2021-03-31-accounts

~ Supportin	~ Supportin	g an	d nurturing ne	d nurturing ne	w community initiatives	w community initiatives
~ Enabling		good	volunteering		practice and opportunities.
~ Representing			and providing		a voice for	the community and voluntary sector in County Durham.
Our Values						About Us
Objectivity, honesty				& integrity		Providing Expertise and Advice: We support
						community organisations to do their work
Do the right thing						effectively, by providing advice, training,
Sst high	standards		for the sector			resources, and help to tackle challenges, and realise their aspirations.	to
Encourage a		can-do		culture		Supporting new Initiatives: We work with networks and communities of interest to track
Accountability		and	responsibility			opportunities and challenges for the sector, and to innovate and test new approaches which
Professional		pride				strengthen our social and community infrastructure.
Enabling	Leadership					Enabling good Volunteering: We provide
						brokerage and resources to develop volunteering
Learning	the	lessons		and sharing them.		opportunities and good practice in volunteer
						involving organisations. We champion
Listening,	reflectlng					volunteering across all sectors in the County,	and
						support people who are new to volunteering to
Analysis	and	problem		solving.		find the right opportunities for them.
						Providing a Voice: We apply our knowledge	and
						expertise within the VCS into sector led networks,
						and multi-agency partnerships in County Durham,
						the north east and nationally. We achieve this,
						through effective leadership, and representing
						sector interests and the issues which affect
						communities in County Durham. Through
						championing the interests ofour local VCS, we
						can influence and help shape public sector policy,
						and the design and commissioning of local
						services.

ofoutcome	s t	hat provide	hat provide	clear public benefits:	,
Objective	1 -	Supporting		Community Organlsations: Keeping in touch, support and	help	for community
organisations		and	groups,	particularly for volunteer led groups.
Priorities			~	Keeping in touch with volunteer led community groups, and	providing a range of
				information, updates & news, advice, and guidance.
			~	Supporting groups with funding and training,
			~	Providing opportunities for networking and training, plus on-going		support for the
				wider Voluntary &Community Sector.
			~	Supporting community groups providing informal mental health	support through the
				Cree network
			~	Assistin local rou s lannin for communit led housin initiatives.
Achievements			~	789 VCS groups and organisations were supported with information, advice, and
				guidance.
			~	DCA's Share and Learn Network for community organisations	and	groups moved
				on-line and continued to provide a fully subscribed programme	of	networking and
				training activities. Membership of the network increased to 273 organisations and
				groups. The network has a closed Facebook page that membership of116organisations.	now	has an active
			~	448 people participated in practical, on-line workshops (community development).
			~	Working with colleagues in the VCS, DCA continued delivery	of an	action plan for
				training, particularly promoting safeguarding and risk awareness		for staff and
				volunteers working remotely. DCA also contributed to Adult		Safeguarding
				Awareness Week in November through a series ofon-line activities and events.
			~	DCA launched our Community Hubs Programme and provided	tailored support for
				a cohort of 47 community organisations through consultancy, case work and
				training for volunteer trustees to put governance and business	planning into place.
				We also provided funding advice and access to small grants.
			~	24 organisations in the Cree network were supported, 20 of	which	we helped to
				lan for and secure Winter Resilience Fundin su ortin 330	Cree	members .

