## **Journey Enterprises Ltd**
(a company limited by guarantee)
**Annual Report and Financial Statements for the year ending 31[st] March 2021**
Charity registration number 514827 Company registration number 1780839
**Journey Enterprises Ltd**
|**Contents**|**Page**|
|---|---|
|Reference and Administrative Details|1 – 2|
|Trustees' Report|3 – 26|
|Independent Auditors' Report|27|
|Statement of Financial Activities|28|
|Balance Sheet|29 – 30|
|Statement of Cash Flows|31 – 32|
|Notes to the Financial Statements|33 – 54|
|Detailed Statement of Financial Activities|55 – 56|
**Journey Enterprises Ltd**
## **Reference and Administrative Duties**
Trustees
C Benn E Jennings (resigned) K I Milton B Simpson C H S Swinburne
Key Management Personnel E V McPherson M E Leadbeater Principal Office Network House Acomb Industrial Estate Hexham Northumberland NE46 4SA
Company Registration Number 01780839 Charity Registration Number 514827 Independent Examiner Armstrong Watson Burn Lane Hexham NE46 3RU
Bankers
Lloyds Bank plc Hexham Priestpopple Hexham NE46 lPE
Unity Trust Bank plc 9 Brindley Place Birmingham B1 2HB
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**Trustees Report Journey Enterprises Ltd**
## **Trustees**
The Trustees, who are directors for the purposes of Company law, present the Annual Report together with the Financial Statements and Auditors’ Report of the Charitable Company for the year ended 31 March 2021.
## **Structure, Governance and Management**
## **Nature of Governing Document**
Journey Enterprises Ltd is a company limited by guarantee, governed by its Memorandum and Articles of Association dated 23rd December 1983, revised on 11th October 2012 and 14th September 2017. The Company's registration number is 01780839. It is registered as a charity with the Charity Commission, number 514827. The members have agreed to contribute £1 in the event of the Charitable Company winding up.
## **Recruitment and Appointment of Trustees**
The number and skills of Trustees is regularly reviewed and any gaps identified. Existing members approach suitable candidates who are invited to attend meeting, initially as observers, before being invited formally to join the Board following application, _fit and proper persons_ check and references.
One third of the Trustees in office retire by rotation at each Annual General Meeting. A retiring Trustee is eligible for re-election. Members of the charitable company may propose other persons for election as Trustees.
## **Induction and Training of Trustees**
All new Trustees undertake induction and Safeguarding training to support their roles and to understand the context of learning disability today. Each Trustee is issued with the Directory of Social Change Trustee Handbook which explains their role and principal responsibilities. Wider training is provided both internally and externally, enabling Trustees to develop their knowledge of Journey and of the Charity’s contribution within the disability sector and to explore areas of interest. Trustees with a professional understanding of Safeguarding are invited to act as Trustee Safeguarding Lead. This role links to the Designated Safeguarding Lead who is the Charity’s Operations Manager.
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**Trustees Report Journey Enterprises Ltd**
## **Arrangements for Setting Key Management Personnel Remuneration**
The Board of Trustees gift their time to the Charity. No Trustees received remuneration in the year. Day-to-day management of the Charity is delegated to the operational team, the Charity’s Key Management Personnel (KMP), as noted in the Reference and Administration section. Together with the Board the KMP direct, control, run and operate the activities of the Charity. The pay of the KMP is reviewed annually and normally increased in line with average earnings. The Trustees benchmark against pay levels within the Third Sector regionally, incremental increases accommodated within forecast budgets and applications for funding.
## **Organisational Structure**
The Charitable Company is organized so that the Trustees meet quarterly through the year to review its affairs and set objectives. The Senior Management Team Day comprising Chief Executive Officer and Operations Manager oversee implementation of the Board’s strategy and day to day operations in a staff team of 17 FTE employees.
## **Risk management**
The Trustees have agreed to examine on a quarterly basis the major risks faced by the Charitable Company. These risks include financial, operational and regulatory risks. Systems are in place to minimize these risks, the Charitable Company required to report to commissioners, regulators and to funders.
## **Financial review**
The results for the year and the financial position of the charitable company are shown in the attached financial statements.
In summary, the Charity’s total income for the year was £807,312 (2020 - £919,759) of which £73,354 related to restricted project income (2020 - £33,335). Total expenditure for the year was £717,088 (2020 - £1,082,791) of which £57,771 related to restricted project expenditure (2020 - £34,541).
## **Reserves policy**
The charitable company has free reserves of £347,348 as at 31 March 2021 (2020 - £341,035). The Trustees consider this level of reserves to be sufficient to deliver charitable objectives for the next twelve months. Free reserves are calculated by deducting fixed assets from the unrestricted reserves held at the year-end.
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**Trustees Report Journey Enterprises Ltd**
## **Objectives and activities**
## **Objects and Aims**
The Charitable Company’s object and principal activities are to:
- Assist and encourage the education and vocational training of people with a learning disability and complex needs enabling them to promote their independence and find gainful employment opportunities;
- Provide or assist people with a learning disability and complex needs to partake in recreational and other leisure time activities with the object of improving their conditions of life and achieving their individual goals and aspirations;
- The Charitable Company also aims to raise awareness of learning disability.
The Charitable Company provides employability & life skills training, health & wellbeing activities for people with learning disabilities from its sites in Acomb near Hexham (Northumberland) Coundon near Bishop Auckland (Durham) and Newcastle (Tyne & Wear). In its normal operational delivery Journey offers its Clients opportunities to undertake work experience through its enterprise initiatives which provide vital services for local communities.
These include community kitchens, horticultural services and kiosks. However, the Charity’s operations were re-designed in 2020-2021 to deliver virtual and outreach services during COVID-related compulsory closures of social care Day Centres, and resumed conjointly on site from September 2020.
The Charity continues to ensure that its objectives remain relevant to the everchanging challenges within the health and social care sector to meet the needs of its Clients. The Charity has a vital role to play in the well-being and improvement of quality of life of the people supported.
Expenditure and development initiatives are planned, executed and monitored in line with the Charity’s five-year business plan and key strategic priorities. Our Business Strategy was refreshed in February 2020, new strategic priorities confirmed in February 2021 as the external context amidst COVID-19 began to settle.
The principal strategic priorities for 2021-2026 are:
-
- Employment, training and supported volunteering
- Health & wellbeing
- Expanding activities in community
- Supporting complex needs
- Putting Hubs at the heart of community
- Further developing the learning organisation
- Working in partnership
- Continuing to invest in and develop our resources
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**Trustees Report Journey Enterprises Ltd**
## **Future Plans**
The Charity’s overarching aims are enabling people with complex needs to enjoy active, inclusive and fulfilling lives within their community.
To realise this ambition, and following the significant investment reserves to improve and enhance its sites and services, the Charity is committed to further developing its Hubs and resources. This is not only to support people with learning disability but to open Journey’s sites to local communities. These initiatives have been trialled very successfully in Coundon and are now being taken forward at our Acomb and our new Newcastle sites. By working in partnership in local communities, we provide opportunity for people with learning disability to serve and support their community whilst bring diverse sections of our localities together. Journey has a vital place at the heart of the communities surrounding our sites.
Recognising the sparsity of effective longitudinal provision for people with the most complex needs, particularly in rurally dispersed catchments like Northumberland, the Charity is committed to diversifying its service offer and enhancing its resources to support the needs of people with profound and multiple learning disability. This work will commence at our main site at Acomb requiring further development of the site and resources, and a commitment to further Staff training and specialism.
The Charity has prioritised Staff development and increasing opportunities to bring our Hub teams together, learning from best practice inside and outside the Organisation. Our creation of specialist and lead roles is giving opportunity for career advancement, ensuring the Charity retains knowledge and skills and giving continuity of social care provision to our Clients. We will continue with our investment in Staff training and also in our wellbeing services for Staff. This year has shown the importance of providing responsive and effective health & wellbeing support systems in the social care sector.
With the challenges of COVID-19 abating, the Charity takes the lessons learned through the pandemic period, shaping the priorities around the new external context. Leading our strategic vision, our Board of Trustees, look forward to further expansion of their numbers, the skills and interests of Board members, enabling the Charity to benefit from different lived experience and perspectives for a new era at Journey.
## **Public benefit**
As set out within Objects & Aims, the Charity delivers public benefit. A full explanation of the activities delivering public benefit are set out in the Achievements section of this Report. The section describes the Charity's activities during the year to deliver its business strategy and its charitable objects.
The Trustees confirm that they have complied with the requirements of section 4 of the Charities Act 2011 to have due regard to the public benefit guidance published by the Charity Commission for England and Wales.
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**Trustees Report Journey Enterprises Ltd**
## **Chair’s Report**
To everyone who has been with us on our Journey throughout the last year, a huge thank you! Thank you to the whole operational team, the Trustees, our financial team at Ward Goodman and, most of all, to the 165 people we support and their families.
To say that this year has been a little out of the usual is a bit of an understatement. Everyone has had to find new ways to work and they have done so with flying colours. Amazingly, not only have we survived but have actually developed , finding new and innovative ways to deliver our service, opening a new Hub in Newcastle, starting new opportunities, such as gardening projects, sports and wellbeing libraries at home and many others.
We are now looking to extend our scope in other areas of the region, hoping to give more people like you the chance to join us on the next stage of our exciting Journey. Thank you!
## **Barbara Simpson (Chair)**
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**Trustees Report Journey Enterprises Ltd**
## **Chief Executive Officer’s Report: The Charity’s Performance & Achievements**
This year has been one of the most challenging and one of the most rewarding for the Journey family. The test of resilience all at Journey have experienced has enabled the Charity to try new models of delivery and modes of deployment, our Clients and families to experience new services and connections, and our partnerships to come on board with us for this very different Journey.
We have closed the year in a remarkably strong position financially and in terms of wider performance. This is testament to the vision and determination of the Board and Senior Leadership Team, the commitment and flexibility of our Staff Teams, the strength of our financial team at Ward Goodman Accounting and to the quiet courage of our Clients and families.
Reviewing the year’s shape and key milestones: as we approached the new financial year the United Kingdom approached COVID. From the final weeks in March 2020 the Charity began preparing for Day Centre and enterprise closures. Our pending launch of the new Business Strategy and strategic objectives was rolled forward to be refreshed when we could reasonably assess the new external context emerging from COVID.
