Ferring Country Centre Limited Limited by Guarantee
Trustees Report
and Financial Statements for the year ended 31[st] December 2020
Registered Charity Number 297286 Registered Company Number 2086358
FERRING COUNTRY CENTRE LIMITED
FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020
I NDEX
| Page | |
|---|---|
| Charity Information | 1 |
| Report of the Trustees | 2 |
| Independent Auditor’s Report | 13 |
| Statement of Financial Activities | 16 |
| Balance Sheet | 17 |
| Statement of Cash Flows | 18 |
| Accounting Policies | 19 |
| Notes to the Financial Statements | 22 |
FERRING COUNTRY CENTRE LIMITED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020
CHARITY INFORMATION
Patron
The Duchess of Norfolk
Trustees
Robert Rogers (Chairman) Linda Clark (Treasurer) Anne Cook Jane Cole Debbie Medlock Peter Liverman Ann Boughton-Leigh
Registered and Principal Office
Rife Way Ferring Worthing West Sussex BN12 5JZ
Registered Charity Number 297286
Registered Company Number 2086358
Key Management Personnel
Chief Executive Officer Hannah Tombs Head of Operations Simon Livesley Head of Facilities Jason Coomber Head of Finance Nicola King Head of Communications Samantha Kirk
Independent Auditors Blue Spire Limited Cawley Priory South Pallant Chichester West Sussex PO19 1SY
Bankers
National Westminster Bank Plc South Street Worthing West Sussex BN11 3AR
Solicitors
Miller Parris 3-9 Cricketers Parade Broadwater Street West Worthing West Sussex BN14 8JB
Memberships
Fundraising Regulator Living Wage Foundation
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FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020
FERRING COUNTRY CENTRE LIMITED
REPORT OF THE TRUSTEES
The Trustees have pleasure in presenting their annual report for the purposes of the Charities Act 2011 and the Companies Act 2006, together with the accounts for the year ended 31 December 2020. The Trustees have adopted the provisions of the Statement of Recommended Practice (SORP) “Accounting and Reporting by Charities” (FRS 102) effective 1 January 2019, in preparing the annual report and financial statements of the charity.
STRUCTURE, GOVERNANCE AND MANAGEMENT
Ferring Country Centre is a charitable company limited by guarantee, incorporated on 31 December 1986, and registered as a charity on 29 July 1987. It is governed by the Memorandum and Articles of Association of the charitable company and is controlled by a Board of Trustees whose members are elected at the Annual General Meeting and are directors for the purposes of company law and trustees for the purposes of charity law.
Trustees
Ferring Country Centre has a Board of Trustees, who all bring their own knowledge, skills, and passion to benefit the Charity. The Board elects its Chair on an annual basis. During 2020 there were no changes to the Board of Trustees, ending the year as we started with 7 Trustees.
Trustees are recruited as and when a need is identified, with an emphasis on ensuring an appropriate skill set amongst the membership. The recruitment process requires potential trustees to submit their Curriculum Vitae to the Chairman of the Board. A selection process consisting of an informal visit and interview is undertaken and appointment to the Board is confirmed by the existing members and ratified at the following AGM. All new Trustees undertake a full induction programme ensuring that they are aware of their legal obligations under charity and company law. They receive copies of Ferring Country Centre’s Memorandum and Articles of Association and the Charity Commission Booklet “CC3 The Essential Trustee”. In line with the organisational Conflict of Interest policy, all Trustees are required to complete the Conflict of Interest, Related Party Transaction and Annual Declaration form for each year that they are in office.
Historically the Board have met six times per year. However, in January 2020 it was agreed that this would move to a quarterly format with meeting dates to run in line with quarterly management accounts. Thus, 2020 became a transition year moving from six to four meetings. Board meetings follow an agreed agenda with various standing matters, including full reporting of management accounts, risk, health & safety, and review of policies. Sub-groups of the Board are set up as and when necessary.
In response to the restrictions in place as a result of COVID-19 the Board of Trustees has continued to meet without interruption or hindrance; this has mainly taken place using internet based secure meeting platforms.
In accordance with the Articles of Association, one-third of the trustees retire at the Annual General Meeting but are eligible for re-election. Our current Articles of Association were adopted at the 2019 AGM.
Decision making is undertaken by the Trustees at board meetings following briefings and discussions. The Board appoints a team of professional managers; day-to-day management of the Charity is delegated to the Chief Executive Officer and then through the post holder to the management team.
Remuneration of Key Personnel
The Chief Executive Officer’s salary is reviewed annually by the Board of Trustees. The CEO, Chairman and Treasurer review all other salary rates and present their recommendations for the annual pay review to the Board for approval, and subsequent implementation.
Our staffing team is our key asset in the delivery of our support work. In 2018 we committed to work towards becoming a Living Wage Foundation employer. We achieved this status in April 2019, meaning that we pay the “real living wage” which is above the national living wage set by the Government.
Equal Opportunities
Ferring Country Centre is committed to ensuring that all job applicants and employees are treated fairly and valued regardless of sex, disability, age, race, marital status, sexual orientation, religion, colour, ethnic or national origin and are not disadvantaged by unjust conditions or requirements. This principle applies to recruitment, promotion, training, benefits and facilities. Ferring Country Centre meets its legal obligations and promotes the spirit of equal opportunity in all fields.
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FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020
FERRING COUNTRY CENTRE LIMITED
REPORT OF THE TRUSTEES
Risks
The Trustees and Management of Ferring Country Centre have given due thought and consideration to the major risks to which the Charity may be exposed and have systems in place which are designed to mitigate those risks. This includes a risk management matrix and a business continuity plan, both of which are reviewed on a regular basis. Risk is an agenda item and discussed at all Trustee meetings.
Throughout 2020 we have been reacting to the great risks associated with the COVID-19 pandemic. The ongoing effects on the Centre have been subject to discussion and detailed action planning as we have continued to mitigate the consequences of the pandemic.
During 2019 the management team produced a BREXIT risk assessment, which identified key risks for the organisation and put into place mitigations. HM Government’s progress during 2020 in securing a deal with the European Union was closely monitored. In the event, a deal was struck as 2020 came to an end and there was no significant adverse effect on the Centre. We are continuing to closely monitor BREXIT implications as the impact of the agreement is felt in 2021.
Relationships with other organisations
Ferring Country Centre seeks, whenever possible, to work in partnership with other organisations. During 2020 this has taken on a different form from previous years, due to the significant COVID-19 pandemic restrictions we have been living under. When venturing out of the first lockdown period in the Spring of 2020, working alongside our peers became invaluable as we worked closely together to understand how we would be able to offer a safe onsite service to our Day Service Customers.
We continue to have an excellent relationship with West Sussex County Council. During 2020 we have worked closely with each other to ensure that we are able to provide services to those who needed us most, as safely as possible whilst we have been unable to offer our usual capacity. Those living with parents/unpaid carers, or within a shared lives setting were deemed to be our first priority.
The pandemic situation during 2020 has led to the cancellation of many of the activities in our annual calendar.
We have continued to work closely with our local schools and colleges, particularly Oak Grove College. The pandemic situation resulted in no school leavers transitioning to the Centre during 2020. However, we have a number of transitioning school leavers due to join us in 2021. We also continue to work closely with other services and charities as well as with our own local community.
We look forward to a time when all of these relationships can return to a more normal format.
We have been unable to offer corporate social responsibility volunteer opportunities during 2020 due to the risk of COVID-19. However, we have continued to develop relations to ensure that, when we are able too, we will resume the offer.
OBJECTS AND ACTIVITIES
The Charity’s objects clause as stated in its Articles of Association is:
“ For the benefit of persons with learning disabilities by providing such persons with working facilities in horticulture, agriculture, crafts, equestrianism and other related matters with the aim of assisting such persons to acquire and develop vocational and social skills .”
“ ” Our mission is: To create positive futures for customers and enable them to play a valued role in society .
In determining how best to pursue these objects the Trustees have had regard to the Charity Commission’s guidance on public benefit set out in the public benefit guides PB1, PB2 and PB3, specifically when making decisions or reviewing the Charity’s aims and objectives, and in developing plans for future activities and projects.
In accordance with our objects, Ferring Country Centre benefits people with learning disabilities in the West Sussex area. This benefit is met by our Day Service and Riding Therapy offer, which is in turn supported by our commercial activities.
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FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020
FERRING COUNTRY CENTRE LIMITED
REPORT OF THE TRUSTEES
Placements within our Day Service are mainly made through referrals by West Sussex Country Council. We also accommodate referrals from neighbouring local authorities and to individuals on a private placement basis.
