## ## |Trustees|||Professor SJBanks|Professor SJBanks|Professor SJBanks||| |---|---|---|---|---|---|---|---| ||||Mrs LC Bird||||| ||||Mrs P Buckley-Atkins||||| ||||Mrs J Flynn MBE||||| ||||Mrs A Hawkes||||| ||||Mrs E Kilgannon||MBE||| ||||Mr MJ Litchfield||||| ||||MrJ Robinson||||| ||||Professor JFFRobinson||||| ||||Mrs CA Smith||||| ||||Mrs JM Worters|MBE|||| |Secretary|||Mrs KJ Burrows||||| |Charity number|||229119||||| |Company|number||00309329||||| |Registered||office|8St.Stephens|Court|||| ||||Low Willington||||| ||||Crook||||| ||||County Durham||||| ||||England||||| ||||DL15OBF||||| |Independent||examiner|Robson Laidler|Accountants|||Limited| ||||Femwood 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| |---|---|---| |Chairman's
statement||1-2| |Trustees' report||3-16| |Independent
examiner's|report|17| |Statement offinancial activities||18-19| |Balance sheet||20| |Statement ofcash flows||| |Notes to the financial statements||22-32| ## ## ## ## ## ## ## ## ## ## ## ## |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 th| ||wider VCSE.| ||Supporting
community
groups
providing
informal
mental
health
support
through| ||the Cree network| ||Assisting
local groups planning
for community-led
housing
initiatives.| |chievements|871 VCSE groups and organisations
were supported
with information,
advice, an| ||guidance.| ||The Share and Learn Network
for community
organisations
and groups continue| ||to thrive on-line and we provided a fully subscribed
programme
of networking
an| ||training
activities.
Membership
ofthe network
increased
to 339organisations
and| ||gl'cups.| ||809 people
participated
in
themed
workshops,
including
Meet
the
Funder,| ||Community
Buildings,
Themed
Meetings
&Good Food Network| ||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
Awareness| ||Week in November 2022 through a series ofon-line activities and events.| ||We delivered
the Community
Hubs Development
Programme,
supporting
a coho| ||of 68 community
organisations
through
consultancy,
case work and
training
fo| ||volunteer trustees, to put governance
and business
planning
into place particularl| ||focusing
on energy
efficiency
measures.
We also provided
funding
advice
an| ||access to small grants.| ||39 organisations
in
the
Cree
network
were
supported,
with
developments| ||workshops
and support to access grant aid.| ## ## ## |Object|ive
1 - Suppo|rting
Community
Organisations
(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
built back u
after Covid restrictions.
We supported
and advised
community
services about ho| |||they
could
manage
the issues
and
problems
which
emerged
for volunteer
led| |||groups,
such as sustaining
their volunteer
base, and dealing
with fuel costs and| |||increasing
demands
on services.| |||Advice, guidance,
and interventions
helped
to sustain
community-based
services| |||delivered
by volunteers,
and
community
buildings
managed
by local
people,| |||helping
them
to establish,
grow
and
develop
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
wer| |||improved
within the Voluntary,
Community
&Social Enterprise
Sector.| |||Volunteers
and
front-line
staff were
able
to work
together
across
sectors,
t| |||develop good practice and help them to provide
stronger
support
for their dient| |||and user groups.| |||Lessons
learned
and
intelligence
were shared
and disseminated,
to ensure
a clea| |||iew ofsocial infrastructure
issues arising through
cost-of-living
pressures
and throug| |||onger term adjustments
to different ways ofworking
and the tools required e.g., digital| |||ervices and reach for the most vulnerable
and isolated people.| |wellbeing
programme|s,
and local community
action).||||| |---|---|---|---|---|---| |Priorities|Sustaining
our
online
County
Durham|Volunteering||plafform
for
recruiting|| ||volunteers
and promoting
opportunities.||||| ||Supporting
networking
with the Volunteer
Co-ordinators
Network membership.||||| ||Sustaining,
developing
and evaluating
the|Volunteer|Bank for Covid vaccinations||| ||and immunisations
approach;
the development
ofcloser|||relationships
with Social|| ||Prescribing
Link Workers
and the Primary|Care Networks
(PCNs), so they ar|||| ||better connected
to the Volunteer
Bank to inform||longer
term
opportunities||fo| ||development.||||| ||Support
and
training
for volunteer
led
groups,
advice,|||funding
and access|to| ||resources and training.||||| ||Supporting
organisations
with
volunteers,|with
advice||and
training,
particularl|| ||regarding
safeguarding.||||| ||Collaboration
with partners
to support
the|on-going|development
ofa scheme fo||| ||Employee
Supported
Volunteering
(ESV).||||| ||To ensure that volunteer
involving
organisations
have||the|resources and skills the|| ||need to support
volunteers
and their beneficiaries||safely and
in full complian||| ||with their le al obligations.||||| ## ## |chievements|We were
one
of the
first
three
organisations
nationally
to be awarded
th| |---|---| ||Volunteer
Centre
Quality
Accreditation
(VCQA);
this
is the
quality
mark
fo
organisations
delivering
volunteer
centre functions
and the assurance to voluntee| ||centre stakeholders
ofthe quality ofour provision
(administered
by NAVCA).| ||681 people, new to volunteering,
were supported
via the Centre for Volunteering,
with advice, information,
and guidance.| ||We developed
and expanded
training
and support
sessions
and
provided
good| ||practice
support
for organisations
that are
run
by, and
support
volunteers
in:| ||volunteer
recruitment
& management,
volunteers
and the law, safeguarding,
and| ||with new workshops
on Disdosure and Barring, and Cyber Secudity.| ||46 training
sessions attracted 434 delegates
from 149 organisations
and groups,| ||with 71 organisations
attending
more than one training session.| ||The Volunteer
Co-ordinators
Forum
ended
the year with a membership
of 23| ||organisations
that work with volunteers.