OBJECTI	VES AND ACTI	VES AND ACTI	VITIES	VITIES
Objective	1 - Supporting		Community Organisatlons (continued): Keeping in touch, support and help for
community	organisations		and groups, particularly for volunteer led groups.
Public	benefit	~	As a broker and information point for	the VCS, DCA was able to ensure the sector
			had rapid access to relevant, timely	guidance and advice as national and local
			Covid regulations were introduced and adjusted. Working with Public Health on
			communications and messaging, DCA supported and advised community services
			about how they could manage safely	and ensure their continuing compliance and
			safety within new and rapidly changing	guidelines and regulations.
		~	Advice, guidance, and interventions	helped to sustain community-based services
			delivered by volunteers and community	buildings managed by local people, helping
			to adjust and modify the ways in which they continued to support vulnerable
			beneficiaries.
		~	Peer to peer networks for volunteer	trustees were expanded and supported,
			ensuring greater, shared learning, problem solving and confidence building to
			manage through lockdown and survive	through recovery to sustain their offer.
		~	Knowledge and understanding ofthe	current funding climate were improved within
			the Voluntary and Community Sector.
		~	Volunteers and front-line staff were	able to work together, across sectors, to
			develop good practice and help them	to provide stronger support for their clients
			and user groups.
		~	Lessons learned and intelligence were shared and disseminated, to ensure a clear
			view of infrastructure issues arising	through the initial crisis, and then through
			longer term adjustments to different ways of working and the tools required e.g. ,
			di ital services and reach for the most	vulnerable and isolated eo le.

vid vaccination	and t	esting programmes, and local community action)	esting programmes, and local community action)	esting programmes, and local community action)
Priorities	~	Consolidating our on-line Volunteering Platform for recruiting volunteers			and
		promoting opportunities,
	~	Tracking and supporting mutual aid groups with advice, funding and access to
		resources and training,
	~	Supporting organisations working with volunteers, with	advice and training.
	~	Collaboration with partners to coordinate a voluntary support offer for		people
		struggling under Covid restrictions,
	~	Establishing, recruiting and managing a volunteer	bank to assist with		Covid
		vaccination and testing programmes.
	~	To ensure that volunteer involving organisations have	the resources and skills		they
		need to support volunteers and their beneficiaries safely and in full compliance			with
		their legal obligations.
Achievements	~	1,270 new volunteers were supported via the Centre	for Volunteering, with	advice,
		information, and guidance, an increase of381 from the	previous year.
	~	365 volunteers were recruited and received induction	training between January		and
		March 2021, specifically to support the vaccination and	testing programmes.
	~	We migrated training and support sessions on-line	and provided good	practice
		support for organisations which are run by, and support volunteers in:		remote
		working practices, safeguarding, volunteer recruitment (in a pandemic)			and
		supporting younger volunteers. Specific developmental sessions included
		volunteers and the law and safeguarding.
	~	The Volunteer Co-ordinators forum ended the year	with a membership	of 270
		organisations that work with volunteers. We organised	and hasted 4 meetings	ofthe
		Forum on-line, attractin increased artici ation from the membershi .

