**Journey Enterprises Ltd**
## **Journey Enterprises Ltd**
(a company limited by guarantee)
**Annual Report and Financial Statements for the year ending 31[st] March 2022**
Charity registration number 514827 Company registration number 178083
**Journey Enterprises Ltd**
|**Contents**|**Page**|
|---|---|
|Reference and Administrative Details|1|
|Trustees' Report|2 – 34|
|Independent Examiners' Report|38|
|Statement of Financial Activities|39|
|Balance Sheet|40 – 41|
|Statement of Cash Flows|42|
|Notes to the Financial Statements|43 – 63|
**Journey Enterprises Ltd**
## **Reference and Administrative Duties**
Trustees
C Benn K I Milton - resigned 08/10/2021 B Simpson C H S Swinburne - resigned 18/02/2022 T Devereux – appointed 11/07/2022 J Kendrick – appointed 11/06/2022 M Mathews – appointed 11/06/2022 S Montgomery – appointed 11/07/2022 P Hawley – appointed 17/02/2022
Key Management Personnel
E V McPherson
Principal Office
M E Leadbeater 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 Independent Examiners’ Report of the Charitable Company for the year ended 31 March 2022.
## **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.
## **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.
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**Trustees Report Journey Enterprises Ltd**
## **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, comprising Chief Executive Officer and Operations Manager, oversee implementation of the Board’s strategy and day to day operations in a staff team of 25 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 is required to report to commissioners, regulators and to funders.
## **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, and Blyth (Northumberland) Coundon near Bishop Auckland (Durham) and Newcastle (Tyne & Wear). Journey offers its Clients opportunities to undertake work experience through its enterprise initiatives which provide vital services for local communities.
The Charity continues to ensure that its objectives remain relevant to the ever-changing 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. The principal strategic development priorities for 2021 – 2026 are:
Employability, training and supported volunteering Health & wellbeing initiatives Expanding our activities in the community Supporting more complex needs
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**Trustees Report Journey Enterprises Ltd**
## **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.
## **Chair’s Report**
Once again the last year has been an exciting journey. Thanks to everyone who has been on board at Journey - all the people we support and their families, our wonderful operational team, our financial team, our Trustees and our friends and partners.
We are very proud of the growth of our Day Services, with the opening of a fourth site, Blyth, and the ability to return our service to ‘normality’ after the last two disrupted years.
We can now focus on further development so that we can reach even more people with learning disabilities closer to their homes.
Barbara Simpson May 2022
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**Trustees Report Journey Enterprises Ltd**
## **Chief Executive Officer’s Report: The Charity’s Performance & Achievements**
This has been a year of return and growth. Journey began the financial year continuing with COVID-19 restrictions. Like so many employers in health & social care we were delivering a blended service. The blended service consisted of both site-based practice and delivery supporting Clients still locked down at home. Led by Safeguarding and level of needs, we risk assessed the Clients who needed to be in Day Services on site daily and those who could continue to receive outreach programming.
The very successful J2U programme, developed in March/April 2020, was designed to provide a busy schedule of outreach activities and support for Clients at home. Funded by CAF and by the Big Lottery, we remain indebted to our funders for supporting the Charity to resource a rapidly re-engineered service delivery mode. The capital equipment we were able to procure to deliver mental & emotional health and nutritional support packs, and the additional Staff hours to man our contact calls and outreach visits, underpinned the success of this vital programme. Resources continued to be developed through the Big Lottery funding as we blended the Day Service return.
With sites ‘set for the future’, the Charity was delighted to finally welcome back all Clients back on to sites and to open its fourth Hub, Blyth, in September. The opening of a new Hub has been an important milestone: it has marked the beginning of the Charity’s move to take Day Services closer to Clients’ home locations, a significant number of Clients coming to Journey from south east Northumberland.
(Journey’s map by Dave Bull)
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**Trustees Report Journey Enterprises Ltd**
Day Services local for Clients we are able to work within Clients’ home communities, building on the networks which will support Clients in their lives outside the Hub and making new partnerships to support Clients’ activities in Journey’s service. This supports our drive to ensure adults with learning disability are visible within their home communities, and can lead active, fulfilling and inclusive lives.
Our new site is within the pretty stable courtyard at the Buffalo Community Centre. This is a bustling and buoyant Community Centre right at the heart of Blyth, close to the High Street and within easy reach of the coast. The Centre has a wonderfully diverse programme of groups and activities throughout the week, Journey quickly becoming part of the Community and programming.
We have been so warmly welcomed by Eileen Cartie, Centre Director, and her wonderful team of volunteers. Journey’s Life Skills Coaches, Stephen Armstrong and Simon Docherty have led our activities with tremendous enthusiasm, managed by Senior Hub Manager, Adam Bird, and supported by Hub Administrator, Claire McGettigan.
[Eileen Cartie with Journey Clients and the nesting boxes they made for the Friends of Crofton Field]
It is has been extraordinary to see how quickly Clients have adapted to a new setting and made the Hub very much their own. Adam’s hard work putting in place key partnerships to enrich the Hub has enabled Clients to enjoy a very busy and fulfilling programme with its unique ‘Blyth identity’.
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**Trustees Report Journey Enterprises Ltd**
[Blyth Hub Clients out and about]
We are also indebted to Parents - Carers who have been tremendously supportive of the Hub and given us lots of contacts for Client activities and voluntary service in the community. We are now planning to double our capacity at Blyth, a very exciting journey for 2022-2023.
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**Trustees Report Journey Enterprises Ltd**
Our Newcastle Hub which has seen so much transition over the past five years as short-term leases fore-closed, has made what we hope will be a long-term move now to the Shandon Way Community Centre in Kenton. With the support of the wonderful Bobby Richardson, Manager at Kenton Sports Centre and a volunteer Trustee at Shandon Way Community Association, we secured the whole site for use during our operating hours. Bobby was also able to offer us the entirety of the Sports Centre during the lock-down period to give Newcastle Clients and Staff a temporary home as the Community Centre was refurbished. The final move on to site was made in May 2021.
Both Coundon and Acomb sites used the lock-down period to enhance and develop the buildings and resources, giving a refreshed feel for Clients returning to Day Service. Gemma Sowerby came in to post as the new Hub Manager at Coundon, Sarah Smith in her second year as Hub Manager at Acomb, both Managers with energetic visions for their service, Clients and Staff alike.
## **Staffing**
For 2021-2022 our priorities focused on ensuring all Clients remained safe whether on site or at home, to enable Clients to thrive and continue to reach Care Support Plan aspirations, despite restrictions, but also to support our extraordinary Staff team to deliver both on site(s) and also in a lone working capacity during outreach activities. My thanks to my colleagues on the Journey team for an exceptional year of work amidst a still challenging COVID context. Our thanks also to Jen Richardson and her colleagues, Emily Mitchell and Tom Mackay at Ward Goodman who operate as an outsourced finance manager function with huge efficiency and professionalism.
As employers in social care we are acutely conscious of the demands a normal year of operations bring. During the COVID period expectations of Staff working in social care have been unprecedented. Recognising the double demands of providing both site-based and outreach Day Service, mirroring the challenges schools & colleges have faced, a new package of support for Staff was put in place and has continued.
This includes access to enhanced support for health needs through Benenden Healthcare, recognising the very challenging delays now in healthcare referrals, and to provide equipment for Staff to exercise within our Better Health at Work programme.
The Better Health at Work programme was led by Maggie Leadbeater (Operations Manager) and Asma Shitar. It enabled us to consult with Staff on health issues of concern and need, and to develop resources, campaigns and sign-posting to support these needs. We were delighted to receive our Bronze Award during 2021-2022 and now move forward to our Silver Award. Our thanks to Maggie and Asma for their commitment to designing and spear-heading the programme at Journey, and to all the Staff for their enthusiastic participation.
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**Trustees Report Journey Enterprises Ltd**
Taking the Staff far from COVID restrictions and challenges, our Away Day in October 2021 was held initially outdoors at the wonderful Kielder Water. The Staff were trained in wild foraging by Northern Wilds, exploring the woodland abundant with nature’s produce, enjoyed an open air foraged food snack, before moving indoors for the more traditional training day activities. We hope to train Clients in wild foraging during 2022-2023 and to see some foraged lunches perhaps in Hubs!
[Journey Staff foraging at Kielder – Away Day 2021]
Away Days for Managers and for Business Administrators were also held during the year using the new venue of the Biscuit Factory in Newcastle. These days give Staff an opportunity to focus on key areas of the business as a team and enjoy time away from our busy sites to collaborate with colleagues.
[Managers exploring business continuity planning in unexpected ways]
For the first time two Staff from Journey reached the National Learning Disability Awards final. We were all very proud to hear that Maggie Leadbeater was a Finalist for Senior Managers in Social Care and Asma Shitar for Best Newcomer. This was a really tremendous achievement by both Staff, reflecting their commitment, skills and hard work.