We organised
and hosted 4 meetings
o| ||the 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 spontaneous
and emergency
volunteerin| ||actMty, and assisted
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
ar| ||more effectively
networking,
sharing
good practice, and offering mutual
support fo| ||tackling and finding
solutions to problems.| ||There are improved
pathways
for volunteers
to access opportunities,
develop thei| ||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 advi| ||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.| ## ## |Objective 3 - Voice: Representing
and championing
the VCSE (Voluntary,
Community
SSocial Enterprise
Sector)
voice, through
the range of strategic
multi
sector partnsrships,
and
through
continuing
reviews
of partnership
working across the sector.|Objective 3 - Voice: Representing
and championing
the VCSE (Voluntary,
Community
SSocial Enterprise
Sector)
voice, through
the range of strategic
multi
sector partnsrships,
and
through
continuing
reviews
of partnership
working across the sector.|Objective 3 - Voice: Representing
and championing
the VCSE (Voluntary,
Community
SSocial Enterprise
Sector)
voice, through
the range of strategic
multi
sector partnsrships,
and
through
continuing
reviews
of partnership
working across the sector.| |---|---|---| |Priodties||Health
and
wellbeing
- to sustain,
and
ensure
that a social
and
communit| |||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
loca| |||connections
with
Primary
Care
Networks
and
supporting
Social
Prescribin| |||models and new systems foraccess to health care.| |||Consulting,
surveying,
and analysis of intelligence
gathered
from the VCSE secto| |||and disseminating
it through
partnerships.| |||Representing
community
and
voluntary
sector
interests
as a member
of the| |||County
Durham
Together
Partnership,
and as a member
of the
Board of th| |||County
Durham
Partnership
(CDP). This enables
DCA to collaborate
with
publi| |||sector colleagues
to promote a joined-up
policy for commissioning
and funding,| |||engaging
with
communities
of interest
in
the
development
of new
fundin| |||programmes,
and
inRuencing
the provision
of key services
by engagement
wit
Heads ofServices.| |||Consulting
and
surveying
VCSE sector service
providers
to gather
and shar| |||intelligence
about needs, and issues arising
from support
work
in the community.| |||Disseminating
important
information
and
best
practice
through
multi
secto| |||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.| |||Ensudng
that Advice
in County
Durham
(AiCD) and 'Better Together' are mobilise| |||to share insights
and experience, as networks
of countywide
VCSE and specialis| |||providers,
and contributing
to development
and delivery ofobjectives arising
from| |||the Poverty Action Group.| |||Chairing
and supporting
the development
ofthe Advice
in County
Durham
multi| |||agency
network as the 'go to' practitioner
network for all advice agencies to corn| |||together
and join up services.
