## **For Annual Report 2023-2024** **Minutes of the 18th ANNUAL GENERAL MEETING
 of the** ## **Teesdale & Weardale** ## **Search & Mountain Rescue Team** Held at Sniperley Fire Station, Durham At 19.00hrs Friday 8[th ] November 2024 ## **1. Opening Remarks** Team President Graeme GILL welcomed all the members to the AGM and congratulated them on the voluntary work that they do. ## **2. Apologies** Tom Keenan, David Thompson, David Bartles-Smith, Alicia Stanley, Sutherland, Andy Bottrill, Gabriel Damaszk, Adam Hearn ## Attendance Steve Owers, Linda Owers, Clare Owers, Mike Needham, Jane Ascroft, Pete Bell, Andy Neill, Scott Bisset, Mark Sauer, James Chilcott, Des Toward, Dave Wigham, Sarah Hall, Eric Gilhooley, Paul Aitken-Fell, John Little, James Siddle, Dan Taylor, Ben Blackett-Ord, Graeme Gill, Alan Best, Chris Roberts, Sarah Broadbent, Karen Fisher, Ben Healy, Helen James, Rich Warne, David Clarke, Kay Wigham, Glenn Wigham. ## **3. Minutes of the 2024 AGM** The Minutes were accepted as a true and acceptable reflection of the 2024 AGM. Agenda items 5.1-5.18: Team Officers had produced their reports (as contained herein) for the Team Members prior to this meeting. ## **4. Presentation of Service Certificates** 10-year MREW certificates: Tom DEAKIN Mike NEEDHAM Gabriel DAMASZK The Team Leader Steve OWERS congratulated all on their achievement. Only Mike Needham was present this evening. A presentation would be arranged for Tom and Gabriel. 1 ## In recognition of outstanding service to the Team: Alan BEST and Lesley Sutherland were both thanked for their very long and very valuable contribution to the Team now that both had decided to step down. Team Leader Steve Owers presented a Certificate of Service to Alan for his work and he accepted a certificate on behalf of Lesley who could not be here. ## **5. Presentation of Cheque** A cheque for £782 was presented to the team by Glenn Wigham who had raised the money by being sponsored for completing the Great North run this year. ## **6. Team Leader’s Report** ## **Steve OWERS** ## Team Leader’s Report Tonight’s AGM brings to and end our 56[th] year as an operational Team, an achievement in itself. The year started out with us finding the body of a young man after a search, spread over 5 weeks, involving not only the Hill team but 3 extensive searches by our Canoe Team. While this was a sad outcome it brought some closure to the family which we have witnessed in the very positive reaction to us as a team from the family. We have had many training opportunities this year and it is really pleasing to see how both our crag and medical skills have really developed. For the first time I can recall we had a summer training weekend in the Lakes. The highlight of this was probably playing a major part in a rescue from England’s highest mountain Scafell Pike alongside Wasdale MRT. Callouts this year are up from 35 in 2023 to 40 this year. Unlike last year when we had a quiet Jan-Mar, this year’s callouts have been spread throughout the year. Looking at the type of calls, the number of searches for missing vulnerable people on behalf of the Police is down this year although 5 of the callouts were to the one incident I mentioned previously. The number of requests for assistance from North East Ambulance Service (NEAS) e.g. injured mountain bikers in Hamsterley Forest is up considerably on last year. 31 Team members were presented with the Kings Coronation medal awarded to mountain rescue volunteers who have been operational for at least 5 years. These were presented on behalf of the King by Michael Poole the Vice Lord-Lieutenant at a garden party organised by John and his family. At the same event the family of Marc Tomlinson unveiled Marc’s Mobile in remembrance of Marc who passed away in 2022 We continue to work closely with partner agencies Police, Fire, Ambulance, Coast Guard, Great North Air Ambulance and Local Resilience Forum (LRF) etc. Examples include assisting with training of Police search teams which is ongoing, working with Fire & Rescue on plans for underground incidents, hosting a regional day for NEAS Critical Incident Dispatch Team and again this year assisting with the training of prospective helimed medics for The Great North Air Ambulance. This shows the high regard we are held in by the statutory emergency services. The running of the Team takes a great deal of organising and I would particularly like to thank all of our committee members who often work away unnoticed in background. I would also like to thank all of our Team members whether they be Hill Team, Canoe Team or Operational Support members. You have all contributed to the team and without the time and effort you put in we would not be able to provide the service we do. 2 A number of long serving Team members are either stepping down from committee roles within the Team or leaving us. Allan Best, a former Team Leader and his partner Lesley Sutherland, former A list member and Members rep were on the Team when I joined. They were both instrumental in raising the money and designing our previous base at Bede Kirk. They have been looking after of collection boxes since I took over as Team Leader. We all should be grateful to them for all their work over more than 44 and 31 years respectively. Adam Hearn, who normally would have been with us at the AGM smartly dressed in suit and tie. Adam is currently enjoying a life on the ocean wave in the Med. Adam for as long as I can remember looked after all aspects of a radio comms, developing and introducing Teir 3 as well as being at various times a group leader and deputy team leader. Chris Roberts, another former Team Leader is stepping down as Support Members Lead. Chris as well as being team leader also played a major part in developing our Youth section, at the time we were the only Team in the UK to involve young people. Andy Neill, our Secretary, is also standing down this year. If you have not been in the Team long or on the committee you may not know much about Andy. Previously a Hill Team member he has worked for many years in the background working on most of the projects the Team has been involved with. Andy has been a fantastic help to me over the years and I must personally thank him for that. The present Team and future Team also owe a dept of gratitude to Andy. I vividly recall a meeting in the plush offices of a top solicitors firm in Newcastle where Andy convinced 2 sets of solicitors and a top planning officer that they were wrong and he was right. Had it not been for Andy’s dogged determination we would not have the lease agreement we have with Fire & Rescue for our bases. As you all know, I am standing down after 8 years as Team Leader and 7 years as Deputy Team Leader before that. When I took on the Team Leader role we had a day in this very room where we all discussed how we would like to progress as a Team. Some of these things we have achieved, one or two we haven’t. However I did say that my main aim was to strengthen our foundations and I feel we have achieved this. We are living in a different world than we were 20-30 years ago where all organisations, including Mountain Rescue, have to be much more accountable. We now have SOP’s and/or risk assessments in place for most of our activities, we have a minimum training requirement so that Team members are trained to a standard to make us as safe as they can be when out on callouts and we have much improved financial governance. I am sure the Team will progress over the next few years under John’s leadership but please don’t forget the best progress is built on solid foundations. I decided last year that now was the time to hand over the responsibility for the Team to someone else, because the ultimate responsibility does rest with the Team Leader. This at times can be challenging and onerous and I hope Team members can recognise this and support John in the way you have supported me over many years. You can’t however get rid of me that easily, I’ll still be on the hill team, shouting to ‘keep the stretcher level’ and being a search manager pestering you over the radio for a METHANE message. I would finally like to thank Linda my wife and Claire my daughter for all the support they have given me over the 29 years I have been in the team. Only a few weeks ago Linda was cutting up my dinner so I could answer the radio, make phone calls and fill in SARCALL while dealing with incident as duty controller. Without Linda and Claires support and understanding I could not have given the time and commitment I have to