth old ones. We seek to make a difference to people's lives by helping people to feel: less isolated and less lonely, increased feelings of happiness, and increased feelings of belonging, connection, and involvement in their community valued and that they are 'giving something back, through volunteering.
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. Lhdiier social f riendly Word-cloud quotes from our lunch club member su&Y 2024-25 "I thlnk Lunch Clubs are good for people of my age ...qettlng a hot meal once a week, meeting people and catchlng up on village gossip...it's a nice thing and saves me c(poklng a main meal once a week" Quote fmm a COthetOne lunch club member COMMUNITY SUPPORT SERVICE All our lunch club members have free access to this one-to-one community support servlce. It provides a bespoke support to anyone who needs assistance with anything that impacts on thelr emotional, social, or general wellbeing. Interventions can be a home vlsit for a reassuring or encouraging chat. help to flll 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 helpl doesn't have anyone else to tum to, or are too anxlous to reach cut. "Thank you for your ongoing help. it helps me work through the varlous administrative systems that swm •v•r more complex." Quote from a beneficiary COMMUNITY ACTIVITY PROGRAMME Funded from 2023-2025 by the Know Your Neighbourhood Fund, we launchod this new project aimed at increasing the number of people volunteering and improving our reach to i501ated adults of a wider age range who don t always want to come to a lunch club. We continued with our successful rolling programme of art/craft groups, gentle exerclse, | Afternoon Teas, Book Club, and a Pantomime trip. This project has widened OLJr general volunteering opportunities and improved our communications with an updated website and increased social media visibility. "Sharing stories, listenlng to others. and generally having a little giggle and a chat has been beneficial to me, and I always look forward to the next session. Quote fmm siste in Stitches participant TIME TOGETHER TEESDALE - PARTNERSHIP PROJECT WITH UTASS In 2023 we worked closely with a partner charity Upper Teesdale Agricultural Support Service (UTASS), based in Middleton-in-Teesdale, to secure funding and we launched this exciting new service in 2024. Our SM line manages the projett coordinator post, and chairs the Steering Group, while iASs handles employment, volunteer vetting and checking, and financial manaLement of the rants.
The project is funded to December 2025 and aims to alleviate the loneliness of those who are the most isolated through being housebound, frail, every elderly, or restricted by caring duties. Despite some early personnel issues, eventually the project settled down with a new Coordinator in October 2024 and recruited over 20 volunteers to the end of March 2025, placing all of them with beneficiaries in the community. Beneficiaries rarlge from those with dementia, to those who are well but chronically lonely. We are also providing respite for people in a family-carer role. 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, and providing more joined up activity. We also seek to reduce our carbon footprint where this is possi ble. To do thls we: work closely with all local statutory and voluntary agencies, always buy local food and supplies where we can, lia ise a nd collaborate as closely as possible with key partners to del iver services. network and work in a way that avoids duplication. needless travel, and wasteful use of resources. IMPACT MEASURING We evaluate our services through general and speclflc surveys collecting quotes, anecdotes, and case stories / testimonials. We involve our beneficiaries and volunteers in annual celebratlon and feedback events. Due to the long-term participation of people Involved with us (beneficiarles and volunteer5) we only formally survey people every other year to avold survey fatigue. This provides us with an opportunity to use a range of evaluation methods. | We have worked closely with funded consultants over the last 5 years to provide an independent overview of our impact and the difference we make. Small focus groups, phone calls, or attendance at activities helps to gather people's views to inform reports. These supportive relationships have provided regular evaluation which assist us to review our work objectively and continue to improve what we do. i The Know Your Nelghbourhood funded project enabled us to trlal a Journey evaluation | approach using start, mid and end point surveys, and we are continuing to use this with our i smaller activity group programme when appropriate. People consistently tell us that because of the support they receive they feel less lonelyi they feel that their wellbeing is improved (they feel happier), and that support provided often helps them to cope better with Ilvlng alone. "Middleton is a lovely [lunch club] group. I have made friends here that I wouldn't have met otherwise.- "These days people tend to mix with their established friendship groups so It"s a way to get to know other people In the village.- "I Ilve on my own and I don.t see m•iny people. so It"s a chance to soclalise every week.- Quotes fmm lunch club members 2024-25
