## ## |Trustees|||Professor SJ Banks|Professor SJ Banks|||| |---|---|---|---|---|---|---|---| ||||Mrs LC Bird||||| ||||Mrs P Buckley-Atkins||||| ||||Mrs J Flynn MBE||||| ||||Mrs A Hawkes|||(Appointed|23September| |||||||2021)|| ||||Mrs E Kilgannon|MBE||(Appointed|23 September| |||||||2021)|| ||||Mr MJ Litchfield||||| ||||MrJ Robinson||||| ||||Professor JF F|Robinson||(Appointed|23 September| ||||Mrs CA Smith|||2021)|| ||||Mrs JM Worters|MBE|||| |Secretary|||Mrs K Burrows||||| |Charity number|||229119||||| |Company|number||00309329||||| |Registered||offic|8St.Stephens|Court|||| ||||Low Willington||||| ||||Crook||||| ||||County
Durham||||| ||||England||||| ||||DL15 OBF||||| |Independent||examiner|Robson Laidler|Accountants||Limited|| ||||Fernwood
House||||| ||||Fernwood
Road||||| ||||Jesmond||||| ||||Newcastle
Upon Tyne||||| ||||Tyne and Wear||||| ||||England||||| ||||NE2 1TJ||||| |Bankers|||Lloyds Bank||||| ||||54 Fawcett St||||| ||||Sunderland||||| ||||SR1 1SF||||| |Solicitors|||Muckle LLP||||| ||||Time Central||||| ||||32 Gallowgate||||| ||||Newcastle
Upon|Tyne|||| ||||NE1 4BF||||| ||||Swinburne
Maddison||LLP||| ||||Venture
House||||| ||||Aykley Heads Business Centre||||| ||||Durham||||| ||||DH1 5TS||||| ## ## ||||Page| |---|---|---|---| |Chair's statement|||1-2| |Trustees'
report|||3- 16| |Independent
examiner's||report|17| |Statement
offinancial|activities||18-19| |Balance sheet|||20| |Statement
of cash flows|||21| |Notes to the financial|statements||22 - 32| ## ## ## ## ## ## ## ## ## |outcomes|outcomes|th|at provided
cle|at provided
cle|ar public benefits:|ar public benefits:||| |---|---|---|---|---|---|---|---|---| |Objective||1|- Supporting||Community
Organlsatlons:
Keeping
in touch,
providing
support
and help||(information,|| |advice,|and||guidance)|for|community
organisations
and groups,
particularly
for volunteer
led groups.
Supporting|||| |development|||and public|access to community
spaces and services.||||| |Priorities|||||~|Keeping
in touch
with
volunteer
led community
groups,
and
providing|a range|o| |||||||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
&Social Enterprise
Sector (VCSE).||| ||||||~|Supporting
community
groups
providing
informal
mental
health
support|through|the| |||||||Cree network||| ||||||~|Assisting
local groups
planning
for communi
-led housing
initiatives.||| |chievements|||||~|766 VCSE groups
and organisations
were supported
with
information,|advice,|and| |||||||guidance.||| ||||||~|The Share and Leam Network
for community
organisations
and groups
continued||to| |||||||thrive
on-line
and
we provided
a fully
subscribed
programme
of networking||and| |||||||training
activities.
Membership
of the network
increased
to 327 organisations||and| |||||||groups.
The
network
has
a closed
Facebook
page
that
now
has|an
active|| |||||||membership
of 115organisations.||| ||||||~|414 people
participated
in themed
workshops,
including
three
Meet|the
Funder|| |||||||events,
and Community
Buildings.||| ||||||~|Collaborating
with colleagues
in the VCSE, we continued
to provide
information||and| |||||||training,
particularly
promoting
safeguarding
and
risk
awareness
for staff||and| |||||||volunteers
in the sector. We also
contributed
to Adult
Safeguarding|Awarenes|| |||||||Week in November
through
a series ofon-line activities and events.||| ||||||~|We continued
with
developmental
support
for the
Community
Hubs
Programme,||| |||||||supporting
a cohort of47 community
organisations
through
consultancy,|case work|| |||||||and
training
for volunteer
trustees,
to put governance
and business
planning||int| |||||||place. We also provided
funding
advice and access to small grants.||| ||||||~|39
organisations
in
the
Cree
network
were
supported,
with
developmental||| |||||||workshops
and su
ort toaccess grant aid.||| ## ## ## |Objecti|ve 1 - Suppor|ting
Co|mmunity
Organlsations
(continued)| |---|---|---|---| |Public|benefit|~|As a broker and information
point for the VCSE, we were able to ensure
the secto| ||||had rapid access to relevant,
timely guidance
and advice as they sought resources| ||||to re-open
and/or
to re-build
their
activity
programmes
after being
closed
due to| ||||Covid.