the Team. 3 It has been a great honour for me to say for the last 8 Years I was Team Leader of TWSMRT and that honour comes from you all making the Team what it is today. Thank you. ## **7. Deputy Team Leader’s Reports** ## **7.1 Deputy Team Leader’s / MRSDE Lead’s Report Des TOWARD** ## DTL It's been a strange year for me as DTL, I've dealt with personnel issues, day to day running of the team issue and helped the training lead when required. I have found it hard at times to adjust to the expected changes that the MRC and other agencies are trying to implement and struggle to see where we are going to find the time to do this. To this end I have decided to stand down as DTL, a quick thank you to those that have assisted me over the past two years. ## MRSDE We as a small group of the Team continue to train most weeks and try to meet for a full days training every month, we also have to attend National training weekends and this doe's take up a lot of our time .We currently have 3 operational dog's for callouts and 3 dog's in the training program .I am not able to give numbers of callouts attended but a point of note is that we are now being called to assist the Lake District dogs. A big thank you to all our "bodies" and instructor's. As always thank you to land clearance team, land owner's and Game keeper's. ## **7.2 Deputy Team Leader’s / Canoe Group Lead’s Report John LITTLE** **Proposal for AGM: That we increase the number of Deputy Team Leaders from three to four prior to the 2024 election.** Reason: As we know, historically, the Team Leader role has been very demanding and time consuming. One aspect of this work load has been that the Team Leader has effectively, in addition to role of Team Leader, also covered the role of a DTL where it comes to overseeing routine Team business. In order to make the Team Leaders work load more manageable I believe we should increase the number of DTL roles from 3 to 4. We already know we have the volunteers willing to fill the role. ## DTL It has felt like another busy year for the Team particularly behind the scenes. Over the last few months I have attended a number of external meetings with our partner organisations. Earlier in the year I attended several workshops organised by MREW to help determine their "Shared Values". The Team has had about 40 callouts over the last 12 months. Again the majority of these callouts have been to assist NEAS with remote incidents. Of the searches, most were resolved within a few hours with only one involving a prolonged search effort. 4 I would like to take this opportunity to formally thank Steve for his work as Team leader over the last 8 years, as Deputy Team Leader before that and as Publicity Officer before that. The Team has moved a long way over this time and I'm confident the new Committee will feel they're building on solid foundations. Those foundations are also in no small part due to Andy Neill's 14 years hard work in the role of secretary. The role of secretary is not a glamorous one but Andy has worked diligently behind the scenes keeping the team on the right track. I would also like to thank Chris Roberts who is also standing down from the committee this year, however, I am very pleased to know Steve, Andy and Chris have all offered to support the new committee in any way they can. I would also like to thank everyone who's continued to support me in my role this year. ## Canoe Team It's been another quiet year operationally for the Canoe Team. We had a couple of follow up searches early in the year and a search through Durham City in the summer. After leading the Canoe Team for the best part of 20 years I believe it is in a strong place with some fantastic Team members. I will continue to support the new Canoe Team lead going forward and intend to remain an active member of the group. ## **8. Equipment Lead’s Report Eric GILHOOLEY** The past year has been quite busy in terms of the replacement of equipment which has reached the end of its working life. Where possible the replacements chosen have been an upgrade on the old equipment. ## Crag Kit Most of the team’s ropes and harnesses reached the end of their working lives during the year and were replaced. The ropes were replaced with 100m ropes rather than the 50m ones that had been used. The longer ropes allow greater flexibility in use, especially when used for belay placement. Casualty helmets an d casualty harnesses were also replaced. The new helmets are more compact and allow casualties being carried on stretchers to lie in a more natural position. They also have integral visors for eye protection. The harnesses can be used with a wider range of casualty sizes than the old ones. Additional grillons, pulleys and ‘Oxan’ carabiners have also been purchased, increasing the options for deployment of crag kit. ## Water Kit The team water kit had been in use for five years at the start of the year. This meant that the PFD’s (Personal Floatation Devices) required a buoyancy test which they all passed by a factor of 2. The helmets and throwlines reached the end of their working life after five years and were replaced. The helmets were replaced with a more versatile model which can be used for both bankside and crag activities. This means that they can be used in situations such as searches of very steep river banks. The helmets were expensive at twice the cost of the previous type but they do have a 10 year working life, so are in fact cost neutral. They are also adjustable in size which makes their deployment more straightforward. 5 I tried to find replacement rope for our throwlines but it was actually more cost effective to purchase complete throwlines with bags rather than just replacing the throwline and keeping the bag! ## Bell Stretchers The Bell Stretchers are nearing the time for their five yearly check, load test and refurbishment. I applied for testing slots before the suggested time to do so but was given dates well beyond those required. Nationally there is a bottleneck with this work. I have been informed that MREW and Lyon Equipment, the contractor, are working to resolve the problem. Actions include training more staff to carry out the work. ## Vacuum Mattresses There had been concerns about the level of rigidity and therefore spinal protection offered by the traditional model of vacuum mattress. MREW offered a 50% subsidise on the purchase of up to three replacement vacuum mattresses/ body splints to teams who were still using the older design. We took advantage of this offer and ordered replacements for all three of our vacuum mattresses. ## Team Work I have to say that my role as equipment lead has been manageable because of the support given by my fellow team members. I am grateful to all of those who are willing and eager to assist and carry out the regular equipment checks before the Wednesday training sessions. I would also be unable to carry out the role without the guidance and advice given by our technical advisors, Rich Warne and Paul Renwick. The guidance, support and encouragement of Steve, our team leader, has been a major influence on myself and my development in the role of equipment lead. Without his oversight the organisation of team equipment would not be as effective as it is. I have found Steve to be an outstanding leader, with a natural ability to motivate those around him. It really has been an honour to have worked with him. ## **9. Training Lead’s Report Jane ASCROFT** During the last 12 months training has run smoothly with training sessions being well attended and of good quality. The CORE Wednesday sessions ran as in 2023 with some attempt made to vary the content or delivery method to maintain interest in the subject. Thanks to Rich Warne, Steve Owers, James Chilcott and our medical trainers for delivering these sessions. We moved away from the “Free” Wednesday sessions where nothing was planned as the lack of structure wasn’t working as well as hoped. Instead we arranged less formal, non-core sessions on different topics including hypothermia, vehicles, small wounds and search techniques which encouraged Team members to attend the sessions and also gave less experienced Team members an opportunity to deliver some training. We have had 11 Sunday exercises since the last AGM. 5 of these have been “Fell” exercises, 2 have been at Hamsterley Forest, 1 at Deepdale and we have had one medical weekend, one crag weekend and one weekend in the Lakes. Unfortunately the water weekend in April was cancelled due to high water levels and no instructors being available. Many thanks to everyone who has helped to organise a Sunday exercise. 