Key decision were made quickly to mitigate losses and to ensure we could direct resources to service re-engineering, Staff support, COVID protection measures and continuity of Client care. The Board of Trustees and Senior Leadership Team, now meeting weekly, assessed the potential longevity of business interruption for enterprise as ‘long term’ and made the very difficult decision to take the associated enterprise Staff through consultation and closure. Vehicle stock was returned, reducing cost burdens. Our new website launch was extended giving us time to develop further Client-side resources securely to support virtual delivery, Clients involved in testing at all stages.
The Senior Leadership Team re-designed the Charity’s service over a three week period to enable us to delivery Day Services in a blended model offering face to face mentoring near Clients’ homes, virtual group sessions and care calls. Applying for a wide range of available grants and agreeing reallocation of some existing capital grants with funders, the Charity was able to offer a dynamic programme of wellresourced activities packs and a comprehensive exercise equipment library. These focused on three principal areas: Clients’ mental health, Clients’ physical health and wider wellbeing. The aim was to enable us to continue to support the key outcomes of the Clients’ Care Plans by mirroring their normal schedules in Day Service and to provide respite for family carers.
For our Staff, equipment was reallocated ensuring Staff were resourced to work safely and effectively from home and in community. This work was led with remarkable dexterity by our Business Support Manager, Jo Bramley, ably supported by Hub Administrators, Gillian Aitchison, Claire McGettigan and Gemma Sowerby and by our impeccable IT service support at local SME, NE Solutions. The importance of a strong administrative hub supporting fully dispersed operations has been demonstrated amply throughout this year
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**Trustees Report Journey Enterprises Ltd**
Support and communication systems were very significantly enhanced to ensure Staff remained in contact daily across operations, were able to access critical systems and also received the Charity’s fullest support, particularly in relation to mental & emotional health. All Staff have found the year challenging, particularly those who normally work on site face to face with Client groups and colleagues, and the Staff Team has also included a small number of employees who have been in the shielding group for 13 months. This included a comprehensive healthcare package with 24/7 access to both GPs and counselling and enhanced support, supervision and Staff meetings. Sitting together with the Charity’s roll on of the Better Health at Work award programme, and the wider work undertaken as part of Investors in People and Disability Confident quality marks, Journey’s continuing investment in Staff wellbeing remains a priority
The Charity’s day and employability services supported 165 people with learning disabilities from Northumberland, Tyne & Wear and County Durham during 2020-2021. Journey’s Clients have longitudinal learning disability, the majority of Clients with conditions from birth. These include Down’s syndrome, Williams syndrome, Fragile X, cerebral palsy, Sotos, Prader-Willi and also autism. Co-morbidity is prevalent in the majority of Clients, autism and mental health disability the two most commonly reported co-morbidities in service. Mental health disability has been significantly impacted by the COVID shielding period with our most vulnerable Clients remaining in the shielding group at home for over a year. A ratio of Clients have also shielded because of frail elderly parent carers. Some Clients, sadly, like Staff, have lost close family members from COVID during this period.
Operating in Journey ‘Hububs’ – our unique support bubbles – the Charity’s Staff Teams trained with the NHS to create a COVID secure context for Clients to return from September. We commissioned Northumbrian artist, Dave Bull, who visited our Hubs and met Clients pre lock-down, to design the artwork both for the new website and our COVID posters and aide-memoires.
Making COVID measures on site friendly and welcoming was important, Clients having chosen the design of the new artwork. Our initial return was a blended first step with Staff working both on site and off site providing our outreach support (J2U), continuing the care calls and virtual delivery, and also providing on site activities. We are indebted to our Life Skills Coaches for their professionalism, enthusiasm and creativity in managing ‘two services’ jointly.
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**Trustees Report Journey Enterprises Ltd**
## **Staffing**
The Charity retained a core Staffing team of 17 FTE during the financial year. Our continuing priority has been investment in front-line, Client-facing roles.
As we review the year it is our opportunity to thank our unique Staff Team for their knowledge, commitment and service, and also to thank our Volunteers and Trustees who add inordinate value to the Charity.
## **Trustees**
This year has placed high demands on Trustees and we are so grateful for their support for the Charity. The requirement to make responsive and significant decisions demanded a very busy schedule of regular meetings and communications. The Board moved in to this new era with positivism, confident in the Charity’s ability to respond appropriately and to be able to provide critical support at a time when the familiar world for people with learning disability seemed to be closing down at pace.
Trustees’ perspective, gleaned from lived experience of learning disability and their professional expertise, give a layer of insight which guides the Charity through periods of calm and challenge equally.
We were delighted to welcome two new Trustees to Journey, Christopher Benn and Kenneth Milton, joining us in a virtual AGM in September. At the same time we bade farewell to Chair, Emma Jennings. Emma very kindly chose to extend her Chairmanship with the Board through the first stages of COVID and until we were joined by our new Trustees. We thank Emma for her commitment to Journey over the past years and wish her every success in her increasingly full commercial life.
We are conscious like many regional charities of the challenges of Trustee recruitment. One of the great benefits of the COVID period has been realisation that much more work can be conducted effectively at distance. Whilst we all miss the physical presence of the Board meetings on site, if the Charity is able to encourage more potential Trustees on board by adapting virtually, this may be particularly attractive for Trustees who have disabilities or caring roles.
## **Volunteers**
1440 hours of volunteering were gifted to the Charity during 2020-2021 equivalent to £19584 hours of paid work (average regional wage). Volunteering is the lifeblood of the Charity sector and we thank our superb volunteers for their skills, expertise and commitment to the Journey family.
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**Trustees Report Journey Enterprises Ltd**
## **Senior Leadership Team: The Forward Vision**
This has been a year of unprecedented demand on a very small Senior Leadership Team but one which has shown the Team’s ability to respond quickly to emerging contexts to ensure operational delivery is maintained and cost burdens offset.
Our commitments in 2019-2020 to invest significantly from the Charity’s reserves in to enhancement and development of our Client-based resourcing, from our Day Centre buildings and gardens to the equipment used in activities, was mirrored in our recommendations to the Board of Trustees for 2020-2021. The COVID year gave us an unique opportunity to undertake enhancement work on sites whilst Clients were Shielding at home (supported by our J2U programming) and also to configure the safest systems and deployment for ‘Return Journey’. This was matched by the splendid range of resourcing we were able to secure through grant aid applications for the J2U Client programming, ensuring continuing development of Client skills whilst away from Day Centres and supporting wider wellbeing.
We completed a very successful Away Day with the Board of Trustees in February 2020 for our Business Strategy refresh, recommending to the Board that we put proposals for the key strategic priorities on hold until the COVID context settled. This enabled us to focus on business continuity and business recovery stages, with the key focus on ensuring both continuity of Client-side delivery and quality of delivery.
Safeguarding has had a very significant focus throughout the year and I am indebted to our Operations Manager and Designated Safeguarding Lead, Maggie Leadbeater, for leading a year of exceptional operational transition with resilience, vision and expectations set high. Our focus on Safeguarding vulnerable Clients/families through this very turbulent and, for Clients, frightening period, enabled us to identify quickly Clients/families of concern, refer promptly in to Safeguarding Adults Hubs and ensure risks of harm were reduced.
## Maggie Leadbeater:
_“The country went into a COVID 19 lockdown 23[rd] March 2020, all Journey’s Hubs closed their doors to social care delivery from the following day. As an organisation working with very vulnerable Clients we recognised the issues and possible dangers both Clients and unpaid Carers could be facing. Our reconfiguration of services and Staffing could not have been possible without the support of our local commissioned IT support services provided by NE Solutions and telephony by United Telephony Services._
_As a Charity we prioritise local procurement and providers who share our values and the importance of our mission. These firms went ‘above and beyond’ to ensure the Charity could reach Clients quickly and without business interruption, whilst also ensuring Staff were safe and supported._
_Managers and the Senior Leadership Team developed the protocols and support structure to continue supporting Clients remotely as well developing a safe chat room facility through our new website. These enabled Clients to make contact, to chat and support each other reducing some of the isolation we were all feeling._
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**Trustees Report Journey Enterprises Ltd**
_All Clients received a welfare call whether it was by phone or via zoom weekly some daily as needed. At this time some Clients packages of care were closed by local authorities but we continued to offer our services to those Clients._
_Where Staff had concerns these were passed to Social Workers and Care Managers in all cases additional support was given to families. All Clients were ‘RAG’ rated ensuring those at highest risk received the most tailored and intensive support. This rating was used to decide which Clients would first return to Hub-based service, in agreement with Care Managers._
_Eighteen safeguarding alerts relating to Client/Carer welfare were identified and raised by the Journey Team during this period. These encompassed financial abuse, neglect, physical abuse, psychological/emotional abuse, self-harm, self-neglect and sexual abuse. Several Clients were placed in temporary accommodation, removing them from risk of further harm._
_These interventions show the importance of the continuity of service provision from Journey for vulnerable adults/families in a climate of significant change.”_
## **Middle Management Team**
Journey has a middle management team of four Staff - three Hub Managers and a Business Support Manager. The Team has faced a formidable year of continuous challenge, change and demand, tackling it head on with enthusiasm, close collaboration and unending optimism. Their work has been tireless.
Joanne Bramley, Business Support Manager, continues to steer our administrative and governance support functions with calm and decisive leadership. This has been tested at points critical to ensuring our ability to respond to the COVID context, most notably in the first weeks of lock-down and service redesign. We are indebted to her for her work and commitment to the Staff Team, Trustees and Journey’s Clients/families.
Adam Bird (Newcastle) assumed a new role combining support for the Operations Manager and wider Hubs and leading on community fundraising across the Charity. These were combined with his continuing management of the Newcastle Hub Team. Moving in to new responsibilities during contextual crisis externally, the roles have proved central to the Organisation’s future development. We thank Adam for his dedication and hard work this year.
We welcomed Sarah Smith as the new Hub Manager at Acomb, coming to Acomb from Journey’s Newcastle Team. Sarah’s first year has proved unique and given an opportunity to test our new ways of working to support Clients through the outreach programme, and also allowing time for the Hub on site enhancement work to progress. Sarah has approached the year with extraordinary positivism and drive, embracing challenges with a clear way forward. Her vision for Acomb, shaped around employability, enterprise and community partnerships is very dynamic and heralds a new start for the Hub family.
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**Trustees Report Journey Enterprises Ltd**
Emma Boyle, Hub Manager Coundon, bid farewell to Journey to return to educational practice (residential care). Emma joined us in 2018 and we have greatly enjoyed working with her and seeing her Team and service develop at Coundon. We wish Emma every success. Temporary management of the Hub has been overseen by our Middle Managers overseen by our Operations Manager, whilst we recruit for Emma’s successor.
