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2024-03-31-accounts

COMPANY REGISTRATION NUMBER: 01780839 CHARITY REGISTRATION NUMBER: 514827

Journey Enterprises Ltd

Company Limited by Guarantee

Financial Statements 31 March 2024

T R DIXON AND CO LTD

Chartered Certified Accountants Statutory Auditors 1A Dinsdale Place Jesmond Newcastle upon Tyne NE2 1BD

Journey Enterprises Ltd

Company Limited by Guarantee

Financial Statements

Year ended 31 March 2024

Page
Trustees' annual report (incorporating the Directors’ report) 4
Independent Auditor's report to the Members 21
Statement of financial activities (including income and
expenditure account) 25
Statement of financial position 26
Statement of cash flows 27
Notes to the financial statements 28

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Journey Enterprises Ltd

Company Limited by Guarantee

Trustees' Annual Report (Incorporating the Director's Report)

Year ended 31 March 2024

The Trustees, who are also the directors for the purposes of company law, present their report and the financial statements of the charity for the year ended 31 March 2024.

Reference and administrative details

Registered charity name Journey Enterprises Ltd
Charity registration number 514827
Company registration number 01780839
Principal office and registered Network House
office Acomb
Hexham
Northumberland
NE46 4SA
The Trustees
C Benn
P Hawley
M Mathews
B Simpson
T Devereux
J Kendrick
S Montgomery
Key Management Personnel
E V McPherson (Chief Executive Officer)
M E Leadbeater (Operations Manager)
Auditor T R Dixon and Co Limited
Chartered Certified Accountants
Statutory Auditors
1A Dinsdale Place
Jesmond
Newcastle upon Tyne
NE2 1BD

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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 23[rd] December 1983, revised on 11[th] October 2012 and 14[th] September 2017. The Company’s registration number is 01780839. It is registered as a charity with the Charity Commission, number 514827.

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.

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.

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 together with all Staff. The Trustees benchmark against pay levels within the Third Sector regionally, incremental increases accommodated within forecast budgets and applications for funding. The Charity commits to paying just above the National Living Wage at Spinal Point 1, and offers a competitive wider benefits package to attract and retain Staff.

Organisational Structure

The Charitable Company consists of a Board of Trustees and an operational team of employees volunteers and postgraduate/undergraduates on practice-based placements. The Board is led by a Chair and has honorary positions for Designated Health & Safety and Designated Safeguarding Leads, linking these functions directly to Senior Leadership in the operational team.

The Senior Management Team, comprising Chief Executive Officer and Operations Manager, oversee implementation of the Board’s strategy and day to day operations.

The Middle Management Team, comprising three Health & Social Care Managers and a Business Support Manager are responsible for sites, Staff and operations in their specified roles.

Senior and Middle Managers meet bi-monthly. Teams meet monthly with Team briefings held daily. All meetings follow the same agenda ensuring effective compliance, transparency and quality control. Clients also meet in a mirroring agenda in Client Forums held bi-monthly.

Risk management

Trustees meet quarterly to review operations, financial performance, quality and risk. The Trustees have agreed to examine the major risks faced by the Charitable Company on an annual basis. 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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Financial review

The results for the year and the financial position of the Charitable Company are shown in the attached financial statements.

In summary, the Charity’s total income for the year was £1,138,822 (2023 - £999,846) of which £116,973 related to Restricted Project income (2023 - £52,486). Total expenditure for the year was £1,230,668 (2023 - £1,027,351) of which £132,632 related to Restricted Project expenditure (2023 - £105,004).

Reserves policy

The Charitable Company has free reserves of £183,645 as at 31 March 2024 (2023 - £231,055). The Trustees consider this level of reserves to be sufficient to deliver charitable objectives for the next twelve months. Free reserves are calculated by deducting fixed assets from the unrestricted reserves held at the year-end.

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Journey Enterprises Ltd

Company Limited by Guarantee

Trustees' Annual Report (Incorporating the Directors’ Report) (continued)

Year ended 31 March 2024

Objectives and activities

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 and health & wellbeing activities for people with learning disabilities. Its operations are delivered from its sites in Acomb near Hexham (Northumberland) Coundon near Bishop Auckland (Durham) and Newcastle (Tyne & Wear) and within 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, and in raising awareness of the needs of adults with learning disability, their skills and aspirations.

Expenditure and development initiatives are planned, executed and monitored in line with the Charity’s five-year business plan and key strategic priorities. Our Business Strategy was refreshed in 2021.

The principal strategic priorities are:

Future Plans

The Charity’s overarching aim is to enable people with learning disability to achieve their potential. To achieve this the Charity provides specialist training to enable adults with learning disability to develop the key life, work and wellbeing skills, which will enable them to thrive and achieve their aspirations. Each year we enhance the Service Offer to bring in new programmes or programme elements which will provide greater opportunity for the adults we support.

Within our last Report we outlined our principal site development needs which remain. The most pressing has been the sourcing of appropriate accommodation to move our present Acomb site to the Prudhoe area where it should be able to deliver more accessible services both to adults with moderate learning disability and begin to serve those with profound and multiple complex learning disability.

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We also continue to look for appropriate additional accommodation for Day Service delivery in Newcastle, a site taking referrals from four local authorities and at capacity. Our present intention is to return to North Tyneside if a suitable locality can be sourced for a fifth Hub.

We remain committed to opening up the Hubs to the wider community as have seen during our 40th year. Newcastle Hub has hosted a year of diverse events, celebrating the different journeys families from different cultures, faiths and countries have experienced in their pathway to lives in Newcastle. This, together with the appointment of Fatima El-Jellaoui from Senior to Hub Manager, has enabled Journey to attract both a more diverse Client base and diverse volunteering base. In Coundon, the Hub has expanded its ‘pay what you can’ shop, now partnering with Fareshare and a range of wider initiatives which have enabled us to offer more to the community. Ernie Journey, our food delivery van, now undertakes busy meal delivery rounds as well as providing a presence at events.