6 The weekend in the Lakes in May was a huge success with 16 Team members attending in beautiful weather. The training included navigation, steep ground and leading groups in the mountains, and we also assisted Wasdale Team with a call out on Scafell Pike. I hope this kind of summer training weekend can form a regular part of our training programme in the years when we do not have a Winter training weekend in Scotland. We introduced new “Core Skills for Steep Ground” training during 2024 which was another huge success with the majority of Team members being signed off as competent at the basic skills. This allows them to carry out single or twin line rescues on nonvertical terrain under supervision. Six out of seven of the trainees who started in 2023 passed their assessment at the start of 2024 which is the largest intake we have had for some time. The Committee made the decision in 2023 not to recruit for entry in 2024 and this has meant that the 2023 intake have had an extra 12 months to consolidate their learning before they lose their status as new Team members. Recruitment is now in progress for entry in January 2025. ## **10. Support Members’ Lead’s Report** ## **Chris ROBERTS** Support members continue to provide important roles within the team. Currently roles fulfilled by support members include: Secretary , Fund raising officer, vehicle support, support to dog handlers, newsletter, Associate membership. The recruitment of support members is driven by the needs of the team and identified by the Lead Officers. This year it was agreed that Associate membership would no longer continue. Over the past few years recruitment has not been very successful and membership had only grown by a few new members. Collecting subscriptions from new and existing members had become time consuming. Financially the reward for effort has been very poor. A new 'Friends' of the Team is being investigated. The idea is that with a one off donation a person can become a Friend. Their name will be added to a data base - they will receive the newsletter, and kept informed of any fund raising events. All of our existing Associate members have been informed of this change, and will continue to receive the newsletter. As in previous years two editions of the Newsletter have been published; January (New Year) and September (Summer). Many thanks to all of those who have contributed articles to make this an interesting read. ## **11. Hon. Secretary’s Report** ## **Andy NEILL** Nothing of value to report. ## **12. Fundraising Lead’s Report** ## **Sarah HALL** So far this year we haven’t had the same success as we usually would with fundraising. Unfortunately, we did not receive any funds from the 3 peaks this year as it did not take place. I also tried to tie our Darlington Street Collection in with the Emergency Services 7 Day in Darlington this year which I thought would work to our advantage however, it did not. I’ve therefore decided to keep the street collection in Darlington as an independent fundraising event moving forward. We also held a street collection in Barnard Castle but unfortunately, we had a call out and so had to leave not long after lunchtime. We do have another street collection taking place in Durham City on 7[th] December, which is usually a successful day given it is the same day at the Christmas Market. We also secured 5 places in the Great North Run and the supporters who ran the race for us raised a decent amount of money for the team. I have just applied for further places for the Great North Run in 2025 and am hopeful that we should secure at least 5 places. As already mentioned in my Treasurer’s report, support from team members at small events such as street collections is vital as the more presence we have, the more money we raise. Thank you to the team members for your support throughout the year. ## **13. Treasurer’s Report** ## **Sarah Hall** As you may or may not already be aware, I have recently taken on the role of Treasurer and have been shadowing Steve so far as possible to get to grips with the role. The Team remains in a healthy financial position. Donations from the public, in one form or another, make up 85% of our income. We have a wide variety of funding streams including donations, events we run like the 3 Peaks (which unfortunately hasn’t taken place this year however, we are hopeful it will take place next year), entries to the Great North Run, street collections, collection boxes, medical cover etc. This has the advantage for us that we do not have to rely on one major income stream such as a large event and a poor year from one income stream is often balance out by an increase in another. Support from team members at the smaller events such as street collections and anything team members can do to raise money for the team is still vital. I am grateful to Steve for all of the support and guidance he has provided to me during the handover. There is no way I am able do the Treasurers role without a great deal of help, in particular from our bookkeeper Alison. During my short period of time as Treasurer, I have already seen the great amount of work Alison puts in and so I’d like to thank her on behalf of the Team. ## **14. Group Leaders’ Report** ## **James CHILCOTT** I am sure the whole team share my appreciation to the professionalism and time Steve has been our team leader. We are fortunate Steve is not leaving the team and so will still be an active team member who continues to support all of us when we ask for his help or guidance. Big thank you to John for taking on the team leader role, I hope everyone remembers no one else was prepared to step forward for this position so let’s give John as much support as we can to make his team life balance sustainable. Unfortunately 3 Peaks did not happen in 2024, I still do not know reasons the Durham Students charity group DUCK dropped out of communication or potentially ceased to exist. I am confident we are going to make the 2025 3 Peaks event happen in partnership the Durham Uni hill walking society replacing DUCK previous role. We will aim for just 1 fundraising bus with 2 hill leaders and 2 drivers so if interested in taking part early June please contact me. 8 I have not had much time to be part of team training or activities this year due to new family commitments. However from what I have seen team numbers at each session seem good and credit to the 6 newest team members who continued their impressive training year and all become an active part of the main team this year. I look forward to helping at the new trainee introduction day that Jane has organised and hope we receive a 2025 intake as good as the 2023 intake. I am keen to continue supporting team training outside of the local area. We had a really good Lake District training weekend in May this year which offered a good training location, team social aspect and chance to work with a different Mountain Rescue team on a challenging callout. Next year we are organising a visit back to Aviemore for winter skills training to hopefully continue this theme for training in a different location and team social building. ## **15. Search Management Lead’s Report** ## **Pete BELL** As of this year from a search management view there has been activity in the following areas; However with much still required to maintain progress for the future. - The use of an adapted briefing tool to more efficiently brief search group leaders and in turn search group members to ensure all receive consistent information. - The use of a METHANE incident site report to ensure efficient reporting to Search Control ensuring commonality with other Emergency Services. - Sarcall is our incident logging tool, and incident logs in general have been much improved over the year. - Ensuring where possible, we have a PolSA allocated, and we are colocated with the PolSA on searches. - There have been discussions with the Durham Police drone supervisor, to ensure we have an understanding of the drone capability, and availability. Interfacing drone operations into our search management planning is still in its infancy, but will become increasingly important in the future, as evidenced from other teams using drones as a viable and valuable search asset. - The search managers have a pre-plan for incidents in Hamsterley Forest and at High Force, both are useful aids, but need a review. - We currently have four search managers and five duty controllers; this is not enough, and I