## **Funding Priorities**
The majority of Journey’s Clients receive care support packages in the form of personal budgets from local authorities and/or the NHS (Continuing Health Care), these constituting 82% of the Charity’s income mix annually. Expenditure on delivery of Client services assumes 98% of the Charity’s costs annually, requiring Journey to source the balance of costs for individual Clients, new programming and resourcing each year.
The ‘COVID year’ has been an atypical year of funding both in the form of how payments have been awarded from Local Authorities and in the availability of grant aid from both statutory and non statutory sources.
In common with charities across the country, Journey has experienced loss of income streams as a direct result of the COVID pandemic.
The Charity lost revenue from the closure of its enterprises encompassing our two Kiosks, community kitchens and horticulture. Similar loss of revenue occurred where we lost our events (shows and fetes) and the wider fundraising opportunities which feature in normal operations. As a social care provider we could not uptake the furlough scheme on behalf of our enterprise Staff working in the Hexham Kiosks, nor our Enterprise Manager, these contexts genuine redundancies. With Kiosks closed for the long term and no associated salaries to support, we have been able to partially offset the loss of enterprise income.
The Board and Senior Leadership Team agreed with the approach of year end, that we would relaunch a single Kiosk only, this being at Hexham Bus Station. This Kiosk offered greater opportunities for more Clients to enjoy work experience concurrently and higher potential footfall. This sadly meant permanent closure of our Kiosk at Hexham Rail Station which has been such a feature of the Journey family. We value greatly the partnerships we have made in the past four years with the Staff at Northern Rail and Hexham Station, and at the Tyne Valley Rail Partnership. We continue to work with the Station Staff to maintain the platforms’ planters and hanging baskets and look forward to working further with TVRP.
A small ratio of Clients moved out of Journey’s service because they attended dual provision and had to make the decision to choose a single provider. This was at the direction of Care Managers and central Government, ensuring the risk of COVID transmission from Day Centre to Day Centre was reduced. However, these were partially offset by Clients similarly who increased days in service, choosing Journey’s provision as their ‘sole provision’.
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**Trustees Report Journey Enterprises Ltd**
The Charity continued its programme of development through commitment of designated reserves to complete refurbishment of Acomb site, installation of stair lifts at both Acomb and Coundon and repairs to the platform lift at Acomb, structural work to address flooding in the gardens at Acomb and deposits on four minibuses on a hire purchase basis. As set out in our Annual Report 2019-2020 these buses replace the former lease hires operated over many years by Journey which were proving cost prohibitive and increasingly unreliable.
We set aside reserves to address the additional costs arising from COVID including cover for Staff sickness absence, equipment needed to prepare sites to be COVID secure and consumables. These funds were matched by local authority grant aid from Durham County Council and Northumberland Council, and PPE stock being made available for our Coundon Hub from Durham County Council.
Our wider fundraising through grant aid has committed to securing capital grants to purchase activities equipment for Clients to use at home to support physical & mental health and wider wellbeing and additional Staffing to cover outreach activities and conjointly deliver Day Service Hub-based provision as a blended service offer from September 2020. Grants have also supported the cost of care calls which have provided a life line for Clients/families during the long period of shielding. As we moved back to Hub-based delivery grant aid focused on further new activities resources supporting drama and sports activities. The largest scale award for sports activity was from Sport England who have funded an outdoor gym which has been installed in the gardens at Acomb Hub.
The Charity is indebted to its funders who have supported us. During 2020-2021 these funders enabled us to deliver the new configured service provision, keep our Staff and our Clients/families safe and achieve a successful ‘Return Journey’ to Hubs mid year. This blend of continuing support from local authorities and the NHS, enhanced by grant aid from national and regional charitable trusts and foundations, community groups and companies, provides a platform of support which keeps smaller regional charities operating even in the most challenging of contexts. Our profound thanks to our commissioners, funders and fundraisers enabling our service continuity and success.
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**Trustees Report Journey Enterprises Ltd**
## **Local Authorities: Personal Budgets & Grant Aid**
- Birmingham City Council
- Durham County Council
- Gateshead Council
- Newcastle City Council
- North Tyneside Council
- Northumberland County Council
## **National Health Service: Continuing Healthcare**
- Durham Clinical Commissioning Group
- Northumbria Healthcare Foundation Trust
## **Charitable Trusts & Foundation Grants: Programme Grants**
- Big Lottery COVID Fund (J2U)
- CAF COVID Resilience Fund (J2U)
- D’Oyly Carte (Sounds Different)
- Durham Community Foundation COVID Fund (J2U)
- Finnis Scott (Acomb Wild!)
- Muckle Fund – Community Foundation Tyne & Wear
- Curtin PARP Fund – Community Foundation Tyne & Wear
- Sport England Return Play (Acomb gym)
## **Community and Corporate: Programme Grants & Capital Awards**
- Tyne Valley Beer Festival (Wheels Meet Again - minibus fund)
- Leeds Building Society (Acomb Hub/furniture for Client areas)
- The Tyne Valley Company (Hexham Station: planters and hanging baskets)
Tyne Valley Beer Festival donation received by Client with Sarah Smith (Hub Manager Acomb)
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**Trustees Report Journey Enterprises Ltd**
## **A Year through Journey’s Programmes**
Journey’s Day Activities sit at the heart of our work with Clients. Life Skills Coaches are trained to work with adults with learning disability in a Positive Behaviour Framework. Our normal group sizes are of 8-10 adults of different abilities and disabilities, unified in having learning disability as their primary condition.
Led by Maggie Leadbeater, Operations Manager, Hub Managers plan schemes of activities with their Life Skills Coaches which will meet each Client’s Care Support Plan needs. Working with Clients, the Charity aims to enable Clients to develop life and work skills, to manage and thrive with their disability, to make friendships and to stay healthy and active.
## Maggie Leadbeater:
_“PBS is a person-centred framework for providing long term support to people with learning disability and/or autism. It includes those with mental health conditions, forensic background and those who have or maybe at risk of developing behaviours that challenge._
_PBS approach is based on a set of values that provides support to promote inclusion, choice, participation and equality of opportunity, perfectly aligning to Journey values._
_In 2019 Journey Enterprises committed financially to implementing PBS across the Organisation. This encompassed training of all Staff and the establishment of a framework and best practice which would enable us to deliver Client’s aims and aspirations consistently in line with Person Centred Plans. BILD were commissioned by Journey to support the Middle and Senior Management Teams to develop and embed the new PBS quality framework.”_
In this COVID year we have worked initially in 1:1s with Clients going out to mentor Clients in their home area. This work provided a vital bridge for Clients, seeing familiar Staff, occasionally one other Client from the same ‘Hubub’, and a means of reaccessing a very different world outside with support.
Fatima El-Jellaoui, Simon Docherty and Stephen Armstrong - Life Skills Coaches delivering 1:1 befriending and mentoring visits during national lock-down.
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**Trustees Report Journey Enterprises Ltd**
For many of our Clients we have seen a significant deterioration in communication skills. In this context the face to face visits, supported by the wider work of online group sessions, care calls and visits with exercise and activities libraries, have enabled us to ensure changes in condition and capability receive appropriate support. And, as we transitioned towards ‘Return Journey’ our virtual sessions and mentoring visits could prepare Clients for the new world at Journey.
Virtual sessions have been a voyage of discovery, from dance lessons, discos and musicals, to exercise, science experiments, cookery and sugar craft, to quizzes, competitions, forums, health & safety lessons, and much more. We welcomed a Commissioner from Northumberland County Council to one of our sessions who described the experience as ‘the best day’s work I’ve had in years.’
Clients showed us their extraordinary talent not only adapting so quickly to this new way of receiving Journey’s services but their ability to make technology ‘work for them’. Clients involved in interviewing potential Staff via Zoom showed that virtual distance is no barrier to finding not only the person for the job but the right person for Journey. Their questioning would put even the most seasoned interviewer ‘through their paces’.
Just as we had redesigned services to go in to lock-down and outreach work, we remodelled the ‘Return Journey’ to enable Clients to work in small groups of up to four initially remaining in the same working areas and with the same Life Skills Coach throughout the day. A significant reduction in numbers able to travel socially distanced on Journey’s minibus has resulted in the Charity having to provide double runs with associated cost increases, and loss of revenue where we only take a quarter of bus capacity.
Against this complex backdrop, the Charity was delighted to be re-awarded its Investors in People award in December 2020 and to receive notification that it was one of fifteen organisations identified by Lords Pickles and Blunkett as exemplars of best practice. The Charity was invited to be featured in the Parliamentary Review which was launched as the financial year came to close. The Charity joined the National Leaders Council of Great Britain and Northern Ireland, giving it greater opportunity and profile to raise issues affecting the lives of people with complex learning disability and their families and to recommend life changing possibilities.
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Trustees Rèport
Journey Enterprises Ltd
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Based In Hexham, Newcastle
and Bishop Auckland
SeNicÈs'. Life and work skills
traininfj for people with
complex learnin9 dibility
No. of employees.. 25
IIP. BILD IPBSI and o16111ty
Confident quality marks
www.joumryWISes.cO.uk
Values at heart
At the heart of Ouf delAry are fwe key values". accountability. per50n-centred
delivery, openness, Inclusivity and creatwity. Shapino all aspècts of operations
and p*tICe, the application of the central tenet of personalisation across an
organitiOnal culture demonstra1es how dibility pfaaice has driven Innovaiion.
Poge 17
**Trustees Report Journey Enterprises Ltd**
## **Acomb Wild! (Finnis Scott Foundation)**
Journey was delighted to have been awarded a generous grant from the Finnis Scott Foundation to continue our work to develop Acomb Hub’s gardens. The planned focus for 2020 – 2021 to landscape and plant areas supporting our new sensory and habitat structures, was aborted both by the arrival of COVID-19 and significant flooding in the gardens. Journey’s Designated Reserves commitment to enhance Acomb Hub enabled us to commission site clearage and re-channelling, diverting overflow off area. With the Clients’ phased return beginning in initially small bubbles of four Clients/session, we began shaping Wild Stage Two.
We decided to meet with a designer from Groundworks and are now looking at developing a commissioned project to formally restructure the grounds and undertake some of the larger scale work which Clients are unable to complete. Clients worked with Life Skills Coaches, Andy Davy, Simon Docherty and Nadiyah Storey, to decide on the key features of the work. Clients decided that the key priorities were further sensory features, areas for growing and cooking, relaxation, keep fit and more wildlife. A water feature and edible plants were high on the agenda, as was space for Clients to meet, eat and relax together outside throughout the year.