Objective	Objective	2:	Volunteering (continued): Support for volunteers and the volunteedng infrastructure in	Volunteering (continued): Support for volunteers and the volunteedng infrastructure in	Volunteering (continued): Support for volunteers and the volunteedng infrastructure in	Volunteering (continued): Support for volunteers and the volunteedng infrastructure in
County Durham (groups and organisations that work with volunteers, mutual aid groups, individual volunteers supporting the Covid vaccination and testing programmes, and local community action)
Achievements				~		During national Volunteers Week in June 2020, DCA organised a series of on-line
						networking activities and training, with a particular focus on volunteer trustees.
				~		We continued to inform and consult with the VCS Safeguarding Network and
						providing representation on both the Children and Adult Safeguarding Boards in
						County Durham. Contributions from the Network are fed through to Safeguarding
						Board meetings and training events, helping to inform and shape resources.
				~		We sustained contact and support for 108 mutual aid groups across County
						Durham, picking up messages from their contacts with vulnerable people,
						assisting with micro grants to purchase supplies (food and activities for
						households in need) and with advice and information about seams and scam
						alerts.
Public	benefit			~		As a result of this work, volunteer involving organisations in County Durham are
						more effectively networking, sharing good practice, and offering mutual support for
						tackling and finding solutions to problems.
				~		There is an increased and more diverse range of opportunities for volunteering
						and an increase in the diversity and range of people volunteering their time because offurloughs or unemployment.
				~		There are improved pathways for volunteers to access opportunities, develop their
						experience and make contributions that are both valued and add value to civil
						society.
				~		There is now a robust and efficient system of communication and collaboration
						between front line staff in the NHS and VCS with respect to recruitment, support,
						and placements for volunteers.
				~		Volunteer led groups and organisations have support and ready access to advice
						and help when they need it. They are better informed and have the resources to
						hand that hei them to ensure that their volunteers are well trained and su orted.
Objective through the		3 - Voice: range of			Representing and championing the VCS (Voluntary 8 Community Sector) voice, strategic multi sector partnerships, and through continuing reviews of partnership
working across the				sector.
Priorities				~		Health and wellbeing - to sustain and ensure a social and community
						infrastructure is in place as we emerge from lockdown,
				~		Consulting the VCS organisations and service providers to build stronger local connections with Primary Care Networks and supporting planning for revised
						Social Prescribing models post Covid.
				~		Consulting, surveying, and analysis of intelligence gathered from the VCS and
						disseminating it through partnerships.
				~		Representing community and voluntary sector interests as a member of the Covid
						Community Cell and various Task groups (Funding and Volunteering) and as a
						member of the Board of the County Durham Partnership. This enables DCA to
						collaborate with public sector colleagues to promote joined up policy for
						commissioning and funding, engaging with communities of interest in the
						development of new funding programmes, and influencing the provision of key services by engagement with Heads ofServices.
				~		Consulting and surveying VCS service providers to gather and share intelligence
						about needs and issues arising from support work in the community.
						Disseminating important information and best practice through multi sector
						partnerships.
				~		Ensuring that the VCS is fully engaged with co-production on responsive services
						to su ort mental health access to advice roviders and health care.

OBJECTIVES AND ACTIVITIES	OBJECTIVES AND ACTIVITIES	OBJECTIVES AND ACTIVITIES
Objective 3 —Voice (continued): Representing and championing the VCS (Voluntary & Community Sector)
voice, through	the	range ofstrategic multi sector partnerships, and through continuing reviews of partnership
working across	the	sector.
Priorities	~	Ensuring that Advice in County Durham and 'Better Together' are mobilised to share
		insights and experience, as networks ofcountywide VCS and specialist providers.
	~	Chairing and supporting the review and development of the Advice in County Durham
		multi-agency network as the 'go to' practitioner network for all agencies to come together
		and join up services. Network members provide advice and one to one casework support
		across Coun Durham.
Achievements	~	During the year, DCA continued to Chair the Better Together Network, including two policy
		Forums, and the Advice in County Durham Partnership. We also continued to contribute to
		the County Durham Partnership Board from a VCS perspective. These roles have helped
		to inform strategic agendas for partnership working in County Durham, and for emerging
		new models ofcommissioning services.
	~	DCA designed, coordinated, wrote up and disseminated three surveys in the early part of
		the year, to track how the sector was faring under Covid restrictions and any contingency
		planning, which could be shared with the Voluntary Emergency Liaison Group (VELG).
	~	Representing the sector on the Regional Funders Network, we helped inform and shape
		funders approaches to supporting the sector through the Covid crisis. Working in
		collaboration with the County Durham Community Foundation, we also administered a
		micro grants scheme to support mutual aid groups with supplies, and a small grant scheme
		for community buildings.
	~	Developed ideas and a paper for a Connector Model for commissioners, to target funding
		into the VCS more effectively, and proofed the strategy to be responsive to Covid impacts.
	~	We represented VCS interests in both the Funding and Volunteering Covid Task Groups,
		working with partners from the local authority and health to coordinate communications,
		resources and reach into communities and responding to local needs. We also represented
		the VCS into the Covid Community Cell for County Durham, providing regular updates on
		issues and impacts for the sector.
	~	Co-ordinating and managing information exchanges for the VCS and health 8 social care
		providers about good practice particularly in rural areas, regarding social isolation, health,
		and wellbeing services.
	~	DCA brokered 3 sets of funding via Service Level Agreements commissioned by Stanley
		Town Council, Derwentside Area Action Partnership and Spennymoor Area Action
		Partnership on behalf ofa partnership oforganisations (Citizens Advice and Money Advice)
		to collaborate in providing money and debt advice services in Stanley, Consett and
		Spennymoor.
	~	Led by DCA, the Advice in County Durham Partnership also carried out risk assessments
		and development of a governance model for the Advice Partnership, so that partners are
		robust enough to manage future investment opportunities, together with any future
		resultant conflicts of interest that ma arise.
Public benefit	~	Voluntary and community sector led partnerships are collaborating to shape community
		services so they can be responsive to the impacts of the Covid pandemic. This in turn
		ensures that the voluntary sector is actively engaged and represented within key public
		sector led networks.
	~	Collaborative coalitions are working to influence the design and delivery of public service
		contracts.
	~	Front line VCS organisations are better informed and trained about the issues that affect
		them and the people they work with.
	~	Funding and investment into the VCS are becoming more responsive, streamlined, and
		targeted, and is more enabling in terms of sustaining a community infrastructure through
		the pandemic.
	~	The VCS in County Durham has a strong representational base that is influencing the ways
		in which ublic services are sha ed.