would encourage team members to consider these key jobs. - After much effort and discussion with CDDFRS over a considerable period of time, with regard to underground rescue in caves and disused metal mines in County Durham, they have finally concluded a CDDFRS document as to how they will manage underground rescue. Essentially, they recognise that CDDFRS do not have the expertise to perform search and rescue in caves and disused metal mines in our area, and in the event of an incident in these areas, CDDFRS will refer the 9 incident to TWSMRT, who will call in expertise from cave and mine rescue. There is still more work required with Police, particularly with primacy on such incidents. - Building upon our excellent relationship with Durham Police PolSA’s we are conducting five training sessions with ‘new’ PolSAs giving them an overview of the team and our search management and search capability. ## **16. Vehicle Lead’s Report Dave WIGHAM** ## Vehicles By the time this report is read Alpha will have a new MOT and Service. The Walkway issue is still unresolved as the original fitters have proved impossible to contact. A new system has been designed with H&R services which utilises a factory built adventure roof rack that would performs the same job. A quote has been submitted to the Committee. ## **AdBlue issues:** AdBlue usage has been monitored closely as Alpha was using surprisingly little and the danger of AdBlue going stale and crystalising in the tank and the associated repair bills was a concern. This issue has resolved itself as AdBlue use has now substantially increased above previously levels. No warning lights or fault codes are showing up. Damage to vehicles and repairs has decreased this year, likely due to the increased training. ## **Mob2:** The Blue Light system on Mob2 was failing bit by bit and a like for like replacement was unavailable as the manufacturers no longer exist. Initial investigations into repair and replacement brought in quotes for £2700 and £3000 as starting prices and Mob2 being unavailable for several days. After several visits to specialist vehicle outfitters and the Durham Fire Brigade Rebuild Program, the work was completed by the same people that are rebuilding Durham FB Land Rovers at an all in cost of £1700 Mob1 may be moving to Durham base as the DPF systems don’t like being parked in constantly damp garages. This was exactly the problem Durham FB had with their Ranger and why they swapped to a Land Rover parked at the Quad Base. I had attended a Saturday demo at Cleveland Base for a demo and drive of the Ineos Grenadier. Whilst it is a superb vehicle people were concerned about the likelihood of Ineos ceasing trading and manufacturing problems they are experiencing. Mass on vehicles: Any future 4x4 will have a lower carrying (mass kg) capacity than the Defender we currently use. The Team need to start thinking about what things can be removed from the equipment load to lower the mass carried by the vehicles. ## Training We only really started to question training at the beginning of 2024. We are now offering Team Drivers on road driving courses for 4x4 vehicles and during exercises are rotating Team drivers through vehicles to avoid skill fade. We’ll look more at Driver Training after the AGM. 10 ## **17. IT & Radio Lead’s Report** ## **Mark SAUER** This is my first annual report as the IT and Radio Lead for the Team. Learning within the Team never stops, and to say the learning curve has been large taking over this role would be an understatement. It has been one that as a whole I have enjoyed along with its challenges and opportunities. Here's my report covering the past year, along with planned initiatives for the future that I will be leading if I am re-elected. Summary of 2023-2024 Achievements: Knowledge Transfer and Skill Building: - Initiated and completed handovers with key members to mitigate risks associated with specialist knowledge being concentrated within a few individuals, especially those that are leaving the team. - Organised and participated in training face-to-face sessions with other MR teams, enhancing collaboration and collective expertise in maintaining our Tier 3 network. ## IT Infrastructure Improvements: - Conducted an audit and gradual upgrade of our office, base and support computers to Windows 11, ensuring readiness for Windows 10’s end-of-life and securing our systems against potential cyber threats. - Initiated Office 365 audits and streamlined team member support - Audited IT and Radio infrastructure so we know what we have, and where it is located. Stability Enhancements: - Implemented measures to bolster the reliability of the radio and IT systems, including: - Site visits and troubleshooting at repeater sites affected by external factors such as power disruptions. - Developing proactive strategies to ensure our Tier 3 network remains resilient and operational with minimal downtime. - Coordinating with specialists and external experts to address and resolve complex radio network issues efficiently. Technological Integration: - Advocated for the potential adoption of Zello, a versatile push-to-talk app, as a supplemental communication tool. This has involved weighing associated costs and benefits to determine its value to our operational readiness. This has been delayed due to enhanced developments but should be completed by end-November helping to increase our Tier 3 radio coverage. ## Key Challenges: 1. Complex Network Infrastructure: Maintaining a stable and responsive Tier 3 network proved challenging due to its complexity and dependency on a limited number of knowledgeable team members. 11 This has highlighted the need for broader team awareness and training. This will continue into 2025. 2. Support Overhead: Resolving issues often required significant time commitment, including site visits and coordination with external partners. Over the next year, work needs to be performed to reduce the reliance on site visits as much as possible, or to reduce the dependency on just one team member. Looking Ahead: 2025 and Beyond: If I am re-elected there are three main priority areas I would like to concentrate: 1. Strategic Planning: - I plan to establish a dedicated working group to draft a long-term IT and radio strategy. This group will focus on assessing current systems, exploring new technologies like Starlink for internet connectivity, GPS radios for satellite communication, assessing what changes are needed to our current Tier 3 network and evaluating future needs. - The goal is to create a clear roadmap that ensures any new technology is aligned with our mission and is cost-effective, sustainable, and easy to maintain. 2. Resilience and Knowledge Sharing: - Continue to develop easy-to-follow standard operating procedures (SOPs) and training material to spread expertise and reduce dependency on key individuals. - Implement a monitoring and alert system that ensures real-time awareness of system statuses, minimising reactive management of our Tier 3 network. ## 4. Enhancing Communication Capabilities: - Complete the integration of Zello into our operations, enhancing our ability to communicate effectively when T3 radio coverage is limited or non-existent. Summary This year has laid the groundwork for more sustainable and strategic IT and radio operations. I would like to continue with this momentum and ensuring that our systems are robust, our knowledge is shared, and our team remains equipped with the IT and Radio tools required. I look forward to contributing further. ## **18. Acceptance of 2023/2024 Financial Statement** ## **Steve OWERS** The Team Accounts _(running until end July 2024)_ had been circulated to Team Members previously. They were formally agreed at this meeting 12 ## **19. Proposals;** - 19.1 That the references to Associate Membership are removed from the Team Constitution following a decision to revise this scheme taken by the Committee in January 2024. _(From Secretary on behalf of Committee)._ _**Agreed**_ - 19.2 That the number of Deputy Team Leaders is increased from 3 to 4, and if accepted, the Team Constitution is amended in line with this proposal. _(From John Little, Deputy Team Leader._ _**Agreed. This change was to come into immediate effect and allow for 4 deputy Team Leaders to be selected at this meeting**_ ## **20. Election of President and Vice Presidents** The following were unanimously approved: |**Role**|**Candidate**| |---|---| |President|Graeme GILL| |Vice Presidents|Alan BEST,
David CLARK,
David THOMPSON,
Pete BELL.