Our aim at Ferring Country Centre is to ensure that all our Day Service Customers are given the opportunity to meet their full potential. We undertake to fulfil this aim by providing a wide and varied programme of activities throughout our Centre. Activities are reviewed regularly, and we actively engage with our Day Service Customers to understand their wants and wishes for their Centre. Detailed support plans are in place for all Day Service Customers, these allows us to fully understand their needs and aspirations and helps us to deliver relevant outcomes for them. We pride ourselves on delivering a high-quality person-centred service, enabling those we support to overcome barriers in order to achieve their aspirations whatever they may be in a safe and supportive environment.
Ferring Country Centre is split into four main delivery areas, these being Dales Farm, Riding School, Garden Centre and Catering. [Catering includes Rangers Cafe and the Day Services Canteen.] Each area has a primary objective to deliver services to our Day Services Customers. In addition, they each have a secondary objective, which is to build or grow a commercial activity in order to support the organisation as a whole as well as allow for future development.
Our site offers a range of activities to our Day Service Customers:
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Dales Farm offers the opportunity to work with a wide range of animals learning animal husbandry skills.
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The Riding School offering horsemanship skills.
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The Garden Centre develops horticultural skills.
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The Catering Department offering cooking and baking opportunities.
In addition to these activities, we have a dedicated Day Service Centre which is equipped with two classrooms, a sensory room, and an IT suite.
All of these are used to offer a varied programme of both developmental and therapeutic activities. Sadly, due to the pandemic, the Work Enablement Programme had to be put on hold.
As an organisation we are committed to providing modern and appropriate facilities for our Day Service Customers. During 2020 we have continued to invest in our site which enables us to expand the wide range of activities on offer to our Day Service Customers. We will continue to use our surpluses to re-invest in our facilities which in turn will support the expansion of activities on offer within our service.
In addition to our Day Service, we offer Riding Therapy Sessions, allowing children and adults with learning and/or physical disabilities the opportunity to experience horse riding. These sessions offer both a physical and psychological benefit to those who attend.
As a Centre we understand the importance of the community around us. Subject to COVID-19 pandemic restrictions, our Centre is open to the general public seven days a week as a visitor attraction, café, and garden centre. These activities are commercially focused in order to support our charitable activities. However, they also bring a wider benefit, that being social inclusion for those whom we support.
The social inclusion with our wider community is paramount to the ongoing success of our organisation. It enables our Day Service Customers to undertake roles which are valued in society in a safe and supported environment. It also assists the understanding of learning disabilities for those who may not have experienced them in their daily life, this in turn can help to break down barriers of prejudice.
We actively engage in partnerships with other charities, groups, and organisations. This enables us to share our site and facilities with some of the most vulnerable in our community, who would otherwise not be able to access our Centre. We look forward to a time when all of these relationships can return to a more normal format.
Ferring Country Centre offers a range of volunteering opportunities and we benefit from a skilled and committed volunteer workforce. As an organisation we understand and appreciate the great value volunteers add. Bringing into our Centre much knowledge, passion, and experience. At weekends we offer volunteering opportunities to young people between the ages of 12 and 18, providing them with the chance to develop either horsemanship or animal husbandry skills.
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FERRING COUNTRY CENTRE LIMITED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020
REPORT OF THE TRUSTEES
ACHIEVEMENTS AND PERFORMANCE
The COVID-19 pandemic taking hold in March 2020 has had a significant impact on Ferring Country Centre. This has provided us as an organisation with both challenges and opportunities. Throughout the year we have responded to restrictions and frequently adjusted our model accordingly with creativity and agility. All organisational activity ceased when the news broke on the 23[rd] March 2020 that the whole of the country would be going into a period of full lockdown.
Day Service
At the beginning of March 2020, we found that the number of Day Service Customers attending onsite service dropped significantly due to the impending risk of COVID-19. By the middle of March and in line with the announcement schools would be closing we took the difficult decision that we should only be offering onsite services to those most vulnerable from social isolation, but less vulnerable from COVID-19. The reduced service commenced on Monday 23[rd] March and ran for one day only, due to the government’s further announcement that we would be entering a period of full lockdown meaning we must all stay at home. The decision was taken at this time to fully suspend day service with immediate effect.
Our initial response to the full closure of day service was to ensure that we were able to make contact with all Day Service Customers and those supporting them on a weekly basis. We also immediately turned our thoughts to how we would be able to offer support to our beneficiaries during this unprecedented time. It was never an option to do nothing, so with limited experience of digital support we concluded that Social Media would be a good starting point. In the early days Facebook proved to be a very useful tool and our initial virtual offer was a mix of Facebook posts, calls, and messages alongside traditional phone calls.
As lockdown continued into May the Government launched its “our plan to rebuild” document mapping out the initial easing of restrictions which included the plan to reopen schools from the beginning of June. We were hopeful that this would be the date that we would be able to begin to offer onsite services to our Day Service Customers. Using the Government’s COVID-secure workplace plans we immediately undertook to ensure that we were able to offer a COVID secure environment for all users of our Centre. We developed a COVID-19 secure induction for all staff along with a robust COVID-19 risk assessment. With the support of West Sussex County Council, we welcomed our first tranche of Day Service Customers back at the end of June. From that date we regularly increased numbers and by September we were providing onsite services for up to 50 Day Service Customers per day.
Since the first lockdown period we have responded and flexed our organisational activities in line with the relevant levels of restrictions. We have at no time since the first lockdown ceased onsite Day Services. However, we have reduced them during periods of full lockdown, mainly due to high numbers of Day Service Customers on the Clinically Extremely Vulnerable list who are required to shield during periods of national lockdown.
We operated the Day Service for a period of six months between June and December adhering strictly to our processes and are extremely proud that during this period we had no COVID-19 outbreaks onsite, nor did we have to ask any Day Service Customer to isolate due to attending the Centre.
Our Day Service Customers have responded well to our COVID-19 secure working environment aided by our excellent team of support workers led by Simon Livesley (Head of Operations), Dee Caulcutt (Farm and Customer Development Manager) and Jackie Tomlin (RTU Manager). Andy Fillery and Salita Warner (Facilities team) have worked tirelessly throughout the year to ensure that high standards of hygiene are maintained throughout the site. This has been a vital element of maintaining our COVID secure environment.
We have continued to develop our virtual support since the start of restrictions. By the autumn we were offering two online sessions per day via ZOOM for anyone unable to access onsite services. These have included Music, Yoga and Fitness and have proven to be very popular and provided a lifeline to many of those who access them. We have had some outstanding feedback and can see that such services would provide benefit in a post pandemic world.
We were unable to offer any onsite Day Service events during 2020. However, we were able to offer a virtual Christmas Disco via ZOOM. DJ Dave Hunt set up in the Café and we streamed the disco; a good evening was enjoyed by all. We also marked the festive season by recording our first Ferring Country Centre Staff Christmas video. This was shared on social media for all our Day Service Customers to enjoy.
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FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020
FERRING COUNTRY CENTRE LIMITED
REPORT OF THE TRUSTEES
Commercial Activities and Animal Care
As we closed the Centre in March 2020, we needed to ensure that we had plans in place for animal care, under Kirstie Skinner’s supervision. Our contingency plans were to have dedicated teams working alternate weeks, to ensure the work was evenly spread out between the team and that contacts were limited. With no work for the horses, all were turned out into the fields with their shoes removed. This action significantly reduced the running cost of our horse stock.
During the first week of the first lockdown, it was clear that there was a demand for gardening materials and plants. With a huge amount of hard work and commitment from Malcolm Linfield (Horticulture Manager) and Sam Kirk (Head of Communications) we were quickly able to launch an online garden centre, offering local delivery generating over £15,000 in the first three weeks of operation.
The relaxation of the restriction during the summer months allowed us to open Dales Farm. In order to restrict numbers, we moved to an online booking system. This was extremely successful, allowing us to offer a morning and afternoon session each day. The impact on income was minimal and we found that instead of our usual busy and quiet days that all days were fairly consistent. During this period. with the Café build still underway, we once again made use of the horse box trailer. The rear terrace area of the Café was safe to use and with the agreement of the contractor we used this in conjunction with the horse box to offer an outdoor café. Both of these ventures were popular.
Except for animal care and the Garden Centre, during the first lockdown it was a case of lock the doors and work from home.
We have been agile throughout the year as restrictions have changed, navigating how to run our organisation in a COVID-19 secure manner in order to keep everyone safe and to be able to open our commercial activities. The shop facility on our website has been invaluable during this time, as has our social media presence.
Riding Therapy Sessions were risk assessed at the beginning of March and this resulted in us deeming them to be too high risk to continue. Initially we anticipated the worst-case scenario would be suspension until September 2020, but as the year progressed it became clear that it was likely to be a much longer period of time. We had 12 horses on site with no purpose. After due consideration and in line with guidance it was concluded, whilst riding therapy was a long way off, an alternative to secure revenue would be to move to a mainstream riding school model. Helen Bridger took lead of this project and in August we launched our Riding School. In the long term the Riding School will offer both mainstream and therapy sessions, remaining true to our roots whilst being able to generate more income via, the more profitable mainstream offer.