We
supported
and
advised
community
services
about
how
they
could| ||||manage
and ensure
their continuing
compliance
and safety within
new and rapidly| ||||changing
guidelines
and regulations.| |||~|Advice,
guidance,
and
interventions
helped
to sustain
community-based
service| ||||delivered
by volunteers,
and community
buildings
managed
by local people,
helping| ||||them
to re-establish
the resources
they
need
(staff, volunteers,
and
funding)
to| ||||continue
supporting
their beneficiaries.| |||~|Peer
to peer
networks
for volunteer
trustees
were
expanded
and
supported,| ||||ensuring
greater
shared
learning,
problem
solving
and confidence
building
to plan| ||||and to sustain
their offer.| |||~|Knowledge,
understanding
and access to a changed
funding
climate were improved| ||||within the Voluntary,
Community
&Social Enterprise 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 use| |||~|g rocps.
Lessons learned
and intelligence
were shared
and disseminated,
to ensure a clea| ||||view of social infrastructure
issues arising
through
recovery,
further crises (triggered| ||||by impacts of Winter storms),
and then through
longer term adjustments
to different| ||||ways of working
and the tools required e.g., digital services
and reach for the most| ||||vulnerable
and isolated
eo le.| ## ## |wellbeing
programmes,
an|d local community
action).| |---|---| |Priorities|Managing
our
on-line
Volunteering
Plafform
for
recruiting
volunteers
and| ||promoting
opportunities,
Supporting
and
training
for volunteer
led groups,
including
support
for mutual
aid groups: advice, funding
and access to resources and training,
Supporting
organisations
working
with
volunteers,
with
advice
and
training,| ||particularly
regarding
safeguarding.
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 obli ations.| |chievements|705
people,
new
to
volunteering,
were
supported
via
the
Centre
fo
Volunteering,
with advice, information,
and guidance.
247 volunteers
were actively
volunteering
with the Volunteer
Bank at the end| ||ofthe year, all of whom we recruited
and provided
induction
training
for,
We
developed
and
expanded
training
and
support
sessions
on-line
and
provided
good practice
support
for organisations
that are run
by, and suppo
volunteers
in: remote
working
practices,
safeguarding,
volunteer
recruitment,
and supporting
younger
volunteers.
Specific developmental
sessions
included| ||volunteers
and the law and safeguarding.| ||42 training
sessions
attracted
342 delegates
from
120 organisations
and
groups.
During
the year 49 new volunteer
led groups
linked
with
us through| ||our training
programme.
The Volunteer
Co-ordinators
Forum ended the year with a membership
of 270| ||organisations
that work with volunteers.
We organised
and hosted 4 meetings
ofthe Forum on-line, attracting
increased
participation
from the membership.| ||We continued
to inform and consult
with the VCSE Safeguarding
Network
and
provided
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
mutual
aid
groups
across
Coun
Durham,
picking
up messages
from their contacts with vulnerable
people, and
assisting
Town
and
Parish
Councils
with
support
for
development
o| ||Community
Resilience
Planning.| |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 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
the VCSE sector
with
respect
t| ||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
on
hand
that
help
them
to ensure
that
their
volunteers
are
well| ||trained
and supported.| ## ## ## |working acro|ss the|sector.| |---|---|---| |Priorities|~|Health
and wellbeing
- to sustain
and ensure a social and community
infrastructure
is in place| |||and has access to resources
which
help
it to thrive and re-build.| ||~|Consulting
VCSE organisations
and service
providers
to build
stronger
local connections
with| |||Primary
Care Networks
and supporting
planning
for revised Social Prescribing
models and new| |||systems for access to health care.| ||~|Consulting,
surveying,
and
analysis
of intelligence
gathered
from
the
VCSE sector
and| |||disseminating
it through
partnerships.| ||~|Representing
community
and
voluntary
sector interests
as a member
of the County
Durham
Together Partnership,
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 secto| |||colleagues
to promote
a 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
VCSE sector 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 VCSE sector is fully engaged
with co-production
on responsive
services
to| ||~|support
mental
health, access to advice providers
and health care
Ensuring
that Advice
in County
Durham
and 'Better Together'
are mobilised
to share
insights| |||and experience,
as networks
of countywide
VCSE and specialist
providers,
and contributing
to| |||development
and delivery ofobjectives arising
from the Poverty Action Group.| ||~|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 County| |||Durham.| ## ## ## |Ob)ective 3 - Voic|e (continued)| |---|---| |chievements|During
the year, we 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.| ||Representing
the sector on the Regional
Funders
Network,
we helped
inform
and shape| ||funders
approaches
to supporting
the sector through
recovery
from the shocks of Covid and| ||then
winter
storms.