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 referr81 pathways are easy to access. Most people are referred to or respond to our service offers through word of mouth, self-referral, by seelng our publlcity, slgnposting by friends/family members, social prescribing team, Mental Health Team, Social Care, GPS, charitable and similar or anisations. Section D Achievements and erformance SOCIAL ACTIVITY GROUPS AND LUNCH CLUBS During this reporting period, we have supported 212 people at our lunch clubs and benefitted from the support of 88 volunteers (does not include trustees). We have delivered 437 lunch club sessions and served 7295 freshly prepared meals at our lunch clubs. Only 20 sessions were cancelled due to inclement weather, unavoldable venue closures, or staff shortageslavailability of cover staff for holiday/sick leave. The average age of lunch club users dropped to around 75 years (from 82), based on avallable data taken from returned surveys. However, not everyone completed a survey, and the younger people are more likely to respond than the very elderly. We still have lunch club members that celebrated their 90s and ioorn birthdays with us thls year, and we are delighted that younger people are using our services rnore. Around 60Wo of people attending our lunch clubs live alone with a significant number (around 250/0) have a known mobllity or health Issue. As we operate in a deeply rural area, access and travel are signlficant barrlers to why people do not participate or reach out for support. Between April and March 2024-25, 48 people took advantage of our subsidlsed travel provision, which is offered to reduce financial barriers to accessing what we offer. Over 220/0 of people using the lunch club servlce are struggllng flnanclally, or Just gettlng by, or cannot stretch to afford a regular weekly taxi to and from their social activlty. Because ol ihe lunth cluè, I feel more connetted to mv communlty and le59 lorttly or Isolated The opportunity to meet others is import•rtt to me and impr0¥e$ my quality of Ilf• The lunth club is an Important p•rt ot rny week The new attivity programme delivered 35 craft sessions, 14 gentle exercise classes, 8 afternoon tea events, and 4 book club meetings, as well as the pantomime trip. The project attracted a total of 31 volunteers, of which 27 were new to us and not regular lunch club volunteers. Overall, the activities programme supported 240 adults as participants, making a total of 271 beneficiaries just in this new project since it started (Nov 20Z3} to the end of March 2025.
COMMUNITY SUPPORT SERVICE This service sUPPOrted over 70 individuals on a one-to-one basis, either through home visits, personal conversations, or support whilst at lunch club, or by accompanying to an appointment. Many have received more than one intervention, and some individuals have received on-going support for complex issues. 37 individual people have been supported to secure a Blue Badge to he5p with their mobility issues. This piece of targeted work has been hugely successful and impacted people's everyday lives positively. we are in the process of evaluaiing the community support service in 2025. In brlef examples of interventions: I participant supported to access support from CAB to review their finances 2 people supported to review Winter Fuel Payments & Pension Credits I participant supported to apply for Attendance Allowance and appeal the decision, when it was declined, in partnershlp with Durham Carers Support. I participant SUPPOrted through End-of-Life Care I person encouraged to volunteer informally by becomlng involved In the decorating of the Teesdale Day Club tree for the local Chrlstmas Tree Festival I participant accompanied to hospltal for eye Injectlons, staying wlfh her the whole tlme to help her to navigate the system after a long walt. VOLUNTEERS Our large volunteer team is critlcal to us achleving all that we do. We ask them for feedback every other year wlth the next survey due summer 2025. The survey Is almed at findln9 Out how volunteers benefit most from thelr volunteering, what their motivatlons are, why they volunteer, and how they feel about their volunteering. We also ask volunteers for feedback about what they thlnk we do well, and what we could do differently, or areas where we could improve. Each year we Invlte volunteers to come along to an annual event where we can celebrate their value and cornmltment. In 2024 we gave out certificates recognising the long service of volunteers at each lunch club. Volunteers at the event receiving their certificates fmm our Chair Gordon Thomson. ORGANISATIONAL DEVELOPMENT AND OPERATIOP4S - SUCCESSES AND CHALLENGES Trustees are keen to continue to develop our progress and remain committed to maintaining our core lunch club service at the centre of what we do, Alongside this, our activity programme has brought some promising early successes attracting new participar)ts and volunteers to our charlty, helpin9 US to achieve a vvider publlc benefit and reach people across the adult age range who are already experiencing social exclusion, or who may be at risk of it.