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## **Trustees Report Journey Enterprises Ltd**
Attending the Gala Awards Night in November in Birmingham, Maggie and Asma met inspirational adults with learning disability and had an opportunity to network with other providers and nominees. Well done indeed Maggie and Asma!
[Maggie and Asma – finalists in the National Learning Disability Awards 2021]
As a thank you to the Staff team we have commissioned Dave Bull to create Staff images in the Journey branding. A sample of Staff are shown below:
Fatima El-Jellaoui Dave Brown Nathan Watson
These images can now be used by Staff in Easy Read information for Clients, our website and for 365 accounts. We are indebted to Dave Bull for his support for Journey and his exceptionally appealing artwork which has so delighted our Clients.
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**Trustees Report Journey Enterprises Ltd**
## **Volunteering**
1440 hours of volunteering were gifted to the Charity during 2021-2022 equivalent to £19,584 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. This financial year has seen a reduction in Journey hosting volunteering because of the continuing restrictions on Day Centre settings.
Nathan Watson was appointed our first Volunteering Lead to spearhead both volunteers joining Journey and Clients volunteering externally. He has worked in close collaboration with Jo Bramley who is the key link for our volunteer Trustees.
## **Trustees**
Amongst our Volunteers we thank our Trustees for their commitment to Journey through such a turbulent period externally. Led by Barbara Simpson, Chair, our small but hard-working Board continued to bring their professional expertise, vision and lived experience to reflect on work passing and to shape work forward.
We said farewell to two Trustees this year: Christian Swinburne, who joined the Charity in 2015, and Kenneth Milton, a recently appointed Trustee. Christian’s long-term commitment to the Voluntary & Community Sector is exceptional, set around a busy legal working life. We are delighted that he gave his time and skills to Journey and wish him every success for the future. Kenneth resigned on health grounds and, despite a short time at Journey, we are so grateful for his perspective as a Community Trustee for the Hexham area.
Applications for new Trustees have been very buoyant and we are looking forward to the new, expanded Board in 2022-2023.
## **Journey Volunteers**
Nathan launched in to this new role by setting up new external partnerships and working with Managers to design volunteering roles throughout the organisation. The majority of these are roles supporting Client activities.
Journey is now working with Volunteer Action Blyth, Newcastle Volunteering Matters CVS, and is in the process of registering with Durham Community Action Volunteering Platform. We continue to advertise Trustee vacancies through our local infrastructural organisations and Reach. Nathan is also attending employability events to showcase opportunities at Journey including volunteering as a platform for work skills development.
Nathan recently attended Tynedale Jobs Fair _Women into Work_ events, which was a great opportunity to link in with local organisations, including North East Jobs, Home Group, Employment and Skills North Tyneside Business Forum, and AK Teaching Limited. This was the first jobs fair of its kind giving women who have been out of work the opportunity and skills required to return to employment. Journey has been invited to return to the next Women into Work event, taking place on June 27, 2022.
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_For future events, Journey Clients are planning to make delicious treats to showcase their talents and tempt in new volunteers: after all, who can resist a good cake?_
_(Nathan Watson, Volunteering Lead)_
## **Client Volunteers**
Volunteering is real work and a service to the community: it may be a stepping stone to future part-time employment or self-employment for some of Journey’s Clients. For other Clients they may wish to continue in a non-paid role, giving service to the local community. We value enormously the commitment of our Clients in giving their time to serve others.
Clients start their volunteering at Journey during Day Activities working in groups on site and in the community. This enables us to support, train and guidance Clients and ensure they stay safe learning and applying work skills. For Clients who have gained confidence we then explore volunteering placements in other organisations.
Journey Clients have committed hundreds of hours annually to volunteering in the local community. Coundon Hub has trail-blazed our work as community volunteers with some inspirational programmes which have earned Coundon Hub a rightful place at the heart of the Coundon community.
One of our most longstanding volunteering commitments has been at Bishop Auckland Castle where Coundon Clients have helped maintain the gardens with great enthusiasm and skill since 2015.
Nigel, a Client from Coundon started volunteering at the Tanfield Railway in January 2018: Nigel’s blog on his love of railways, the history of Tanfield and his volunteering at the Railway features on our website regularly and is a must-read for Staff, Clients and Parent-Carers.
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[Nigel: Tanfield Railway Volunteer and Journey’s favourite blogger]
More recently Shildon Live, the community shop hosted at Coundon Hub, has given Clients an exciting new opportunity to serve the public, understand the issues of managing budgets and food waste, and to practise work skills for a retail setting.
Coundon’s very successful Community Café which serves nutritious meals for vulnerable people locally performed a magical transformation during the COVID-19 period. Clients and Staff began preparing meal boxes which were delivered to residents locally. This has been an extraordinary challenge and a wonderful solution to show the very best of Clients’ skills, determination and desire to support the local community.
[Coundon Community Café goes mobile!]
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**Trustees Report Journey Enterprises Ltd**
We are now hoping to raise funds to equip our Hubs with small vans to enable us to deliver mobile cafe services to older, frail members of the community. This vision has been inspired by the work of Coundon Hub. Very well done indeed, Coundon!
At Acomb Hub Clients have volunteered for the past six years to maintain the wonderful planters and hanging baskets at Hexham Station. This work has been extended now in our new partnership with McCarthy & Stone, funders of our Journey Friends project for older adults. Clients now help with the gardens at McCarthy & Stone’s retirement living complex in Hexham.
- [Acomb Clients volunteering at McCarthy & Stone Hexham]
In Acomb village Clients have also recently volunteered at the WI’s pop up community café. Held in the village hall Clients had an opportunity to meet and serve local vulnerable residents, many of whom are frail elderly.
We are also delighted to report that we have Acomb Hub Wombles! This is a local litter picking initiative hosted by Acomb village: Acomb Clients were delighted to sign up as Wombles.
[Acomb Hub Wombles]
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At our newest Hub, Blyth, volunteering started very soon after our arrival. We are very grateful to Parents-Carers of Clients at Blyth Hub who have connections with voluntary & community organisations and who also volunteer. We have been able to build on these connections to introduce Clients to new volunteering opportunities.
Blyth Clients have volunteered with the Friends of Crofton Fields to plant trees to celebrate the Queen’s Platinum Jubilee. Crofton Fields are on the site of the former Crofton Mill Colliery which closed in 1969.
[Blyth Client planting Jubilee trees at Crofton Fields]
Adam Bird (Senior Hub Manager Blyth and Hexham) describes the work of Blyth Clients as volunteers in the Love Northumberland garden Project:
_“We are one of 12 groups who are working together to create a long and colourful herbaceous border, attracting bees, butterflies and other wildlife. The border is in the Dune Walk car park in Blyth._
_All plants are being grown from seeds. Journey Clients have been working really hard to propagate the plants, water them and protect them from the colder weather. We recently assembled two mini greenhouses in the courtyard at the hub to help create the right growing conditions. We are growing dwarf sunflowers, salvia, calendula and other wildlife-attracting varieties._
_It will be exciting to see how the project grows and develops and we are enjoying nurturing the plants and being involved in the project.”_
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[Blyth Clients take part in the Love Northumberland Garden Project]
As part of Journey Friends, our new project to support older adults, Blyth Clients have prepared amazing treats boxes which were presented at the Buffalo Centre.
- [Journey Friends: sweet treats made by Clients for local older adults]
## **Newcastle Hub**
Newcastle Hub has a proud tradition of volunteering in the Community with a keen focus on environmental issues. Now in Kenton the Team has begun partnering with local schools and with local businesses to extend their voluntary activity. Clients have recently made wonderful marble art to decorate the Tesco Community Room at Kingston Park, and fabulous Pot People for the children at St Cuthbert’s Roman Catholic Primary School.
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Clients chose this message to give to the children:
"Be kind, Be Brave, Be honest, Be happy, Be You."
[Nathan and Fatima at St Cuthberts school for pot people and a surprise cheque]
## **Individual Volunteering: Clients**
We are very proud of Journey Clients who give their time individually to local voluntary & community groups. From volunteering at local theatres to paint sets to serving in community cafes, working at food banks and preparing food parcels, they have been unstoppable and are an inspiration. Well done everyone!
## **Managing the Journey Ahead**
The principal focus for the Senior Leadership Team have been ensuring operational stability through a very complex period and, as we move beyond COVID, exploring potential for growth opportunities.
The Organisation’s move towards ‘service as normal’ in quarter two of the financial year enabled us to finally revisit the Business Strategy. We closed the last financial year with our Business Strategy completed but awaiting review when the external context began to rebalance. By June we were able to revisit the Strategy with the Board and sign-off the growth and stability priorities for the coming five years. These were presented to the Staff team on our Away Day, giving us time with the Team to discuss the business case behind our recommendations.
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As we look at growth, our commitment to ensuring the Charity develops its reach in to communities is not only shaped around increased geographical placement but also unmet needs. Provision within community for more complex needs is sparse and the Senior Leadership Team has been in regular discussion with Commissioners in Northumberland during the past year to consider development plans. One priority, subject to planning consent, is to extend our Acomb site physically to enable us to offer places for adults with profound and multiply complex learning disability. We have also explored further extending our physical sites in Northumberland to give us a presence in mid Northumberland. A suitable site has been identified. This can progress if we have assurances from the Local Authority of referral numbers.