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.| ||We continued
with development
ofa Connector
commissioning
model, to target funding
into| ||the VCSE sector more effectively,
and consulted
with VCSE and commissioning
colleagues| ||through
a Better Together Policy Forum.| ||We represented
VCSE interests
in multi-sector
Task Groups,
tackling
mental
health,
funding| ||and investment,
and volunteering.
We collaborated
with partners
from the local authority
and| ||NHS/Public
Health
to coordinate
communications,
resources
and
reach
into communities| ||and responding
to local needs. We also represented
the VCSE into the Community
Cell fo| ||County
Durham,
providing
regular updates
on issues and impacts for the sector.| ||Co-ordinating
and managing
information
exchanges
for the VCSE and health
& social care| ||providers
about good practice
particularly
in rural areas,
regarding
social isolation,
health,| ||and wellbeing
services. This included
leadership
of workshops
about the VCSE in County| ||Durham,
for NHS staff based
in Primary Care practices and Hospital
Foundation
Trusts.| ||Under our leadership,
the Advice
in County
Durham
Partnership
compiled
and supported
a| ||successful
three-year
funding
bid to develop
the partnership.
We also consulted
and drew| ||up plans for a membership
survey and a plan for surveying
debt advice providers
services
in| ||the County. We refreshed
and confirmed
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.
This
will
enable
them
to be responsive
to the needs
of communities
that are| ||struggling
in the wake
of the
pandemic,
and
with
the impacts
emerging
because
of the| ||economic
downturn,
particularly
regarding
mental
health,
food and fuel poverty
and access| ||to support
and advice services.
This
in tum 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 VCSE sector are becoming
more responsive,
streamlined,| ||and targeted,
and more enabling
in terms of sustaining
a community
infrastructure
through| ||the pandemic.| ||The VCSE in County
Durham
has a strong
representational
base that
is influencing
the| ||wa s in which
public services are shaped.| ## ## ## ## ## ## ## ## ## ## ## |Risk management|Risk management|(continued)|(continued)|||||||| |---|---|---|---|---|---|---|---|---|---|---| |A table outlining|our main risks|||and mitigating|||tools is provided
below.|||| |Nature of risk|Details|||||||Mlti|ation|| |Loss of|~|Over-reliance||on a small||||~|Work to secure multi-year
grant funding
resources
from|a| |'ncome||number
ofsignificant||||funders|||range of key funders e.g., National
Lottery Community|Fund| ||||||||||to provide greater security and reduce dependency
on|short| ||||||||||term income.|| |||||||||~|Reduce reliance
on any single funder
by broadening
and|| ||||||||||diversifying
income streams e.g., through
the development|| ||||||||||of income generating
activities such as bespoke|| ||||||||||consultancy,
training etc that build on the strengths
ofthe|| ||||||||||staff team.|| |||||||||~|Support the above objective by continuing
to develop
niche|| ||||||||||specialities
within the staff team that enable DCA to respond|| ||||||||||to need, increase
its reach and to fill gaps in service|| ||||||||||provision
that open up, ensuring
that services are cost|| ||||||||||effective & relevant.|| ||~|Diminishing||opportunities|||to|~|Continued
close working
with thematic
partnerships|| |||fund infrastructure,|||policy,||and||(Volunteering
and Advice) to address needs and develop|| |||support services for|||||||improved
collaboration
in service provision
(shared|| |||community|organisations.||||||resources, co-locations,
and shared