Funding for the core lunch club service remains a challenge but we continue to attract new people, and we have begun new projects to grow numbers at some of our smaller lunch clubs. Changes in the staff team in 2024 created an opportunity for Trustees to consider sustai nability i n relation to our senior management and the stability of the charity going forward, and some ch6nges of staffing structure were considered to ensure continuity. This culminated in a new General Manager post being created as we moved into the next financial year from April 2025, as our Strategic Manager reduced her working hours whilst remaining actively engaged in the future of the charity. Trustees are committed to moving forward and not standing still, and the activity programme is becoming a more permanent part of service delivery to ensure that we continue to meet current and changing needs in our community. Section E Financial review With funding becoming harder to secure, Trvstees have monitored the cash flow carefully during this year. Our cash position remained healthyi and It did not become necessary to transfer any funds from our deposit account to meet monthly outgoings. However, trustees did transfer held reserve funds to a new 35-day notlce deposit account (Redwood) to take advantage of a higher interest rate and ensure funds could be drawn down qulckly if needed at shorter notlce to support cash flow. Our management account tracks use of indivldual grant income in detail and indlcates the actual use of unrestricted donations and held reserves to ensure that Trustees have a full understanding of our actual deficit in year, as opposed to our cash position. This Is crltlcal to Trustees having a full picture of our financlal health as we have consistently used reserves to meet funding shortfalls over the last 3 years, and especially as we receive significant funds at the end of one financlal year that are for use In the following year. The actual cash deflclt in year was just under £2k based on our Receipts and Payments accounts. This Is a more positive outturn than last year. However, of funds rece5ved In year, Just less than £54k Is restricted fundlng received during the year ending 31st March 2025 and being carried forward to the next financial year. This means that in real terms we used just over £12k of unrestricted funds to meet a shortfall in funding. The total balance of assets at the end of year is £195,447 of which £83,015 is restrlcted, and £29,278 of restricted funds is designated for redundancy and wind-up costs in the event of the charity having to close. Our cash balance at 31 March 2025 was therefore £166,170 net of the above redundancy costs but including reserve funds he5d in our deposit account, to be carried forward, of which £53,737 is from grant income. Trustees will continue to monitor interest gained from deposlt accounts and make any transfer decisions throughout the year to ensure we are taking best advantage of the current savings market.
In year updates Trustees made further increases to staff salaries to keep pace with the National Living Wage. Our Funding Strategy outlines our aspirational targets each year. These were almost met in terms of grant income and Member Contributions from lunch clubs, but other income streams remain largely unmet and directly reflect the capacity of the team to realise additional fund-raising projects alongside the day-to-day operations. Some of the new activities attracted informal income from donations taken at free events, which evldence that most people are happy to contribute in return for an activity, but when asked were more reluctant to attend if a fixed fee was applied. The Funding Strategy is reviewed annually, and our funding dashboard continues to asslst trustees to monitor which grant funders are conslstently supportive, and the spread of funds across multiple years. At the start of the year April 2024, we forecasted an actual deficit of £40k whlch was reduced considerably in year due to successful grant applications and other fund-raising efforts by the team. Funding targets will be revlewed In 2025 using SMART principles. We contlnued to receive occasional donations via Just Glvlng from our website, and from local trusts, businesses, and the community. These small donations helped us enormously, and we are very gratefvl for all donatlons made. We maintained the loyalty and support of two regular Dlrect Debit donors who we wish to thank for their constancy of support. This klnd of donating Is somethlng that we would wlsh to increase. LOOKING AHEAD Forecast runnlng costs from April 2025 remain comparable to the forecast in Aprll 2024 despite increases in salaries, however, this is largely due to careful budget management considering the use of reserves, the end of the Know Your Neighbourhood (KYN) maln grant fundlng, ané the consequent end of the development worker post attached to this specific project delivery, Although we have some lower-level continuation fundSng for the attivlty programme from Point North and PCP Happine55 Hub to March 202S, we are running the project using existing staff and have internally recruited to an artivity worker post. We begin the financial year 2025-2026 with a forecast deficit of over £40k in real terms (based on assumptions of forecast unrestritted receipts in year and already secured grant income). If this deficlt Ss not met through efforts in year to raise Sufficient funds, then unrestricted reserves are likely to drop below £80k before 315t March 2026. Restricted and unrestricted funds are in place to maintain the charity's operations at a similar level throughout the financial year 2025-2026. However, significant funds will need to be secured within the next six months to enable development of our service5, and reserves will be used to a greater level than previously required. Without additional funds being secured, Trustees wi51 have to reduce the charity's operations. We will be at 50 % fundlng of annual operating costs by December 2025 based on current cash flow forecasting. The Finance and Risk Committee continues to analyse Cash Flow forecasts and grant end and have a reed that cash flow artuals and bank reconciliation will be shared to