Extending our reach and core service has pulled both enhancements to Staff training and development programming and knowledge management systems. The COVID-19 period has provided an enhanced opportunity for Staff to complete further training and for us to introduce the new management information system, Charitylog, to fully support the Charity’s extension of its programming and funded projects. From a base of relying wholly on public sector contracting to one where we run a mixed portfolio of projects and contracts, enables the Charity to increase and diversify income, explore new partnerships and practice and develop its resources.
Maggie Leadbeater, Operations Manager and Designated Safeguarding Lead, has championed the introduction of Positive Behaviour Support, our largest training commitment in the past two years, as part of our wider focus on enhancing quality of delivery and Staffing expertise.
Now integral to learning disability best practice, its implementation allows Life Skills Coaches to work from the Client’s experience outwards, ensuring all that we do is enabling and does not create barriers.
She has also driven forward our work on the I Can assessment framework which the Charity has designed to more accurately measure Client’s progress in both life and work skills.
_“The main aim of my role over the last year as Operations Manager has been to bring stability and quality into the delivery of the service in Hubs which ultimately benefit the Clients, Commissioners and wider Funders. This has been a challenge due to coming out of COVID delivering blended services so not one we didn’t expect and then to plan for normal working practices. The challenge came from a variety of areas: one was keeping safe in an everchanging landscape the other, we still were restricted due to the worlds and our apprehension._
_In April last year we didn’t know what was ahead in relation to funding and COVID restrictions and we started to roll out plans and strategies we had developed i.e. Moving Blyth Clients nearer to where they lived._
_As the year progressed the world started to open up we were then able to begin reconnecting with old relationship and partnership and the development of creating and meeting new partners got underway._
_Our focus for the next three years for Clients is health, well-being and financial Inclusion using our I can assessment tool to support Clients to achieve those aims. The I can assessment tool was developed by Staff in partnership with Clients. We co-produced a framework where Clients in partnership with Staff can assess where they think they are and where they want to be in relation to one of the six primary domains of the tool. These are then broken down in to incremental achievement stages.”_
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Journey’s Middle Management Team, responsible for managing our Day Services and Hubs and for administration of the Charity’s business & governance functions, have worked with characteristic determination and optimism despite very challenging COVID-related business interruption.
Like businesses across the UK the primary impacts have been COVID-related sickness absences, with resulting difficulties in securing agency cover, and a high employment market hitting recruitment hard. For our Clients and families the ongoing isolation requirements, like Staff, in the rightly tight testing regime in social care settings, have significantly interrupted Day Service continuity.
Adam Bird, Senior Hub Manager Blyth & Newcastle, has led two Hubs and provided operational deputisation for Maggie Leadbeater as required, through the year. Adam has forged a tight-knit team at Newcastle, expanded with Blyth, and the whole team has worked as one to launch the new Hub. Adam has also led on our marketing and community fundraising with a new, fresh look for the Journey website developed with Digital Milkshake based locally in Northumberland. We are indebted to Adam for safe and inspirational hands moving both Hubs forward.
Jo Bramley has continue to lead and develop our Business Administration Team which has been the pivot around which the flux of COVID-19 operations has been stabilised, in addition to supporting Governance. The Team works dually to provide Hub level administration and reception support, and also to work on whole Charity administration. Jo’s team enjoyed its first Away Day in December at the Biscuit Factory. The day consisted of reviewing the admin role within the organisation, processes and discussing if there could be improvements/efficiencies.
Activities reviewed the impact of missed tasks in the wider operations flow, financial controls, the importance of Safeguarding within Business Administration processes as well as discussing strategies for Staff wellbeing and workload management.
Sarah Smith has championed environmentalism and building local partnerships in her second full year as Hub Manager at Acomb. The Hub has thrived under her leadership, adapting quickly to the departure of Clients moving to the new Blyth Hub, and forging a strong and vibrant presence in the local community. We look forward to Sarah’s vision expanding and developing now that we are ‘business as usual’.
We were delighted to see Gemma Sowerby appointed as the new Hub Manager at Coundon Hub. Prior to joining Journey Gemma was a manager in the commercial sector and has retrained for health & social care practice. A passionate community networker, Gemma’s vision for Coundon as a community enterprise Hub serving the people of Coundon and surrounding areas has already taken its first steps.
All our Hub Managers have been reshaping enterprise activities. These were closed completely by COVID-19. Deciding not to re-open our Hexham Kiosks, Hub Managers have explored different models of enterprise which enable Clients’ skills development, new partnerships and which help to generate funds for Journey. In Acomb new partnerships have been formed with local holiday cottage lets to provide bakery goods.
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In Coundon we now host Shildon Alive, a ‘spend what you can afford’ shop supplying food donations from Greggs and other local retailers. The shop is staffed by our Clients and is thriving, a life line for local families on low incomes in Coundon, struggling with the spiralling costs of living. Very well done Coundon on a great initiative during challenging times!
[Ready for Business and Shildon Alive: Coundon Hub hosts its community shop]
## **Hub Staff 2021 - 2022**
Our teams of Life Skills Coaches, Business Administrators and Drivers have forged through the year with determination, commitment and optimism. In a year dogged by Staff absences and unfilled vacancies at all three Hubs, our Staff have shown the unique culture and qualities of the Journey family. Putting Clients’ needs forefront, Day Service has continued without interruption for Clients.
We warmly welcomed our new Staff* at Acomb, Coundon and Newcastle Hubs. New Staff come to us, as with our existing Team, from a wide range of professional backgrounds. It is this unique mix of pathways which gives our Clients and the organisation such a rich experience at Journey.
We said farewell to Dave Brown at the close of the year: Dave was a long-serving Staff member, having joined the Coundon Team in April 2016. He retired at the close of March. Dave was a compassionate, kind and patient Life Skills Coach and Driver who is both missed by the Clients and Staff colleagues. We very much hope Dave will come back to see us.
## **Staff Teams**
Acomb Hub
- Gillian Aitchison (Business Administrator)
- Danielle Cathrae* (Life Skills Coach)
- Kayleigh Maughan* (Life Skills Coach
- Nadiyah Storey (Senior Life Skills Coach)
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## Blyth Hub
- Stephen Armstrong (Life Skills Coach)
- Simon Docherty (Life Skills Coach)
- Claire McGettigan (Business Administrator)
## Coundon Hub
- Dave Brown
- Samantha Falls* (Business Administrator)
- Paul Fatkin* (Senior Life Skills Coach)
- Stuart Fieldson (Driver)
- Sallie Hughes (Life Skills Coach)
- Lyndsey Jones (Life Skills Coach
- Derek Stables (Driver)
- Rachael Teasdale* (Life Skills Coach)
## Newcastle Hub
- Kelly Appleby* (Driver)
- Stephen Armstrong (Life Skills Coach)
- Kevin Davies (Life Skills Coach & Driver)
- Fatima El-Jellaoui (Senior Life Skills Coach)
- Claire McGettigan (Business Administrator)
- Asma Shitar (Life Skills Coach)
- Nathan Watson (Senior Life Skills Coach & Volunteering Lead)
The wider Staff Team have been joined by various visiting specialists this year including the superb Masters students from Nordoff Robbins. Music therapy has provided opportunities for Clients to work both in groups and on a 1:1 basis, exploring their creativity, communication, physical and sensory skills. The Staff have very much enjoyed learning new techniques and approaches to use with our pitched and unpitched (Orff) percussion stock.
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[Pippa, Masters student at Nordoff Robbins, with Acomb Clients]
We were also delighted to appoint our first apprentice, Elise Moore, on the Kickstart Scheme. Elise joined our Coundon Hub team. As a young adult with lived experience of learning disability, Elise brought her invaluable perspective to the work of the Hub. A wonderful artist, avid Marvel fan, she soon found herself extremely popular with Clients, and much in demand. We wish her every success as she now moves on to higher education.
The Team summary would not be complete without mentioning our animal friends which so enrich the life of our Hubs. We very sadly said farewell to Taz, a Tasmanian lizard, at Coundon who became very unwell, but welcomed some much furrier replacements with the arrival of two rabbits and two guinea pigs. Elise gave a very inspirational and informative talk on guinea-pig care to Clients before our new friends arrived.
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**Trustees Report Journey Enterprises Ltd**
With great pride, we can report that Senior Life Skills Coach, Nadiyah Storey’s, dog, Oakley, has qualified as a petting dog. He brings much joy to everyone at Acomb:
On sites the Staff teams worked to make sites appear as normal as possible, enabling Clients to begin to regain confidence, re-establish friendships and rebuild lost skills. We saw a significant change in some Clients’ communication skills during the lock-down period in addition to impact on mental & emotional health.