						2021	2020
				Unrestricted	Restricted	Total	Total
			Notes	fund f	funds	funds f	funds
INCOME AND ENDOWMENTS		FROM
Charitable activities			4
Core				52,585		52,585	42,585
Support &Advisory					373,377	373,377	336,867
Community Development					351,478	351,478	200,465
Other trading activities			2	19,091		19,091	34,876
Investment income			3	308		308	1 902
Total				71,984	724,865	796,839	616,695
EXPENDITURE ON
Charitable activities
Core				29,296		29,296	113,381
Support &Advisory					350,627	350,527	376,956
Community Development					274,758	274,758	127,176
Total				29,296	625,285	654,581	617,513
Net gains on investments							900
NET INCOME				42,688	99,570	142,258	82
RECONCILIATION OF FUNDS
Total funds brought	forward			250,750	67,322	318,072	317,990
TOTAL FUNDS CARRIED FORWARD				293438	166,892	460,330	318,072

BALANCE SHEET	BALANCE SHEET
31 MARCH 2021
			2021	2020
		Notes	6	E
FIXEDASSETS
Intangible assets		11		4,500
Tangible assets		12	5989	8,656
			5,989	13,156
CURRENT ASSETS
Debtors Cash at bank and	in hand	13	8,412 ~543 005	6,699 357326
			551,417	364,025
CREDITORS
Amounts falling due within one year		14	(97,076)	(59,109)
NET CURRENT ASSETS			454 341	304916
TOTAL ASSETS	LESSCURRENT
LIABILITIES			460,330	318,072
NET ASSETS			~460 330	318072
FUNDS		16
Unrestricted funds			293,438	250,750
Restricted funds			166892	67,322
TOTAL FUNDS			460,330	318072

				2021	2020
			Notes	F	E
Cash flows from operating	activities
Cash generated from operations			1	~185371	~28 647)
Net cash provided by/(used	in)	operating	activities	185,371	~28,647)
Cash flows from investing	activities
Sale of fixed asset investments Interest received				308	1,000 1,902
Net cash provided by investing		activities		308	2902
Change in cash and cash	equivalents
in the reporting period Cash and cash equivalents	at	the		185,679	(25,745)
beginning ofthe reporting	period			~357326	383071
Cash and cash equivalents	at	the end
ofthe reporting period				~543 005	357326

ACTIVITIES
		2021	2020
		5
Net income for the reporting	period (as per the Statement of
Financial Activities)		142,258	82
Adjustments for:
Depreciation charges Losses on investments Interest received (Increase)/decrease in debtors Increase/(decrease) in creditors		7,167 (308) (1,713) ~37967	9,572 (900) (1,902) 3,073 ~38,572
Net cash provided by/(used	In) operations	185,371	~28 647)