Clients have started the work ahead with clearing of the old polytunnels.
Page 18
**Trustees Report Journey Enterprises Ltd**
## **Acomb Furniture (Leeds Building Society)**
Supported by the Leeds Building Society Acomb’s new stock of furniture arrived in bright Journey colours. We decided on stock which would enable us to keep COVIDsafe at the end of use, wipe down, easy maintainable. We are indebted to the Leeds Building Society for helping us transform our Hub in to a strongly Journey but COVIDsafe Day Centre.
## **COVID Resilience Funding (CAF Bank)**
Our largest grant award in 2020-2021 was received from the CAF Bank’s COVID Resilience funding stream. This was a very significant award which added substantial underpinning financially for Journey’s new outreach service, J2U, specifically for Staffing of this service after we had returned some Clients to sites and were operating a blended service model. Our thanks to the CAF Team for the rapidity of grant turnaround which enabled us to focus fully on service sustainability and quality.
## **COVID Resilience Grant (Durham County Council)**
Durham County Council’s award of additional grant aid to regional charities working in social care provided invaluable support for our reconfigured service costs in our Coundon Hub. The award enabled us both to part-fund some of the costs of the new service activities shaped as the J2U Programme and also to cover some of our additional Staffing costs arising from Staff isolation absences. We are indebted to the Local Authority for its responsive handling of funding as we moved through the first months of the COVID ‘era’, ensure monies were streamed quickly to the Third Sector working to support vulnerable adults.
## **J2U (Big Lottery and CAF Bank)**
Our J2U programme brought together the COVID Resilience Fund award from the CAF bank with emergency COVID funding streaming through the Big Lottery. Our focus for the Big Lottery grant was creation of Client packs and programming to support mental & emotional health and nutrition. These were a priority for the extended lock-down period ensuring Safeguarding and wellbeing.
The packs brought delight for Clients throughout the year and respite for unpaid Carers. The creativity of our Life Skills Coaches in creating these packs and structuring virtual sessions has been astonishing and we thank this Team for their innovation, determination and enthusiasm. We also thank the Hub Administrators who undertook marathons of photocopying and pack collating each week.
We have all greatly enjoyed learning more about our Staff Team through the year with strikingly ‘hidden talents’, emerging to provide fun, challenging and adventurous activities for Clients.
Page 19
**Trustees Report Journey Enterprises Ltd**
The Life Skills Coaches and Hub Administrators Team:
Gillian Aitchison (HA Acomb) Stephen Armstrong (LSC Newcastle) Dave Brown LSC (Coundon) Kevin Davies (LSC Newcastle) Andy Davy (LSC Acomb) Simon Docherty (LSC Acomb) Stuart Fieldson (LSC Coundon) Sallie Hughes (LSC Coundon) Fatima El-Jellaoui (LSC Newcastle) Claire McGettigan (HA Newcastle) Lyndsey Jones (LSC Coundon) Gemma Sowerby (HA Coundon) Asma Shitar (LSC Newcastle) Nadiyah Storey (Senior LSC Acomb) Nathan Watson (Senior LSC & Volunteering Lead Newcastle)
## **Keeping you Safe and Well (Durham Community Foundation)**
This vital grant provided funding for Coundon Hub’s care calls and activities packs throughout lock-down and, critically, very early in to the first weeks of our new service delivery. Our colleagues at both Tyne & Wear and Durham Community Foundations provide sterling support for the Sector, helping small charities locally to access funds committed to the region. Award decisions are made swiftly and this enables us to rollout programmes reactively, none moreso important than during a pandemic.
## **Puppets (Curtin PARP and Muckle Funds)**
The arrival of our wonderful array of life-size puppets funded dually by the Curtin PARP Fund (Community Foundation Tyne & Wear) and the Muckle Fund, has enabled us to build a programme of work at each Hub to support the development of communication, inclusion and social identity skills. Puppets are used to help Clients communicate, express, explore and develop a range of themes and contexts, building confidence and enabling access. They have been very helpful supporting Clients who are non-verbal and those who find it difficult to express their thoughts, views or feelings using spoken language or in inter-personal interactions.
Page 20
**Trustees Report Journey Enterprises Ltd**
## **Return Play (Sport England)**
Acomb is the first Hub to have its own gym. With generous funding from Sport England a new outdoor gym was designed and installed in the final quarter of 2020-2021. This resource is available to all Hubs to use. Together with our super range of sports equipment funded by the Cooperative Community and Big Lottery, Clients are aiming high in their sporting goals.
## **Sports Exercise Library and Day Service Activities (Cooperative Community Fund)**
Shoppers at the Cooperative in Hexham have been generously fundraising for Journey throughout the past year. Achieving a wonderful £5858 these funds allowed us to develop an exercise library of sports equipment which was taken out to Clients’ homes by the Life Skills Coaches during lock-down, and also to buy adapted sports equipment for use in the Day Centres. Whether joining a virtual sports session on line with friends and Staff from Journey, practising with a 1:1 home visit from a Life Skills Coach or working in small groups at the Day Centres, this equipment has brought huge joy and enabled Clients to stay fit, healthy and hopeful during a very challenging year.
Page 21
**Trustees Report Journey Enterprises Ltd**
## **Staff Programming**
This year has seen a significant investment in Staff training and development, aided by the dispersed working environment and move to virtual communications across the Charity’s operational team. Working leanly and without travel to/from sites or training venues, the rate of learning in the Organisation has seen a very substantial increase.
Leading the learning organisation has been our commitment to supporting Staff health & wellbeing under the Better Health at Work Award.
In Nov 2020 Journey signed up to the Award Scheme which is solely focused on Staff health & wellbeing and is Staff-led. Two Health Advocates have been trained to take the Programme forward, a Life Skills Coach and the Operations Manager.
At the start of the Programme we consulted with all Staff using an NHS-based health & wellbeing questionnaire recommended by the Better Health at Work Team but incorporating some additional questions we wanted to include covering the COVID context. The Survey was voluntary, confidential and achieved a 60% return rate. The results were sent back to the NHS to compile the statistics before review by the Senior Leadership Team and Middle Management Team. This Survey would enable us to zone our campaigns in the areas Staff felt were needed.
The results included areas which we estimated there would be Staff need such as mental health but also some areas which we had not anticipated. We were made aware from Staff who are recently settled in this country that their awareness of prevention and early treatment services to support their needs was not equitable with Staff who have always lived in the UK.
The Programme is now being rolled out in thematic areas led by our Health Advocates. All Staff will have access to a new range of sports and therapy equipment on a loan basis, and a resource library of health & wellbeing literature to support needs.
Our three key areas are mental health, physical health, and health & safety at work. We will be hosting specialists during the year to talk to Staff about key health issues, and further building our already substantial signposting database on Charitylog. We currently can signpost to 870 organisations.
Staff’s new-found confidence in, and enthusiasm for, Yammer and Teams has embedded the Programme quickly, enabling sharing of advice, tips, links to services and setting of fun challenges. And we will never forget the fancy dress Staff meetings which have raised spirits at some of the year’s toughest points
Page 22
**Trustees Report Journey Enterprises Ltd**
## **Journey Full Steam Ahead**
We move to the new forward year with our strategic priority recommendations for the Board clear in a balance of both growth and stability priorities. These ensure the Charity maintains and develops what works well and explores new opportunities to enrich the lives of people with complex needs.
Our growth priorities reflect the most challenging needs of people with learning disability. They are:
- Employment, training and supported volunteering
- Health & wellbeing
- Expanding activities in community
- Supporting complex needs
Looking back as we move forward, the highlight of the year for all of us has been the return of Clients to our sites again. The sounds and sights of people with complex learning disability welcoming long-missed friends, excitedly exploring the new COVID-secure Hubs with expressions of joy at seeing the whole Staff Team, has been unforgettable.
Client, Stephen, gave us an insight in to his feelings returning to Newcastle Hub:
- “I can’t sleep. My mind is full of a million colours to make dreams and I don’t know where to start…”
With Stephen’s vision reflective of the opportunities of our work ahead, we look forward now with mirroring optimism, sight-lines clearly set for our Journey on.
Elspeth McPherson Chief Executive Officer
Page 23
## **Trustees Report Journey Enterprises Ltd**
Approved by order of the board of Trustees on . on its behalf by:
nd signed
Page 24
Independent Examlners Report to the Tnjstees ol
Joumey Enterprises Ltd
For the Year Ended 31 March 2021
Independent examinels report to the trustees ol Joumey Enterprises Ltd {Ihe Company,)
I report to the charity trvstees on my examination of the accounss of the Company for the year
ended 31 Morch 2021.
Re5pon$ibllltles and basis of report
As Ihe chority's Iruslee5 of the Company land also its rfirectors for Ihe purposes of company lowl
you are responsible for Ihe preparation of Ihe accounts in occordance wilh the iequirements of Ihe
Companies Act 20061'lhe 2W6 Act'l.
Having salisfied myself that Ihe accounts of the Company are nol required lo be ovdited under Part
16 of the 2006 Act ond are eligible for independenl examinotion. I report in fespecl of my
exominalion of your chority's accounts os corried out under section 145 of Ihe Charities Act 2011
I'the 2011 Act'l. In carrying out my examinotion I hove followed the Directions given by the Charity
Commission undersection 145151 Ibl of the 2011 Act.
Independent examiner's statement
Since your charity'5 gross income exceeded £250.¢JX) yovr examiner must be a member of o listed
body. I con confirm Ihot l om qualified lo undertoke the examinalion because l am a registered
member of ACAIACCA which is one of the listed bodies.
I have completed my examinotion. I confirm Ihat no motters have come to my allenlion in
connection wth the examination giving me cause to believe:
accounting reccKds were not kept in respect of the Compony as required by seclion 386 of
the 2iJ)6 Act,. or
the accounts do not accord with those records." or
the accounts do nol comply with the occounling requirements of section 396 of the 2006 Act
other thon ony requirement thol the occounts give a true and fair view which is not a maller
considered as port of an independenl exomination- or
the accounts hove not been prepored in occordance wilh the mefhod5 and principles of Ihe
stotement of Recommended Praclice for occounting and reporting by charities lopplicable
to charities preporing their accounts in occordance wilh the Financial Reporting Stondard
applicable in Ihe UK ond Republic of Ireiond IFRS 10211.