Chris ROBERTS
David BARTLES-SMITH| ## **21. Election of Officers and Committee Members** A secret ballot for the 4 Deputy Team Leader posts was overseen by the President Graeme Gill, Secretary Andy Neill and Group Leader James Chilcott. Before this the 5 applicants - Jane Ascroft, Paul Aitken-Fell, Scott Bisset, Mike Needham and Rich Warne each was allowed 3 minutes to present their individual case. The Following were approved: |**Role**|**Candidate**| |---|---| |Team Leader|John LITTLE| |Deputy Team Leaders|Jane ASCROFT
Paul AITKEN-FELL
Mike NEEDHAM
Rich WARNE| ||| 13 |Hon Secretary|Sarah BROADBENT| |---|---| |Hon. Treasurer|Sarah HALL| |Training Lead|Jane ASCROFT| |Group Leaders_(up to 4)_|James CHILCOTT| |Press & Public Relations
Lead|Daniel TAYLOR| |Equipment Lead|Eric GILHOOLEY| |Fundraising Lead|Sarah HALL| |Transport Lead|Dave WIGHAM| |Casualty Care Lead|Paul RENWICK| |Radio & IT Systems Lead|Mark SAUER| |Operational Support
Team Lead|_Vacant_| |Search Management
Lead|Pete BELL| |Crag Lead|Rich WARNE| |Water Lead|Rich WARNE| |Canoe Group Lead|_Vacant_| |MRSD (England) Lead|Des TOWARD| 14 ## **22. Presentation for Steve OWERS as outgoing Team Leader** A speech was given by Deputy Team Leader Des Toward thanking Steve on behalf of the Team for all of his hard work and achievements as Team Leader and the huge amount of work that he had done beyond this role. These sentiments were echoed in the many individual tributes paid to Steve during the course of the AGM. The Team President Graeme Gill then presented Steve and his wife Linda with a number of gifts purchased from donations from the Team Members in appreciation of the roles played by both of them. ## **23. Date & Time of 2025 AGM** TBA 15 Charlty Roglstratlon Number 508877 Teesdale and Weardale Search and Mountain Rescue Team Accounts For the Year Ending 31 July 2024 Teesdale and Weardale Search and Mountain Rescue Team Accounts Year Ended 31 July 2024 Pago Trustees, Annual Report Independent Examinerfs Rewrt to the Trustees Statement of Flnanclal Activi Slatement of Financial Posilion Notes to the Accn The accounts have been prepared on the historical cost basis. as modffied by the revaluation of certain financial assets and f￿bIllI1es and investnRrt pf¢)perties measured at fair vaSue through income or expenditure. The a¢Munts aw prepared vi sterllng. which is the functional currency of the entity. Golng Concern There a￿ no material uncertainties about the d￿li￿S abifity to conllnue. Judgemonts and Key Source8 of Esffjnmtlon Uncort8inty The preparatton of the financial statements requi￿$ management to make judgements. estimates and assumptions that affeci the arnounts reported. These estimates and judgements are continualfy reviv￿1 and are based on experience and olher fa(*ors. including expectations of future events that are believed to be reasonable under the circumstances. The trustees consider that there are no significant estimates or judgements affe¢ling these financial ststemenls. Fund A¢counllng Unrestricted funds are wlailable for use at the disL¥etion of the trustees to fijrther any of Ihe charivs purposes. Designated funds are unrestrided funds eam)th by th8 trustees for partIc￿lay future project or Ix)mmitrnenL Restricted funds are subjected to restrictions ￿ their expenditure dedared by the donor or through the tem￿ of an appeal, and fatl into one of two subdasses: restricted income funds or endowment funds. Teesdale and Weardale Search and Mountain Rescue Team Notes to the A￿oUnts (¢onJnu8d) Year Ended 31 July 2024 Accountlng Pollcle8 (¢ondnueo) Income All incomlng resources are included in the statement of financial actlvltles when entitlement has passéd to the charty: it is probable that the economic benefits associated wlth the transaction will fiow to the charity and the amount can be reliably measured. The following specific policies are applied to particular categori8s of income: income from donations or grants 1$ recognlsed when there is evrdence of entitlement to the gift, receipl is probable and ts amount can be measured reliably. legacy Income Is recognised when recelpt Is probable and entlllement Is estsblished. income from donated goods is measured at the fair value of the goods unless thls Is impractical to measure reliably. in which case the value is derived from the cost to the donor or the estimated resale value. Donated facilities and services are recognised In the accounts when received if the value can be reliably measured. No amounts are induded for the contributlon of general volunteers. income from contra(*s for the supply of setvices is recognised wlth the delivery of Ihe oJntra¢ted service. This is Classified as unréstricted funds unless there is a contractual requtrement for it to be spent on a particular purpose and retumed rf unspent, in which case it may b8 regarded as restricted. Expendlture Expendiiure Is recognised on an acLYuals basis as a Ilabillty Is Incurred. Expendliure indudes any VAT which cannot be fully recovered, and is classified under headlngs of the statement of fjnancial actNities to which it relates.. expenditure on raising funds includes the costs of all fundraising aclivities, events. non-charitabl6 trading activities, and the sale of donated goods. experKliture on charitable activities includes all costs incurred by a Charity in undertaking activities that further its charitable aims for the benefit of its beneficiaries. induding those support costs and cosls relating to the governance of the charty apportioned to charitable activities. other expendilure Includes all expenditure Ihat is neither related to raising funds for the charlty nor part of Its expendlture on charltable activities. All costs are allocated to expenditure.¢ategories reflecting the use of the resource. Diiect ￿sts attributsble to a single activity are allocated directty to that activity. Shared costs are apportloned between the activities they contribute to on a reasonable, just5fiable and consistent bas5S. Tanglble Assots Tangible assets are initially recorded al cost, and subsequently ststed at CO81 less any accumulated depreciation and Impaiment losses. Teesdale and Weardale Search and Mountaln Rescue Team Note8 to the Accounts (conllnueoj Year End•d 31 July 2024 Accounllng Pollcle8 (condn'u60) Depre¢lallon Depreciation is calculated so as to vKite off the cost or valuation of an asset, less Its resldual value, over the useful economic life of that asset as follows: Equipmont Motor vehictes 15% reducing balance 12% straight line Impalmient of Flxed A88ets A revlew for Sndlcators of impairment is carried out at each reportlng date. wlth the recoverable amount belng estimated where such Indicators exlst. l•there the carylng value ex¢eads the recoverable amount, the asset Is Impalred accordlngly. Prlor Impalrments are also reviewed for possSble reversal at each reporting date. Flnanclal In8trnm•nts The charlty only has finan¢laS assets and IlabllStles of a klnd thal qu811fy as ba81c financlal Instruments. 