In September we took the decision to cease operating as a livery provider. The rationale for this was two-fold, firstly offering a service to our livery customers in a manner that also ensured the safety of our Day Service Customers due to COVID-19 became increasingly challenging as day service attendance grew during the summer. It was clear that whilst all other livery providers were able to fully open and offer use of all facilities. we were in fact having to do the very opposite to reduce risk of cross contamination between livery and day service. Secondly, with the introduction of our mainstream riding school, the cessation of livery activities allowed us additional stabling space and absolute flexibility for the use of our arenas.
In October we were able to open our new Ranger’s Café, offering a bright and vibrant setting to enjoy our delicious menu designed by our Head Chef Anatolij Genija. Income was strong throughout the month, but sadly the opening was short lived as November saw us enter a second period of full lockdown. We managed to open for a further short period during December which again showed promising trade, but with tier four restrictions in place from Boxing Day we were once again shutting our doors.
Site Development
2020 commenced with a number of large projects either planned or underway, including improvements to the Garden Centre sales area, improvements to the Nature Trail, completion of the new Café build and commencement through to completion of the Woodwork Workshop project. In addition, we were able to make significant improvements to the surface of the work area and the entrance to the Garden Centre; this was one of the opportunities to arise out of the pandemic situation with the site closed; it was the safest time to undertake such disruptive work.
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FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020
FERRING COUNTRY CENTRE LIMITED
REPORT OF THE TRUSTEES
The improvement of the Garden Centre sales area commenced with new close board fencing around the perimeter, followed by the installation of an undercover walkway complete with new paving. This makes a stunning focal point for the Garden Centre whilst being practical by giving shelter to our stock from the elements.
In the early summer, the improvement works to the south and west sides of the Nature Trail were completed. The Nature Trail is now useable all year round, providing a surface suitable for our horses to be ridden on and for our Day Service Customers to walk on.
The early summer also saw the improvement work to the Garden Centre entrance, with new concrete being laid to solve the surface water issue we have experienced each time we have rain, and then continued into the work area, finishing with a roadway, making this a useable area all year round.
As the summer turned to autumn our long-awaited Café and Visitor Information Centre was completed and signed off by building control at the beginning of October. This provides us with a stylish café and a vibrant Visitor Information Centre and shop, offering a professional welcome to the Centre. As part of the final build, we added new fencing and a climbing wall to the Play Area, making a significant improvement of the presentation. The building of the Café and Visitor Centre was significantly impacted by the pandemic, we had initially anticipated that we would be open in the late spring. Spitfire, the contractor remained on site throughout lockdown, but supplies of materials became increasingly challenging, this also led to an increased build cost.
The autumn period also saw the completion of the building of Woodwork Workshop which was funded by a grant from the Wooden Spoon charity. A last-minute adjustment to the building included the addition of a party wall splitting a third of the building and turning it into a classroom. This was motivated by the need to ensure that we had plenty of indoor space as the winter set in. The final fit out of the Woodwork side remains outstanding as we have utilised the space to offer additional indoor space whilst we continue to respond the COVID-19 pandemic.
Over the past two years we have been upgrading the electrics across the site. We were very aware that we needed to upgrade our incoming electrical supply and at the end of 2019 we appointed contractors to undertake the installation of our own substation. Contractors were in place at the beginning of 2020, with work due to commence in the early spring. This was delayed due to the lockdown and work did not commence until the early summer. After a number of delays our substation was energised at the end of September allowing the Café to be powered up.
At the end of October our new Castle was installed in our Play Area, crafted by Groves Sculpture and sponsored by Milton Lloyd fragrances, making a stunning addition to be enjoyed by all.
Our onsite facilities team continue to lead the site development, managing contractors and delivering quality inhouse improvements, which in 2020 included the addition of new aviaries at the entrance to Dales Farm. This is all done under the direction of Jason Coomber (Head of Facilities). This work will continue into 2021 and beyond.
Fundraising and Finance
Fundraising activities were impacted significantly during 2020. We were unable to offer most of our events. For a number of years, we have enjoyed the excellent support of the Three Forts Marathon, which is held annually in May; but sadly, this was cancelled.
The pandemic lockdown tier system that was in place during the late autumn allowed for seated events to take place. With this in mind it was clear that within the restrictions we would be able to offer a seated Christmas event. Sam Kirk taking the reins with the support of our local Vicar, the Reverend Gary Ingram of St Andrew’s Ferring, we planned a crib service in 10 days. Tickets went on sale and sold out within two and a half hours; so, we offered an additional evening. The services were extremely successful, and we were delighted to be able to offer a Christmas celebration for our community to enjoy. The proceeds of the ticket sales were split equally between Ferring Country Centre and St Andrew’s Church Ferring.
Since the start of the pandemic the government have put into place a number of financial support packages, including the Job Retention Scheme and Hospitality and Leisure industry grants. We have ensured that we have accessed all funding streams that are relevant to us and these have been greatly beneficial. We have been pragmatic in our financial decisions throughout the year, always keeping an eye to the future utilising resources to ensure are ready to reopen fully as soon as possible. Sound financial management has been made possible by the excellent work of Nicki King (Head of Finance).
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FERRING COUNTRY CENTRE LIMITED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020
REPORT OF THE TRUSTEES
Summary
We have spent the year responding to the pandemic, changing many of our working practices. Some of the changes implemented were in line with our Strategic Plan, such as splitting out the Day Services from our Commercial activities. This is something that we would have implemented over a number of years, but due to our response to the pandemic has been achieved within the first year of our five-year strategic period.
The core focus of Ferring Country Centre is to offer high quality Day Service to our Day Service Customers; making sure that we offer services in a flexible and person centred manner, in an environment where everyone matters, feels valued and is enabled to achieve their full potential. Therefore, able to enjoy a positive future. Our Day Services will continue to evolve in response to an ever-changing world, ensuring we continue to meet the needs of those who access our services.
During 2020 we have been supported by 40 volunteers, working throughout our Centre, giving their time and skills freely. We are truly grateful for all they do for our organisation, adding significant value and bringing a variety of experience. Volunteering was suspended for the initial lockdown period in the spring and re-introduced over the summer period. The pandemic has impacted volunteer numbers due to many being in higher risk categories and therefore not returning to volunteering in the short term.
The ongoing commitment and hard work of our team, both volunteers and employees led by our dedicated management team, enables us to deliver our excellent work, offering high quality services to our Day Service Customers alongside the ongoing development and growth of our commercial activities.
Whilst all members of staff must be and are thanked for their continuing work for Ferring Country Centre during what was a very unsettling year, the greatest thanks must go to our CEO, Hannah Tombs, who has navigated the Charity through previously uncharted waters with calmness, care, leadership and great sense. Without doubt, the charity is in its sound and stable position due to her leadership and the support of her senior management team.
2020 was a year few will ever forget; the challenges and opportunities faced have been large and frequent. They have however, made us stronger, more adaptable, more experienced. This strength, adaptability and experience means we are well equipped for the future. 2021 will continue to be influenced by the pandemic situation, but as we move through the year the impact should lessen as restrictions ease. We must look to the future and a time when life is more normal with positivity and optimism, a time when we will continue to develop our site and bring our Strategic Plan to life and continue to deliver exceptional services to those who need them.
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FERRING COUNTRY CENTRE LIMITED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020
REPORT OF THE TRUSTEES
FINANCIAL REVIEW
Ferring Country Centre ended the 2020 financial year with a surplus of £14k (2019 £276k), this equated to 1.0% of total income (2019 15.5%). Our financial performance in 2020 has been significantly affected by the COVID-19 pandemic. This has resulted in periods of closure for our commercial activities and reduction in income from our Day Services contract.
During 2020 we have continued to invest in our site, with the completion of our central area revamp and our new Rangers Café, along with our new Woodwork Workshop. We have also utilised the periods of closure to our Day Service Customers and the general public to undertake site improvements which would have normally caused significant disruption. All of the work undertaken on site improvements is to ensure that we have a fit for purpose site which will support our future growth and development both commercially and charitably.
After a challenging 2020, our finances continue to be in good health. We hold sufficient reserves to be used if needed. These allow us to respond appropriately to unexpected situations.
Income during the 2020 year saw a decrease against 2019 of £349k (19.6%), This was mainly due to a reduction in legacy income of £372k (72.4% lower than last year). We saw a reduction in our charitable income of £109k (9%); Due to COVID-19 our contracted income from West Sussex County Council was reduced by 20% for the period July – December 2020.
We identify two key areas of risk, these being:
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Our main income source is from one contract: our Day Service Contract with West Sussex County Council. (end date of 31[st] March 2022).