intelligence).|| ||~|Public service priorities||||||~|Review and consolidate
partnership
working
where possible|| |||focused on|crisis||||||to streamline
and build capacity for shared resources
with|| |||interventions||and|removed||||partner organisations/service
providers.|| |||from preventative|||community|||||| |||initiatives
/|development.|||||||| |Large scale|~|Lack ofcapacity and||||||~|Ensuring
formal, relevant,
and bid ready consortia are|in| |ransfers of||resources to bid for||||large|||place with Memoranda
of Understanding
and partnership|| |ublic sector||contracts.|||||||agreements.|| |ervices and|~|Payment
by||result||||~|Spread the risk and share resources
and liabilities
with|a| |ontracts|~|Bankrolling|||||||balance of larger and smaller,
niche organisations
and|| ||~|TUPE implications|||||||partners.|| |||||||||~|Ensure that Durham
Community
Action retains|| ||||||||||organisational
scale and resources
that are sufficient to|| ||||||||||deliver realistic levels ofservice, whilst also reacting|| ||||||||||responsivel
to opportunities.|| |Business|~|Impact of pandemic||||e.g. ,||~|Business
Continuity
Plan updated
with details of actions to|| |interruption||Coronavirus|||||||be taken, and regularly
tested.|| ||~|Loss of use||ofoffice||premises||~|Health
&Safety Risk Assessments,
and Staff provided|with| |||due to flood,||fire, storm|||||appropriate
equipment
to enable remote working.|| |||damage,
terrorism,|||vandalism|||~|Use of ITsystems e.g. , video conferencing
etc to maintain|| |||etc|||||||regular contact with clients, partners,
and team members.|| ||~|Loss of ITservices||||||~|Use of cloud services, and IT back-up systems
and|| ||||||||||procedures
to ensure that services can be quickly restored|| ||||||||||in the event of problems.|| ## ## ## |The trustees,
who are also the directors for the|The trustees,
who are also the directors for the|purpose|of company|of company|law, and who served|during|the year and up to| |---|---|---|---|---|---|---|---| |the date ofsignature|ofthe financial statements|were:|||||| |Professor SJ Banks|||||||| |Mrs LC Bird|||||||| |Mrs P Buckley-Atkins|||||||| |Mrs J Flynn MBE|||||||| |Mrs A Hawkes||(Appointed||23 September 2021)|||| |Mrs E Kilgannon
MBE||(Appointed||23 September 2021)|||| |Mr MJ Litchfield|||||||| |Mr J Robinson|||||||| |Professor JF F Robinson||(Appointed||23 September 2021)|||| |Mrs CA Smith|||||||| |Mrs JM Worters MBE|||||||| ## ## ## ## ## ## ## ## |Current financial year|Current financial year|||||||| |---|---|---|---|---|---|---|---|---| ||||||Unrestricted|Restricted|Total|Total| ||||||funds|funds||| ||||||2022|2022|2022|2021| |||||Notes|6||6|| |Income from:||||||||| |Charitable
activities||||||858,931|858,931|777,440| |Other trading
activities|||||28,631||28,631|19,091| |investments|||||525||525|308| |Total income|||||29,156|858,931|888,087|796,839| |d~dt t||||||||| |Charitable
activities||||5|97,160|570,368|667,528|654,581| |Net (outgoing)/incoming
transfers||resources|before||(68,004)|288,563|220,559|142,258| |Gross transfers|between|funds|||216,969|(216,969)||| |Net Income for|the year/|||||||| |Net movement|In funds||||148,965|71,594|220,559|142,258| |Fund balances|at 1 April|2021|||293,438|166,892|460,330|318,072| |Fund balances|at 31 March 2022||||442,403|238,486|680,889|460,330| ## ## ## |Prior financial year|||||| |---|---|---|---|---|---| ||||Unrestricted|Restricted|Total| ||||funds|funds|| |||Notes|2021f|2021
F|2021| |Income from:|||||| |Charitable
activities|||52,585|724,855|777,440| |Other trading
activities|||19,091||19,091| |Investments|||308||308| |Total income|||71,984|724,855|796,839| |~ECht|||||| |Charitable