I have no concerns and hove come acr055 no olher motters in connection with the examinalion to
which attention should be drown in this report in order to enable a proper understanding ot Ihe
accounls lo be reoched
J¢-Ih- KL'k- &IL-1
Armstrong Wotson , C449WTeli E ) A-L a *1 P I
ACAIACCA fji -rJi>£
Armstrong Wat50n Audit Ltmiled
Milburn House
Hexam Busines5 Park
Burn Lone
Hexham
NE46 3RU
Poge 25
## **Statement of Financial Activities Journey Enterprises Ltd For the Year Ended 31 March 2021**
|Notes
**INCOME AND ENDOWMENTS FROM**
Donations and legacies
3
**Charitable activities**
6
Client daycare funding
Daycare activity
Fuel duty rebate
Feed in tariff
Community enterprises
Other trading activities
4
Investment income
5
Other income
**Total**
**EXPENDITURE ON**
Raising funds
7
**Charitable activities**
8
Daycare activity
Community enterprises
Direct service provision
Staff costs
Other
**Total**
Net gains/(losses) on fixed asset revaluation
**NET INCOME/(EXPENDITURE)**
**Transfers between funds**
21
**Net movement in funds**
**RECONCILIATION OF FUNDS**
**Total funds brought forward**
**TOTAL FUNDS CARRIED FORWARD**|Unrestricted
funds
£
914
730,040
(756)
1,800
-
765
304
131
760
733,958
303
12,249
1,357
170,185
372,618
102,605
659,317
-
74,641
10,939
85,580
798,839
884,419|Restricted
funds
£
73,354
-
-
-
-
-
-
-
-
73,354
1,933
13,799
499
7,088
29,944
4,508
57,771
-
15,583
(10,939)
4,644
1,928
6,572|2021
2020
Total
Total
funds
funds
as restated
£
£
74,268
33,813
730,040
815,559
(756)
5,839
1,800
8,487
-
(250)
765
28,310
304
26,996
131
815
760
190
807,312
919,759
2,236
10,158
26,048
25,895
1,856
18,927
177,273
262,324
402,562
681,660
107,113
83,827
717,088
1,082,791
-
(7,643)
90,224
(170,675)
-
-
90,224
(170,675)
800,767
971,442
890,991
800,767|
|---|---|---|---|
These notes form part of these financial statements
Page 28
## **Balance Sheet Journey Enterprises Ltd 31 March 2021**
|Notes
**FIXED ASSETS**
Tangible assets
15
**CURRENT ASSETS**
Debtors
16
Cash at bank and in hand
**CREDITORS**
Amounts falling due within one year
17
**NET CURRENT ASSETS**
**TOTAL ASSETS LESS CURRENT LIABILITIES**
**CREDITORS**
Amounts falling due after more than one year 18
**NET ASSETS**
**FUNDS**
21
Unrestricted funds
Restricted funds
**TOTAL FUNDS**|Unrestricted
funds
£
537,071
64,371
495,851
560,222
(168,848)
391,374
928,445
(44,026)
884,419|Restricted
funds
£
-
1,032
5,540
6,572
-
6,572
6,572
-
6,572|2021
2020
Total
Total
funds
funds
as restated
£
£
537,071
449,414
65,403
106,162
501,391
429,559
566,794
535,721
(168,848)
(184,368)
397,946
351,353
935,017
800,767
(44,026)
-
890,991
800,767
884,419
798,839
6,572
1,928
890,991
800,767|
|---|---|---|---|
The charitable company is entitled to exemption from audit under Section 477 of the Companies Act 2006 and Sections 144-145 of the Charities Act 2011 for the year ended 31 March 2021.
The members have not required the company to obtain an audit of its financial statements for the year ended 31 March 2021 in accordance with Section 476 of the Companies Act 2006.
The trustees acknowledge their responsibilities for
- (a) ensuring that the charitable company keeps accounting records that comply with Sections 386 and 387 of the Companies Act 2006 and
- (b) preparing financial statements which give a true and fair view of the state of affairs of the charitable company as at the end of each financial year and of its surplus or deficit for each financial year in accordance with the requirements of Sections 394 and 395 and which otherwise comply with the requirements of the Companies Act 2006 relating to financial statements, so far as applicable to the charitable company.
These notes form part of these financial statements
Page 29
## **Balance Sheet - continued Journey Enterprises Ltd 31 March 2021**
These financial statements have been prepared in accordance with the provisions applicable to charitable companies subject to the small companies regime.
Trustees and authorised for issue on
These notes form part of these financial statements
Page 30
## **Cash Flow Statement Journey Enterprises Ltd For the Year Ended 31 March 2021**
|||2021|2020|
|---|---|---|---|
||||as restated|
||Notes|£|£|
|**Cash flows from operating activities**||||
|Cash generated from operations|1|146,713|(129,009)|
|Net cash provided by/(used in) operating activities||146,713|(129,009)|
|**Cash flows from investing activities**||||
|Purchase of tangible fixed assets||(136,958)|(56,949)|
|Interest received||131|815|
|Net cash used in investing activities||(136,827)|(56,134)|
|**Cash flows from financing activities**||||
|Loan repayments in year||(7,151)|(6,861)|
|Capital repayments in year||69,097|-|
|Net cash provided by/(used in) financing activities||61,946|(6,861)|
|||||
|**Change in cash and cash equivalents**|**in**|||
|**the reporting period**||71,832|(192,004)|
|**Cash and cash equivalents at the**||||
|**beginning of the reporting period**||429,559|621,563|
|**Cash and cash equivalents at the end**|**of**|||
|**the reporting period**||501,391|429,559|
These notes form part of these financial statements
Page 31
## **Notes to the Cash Flow Statement Journey Enterprises Ltd For the Year Ended 31 March 2021**
## **1.**
## 2.
|**RECONCILIATION OF NET INCOME/(EXPENDITURE) TO NET CASH FLOW**|**FROM OPERATING**|**ACTIVITIES**|
|---|---|---|
||2021|2020|
|||as restated|
||£|£|
|**Net income/(expenditure) for the reporting period (as per the**|||
|**Statement of Financial Activities)**|90,224|(170,675)|
|**Adjustments for:**|||
|Depreciation charges|36,711|25,899|
|Losses on investments|-|7,643|
|Loss on disposal of fixed assets|12,589|-|
|Interest received|(131)|(815)|
|Decrease in stocks|-|489|
|Decrease/(increase) in debtors|40,759|(4,129)|
|(Decrease)/increase in creditors|(33,439)|12,579|
|**Net cash provided by/(used in) operations**|146,713|(129,009)|
|**ANALYSIS OF CHANGES IN NET FUNDS**|||
||At 1.4.20|Cash flow|At 31.3.21|
|---|---|---|---|
||£|£|£|
|**Net cash**||||
|Cash at bank and in hand|429,559|71,832|501,391|
||429,559|71,832|501,391|
|**Debt**||||
|Finance leases|-|(69,097)|(69,097)|
|Debts falling due within 1 year|(101,290)|7,151|(94,139)|
||(101,290)|(61,946)|(163,236)|
|**Total**|328,269|9,886|338,155|
These notes form part of these financial statements
Page 32
**Notes to the Financial Statements Journey Enterprises Ltd For the Year Ended 31 March 2021**
## **1. CHARITY STATUS**
The Charity is limited by guarantee, incorporated in England and Wales, and consequently does not have share capital. Each of the trustees is liable to contribute an amount not exceeding £1 towards the assets of the Charity in the event of liquidation.
The address of its registered office is: Network House, Acomb Industrial Estate, Hexham, Northumberland, NE46 4SA.
## **2. ACCOUNTING POLICIES**
## **Basis of preparing the financial statements**
The financial statements of the charitable company, which is a public benefit entity under FRS 102, have been prepared in accordance with the Charities SORP (FRS 102 1A) '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 (FRS 102 1A) (effective 1 January 2019)', Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland' and the Companies Act 2006. The financial statements have been prepared under the historical cost convention, as modified by the revaluation of certain assets.
The accounts are presented in Sterling, which is the functional currency of the charity.
## **Going concern**
The financial statements have been prepared on a going concern basis. The trustees have considered the uncertainty relating to the coronavirus pandemic and its impact on the charity’s operations and finances. In the opinion of the trustees, with the additional grant funding received, considerations on loan financing and proactively managing cash flow, the charity has sufficient working capital to meet its financial obligations and pay its liabilities as they fall due for the foreseeable future, and therefore the financial statements have been prepared on a going concern basis.
The trustees have considered the level of reserves held and expected level of income and expenditure for the twelve months from authorising these financial statements and consider that the charity is able to continue as a going concern.
## **Estimation uncertainty and judgements**
The preparation of the financial statements requires management to make judgements, estimates and assumptions that affect the amounts reported. Other than estimates of prepayments, accruals and
depreciation, there are no significant judgements or estimates included within the financial statements.
## **Income**
All income is recognised in the Statement of Financial Activities once the charity has entitlement to the funds, it is probable that the income will be received and the amount can be measured reliably.
Page 33
continued…
**Notes to the Financial Statements Journey Enterprises Ltd For the Year Ended 31 March 2021**
## **Donations and legacies**
Donations are recognised when the Charity has been notified in writing of both the amount and settlement date. In the event that a donation is subject to conditions that require a level of performance by the Charity before the Charity is entitled to the funds, the income is deferred and not recognised until either those conditions are fully met, or the fulfilment of those conditions is wholly within the control of the Charity and it is probable that these conditions will be fulfilled in the reporting period.
## **Grants receivable**
Grants are recognised when the Charity has an entitlement to the funds and any conditions linked to the grants have been met. Where performance conditions are attached to the grant and are yet to be met, the income is recognised as a liability and included on the balance sheet as deferred income to be released.
## **Other trading activities**
Income from other trading activities is recognised when it is receivable and is earned by the charity.
Page 34
continued…
**Notes to the Financial Statements – continued Journey Enterprises Ltd For the Year Ended 31 March 2021**
## **2. ACCOUNTING POLICIES - continued**
## **Income**
## **Investment income**
Interest on funds held on deposit is included upon notification of the interest paid or payable by the bank. This is normally upon receiving the bank statement from the bank.
## **Charitable activities**
Income from contracts for the supply of services is recognised with the delivery of the contracted service. This is classified as unrestricted funds unless there is a contractual requirement for it to be spent on a particular purpose and returned if unspent, in which case it may be regarded as restricted.
## **Expenditure**
Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to that expenditure, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably. Expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all cost related to the category. Where costs cannot be directly attributed to particular headings they have been allocated to activities on a basis consistent with the use of resources, with central staff costs allocated on the basis of time spent, and depreciation charges allocated on the portion of the asset’s use. Other support costs are allocated based on the spread of staff costs.