The Charity’s Day Services supported 153 people with learning disabilities from Northumberland, Tyne & Wear and County Durham during 2021-2022. Journey’s Clients have longitudinal learning disability from conditions at birth. The conditions the Charity supports include Coffin-Lowry, Down’s, Fragile X, Prader-Willi. Sotos, Smith-Megenis and Williams Syndromes and cerebral palsy. We also work with Clients with autism. Co-morbidity is prevalent in a significant ratio of Clients, autism and mental health disability the two most commonly reported co-morbidities in service. Half of our Clients live at home with ParentCarers and half in supported living contexts. The largest ratio of Clients in Day Service are aged between 25 – 45 years. Smaller numbers of older adults in service reflect the earlier morbidity rates adults with learning disability experience.
## **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 69% of the Charity’s income. 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 Charity continued its programme of development through commitment of designated reserves with a focus on establishing the new Hubs in Blyth and Newcastle, continuing to develop both Acomb and Coundon sites, and to continue with our infrastructural development.
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**Trustees Report Journey Enterprises Ltd**
A key priority in procurement remains to source local suppliers where possible who are able to respond to needs quickly with a clear understanding of our business and the impact of any potential down-time. Jo Bramley has coordinated centrally the Business Administrators to work on low value procurement and provide the administrative support for higher value procurement overseen by the Senior Leadership Team.
We continued to set aside COVID contingency funds for Staff absences and PPE and cleaning and were reassured to see the salary uplift grants provided by local authorities and the NHS coming through for the final quarter. These were designed to enhance the very low salaries Staff experience in adult social care. Paid directly to Staff these funds have made a significant difference in the context of rising prices.
Our wider fundraising has focused on capital fundraising to equip the Blyth and Newcastle Hubs, revenue funding for Saturday drop-ins and a friendship programme, and funding to enable us to develop performance-based programmes and a financial and digital inclusion programme.
The Charity is indebted to its funders who have supported us. During 2021-2022 these funders have enabled us establish our Hub sites and begin the focus on new activities design. Our profound thanks to our commissioners, funders and fundraisers enabling our service development and hub growth.
## **Charitable Trusts & Foundation Grants: Programme Grants**
- Big Lottery COVID Fund (J2U)
- Curtin PARP Fund – Community Foundation Tyne & Wear (Puppetry)
- David Solomons Trust (I Can Perform)
- EDF Wind Farms – Community Foundation Tyne & Wear (Blyth Hub: puppetry, sports and arts equipment)
- Muckle Fund – Community Foundation Tyne & Wear (Puppetry)
## **Community and Corporate: Programme Grants & Capital Awards**
- Arnold Clark (Newcastle Hub catering equipment)
- McCarthy & Stone (Journey Friends)
- Newcastle Building Society (Newcastle Hub: mobile catering and pizza oven)
- Santander Foundation (I Can be Canny)
- Screwfix Foundation (Newcastle Hub: garden area and enterprise)
- Tyne Valley Beer Festival (Acomb Hub)
## **Department for Work & Pensions**
- Kickstart Apprenticeship Scheme
## **Local Authorities: Personal Budgets**
- Birmingham City Council
- Durham County Council
- Gateshead Council
- Newcastle City Council
- North Tyneside Council
- Northumberland County Council
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**Trustees Report Journey Enterprises Ltd**
## **Local Authority & Town Council Grant Aid**
- Northumberland County Council Community Chest (Blyth Hub kitchen equipment)
- Durham County Council (Staff salary grant)
- Gateshead Council (Staff salary grant)
- North Tyneside Council (Staff salary grant)
- Northumberland County Council (Staff salary grant)
## **National Health Service: Continuing Healthcare**
- Durham Clinical Commissioning Group
- Northumbria Healthcare Foundation Trust
## **National Health Service:**
- Community Foundation Durham - NHS Durham, Darlington & Teeside Mental Health and Learning Disability Partnership (Journey Together)
## **Tynedale Beer Festival**
We were honoured to have been chosen as one of the charities to be supported by the Tynedale Beer Festival for a second year. This popular Festival is run by Tynedale Rugby Club and the Tynedale Lions. Each year a small number of local charities are chosen to receive fundraising support.
Beer drinkers and Festival supporters raised a staggering £2,500 for Journey over the three day Festival. A huge well done to everyone who supported Journey, and the other local charities.
[Sarah Smith receives the funds raised by the Tyne Valley Beer Festival]
Page 25
**Trustees Report Journey Enterprises Ltd**
## **A Year through Journey’s Programmes**
## **Blyth Funding: EDF Wind Farms**
Administered through the Community Foundation Tyne & Wear the generous EDF Wind Farms funding has enabled us to equip our new Blyth Hub with a wonderful range of life-size puppets, arts and crafts materials and sports therapy resources. This provided a superb welcome for Clients moving from Acomb to Blyth and a rich resource for our activities ahead. We are so grateful to both EDF Wind Farms and the Community Foundation Tyne & Wear for enabling us to establish such a rich resource base for people with learning disability, and would welcome a visit from EDF to the Blyth Hub.
## **Blyth Funding: Northumberland County Council Community Chest**
We applied to the County Council Community Chest for capital funding for us to equip the Annex kitchen with two Norseman catering units, some smaller catering equipment such as a potato oven, and the day to day utensils and adapted utensils needed for our Clients to practise cookery skills. The Norseman catering units are superbly versatile and have been much admired by the Buffalo Centre. These can be used both on and off site, giving us tremendous scope now for our catering skills development.
[Blyth Clients with the new Norseman mobile catering units]
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**Trustees Report Journey Enterprises Ltd**
## **I can be Canny**
Journey was delighted to be chosen to receive a large grant from the Santander Foundation to run a financial and digital inclusion programme over three years. This generous funding has enabled us to equip all Hubs with a set of iPads which we have configured with apps to support develop of financial skills, and to appoint three part-time Life Skills Coaches dedicated to delivering the Programme. The iPads will be used across the Day Activities spectrum, supporting Clients to remain safe, learn how to use programmes and applications to support life and work skills, and to develop confidence in handling money and technology.
Sadly we see many safeguarding incidents annually which are reported in to Adult Safeguarding Teams. In many cases abuse occurs in the home and this typically can be physical, emotional and financial abuse and neglect. Clients in Day Service receive a combination of benefits – Care Support award, Personal Independence Payment, Universal Credit – which cumulatively give a comfortably liveable income. In some cases this will be wrongly absorbed as ‘family money’ and it is these cases which are referred in to Safeguarding. This is because our Clients do not have access to the funds granted by Government and Local Authorities to enable their care & support and daily living needs to be met.
Whilst this Project gives Journey the capability to focus on improving Clients’ awareness of their money, their rights and how to stay safe or raise concerns, we were also aware during lock-down that Clients without digital skills were locked out of the world we had now entered. The Project enables us to work with Clients through the Day Activities programming to uplift their ability and confidence in a supported environment.
We are delighted to work with the Santander Foundation and look forward to sharing our outcomes with the Foundation and other award holders as the programme progresses. Our profound thanks to the Santander Foundation for selecting our bid.
## **I can Perform**
We are indebted to the David Solomons Trust for their funding of one stage piano, stand and sustaining pedal which has been given to the Coundon Hub. The stage piano can be used for drama performances, 1:1 music therapy work and in supporting group work. Coundon is host to an aspiring Client musician, a very talented visually impaired man who has an extraordinary aural ability, taking down complex patterns by ear. He is overjoyed to now have a full-size, weighted stage piano to play. Coundon is the second Hub where we host Nordoff Robbins Masters students. Together with our Orff instruments we now have an impressive array of instrumentation to use for music therapy.
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**Trustees Report Journey Enterprises Ltd**
## **J2U (Big Lottery)**
This year we were able to continue with our work on mental & emotional health and nutrition, moving with the blended return to mixed on and off site work. As we moved through 2021 we commissioned a local dietician, Helen Buchan, to work with our Clients, Life Skills Coaches and Hub Managers to redesign our café offer to ensure both value for money and healthier options. With the arrival of our first proper cash tills and card payment terminals, Clients will now be able to experience a High Street café offer and gain confidence using card payment systems whilst in Day Service. The first Clients to use the terminals in the Hubs were very excited. Our thanks to the Big Lottery for this vital and rapidly administered fund across the COVID-19 period.
## **Journey Friends**
This welcome new programme extends the excellent work our Hubs have traditionally undertaken volunteering to support older frail adults in the community. We are committed to opening up our Hubs and to promoting community service as a key way to develop life and work skills.
We were delighted to form a new partnership with the McCarthy & Stone Foundation. The Foundation provides grant aid to organisations working to support older frail adults and promoting inclusion.
Journey Friends builds on a collaborative model we ran successfully in Coundon in 2020. The programme provides regular hosted lunches, friendship and activities sessions at our Hubs, Clients preparing and serving meals and taking an active part in sessions. Each of our Hubs is sited in an area where we have social housing. These include sheltered housing units. By reaching out to this community we can offer a hand of friendship, companionship and inclusion.