Network
members
provide advice and one to on| |||casework support across County Durham.| |||Continued
development
of a
shared
approach
to
system
and
workfor| |||development
in order that
front
line staff and
volunteers
have access to th| |||training
and
support
they
will be needing
remained
critical
(plus the tools t| |||provide
support e.g., access to referral
pathways
and
link workers,
funding
fo| |||initiatives,
and
for addressing
needs
highlighted
by people
in crises, triggered| |||throu
h health, financial or housing
related issues .| ## ## ## ## ## ## ## |The calculation
ofour free reserves,|and the amounts th|at have b|ee|n alloc|ated against each|category ar| |---|---|---|---|---|---|---| |Descri
tion||||||Amount| |otal reserves
comprising
Restricted|and Unrestricted|Funds||||f592,123| |Deduct Restricted Funds
which are|rin
fenced to su|ort specific||pro'ects)||f108,412| |Deduct fixed assets (which are necessary forthe operation ofthe|||charity)|||(620,623)| |Free reserves||||||8463,088| |Free reserves are ring-fenced
for the followin:||||||| |ix months' core costs and estimated|redundan
costs|||||6243,692| |ocover the
ro'ected shortfall
in DCA's budget for the||current year||||830,000| |Desi nated investment
to im
lement|a rural catalyst project in Coun|||Durham||627,000| |Desi nated fund for future o
anisational
development||||||630,000| |Designated
fund for the provision of|services in the next|business|plannin||c cle (2024-27)|6100,000| |Contingency
fund||||||632,396| |otal||||||6463,088| ## ## ## ## ## ## |Risk management|Risk management|(continued)|||||||| |---|---|---|---|---|---|---|---|---|---| |Nature ofrisk||Details|||||||Miti ation| |Loss ofincome||Over-reliance||||on|a small||Work to secure
multi-year
grant
funding
resources
from a| |||number||of||significan|||range
of key funders
e.g., National
Lottery
Communities| |||funders|||||||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 developmen| ||||||||||of
income
generating
activities
such
as
bespoke| ||||||||||consultancy,
training
etc that
build on the strengths
of the| ||||||||||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 a| ||||||||||cost effective & relevant.| |||Diminishing|||opportunities||||Continued
close
working
with
thematic
partnership| |||to
fund||infrastructure,|||||(Volunteering
and Advice) to address
needs
and develo| |||policy,|and||||suppo||improved
collaboration
in
service
provision
(shared| |||services|for|||communi|||resources,
co-locations, and shared intelligence).| |||organisations.|||||||| |||Public
service|||||prioritie||Review and consolidate
partnership
working where possible| |||focused|||on|||crisi|to streamline
and
build capacity
for shared
resources
with| |||interventions||||||an|partner organisations/service
providers.| |||removed||||||fro|| |||preventative||||communi|||| |||initiatives|/|develo||||ment|| |Large|seal|Lack
of||capacity||||and|Ensuring
formal,
relevant,
and
bid ready
consortia
are
in| |ransfers|of publi|resources||to|bid||for larg||place
with
Memoranda
of Understanding
and
partnership| |ector|service|contracts.|||||||agreements.| |and contracts||Payment|by||results||||Spread
the
risk and share
resources
and
liabilities
with| |||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
of
service,
whilst
also
reactin| ||||||||||responsively
to opportunities.| |Business||Impact of|pandemic|||||e.g.,|Business
Continuity
Plan updated
with details of actions t| |interruption||Covid-1 9|||||||be taken, and regularly tested.| |||Loss
of|use|||of||ofii|Health
& Safety Risk Assessments,
and Staff provided
with| |||premises|due|||to||flood,|appropriate
equipment
to enable remote working.| |||fire,
storm||||damage,|||Use of IT systems e.g., video conferencing
etc to maintai| |||terrorism,|vandalism|||||etc|regular contact with clients, partners,
and team members.| |||Loss of IT|services||||||Use
of
cloud
services,
and
IT
back-up
systems
and| ||||||||||procedures
to ensure
that services can be quicldy
restored| ||||||||||in the event of