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The ongoing effect of the COVID-19 pandemic on placements and our ability to continue to operate our commercial activities.
To mitigate the first risk, we are working closely with West Sussex County Council to understand their aspirations for day opportunities as we move towards a new tender opportunity. By doing this we ensure that our day service remains relevant to those who wish to access our services.
Regarding the second risk, the pandemic situation seems to be improving, but it is likely that it will continue to affect us as an organisation, those we serve and the wider population for the foreseeable future. We will continue to monitor the situation as it changes and flex our offer accordingly.
The Trustees have a prudent investment strategy with little or no risk and the income generated from these resulting from investments amounted to £7k, a 22.3% decrease (2019 £9k). This is due to a reduction in cash held in accounts due to our capital investments.
During 2020 we have continued to invest significantly in our site. We have spent £62k (2019 £97k) on expensed site improvements and £651k (2019 £471k) on acquiring tangible fixed assets. The key additions in 2020 have been the completion of the Café project, the upgrade of the Horticulture area, including the fencing and the undercover walkway, the electrical substation and the Woodwork Workshop build. (2019 Commencement of the Café; upgrading of the radio system). The Charity’s reserves, as shown in notes 17 and 18 of the financial statements amounted to £815k (2019 £882k). The Trustees consider the Charity’s available cash resources, for operational purposes, have increased by 14.5% or £115k and are shown in the table below.
| e shown in the table below. | ||
|---|---|---|
| Investments and surplus cash Less: Restricted funds Less: Designated funds |
2020 £ 1,047,371 36,722 100,000 910,649 |
2019 £ 1,357,267 54,069 508,000 |
| 795,198 |
The Trustees review the Reserves Policy annually and have agreed that the Charity hold reserves equivalent to 6 months’ operating expenditure (expected to be £785k in 2021) to ensure the on-going delivery of its charitable objectives.
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FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020
FERRING COUNTRY CENTRE LIMITED
REPORT OF THE TRUSTEES
Ferring Country Centre invites donations passively through the promotion of its activities and causes and does not actively pursue donations from the general public. We are registered with the Fundraising Regulator and conduct all fundraising activities in accordance with their code of practice.
2020 produced donation income of £49k (2019 £38k) an increase of 29%. Unrestricted £20k (2019 £12k) Restricted £29k (2019 £22k). We had planned to have a detailed fundraising plan in line with the fundraising regulator’s Code of Practice implemented by the end of 2020, due to COVID-19 this has been placed on hold in order to ensure we have in place a plan which is deliverable in a post COVID-19 world, currently it is not clear on what this world will look like. We would envisage this will become clearer during 2021 which will allow a suitable plan to be in place by the end of the current year.
Donations, Supporters and Corporate Social Responsibility
Our sincere thanks goes to all of those who give generously and support our organisation. You make it possible for us to achieve our objectives, invest in our offer and support those at the very core of our service, that being any person with a Learning Disability.
In 2020 we received donations from:
Individual Donors
Mr & Mrs Wilson; John & Eve Dean; M McKee; Tom Burstow, Tracey Keegan; Ken Carpenter; Vicki Woodard; and R.Hart.
Trust, Foundations and Companies
Waitrose Green Token Scheme; Sussex Masonic Charitable Foundation; Chiltern Charitable Trust; Wooden Spoon; Girls in the Neighbourhood; Worthing Unified Open Bowls; Hill Barn Golf Club; Worthing Literary Institute; Charities Trust; Milton Lloyd Fragrances
Legacies
We were fortunate to receive three legacies within the year.
Supporters & Corporate Social Responsibility
Unlike previous years, due to COVID-19, we were unable to allow Corporate Social Responsibility days at the Centre. With many organisations closed or staff working from home, 2020 has proved a difficult year to build new corporate partnerships.
We have maintained a virtual relationship with Co-Op Ferring, Acorn Food Services, Southern Water, GSK, 3 Forts Marathon (run by local Rotary Clubs), Highdown Rotary Club, Worthing Rugby Club and East Preston Festival. We hope to further develop these and new relationships in 2021.
Building links with the business community and working in conjunction with them not only raises awareness of our Charity and builds benefits in kind, through their volunteering hours, but also creates invaluable opportunities in the areas of Corporate Social Responsibility (CSR) and Public Relations (PR) for those companies.
Page 10
FERRING COUNTRY CENTRE LIMITED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020
REPORT OF THE TRUSTEES
PLANS FOR FUTURE PERIODS
2021 and beyond
2020 was an unprecedented year, and as we enter 2021 the COVID-19 pandemic continues, and the subsequent impact will be felt for a significant period of time still to come, likely the whole of the year. We are unsure how this will affect our charitable and commercial activities for the foreseeable future. Therefore, we will need to remain flexible and responsive, which in turn will assist us with mitigating the risk the pandemic poses to our organisation.
As we look to the future, we are fortunate that we have completed our key developments on the site and thus our site is fit for purpose as we move forward to a new normal. This is complemented by our resilient and skilled management team and strong financial position which will enable us to build a positive future for all who need and use the Centre.
We are working closely with West Sussex County Council in our response to COVID-19, with the expectation that by the early Summer all Day Service Customers who wish to return to service at Ferring Country Centre will be able to do so. To aid the transition back to service, the Trustees designated funds to support an Outreach Coordinator role. We will continue to offer virtual services throughout 2021.
Our current contract period with West Sussex County Council is due to end in March 2022. We are anticipating that a tender process will be underway by Summer 2021. It is likely that there will be a move away from “Day Services” to “Day Opportunities” with an emphasis on community involvement and engagement. The addition of the Outreach Coordinator role will allow us to evolve our work in community, learning lessons of what works well and not so well ahead of committing to outcomes within the tender process.
We implemented a staffing structure that reflects the split of Day Service (operational team) away from the commercial activities at the beginning of 2021. This enables the Management and Staff to focus on their core area of responsibility, ensuring that we offer an exemplar service across our whole organisation. Within this move we have been able to commit more management hours to the vital role of volunteer coordination, which will sit within the operations team.
We have designated £100k (2020 £508k) to support our ambition to develop our day service further. This money is committed as a COVID-19 response fund and will be used to support those who have had no or limited access to onsite services for the past 12 months through the appointment of an Outreach Coordinator.
2021 is the second year of our five-year strategic plan period. We will review progress made to date and refine our plans for the forthcoming year, keeping focus at all time on the needs of our Day Service Customers ensuring they remain at the very core of all that we do and all of the decisions we make.
We need to consolidate the changes, both planned and unplanned, that we have made during 2020 and therefore 2021 will be a year of stabilisation and recovery for the organisation, working together to create a positive future for all.
Page 11
FERRING COUNTRY CENTRE LIMITED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020 REPORT OF THE TRUSTEES STATEMENT OF TRUSTEES. RESPONSIBILITIES The Trustees (who are also directors of Ferring Country Centre Limited lor the purFX)ses of company lawl are responsible lor preparing the Report of the Trustees and the financial slalemenls in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practicel- Company law requires the Trustees lo prepare financial slalements for each financial year, which give a true and lair view ol the slate of affairs of the charitable company and ol the incoming resources and application of resources, including the income and expenditure. of the charitable company .lor that period. In preparing these financial slatemenls, the Trustees are required to.. select suitable accounting policies and then apply them consistently. observe the methods and principles in the Charilies SORP 2019 IFRS 1021. make judgements and estimates that are reasonable and prudent. slate whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial slalemenls. prepare the financial slalements on the going concern basis unless il is inappropriate to presume that the charitable coinpany will continue in operation. The Trustees are responsible lor keeping adequate accounting records that disclose with reasonable accuracy at any titne the financial position ol the charitable company and enable them lo ensure that the financial statements comply with the Companies Act 2006. They are also responsible lor safeguarding the assets ol the charitable company and hence for laknng reasonable steps lor the prevèntion arKi detection of fraud and other irregularities. In so far as the Trustees are aware.. there is no relevant audit information of which the charitable company's auditor is unaware., and the trustees have taken all steps that they ought lo have taken lo make themselves aware ol any relevant audit information and to establish that the auditor is aware of that information. The Trustees are responsible for the maintenance and integrity ol the corporate and financial information included on the charitable company's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may diller from legislation in other jurisdirtions. APPOINTME OF AUDITORS Blue Spire MIted, have expressed their willingness to stand for reappointment and a resolution proposing their reappoinlmenl will be pul forward al the Annual General Meeting ol the charity. This rewrt has been prepared having taken advantage of the small companies, exemption in the Companies Act 2006. Approved by the Trustees 7 May 2021 and signed on their behaK. Robert A G Rogers Trustee- Chairman Page 12
FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020
FERRING COUNTRY CENTRE LIMITED
INDEPENDENT AUDITOR’S REPORT
Independent Auditor’s Report to the Members of Ferring Country Centre Limited
Opinion
We have audited the financial statements of Ferring Country Centre Limited (the ‘charitable company’) for the year ended 31 December 2020 which comprise the Statement of Financial Activities, the Balance Sheet, the Statement of Cash Flows and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).