Like other programmes, we have been affected by COVID restrictions. This has meant both prevention of visitors on site and continuing isolation of older adults in the community. Levels of fear within the extremely clinically vulnerable groups have remained high.
Quickly reshaping the programme to ensure we could still reach out to older frail adults each Hub worked to make links with local sheltered housing units and nursing homes, in addition to older adults’ groups. All our Hubs have been busily making meals and treats which have been taken out to older adults in the community. This has been so well received, many of the recipients without family support or contact with anyone daily. As we move through 2022-2023 we hope finally to host our recipients on site.
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**Trustees Report Journey Enterprises Ltd**
[Master chefs: wonderful treats to go out to isolated older adults from Coundon]
Our grateful thanks to McCarthy & Stone for their generosity and coming to visit us as the Programme launched. Everyone had a tremendous day.
[Acomb Clients host McCarthy & Stone]
## **Journey Together**
This important programme was to be the first of a series of new Saturday drop-in facilities at each of our Hubs. The programme has been significantly impacted by COVID-19 with Day Centre closures and restrictions over the past year preventing on site visitors. Daily testing and isolation protocols have remained in force in social care settings with visitors severely restricted. By kind agreement of the funders, NHS Durham, Darlington & Teeside Mental Health and Learning Disability Partnership and the Community Foundation Durham we have delayed roll out to adults with learning disabilities until June 2022.
Page 29
## **Trustees Report Journey Enterprises Ltd**
All the preliminary programme work, Staffing, resourcing, shaping of proposed activities and branding have been completed this financial year. We welcomed this first NHS grant funding for extension of the service, and look forward to Journey Together opening its doors in 2022-2023.
## **Newcastle Hub: Arnold Clark**
Arnold Clark’s community fundraising kindly donated £1K which we have used to purchase kitchen equipment for the new Newcastle Hub. These smaller community funds are so vital for the Voluntary Sector and we are very grateful for the Company’s support.
## **Newcastle Hub: Newcastle Building Society**
It is always thrilling to receive support from a local business brand which has impact in the community. Newcastle Building Society has a long history of supporting projects in its immediate communities, recommended by Members.
We applied to the Society for support for capital equipment for the new Newcastle Hub. Very generously Newcastle Building Society provided a grant for us to purchase an outdoor pizza oven and two Norseman mobile catering units.
These will be not only a benefit for Journey’s Clients but for the local community using the Shandon way Community Centre. The pizza oven has been installed in our now lovely outdoor courtyard area which was derelict when we moved in to the Centre.
Clients and Staff have worked tirelessly to transform this area for gardening, outdoor activities, relaxation and food & drink.
[Newcastle Clients build and admire the finished pizza oven]
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## **Trustees Report Journey Enterprises Ltd**
[TIMBER!...early days in the clearing of Newcastle Hub outdoor area]
## **Newcastle Hub: Screwfix Foundation**
The Screwfix Foundation funding has been warmly received by the Newcastle Hub Team. This funding has enabled us to overhaul the garden and courtyard area of the Community Centre, buy garden equipment, soil, plants and seeds, and packs to start some gardening enterprise activity. The hard work which Journey has put in to developing this area benefits not only the Journey family but the wider community which uses the Community Centre outside our operational hours. We are hugely grateful to the Foundation for their support.
## **Puppets (Curtin PARP and Muckle Funds)**
We were thrilled to host a visit from the Community Foundation Tyne & Wear this year to meet Clients at Acomb Hub and experience some puppetry ‘in action’. Kevin Maloney very much enjoyed joining an ABBA tribute in the puppetry session, and having an opportunity to talk with Clients about their lives, their time at Journey and their aspirations.
The visit also gave us the chance to talk in more detail with the Foundation about the importance of the two funds in enabling us to acquire resources which have had both intended impact and unexpected impact.
We had anticipated that the puppets would form a vital tool in enabling us to broaden Clients’ social and communication skills, explore issues relating to identify, life, feelings, experiences, emotions and relationships and to use the puppets to build confidence.
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**Trustees Report Journey Enterprises Ltd**
We had not anticipated COVID-19 and how essential the puppets would become in enabling Clients to re-emerge in to the world, to come back in to Day Service and to go out in to the community. The puppets went everywhere and have made such huge impact which is ongoing. Our thanks to the Curtin Parp and Muckle Funds for supporting Journey, and to the Community Foundation for its work.
[Out and about at last!]
## **An Unexpected Journey**
We finish this year’s Annual Report with reflections on different journeys for Clients and Staff alike. We very sadly heard the news at the close of 2021 that a Client from our Newcastle Hub, Yvonne, had died very unexpectedly. A young woman with Down’s Syndrome, Yvonne’s early mortality is a context which families and Staff working with adults with learning disability experience too often. It is devastating for families and has a huge impact on those in the wider circle of support.
[Yvonne]
We celebrated Yvonne’s life, her wonderful presence, joy and friendships, at our Newcastle Hub in a special tribute also attended by her family. With the funds raised so generously from Yvonne’s funeral collection, we were able to buy a lovely bench to put in the Hub gardens.
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**Trustees Report Journey Enterprises Ltd**
As we look forward, we, like many people in the past 20 months, live every moment knowing that the journey is one to be cherished. For every challenge our Clients have shown us that they have extraordinary resilience and an ability to move uniquely through the world seeing what others do not.
We have greatly enjoyed accompanying our Clients on their journeys in the past year and look forward to the unexpected, exciting and challenging in the next year.
“Keep journeying!”
Elspeth McPherson Chief Executive Officer
Page 33
**Trustees Report Journey Enterprises Ltd**
The trustees who are also directors of the charity for the purposes of the Companies Act 2006, present their report with the financial statements of the charity for the year ended 31 March 2022. The trustees have adopted the provisions of 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) (effective 1 January 2019).
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 2020.
## **OBJECTIVES AND ACTIVITIES**
## **Objectives 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. It 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. Operations were delivered in 2019-2020 from the Charitable Company's sites at Acomb, Hexham, Northumberland, Coundon, Bishop Auckland, County Durham and the Wallsend, North Tyneside; through its enterprises in community and in wider outreach .
The Charity continues to ensure that its objectives remain relevant to the ever-changing 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 and their carers.
Expenditure and development initiatives are planned, executed and monitored in line with the Charity's five year business plan and key strategic priorities. The principal strategic priorities for 2015-2020 are:
- Providing services for people with additional needs within their home communities;
- Growth of a supported employment programme;
- Extension of services for young people with additional needs;
- Providing high quality, flexible services for people with additional needs;
- Maintaining and enhancing what works well.
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**Trustees Report Journey Enterprises Ltd**
## **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.
## **FINANCIAL REVIEW**
## **Financial position**
The principal funding sources continued to be client day-care funding of £800,570 (2019 - £809,380). Total funds as at 31 March 2020 were £810,271 (2019 - £971,442) of which £19,822 (2019 - £18,996) were held as restricted funds. Details of restricted funds can be seen in note 21 of these financial statements.
## **Reserves policy**
The charitable company has free reserves of £341,035 as at 31 March 2020 (2019 - £526,438). The Trustees consider this level of reserves to be sufficient to deliver charitable objectives for the next twelve months giving regard to the risks identified above. Free reserves are calculated by deducting fixed assets from the unrestricted reserves held at the year-end.
## **STRUCTURE, GOVERNANCE AND MANAGEMENT**
## **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 new 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.
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**Trustees Report Journey Enterprises Ltd**
## **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, Finance Manager and Operations Manager oversee implementation of the Board's strategy and day to day operations in a staff team of 24 FTE employees. Hub, Service and a Development Manager manage front-line staff teams at the Charity's three sites, Acomb, Coundon and Wallsend. Staff include Life Skills Coaches, Job Coaches, Catering/Kiosk Staff, Drivers and Cleaners.
## **Induction and training of new 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.
## **Key management 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.
## **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.
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**Trustees Report Journey Enterprises Ltd**
## **REFERENCE AND ADMINISTRATIVE DETAILS**
## **Registered Company number**
01780839 (England and Wales)
## **Registered Charity number**
514827
## **Registered office**
Network House Acomb Hexham Northumberland NE46 4SA
## **Trustees**
Ms B Simpson C H S Swinburne T Devereux S Montgomery J Kendrick A M Mathews P Hawley C Benn
## **Independent Examiner**
Armstrong Watson Audit Limited Milburn House Hexham Business Park Burn Lane Hexham NE46 3RU
Approved by order of the board of trustees on 19th November 2022 and signed on its behalf by:
Page 37
Independent Examiners Report lo Ihe Twstees ol
Joumey Enterprises Ltd
Independent examlnerf$ report lo the tsuslees of Joumey Enterprises Ltd (Yhe Company.)
I report to the charity Irustees on my exominotion ol the occounls of the Company lor the
year ended 31 March 2022.
Responsibilities and ba$is ol report
Ihe charify's trustees of Ihe Compony land also ils direclors for the purposes of company
lowl you are responsiEJe for Ihe preporation of the occounts in occordance with the
requirements of the Componies Acl 2(X)61'the )6 Act'i.