The Charity’s Staffing remains its primary asset and one we continue to invest in. We recognise not only the vital roles of our front-line Staff but also the vital role our Middle Management Team plays. They lead, shape and support our front-line Staff teams and form a key element of the Charity’s succession planning. Against the Cost of Living Crisis, the Board has remained committed to ensuring we offer pay awards annually which remain abreast of competitors and Sector trends. This, together with our wider benefits package, expanded further this year, has enabled us to retain Staff and to attract new Staff to the Team. As we moved to the close of the financial year the Charity launched its own Bank Staff programme which will reduce our reliance on costly Agency Staff and provide a potential recruitment pathway for prospective employees.

The Charity continues to develop its resource base, ensuring Clients and Staff are provided with a fully accessible and responsive working context from which they can showcase their strengths and work successfully collaboratively. Working from four sites and in the community, the Charity is mindful of the importance of continuing to invest in the ‘three Ts’: technology, transportation and training. These give us the tools to connect, to bridge between Clients’ homes and Hubs, and to ensure Staff continue to offer skilled, professional and empathetic support for the adults in our care.

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

We have been delighted to celebrate Journey’s 40th year of operations during the financial year 2023 – 2024. As a parent of young men with complex learning disability, the ongoing support of a charity founded by parent carers locally, founders with understanding and first-hand experience of the needs of adults with learning disability and the challenges they face, cannot be understated. Parent Carers of adults with learning disability are life-long Carers. Services such as Journey’s enable us to work in partnership, knowing we are providing the best opportunities for those we love to thrive, to achieve their aspirations and to grow.

Seeing Journey similarly thrive, achieve its organisational aims and growth over the past years I have been a parent carer here, a trustee and the Chair, has been hugely rewarding. We know we can only achieve this where we have the right leadership, Staff teams, resources, systems and practices. As a small north east charity we are rightly proud of the Charity’s achievements, recognition and longevity. As we look forward to what we hope are many more years, my thanks to my colleagues on the Board of Trustees, Journey’s wonderful volunteers who join the Staff team daily at our sites, and to our splendid Staff Team.

Barbara Simpson

Chair of the Board of Trustees

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Chief Executive Officer’s Report: Achievements and Performance

Marking our 40th year throughout 2023, Journey has had an opportunity to reflect on the past, celebrate the present and to welcome the future. It is a testament to the vision and commitment of our founding parent-Carers who both recognised the need for the Charity and set such solid foundations for the Charity to flourish that we are here today.

[Clients enjoying Day Service]

During 2023 our celebratory destinations have been varied and hugely enjoyed: from the smallest local acts, the cards of friendship given out to older, frail adults living close to the Hubs to our riotous summer fayre and the spectacular Gala Ball in September, Journey’s Clients, families and Staff have made the most of our celebrations. Where we have these opportunities to come together not only bringing all our Clients and Staff together but also hosting parent Carers, we get a real sense of the irreplaceable. This is the importance and difference Journey, the Charity, has made, and how vital it is that we continue with our work for another 40 years and more.

Our People

Journey today is shaped by its people: from our wonderful Board of Trustees and our teams of volunteers to our extraordinarily dedicated and skilled Staff team, we collaboratively make Journey what it is today.

Our Board of Trustees has offered sterling support throughout the year, steering the Charity through its current to next course, championing the issues which need to be voiced externally and providing new networks for the Charity’s development. Outside Board meetings Trustees have greatly enjoyed attending our 40th year events, most notably our Gala evening, and have generously offered time to provide specialist activities sessions for Clients. We are inordinately grateful to our Trustees for their dedication, professional and personal knowledge and passion for Journey.

Celebrating another year of Staff recognition regionally and nationally we were delighted to see Kelly Appleby, Learning Disability Support Worker (Newcastle) win the regional Best Newcomer section in the Best of British Care Awards 2023 and to progress to the National Finals in London. This was an outstanding achievement. She was joined in the regional finals by the Coundon Staff Team, Lyndsey Jones (Senior Learning Disability Support Worker), Helen Wood (Business Administrator) and Journey Enterprises ‘the employer’).

We reached the National Finals of the National Learning Disability Awards for a fourth successive year. Our Finalists were Nathan Watson (Volunteering and Projects Manager – Front-line Leader award), Gemma Sowerby (Hub Manager Coundon – Making a Difference award) and Journey (employer award). Trustee, Christopher Benn, represented the Board of Trustees at the event which is held annually in Birmingham, together with Nathan and Gemma.

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[Kelly Appleby, Learning Disability Support Worker, Newcastle Hub]

This recognition is very important, not only for the Staff involved but for the Charity. As a small north east charity we have the opportunity to raise awareness of our work, the issues facing adults with learning disability in our region and the quality of delivery within Day Services. Day Services are often overlooked when social care is discussed in the media, but are a vital prevention and intervention service, easing pressure on over-stretched NHS teams, Social Workers and unpaid Carers.

Journey now has an employee base of 32, seeing year on year growth now over the last few years. This is aligned to the development of our projects base and creation of promoted posts to enable career progression within Journey.

Operating from four sites, our employees are managed by a skilled team of Middle Managers: Adam Bird (Senior Hub Manager Acomb and Blyth), Fatima El-Jelloui (Hub Manager, Newcastle), Gemma Sowerby (Hub Manager, Coundon), Tabatha Tilley, Business Support Manager and Nathan Watson (Volunteering and Projects Manager). The Middle Management Team has tremendous energy and commitment, each team with a slightly different ethos and specialism reflective of its Line Manager. We are delighted to see our Management Team develop and look forward to these Staff aspiring to Senior Management roles in the future.

Maggie Leadbeater, Operations Manager and Designated Safeguarding Lead, continues to steer the Middle Management Team with wisdom, experience and passion. As my colleague on the Senior Leadership Team, Maggie wears many hats (and gloves), never losing sight of the Charity’s purpose and the people at its heart, our Clients. We are indebted for her continuing contribution enabling strategy to have not only meaning but to make meaningful change in the lives of adults with learning disability.

Within our promoted posts we welcomed Alex Scott and Ken Gowland as our Work Coaches on Working Journeys. Funded by the Henry Smith Charity, these two specialists, line managed by Nathan Watson, provided 1:1 and group coaching at all our Hubs. Working across our existing partners externally and building their own partnerships, the team rapidly embedded the new Programme internally and externally.