In our opinion the financial statements:
-
give a true and fair view of the state of the charitable company’s affairs as at 31 December 2020, and of its incoming resources and application of resources, including its income and expenditure, for the year then ended;
-
have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
-
have been prepared in accordance with the requirements of the Companies Act 2006.
Basis for opinion
We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
Conclusions relating to going concern
In auditing the financial statements, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate.
Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue. Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.
Other information
The other information comprises the information included in the Report of the Trustees, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information contained within the Report of the Trustees. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.
We have nothing to report in this regard.
Opinions on other matters prescribed by the Companies Act 2006
In our opinion, based on the work undertaken in the course of the audit:
-
the information given in the trustees' report (incorporating the directors’ report) for the financial year for which the financial statements are prepared is consistent with the financial statements; and
-
the directors’ report has been prepared in accordance with applicable legal requirements.
Page 13
FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020
FERRING COUNTRY CENTRE LIMITED
INDEPENDENT AUDITOR’S REPORT
Matters on which we are required to report by exception
In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the [strategic report and the][3] directors’ report.
We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:
-
adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or
-
the financial statements are not in agreement with the accounting records and returns; or
-
certain disclosures of directors’ remuneration specified by law are not made; or
-
we have not received all the information and explanations we require for our audit ; or
-
the trustees were not entitled to prepare the financial statements in accordance with the small companies’ regime and take advantage of the small companies’ exemptions in preparing the directors’ report] and from the requirement to prepare a strategic report .
Responsibilities of trustees
As explained more fully in the trustees’ responsibilities statement [set out on page 11], the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.
In preparing the financial statements, the trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.
Auditor’s responsibilities for the audit of the financial statements
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.
Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The specific procedures for this engagement and the extent to which these are capable of detecting irregularities, including fraud is detailed below:
-
Enquiry of management, those charged with governance around actual and potential litigation and claims;
-
Enquiry of entity staff to identify any instances of non-compliance with laws and regulations;
-
Reviewing minutes of meetings of those charged with governance;
-
Reviewing financial statement disclosures and testing to supporting documentation to assess compliance with applicable laws and regulations.
-
Performing audit work over the risk of management override of controls, including testing of journal entries and other adjustments for appropriateness, evaluating the business rationale of significant transactions outside the normal course of business and revieing accounting estimates for bias.
Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.
A further description of our responsibilities is available on the Financial Reporting Council’s website at: https://www.frc.org.uk/Our-Work/Audit/Audit-and-assurance/Standards-and-guidance/Standards-and-guidance-for-
Page 14
FERRING COUNTRY CENTRE LIMITED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020 INDEPENDENT AUDITOR'S REPORT ditorslAuditors-res onsibilities-lor-audiVDescri fomis part of our audilorfs report lion-ol-auditDrs-re onsibililies-lor-audit.as This description Use of our report This report is made solely to the charitable Company's members. as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might slate to the charitable company's members those mallers we are required to slate to them in an auditor's Teport and for no other purpose. To the fullest extent permitted by law, we do not awepl or assume responsibility lo anyone other than the charitable ¢ompany and the charitsble company's members as a body, for our audit work, for this report, or for the opinions we have fomied. Cawley PriDry South Pallant Chichester Wesl Sussex P019 7UY rey ro For and on b cIHonsl FGA (Senior Slalutory Auditor) all of Blue Spire Limited, Statutory Auditor Dale Page 15
FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020
FERRING COUNTRY CENTRE LIMITED
STATEMENT OF FINANCIAL ACTIVITIES (INCLUDING INCOME AND EXPENDITURE ACCOUNT)
| Note INCOME AND ENDOWMENTS FROM: Donations and legacies 1 Other trading activities 2 Investments 3 Charitable activities 4 Other 5 Total EXPENDITURE ON: Raising funds 6 Charitable activities 7 Total Net Income/(expenditure) Transfers between funds 18, 19 Net movement in funds RECONCILIATION OF FUNDS Total funds brought forward 18 Total funds carried forward 18 |
General Designated £ £ 161,275 - 5,839 - 6,965 - 1,093,582 - 130,019 - 1,397,680 - 513 - 1,256,073 131,033 1,256,586 131,033 141,094 (131,033) (207,335) 228,593 (66,241) 97,560 881,651 2,495,395 815,410 2,592,955 Unrestricted Funds |
Restricted Funds £ 29,182 60 - - - 29,242 - 25,331 25,331 3,911 (21,258) (17,347) 54,069 36,722 |
2020 Total Funds £ 190,457 5,899 6,965 1,093,582 130,019 1,426,922 513 1,412,437 1,412,950 13,972 - 13,972 3,431,115 3,445,087 |
2019 Total Funds £ 551,101 11,800 8,960 1,202,683 1,076 |
|---|---|---|---|---|
| 1,775,620 | ||||
| 1,374 1,498,580 |
||||
| 1,499,954 | ||||
| 275,666 - |
||||
| 275,666 3,155,449 |
||||
| 3,431,115 |
None of the charity’s other activities were acquired or discontinued during the above two financial years.
The charity has no recognised gains or losses other than those dealt with in the statement of financial activities.
Page 16
FERRING COUNTRY CENTRE LIMITED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020 BALANCE SHEET AS AT 31 DECEMBER 2020 2020 2019 Note FIXED ASSETS Tangible assets 12 2,492.955 1,987.395 CURRENT ASSETS Stock of goods for resale Debtors Cash at hand and in bank Total current ass•t5 8,4.14 19.942 1.047,371 1,Q75.727 5,435 196.677 1,357.267 1,559.379 13 CURRENT LIABILITIES Credilors.- amounts falling due ry1h1n one year 14 123.595 115.659 Net current assètsiiiiabllltiesl 952,132 1,443.720 asset$llllabllltiesl 3,445.087 3,431.115 ThE FUNDSOFTHE CHARITY RestriGted funds 18 36,722 S4,9 Unr8Strlctod funds Design81ed funds General funds rotal unr$5trlctod funds 2,592.055 815.410 2.495,395 881,651 18 3,408,365 3.377.046 Total ¢harfty funds 3,445,087 3.431,115 Th8sè acGounts have been preparèd in actordante wlh the prowsions appIlble to companies subje¢t io Ihe small companies. regime. The nole5 on pages 22 to 31 forrn part gf Ihese accounts. proved by Ih8 trustees 7 May 2021 and signed on Ihelr beha. RobertA G Rogers Twstee- Chainnen Ferring County cént knmiled RegisiÈrÈd charity no.: 297286 Registered company no... 2086358 Page 17
FERRING COUNTRY CENTRE LIMITED
FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020
STATEMENT OF CASH FLOWS
| Note £ £ Net cash flow from operating activities (see below) 334,637 Cash flow from investing activities Payments to acquire tangible fixed assets (651,498) Interest received 6,965 Net cash flow from investing activities (644,533) Net increase/(decrease) in cash and cash equivalents (309,896) Cash and cash equivalents at 1 January 2020 1,357,267 Cash and cash equivalents at 31 December 2020 1,047,371 Cash and cash equivalents consist of: Cash at bank and in hand 1,047,371 Cash and cash equivalents at 31 December 2020 1,047,371 Reconciliation of net income to net cash flow from operating activities £ £ Net income for the year 13,972 Adjusted for: Interest receivable (6,965) Depreciation and impairment of tangible fixed assets 131,033 Loss/(profit) on disposal of tangible fixed assets 14,905 Decrease/(increase) in stock (2,979) Decrease/(increase) in debtors 176,735 Increase/(decrease) in creditors 7,936 320,665 334,637 2020 2020 |
£ £ 224,630 (471,320) 8,960 (462,360) (237,730) 1,594,997 1,357,267 1,357,267 1,357,267 £ £ 275,666 (8,960) 151,412 - (1,397) (169,993) (22,098) (51,036) 224,630 2019 2019 |
£ £ 224,630 (471,320) 8,960 (462,360) (237,730) 1,594,997 1,357,267 1,357,267 1,357,267 £ £ 275,666 (8,960) 151,412 - (1,397) (169,993) (22,098) (51,036) 224,630 2019 2019 |
|---|---|---|
| 224,630 |
Page 18
FERRING COUNTRY CENTRE LIMITED
FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020
ACCOUNTING POLICIES
General information, scope and basis of the financial statements
Ferring Country Centre Limited is a private company, limited by guarantee, incorporated in England with the company number 02086358. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £1 per member of the charity. The registered office and principal place of business is Rife Way, Ferring, Worthing, West Sussex, BN12 5JZ and its operations are outlined in the trustees' report.