## **Raising funds**
These are costs incurred in attracting voluntary income, the management of investments and those incurred in trading activities that raise funds.
## **Charitable activities**
Charitable expenditure comprises those costs incurred by the Charity in the delivery of its activities and services for its beneficiaries. It includes both costs that can be allocated directly to such activities and those costs of an indirect nature necessary to support them.
## **Support costs**
Support costs include central functions and have been allocated to activity cost categories on a basis consistent with the use of resources, for example, allocating property costs by floor areas, or per capita, staff costs by the time spent and other costs by their usage.
## **Governance costs**
These include the costs attributable to the charity's compliance with constitutional and statutory requirements, including audit, strategic management and trustees meetings and reimbursed expenses.
Page 35
continued…
## **Notes to the Financial Statements – continued Journey Enterprises Ltd For the Year Ended 31 March 2021**
## **Tangible fixed assets**
Tangible assets are initially recorded at cost, and subsequently stated at cost less any accumulated depreciation and impairment losses. Any tangible assets carried at revalued amounts are recorded at
the fair value at the date of revaluation less any subsequent accumulated depreciation and subsequent accumulated impairment losses.
An increase in the carrying amount of an asset as a result of a revaluation, is recognised in other recognised gains and losses, unless it reverses a charge for impairment that has previously been recognised as expenditure within the statement of financial activities. A decrease in the carrying amount of an asset as a result of revaluation, is recognised in other recognised gains and losses, except to which it offsets any previous revaluation gain, in which case the loss is shown within other recognised gains and losses on the statement of financial activities.
Page 36
continued…
**Notes to the Financial Statements – continued Journey Enterprises Ltd For the Year Ended 31 March 2021**
## **2. ACCOUNTING POLICIES - continued**
## **Tangible fixed assets**
## Depreciation and amortisation
Depreciation is provided on tangible fixed assets so as to write off the cost or valuation, less any estimated residual value, over their expected useful economic life as follows:
## Asset class, depreciation method and rate
Freehold property: Revaluation every 2 years by an independent valuer. Fixtures and fittings: 10 - 30% straight line Motor vehicles: 25% straight line Equipment 20: 33% straight line
## Impairment of fixed assets
A review for indicators of impairment is carried out at each reporting date, with the recoverable amount being estimated where such indicators exist. Where the carrying value exceeds the recoverable amount, the asset is impaired accordingly. Prior impairments are also reviewed for possible reversal at each reporting date.
## **Taxation**
The Charity is considered to pass the tests set out in Paragraph 1 Schedule 6 of the Finance Act 2010 and therefore it meets the definition of a charitable company for UK corporation tax purposes. Accordingly, the Charity is potentially exempt from taxation in respect of income or capital gains received within categories covered by Chapter 3 Part 11 of the Corporation Tax Act 2010 or Section 256 of the Taxation of Chargeable Gains Act 1992, to the extent that such income or gains are applied exclusively to charitable purposes.
## **Fund accounting**
Unrestricted funds can be used in accordance with the charitable objectives at the discretion of the trustees.
Designated funds are unrestricted funds set aside for specific purposes at the discretion of the trustees.
Restricted funds can only be used for particular restricted purposes within the objects of the charity. Restrictions arise when specified by the donor or when funds are raised for particular restricted purposes.
Further explanation of the nature and purpose of each fund is included in the notes to the financial statements.
Page 37
continued…
**Notes to the Financial Statements – continued Journey Enterprises Ltd For the Year Ended 31 March 2021**
## **Pension costs and other post-retirement benefits**
The charitable company operates a defined contribution pension scheme. Contributions payable to the charitable company's pension scheme are charged to the Statement of Financial Activities in the period to which they relate.
The charity operates a defined contribution pension scheme which is a pension plan under which fixed contributions are paid into a pension fund and the charity has no legal or constructive obligation to pay further contributions even if the fund does not hold sufficient assets to pay all employees the benefits relating to employee service in the current and prior periods.
Contributions to defined contribution plans are recognised in the Statement of Financial Activities when they are due. If contribution payments exceed the contribution due for service, the excess is recognised as a prepayment.
## **Trade debtors**
Trade debtors are amounts due from customers for merchandise sold or services performed in the ordinary course of business.
Page 38
continued…
## **Notes to the Financial Statements – continued Journey Enterprises Ltd For the Year Ended 31 March 2021**
## **2. ACCOUNTING POLICIES - continued**
## **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.
## **Trade creditors**
Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of business from suppliers.
## **Borrowings**
Interest-bearing borrowings are initially recorded at fair value, net of transaction costs. Interest-bearing borrowings are subsequently carried at amortised cost, with the difference between the proceeds, net of transaction costs, and the amount due on redemption being recognised as a charge to the Statement of Financial Activities over the period of the relevant borrowing.
Interest expense is recognised on the basis of the effective interest method and is included in interest
payable and similar charges.
Borrowings are classified as current liabilities unless the Charity has an unconditional right to defer settlement of the liability for at least twelve months after the reporting date.
## **Financial instruments**
## Classification
Financial assets and financial liabilities are recognised when the Charity becomes a party to the contractual provisions of the instrument.
Financial liabilities and equity instruments are classified according to the substance of the contractual arrangements entered into. An equity instrument is any contract that evidences a residual interest in the assets of the Charity after deducting all of its liabilities.
## **3. DONATIONS AND LEGACIES**
|Donations
Grants|2021
2020
as restated
£
£
2,414
478
71,854
33,335
74,268
33,813|
|---|---|
Page 39
continued…
## **Notes to the Financial Statements – continued Journey Enterprises Ltd For the Year Ended 31 March 2021**
## **4. OTHER TRADING ACTIVITIES**
|Fundraising events
Kiosk income
**5.**
**INVESTMENT INCOME**
Deposit account interest
**6.**
**INCOME FROM CHARITABLE ACTIVITIES**
Activity
Charitable Activities
Client daycare funding
Charitable Activities
Daycare activity
Charitable Activities
Fuel duty rebate
Charitable Activities
Feed in tariff
Charitable Activities
Community enterprises
**7.**
**RAISING FUNDS**
**Other trading activities**
Purchases|2021
2020
as restated
£
£
279
16
25
26,980
304
26,996
2021
2020
as restated
£
£
131
815
2021
2020
as restated
£
£
730,040
815,559
(756)
5,839
1,800
8,487
-
(250)
765
28,310
731,849
857,945
2021
2020
as restated
£
£
2,236
10,158|
|---|---|
Page 40
continued…
## **Notes to the Financial Statements – continued Journey Enterprises Ltd For the Year Ended 31 March 2021**
## **8. CHARITABLE ACTIVITIES COSTS**
|Daycare activity
Community enterprises
Direct service provision
Staff costs|Support
Direct
costs (see
Costs
note 9)
£
£
26,048
-
1,856
-
177,273
-
365,629
36,933
570,806
36,933|Totals
£
26,048
1,856
177,273
402,562
607,739|
|---|---|---|
## **9. SUPPORT COSTS**
|Other resources
expended
Staff costs|Communication
Finance
& IT
£
£
7,483
50,420
16,890
-
24,373
50,420|Governance
Other
costs
£
£
4,682
44,528
-
20,043
4,682
64,571|Totals
£
107,113
36,933
144,046|
|---|---|---|---|
## **10. NET INCOME/(EXPENDITURE)**
Net income/(expenditure) is stated after charging/(crediting):
|Depreciation - owned assets
Deficit on disposal of fixed assets
Audit fees
Independent Examiner fees|2021
2020
as restated
£
£
36,711
25,900
12,589
-
-
4,200
1,700
-|
|---|---|
Fees are stated net of VAT.
## **11. TRUSTEES' REMUNERATION AND BENEFITS**
There were no trustees' remuneration or other benefits for the year ended 31 March 2021 nor for the year ended 31 March 2020.
Page 41
continued…
**Notes to the Financial Statements – continued Journey Enterprises Ltd For the Year Ended 31 March 2021**
## **11. TRUSTEES' REMUNERATION AND BENEFITS - continued**
## **Trustees' expenses**
During the year the Charity made the following transactions with trustees:
E Jennings
£308 (2019: £50) of expenses were reimbursed to E Jennings during the year.
## B Simpson
£322 (2019: £63) of expenses were reimbursed to B Simpson during the year.
## **12. STAFF COSTS**
|Wages and salaries
Social security costs
Other pension costs|2021
2020
as restated
£
£
375,093
631,543
20,690
41,072
6,779
9,045
402,562
681,660|
|---|---|
During the year, the Charity made redundancy and/or termination payments which totalled £3,698 (2019: £Nil).
The total employee benefits of the key management personnel of the Charity were £115,185 (2019: £108,815). These staff are defined on page 1.
The average monthly number of employees during the year was as follows:
|2021
as
Staff Numbers
21
No employees received emoluments in excess of £60,000.
**13.**
**COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES**
Unrestricted
Restricted
funds
funds
as
£
£
**INCOME AND ENDOWMENTS FROM**
Donations and legacies
478
33,335
**Charitable activities**
Client daycare funding
815,559
-
Daycare activity
5,839
-
Fuel duty rebate
8,487
-
Feed in tariff
(250)
-
Community enterprises
28,310
-
Other trading activities
26,996
-
Investment income
815
-|2020
restated
32
Total
funds
restated
£
33,813
815,559
5,839
8,487
(250)
28,310
26,996
815|
|---|---|
Page 42
continued…
## **Notes to the Financial Statements – continued Journey Enterprises Ltd For the Year Ended 31 March 2021**
|**13.**
**COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES**
Other income
**Total**
**EXPENDITURE ON**
Raising funds
**Charitable activities**
Daycare activity
Community enterprises
Direct service provision
Staff costs
Other
**Total**
Net gains/(losses) on fixed asset revaluation
**NET INCOME/(EXPENDITURE)**
**Transfers between funds**
**Net movement in funds**
**RECONCILIATION OF FUNDS**
**Total funds brought forward**
**TOTAL FUNDS CARRIED FORWARD**|**- continued**
Unrestricted
funds
£
190
886,424
10,158
15,632
17,300
262,324
659,009
83,827
1,048,250
(7,643)
(169,469)
(2,034)
(171,503)
970,342
798,839|Restricted
Total
funds
funds
as restated
£
£
-
190
33,335
919,759
-
10,158
10,263
25,895
1,627
18,927
-
262,324
22,651
681,660
-
83,827
34,541
1,082,791
-
(7,643)
(1,206)
(170,675)
2,034
-
828
(170,675)
1,100
971,442
1,928
800,767|
|---|---|---|
## **14. PRIOR YEAR ADJUSTMENT**
A prior year adjustment was made to remove some brought forward restricted funds that were incorrectly carried forward in the prior year accounts. These funds were received and fully spent by 31 March 2019 and have been reported to the funder. An adjustment has been made to remove the balances from the prior year. The total adjustment moved restricted funds brought forward in 2019 totalling £17,896 to unrestricted funds. Total funds were unaffected by the changes.