Hoving satisfied mysdf that Ihe accounts of Ihe Compony are not required to be oudiled
under Part 16 of the 2W6 Acl and ore eligible for independent exominalion. I report in
respecl of my exominotion of your chority's accounts os carried out under section 145 of
Ihe Chorities Act 2011 I'the 2011 Act'l. In corying out my exomination I have followed the
Directions given by the Chority Commission under section 145151 Ibl of Ihe 2011 Act.
Independent examiner's stalement
Since your chority's gross income exceeded £250.0(X) your exominer must be a member of
a listed body. I can confirm Ihol l am quolified to undertake the examination because l am
a registered member of ACAIACCA which is one ot Ihe listed bodie5.
I hove completed my exomination. I confirm thal no mofter5 have come to my allention in
conneclion with Ihe exomination giving me cause lo befieve:
accounting record5 were not kepl in respect of the Comwny as required by section
386 of the 2006 Act; or
the occounls do not accd wth Ihose record5.' or
the occount5 do nol comrAy with Ihe accounting requirements of section 396 of Ihe
21X)6 Act other than any requiremenl that the accounts give a Irue and foir view which
is nol a matter considered a5 Port of on independent examinotion.. or
4. the accounts hove nol been prepored in accordonce wlh Ihe methods and princieS
of the Statement of Recommended Proctice for accounting and reporting by charities
lopplicoble to chafilies preparing their occounts in accordance with the Financial
Reporting Slandard applicokje in Ihe UK ond RepU1C of Ireland IFRS 10211.
I have no concems ond have come across no other matlers in conneclion with the
exomination to which ottenlion should be drown in this report in order to ernatre a proper
understanding of the accoun
be reached.
Simon Turner
Armstrong Walson Audit Limited
Milburn House
Hexam Business Park
Burn Lane
Hexham
NE46 3RU
Page 38
## **Statement of Financial Activities Journey Enterprises Ltd For the Year Ended 31 March 2022**
|Unrestricted
Restricted
funds
funds
Notes
£
£
**INCOME AND ENDOWMENTS FROM**
Donations and legacies
3
45,247
180,125
**Charitable activities**
6
Client daycare funding
621,248
-
Daycare activity
28,730
-
Fuel duty rebate
(3,454)
-
Community enterprises
16,992
-
**Other activities**
Other trading activities
4
4,110
-
Investment income
5
39
-
Other income
1,429
-
**Total**
714,341
180,125
**EXPENDITURE ON**
Raising funds
7
3,914
-
**Charitable activities**
8
Daycare activity
33,877
17,380
Community enterprises
3,764
2,316
Direct service provision
217,840
7,152
Staff costs
503,611
4,110
**Other**
105,687
-
**Total**
868,693
30,958
**NET INCOME/(EXPENDITURE)**
(154,352)
149,167
**Transfers between funds**
20
27,620
(27,620)
**Net movement in funds**
(126,732)
121,547
**RECONCILIATION OF FUNDS**
**Total funds brought forward**
884,419
6,572
**TOTAL FUNDS CARRIED FORWARD**
757,687
128,119|2022
Total
funds
£
225,372
621,248
28,730
(3,454)
16,992
4,110
39
1,429
894,466
3,914
51,257
6,080
224,992
507,721
105,687
899,651
(5,185)
-
(5,185)
890,991
885,806|2021
Total
funds
£
74,268
730,040
(756)
1,800
765
304
131
760
807,312
2,236
26,048
1,856
177,273
402,562
107,113
717,088
90,224
-
90,224
800,767
890,991|
|---|---|---|
The notes form part of these financial statements
Page 39
## **Balance Sheet Journey Enterprises Ltd (Registered Number: 01780839) 31 March 2022**
|Notes
**FIXED ASSETS**
Tangible assets
14
**CURRENT ASSETS**
Debtors
15
Cash at bank and in hand
**CREDITORS**
Amounts falling due within one year
16
**NET CURRENT ASSETS**
**TOTAL ASSETS LESS CURRENT LIABILITIES**
**CREDITORS**
Amounts falling due after more than one year 17
**NET ASSETS**
**FUNDS**
20
Unrestricted funds
Restricted funds
**TOTAL FUNDS**|Unrestricted
funds
£
576,226
194,094
101,170
295,264
(76,919)
218,345
794,571
(36,884)
757,687|Restricted
funds
£
-
-
128,119
128,119
-
128,119
128,119
-
128,119|2022
Total
funds
£
576,226
194,094
229,289
423,383
(76,919)
346,464
922,690
(36,884)
885,806
757,687
128,119
885,806|2021
Total
funds
£
537,071
65,403
501,391
566,794
(168,848)
397,946
935,017
(44,026)
890,991
884,419
6,572
890,991|
|---|---|---|---|---|
The charitable company is entitled to exemption from audit under Section 477 of the Companies Act 2006 for the year ended 31 March 2022.
The members have not required the company to obtain an audit of its financial statements for the year ended 31 March 2022 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.
The notes form part of these financial statements
Page 40
## **Balance Sheet Journey Enterprises Ltd (Registered Number: 01780839) 31 March 2022**
These financial statements have been prepared in accordance with the provisions applicable to charitable companies subject to the small companies regime.
The financial statements were approved by the Board of Trustees and authorised for issue on 19th November 2022 and were signed on its behalf by:
The notes form part of these financial statements
Page 41
## **Cash Flow Statement Journey Enterprises Ltd For the Year Ended 31 March 2022**
|||2022|2021|
|---|---|---|---|
||Notes|£|£|
|**Cash flows from operating activities**||||
|Cash generated from operations|1|(98,588)|146,713|
|Net cash (used in)/provided by operating activities||(98,588)|146,713|
|**Cash flows from investing activities**||||
|Purchase of tangible fixed assets||(86,413)|(136,958)|
|Interest received||39|131|
|Net cash used in investing activities||(86,374)|(136,827)|
|**Cash flows from financing activities**||||
|Loan repayments in year||(94,138)|(7,151)|
|Capital repayments in year||6,998|69,097|
|Net cash (used in)/provided by financing activities||(87,140)|61,946|
|||||
|**Change in cash and cash equivalents**|**in**|||
|**the reporting period**||(272,102)|71,832|
|**Cash and cash equivalents at the**||||
|**beginning of the reporting period**||501,391|429,559|
|**Cash and cash equivalents at the end**|**of**|||
|**the reporting period**||229,289|501,391|
The notes form part of these financial statements
Page 42
## **Notes to the Cash Flow Statement Journey Enterprises Ltd For the Year Ended 31 March 2022**
## **1. RECONCILIATION OF NET (EXPENDITURE)/INCOME TO NET CASH FLOW FROM OPERATING ACTIVITIES**
|2022
£
**Net (expenditure)/income for the reporting period (as per the**
**Statement of Financial Activities)**
(5,185)
**Adjustments for:**
Depreciation charges
46,874
Loss on disposal of fixed assets
383
Interest received
(39)
(Increase)/decrease in debtors
(128,691)
Decrease in creditors
(11,930)
**Net cash (used in)/provided by operations**
(98,588)|2021
£
90,224
36,711
12,589
(131)
40,759
(33,439)