The charity constitutes a public benefit entity as defined by FRS 102. The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland issued in October 2019, the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102), the Charities Act 2011, the Companies Act 2006 and UK Generally Accepted Accounting Practice.
The financial statements are prepared on a going concern basis under the historical cost convention, modified to include certain items at fair value. The financial statements are presented in sterling which is the functional currency of the charity and rounded to the nearest £.
The significant accounting policies applied in the preparation of these financial statements are set out below. These policies have been consistently applied to all years presented unless otherwise stated.
Incoming Resources Policy Notes
All incoming resources are included in the Statement of Financial Activities (SoFA) when the Charity is legally entitled to the income after any performance conditions have been met, the amount can be measured reliably and it is probable that the income will be received.
For donations to be recognised the Charity will have been notified of the amounts and the settlement date in writing. If there are conditions attached to the donation and this requires a level of performance before entitlement can be obtained then income is deferred until those conditions are fully met or the fulfilment of those conditions is within the control of the Charity and it is probable that they will be fulfilled.
Income from trading activities includes income earned from fundraising events and trading activities to raise funds for the Charity. Income is received in exchange for supplying goods and services in order to raise funds and is recognised when entitlement has occurred.
Income from government and other grants are recognised at fair value when the Charity has entitlement after any performance conditions have been met, it is probable that the income will be received and the amount can be measured reliably. If entitlement is not met then these amounts are deferred.
Investment income is earned through holding assets such cash deposits and includes interest received. Interest income is recognised using the effective interest method.
Resources Expended Policy Notes
All expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to the category. Expenditure is recognised where there is a legal or constructive obligation to make payments to third parties, it is probable that the settlement will be required and the amount of the obligation can be measured reliably.
Staff costs, support costs and governance costs
Support costs are those that assist the work of the charity but do not directly represent charitable activities and include office costs, governance costs, administrative payroll costs. Staff costs have been allocated between costs of raising funds, charitable activities and governance costs on the basis of time spent by staff. Support costs cannot be directly attributed to particular headings and have been allocated to cost of raising funds and expenditure on charitable activities on a basis consistent with use of the resources. Support costs have been allocated to charitable activities on the best estimate of the use of those resources.
Governance costs are costs associated with the general running of the charity as opposed to the day to day activities Governance costs have been allocated to cost of charitable activities on the basis they form part of carrying out those activities.
Allocation of support costs and governance costs
Support costs and governance costs are allocated to the different activities within expenditure on charitable activities on the basis of the number of clients involved in each activity.
Page 19
FERRING COUNTRY CENTRE LIMITED
FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020
ACCOUNTING POLICIES
Employee benefits
When employees have rendered service to the Charity, short-term employee benefits to which the employees are entitled are recognised at the undiscounted amount expected to be paid in exchange for that service.
Pension costs
The charity operates a defined contribution pension scheme. Contributions to the scheme are charged to the statement of financial activities on a payable basis.
Leases
Rentals payable and receivable under operating leases are charged to the SoFA on a straight line basis over the period of the lease.
VAT
The Charity is registered for VAT and operates on a partial exemption basis. Costs are recorded inclusive of VAT within the SOFA where they relate to exempt supplies with other irrecoverable amounts expensed as they arise.
Taxation
The charity is considered to pass the tests set out in sections 466 to 493 Corporation Tax Act 2010 (CTA 2010), as such no income tax is payable on the charity's activities.
Fixed Assets Policy Notes
Tangible fixed assets are stated at cost less accumulated depreciation and accumulated impairment losses. Cost includes costs directly attributable to making the asset capable of operating as intended.
Depreciation is provided on all tangible fixed assets, at rates calculated to write off the cost, less estimated residual value, of each asset on a systematic basis over its expected useful life as follows:
Assets in the course of construction - nil. Freehold buildings - 3.33%-5% per annum on cost. Freehold land - nil. Plant & machinery - 25% per annum on cost. Fixtures, fittings & equipment - 25% per annum on cost. Motor vehicles - 25% per annum on reducing balance basis.
Stock
Small quantities of goods such as seeds, compost, animal feed and medicines and office stationery are purchased when required. Any balance of such items on hand at the accounting date are negligible and have not been valued or shown as stock. Stocks of plants and associated materials for resale are shown in the balance sheet at the lower of cost and net realisable value.
Debtors and creditors receivable / payable within one year
Debtors and creditors with no stated interest rate and receivable or payable within one year are recorded at transaction price. Any losses arising from impairment are recognised in expenditure.
Cash and cash equivalents
Cash and cash equivalents comprise cash on hand and call deposits, and other short-term highly liquid investments that are readily convertible to a known amount of cash and are subject to an insignificant risk of change in value.
Page 20
FERRING COUNTRY CENTRE LIMITED
FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020
ACCOUNTING POLICIES
Funds Structure Policy Notes
Restricted funds
Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the charity for particular purposes. The cost of raising and administering such funds are charged against the specific fund. The aim and use of each restricted fund is set out in the note 18 of these financial statements.
Unrestricted funds
Unrestricted funds are available for use at the discretion of the trustees in furtherance of the general objectives of the charity and which have not been designated for other purposes.
Going concern
The financial statements have been prepared on a going concern basis as the trustees believe that no material uncertainties exist. The trustees have considered the level of funds held and the expected level of income and expenditure for 12 months from authorising these financial statements. The budgeted income and expenditure is sufficient with the level of reserves for the charity to be able to continue as a going concern.
Page 21
FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020
FERRING COUNTRY CENTRE LIMITED
NOTES TO THE FINANCIAL STATEMENTS
1. Donations and legacies
| 1. Donations and legacies | |||
|---|---|---|---|
| Donations Legacies Donations Legacies |
General Designated £ £ 19,706 - 141,569 - 161,275 - General Designated £ £ 11,951 - 513,517 - 525,468 - Unrestricted Funds Unrestricted Funds |
Restricted Funds £ 29,182 - 29,182 Restricted Funds £ 25,633 - 25,633 |
2020 Total Funds £ 48,888 141,569 |
| 190,457 | |||
| 2019 Total Funds £ 37,584 513,517 |
|||
| 551,101 |
2. Other trading activities
| 2. Other trading activities | |||
|---|---|---|---|
| Fundraising event income Other fundraising income Fundraising event income Other fundraising income |
General Designated £ £ 1,168 - 4,671 - 5,839 - General Designated £ £ 5,584 - 5,144 - 10,728 - Unrestricted Funds Unrestricted Funds |
Restricted Funds £ 60 - 60 Restricted Funds £ 1,072 - 1,072 |
2020 Total Funds £ 1,228 4,671 |
| 5,899 | |||
| 2019 Total Funds £ 6,656 5,144 |
|||
| 11,800 |
3. Investments
Bank interest Bank interest
| General Designated £ £ 6,965 - 6,965 - General Designated £ £ 8,960 - 8,960 - Unrestricted Funds Unrestricted Funds |
Restricted Funds £ - - Restricted Funds £ - - |
2020 Total Funds £ 6,965 |
|---|---|---|
| 6,965 | ||
| 2019 Total Funds £ 8,960 |
||
| 8,960 |
Page 22
FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020
FERRING COUNTRY CENTRE LIMITED
NOTES TO THE FINANCIAL STATEMENTS
4. Income from charitable activities
| 4. Income from charitable activities | |||
|---|---|---|---|
| Services to beneficiaries Livery and Riding Therapy Unit Horticulture Catering Services Small Animal Farm Shop sales Services to beneficiaries Livery and Riding Therapy Unit Horticulture Catering Services Small Animal Farm Shop sales |