Our Senior Learning Disability Support Workers, Paul Armstrong (Newcastle), Lyndsey Jones (Condon) and Nadiyah Storey (Acomb) continue to support the Learning Disability Support Worker teams in Day Service practice. Our Seniors mentor as well as deliver Day Service activities and lead on local projects.

Our wider Learning Disability Support Working Teams have delivered a breath-taking programme of activities, events and projects showcased throughout the year on our website and social media. We have an extraordinary mix of skills on the Teams reflecting the different career paths and training which have preceded Staff coming to the Social Care Sector and Journey. And it is these skills which enable us to really broaden the Service offer and create something quite unique for Clients.

The team of Learning Disability Support Workers in the financial year were: Kelly Appleby, Danielle

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Cathrae, Kevin Davies, Simon Docherty, Paul Fatkin, Helen Hindhaugh, Sallie Hughes, Dawn Long, Beth Lowery, Martin Maude, Elaine Rolllo (1:1 support) and Rachel Sheppard. Those Staff marked with an asterisk joined us during the financial year.

Our Business Administrators, Rachel Stott, formerly Teasdale (Coundon), Sharon Wilson (Newcastle) and Helen Wood (Acomb and Blyth) continue to support at both Hub level and undertaking work for the wider Charity. This vital team, managed by the Business Support Manager, are also the front-face of Journey at Reception desks for Clients, parent-Carers and wider visitors. The smooth running of business administration systems is absolutely vital in a multi site organisations. We are indebted to the Team for their tremendously hard work and a tenacious approach to procurement getting best value for the Charity, and local supply partnerships which work best for Journey.

Like gold dust, our minibus Drivers start and finish their days outside Journey’s Day Service operations. Covering both busy urban routes and rurally dispersed routes, they are an essential link between home and Hub, for families and Clients. The Team is now at full strength, enabling us to continue to offer transportation as part of the Day Service. This is much needed. Our profound thanks to Les Bell, Kevin Davies, Stuart Fieldson and Elaine Rollo.

We said farewell at the end of the financial year to Jo Bramwell, Business Support Manager. Joining the Charity in 2017 initially as a Hub Administrator, Jo was our first appointee in the new role of Business Support Manager in 2019. This was a key role bringing together the more senior aspects of business administration processes with the front-line, coordinating business-critical elements such as IT and telecoms and procurement, and managing our equally wonderful team of Business Administrators. Jo is greatly missed and we wish her every success joining her partner, Matthew, supporting his business.

Newly appointed in June, Alex Scott came to Journey as an experienced employability Coach to deliver work coaching under our Working Journeys programme. Sadly, we were poached rapidly, as is the case with strong Project Staff, and Alex now works within a social prescribing role in the NHS. We sadly cannot compete with NHS salaries!

Learning Disability Support Workers, Nadiyah Storey (Senior) and Helen Hindhaugh have moved on to posts in the wider Care Sector. We are so pleased that colleagues remain in the Care Sector, particularly where we have trained Staff in first posts in the Sector.

Tanya Devereux bade farewell on the Board of Trustees in Febuary. Running a busy farm in County Durham we thank Tanya for her choice of Journey for Trusteeship, her insight and wisdom, and the gift of her time as a volunteer.

We wish our former colleagues every success in their paths outside Journey.

[Jo Bramley with Fatima El-Jellaoui at our summer fayre]

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Ringing in the New: Restricted Projects

We were delighted to receive generous funding from TNL Community Fund and the Henry Smith Charity for us to launch Working Journeys , our employability programme. Running for three years initially, this imporrtant Programme aims to combat the still perniciously low levels of employment of adults with learning disability, now 3.6% nationally, a fall from 5.4% pre COVID.

Led by Nathan Watson, our Volunteering and Projects Manager, and delivered to all Clients by Work Coaches and our Learning Disability Support Workers, the Programme offers a carefully tapered activities schedule. Clients start by developing work skills through their Day Service timetable and progress to volunteering in our enterprises before working in small groups as volunteers externally. For Clients hoping to move on to paid part-time work, Clients then progress to individual and paired volunteering externally, work experience placements and entry to work.

[Clients practise work skills and visit employers]

This Programme has a very substantial volunteering element, not only in providing opportunity for Journey’s Clients but in bringing in mentors to work with Clients, preparing work skills, practising for different working roles and gaining insights in to different types of jobs. Our Volunteer Manager, Nathan Watson, and our volunteering mentors form part of the generous funding from TNL Community Fund.

For all grant award holders with TNL Community Fund, the broader networking opportunities offered by the Fund provide superb opportunities to develop best practice, share expertise and build capacity in the Sector. Support too from Grant Officers is exemplary, a testimony to the development of the Fund’s expertise and longevity now supporting grant holders regionally.

The Henry Smith Charity has been equally supportive, enabling us to fund both Work Coaches through the Programme and bearing with us as we passed through the first months of recruitment. Finding the right Staff for the Programme and for Journey means the process will take longer and we competing in a market of high employment.

In County Durham Coundon Hub received funding from Darlington Building Society through Point North (formerly the Durham Community Foundation) to purchase a superb range of health education resources. This important work aims to address the early mortality in adults with learning disability. Typically 10-15 years prematurely, 50% of these deaths are avoidable through effective health education, accessibility and training of professionals in working with adults with learning disability.

Coundon’s programme has focused on prevention, understanding bodies, gender, ageing, lifestyle choices and discussing key diseases such as cancer which currently affects three of our Coundon Clients. Clients has been able to work both in mixed groups and in gender-specific groups enabling Clients to discuss their own experiences and understanding. The programme has been shaped around our wider Day Activities including the café (diet/nutrition), sports (body mass, blood pressure), digital literacy and off-site health walks.

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Hub Manager, Gemma Sowerby, talks about the shape of the Programme:

Within I Can Live Well, Clients concentrated on understanding their bodies. Using the funded equipment, Clients looked in depth into oral hygiene, lungs and their function and the benefits on health and fitness. Clients experienced brushing their teeth with discolouration tables and the different methods of brushing one’s teeth. Sallie Hughes, Learning Disability Support Worker, created lungs using bottles, balloons and water. Clients were fascinated by how the experiment worked and how clean lungs were vital to a healthy body.