Page 43
continued…
## **Notes to the Financial Statements – continued Journey Enterprises Ltd For the Year Ended 31 March 2021**
## **15. TANGIBLE FIXED ASSETS**
|Freehold
property
£
**COST**
At 1 April 2020
409,000
Additions
-
Disposals
-
(
At 31 March 2021
409,000
**DEPRECIATION**
At 1 April 2020
-
Charge for year
-
Eliminated on disposal
-
(
At 31 March 2021
-
**NET BOOK VALUE**
At 31 March 2021
409,000
At 31 March 2020
409,000|Fixtures
and
fittings
£
294,284
20,946
274,973)
40,257
253,870
17,376
262,383)
8,863
31,394
40,414|Motor
vehicles
£
34,400
116,012
(13,700)
(
136,712
34,400
19,335
(13,700)
(
40,035
96,677
-|Totals
£
737,684
136,958
288,673)
585,969
288,270
36,711
276,083)
48,898
537,071
449,414|
|---|---|---|---|
## **Revaluation**
The fair value of the company's Land and Buildings at Acomb was revalued at £335,000 on 23 July 2020 by Joe Fraser Chartered Surveyors, an independent valuer.
On the 24 July 2020 a valuation of £74,000 was prepared by Joe Fraser Chartered Surveyors for the Coundon property.
Had this class of asset been measured on a historical cost basis, their carrying amount would have been £552,040 (2019 - £565,330).
## **16. DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR**
|Trade debtors
Other debtors
Accrued Income
Prepayments|2021
2020
as restated
£
£
31,554
73,458
326
2,109
6,432
18,589
27,091
12,006
65,403
106,162|
|---|---|
Page 44
continued…
## **Notes to the Financial Statements – continued Journey Enterprises Ltd For the Year Ended 31 March 2021**
## **17. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR**
|Bank loans and overdrafts (see note 19)
Hire purchase (see note 20)
Trade creditors
Social security and other taxes
Other creditors
Wages liability
Pension Liability
Accruals and deferred income
|2021
2020
as restated
£
£
94,139
101,290
25,071
-
29,624
44,713
7,884
10,198
1,947
13,328
-
2,724
-
1,811
10,183
10,304
168,848
184,368|
|---|---|
## **Bank borrowings**
The Unity Trust bank loan is denominated in sterling with a nominal interest rate of 4% (2019 - 4%), and the final instalment is due on 12 January 2031. The carrying amount at year end is £101,290 (2019 - £108,150).
The Unity Trust bank loan is secured against Network House, Acomb Industrial Estate. This loan is being recognised as a current liability due to the trustees’ intention to repay the loan in full within the next 12 months.
## **18.**
## **CREDITORS: AMOUNTS FALLING DUE AFTER MORE THAN ONE YEAR**
|Hire purchase (see note 20)|2021
2020
as restated
£
£
44,026
-|
|---|---|
## **19.**
## **LOANS**
An analysis of the maturity of loans is given below:
||2021|2020|
|---|---|---|
|||as restated|
||£|£|
|Amounts falling due within one year on demand:|||
|Bank loans|94,139|101,290|
Page 45
continued…
## **Notes to the Financial Statements – continued Journey Enterprises Ltd For the Year Ended 31 March 2021**
## **20. LEASING AGREEMENTS**
Minimum lease payments fall due as follows:
||Hire purchase contracts|Hire purchase contracts|Hire purchase contracts|Hire purchase contracts|
|---|---|---|---|---|
||2021||2020||
|||as restated|||
||£||£||
|Gross obligations repayable:|||||
|Within one year|29,509|||-|
|Between one and five years|46,922|||-|
||76,431|||-|
|Finance charges repayable:|||||
|Within one year|4,438|||-|
|Between one and five years|2,896|||-|
||7,334|||-|
|Net obligations repayable:|||||
|Within one year|25,071|||-|
|Between one and five years|44,026|||-|
||69,097|||-|
||Non-cancellable||||
||operating|leases|||
||2021||2020||
|||as restated|||
||£||£||
|Within one year|42,702||26,824||
|Between one and five years|57,775||22,477||
||100,477||49,301||
Page 46
continued…
## **Notes to the Financial Statements – continued Journey Enterprises Ltd For the Year Ended 31 March 2021**
## **21. MOVEMENT IN FUNDS**
|Net
Transfers
movement
between
At 1.4.20
in funds
funds
£
£
£
**Unrestricted funds**
General fund
620,229
122,263
57,274
Staffing and maternity costs
2,125
-
2,875
Marketing costs
5,000
(650)
5,000
Sickness
-
(7,046)
7,046
Redundancy
4,071
-
18,929
Repair & Replacement
30,000
(3,693)
(15,937)
Pension
2,500
-
(2,500)
Premises
31,893
(13,955)
(17,422)
New premises
50,000
-
(35,000)
Legal
12,000
(675)
(10,000)
Relocation
24,719
-
(24,719)
Lifts
13,500
(16,106)
8,500
IT
2,802
(606)
9,259
Covid control measures
-
(4,891)
7,000
Transportation
-
-
634
798,839
74,641
10,939
**Restricted funds**
Acomb Furniture
928
-
(928)
Hexham Station Planters
499
(499)
-
Wild!
501
(747)
246
Return play outdoor gym
-
10,320
(10,320)
Big Lottery Covid fund
-
6,572
-
CAF Covid
-
(480)
480
Puppetry
-
(6)
6
Keeping You Safe & Well
-
(7)
7
Sports Therapy Equipment
-
(70)
70
Wheels Meet Again
-
500
(500)
1,928
15,583
(10,939)
**TOTAL FUNDS**
800,767
90,224
-|At
31.3.21
£
799,766
5,000
9,350
-
23,000
10,370
-
516
15,000
1,325
-
5,894
11,455
2,109
634
884,419
-
-
-
-
6,572
-
-
-
-
-
6,572
890,991|
|---|---|
Page 47
continued…
## **Notes to the Financial Statements – continued Journey Enterprises Ltd For the Year Ended 31 March 2021**
## **21. MOVEMENT IN FUNDS - continued**
Net movement in funds, included in the above are as follows:
||Incoming|Resources|Movement|
|---|---|---|---|
||resources|expended|in funds|
||£|£|£|
|**Unrestricted funds**||||
|General fund|733,958|(611,695)|122,263|
|Marketing costs|-|(650)|(650)|
|Sickness|-|(7,046)|(7,046)|
|Repair & Replacement|-|(3,693)|(3,693)|
|Premises|-|(13,955)|(13,955)|
|Legal|-|(675)|(675)|
|Lifts|-|(16,106)|(16,106)|
|IT|-|(606)|(606)|
|Covid control measures|-|(4,891)|(4,891)|
||733,958|(659,317)|74,641|
|**Restricted funds**||||
|Hexham Station Planters|-|(499)|(499)|
|Wild!|1,000|(1,747)|(747)|
|Return play outdoor gym|10,320|-|10,320|
|Big Lottery Covid fund|8,580|(2,008)|6,572|
|CAF Covid|41,000|(41,480)|(480)|
|Puppetry|2,013|(2,019)|(6)|
|Keeping You Safe & Well|4,083|(4,090)|(7)|
|Sports Therapy Equipment|5,858|(5,928)|(70)|
|Wheels Meet Again|500|-|500|
||73,354|(57,771)|15,583|
|**TOTAL FUNDS**|807,312|(717,088)|90,224|
Page 48
continued…
**Notes to the Financial Statements – continued Journey Enterprises Ltd For the Year Ended 31 March 2021**
## **21. MOVEMENT IN FUNDS - continued**
## **Comparatives for movement in funds**
|Net
Transfers
movement
between
At 1.4.19
in funds
funds
£
£
£
**Unrestricted funds**
General fund
580,563
(161,016)
200,682
Coundon Revaluation reserve
779
-
(779)
Staffing and maternity costs
4,000
(375)
(1,500)
Marketing costs
-
-
5,000
6 month reserves costs
170,000
-
(170,000)
Sickness
10,000
(6,868)
(3,132)
Redundancy
120,000
(929)
(115,000)
Repair & Replacement
40,000
-
(10,000)
Pension
10,000
-
(7,500)
Premises
35,000
-
(3,107)
New premises
-
-
50,000
Legal
-
-
12,000
Relocation
-
(281)
25,000
Lifts
-
-
13,500
IT
-
-
2,802
970,342
(169,469)
(2,034)
**Restricted funds**
Mobile Kiosk
-
(2)
2
Sounds Different
1,100
(4,671)
3,571
Acomb Furniture
-
928
-
Friendship
-
(95)
95
Hexham Station Planters
-
499
-
I Can Go Green
-
(96)
96
I Can Work
-
1,730
(1,730)
Wild!
-
501
-
1,100
(1,206)
2,034
**TOTAL FUNDS**
971,442
(170,675)
-|At
31.3.20
£
620,229
-
2,125
5,000
-
-
4,071
30,000
2,500
31,893
50,000
12,000
24,719
13,500
2,802
798,839
-
-
928
-
499
-
-
501
1,928
800,767|
|---|---|
Page 49
continued…
## **Notes to the Financial Statements – continued Journey Enterprises Ltd For the Year Ended 31 March 2021**
## **21. MOVEMENT IN FUNDS - continued**
Comparative net movement in funds, included in the above are as follows:
|**Unrestricted funds**
General fund
Staffing and maternity costs
Sickness
Redundancy
Relocation
**Restricted funds**
Mobile Kiosk
Sounds Different
Acomb Furniture
Friendship
Hexham Station Planters
I Can Go Green
I Can Work
Wild!