roblems.| ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## |Current financ|ial year||||||| |---|---|---|---|---|---|---|---| |||||Unrestricted|Restricted|Total|Total| |||||funds|funds||| ||||Notes|2023|2023f|2023
8|2022
8| |Income from:|||||||| |Charitable
activities
Other trading
activities||||18,010|815,791|815,791
18,010|858,931
28,631| |Investments||||13,630||13,630|525| |Total Income||||31,640|815,791|847,431|888,087| |~Cht|||||||| |Charitable
activities|||5|150,991|785,206|936,197|867,528| |Net (outgoing)/incoming||resources before|||||| |transfers||||(119,351)|30,585|(88,766)|220,559| |Gross transfers|between|funds||180,859|(160,659)||| |Net income/(expenditure)||for the year/|||||| |Net movement|in funds|||41,308|(130,074)|(88,766)|220,559| |Fund balances|at 1 April|2022||442,403|238,486|680,889|460,330| |Fund balances|at31March 2023|||483,711|108,412|592,123|680,889| ## ## ## ## |Prior financial|year|||||| |---|---|---|---|---|---|---| |||||Unrestricted|Restricted|Total| |||||funds|funds|| |||||2022|2022|2022| ||||Notes|8|8|F| |Income from:||||||| |Charitable
acbvities|||||858,931|858,931| |Other trading activities||||28,831||28,631| |Investments||||525||525| |Total income||||29,156|858,931|888,087| |~ddl||||||| |Charitable
activities|||5|97,160|570,368|667,528| |Net (outgoing)/incoming||resources before transfers||(88,004)|288,563|220,559| |Gross transfers|between|funds||216,969|(218,969)|| |Net income/(expenditure)||for the year/||||| |Net movement|in funds|||148,965|71,594|220,559| |Fund balances|at 1 April|2021||293,438|168,892|460,330| |Fund balances|at 31 INarch 2022|||442,403|238,486|680,889| ## ## ||||2023||2022|| |---|---|---|---|---|---|---| |||Notes|8||6|| |Fixed assets||||||| |Tangible assets||||20,623||4,435| |Current assets||||||| |Debtors||12|7,002||18,134|| |Cash at bank and in|hand||616,340||889,419|| ||||623,342||907,553|| |Creditors: amounts|falling due within|||||| |one year||13|(51,842)||(231,099)|| |Net current assets||||571,500||676,454| |Total assets less current liabilities||||592,'l23||880,889| |Income funds||||||| |Restricted funds||||108,412||238,486| |Unrestricted
funds||||483,711||442,403| |||||592,123||680,889| ## ## ## |||||2023|||2022|| |---|---|---|---|---|---|---|---|---| ||||Notes|5||||| |Cash flows from operating||activities||||||| |Cash (absorbed
by)/generated||from|19|||||| |operations|||||(263,056)|||345,889| |Invesgng
activities||||||||| |Purchase oftangible
fixed assets||||(23,653)||||| |Investment
income received||||13,630||525||| |Net cash (used in)/generated||from||||||| |investing
activities|||||(10,023)|||525| |Net cash used In financing||activities||||||| |Net (decrease)/increase
in|cash and||cash|||||| |equivalents|||||(273,079)|||346,414| |Cash and cash equivalents|at beginning||ofyear||889,419|||543,005| |Cash and cash equivalents||at end of|year||616,340|||889,419| ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## |||||||Support
&|Community|Total|Total| |---|---|---|---|---|---|---|---|---|---| |||||||Advisory|Development|2O23|2022| |||||||2023|2023||| |||||||f|f||| |Income|from Charitable|||Activities||521,756|294,035|815,791|858,931| |Income|from Charitable|||Activities|||||| |ACRE|||||||42,585|42,585|42,585| |Durham|County|Council||||338,304|120,000|458,304|308,069| |Durham|Police,|Crime and|||Victims Commissioner|10,000||10,000|10,000| |National|Lottery|Community|||Fund - RC North East and||||| |Cumbria|Region||||||116,200|116,200|100,386| |SoilAssociation||||||2,000||2,000|18,000| |County|Durham|CCG|||||||79,970| |MHLDF||||||116,000||116,000|116,000| |County|Durham|Community|||Foundation|35,000|6,750|41,750|15,000| |Supporting
Community|||Buildings||||||123,000| |Other||||||20,452|8,500|28,952|37,336| |||||||521,756|294,035|815,791|858,931| ## ## ## ## |||Total|Total| |---|---|---|---| |||2023|2022| |Staff costs||567,439|471,414| |Consultancy||66,246|40,675| |Meeting expenses||3,887|744| |Grants to small communities||194,718|89,249| |||832,090|582,082| |Share ofsupport costs (see note 6)||97,881|81,833| |Share ofgovernance|costs (see note 6)|6,226|3,613| |||936,197|887,528| ## |Support costs||||||| |---|---|---|---|---|---|---| ||Support|Governance|2023Support costs||Governance|2022| ||costs|costsf|f|f|costsf|| |Depreciation|7,465||7,465|1,554||1,554| |Operating