146,713|
|---|---|
## **2. ANALYSIS OF CHANGES IN NET FUNDS**
||At 1.4.21|Cash flow|At 31.3.22|
|---|---|---|---|
||£|£|£|
|**Net cash**||||
|Cash at bank and in hand|501,391|(272,102)|229,289|
||501,391|(272,102)|229,289|
|**Debt**||||
|Finance leases|(69,097)|(6,998)|(76,095)|
|Debts falling due within 1 year|(94,139)|94,139|-|
||(163,236)|87,141|(76,095)|
|**Total**|338,155|(184,961)|153,194|
## **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.
The notes form part of these financial statements
Page 43
**Notes to the Financial Statements Journey Enterprises Ltd For the Year Ended 31 March 2022**
## **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.
## **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.
Page 44 continued…
**Notes to the Financial Statements Journey Enterprises Ltd For the Year Ended 31 March 2022**
## **2. ACCOUNTING POLICIES - continued**
## **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.
## **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.
Page 45 continued…
**Notes to the Financial Statements Journey Enterprises Ltd For the Year Ended 31 March 2022**
## **2. ACCOUNTING POLICIES - continued**
## **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.
## **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.
## **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.
Page 46 continued…
**Notes to the Financial Statements Journey Enterprises Ltd For the Year Ended 31 March 2022**
## **2. ACCOUNTING POLICIES - continued**
## **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.
## **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.
## **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.
Page 47 continued…
**Notes to the Financial Statements Journey Enterprises Ltd For the Year Ended 31 March 2022**
## **2. ACCOUNTING POLICIES - continued**
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
**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
Community enterprises|2022
£
5,760
219,612
225,372
2022
£
23
4,087
4,110
2022
£
39
2022
£
621,248
28,730
(3,454)
16,992
663,516|2021
£
2,414
71,854
74,268
2021
£
279
25
304
2021
£
131
2021
£
730,040
(756)
1,800
765
731,849|
|---|---|---|
Page 48 continued…
**Notes to the Financial Statements Journey Enterprises Ltd For the Year Ended 31 March 2022**
## **7. RAISING FUNDS**
## **Other trading activities**
||2022|2021|
|---|---|---|
||£|£|
|Purchases|3,914|2,236|
## **8. CHARITABLE ACTIVITIES COSTS**
|Daycare activity
Community enterprises
Direct service provision
Staff costs|Support
Direct
costs (see
Costs
note 9)
£
£
51,257
-
6,080
-
224,992
-
482,657
25,064
764,986
25,064|Totals
£
51,257
6,080
224,992
507,721
790,050|
|---|---|---|
## **9. SUPPORT COSTS**
|Other resources
expended
Staff costs|Communication
Finance
& IT
£
£
8,377
49,061
5,553
-
13,930
49,061|Governance
Other
costs
£
£
7,874
40,375
-
19,511
7,874
59,886|Totals
£
105,687
25,064
130,751|
|---|---|---|---|
## **10. NET INCOME/(EXPENDITURE)**
Net income /(expenditure) is stated after charging /(crediting):
|Depreciation - owned assets
Deficit on disposal of fixed assets
Independent Examiner fees|2022
£
46,875
383
1,700|2021
£
36,711
12,589
1,700|
|---|---|---|
## **11. TRUSTEES' REMUNERATION AND BENEFITS**
There were no trustees' remuneration or other benefits for the year ended 31 March 2022 nor for the year ended 31 March 2021.
## **Trustees' expenses**
There were no trustees' expenses paid for the year ended 31 March 2022 nor for the year ended 31 March 2021.
Page 49 continued…
**Notes to the Financial Statements Journey Enterprises Ltd For the Year Ended 31 March 2022**
## **12. STAFF COSTS**
|Wages and salaries
Social security costs
Other pension costs|2022
£
474,498
25,657
7,566
507,721|2021
£
375,093
20,690
6,779
402,562|
|---|---|---|
The total employee benefits of the key management personnel of the Charity were £81,235 (2021: £115,185). These staff are defined on page 1.
The average monthly number of employees during the year was as follows:
||2022|2021|
|---|---|---|
|Staff Numbers|25|21|
No employees received emoluments in excess of £60,000.
Page 50 continued…
## **Notes to the Financial Statements Journey Enterprises Ltd For the Year Ended 31 March 2022**
## **13. COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES**
|Unrestricted
Restricted
funds
funds
£
£
**INCOME AND ENDOWMENTS FROM**
Donations and legacies
914
73,354
**Charitable activities**
Client daycare funding
730,040
-
Daycare activity
(756)
-
Fuel duty rebate
1,800
-
Community enterprises
765
-
Other trading activities
304
-
Investment income
131
-
Other income
760
-
**Total**
733,958
73,354
**EXPENDITURE ON**
Raising funds
303
1,933
**Charitable activities**
Daycare activity
12,249
13,799
Community enterprises
1,357
499
Direct service provision
170,185
7,088
Staff costs
372,618
29,944
Other
102,605
4,508
**Total**
659,317
57,771
**NET INCOME**
74,641
15,583
**Transfers between funds**
10,939
(10,939)
**Net movement in funds**
85,580
4,644
**RECONCILIATION OF FUNDS**
**Total funds brought forward**
798,839
1,928
**TOTAL FUNDS CARRIED FORWARD**
884,419
6,572|Total
funds
£
74,268
730,040
(756)
1,800
765
304
131
760
807,312
2,236
26,048
1,856
177,273
402,562
107,113
717,088
90,224
-
90,224
800,767
890,991|
|---|---|
Page 51 continued…
## **Notes to the Financial Statements Journey Enterprises Ltd For the Year Ended 31 March 2022**
## **14. TANGIBLE FIXED ASSETS**
|Freehold
property
£
**COST**
At 1 April 2021
409,000
Additions
-
Disposals
-
At 31 March 2022
409,000
**DEPRECIATION**
At 1 April 2021
-
Charge for year
-
Eliminated on disposal
-
At 31 March 2022
-
**NET BOOK VALUE**
At 31 March 2022
409,000
At 31 March 2021
409,000|Fixtures
and
fittings
£
40,257
32,760
(958)
72,059
8,863
11,165
(575)
19,453
52,606
31,394|Motor
vehicles
£
136,712
53,653
(20,700)
169,665
40,035
35,710
(20,700)
55,045
114,620
96,677|Totals
£
585,969
86,413
(21,658)
650,724
48,898
46,875
(21,275)
74,498
576,226
537,071|
|---|---|---|---|
## **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 £525,460 (2021 - £538,750).
## **15. DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR**
|Trade debtors
Other debtors
Accrued Income
Prepayments|2022
£
107,075
-
59,564
27,455
194,094|2021
£
31,554
326
6,432
27,091
65,403|
|---|---|---|
Page 52 continued…
## **Notes to the Financial Statements Journey Enterprises Ltd For the Year Ended 31 March 2022**
## **16. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR**
|Bank loans and overdrafts (see note 18)
Hire purchase (see note 19)
Trade creditors
Social security and other taxes
Other creditors
Pension Liability
Accruals and deferred income|2022
£
-
39,211
16,917
8,356
-
1,539
10,896
76,919|2021
£
94,139
25,071
29,624
7,884
1,947
-
10,183|
|---|---|---|
|||168,848|
## **Bank borrowings**
The Unity Trust bank loan was denominated in sterling with a nominal interest rate of 4% and the loan was repaid early in full in the year. The carrying amount at year end is £nil (2021 - £94,139).
## **17. CREDITORS: AMOUNTS FALLING DUE AFTER MORE THAN ONE YEAR**
## **18.**
|Hire purchase (see note 19)
**LOANS**
An analysis of the maturity of loans is given below:
Amounts falling due within one year on demand:
Bank loans|2022
£
36,884
2022
£
-|2021
£
44,026|
|---|---|---|
|||2021
£
94,139|
Page 53 continued…
## **Notes to the Financial Statements Journey Enterprises Ltd For the Year Ended 31 March 2022**
## **19. LEASING AGREEMENTS**
Minimum lease payments fall due as follows:
||Hire purchase|contracts|
|---|---|---|
||2022|2021|
||£|£|
|Gross obligations repayable:|||
|Within one year|43,555|29,509|
|Between one and five years|38,482|46,922|
||82,037|76,431|
|Finance charges repayable:|||
|Within one year|4,344|4,438|
|Between one and five years|1,598|2,896|
||5,942|7,334|
|Net obligations repayable:|||
|Within one year|39,211|25,071|
|Between one and five years|36,884|44,026|
||76,095|69,097|
||Non-cancellable||
||operating|leases|
||2022|2021|
||£|£|
|Within one year|32,685|42,702|
|Between one and five years|53,820|57,775|
||86,505|100,477|
Page 54 continued…
## **Notes to the Financial Statements Journey Enterprises Ltd For the Year Ended 31 March 2022**
## **20. MOVEMENT IN FUNDS**
|**Unrestricted funds**
General fund
Staffing and maternity costs
Marketing costs
Sickness
Redundancy
Repair & Replacement
Premises
New premises
Legal
Lifts
IT
Covid control measures
Transportation
Outreach services
**Restricted funds**
Big Lottery Covid fund
Blyth activities
Journey Blyth
I Can Be Canny
I Can Perform
Journey Friends
Journey Together
Newcastle Hub
Screwfix Foundation
**TOTAL FUNDS**|Net
Transfers
movement
between
At 1.4.21
in funds
funds
£
£
£
799,766
(109,876)
8,626
5,000
(4,078)
-
9,350
(9,278)
650
-
(8,190)
10,000
23,000
-
(18,000)
10,370
(7,197)
12,130
516
(4,975)
4,484
15,000
(7,546)
5,000
1,325
(3,212)
1,887
5,894
-
(5,894)
11,455
-
(8,520)
2,109
-
(2,109)
634
-
(634)
-
-
20,000
884,419
(154,352)
27,620
6,572
(7,355)
783
-
2,328
-
-
82
-
-
120,692
(28,710)
-
(249)
249
-
5,444
-
-
24,572
-
-
(58)
58
-
3,711
-
6,572
149,167
(27,620)
890,991
(5,185)
-|At
31.3.22
£
698,516
922
722
1,810
5,000
15,303
25
12,454
-
-
2,935
-
-
20,000
757,687
-
2,328
82
91,982
-
5,444
24,572
-
3,711
128,119
885,806|
|---|---|---|
Page 55 continued…
## **Notes to the Financial Statements Journey Enterprises Ltd For the Year Ended 31 March 2022**
## **20. 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|714,341|(824,217)|(109,876)|
|Staffing and maternity costs|-|(4,078)|(4,078)|
|Marketing costs|-|(9,278)|(9,278)|
|Sickness|-|(8,190)|(8,190)|
|Repair & Replacement|-|(7,197)|(7,197)|
|Premises|-|(4,975)|(4,975)|
|New premises|-|(7,546)|(7,546)|
|Legal|-|(3,212)|(3,212)|
||714,341|(868,693)|(154,352)|
|**Restricted funds**||||
|Big Lottery Covid fund|-|(7,355)|(7,355)|
|Blyth activities|4,345|(2,017)|2,328|
|Journey Blyth|5,000|(4,918)|82|
|I Can Be Canny|125,000|(4,308)|120,692|
|I Can Perform|1,000|(1,249)|(249)|
|Journey Friends|6,000|(556)|5,444|
|Journey Together|24,572|-|24,572|
|Kickstarts|1,500|(1,500)|-|
|Newcastle Hub|4,908|(4,966)|(58)|
|Screwfix Foundation|7,800|(4,089)|3,711|
||180,125|(30,958)|149,167|
|**TOTAL FUNDS**|894,466|(899,651)|(5,185)|
Page 56 continued…
**Notes to the Financial Statements Journey Enterprises Ltd For the Year Ended 31 March 2022**
## **20. MOVEMENT IN FUNDS - continued**
## **Comparatives for movement in funds**
|**Unrestricted funds**
General fund
Staffing and maternity costs
Marketing costs
Sickness
Redundancy
Repair & Replacement
Pension
Premises
New premises
Legal
Relocation
Lifts
IT
Covid control measures
Transportation
**Restricted funds**
Acomb Furniture
Hexham Station Planters
Wild!