the Committee monthly by email from Q2 to safeguard the cash position in relation to drawing down funds from reserves held in the 35-day notice deposit account {Redwood). At the same time, we want to continue to pursue organisational improvements and to wlden our reach through new activity as best vie can. Trustees continue to annually review lunch club member contributlons, and this was increased in April 2025 to £8 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 remains very good value whon compared to the high street and therefore retains our public beneflt marglns. To ensure that no one is excluded due to financial dlfflculty or poverty, we continue to operate a differentlal 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 currently have 3 people under this policy. In addition, Since winter 2024-25, we have worked in partnership with Age UK to offer free lunches through their funded Hot Meals scheme to those who are most at risk financially due to health, or other life circumstance5. Eleven people are currently under this scheme. We resist becoming a means-tested service as our experience tells us that our longevity of success 15 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. We could not deliver any of our servlces without our volunteers, and we are grateful for thelr collective commitment and continuous support. They always go the extra mile and often add extra value by helplng behind the scenes by keeping an eye on our more vulnerable lunch club members in their community and always being willing to help out when someone is faclng a challenge. PIK)to of2 of our amazing volunteers at Christmas 2024 RESERVES POLICY Reserves are that part of our unrestrlcted funds that are freely available to spend on any of the charity's purposes. Our policy is to maintain free unrestritted reserves to provide: a level of working capital that protects the continuity of our work a level of funding for unexpetted opportunities cover for risks such as unforeseen expenditure or unanticipated loss of Income. Trustees aspire to maintain one year running costs of unrestricted reserve but find that unrestricted funds available in March 2025 (£111.5k) are 500/0 of our total forecast running costs for the year April 2025-March 2026 (£221.5k). Trustees ideally do not wish reserves to drop below thls 50Q/o level but are committed to using our unrestricted income prudently to support services to continue when this is necessary Trustees have discussed the reserves position and have agreed in principle that, in the event reserves dro below 40Wo of forecast ments the 10
Review payments and give direction on where further savings could be made in the budget Support the Treasurer wlth the regular monthly cash flow interrogation, being informed and ready to approve the draw down of funds prudently when required Review current service levels and, in consultation with staff and volunteers, reduce our operations where possible without reneging on grant agreements Communicate swiftly with current and trusted funders Review staffing levels and communicate with staff in a timely manner about the possi bility of redundancy Double check that our restricted redundancy reserve Is correctly retlecting current tearn Structure. and raise or reduce funds held to ensure these funds are used to our best advantage (currently £29.278) Consult with individual lunch club mernbers and volunteers to take best advantage of individually held club funds that generally support trips and outi ngs, and decide how these funds may be used to support lunch club continuation utilise volunteering as much as possible to maintain our services Our comprehensive Risk Register acknowledges the risks and impact of the financlal deficit position and challenges of securing funding, against the knock-on risks and impacts on senior managers. They are responsible for raising funds, meeting rising operational costs, changes to our political and economic environment, balanced with growlng and malntaln services driven by need In the community. Section F Our supporters 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 beneflt of the comrnunSties that we support. Lunch club member contrlbutlons Lunch club members continued to pay a weekly charge of £7 per person, which Included their 3-course meal, hot drinks, access to the community support servlce, and all the additional support that comes from belonging to their club locally. Donatlons We received £4,590 in donations from individual 5UPPOrters, small community groups/trusts, and lunch club members. Donations over £200 included: An anonymous Trust donated £400. The Barnard Castle Lions Club ran a local raffle on behalf of the community and taklng part ralsed £352. GSK Care Committee donated £500 Barnard Castle School Preparatory school pupils raised £300 on our behalf. Our fund-raiser hosted by Andalucia Café in Bamard Castle raised £705. Our activities groups collectively donated £354.