activities||5|29,296|625,285|654,581| |Net (outgoing)/incoming|resources before transfers||42,688|99,570|142,258| |Net income for the year/|||||| |Net movement
in funds|||42,688|99,570|142,258| |Fund balances at 1 April|2020||250,750|67,322|318,072| |Fund balances at 31 March 2021|||293,438|166,892|460,330| ## ## ||||||2022||2021|| |---|---|---|---|---|---|---|---|---| |||||Notes|E||E|| |Fixed assets||||||||| |Tangible assets||||10||4,435||5,989| |Current assets||||||||| |Debtors|||||18,134||8,412|| |Cash at bank and|in|hand|||889,419||543,005|| ||||||907,553||551,417|| |Creditors: amounts||falling|due within|||||| |one year||||12|(231,099)||(97,076)|| |Net current assets||||||676,454||454,341| |Total assets less|current||liabilities|||680,889||460,330| |Income funds||||||||| |Restricted
funds||||13||238,486||166,892| |Unrestricted
funds||||||442,403||293,438| |||||||680,889||460,330| ## ## |||||2022||2021|| |---|---|---|---|---|---|---|---| ||||Notes|||6|| |Cash flows from operating
activities
Cash generated
from operations|||18||345,889||185,371| |Investing
Investment|activities
income received|||525||308|| |Net cash
activities|generated
from investing||||525||308| |Net cash|used
in financing|activities|||||| |Net increase
In cash and cash equivalents|||||346,414||185,679| |Cash and|cash equivalents|at beginning|ofyear||543,005||357,326| |Cash and|cash equivalents|at end of|year||889,419||543,005| ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ||||||Support
&|Community|Total|Total| |---|---|---|---|---|---|---|---|---| ||||||Advisory|Development|2022|2021| ||||||2022|2022||| ||||||2|0||| |Income|from Charitable||Activities||584,375|274,556|858,931|777,440| |Analysis|by fund|||||||| |Unrestricted
funds||||||||52,585| |Restricted
funds|||||584,375|274,556|858,931|724,855| |Income|from Charitable||Activities|||||| |ACRE||||||42,585|42,585|42,585| |Durham|County|Council|||308,069||308,069|170,000| |Durham|Police,|Crime and||Victims Commissioner|10,000||10,000|10,000| |National|Lottery|Community||Fund RC North East &Cumbria||56,219|56,219|98,049| |Soil Association|||||18,000||18,000|4,000| |County|Durham|CCG|||79,970||79,970|88,236| |MHLDF|||||116,000||116,000|106,000| |County|Durham|Community||Foundation|15,000||15,000|33,900| |Ballinger Trust||||||8,585|8,585|| |Supporting
Community|||Buildings|||123,000|123,000|| |Other|||||37,336|44,167|81,503|224,670| ||||||584,375|274,556|858,931|777,440| ## ||||Unrestricted|Unrestricted| |---|---|---|---|---| ||||funds|funds| ||||2022f|2021
f| |Consultancy|||28,631|18,475| |Training|and|other services||616| |Other trading||activities|28,631|19,091| ## ## ## |||||||Total|Total| |---|---|---|---|---|---|---|---| |||||||2022|2021| |Staff costs||||||471,414|407,378| |Consultancy||||||40,675|45,090| |Meeting expenses||||||744|34| |Stanley Town Council
Spsnnymoor
Town Council
Grants to small communities||||||69,249|57,500
21,713
39,956| |||||||582,082|571,671| |Share ofsupport costs (ses||nots 6)||||81,833|74,674| |Share ofgovernance|costs|(see note 6)||||3,613|8,236| |||||||667,528|654,581| |Support costs|||||||| |||Support|Governance|2022Support|costs|Governance|2021| |||costs|costs|||costs|| |||f|f.|||f|| |Depreciation||1,554||1,554|7,167||7,167| |Operating
lease charges||27,126||27,126|27,109||27,109| |Marketing
and promotion||2,430||2,430|1,623||1,623| |Cleaning
and welfare||2,539||2,539|1,849||1,849| |Electricity, gas and water
Repairs and renewals||5,635
2,846||5,635
2,846|5,492
2,332||5,492
2,332| |Insurance||3,250||3,250|2,743||2,743| |Staff travel and training||1,654||1,654|1,467||1,467| |Printing,