lease charges|27,128||27,126|27,126||27,126| |Marketing
and promotion|858||856|2,430||2,430| |Cleaning
and welfare|3,654||3,854|2,539||2,539| |Electricity, gas and water|11,421||11,421|5,635||5,635| |Repairs and renewals|||443|2,846||2,846| |Insurance|2,689||2,689|3,250||3,250| |Staff travel and training|2,732||2,732|1,654||1,654| |Pdnting,
postage and||||||| |telephone|9,083||9,083|7,523||7,523| |Publications
and||||||| |subscriptions|8,044||8,044|7,700||7,700| |Computer costs|24,308||24,308|19,519||19,519| |Sundries|60||80|57||57| |Independent
examination||3,564|3,564||3,360|3,360| |Legal and professional||2,662|2,682||253|253| ||97,881|6,226|104,107|81,833|3,613|85,446| |Analysed
between||||||| |Charitable
activities|97,881|6,226|104,107|81,833|3,613|85,446| ## ## ## ## |The average
|monthly
number ofemployees
during th|e year was:|| |---|---|---|---| |||2023|2022| |||Number|Number| |Executive director||1|1| |Field workers||14|14| |Administrator||1|1| |Total||16|16| |Employment|costa|2023|2022| |||8|8| |Wages and salaries||499,067|417,492| |Social security|costs|46,033|35,904| |Other pension|costs|22,339|18,018| |||567,439|471,414| ## ## ## ## ## |||CRM system assets| |---|---|---| |||8| |Cost||| |At 1 April|2022 and 31 March 2023|18,000| |Amortisation
and impairment||| |At1 April|2022 and 31 March 2023|18,000| |Canying|amount|| |At 31 March 2023||| ## |||||Leasehold|Fixtures aod|Total| |---|---|---|---|---|---|---| |||||land and|Stdnas|| |||||buildingsf||| ||Cost|||||| ||At 1 Apdil 2022|||9,539|52,955|62,494| ||Additions||||23,653|23,653| ||Disposals||||(2,884)|(2,884)| ||At 31 March|2023||9,539|73,724|83,263| ||Depreciation|and impairment||||| ||At 1 April 2022|||9,539|48,520|58,059| ||Depreciation|charged|in the year||6,951|6,951| ||Eliminated
in|respect|ofdisposals||(2,370)|(2,370)| ||At 31 March|2023||9,539|53,101|62,640| ||Carrying
amount|||||| ||At 31 March|2023|||20,623|20,623| ||At 31 March|2022|||4,435|4,435| |12|Debtors|||||| ||||||2023|2022| ||Amounts
falling due||within one year:||8|E| ||Other debtors|||||734| ||Prepayments|and accrued income|||7,002|17,400| ||||||7,002|18,134| ## ## ## |||||Illlovement
in funds|Illlovement
in funds||| |---|---|---|---|---|---|---|---| ||||Balance at|Incornlna|Resources|Transfers|Balance at| ||||1April 2022|resources|expended||31INarch 2023| ||||6|6||6|6| |CDCF Mental Health|Emergency|Welfare||5,000|(5,000)||| |CDCF Pathways
toAccessible|||||||| |Volunteering||||30,000|(30,000)||| |Community
Buildings|Energy Audit|||120,000|(120,000)||| |Community
Hubs Project|||22,081|116,200|(138,281)||| |County Durham
Community
Foundation|||3,000|6,750|(9,750)||| |Covid 19Vacdnafion|Centre||22,912||(22,000)||912| |Crook hall Community|Development||||||| |Project||||4,927|(4,927)||| |DCC - Volunteering
and Infastructure|||||||| |Support||||338,304|(177,645)|(160,659)|| |Defra - ACRE Funding||||42,585|(42,585)||| |Durham
PCVC Fund||||10,000|(10,000)||| |MHLDF Right Care Right Place Support|||120,000|116,000|(136,000)||100,000| |NAVCA VCS Emergencies
Partnership||||8,500|(8,500)||| |North East &Cumbria|ICB|||15,000|(7,500)||7,500| |Sport England TIF Fund|||201||(201)||| |Supporting
Community|Buildings||52,292||(52,292)||| |Sustainable
Food Places Phase||3|18,000|2,000|(20,000)||| |Wesrdale Area Action|Partnership|||525|(525)||| ||||238,486|815,791|(785,206)|(160,659)|108,412| ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## |19|Cash generated
from operations|Cash generated
from operations|||2023|2022| |---|---|---|---|---|---|---| ||||||8|9| ||(Deficit)/surpus
for the year||||(88,766)|220,559| ||Adjustments
for:|||||| ||Investment
income recognised
in statement
Loss on disposal oftangible
fixed assets||ofgnancial|activities|(13,630)
514|(525)| ||Depreciation
and impairment
oftangible fixed assets||||6,951|1,554| ||Movements
in working
capital:|||||| ||Decrease/(increase)
in debtors
(Decrease)/increase
in creditors||||11,132
(179,257)|(9,722)
134,023| ||Cash (absorbed
by)/generated|from operations|||(263,056)|345,889|