33970 l-%ALl Our Andalucia cafe fund-raiser raised over E700, and we are grateful for the support fmm Christine Taylour and her cafe team for their help in arranging the cheese and wine tasting evening, and some wonderful raffle prizes. Grant Funding We benefitted from a total £40,000 of grant awards for servlce dellvery in the year net of grant awards carried forward from March 2024. We would Ilke to thonk the following repeat funders for their continulng support wlth ongoing grants, grant monies brought fornard frorn March 2024 or secured in year The Balllnger Charltable Trust Garfleld Weston Foundatlon Slr James Knott Pioneering Care Partnershlp Happlness Hub Fund. The Natlonal Lottery Communlty Fund, RC Northeast and Cumbrlj R¢glon, and the Know Your Neighbourhood Fund Point North {County Durh•m Communlty Foundatlon) Durham County Councll Area Budget awarded vla Teesdale Actlon Partnershlp In mem(vy ofour coUe8gue and fvend Kim Weston. February 1960- July 224 12
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 7th August 2025 12
I CHARITY COMMISSION I FOR ENGLAND AND WAiES Independent examlner's report on the accounts Sèction A Independent Examiner's Report RgPQrt t¢ thè tru8tses Teesdale Dayclubs On accounts for the yèar •nd•d 1st Apri5 2024 to 31° March 2025 Charity no lil any) 1198857 Sot out on p39•8 I report to the trustees on rny ex8min8tion ol thè aecounts of the atrxive charity I'lhe TTUSt'I ftsr the year ended 31° March 2025. ResponsibÉliti8s and basis of report As the challty'5 trustees. you are responsible for Ihe preparation of the accounts in aGGordance with the requirements of the Charities Act 2011 1.the Act'l. I report in respect of my examination of the Trust's accounts carried out under sèction 145 of the 2011 Act and in carrying out my examination. I have followed all the applicable Oireclions given by the Charity Commi$$ion under section 145{51{bl of thè Act. Independent I have Completed my eXaminatn. I confirm that no rnaterial matters h8V¢ examinerf8 Statement eome to my attention in Connection wrth the examination which gives me cause to believe that in, any material respect.. the a¢¢ounting records w8r• not kept in accordance with section 130 Df the Charities Act., or the accounts did ntst accord wlth the aruntIng TWA)rds,' or thé accounts did not comply with the applicable requirernents concerning the fom and conlent of accounts Set out in the Charrties (Accounts and Reports) Regulations 2008 other than any requii¢m¢nt that the 8c¢ounl$ give o 'trua and fai¢ view which ts nol a matter on¥id*reé as part of an independent examination. I h2vÈ no concerns and havo come across no other matters In connection with the examlnation to which attenth)n should be drawn in this report in order to enable a proper understsnding ol the accounts to be reached. Sign. Date.. N•me: Paul Howell Rglevant professional qualificationls) or body Ilf anyl.. Relired Fellow of Ghartered Inst4tute of Management Accountants Address." 77 Coniscliffe Road Dailinglon DL3 7EH Th¢r• no Ind•pondont Examinor con¢•m¥ IER Oct 2018
| TEESDALE DAY CLUBS 1198857 |
TEESDALE DAY CLUBS 1198857 |
TEESDALE DAY CLUBS 1198857 |
TEESDALE DAY CLUBS 1198857 |
CC16a | ||
|---|---|---|---|---|---|---|