General Designated £ £ 891,562 - 49,046 - 64,371 - 42,829 - 40,924 - 4,850 - 1,093,582 - General Designated £ £ 959,391 - 92,701 - 45,282 - 55,352 - 49,957 - - - 1,202,683 - Unrestricted Funds Unrestricted Funds |
Restricted Funds £ - - - - - - - Restricted Funds £ - - - - - - - |
2020 Total Funds £ 891,562 49,046 64,371 42,829 40,924 4,850 |
| 1,093,582 | |||
| 2019 Total Funds £ 959,391 92,701 45,282 55,352 49,957 - |
|||
| 1,202,683 |
5. Other incoming resources
| 5. Other incoming resources | |||
|---|---|---|---|
| Friends of Ferring Country Centre Other miscellaneous income Gains on disposals of fixed assets Government COVID-19 support Friends of Ferring Country Centre Other miscellaneous income Gains on disposals of fixed assets Government COVID-19 support |
General Designated £ £ 45 - - - - - 129,974 - 130,019 - General Designated £ £ 60 - 1,016 - - - - - 1,076 - Unrestricted Funds Unrestricted Funds |
Restricted Funds £ - - - - - Restricted Funds £ - - - - - |
2020 Total Funds £ 45 - - 129,974 |
| 130,019 | |||
| 2019 Total Funds £ 60 1,016 - - |
|||
| 1,076 |
Page 23
FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020
FERRING COUNTRY CENTRE LIMITED
NOTES TO THE FINANCIAL STATEMENTS
6. Raising funds
| Fundraising events cost Other Fundraising costs Fundraising events cost Other Fundraising costs |
General Designated £ £ - - 513 - 513 - General Designated £ £ - - 1,374 - 1,374 - Unrestricted Funds Unrestricted Funds |
Restricted Funds £ - - - Restricted Funds £ - - - |
2020 Total Funds £ - 513 |
|---|---|---|---|
| 513 | |||
| 2019 Total Funds £ - 1,374 |
|||
| 1,374 |
7. Expenditure on charitable activities
| 7. Expenditure on charitable activities | |||
|---|---|---|---|
| Direct costs Personnel costs Depreciation Dispsal of fixed assets Support costs (see note 8) Direct costs Personnel costs Depreciation Dispsal of fixed assets Support costs (see note 8) |
General Designated £ £ 103,410 - 584,758 - - 45,359 14,672 - 553,233 85,674 1,256,073 131,033 General Designated £ £ 135,706 - 578,125 - - 71,336 - - 539,131 80,076 1,252,962 151,412 Unrestricted Funds Unrestricted Funds |
Restricted Funds £ 18,017 - - - 7,314 25,331 Restricted Funds £ 56,720 - - - 37,486 94,206 |
2020 Total Funds £ 121,427 584,758 45,359 14,672 646,221 |
| 1,412,437 | |||
| 2019 Total Funds £ 192,426 578,125 71,336 - 656,693 |
|||
| 1,498,580 |
Page 24
FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020
FERRING COUNTRY CENTRE LIMITED
NOTES TO THE FINANCIAL STATEMENTS
8. Support costs
| 8. Support costs | |||
|---|---|---|---|
| Staffing costs Premises costs Governance and administrative costs Depreciation Client costs Legal and professional fees Staffing costs Premises costs Governance and administrative costs Depreciation Client costs Legal and professional fees |
General Designated £ £ 325,814 - 166,225 - 46,257 - - 85,674 6,973 - 7,964 - 553,233 85,674 General Designated £ £ 295,401 - 183,752 - 44,879 - - 80,076 10,547 - 4,552 - 539,131 80,076 Unrestricted Funds Unrestricted Funds |
Restricted Funds £ - 4,655 2,659 - - - 7,314 Restricted Funds £ 5,287 29,420 1,088 - 1,227 464 37,486 |
2020 Total Funds £ 325,814 170,880 48,916 85,674 6,973 7,964 |
| 646,221 | |||
| 2019 Total Funds £ 300,688 213,172 45,967 80,076 11,774 5,016 |
|||
| 656,693 |
9. Auditors' remuneration
| 9. Auditors' remuneration | |||
|---|---|---|---|
| Audit Payroll services Audit Payroll services |
General Designated £ £ 5,250 - 1,800 - 7,050 - General Designated £ £ 5,250 - 300 - 5,550 - Unrestricted Funds Unrestricted Funds |
Restricted Funds £ - - - Restricted Funds £ - - - |
2020 Total Funds £ 5,250 1,800 |
| 7,050 | |||
| 2019 Total Funds £ 5,250 300 |
|||
| 5,550 |
Page 25
FERRING COUNTRY CENTRE LIMITED
FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020
NOTES TO THE FINANCIAL STATEMENTS
10. Wages and salary cost
| Gross wages Employer's national insurance costs (net of employment allowance) Pension costs Termination payments Staff numbers: Average head count Analysed by function: Livery and RTU Horticulture Catering, shop and farm Facilities Management and administration Client development Calculated on a full-time equivalent basis, analysed by function: Livery and RTU Horticulture Catering, shop and farm Facilities Management and administration Client development |
2020 Total Funds £ 828,026 53,801 16,211 - 898,038 2020 55 10 5 26 5 8 1 55 7 4 16 4 6 1 38 |
2019 Total Funds £ 796,733 52,615 13,424 - |
|---|---|---|
| 862,772 | ||
| 2019 58 |
||
| 12 5 28 3 9 1 |
||
| 58 | ||
| 8 4 16 2 8 1 |
||
| 39 |
There were no employees with emoluments (excluding employer pension costs) above £60,000 in this or the preceding year
The number of staff to whom retirement benefits are accruing under defined contribution schemes
| Livery and RTU Horticulture Catering, shop and farm Facilities Management and administration Client development |
2020 8 5 17 3 6 1 40 |
2019 6 4 15 2 7 - |
|---|---|---|
| 34 |
Defined contribution pension scheme
The charity operates a defined contribution pension scheme for its employees. Contributions to the scheme during the year under review amounted to £16,211 (2019: £13,424) with £5,851 (2019: £3,135) payable at the balance sheet date in respect of employer and employee contributions. Pension costs are allocated to charitable activities and support costs on the basis of the activities the employee is involved in.
No trustee received any remuneration from employment or other benefits with the charity during the year under review nor the comparative year.
During the year under review 5 (2019: 5) members of the charity's staff, identified as key management personnel, received employee benefits totalling £204,774 (2019: £198,662) consisting of salary and employer's pension contributions. The charity reimbursed expenses and met costs on behalf of key management personnel incurred during the fulfilment of their reponsibilities in the year totalling £668 (2019: £486).
Page 26
FERRING COUNTRY CENTRE LIMITED
FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020
NOTES TO THE FINANCIAL STATEMENTS
11. Related party transactions
No donations (2019: £50) were received from the charity's trustees in the form of donations without conditions attached. Donations totalling £10 (2019: £10) were received from the trustees with conditions attached in the year.
During the year under review three children of key management personnel were employed on a part time basis and received employee benfits totaling £2,710 between them.
There were no other transactions with related parties that require disclosure in the financial statements.
12. Fixed assets
| Cost At 1 January 2020 Additions Disposals Transfer when brought into use At 31 December 2020 Depreciation Accumulated at 1 January 2020 Charge for the year On disposals At 31 December 2020 Net book value at 31 December 2020 Net book value at 31 December 2019 |
Assets in the course of construction £ 465,727 305,129 - (770,856) - - - - - - 465,727 |
Land & Buildings £ 2,291,695 222,964 (27,899) 770,856 3,257,616 877,619 75,665 (12,994) 940,290 2,317,326 1,414,076 |
Plant & Fixtures, Fittings Motor Machinery & Equipment Vehicles £ £ £ 200,729 79,754 48,020 51,530 64,810 7,065 - - - 252,259 144,564 55,085 155,383 36,990 28,538 26,720 23,694 4,954 - - - 182,103 60,684 33,492 70,156 83,880 21,593 45,346 42,764 19,482 |
TOTAL £ 3,085,925 651,498 (27,899) |
|---|---|---|---|---|
| 3,709,524 | ||||
| 1,098,530 131,033 (12,994) |
||||
| 1,216,569 | ||||
| 2,492,955 | ||||
| 1,987,395 |
13. Debtors
| Within one year Trade debtors Prepayments |
General Designated £ £ 2,473 - 17,469 - 19,942 - Unrestricted Funds |
Restricted Funds £ - - - |
2020 Total Funds £ 2,473 17,469 19,942 |
2019 Total Funds £ 14,637 182,040 |
|---|---|---|---|---|
| 196,677 |
Page 27
FERRING COUNTRY CENTRE LIMITED
FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020
NOTES TO THE FINANCIAL STATEMENTS
14. Creditors
| Trade creditors Other taxes and social security costs VAT Payable Other creditors Accruals |
General Designated £ £ 36,604 - 19,468 - 23,207 - 22,382 - 21,934 - 123,595 - Unrestricted Funds |
Restricted Funds £ - - - - - - |
2020 Total Funds £ 36,604 19,468 23,207 22,382 21,934 123,595 |
2019 Total Funds £ 53,694 12,838 6,600 891 41,636 |
|---|---|---|---|---|
| 115,659 |
15. Capital commitments
At the comparative balance sheet date the charity had commitments for building and site development capital projects amounting to £196,718. These capital commitments together with additional costs anticipated to be required to complete subsequent stages were included within designated funds.
16. Commitments under operating leases
| In less than one year Later than one year and not later than five years At 31 December the charity had total minimum lease payments under operating leases in respect of vehicles which expire as follows: |
2020 Total Funds £ 7,339 10,398 17,737 |
2019 Total Funds £ 7,339 17,737 |
|---|---|---|
| 25,076 |
Total lease payments in relation to vehicles recognised as an expense in the year were £7,339.
| In less than one year later than one year and not later than five years At 31 December the charity had total minimum lease payments under operating leases in respect of office equipment which expire as follows: |
2020 Total Funds £ 509 510 1,019 |
2019 Total Funds £ 509 1,019 |
|---|---|---|
| 1,528 |
Total lease payments in relation to office equipment recognised as an expense in the year were £509.