To support health living, Clients were encouraged to take part in the community gym sessions and swimming. This year saw Clients dramatically increase their health and fitness. One male Client began selecting healthy meals, choosing to drink water rather than sugary drinks and taking part to activities which were more active like, the Gym, Rambling and Swimming. As a result of this hard work he lost an amazing 3 stones.

We have seen some wonderful break-throughs for individual Clients, particularly affecting where Clients have been able to reach personal goals and challenges. Whether this is to be able to be swim in a public pool without being body-conscious for the first time or seeing weight reduction by making small changes to lunchtime choices, to increase mobility to enable transfers or having the confidence to discuss your own experience of cancer, this has been a real achievement for the Clients. The work has been delivered by our Learning Disability Support Workers – Sallie Hughes, a former health professional, and Lyndsey Jones (Senior).

[Sallie Hughes, Learning Disability Support Worker, works with Clients on recovery positioning]

This important pilot programme is now succeeded in 2025/2026 by a company-wide health project under funding from Make Some Noise, the charity for our leading independent radio stations. It will be led by a trained health professional.

Our Journeys has been a single year programme at Newcastle Hub designed to reach out to the BAME community in the West End of Newcastle. This was to enable us to inform the BAME about the community space, unpaid Carers’ services and learning disability services. It was also designed to provide links for Information & Advice Services, to encourage participation from the BAME community in volunteering and to bring together different cultural and faith communities to meet adults with learning disability at our Hub. The latter is particularly important as we look at concepts of disability in differing cultural contexts. The Programme was designed as a small revenue bid to enable us to offer a series of hosted lunches for as diverse a community as possible.

With the promotion of Fatima El-Jellaoui from Senior to Hub Manager this gave us a huge advantage reaching specific parts of the BAME community.

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Fatima describes some of her own work on Programme:

Individuals from diverse backgrounds attended the Hub to receive information about support services for unpaid Carers and adults with learning disabilities. Feedback was very positive, and volunteer application forms were distributed by the Volunteering and Employability Manager. Clients also had the opportunity to learn about different cultures and prepare various dishes for the event. Two members of the community are now successfully volunteering at the Newcastle Hub, and two are awaiting reference and DBS confirmation.

As the ‘Journey Project’ fund ended and Ramadan began, the Hub organised an event to break the fast for sixty-five Muslim women and thirty children, many of whom are refugees or recently settled in the UK. Clients and staff worked together to prepare food, and each woman received a complimentary gift. During the event I spoke to attendees about support services for both unpaid Carers and adults with learning disabilities, as well as employment and volunteering opportunities at Journey. This was a wonderful opportunity to meet people from different communities, learn about their customs, and gain a deeper understanding of the holy month of Ramadan.

We are indebted to Newcastle City Council for their award of a small grant for this work.

Continuing Programmes

I Can be Canny completed its second year of funding from the Santander Foundation. The Programme has supported 160 adults in Day Service to develop their financial literacy and digital skills, and to ensure that they are safe when using new technologies. The 90 ipads funded by the Programme continue to be used across our activities on and off site. Remembering how former IT sessions were delivered on desktops in fixed locations, the mobility and agility of the ipads, and their accessibility, has really transformed Clients’ ability, confidence and knowledge. With technology critical for the jobs market and for so many statutory services today, by supporting Clients to develop these skills we can begin to break down the barriers preventing integration and participation.

At baseline and at the close of each of the three years of the Programme we complete a detailed assessment of each Client. This explores their confidence, knowledge and interest in key areas of financial literacy and the use of IT. We also explore their aspirations for employment and day to day life outside Journey where these tools will provide opportunity and support.

[Clients using the ipads in the landscape]

Our experience working with the Santander Foundation has been one of extremely strong support, opening up of new networks and funding of additional services of benefit for the charities they support. We have been working with the Media Trust as part of this work, funding enabling commissioning of a professional film of the Charity. The Media Trust has provided each charity with a director and team to transform our vision to screen.

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Work on this programme has attract interest from other organisations in the UK. After receiving contact from Liverpool-based CIC Digital Social Care Clients, parent Carers, and Staff were involved in a workshop focusing on exploring Clients’ knowledge and understanding of cyber security, as well as their awareness of how organisations keep their information secure I Can Be Canny played a key role in developing Clients' cyber security and general online safety skills through a variety of linked workshops at Journey. As a result of this initiative, a new campaign was launched: It’s My Information: Keep It Safe. This campaign aimed to gather insights on what individuals using care and support services know and think about how their information is stored and shared. Our work within this has now reached Whitehall and we hope that we can secure succession funding to continue programming to take Clients’ skills to the next level.

I Can Grow , a capital programme for Acomb’s gardens funded in YE23 by the Hadrian Trust and Northumberland County Council, has enabled us to create new working spaces outside. These include new space for tool and machinery storage, plant propagation and growth, and a quiet small group area in a new summer house. Completion of this work has continued well in to this financial year. Work picked up apace with the recruitment of Volunteers adept at building erection. We are so grateful for their support and enthusiasm.

[Maggie Leadbeater, Operations Manager, expresses her amazement at the Volunteers’ work]

Service Data

Journey supported 158 adults with learning disability in the financial year, 49% of these adults under the age of 34, 27% aged 35 – 44, 11% aged 45 – 55, 5% aged 55 – 64 and 8% aged 65+. 43% were women, 57% men. For our new referrals we have seen a reduction in Clients entering full time and an increase in those coming in part-time. This may reflect reductions in funding awards or an increase in attendance at dual provision. More women have been referred in than men, but our ratio of men to women in service has increased.

61% of Clients live with family showing the still significant role of family caring responsibilities. 21% lived in shared supported living contexts where they are sharing with unrelated disabled adults. 7% are living singly in supported living with a further 4% living independently. The ratio of both Clients hosted by Shared Lives Carers and those living with a partner are small at 3% and 4% respectively. These figures reinforce the scope of need outwith Day Service, the support adults with learning disability need to enable them to thrive at home.

More Clients at Journey live outside the family home than the average England ratio of adults with learning disability. The national average is now 21%. At Journey it is 39%. This may be because we have greater availability of supported living housing and that Clients receive strong support to develop life skills to enable them to move out of family homes.