| Receipts andpayments accounts | ||||||
| For the period from |
01/04/2024 | 31/03/2025 | ||||
| Section A Receipts and paym | ents | |||||
| Unrestrict ed funds |
Restricted funds |
Total funds | Last year | |||
| to the nearest £ |
to the nearest £ |
to the nearest £ |
to the nearest £ |
Notes | ||
| Receipts | ||||||
| Contributions from lunch club members |
27930 | 27930 | 24467 | 1 | ||
| Travel Contributions from lunchclubmembers |
5073 | 5073 | 4813 | 1 | ||
| Food Contributions (paid to chefs) |
23822 | 23822 | 22605 | 1 | ||
| Donations | 4590 | 4590 | 3160 | 2 | ||
| GiftAid | 653 | |||||
| The National Lottery Community Fund RC North East and Cumbria Region and Know Your Neighbourhood Fund |
39302 | 39302 | 55408 | 3 | ||
| Point North Know Your Neighbourhood and Community Grants (CDCF) |
38358 | 38358 | 33377 | 4 | ||
| SirJamesKnottTrust | 5000 | 5000.00 | 5000 | 5 | ||
| TheBallingerCharitableTrust | 15000 | 15000 | 15000 | 6 | ||
| GarfieldWeston Foundation | 20000 | 20000 | 0 | 7 | ||
| Age UK | 712 | 712 | 0 | |||
| PCP HappineesHub | 7500 | 7500 | 8 | |||
| DurhamCCAreaBudget | 12000 | 12000 | 12075 | 9 | ||
| Durham CC Neighbourhood SmallGrants |
995 | 995 | 0 | 10 | ||
| UTASS - Time Together TeesdalePartnershipProject |
3201 | 3201 | 11 | |||
| RedwoodInterest | 3265 | 3265 | 2178 | 12 | ||
| Shawbrook Interest | 87 | |||||
| UnitedTrustInterest | 1210 | 1210 | 326 | 14 | ||
| Refunds | 816 | |||||
| Sub total(Gross income for AR) |
64681 | 143278 | 207959 | 179965 | ||
| Total receipts | 64681 | 143278 | 207959 | 179965 | ||
| Payments | ||||||
| Salaries including all costs | 29221 | 103397 | 132618 | 113823 | 13 | |
| Additional time / cover contracts |
6254 | 3379 | 9633 | 6743 | 13 | |
| Staff expenses | 1438 | 763 | 2200 | 2120 | ||
| Volunteer Expenses | 0 | 174 | 174 | 0 | ||
| Office Equipment / IT hardware |
0 | 129 | 129 | 1333 | ||
| IT/Licenses | 832 | |||||
| Administration & IT | 154 | 599 | 753 | 878 | ||
| Insurance | 1200 | 174 | 1374 | 1182 | ||
| Rent & Rates-office | 200 | |||||
| BT & SAGE | 656 | 730 | 1386 | 1330 | ||
| Lunch Club Venue Rents | 6938 | 9929 | 16867 | 16480 | ||
| Lunch Club member travel | 5200 | 5414 | 10614 | 10581 | 1 | |
| Training & Recruitment | 750 | 750 | 2068 | |||
| Club equipment & | 787 | 376 | 1163 | 1144 | ||
| Food costs (chef spend) | 23822 | 23822 | 22605 | 1 | ||
| Project Activities - 'Our Volunteers' (KYN) and Time Together Teesdale |
6727 | 6727 | 4019 | 4 | ||
Publicity and website |
1576 | 1576 | ||||
| Governance | 52 | 38 | 89 | 25 | ||
| Sub total | 75722 | 134153 | 209875 | 185363 | ||
| Total payments | 75722 | 134153 | 209875 | 185363 | ||
| Net of receipts/(payments) | -11040 | 9125 | -1915 | -5399 | ||
| Cash funds this year end | -11040 | 9125 | -1915 | -5399 | ||
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Notes:
1 Lunch Club members paid £7 for each club visit. £3 per head given to chefs for food.
2 Received from: Middleton in Teesdale Coop, Middleton in Teesdale Sports Club, Barnard Castle Rotary
Club, Yorkshire B.S., GSK Care Committee, Barnard Castle School, Barnard Castle Methodist Church,
Lions, Eggleston Coffee Morning, and individual doners including participants in our activities programme.