**TOTAL FUNDS**|Incoming
Resources
resources
expended
£
£
886,424
(1,039,797)
-
(375)
-
(6,868)
-
(929)
-
(281)
886,424
(1,048,250)
500
(502)
3,000
(7,671)
928
-
2,000
(2,095)
700
(201)
200
(296)
24,381
(22,651)
1,626
(1,125)
33,335
(34,541)
919,759
(1,082,791)|Gains and
losses
£
(7,643)
-
-
-
-
(7,643)
-
-
-
-
-
-
-
-
-
(7,643)|Movement
in funds
£
(161,016)
(375)
(6,868)
(929)
(281)
(169,469)
(2)
(4,671)
928
(95)
499
(96)
1,730
501
(1,206)
(170,675)|
|---|---|---|---|
Page 50
continued…
## **Notes to the Financial Statements – continued Journey Enterprises Ltd For the Year Ended 31 March 2021**
## **21. MOVEMENT IN FUNDS - continued**
A current year 12 months and prior year 12 months combined position is as follows:
|Net
Transfers
movement
between
At 1.4.19
in funds
funds
£
£
£
**Unrestricted funds**
General fund
580,563
(38,753)
257,956
Coundon Revaluation reserve
779
-
(779)
Staffing and maternity costs
4,000
(375)
1,375
Marketing costs
-
(650)
10,000
6 month reserves costs
170,000
-
(170,000)
Sickness
10,000
(13,914)
3,914
Redundancy
120,000
(929)
(96,071)
Repair & Replacement
40,000
(3,693)
(25,937)
Pension
10,000
-
(10,000)
Premises
35,000
(13,955)
(20,529)
New premises
-
-
15,000
Legal
-
(675)
2,000
Relocation
-
(281)
281
Lifts
-
(16,106)
22,000
IT
-
(606)
12,061
Covid control measures
-
(4,891)
7,000
Transportation
-
-
634
970,342
(94,828)
8,905
**Restricted funds**
Mobile Kiosk
-
(2)
2
Sounds Different
1,100
(4,671)
3,571
Acomb Furniture
-
928
(928)
Friendship
-
(95)
95
I Can Go Green
-
(96)
96
I Can Work
-
1,730
(1,730)
Wild!
-
(246)
246
Return play outdoor gym
-
10,320
(10,320)
Big Lottery Covid fund
-
6,572
-
CAF Covid
-
(480)
480
Puppetry
-
(6)
6
Keeping You Safe & Well
-
(7)
7
Sports Therapy Equipment
-
(70)
70
Wheels Meet Again
-
500
(500)
1,100
14,377
(8,905)
**TOTAL FUNDS**
971,442
(80,451)
-|At
31.3.21
£
799,766
-
5,000
9,350
-
-
23,000
10,370
-
516
15,000
1,325
-
5,894
11,455
2,109
634
884,419
-
-
-
-
-
-
-
-
6,572
-
-
-
-
-
6,572
890,991|
|---|---|
Page 51
continued…
## **Notes to the Financial Statements – continued Journey Enterprises Ltd For the Year Ended 31 March 2021**
## **21. MOVEMENT IN FUNDS - continued**
A current year 12 months and prior year 12 months combined net movement in funds, included in the above are as follows:
||Incoming|
Resources|Gains and|Gains and|Movement|
|---|---|---|---|---|---|
||resources|
expended|losses||in funds|
||£|£|£||£|
|**Unrestricted funds**||||||
|General fund|1,620,382|(1,651,492)|(7,643)||(38,753)|
|Staffing and maternity costs|-|(375)||-|(375)|
|Marketing costs|-|(650)||-|(650)|
|Sickness|-|(13,914)||-|(13,914)|
|Redundancy|-|(929)||-|(929)|
|Repair & Replacement|-|(3,693)||-|(3,693)|
|Premises|-|(13,955)||-|(13,955)|
|Legal|-|(675)||-|(675)|
|Relocation|-|(281)||-|(281)|
|Lifts|-|(16,106)||-|(16,106)|
|IT|-|(606)||-|(606)|
|Covid control measures|-|(4,891)||-|(4,891)|
||1,620,382|(1,707,567)|(7,643)||(94,828)|
|**Restricted funds**||||||
|Mobile Kiosk|500|(502)||-|(2)|
|Sounds Different|3,000|(7,671)||-|(4,671)|
|Acomb Furniture|928|-||-|928|
|Friendship|2,000|(2,095)||-|(95)|
|Hexham Station Planters|700|(700)||-|-|
|I Can Go Green|200|(296)||-|(96)|
|I Can Work|24,381|(22,651)||-|1,730|
|Wild!|2,626|(2,872)||-|(246)|
|Return play outdoor gym|10,320|-||-|10,320|
|Big Lottery Covid fund|8,580|(2,008)||-|6,572|
|CAF Covid|41,000|(41,480)||-|(480)|
|Puppetry|2,013|(2,019)||-|(6)|
|Keeping You Safe & Well|4,083|(4,090)||-|(7)|
|Sports Therapy Equipment|5,858|(5,928)||-|(70)|
|Wheels Meet Again|500|-||-|500|
||106,689|(92,312)|-||14,377|
|**TOTAL FUNDS**|1,727,071|(1,799,879)|(7,643)||(80,451)|
The specific purposes for which the funds are to be applied are as follows:
## Mobile Kiosk
This historic fund represents monies secured via Social Enterprise Acumen from the ‘Do It For Real’ disability fund, to give young people, with a disability the opportunity to meet their needs and interests, via the funding of a mobile kiosk that can be used to attend summer festivals.
## Sounds Different
This fund was granted to purchase Orff instrumentation to enable the Charity to develop a music therapy programme, Sounds Different. This programme is ongoing.
Page 52
continued…
**Notes to the Financial Statements – continued Journey Enterprises Ltd For the Year Ended 31 March 2021**
## **21. MOVEMENT IN FUNDS - continued**
Acomb Furniture
Funding for the purchase of new furniture for Client areas at Acomb Hub.
## Friendship
Funding for hosting of friendship coffee/cake and lunch sessions for older frail adults from Coundon hosted by Clients at Coundon Hub.
## Hexham Station Planters
Funding for the purchase of plants for hanging baskets and planters at Hexham Station.
## I Can Go Green
Funding for National Vegetarian Week events at all Hubs.
## I Can Work
Funding for Job Coaching (employability) programming in Northumberland, Tyne & Wear
## Wild!
Funding for development of a habitat and multi-sensory garden at Acomb Hub.
## Return play outdoor gym
Funding received from Sport England for the installation of an outdoor Gym area at the Acomb centre.
## Big Lottery Covid fund
Restricted to provide mental & emotional health, and nutrition, activities packs to be distributed to Clients at home by our Life Skills Coaches as part of our J2U new outreach service.
## CAF Covid
Restricted to support COVID-response resilience activities. For Journey this was in the form of the new Journey service, J2U covering our Staffing of care calls and outreach programming.
## Puppetry
Funding restricted for the purchase of puppets and puppetry equipment.
## Keeping You Safe & Well
Funded by County Durham Community Foundation and restricted for providing short-cycle early funding to begin to deliver our J2U care calls to clients at home and to develop the Client Chat area of the website.
## Sports Therapy Equipment
Funding received for the purchase of equipment to be used for Sports Therapy.
## Wheels Meet Again
Restricted for replacement of the minibus fleet.
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continued…
**Notes to the Financial Statements – continued Journey Enterprises Ltd For the Year Ended 31 March 2021**
## **21. MOVEMENT IN FUNDS - continued**
## **Transfers between funds**
Transfers have been made from restricted funds to general funds where the restriction has been fulfilled by the purchase of tangible fixed assets.
Transfers have been made from general funds to restricted funds to cover any overspend on restricted funds.
## **Transfers between funds - continued**
Transfers in designated funds have occurred where the trustees have approved changes to the balances designated and/or these balances have been spent on tangible fixed assets.
An adjustment was made to opening brought forward restricted balances. See note 14 for more information.
## **22. EMPLOYEE BENEFIT OBLIGATIONS**
The Charity operates a defined contribution pension scheme. The pension cost charge for the year represents contributions payable by the Charity to the scheme and amounted to £9,045 (2019 - £5,084).
Contributions totalling £1,811 (2019 - £1,145) were payable to the scheme at the end of the year and are included in creditors.
## **23. RELATED PARTY DISCLOSURES**
There were no related party transactions for the year ended 31 March 2021.
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## **Detailed Statement of Financial Activities Journey Enterprises Ltd For the Year Ended 31 March 2021**
|**INCOME AND ENDOWMENTS**
**Donations and legacies**
Donations
Grants
**Other trading activities**
Fundraising events
Kiosk income
**Investment income**
Deposit account interest
**Charitable activities**
Charitable Activities
**Other income**
Other income
**Total incoming resources**
**EXPENDITURE**
**Other trading activities**
Cost of trading activities
**Charitable activities**
Wages
Social security
Pensions
Rates and water
Insurance
Light and heat
Repairs & maintenance
General Administration
Motor vehicle expenses
Vehicle leasing
Daycare activity expenditure
Enterprise activity expense
Carried forward|2021
2020
as restated
£
£
2,414
478
71,854
33,335
74,268
33,813
279
16
25
26,980
304
26,996
131
815
731,849
857,945
760
190
807,312
919,759
2,236
10,158
341,232
505,822
18,218
41,072
6,179
9,045
3,701
32,983
4,007
1,137
10,389
14,432
50,682
19,230
39,387
60,894
11,304
56,020
(182)
35,374
26,048
25,895
1,856
18,927
512,821
820,831|
|---|---|
This page does not form part of the statutory financial statements
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## **Detailed Statement of Financial Activities Journey Enterprises Ltd For the Year Ended 31 March 2021**
|**Charitable activities**
Brought forward
Bad debt
Depreciation of tangible fixed assets
Loss on sale of tangible fixed assets
**Support costs**
**Finance**
Wages
Social security
Pensions
Bank charges
**Communication & IT**
Telephone & IT
Postage and stationery
**Other**
Training costs
**Governance costs**
Wages
Social security
Pensions
Accountancy fees
Consultancy & Legal fees
Other Professional fees
Total resources expended
**Net income/(expenditure) before gains and losses**
**Realised gains on FA revaluation**
Realised gains/losses FA reval
**Net income/(expenditure)**|2021
2020
as restated
£
£
512,821
820,831
8,685
16,355
36,711
25,899
12,589
-
570,806
863,085
15,810
106,616
936
-
144
-
7,483
5,283
24,373
111,899
42,333
33,753
8,087
6,670
50,420
40,423
4,682
13,685
18,051
19,105
1,536
-
456
-
39,972
11,810
4,196
11,476
360
1,150
64,571
43,541
717,088
1,082,791
90,224
(163,032)
-
(7,643)
90,224
(170,675)|
|---|---|
This page does not form part of the statutory financial statements
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