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52% of Clients attend Journey part-time with no secondary provision, 16% full time and 27% attending dual provision. With Working Journeys underway we would expect the number of Clients either volunteering or undertaking paid part-time work to increase. This was at 5% during the financial year, already 1.6% above national average.

Our Day Activities sessions continue to extend, given Clients greater scope of opportunity matched to interests and skills development need. During the year we provided 210 different types of activities sessions with 6794 Client attendances. The most popular activity attracting the most Clients in session regularly was drama followed by sports. The majority of our activities are delivered by our own Staff, but we do bring in specialists, or go out to community facilities with specialists, for areas such as sport, drama and dance.

As we move in to YE25, the Charity will be launching ASDAN qualifications. These will be shaped within our existing programming. This will enable every Client at Journey to complete at least one qualification annually. Recognition of the skills they develop in Day Service by an awarding body is a very significant step. We hope that this will support our working age adults in their aspirations towards part-time working lives, giving them the tools, evidence and confidence that they need.

For some, that confidence is well on the way..

[Inspiration at Newcastle United Football Club]

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Volunteering

Volunteers remain central to the principles and commitments of the Voluntary Sector. From our Trustees to our front-line mentors, the skills and knowledge volunteers gift to Journey are invaluable. We are so grateful to our wonderful Trustees and wider volunteers for their generous gift to us.

We have been building our volunteering base throughout the past year, this increase reflected in the number of hours. Nathan Watson’s leadership and development of our Volunteering Programme has been energetic and innovative, with new partnerships now spanning both the immediate community around our Hubs, and local and national corporates. Amongst these are Amazon UK and Deloittes. It is a delight to welcome employees from firms working locally.

Our volunteers and Trustees have committed an extraordinary 6667 hours of volunteering equivalent to £49476 hours of paid work (average regional wage and NED salaries).

Clients too have carried the volunteering torch through in their continuing hours of voluntary service to local communities and businesses. These have included:

At two Hubs, Blyth and Coundon, Clients have trained to deliver sessions for other Clients on their nonDay Service days. It is a tremendous achievement.

Our Funders

We are indebted to our Commissioners and to our grant aid funders who have generously supported the Charity during the financial year.

Local Authorities: Personal Budgets & Grant Aid

National Health Service: Continuing Healthcare

Charitable Trusts & Foundation Grants: New Programme Grants

Charitable Trusts & Foundation Grants: Continuing Programme Grants

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Journeying with the new tides: our Manifest

Over the financial year we have seen very significant world events whose ripples are felt across the globe and in the UK. As charities we anticipate the exceptional as we budget set each year. No organisations could have predicted the volatility of the last three years - a pandemic, war in the Middle East and Europe, highly polarising politics and a cost of living crisis.

For Journey, like all charities, we have responded by procuring carefully and reducing variables such as mileage expenditure. However, we have seen substantial price rises in areas core to our business delivery and outside our control. These include agency staffing costs, fuel, energy and food supplies, transportation insurance and repairs. No Government grant aid or assistance has been available for not-for-profit provision working in critical areas such as social care to ride these tides. As we move forward in to 2024/25 our introduction of Bank Staffing contracts, careful management of deployment and transportation routes, repurchasing energy forward to secure protected pricing

Despite the turbulence, the Board and Senior Leadership Team remain committed to ensuring our Staff receive the fairest pay uplifts we can annually offer with an increasing benefits package. At local authority level slightly enhanced contract rates are operated for Providers committed to paying the National Living Wage.

In the preceding financial year local authority expenditure on Adult Social Care cost £28 billion (report by the Kings Fund). Of this 68% was spent in the working age cohort, 18 – 64 years, on adults with learning disability, by far the largest commitment. This reduces to 9% at 65 years. This is reflective of the early mortality of adults with learning disability and also of the far greater and increasing demand for physical and memory support in older frail adults. Over half the requests for social care support in the same year received no services. Social Care is funded partly by Government grants and by local contributions within Council Tax. At the same time, social care income has risen to its highest level at £2.48 billion, the average adult now having to pay £100,000 upwards towards their care, if they fall above the threshold set for contribution.

The pressure on social care coming from an ageing population living longer with long-term conditions, the spiralling numbers of people with mental health disability and more complex childhood illnesses, will have an impact on Social Care budgets. It will further affect local authority’s capacity for timely assessments of need, care plan reviews, how Social Work teams are structured and whether or not our Clients have an allocated Social Worker. Above all, it is likely to affect the scope of awards made and which provision is selected by Care Managers. Cost will be a major determinant in that choice.

As a charity for adults with learning disability we will continue to raise awareness nationally and regionally of the need for fair contract rates for Providers of social care services, and for the award of appropriate social care packages to meet care support needs.

[Acomb Clients at Hadrian’s Wall]

18

Winds Set Fair

Spinnaker out, we sail squarely ahead, ready to embrace opportunities, challenges and the odd rip tide. As we do so, we must not only thank our Staff, Trustees and Volunteers, but our colleagues in wider organisations who provide support, opportunities and resources which enable Journey to thrive.

With over 1100 organisations now on our Contact Management System and 460 Professionals, the data on partnership work is quickly evidenced. But it is the outcomes of the work and the feedback we receive which show how meaningful partnerships are. The Voluntary Sector works most effectively when it works in partnership, an approach we mirror in our work with Clients and their families.

Trustees' responsibilities statement

The Trustees, who are also directors for the purposes of company law, are responsible for preparing the Trustees' report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the Charity’s Trustees to prepare financial statements for each year which give a true and fair view of the state of affairs of the Charitable Company and the incoming resources and application of resources, including the income and expenditure, for that period.

