## ## ## ## ## ## ## ## ## |~
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| ## ## ## ## ## ## ## ## ##