Return play outdoor gym
Big Lottery Covid fund
CAF Covid
Puppetry
Keeping You Safe & Well
Sports Therapy Equipment
Wheels Meet Again
**TOTAL FUNDS**|Net
Transfers
movement
between
At 1.4.20
in funds
funds
£
£
£
620,229
122,263
57,274
2,125
-
2,875
5,000
(650)
5,000
-
(7,046)
7,046
4,071
-
18,929
30,000
(3,693)
(15,937)
2,500
-
(2,500)
31,893
(13,955)
(17,422)
50,000
-
(35,000)
12,000
(675)
(10,000)
24,719
-
(24,719)
13,500
(16,106)
8,500
2,802
(606)
9,259
-
(4,891)
7,000
-
-
634
798,839
74,641
10,939
928
-
(928)
499
(499)
-
501
(747)
246
-
10,320
(10,320)
-
6,572
-
-
(480)
480
-
(6)
6
-
(7)
7
-
(70)
70
-
500
(500)
1,928
15,583
(10,939)
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 57 continued…
## **Notes to the Financial Statements Journey Enterprises Ltd For the Year Ended 31 March 2022**
## **20. MOVEMENT IN FUNDS - continued**
Comparative 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 58 continued…
## **Notes to the Financial Statements Journey Enterprises Ltd For the Year Ended 31 March 2022**
## **20. MOVEMENT IN FUNDS - continued**
A current year 12 months and prior year 12 months combined position is as follows:
|**Unrestricted funds**
General fund
Staffing and maternity costs
Marketing costs
Sickness
Redundancy
Repair & Replacement
Pension
Premises
New premises
Legal
Relocation
Lifts
IT
Covid control measures
Outreach services
**Restricted funds**
Acomb Furniture
Hexham Station Planters
Wild!
Return play outdoor gym
Big Lottery Covid fund
CAF Covid
Puppetry
Keeping You Safe & Well
Sports Therapy Equipment
Wheels Meet Again
Blyth activities
Journey Blyth
I Can Be Canny
I Can Perform
Journey Friends
Journey Together
Newcastle Hub
Screwfix Foundation
**TOTAL FUNDS**|Net
Transfers
movement
between
At 1.4.20
in funds
funds
£
£
£
620,229
12,387
65,900
2,125
(4,078)
2,875
5,000
(9,928)
5,650
-
(15,236)
17,046
4,071
-
929
30,000
(10,890)
(3,807)
2,500
-
(2,500)
31,893
(18,930)
(12,938)
50,000
(7,546)
(30,000)
12,000
(3,887)
(8,113)
24,719
-
(24,719)
13,500
(16,106)
2,606
2,802
(606)
739
-
(4,891)
4,891
-
-
20,000
798,839
(79,711)
38,559
928
-
(928)
499
(499)
-
501
(747)
246
-
10,320
(10,320)
-
(783)
783
-
(480)
480
-
(6)
6
-
(7)
7
-
(70)
70
-
500
(500)
-
2,328
-
-
82
-
-
120,692
(28,710)
-
(249)
249
-
5,444
-
-
24,572
-
-
(58)
58
-
3,711
-
1,928
164,750
(38,559)
800,767
85,039
-|At
31.3.22
£
698,516
922
722
1,810
5,000
15,303
-
25
12,454
-
-
-
2,935
-
20,000
757,687
-
-
-
-
-
-
-
-
-
-
2,328
82
91,982
-
5,444
24,572
-
3,711
128,119
885,806|
|---|---|---|
Page 59 continued…
**Notes to the Financial Statements Journey Enterprises Ltd For the Year Ended 31 March 2022**
## **20. 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|Movement|
|---|---|---|---|
||resources|
expended|in funds|
||£|£|£|
|**Unrestricted funds**||||
|General fund|1,448,299|(1,435,912)|12,387|
|Staffing and maternity costs|-|(4,078)|(4,078)|
|Marketing costs|-|(9,928)|(9,928)|
|Sickness|-|(15,236)|(15,236)|
|Repair & Replacement|-|(10,890)|(10,890)|
|Premises|-|(18,930)|(18,930)|
|New premises|-|(7,546)|(7,546)|
|Legal|-|(3,887)|(3,887)|
|Lifts|-|(16,106)|(16,106)|
|IT|-|(606)|(606)|
|Covid control measures|-|(4,891)|(4,891)|
||1,448,299|(1,528,010)|(79,711)|
|**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|(9,363)|(783)|
|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|
|Blyth activities|4,345|(2,017)|2,328|
|Journey Blyth|5,000|(4,918)|82|
|I Can Be Canny|125,000|(4,308)|120,692|
|I Can Perform|1,000|(1,249)|(249)|
|Journey Friends|6,000|(556)|5,444|
|Journey Together|24,572|-|24,572|
|Kickstarts|1,500|(1,500)|-|
|Newcastle Hub|4,908|(4,966)|(58)|
|Screwfix Foundation|7,800|(4,089)|3,711|
||253,479|(88,729)|164,750|
|**TOTAL FUNDS**|1,701,778|(1,616,739)|85,039|
Page 60 continued…
## **Notes to the Financial Statements Journey Enterprises Ltd For the Year Ended 31 March 2022**
## **20. MOVEMENT IN FUNDS - continued**
The specific purposes for which the funds are to be applied are as follows:
## **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 outrea ch service.
## **Blyth Activities**
For the development of arts, craft and sport therapy resources for the new Journey Blyth Hub for adults with learning disability (funder EDF Wind Farms)
## **Blyth Funding**
This fund combines funding received from Arnold Clark and Northumberland CC Community Chest. Restricted for the development of kitchen and catering resources for use by adults with complex learning disability.
## **I Can be Canny**
A programme to develop financial and digital skills, and Safeguard, adults with complex learning disability.
## **I Can Perform**
A programme to equip three Day Centres for adults with learning disability with stage pianos for performances.
## **Journey Friends**
A programme to provide friendship activities for older, frail adults living in proximity to Journey's Hubs.
## **Journey Together**
A programme to open a Saturday free activities drop-in for adults with complex learning disability living in the Coundon area.
## **Kickstarts**
Scheme provides funding to create new jobs for 16 to 24 year olds on Universal Credit who are at risk of long term unemployment. Restricted for employment costs.
## **Newcastle Hub**
Capital funding to equip our new Newcastle Day Centre with catering resources which will benefit adults with complex learning disability and the wider community using the Kenton Community Centre.
## **Screwfix Foundation**
Funding to equip our new Newcastle Day Centre with resources to develop our gardening and outdoor eating area and associated enterprise.
Fully completed fund details can be found below for comparative information purposes:
## **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 61 continued…
**Notes to the Financial Statements Journey Enterprises Ltd For the Year Ended 31 March 2022**
## **20. 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.
## **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.
## **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 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.
Page 62 continued…
## **Notes to the Financial Statements Journey Enterprises Ltd For the Year Ended 31 March 2022**
## **21. EMPLOYEE BENEFIT OBLIGATIONS**
The Charity operates a defined contribution pension scheme. The employer pension cost charge for the year represents contributions payable by the Charity to the scheme and amounted to £7,566 (2021 - £6,780).
Contributions totalling £1,539 (2021 - £nil) were payable to the scheme at the end of the year and are included in creditors.
## **22. RELATED PARTY DISCLOSURES**
There were no related party transactions for the year ended 31 March 2022.
Page 63