In preparing these financial statements, the trustees are required to:

19

Journey Enterprises Ltd

Company Limited by Guarantee

Trustees' Annual Report (Incorporating the Director's Report) (continued)

Year ended 31 March 2024

The Trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the Charity's transactions and disclose with reasonable accuracy at any time the financial position of the Charity and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the Charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

Auditor

Each of the persons who is a Trustee at the date of approval of this report confirms that:

The Trustees’ annual report and the strategic report were approved on 18[th] December 2024 and signed on behalf of the Board of Trustees by:

Babara Simpson Chair Board of Trustees

20

Journey Enterprises Ltd

Company Limited by Guarantee

Independent Auditor's Report to the Members of Journey Enterprises Ltd

Year ended 31 March 2024

Opinion

We have audited the financial statements of Journey Enterprises Ltd (the 'charity') for the year ended 31 March 2024 which comprise the statement of financial activities (including income and expenditure account), statement of financial position, statement of cash flows and the related notes, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including FRS 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the auditor's responsibilities for the audit of the financial statements section of our report. We are independent of the charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the trustees' use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charity's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

21

Journey Enterprises Ltd

Company Limited by Guarantee

Independent Auditor's Report to the Members of Journey Enterprises Ltd

(continued)

Year ended 31 March 2024

Other information

The other information comprises the information included in the annual report, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the charity and its environment obtained in the course of the audit, we have not identified material misstatements in the trustees' report.

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 and the Charities Act 2011 requires us to report to you if, in our opinion:

22

Journey Enterprises Ltd

Company Limited by Guarantee

Independent Auditor's Report to the Members of Journey Enterprises Ltd (continued)

Year ended 31 March 2024

Responsibilities of trustees

As explained more fully in the trustees' responsibilities statement, the trustees (who are also the directors for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the charity's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charity or to cease operations, or have no realistic alternative but to do so.

Auditor's responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud.

As part of an audit in accordance with ISAs (UK), we exercise professional judgment and maintain professional scepticism throughout the audit. We also:

23

Journey Enterprises Ltd

Company Limited by Guarantee

Independent Auditor's Report to the Members of Journey Enterprises Ltd (continued)

Year ended 31 March 2024

We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.

Use of our report

This report is made solely to the charity's members, as a body, in accordance with section 144 of the Charities Act 2011 and regulations made under section 154 of that Act. Our audit work has been undertaken so that we might state to the charity's members those matters we are required to state to them in an auditor's report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charity and the charity's members as a body, for our audit work, for this report, or for the opinions we have formed.

T R Dixon and Co Limited

Chartered Certified Accountants Statutory Auditors 1A Dinsdale Place Jesmond Newcastle upon Tyne NE2 1BD

24

Journey Enterprises Ltd

Company Limited by Guarantee

Statement of Financial Activities (including income and expenditure account)

Year ended 31 March 2024

Year ended 31 March 2024
2024 2023
Unrestricted Restricted
funds funds Total funds Total funds
Note £ £ £ £
Income and endowments
Donations and legacies 5 47,792 116,973 164,765 95,773
Charitable activities 6 954,497 – 954,497 901,202
Other trading activities 7 8,258 – 8,258 51
Investment income 8 2,048 – 2,048 366
Other income 9 9,254 – 9,254 2,454
──────────── ───────── ──────────── ─────────
Total income 1,021,849 116,973 1,138,822 999,846
════════════ ═════════ ════════════ ═════════
Expenditure
Expenditure on raising funds:
Costs of raising donations and
legacies 10 – – – 240
Expenditure on charitable activities 11,12 1,092,036 132,632 1,224,668 921,424
Other expenditure 13 6,000 – 6,000 105,687
──────────── ───────── ──────────── ────────────
Total expenditure 1,098,036 132,632 1,230,668 1,027,351
════════════ ═════════ ════════════ ════════════
──────────── ───────── ──────────── ────────────
Net expenditure and net movement in
funds (76,187) (15,659) (91,846) (27,505)
════════════ ═════════ ════════════ ════════════
Reconciliation of funds
Total funds brought forward 776,768 81,533 858,301 885,806
──────────── ───────── ──────────── ────────────
Total funds carried forward 700,581 65,874 766,455 858,301
════════════ ═════════ ════════════ ════════════

The statement of financial activities includes all gains and losses recognised in the year. All income and expenditure derive from continuing activities.

25

Journey Enterprises Ltd

Company Limited by Guarantee

Statement of Financial Position

31 March 2024

Journey Enterprises Ltd
Company Limited by Guarantee
Statement of Financial Position
31 March 2024
2024 2023
Note £ £
Fixed assets
Intangible assets 17 5,946 –
Tangible fixed assets 18 516,936 545,713
───────── ─────────
522,882 545,713
Current assets
Debtors 19 152,796 184,095
Cash at bank and in hand 171,787 223,265
───────── ─────────
324,583 407,360
Creditors: amounts falling due within one year 20 81,010 94,772
───────── ─────────
Net current assets 243,573 312,588
───────── ─────────
Total assets less current liabilities 766,455 858,301
───────── ─────────
Net assets 766,455 858,301
═════════ ═════════
Funds of the charity
Restricted funds 65,874 81,533
Unrestricted funds 700,581 776,768
───────── ─────────
Total charity funds 22 766,455
═════════		 858,301
═════════

These financial statements were approved by the Board of Trustees and authorised for issue on 18[th] December, 2024, and are signed on behalf of the Board by:

Barbara Simpson Trustee

26

Journey Enterprises Ltd

Company Limited by Guarantee

Statement of Cash Flows

Year ended 31 March 2024

Journey Enterprises Ltd
Company Limited by Guarantee
Statement of Cash Flows
Year ended 31 March 2024
2024 2023
£ £
Cash flows from operating activities
Net expenditure (91,846) (27,505)
Adjustments for:
Depreciation of tangible fixed assets 68,418 46,874
Dividends, interest and rents from investments (2,048) (366)
Accrued income (56,373) –
Changes in:
Trade and other debtors 87,672 9,999
Trade and other creditors 5,126 24,125
──────── ─────────
Cash generated from operations 10,949 53,127
Interest paid 4,503 0
──────── ─────────
Net cash from/(used in) operating activities 15,452 53,127
════════ ═════════
Cash flows from investing activities
Dividends, interest and rents from investments 2,048 366
Purchase of tangible assets (39,641) (16,361)
Purchase of intangible assets (5,946) –
──────── ─────────
Net cash used in investing activities (43,539) (15,995)
════════ ═════════
Cash flows from financing activities
Proceeds from borrowings 2,435 0
Payments of finance lease liabilities (25,826) (43,156)
──────── ─────────
Net cash (used in)/from financing activities (23,391) (43,156)
════════ ═════════
Net decrease in cash and cash equivalents (51,478) (6,024)
Cash and cash equivalents at beginning of year 223,265 229,289
───────── ────────
Cash and cash equivalents at end of year 171,787 223,265
═════════ ════════

27

Journey Enterprises Ltd

Company Limited by Guarantee

Notes to the Financial Statements

Year ended 31 March 2024

1. General information

The charity is a public benefit entity and a private company limited by guarantee, registered in England and Wales and a registered charity in England and Wales. The address of the registered office is Network House, Acomb, Hexham, Northumberland, NE46 4SA.