8aslc financlal Instruments ar8 initially recognised at transactlon value and 8ubsequently measured at thelr settlement value. D•btor8 Trade and other debtors are recognlsed at the settlement amount due after any trade dI8￿Unt offered. Prepayments are valued at the amount prepaid net of any trade dlscounts due. Accrued income and tax recoverable Is Induded 8t the best estlmate of the amounts recelvable at the balance sheet date. Ca•h at Bank and In Hand Cash at bank and cash In hand indudes cash and short tem) htghly Ilquld Investments wlih a short maturlty of three months or less from the date of acqulsltlon or openlng of the depostt or mllar account. Teesdale and Weardale Search and Mountain Rescue Team Notes to the Accounts Icontlnu*d) Year Ended 31 July 2024 Accounllng Policios (conthiu•dJ Credltor8 Credltors are recognised where the ¢harlty has a present obllgatlon resultlng from a past event that will probably result In the transfer of funds to a thlrd party and the amount due to settle the obligation can be measured or estimated reliably. Creditors are nomially recognlsed at thelr settlement amount after allowlng for any trade dlscounts d￿. Taxatlon Tha company Is consldered to pass the tests set out In Paragraph 1 Schedule 6 of the Flnance Acl 2010 and therefore It meets the definition of a charftable company for UK corporaUon lax purposes. Accordingly, the company Is potentially exempt from taxatlon In respect of Income or capital galns recelved wlthin categories covered by Chapter 3 Part 11 of the Corporation Tax Act 2010 or Sectjon 256 of the taxation of Chargeable Galns Act 1992, to the extent that Such Income or gains are applied exduslvely to charitable purposes. Donatlon8 and Logacl Unre8trfcted Restrfcted Total Fund8 Funds Funds. 2024 Donatlon8 Donatlon8 Collection boxes Street collection8 Glft ald Income Vehicle fuel donatlon Tee8dale and Weardale Stone8 33.872 1,510 2,155 2,221 1,500 253 33.872 1,510 2,155 2,221 1,500 253 41.511 41,511 Unrestrlcted Funds Restricted Totsl Funds Funds 2023 Donatlon8 Donatlons Collectlon boxes Street collections Glft ald Income Vehlcle fuel donatlon Teesdale and 1Oleardale Stone8 22.460 2.855 2.637 3,094 1,500 289 22,460 2,855 2,837 .3,094 1,500 289 Grants Weardale AAP 3,000 3.000 3.000 35,835 32,835 Teesdale and Weardale Search and Mountain Rescue Team Notes to the Accounts (¢ondnu•dJ Yoar Ended 31 July 2024 Charftable Actlvlileg Unrestricted Total Funds Unrestricled Total Funds Funds 2024 Funds 2023 ComrnunlcatKins Income Income from medical cover Training income 1.023 1,000 480 1,023 1,000 2,014 3,500 1,280 8,794 2,014 3,500 1,280 8,794 2,503 2,503 Other Trading Actlvrttes Unrestrlcted Total Funds Unrestricted Total Funds Funds 2024 Funds 2023 Fundraising wicome 4,381 4,381 6.015 6.015 Investment Income Unrestricted Total Funds Unrestricted Total Funds Funds 2024 Funds 2023 Bank Interest receivable 4.914 4.914 459 459 costs of Other Tradlng Actlvlli68 Unrestrtcted Total Funds Unrestrided Total Funds Funds 2024 Funds 2023 Fundraising costs 1,334 7,360 7.360 Expendlture on Charltable Acllvltles by Fund Type Unrestricted Funds Restricted Total Funds Funds 2024 Costs of charitable activities (see page 16) 62.737 825 63,562 Unrestricted Funds Restricted Total Funds Funds 2023 Costs of charitable actlvltles (see page 16) 45,250 1,556 46.806 10 Teesdale and Weardale Search and Mountain Rescue Toam Notes to the Accoun18 (¢ontlnu8d) Year End6d 31 Juty 2024 10. Expenditure on Charltable Actlvities by Actlvity Type Acllvltles undertaken Total fund8 directly 2024 Total fund 2023 Costs of charftable acfvltles (see page 16) 63.562 63,562 46.806 11. Net Expendlture Net expenditure is stated after chargingl(crediting): 2024 2023 Depreciation of langible fixed assets 17,782 15.201 12. Stsff Costs The average head count of employees during the year was Nil (2023.. Nil). No employee received employee beneffts of more than £60.000 during the year (2023: Nil). 13. Trustee Remuneration and Expenses None of the trustees (or any persons c￿nnected with them) réceived any remuneratlon or benefits from the charity during the Cu￿ent or previous year. 14. Tangible Flxed Assets Motor vehicles Equipment Totsl At 1 August 2023 Addltlons 32,750 3,323 167.872 200,622 3.323 203.945 At 31 July 2024 Depreciation At 1 August 2023 Charge for the year At 31 July 2024 Carryln9 amount At 31 July 2024 At 31 July 2023 36,073 167,872 20,043 3,419 23,462 134.918 14.363 149,281 154.961 17.782 172,743 12,811 18.591 31.202 45.661 12,707 32,954 11 Teesdale and Weardale Search and Mountaln Rescue Team Notes to the Accounts (conrfnu8dJ Year End￿ 31 July 2024 16. Dobtorn 2024 2023 Prepayments Gift aid recoverable VAT debtor Other debtors 3,323 2,184 6,461 1,817 3,800 8,507 2,502 17,255 13,785 16. Credltors: amounts falllng due wlthln one year 2024 2023 Trade creditors 2.431 17. Analysls of Charftable Funds Unre8trlcted funds At 1 August 2023 At Transfers 31 July 2024 Income Expendliure General funds Fixed assets Vehicle replacement fund Contingency fund Specffic team areas Audrey Jones legacy Pam INright18gacy 54,535 45,661 49,968 (8,830) {17,782) (27.258) 3,323 68,415 31.202 61,176 26.000 53.304 7.309 43.837 500 5,000 68,676 26.000 39.117 5.813 43,837 281,060 2,841 {35,963) (1,496) 18,935 291,822 53,309 {64,071) At 1 August 2022 At Transfers 31 July 2023 Income Expendliure General funds Fixed assets Vehicle replacemenl fund Contingency fund Specffic team areas Audrey Jones legacy Pam Wrlght legacy 76.799 49.235 40,744 {19,628) {15,201) (43.380) 11,627 54.535 45.661 41.176 26.000 37.627 10.208 43,837 284,882 20,000 81,178 26,000 53.304 7.309 43.837 291,822 5.359 {14,882) (2.899) 25,200 46,103 (52,810) 13,447 12 Teesdale and Wèardale Search and Mountain Réscue Team Note8 to the Accounts (conthiu8rf1 Year Ended 31 July 2024 17. Analy818 of Charltsbl• Fund8 (¢onthu¢d) R•8tricted fund8 At 1 August 2023 At Transfers 31 Juty 2024 Income Expenditure Scolto Trust Search Computer8 833 323 (558) (269) (825) 277 1.156 331 At 1 August 2022 At Transfers 31 Juty 2023 Income Expendlture Youth Sectlon fijnd Base Securlty Scotto Trust Search Computers Weardale A4P 2.162 1,410 (2,182) (489) (3,867) (941) 833 323 584 4,503 13.159 (281) (354) (1,556) 3,000 17.149) {13,447) 3,000 1,156 The Vehlde Replacement fund contalns funds that have been eamierked for the purposa of replaclng team vehld8$ as ihay age. The Contlngency fund 18 money that h88 been 8et aslde to cover any worklng Capttal raqulrements In the event of a fall In Income or unexpected expendlture, for example the Ios8 of a vehlcle Ihrough accldent or theft or fire at one of our bases. The Speclfic Team Areas funds Indude area8 of team actlvltle8 both operatlonal and tralnlng e.g. Crag, Water, Comms, Dogs et 13 Teesdale and Weardale Search and Mountain Rescue Team Nots8 to the Accounts (¢ondnuedJ Year Ended 31 July 2024 18. Analy818 of Net Assets Between Fund8 un￿stricted Funds Restricted Total Fund8 Funds 2024 Tangible fixed assets Current assets Creditors18ss than 1 year Net assets 31.202 252,289 {2,431) 281,060 31,202 252,620 (2,431) 281,391 331 331 Unrestricted Funds Restricted Total Funds Funds 2023 Tangible fixed assets Current assets Creditors less than 1 year N•t assets 45,661 252,500 (6,339) 291,822 45,661 253,656 (6.339) 292,978 1.156 1.156 19. Related Partlos There were no disdosable related party transactions during the current or previous year. 14 Teesdale and Weardale Search and Mountain Rescue Team Managemont Infommtion Year Ended 31 Juty 2024 Th• Followlng hges Do Ilot Fomi Part of tho Accounts. 