ANALYSIS OF C	HANGES IN NET FUND	S
		At 1.4.20	Cash flow	At 31.3.21
		E	E	E
Net cash
Cash at bank and	in hand	357,326	185,679	543,005
		~357326	~185679	~543005
Total		~357326	~185 679	543,005

OTHER TRADIN	G ACTIVITIES
				2021	2020
				E	E
Consultancy				18,475	28,287
Training and office services				616	6589
				19,091	34,876
INVESTMENT INCOME
				2021	2020
				6
Deposit account	interest			308	~1902
INCOME FROM	CHARITABLE ACTIVITIES
				2021	2020
		Support 8	Community	Total	Total
	Core	Advisory	Development	activities	activities
			E	E	E
ACRE	42,585			42,585	42,585
Durham County	Council	170,000		170,000	172,170
Durham Police,	Crime &
Victims Commissioner		10,000		10,000	10,000
Tudor Trust		29,290		29,290	29,177
Esmee Fairbairn
Foundation					19,489
Communities Fund			98,049	98,049	120,507
Big Lottery Fund	I
European Social	Fund				1,866
Stanley Town Council		57,500		57,500	87,500
Soil Association			4,000	4,000	8,051
Community Activities		4,144	6,290	10,434	15,006
Durham County	Council
Covid 19support	10,000			10,000
Durham County	Council
Spennymoor AAP		21,713		21,713
County Durham	CCG	64,236	24,000	88,236	56,000
MHLDF			106,000	106,000
VONNE		11,494		11,494
Groundwork UK			84,239	84,239
County Durham
Community Foundation		~5000	~28 900	~33900	17,566
	~52 585	373377	~351 478	~777 440	~579917

			Direct	Support
			Costs f	Costs f	Total f
Charitable activity costs			571,671	82910	~654581
				2021 f	2020 F
Staff costs				407,378	382,748
Consultancy				45,090	30,735
Meeting expenses				34	4,431
Stanley Town Council				57,500	87,500
Grants to small communities				39,956	2,716
Spennymoor	Town Council			~21713
				~571 671	~508 130
SUPPORT	COSTS
				2021	2020
Marketing and promotion				1,623	6,990
Cleaning and welfare				1,849	4,913
Electricity and gas				4,648	3,255
Repairs and	renewals			2,332	2,302
Insurance				2,743	3,321
Rents payable				27,109	27,941
Water				844	919
Travel costs				251	9,558
Staff training				1,216	12,340
Printing, postage and telephone				5,918	8,825
Computer costs				11,601	5,035
Publications	and subscriptions			1,600	4,025
Sundries				373	969
Independent Legal fees	examiners	fees		3,360 10,276	4,740 5,668
Depreciation	oftangible	fixed assets		7,167	9572
				~82910	109,383

		2021 E	2020 f
Depreciation	-owned assets	2,667	5,072
CRM system	assets amortisation	4,500	4,500
Independent examination fee Operating lease rentals		3,360 27,109	4,740 28,986

Staff costs we	re as follows:
		2021 f	2020 E
Salaries and wages Social security costs Pension costs		362,817 30,321 14,240	340,271 27,641 12,895
Restructuring	costs		1 941
		~407 378	382,748