postage and
telephone||7,523||7,523|5,918||5,918| |Publications
and|||||||| |subscriptions||7,700||7,700|7,000||7,000| |Computer costs||19,519||19,519|11,601||11,601| |Sundries||57||57|373||373| |Independent
examination|||3,360|3,360||3,360|3,360| |Legal and professional|||253|253||4,876|4,876| |||81,833|3,613|85,446|74,674|8,236|82,910| |Analyssd
between
Charitable
activities||81,833|3,613|85,446|74,674|8,236|82,910| ## ## ## ## ## |||2022|2021| |---|---|---|---| |||Number|Number| |Executive director||1|1| |Field workers||14|13| |Administrator||1|1| |Total||16|15| |Employment|costs|2022
8|2021
6| |Wages and salaries||417,492|362,817| |Social security|costs|35,904|30,321| |Other pension|costs|18,018|14,240| |||471,414|407,378| ## ## |||CRM system assets| |---|---|---| |||6| |Cost||| |At 1 April|2021 and 31 March 2022|18,000| |Amortisatlon
and impairment||| |At 1 April|2021 and 31 March 2022|18,000| |Carrying|amount|| |At 31 March 2022||| ## ## |10|Tangible fixed assets|||||| |---|---|---|---|---|---|---| |||||Leasehold|Fixtures and|Total| |||||land and|fittings|| |||||buildings||| ||Cost|||||| ||At 1 April 2021|||9,539|52,955|62,494| ||At 31 March 2022|||9,539|52,955|62,494| ||Depreciation
and impairment|||||| ||At 1 April 2021|||9,539|46,966|56,505| ||Depreciation
charged|in the year|||1,554|1,554| ||At 31 March 2022|||9,539|48,520|58,059| ||Carrying
amount|||||| ||At 31 March 2022||||4,435|4,435| ||At 31 March 2021||||5,989|5,989| |11|Debtors|||||| ||Amounts
falling due|within|one year:||2022f|2021
6| ||Other debtors||||734|1,106| ||Prepayments
and accrued income||||17,400|7,306| ||||||18,134|8,412| |12|Creditors: amounts|falling due within one year||||| ||||||2022|2021| ||||||6|| ||Accruale
and deferred|income|||231,099|97,076| ## ## ## |donations
and grants
held on trust for spec|ific purposes:||||| |---|---|---|---|---|---| |||Movement
in funds|||| ||Balance at
t April 202t
f|Incoming
resources
f|Resources
expended
f|Transfers
st
f|Balance st
March 2022
f| |Community
Hubs Project|35,951|97,386|(90,218)|(21,038)|22,081| |Sustainable
Food Places Phase 3|1,217|19,000|(2,217)||18,000| |Sport England
TIF Fund
Ml-ILDF Right Care Right Place Support
Covid-19 Vaccination
Centre|646
106,000
23,078|116,000
1,000|(445)
(102,000)
(1,166)||201
120,000
22,912| |Supporting
Community
Buildings
County
Durham
Community
Foundation||123,000
18,000|(70,708)
(15,000)||52,292
3,000| |Ballinger Trust Community
Grants||8,585|(8,585)||| |DCC - Volunteering
and Infrastructure
Support||304,000|(108,069)|(195,931)|| |VONNE - Safeguarding
Training
Fund||5,780|(5,780)||| |NAVCA VCS Emergencies
Partnership||5,500|(5,500)||| |County
Durham
CCG - Outreach
Fund||45,970|(45,970)||| |Durham
PCVC Fund||10,000|(10,000)||| |DCC - Mutual
Aid and VCS Emergency
Support||37,069|(37,069)||| |Bloom Procurement-
Horden
Minewater|||||| |Project||10,056|(10,056)||| |Communities
CAN Housing
Support|||||| |Project||15,000|(15,000)||| |Defra -ACRE funding||42,585|(42,585)||| ||166,892|858,931|(570,368)|(216,969)|238,486| ## ## ## ## ## ## ## ## ## ## ## ## ## |18|Cash generated
from|Cash generated
from|Cash generated
from|operations|operations||||2022|2021| |---|---|---|---|---|---|---|---|---|---|---| ||||||||||E|| ||Surplus for||the year||||||220,559|142,258| ||Adjustments||for:|||||||| ||Investment||income recognised||in statement||of financial|activities|(525)|(308)| ||Depreciation||and impairment||oftangible|fixed assets|||1,554|7,167| ||Movements||in working|capital:||||||| ||(Increase)|in debtors|||||||(9,722)|(1,713)| ||Increase
in||creditors||||||134,023|37,967| ||Cash generated
from|||operations|||||345,889|185,371|