15 Teesdale and Weardale Search and Mountain Rescue Team Detalled Statement of Financial Activities Year Ended 31 July 2024 2024 2023 Income and endowments Donations and legacles Donations Collection boxes Street collections Gift aid income Vehide fuel donation Teesdale and Weardale Stones Weardale AAP 33,872 1.510 2.155 2.221 1.500 253 22.460 2.855 2.637 1,500 289 3.000 35,835 41,511 Charhable actlvllles Communications income Income from medical cover Training income 1.023 1,000 480 2.014 3,500 1,280 2.503 6,794 Other tradlng actlvltles Fundraising income 4.381 6,015 Investment income Bank Interest receivable 4.914 459 Totsl Income 53,309 49,103 Expendlturn Fundraising costs Insurance Premises costs Vehicle expenses Accountancy and bookkeeping faes Communications Oepreciation Equipment purchases Training Other Costs 1.3a4 2,756 683 9,548 2,905 4,438 17,782 19,635 4,422 1.393 7,360 2,440 1,100 6,159 2,247 3.979 15,201 8.256 6,408 1.018 Total expondI￿re 64,896 54.166 Deficlt for the year (11.587) {5.063) 16 Charlty Roglstratlon Number 508877 Teesdale and Weardale Search and Mountain Rescue Team Accounts For the Year Ending 31 July 2024 Teesdale and Weardale Search and Mountain Rescue Team Accounts Year Ended 31 July 2024 Pago Trustees, Annual Report Independent Examinerfs Rewrt to the Trustees Statement of Flnanclal Activi Slatement of Financial Posilion Notes to the Accn The accounts have been prepared on the historical cost basis. as modffied by the revaluation of certain financial assets and f￿bIllI1es and investnRrt pf¢)perties measured at fair vaSue through income or expenditure. The a¢Munts aw prepared vi sterllng. which is the functional currency of the entity. Golng Concern There a￿ no material uncertainties about the d￿li￿S abifity to conllnue. Judgemonts and Key Source8 of Esffjnmtlon Uncort8inty The preparatton of the financial statements requi￿$ management to make judgements. estimates and assumptions that affeci the arnounts reported. These estimates and judgements are continualfy reviv￿1 and are based on experience and olher fa(*ors. including expectations of future events that are believed to be reasonable under the circumstances. The trustees consider that there are no significant estimates or judgements affe¢ling these financial ststemenls. Fund A¢counllng Unrestricted funds are wlailable for use at the disL¥etion of the trustees to fijrther any of Ihe charivs purposes. Designated funds are unrestrided funds eam)th by th8 trustees for partIc￿lay future project or Ix)mmitrnenL Restricted funds are subjected to restrictions ￿ their expenditure dedared by the donor or through the tem￿ of an appeal, and fatl into one of two subdasses: restricted income funds or endowment funds. Teesdale and Weardale Search and Mountain Rescue Team Notes to the A￿oUnts (¢onJnu8d) Year Ended 31 July 2024 Accountlng Pollcle8 (¢ondnueo) Income All incomlng resources are included in the statement of financial actlvltles when entitlement has passéd to the charty: it is probable that the economic benefits associated wlth the transaction will fiow to the charity and the amount can be reliably measured. The following specific policies are applied to particular categori8s of income: income from donations or grants 1$ recognlsed when there is evrdence of entitlement to the gift, receipl is probable and ts amount can be measured reliably. legacy Income Is recognised when recelpt Is probable and entlllement Is estsblished. income from donated goods is measured at the fair value of the goods unless thls Is impractical to measure reliably. in which case the value is derived from the cost to the donor or the estimated resale value. Donated facilities and services are recognised In the accounts when received if the value can be reliably measured. No amounts are induded for the contributlon of general volunteers. income from contra(*s for the supply of setvices is recognised wlth the delivery of Ihe oJntra¢ted service. This is Classified as unréstricted funds unless there is a contractual requtrement for it to be spent on a particular purpose and retumed rf unspent, in which case it may b8 regarded as restricted. Expendlture Expendiiure Is recognised on an acLYuals basis as a Ilabillty Is Incurred. Expendliure indudes any VAT which cannot be fully recovered, and is classified under headlngs of the statement of fjnancial actNities to which it relates.. expenditure on raising funds includes the costs of all fundraising aclivities, events. non-charitabl6 trading activities, and the sale of donated goods. experKliture on charitable activities includes all costs incurred by a Charity in undertaking activities that further its charitable aims for the benefit of its beneficiaries. induding those support costs and cosls relating to the governance of the charty apportioned to charitable activities. other expendilure Includes all expenditure Ihat is neither related to raising funds for the charlty nor part of Its expendlture on charltable activities. All costs are allocated to expenditure.¢ategories reflecting the use of the resource. Diiect ￿sts attributsble to a single activity are allocated directty to that activity. Shared costs are apportloned between the activities they contribute to on a reasonable, just5fiable and consistent bas5S. Tanglble Assots Tangible assets are initially recorded al cost, and subsequently ststed at CO81 less any accumulated depreciation and Impaiment losses. Teesdale and Weardale Search and Mountaln Rescue Team Note8 to the Accounts (conllnueoj Year End•d 31 July 2024 Accounllng Pollcle8 (condn'u60) Depre¢lallon Depreciation is calculated so as to vKite off the cost or valuation of an asset, less Its resldual value, over the useful economic life of that asset as follows: Equipmont Motor vehictes 15% reducing balance 12% straight line Impalmient of Flxed A88ets A revlew for Sndlcators of impairment is carried out at each reportlng date. wlth the recoverable amount belng estimated where such Indicators exlst. l•there the carylng value ex¢eads the recoverable amount, the asset Is Impalred accordlngly. Prlor Impalrments are also reviewed for possSble reversal at each reporting date. Flnanclal In8trnm•nts The charlty only has finan¢laS assets and IlabllStles of a klnd thal qu811fy as ba81c financlal Instruments. 8aslc financlal Instruments ar8 initially recognised at transactlon value and 8ubsequently measured at thelr settlement value. D•btor8 Trade and other debtors are recognlsed at the settlement amount due after any trade dI8￿Unt offered. Prepayments are valued at the amount prepaid net of any trade dlscounts due. Accrued income and tax recoverable Is Induded 8t the best estlmate of the amounts recelvable at the balance sheet date. Ca•h at Bank and In Hand Cash at bank and cash In hand indudes cash and short tem) htghly Ilquld Investments wlih a short maturlty of three months or less from the date of acqulsltlon or openlng of the depostt or mllar account. Teesdale and Weardale Search and Mountain Rescue Team Notes to the Accounts Icontlnu*d) Year Ended 31 July 2024 Accounllng Policios (conthiu•dJ Credltor8 Credltors are recognised where the ¢harlty has a present obllgatlon resultlng from a past event that will probably result In the transfer of funds to a thlrd party and the amount due to settle the obligation can be measured or estimated reliably. Creditors are nomially recognlsed at thelr settlement amount after allowlng for any trade dlscounts d￿. Taxatlon Tha company Is consldered to pass the tests set out In Paragraph 1 Schedule 6 of the Flnance Acl 2010 and therefore It meets the definition of a charftable company for UK corporaUon lax purposes. Accordingly, the company Is potentially exempt from taxatlon In respect of Income or capital galns recelved wlthin categories covered by Chapter 3 Part 11 of the Corporation Tax Act 2010 or Sectjon 256 of the taxation of Chargeable Galns Act 1992, to the extent that Such Income or gains are applied exduslvely to charitable purposes. Donatlon8 and Logacl Unre8trfcted Restrfcted Total Fund8 Funds Funds. 