3 The National Lottery Community Fund - North East & Cumbria Region
Reaching Communities Fund - £25,605 5-year grant and year 3 uplift.
Funding received in March 2025 and small surplus carried forward to
April 2025 as restricted funding to end of grant 31/08/2025
Know Your Neighbourhood Fund - £13,697 final payment of grant ending 31/03/2025; funded our community support service with no surplus carried forward
For salary breakdown see note 13
4 Point North (formerly County Durham Community Foundation) -
Know Your Neighbourhood Fund - £32,860 final payments of DCMS grant ended 31st March 2025. No surplus. Funded specific project 'Our Volunteers'.
Community Grant for KYN evaluation engagement £500
Community Grant £5000 to support trial lunch club at new venue carried forward to April 2025.
5 Sir James Knott Trust - restricted to venue rents.
6 The Ballinger Charitable Trust - received October and a small surplus carried forward to April 2025 of £1510.
7 Garfield Weston Foundation - received in October and designated to salaries. £10,000 carried forward to April 2025.
8 Pioneering Care Partnership Happiness Hub Fund - received December for activities programme. Allocated for costs from April 2025 and so carried forward
9 Durham County Council Area Budget - Received August, Opening Doors project to improve access at lunch clubs. £6125 carried forward to April 2025.
10 Durham County Council Neighbourhood Small Grants awarded to support local gentle exercise groups in 2 ward and a Christmas trip to the panto.
11 Time Together Teesdale partnership project with UTASS - Area Budget grant and funds received from UTASS for Line Management to
project. £6232 of Area Budget funds and £174 for line management carried forward to April 2025.
12 Redwood Bank funds re-invested to alternative deposit account to benefit from higher interest and shorter notice for withdrawals.
Closure balance £82,178.49. £3265 interest. Opening balance £80,000, transferred in 2 installments.
Additional
basic / freelance
13 Salary breakdown: salaries cover
Basic Salaries 128679 The National Lottery 47980 0
Sick pay 514 Ballinger 15064 2196
Additional and freelance cover 9633 Garfield Weston 10000 0
Employer pension contributions 3425 Point North 26006 1183
Total staff costs 142251 DCC Area Budget 900 0
Time Together 3447 0
Member Contributions 20645 2747
Donations/reserves 8576 3507
Totals 132618 9633
Total staff costs 142251
14 United Trust - Restricted redundancy costs deposit account reviewed annually. £1210.17 interest added October 2024.
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The End of Year Account was approved at the Board meeting on 7[th] August 2025 and signed on behalf of the Trustees
Signed by Chairperson:
Full Name: Gordon Jamieson Thomson
Signed by Treasurer:
Full Name: Ann Dolphin
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| Teesdale Day Clubs | Teesdale Day Clubs | Teesdale Day Clubs | ||||
|---|---|---|---|---|---|---|
| Statement of Assets and Liabilities | ||||||
| 12 months to 31 March 2025 account | ||||||
| 31/03/2025 | 31/03/2024 | |||||
| Total | restricted | unrestricted | Total | restricted | unrestricted | |
| Current assets | ||||||
| Virgin current account | £86,170 | £53,737 | £32,433 | £87,118 | £47,576 | £39,541 |
| Redwood bank savings account | £80,000 | £80,000 | £82,178 | £0 | £82,178 | |
| United Trust redundancyfund | £29,278 | £29,278 | £28,067 | £28,067 | £0 | |
| Total current assets | £195,447 | £83,015 | £112,433 | £197,363 | £75,643 | £121,719 |
| Financed by accumulated fund | ||||||
| Balance b/f | £197,363 | £202,762 | ||||
| Deficit | -£1,915 | -£5,399 | ||||
| Balance c/f | £195,447 | £197,363 | ||||
| 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 were £9,564. |
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