17. Analysis of net assets between funds
| Tangible assets Current assets Current liabilities |
General Designated £ £ - 2,492,955 3,431,960 (2,392,955) (123,595) - 3,308,365 100,000 Unrestricted Funds |
Restricted Funds £ - 36,722 - 36,722 |
2020 Total Funds £ 2,492,955 1,075,727 (123,595) 3,445,087 |
2019 Total Funds £ 1,987,395 1,559,379 (115,659) |
|---|---|---|---|---|
| 3,431,115 |
Page 28
FERRING COUNTRY CENTRE LIMITED
FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020
NOTES TO THE FINANCIAL STATEMENTS
| 18. Analysis of net movement in funds Total funds Total Total Transfers brought incoming resources between forward resources expended funds £ £ £ £ Restricted funds Café 12,911 - (3,009) (1,258) Catering 585 - - - Client 4,499 - (1,146) - Farm 646 - (380) - Horti 278 - (272) - RTU 22,591 227 (13,531) - Woodwork Shop 6,818 20,124 (330) (20,000) Other restricted funds 5,741 8,891 (6,663) - 54,069 29,242 (25,331) (21,258) Unrestricted funds Fixed Asset reserve 1,987,395 - (131,033) 636,593 1,987,395 - (131,033) 636,593 Designated funds - The charity's trustees have designated funds for the following purposes: New café and toilets 224,000 - - (224,000) Woodwork Shop 25,000 - - (25,000) Central area redevelopment 59,000 - - (59,000) Site electrics 200,000 - - (200,000) COVID-19 client response - - - 100,000 Total designated funds 508,000 - - (408,000) General reserves 881,651 1,397,680 (1,256,586) (207,335) Total unrestricted funds 3,377,046 1,397,680 (1,387,619) 21,258 Total funds 3,431,115 1,426,922 (1,412,950) - Total funds Total Total Transfers brought incoming resources between forward resources expended funds £ £ £ £ Restricted funds Café 12,661 250 - - Catering 256 410 (81) - Client 5,247 7,800 (8,548) - Farm 1,761 257 (2,172) 800 Horti 278 - - - RTU 105,172 838 (75,634) (7,785) Woodwork Shop 2,423 5,044 (649) - Other restricted funds 534 12,106 (7,122) 223 128,332 26,705 (94,206) (6,762) Unrestricted funds Fixed Asset reserve 1,667,487 - (151,412) 471,320 1,667,487 - (151,412) 471,320 Designated funds - The charity's trustees have designated funds for the following purposes: New café and toilets 500,000 - - (276,000) Woodwork Shop - - - 25,000 Central area redevelopment - - - 59,000 Site electrics 80,000 - - 120,000 Vehicle upgrade 20,000 - - (20,000) Total designated funds 600,000 - - (92,000) General reserves 759,630 1,748,915 (1,254,336) (372,558) Total unrestricted funds 3,027,117 1,748,915 (1,405,748) 6,762 Total funds 3,155,449 1,775,620 (1,499,954) - Year ended 31 December 2020 Year ended 31 December 2019 |
Year ended 31 December 2020 | Year ended 31 December 2020 | Year ended 31 December 2020 | ||
|---|---|---|---|---|---|
| Total funds carried forward £ 8,644 585 3,353 266 6 9,287 6,612 7,969 36,722 2,492,955 2,492,955 - - - - 100,000 100,000 815,410 3,408,365 3,445,087 |
|||||
| Total resources expended £ - (81) (8,548) (2,172) - (75,634) (649) (7,122) (94,206) (151,412) (151,412) - - - - - - (1,254,336) (1,405,748) (1,499,954) |
Transfers between funds £ - - - 800 - (7,785) - 223 (6,762) 471,320 471,320 (276,000) 25,000 59,000 120,000 (20,000) (92,000) (372,558) 6,762 - |
Total funds carried forward £ 12,911 585 4,499 646 278 22,591 6,818 5,741 54,069 1,987,395 1,987,395 224,000 25,000 59,000 200,000 - 508,000 881,651 3,377,046 3,431,115 |
Page 29
FERRING COUNTRY CENTRE LIMITED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020
NOTES TO THE FINANCIAL STATEMENTS
| Description of funds | |
|---|---|
| Café | Funds received to support the charity’s Café which is open to the General Public as well as providing |
| training and skills for our Day service customers. | |
| Catering | Funds received to support the charity's Catering department provide the equipment that enables our |
| Day Service Customers to learn and develop catering skills. | |
| Client | Funds received to support the charity's Day Service Customers and enables them to learn and |
| develop skills that they can use in everyday life. | |
| Farm | Funds received to support the charity's Dales Farm; allowing us to enhance the facilities to provide |
| training and opportunities to our Day Service Customers. | |
| Horti | Funds received to support the charity's Horticultural department by providing the tooling and other |
| provisions to enable our Day Service Customers to learn and develop skills. | |
| RTU | Funds received to support the charity's Riding Therapy Unit to allow us to support our Day Service |
| Customers and the Riders who attend the Centre to ride the horses as a beneficial therapy. | |
| Woodwork Shop | Funds received to support the charity's Woodwork shop allowing us to build, purchase tools and |
| supplies to enable our Day Service Customers in learning woodwork skills. | |
| Other restricted funds | Other funds received to support the charity in other restricted projects. |
| Fixed asset reserve | Representing the balance of fixed assets held by the charity. |
| New café and toilets | Funds have been designated by the trustees from reserves for the completion of a purpose-built Café |
| and Visitor Information Centre with shop; scheduled to be completed in 2020. | |
| Woodwork shop | Funds have been designated by the trustees from reserves for the completion of a purpose-built |
| Woodwork/Craft shop; schedules to be completed in 2020. | |
| Central area redevelopment | Funds have been designated by the trustees from reserves to redevelop the Central area to include |
| the Garden Centre to improve access and security. | |
| Site electrics | Funds have been designated by the trustees from reserves to upgrade the sites Electrics including a |
| new Sub Station; starting in 2019 this is set for completion in 2020. | |
| Vehicle upgrade | Funds have been designated by the trustees from reserves for the costs of a vehicle upgrade. |
| COVID-19 client response | Funds have been designated by the trustees from reserves to improve and develop contact and |
| resources for the Centre's clients who have lost access during the COVID-19 pandemic. |
Page 30
FERRING COUNTRY CENTRE LIMITED
FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020
NOTES TO THE FINANCIAL STATEMENTS
| 19. Transfers between funds From To General Designated Designated £ £ £ Transfer 1 Café Fixed Asset reserve - - 1,258 Woodwork Shop Fixed Asset reserve - - 20,000 New café and toilets Fixed Asset reserve - (224,000) 224,000 Woodwork Shop Fixed Asset reserve - (25,000) 25,000 Central area redevelopment Fixed Asset reserve - (59,000) 59,000 Site electrics Fixed Asset reserve - (200,000) 200,000 General reserves Fixed Asset reserve (107,335) - 107,335 (107,335) (508,000) 636,593 Transfer 2 General reserves COVID-19 client response (100,000) - 100,000 (100,000) - 100,000 (207,335) 228,593 20. Financial instruments The carrying amounts of the charity's financial instruments are as follows: 2020 Total Funds £ Financial assets Debt instruments measured at amortised cost: Trade debtors 2,473 2,473 Financial liabilities Measured at amortised cost: Trade creditors 36,604 Other creditors 22,382 58,986 Transfer from restricted funds and designated funds on acquisition of fixed assets and completion of projects. Unrestricted Funds Transfer from restricted funds to designated funds to support the planned project. |
Restricted Funds £ (1,258) (20,000) - - - - - |
|---|---|
| (21,258) | |
| - | |
| - | |
| (21,258) | |
| 2019 Total Funds £ 14,637 |
|
| 14,637 | |
| 53,694 891 |
|
| 54,585 |
21. Post balance sheet events - Coronavirus (COVID-19)
In December 2019, a novel strain of coronavirus surfaced, and has spread around the world, with resulting business and social disruption. The coronavirus was declared a Public Health Emergency of International Concern by the World Health Organisation on January 30 2020. The operations and business results of the Charity could be materially adversely affected. The extent to which the coronavirus may impact business activity will depend on future developments, which are highly uncertain and cannot be predicted, including new information which may emerge concerning the severity of new strains of the coronavirus and the actions required to contain the coronavirus or treat its impact, among others.
The trustees, having considered the above and made due enquiries, continue to adopt the going concern basis in preparing the financial statements.
Page 31