2. Statement of compliance

These financial statements have been prepared in compliance with FRS 102, 'The Financial Reporting Standard applicable in the UK and the Republic of Ireland', the 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) (Charities SORP (FRS 102)) and the Companies Act 2006.

3. Accounting policies

Basis of preparation

The financial statements have been prepared on the historical cost basis, as modified by the revaluation of certain financial assets and liabilities and investment properties measured at fair value through income or expenditure.

The financial statements are prepared in sterling, which is the functional currency of the entity.

Going concern

There are no material uncertainties about the charity's ability to continue. The trustees consider the use of the going concern basis of accounting is appropriate because there is no material uncertainties related to events or conditions that may cast significant doubt about the ability of the company to continue as a going concern.

Fund accounting

Unrestricted funds are available for use at the discretion of the trustees to further any of the charity's purposes.

Designated funds are unrestricted funds earmarked by the trustees for particular future project or commitment.

Restricted funds are subjected to restrictions on their expenditure declared by the donor or through the terms of an appeal, and fall into one of two sub-classes: restricted income funds or endowment funds.

28

Journey Enterprises Ltd

Company Limited by Guarantee

Notes to the Financial Statements (continued)

Year ended 31 March 2024

3. Accounting policies (continued)

Incoming resources

All incoming resources are included in the statement of financial activities when entitlement has passed to the charity; it is probable that the economic benefits associated with the transaction will flow to the charity and the amount can be reliably measured. The following specific policies are applied to particular categories of income:

Resources expended

Expenditure is recognised on an accruals basis as a liability is incurred. Expenditure includes any VAT which cannot be fully recovered, and is classified under headings of the statement of financial activities to which it relates:

All costs are allocated to expenditure categories reflecting the use of the resource. Direct costs attributable to a single activity are allocated directly to that activity. Shared costs are apportioned between the activities they contribute to on a reasonable, justifiable and consistent basis.

29

Journey Enterprises Ltd

Company Limited by Guarantee

Notes to the Financial Statements (continued)

Year ended 31 March 2024

3. Accounting policies (continued)

Intangible assets

Intangible assets are initially recorded at cost, and are subsequently stated at cost less any accumulated amortisation and impairment losses. Any intangible assets carried at revalued amounts, are recorded at the fair value at the date of revaluation, as determined by reference to an active market, less any subsequent accumulated amortisation and subsequent accumulated impairment losses.

Intangible assets acquired as part of a business combination are only recognised separately from goodwill when they arise from contractual or other legal rights, are separable, the expected future economic benefits are probable and the cost or value can be measured reliably.

Tangible 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.

Depreciation

Depreciation is calculated so as to write off the cost or valuation of an asset, less its residual value, over the useful economic life of that asset as follows:

Fixtures and fittings - 10% straight line Motor vehicles - 25% 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.

For the purposes of impairment testing, when it is not possible to estimate the recoverable amount of an individual asset, an estimate is made of the recoverable amount of the cash-generating unit to which the asset belongs. The cash-generating unit is the smallest identifiable group of assets that includes the asset and generates cash inflows that largely independent of the cash inflows from other assets or groups of assets.

30

Journey Enterprises Ltd

Company Limited by Guarantee

Notes to the Financial Statements (continued)

Year ended 31 March 2024

3. Accounting policies (continued)

Impairment of fixed assets (continued)

For impairment testing of goodwill, the goodwill acquired in a business combination is, from the acquisition date, allocated to each of the cash-generating units that are expected to benefit from the synergies of the combination, irrespective of whether other assets or liabilities of the charity are assigned to those units.

Finance leases and hire purchase contracts

Assets held under finance leases and hire purchase contracts are recognised in the statement of financial position as assets and liabilities at the lower of the fair value of the assets and the present value of the minimum lease payments, which is determined at the inception of the lease term. Any initial direct costs of the lease are added to the amount recognised as an asset.

Lease payments are apportioned between the finance charges and reduction of the outstanding lease liability using the effective interest method. Finance charges are allocated to each period so as to produce a constant rate of interest on the remaining balance of the liability.

Construction contracts

Where the outcome of construction contracts can be reliably estimated, contract revenue and contract costs are recognised by reference to the stage of completion of the contract activity as at the period end.

Where the outcome of construction contracts cannot be estimated reliably, revenue is recognised to the extent of contract costs incurred that it is probable will be recoverable, and contract costs are recognised as an expense in the period in which they are incurred.

The entity uses the percentage of completion method to determine the amounts to be recognised in the period. The stage of completion is measured by reference to the contract costs incurred up to the end of the reporting period as a percentage of total estimated costs for each contract. Costs incurred for work performed to date do not include costs relating to future activity, such as for materials or prepayments.

Financial instruments

A financial asset or a financial liability is recognised only when the charity becomes a party to the contractual provisions of the instrument.

Basic financial instruments are initially recognised at the amount receivable or payable including any related transaction costs.

Current assets and current liabilities are subsequently measured at the cash or other consideration expected to be paid or received and not discounted.

Debt instruments are subsequently measured at amortised cost.

31

Journey Enterprises Ltd

Company Limited by Guarantee

Notes to the Financial Statements (continued)

Year ended 31 March 2024

3. Accounting policies (continued)

Financial instruments (continued)

Where investments in shares are publicly traded or their fair value can otherwise be measured reliably, the investment is subsequently measured at fair value with changes in fair value recognised in income and expenditure. All other such investments are subsequently measured at cost less impairment.

Other financial instruments, including derivatives, are initially recognised at fair value, unless payment for an asset is deferred beyond normal business terms or financed at a rate of interest that is not a market rate, in which case the asset is measured at the present value of the future payments discounted at a market rate of interest for a similar debt instrument.