	2021	2020
Executive director	1	1
Field workers	13	12
Administration	1	1
	16	14

FOR	THE YEAR ENDED	31 MARCH 2021	31 MARCH 2021	31 MARCH 2021
10.	COMPARATIVES	FOR THE STATEMENT OF FINANCIAL ACTIVITIES
				Unrestricted	Restricted	Total
				fund f	funds f	funds
	INCOME AND ENDOWMENTS		FROM
	Charitable activities
	Core			42,585		42,585
	Support &Advisory				336,867	336,867
	Community Development				200,465	200,465
	Other trading activities			34,876		34,876
	Investment income			1 902		1,902
	Total			79,363	537,332	616,695
	EXPENDITURE ON
	Charitable activities
	Core			71,906	41,475	113,381
	Support &Advisory			21,353	355,603	376,956
	Community Development			20,122	107,054	127,176
	Total			113,381	504,132	617,513
	Net gains on investments				900	900
	NET INCOME/(EXPENDITURE)			(34,018)	34,100	82
	RECONCILIATION	OF FUNDS
	Total funds brought forward			284,768	33,222	317,990
	TOTAL FUNDS CARRIED FORWARD			250 750	67,322	318072
11.	INTANGIBLE FIXEDASSETS
						CRM
						system
						assets
						f
	COST
	At 1 April 2020 and	31 March 2021				~18000
	AMORTISATION
	At 1 April 2020					13,500
	Charge for year					4,500
	At 31 March 2021					~18000
	NET BOOK VALUE
	At 31 March 2021
	At 31 March 2020					4,500

12.	TANGIBLE FIXEDAS		SE	TS
							Fixtures
					Short		and
					leasehold f		fittings E	Totals 6
	COST
	At 1 April 2020 and 31		March 2021		~9539		~52 955	62,494
	DEPRECIATION
	At 1 April 2020				8,944		44,894	53,838
	Charge for year					595	~2072	~2667
	At 31 March 2021				~9539		46,966	56605
	NET BOOK VALUE
	At 31 March 2021						~5989	~5989
	At 31 March 2020				595		8061	8,656
13.	DEBTORS:AMOUNTS		FALLING DUE WITHIN ONE YEAR
							2021	2020
							6	6
	Other debtors						1,106
	Prepayments and accrued			income			~7306	6,699
							~8412	6699
14.	CREDITORS: AMOUNTS			FALLING DUE WITHIN ONE YEAR
							2021	2020
							F	6
	Accruals and deferred	income					~97 076	59109

Deferred	Income
				2021	2020
				6	6
Balance	at 1 April			54,189	89,169
Amounts Amounts	released deferred	to incoming in the year	resources	(64,189) ~63952	(89,169) 54 189
Balance	at 31 March			63,952	54 189

15.	ANALYSIS O	F	NET	A	SS	ETS BETWEE	N FUNDS
									2021	2020
							Unrestricted	Restricted	Total	Total
							fund	funds	funds	funds
							6	E	E	f
	Fixed assets						5,989		5,989	13,156
	Current assets						384,525	166,892	551,417	364,025
	Current liabilities						~97076)		~97076)	~59,109)
							~293 438	~166 892	~460 330	~318 072
16.	MOVEMENT	IN	FUNDS
									Net
									movement	At
								At 1.4.20	in funds	31.3.21
								F	E	E
	Unrestricted	funds
	General fund							250,750	42,688	293,438
	Restricted funds
	Community Growing			Development
	Fund							2,091	(2,091)
	Community Hubs Project							40,353	(4,402)	35,961
	Food Durham	Strategy			&	Governance
	Development							22,073	(22,073)
	County Durham Volunteer Sustainable Food Places					Gateway Phase 3		2,805	(2,805) 1,217	1,217
	Sport England	TIF Fund							646	646
	MHLDF Right	Care Right				Place
	Support								106,000	106,000
	Covid-19 Vaccination			Centre					~23078	~23078
								67,322	~99570	166,892
	TOTAL FUNDS							~318 072	~142 258	~460 330