2024 Donatlon8 Donatlon8 Collection boxes Street collection8 Glft ald Income Vehicle fuel donatlon Tee8dale and Weardale Stone8 33.872 1,510 2,155 2,221 1,500 253 33.872 1,510 2,155 2,221 1,500 253 41.511 41,511 Unrestrlcted Funds Restricted Totsl Funds Funds 2023 Donatlon8 Donatlons Collectlon boxes Street collections Glft ald Income Vehlcle fuel donatlon Teesdale and 1Oleardale Stone8 22.460 2.855 2.637 3,094 1,500 289 22,460 2,855 2,837 .3,094 1,500 289 Grants Weardale AAP 3,000 3.000 3.000 35,835 32,835 Teesdale and Weardale Search and Mountain Rescue Team Notes to the Accounts (¢ondnu•dJ Yoar Ended 31 July 2024 Charftable Actlvlileg Unrestricted Total Funds Unrestricled Total Funds Funds 2024 Funds 2023 ComrnunlcatKins Income Income from medical cover Training income 1.023 1,000 480 1,023 1,000 2,014 3,500 1,280 8,794 2,014 3,500 1,280 8,794 2,503 2,503 Other Trading Actlvrttes Unrestrlcted Total Funds Unrestricted Total Funds Funds 2024 Funds 2023 Fundraising wicome 4,381 4,381 6.015 6.015 Investment Income Unrestricted Total Funds Unrestricted Total Funds Funds 2024 Funds 2023 Bank Interest receivable 4.914 4.914 459 459 costs of Other Tradlng Actlvlli68 Unrestrtcted Total Funds Unrestrided Total Funds Funds 2024 Funds 2023 Fundraising costs 1,334 7,360 7.360 Expendlture on Charltable Acllvltles by Fund Type Unrestricted Funds Restricted Total Funds Funds 2024 Costs of charitable activities (see page 16) 62.737 825 63,562 Unrestricted Funds Restricted Total Funds Funds 2023 Costs of charitable actlvltles (see page 16) 45,250 1,556 46.806 10 Teesdale and Weardale Search and Mountain Rescue Toam Notes to the Accoun18 (¢ontlnu8d) Year End6d 31 Juty 2024 10. Expenditure on Charltable Actlvities by Actlvity Type Acllvltles undertaken Total fund8 directly 2024 Total fund 2023 Costs of charftable acfvltles (see page 16) 63.562 63,562 46.806 11. Net Expendlture Net expenditure is stated after chargingl(crediting): 2024 2023 Depreciation of langible fixed assets 17,782 15.201 12. Stsff Costs The average head count of employees during the year was Nil (2023.. Nil). No employee received employee beneffts of more than £60.000 during the year (2023: Nil). 13. Trustee Remuneration and Expenses None of the trustees (or any persons c￿nnected with them) réceived any remuneratlon or benefits from the charity during the Cu￿ent or previous year. 14. Tangible Flxed Assets Motor vehicles Equipment Totsl At 1 August 2023 Addltlons 32,750 3,323 167.872 200,622 3.323 203.945 At 31 July 2024 Depreciation At 1 August 2023 Charge for the year At 31 July 2024 Carryln9 amount At 31 July 2024 At 31 July 2023 36,073 167,872 20,043 3,419 23,462 134.918 14.363 149,281 154.961 17.782 172,743 12,811 18.591 31.202 45.661 12,707 32,954 11 Teesdale and Weardale Search and Mountaln Rescue Team Notes to the Accounts (conrfnu8dJ Year End￿ 31 July 2024 16. Dobtorn 2024 2023 Prepayments Gift aid recoverable VAT debtor Other debtors 3,323 2,184 6,461 1,817 3,800 8,507 2,502 17,255 13,785 16. Credltors: amounts falllng due wlthln one year 2024 2023 Trade creditors 2.431 17. Analysls of Charftable Funds Unre8trlcted funds At 1 August 2023 At Transfers 31 July 2024 Income Expendliure General funds Fixed assets Vehicle replacement fund Contingency fund Specffic team areas Audrey Jones legacy Pam INright18gacy 54,535 45,661 49,968 (8,830) {17,782) (27.258) 3,323 68,415 31.202 61,176 26.000 53.304 7.309 43.837 500 5,000 68,676 26.000 39.117 5.813 43,837 281,060 2,841 {35,963) (1,496) 18,935 291,822 53,309 {64,071) At 1 August 2022 At Transfers 31 July 2023 Income Expendliure General funds Fixed assets Vehicle replacemenl fund Contingency fund Specffic team areas Audrey Jones legacy Pam Wrlght legacy 76.799 49.235 40,744 {19,628) {15,201) (43.380) 11,627 54.535 45.661 41.176 26.000 37.627 10.208 43,837 284,882 20,000 81,178 26,000 53.304 7.309 43.837 291,822 5.359 {14,882) (2.899) 25,200 46,103 (52,810) 13,447 12 Teesdale and Wèardale Search and Mountain Réscue Team Note8 to the Accounts (conthiu8rf1 Year Ended 31 July 2024 17. Analy818 of Charltsbl• Fund8 (¢onthu¢d) R•8tricted fund8 At 1 August 2023 At Transfers 31 Juty 2024 Income Expenditure Scolto Trust Search Computer8 833 323 (558) (269) (825) 277 1.156 331 At 1 August 2022 At Transfers 31 Juty 2023 Income Expendlture Youth Sectlon fijnd Base Securlty Scotto Trust Search Computers Weardale A4P 2.162 1,410 (2,182) (489) (3,867) (941) 833 323 584 4,503 13.159 (281) (354) (1,556) 3,000 17.149) {13,447) 3,000 1,156 The Vehlde Replacement fund contalns funds that have been eamierked for the purposa of replaclng team vehld8$ as ihay age. The Contlngency fund 18 money that h88 been 8et aslde to cover any worklng Capttal raqulrements In the event of a fall In Income or unexpected expendlture, for example the Ios8 of a vehlcle Ihrough accldent or theft or fire at one of our bases. The Speclfic Team Areas funds Indude area8 of team actlvltle8 both operatlonal and tralnlng e.g. Crag, Water, Comms, Dogs et 13 Teesdale and Weardale Search and Mountain Rescue Team Nots8 to the Accounts (¢ondnuedJ Year Ended 31 July 2024 18. Analy818 of Net Assets Between Fund8 un￿stricted Funds Restricted Total Fund8 Funds 2024 Tangible fixed assets Current assets Creditors18ss than 1 year Net assets 31.202 252,289 {2,431) 281,060 31,202 252,620 (2,431) 281,391 331 331 Unrestricted Funds Restricted Total Funds Funds 2023 Tangible fixed assets Current assets Creditors less than 1 year N•t assets 45,661 252,500 (6,339) 291,822 45,661 253,656 (6.339) 292,978 1.156 1.156 19. Related Partlos There were no disdosable related party transactions during the current or previous year. 14 Teesdale and Weardale Search and Mountain Rescue Team Managemont Infommtion Year Ended 31 Juty 2024 Th• Followlng hges Do Ilot Fomi Part of tho Accounts. 15 Teesdale and Weardale Search and Mountain Rescue Team Detalled Statement of Financial Activities Year Ended 31 July 2024 2024 2023 Income and endowments Donations and legacles Donations Collection boxes Street collections Gift aid income Vehide fuel donation Teesdale and Weardale Stones Weardale AAP 33,872 1.510 2.155 2.221 1.500 253 22.460 2.855 2.637 1,500 289 3.000 35,835 41,511 Charhable actlvllles Communications income Income from medical cover Training income 1.023 1,000 480 2.014 3,500 1,280 2.503 6,794 Other tradlng actlvltles Fundraising income 4.381 6,015 Investment income Bank Interest receivable 4.914 459 Totsl Income 53,309 49,103 Expendlturn Fundraising costs Insurance Premises costs Vehicle expenses Accountancy and bookkeeping faes Communications Oepreciation Equipment purchases Training Other Costs 1.3a4 2,756 683 9,548 2,905 4,438 17,782 19,635 4,422 1.393 7,360 2,440 1,100 6,159 2,247 3.979 15,201 8.256 6,408 1.018 Total expondI￿re 64,896 54.166 Deficlt for the year (11.587) {5.063) 16