Net movement in funds, included in the above ar	e as follows:
	Incoming	Resources	Movement
	resources	expended	in funds
	F
Unrestricted funds
General fund	71,984	(29,296)	42,688
Restricted funds
Durham County Council Infrastructure	180,000	(180,000)
Community Growing Project	29,290	(29,290)
Community Growing Development
Fund		(2,091)	(2,091)
Voluntary & Community Sector
Engagement	64,236	(64,236)
Veg Cities Advice Services in Stanley	6,000 57,500	(6,000) (57,600)
Community Hubs Project	98,049	(102,451)	(4,402)
Food Durham Strategy &Governance
Development		(22,073)	(22,073)
County Durham Volunteer Gateway		(2,805)	(2,805)
Safeguarding Training Fund	11,494	(11,494)
Community Led Homes Enabler Hub
Project	84,239	(84,239)
Covid-19 CDCF Guidance 8 Advice Covid-19 CDCF Volunteering	5,000 3,900	(5,000) (3,900)
Spennymoor Advice Hub	21,713	(21,713)
Sustainable Food Places Phase 3 CDCF Winter Resilience Fund	4,000 25,000	(2,783) (26,000)	1,217
Sport England TIF Fund	2,434	(1,788)	646
MHLDF Right Care Right Place
Support	106,000		106,000
Covid-19 Vaccination Centre NAVCA VCS Emergencies Partnership	24,000 ~3000	(922) ~3000)	23,078
	~724 855	(625,285)	~99570
TOTAL FUNDS	~796 839	~654581)	~142 258

					Net
					movement	At
				At 1.4.19	in funds	31.3.20
					6	6
Unrestricted funds
General fund				284,768	(34,018)	250,750
Restricted funds
Hallmark Scheme				278	(278)
County Durham Food		Partnership		1.231	(1,231)
Durham County Council			Infrastructure	460	(460)
Fuel Poverty Fund				18,631	(18,631)
Wellbeing for Life				1,811	(1,811)
Community Growing	Project			1,932	(1,932)
County Durham Volunteering
Celebration				13	(13)
Community Growing	Development
Fund				2,490	(399)	2,091
Reaching Out Across		Durham		1,577	(1,577)
Durham Local Food	Hub			1,070	(1,070)
Healthy Communities		-Gilesgate
Edible Estates				3,729	(3,729)
Community Hubs Project					40,353	40,353
Food Durham Strategy		&	Governance
Development					22,073	22,073
County Durham Volunteer			Gateway		2,805	~2805
				~33222	34100	67,322
TOTAL FUNDS				317,990	82	318072

Comparative net mov	e	m	en	t in funds, incl	uded in the abov	e are as follows:
					Incoming	Resources	Gains and	Movement
					resources E	expended f	losses F	in funds E
Unrestricted funds
General fund					79,363	(113,381)		(34,018)
Restricted funds
Hallmark Scheme						(278)		(278)
County Durham Food		Partnership				(1,231)		(1,231)
Durham County Council			Infrastructure		180,000	(180,460)		(460)
Fuel Poverty Fund						(18,631)		(18,631)
Wellbeing for Life						(1,811)		(1,811)
Community Growing	Project				29,135	(31,067)		(1,932)
County Durham Volunteering
Celebration					3,647	(3,660)		(13)
Community Growing	Development
Fund					2,091	(2,490)		(399)
Reaching Out Across		Durham			1,866	(3,443)		(1,577)
Durham Local Food Hub					19,489	(21,459)	900	(1,070)
Healthy Communities		—Gilesgate
Edible Estates					17,566	(21,295)		(3,729)
Crook Hall Community		Development
Project					(356)
Voluntary & Community			Sector
Engagement					56,000	(56,000)
Community Learning					2,754	(2,754)
Club Durham Programme SFC Co-ordination Fund					5,200 5,632	(5,200) (5,632)
Veg Cities					2,896	(2,896)
Advice Services in Stanley					87,500	(87,500)
Community Hubs Project					66,579	(26,226)		40,353
Food Durham Strategy		& Governance
Development					48,202	(26,129)		22,073
County Durham Volunteer Gateway Safeguarding Training Fund					3,405 5,726	(600) ~5726)		2,805
					537,332	{504,132)	900	34,100
TOTAL FUNDS					616,695	~617513)	900	82