Other financial instruments are subsequently measured at fair value, with any changes recognised in the statement of financial activities, with the exception of hedging instruments in a designated hedging relationship.

Financial assets that are measured at cost or amortised cost are reviewed for objective evidence of impairment at the end of each reporting date. If there is objective evidence of impairment, an impairment loss is recognised under the appropriate heading in the statement of financial activities in which the initial gain was recognised.

For all equity instruments regardless of significance, and other financial assets that are individually significant, these are assessed individually for impairment. Other financial assets are either assessed individually or grouped on the basis of similar credit risk characteristics.

Any reversals of impairment are recognised immediately, to the extent that the reversal does not result in a carrying amount of the financial asset that exceeds what the carrying amount would have been had the impairment not previously been recognised.

4. Limited by guarantee

The Charity is limited by guarantee 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.

5. Donations and legacies

Donations and legacies
Unrestricted Restricted Total Funds
Funds Funds 2024
£ £ £
Donations
Donations 1,749 – 1,749
Grants 46,043 116,973 163,016
──────── ───────── ─────────
47,792 116,973 164,765
════════ ═════════ ═════════

32

Journey Enterprises Ltd

Company Limited by Guarantee

Notes to the Financial Statements (continued)

Year ended 31 March 2024

5. Donations and legacies (continued)

Unrestricted Restricted Total Funds
Funds Funds 2023
£ £ £
Donations
Donations 4,068 – 4,068
Grants 39,219 52,486 91,705
──────── ──────── ────────
43,287 52,486 95,773
════════ ════════ ════════
6. Charitable activities
Unrestricted Total Funds Unrestricted Total Funds
Funds 2024 Funds 2023
£ £ £ £
Client daycare funding 855,503 855,503 740,926 740,926
Daycare Activity 52,241 52,241 122,683 122,683
Community Enterprise 46,753 46,753 37,593 37,593
───────── ───────── ───────── ─────────
954,497 954,497 901,202 901,202
═════════ ═════════ ═════════ ═════════
7. Other trading activities
Unrestricted Total Funds Unrestricted Total Funds
Funds 2024 Funds 2023
£ £ £ £
Fundraising events 8,258 8,258 51 51
═══════ ═══════ ════ ════
8. Investment income
Unrestricted Total Funds Unrestricted Total Funds
Funds 2024 Funds 2023
£ £ £ £
Interest Receivable 2,048 2,048 366 366
═══════ ═══════ ════ ════
9. Other income
Unrestricted Total Funds Unrestricted Total Funds
Funds 2024 Funds 2023
£ £ £ £
Miscellaneous Income 9,254 9,254 0 0
═══════ ═══════ ═══════ ═══════

33

Journey Enterprises Ltd

Company Limited by Guarantee

Notes to the Financial Statements (continued)

Year ended 31 March 2024

10. Costs of raising donations and legacies

Unrestricted Total Funds Unrestricted Total Funds
Funds 2024 Funds 2023
£ £ £ £
Purchases – – 240 240
════ ════ ════ ════
11. Expenditure on charitable activities by fund type
Unrestricted Restricted Total Funds
Funds Funds 2024
£ £ £
Daycare activity 45,285 – 45,285
Community enterprise 10,934 – 10,934
Direct service provision 305,966 132,632 423,957
Staff Costs 729,851 – 729,851
──────────── ───────── ────────────
1,092,036 132,632 1,224,668
════════════ ═════════ ════════════
Unrestricted Restricted Total Funds
Funds Funds 2023
£ £ £
Daycare activity 7,808 30,022 37,830
Community enterprise 7,991 – 7,991
Direct service provision 212,919 74,982 287,901
Staff costs 587,702 – 587,702
───────── ───────── ─────────
816,420 105,004 921,424
═════════ ═════════ ═════════
12. Expenditure on charitable activities by activity type
Activities
undertaken Total funds Total fund
directly 2024 2023
£ £ £
Daycare activity 45,285 45,285 37,830
Community enterprise 10,934 10,934 7,991
Direct service provision 438,598 438,598 287,901
Staff costs 729,851 729,851 587,702
──────────── ──────────── ─────────
1,224,668 1,224,668 921,424
════════════ ════════════ ═════════
13. Other expenditure
Unrestricted Total Funds Unrestricted Total Funds
Funds 2024 Funds 2023
£ £ £ £
Fees payable for audit services 6,000 6,000 1700 1700
═══════ ═══════ ═════════ ═════════

34

Journey Enterprises Ltd

Company Limited by Guarantee

Notes to the Financial Statements (continued)

Year ended 31 March 2024

14. Net expenditure

Net expenditure is stated after charging/(crediting):

Net expenditure is stated after charging/(crediting):
2024 2023
£ £
Depreciation of tangible fixed assets 68,418
════════		 46,874
════════

15. Staff costs

The average head count of employees during the year was 25 (2023: 25). The average number of full-time equivalent employees during the year is analysed as follows:

2024 2023 No. No. Number of staff - type 1 25 – ════ ════

No employee received employee benefits of more than £60,000 during the year (2023: Nil).

16. Trustee remuneration and expenses

During the year, no Trustees received any remuneration or other benefits (2023 - £Nil)

During the year ended 31st March 2024, no Trustees expenses have been incurred (2023 - £Nil)

17. Intangible assets

Intangible assets
Intangible
assets
£
Cost
Additions 5,946
───────
At 31 March 2024 5,946
═══════
Amortisation
At 1 April 2023 and 31 March 2024 –
═══════
Carrying amount
At 31 March 2024 5,946
═══════
At 31 March 2023 –
═══════

35

Journey Enterprises Ltd

Company Limited by Guarantee

Notes to the Financial Statements (continued)

Year ended 31 March 2024

18. Tangible fixed assets

Tangible fixed assets
Freehold Fixtures and Motor
property fittings vehicles Total
£ £ £ £
Cost
At 1 April 2023 409,000 88,420 169,665 667,085
Additions – 14,279 25,362 39,641
───────── ───────── ───────── ─────────
At 31 March 2024 409,000 102,699 195,027 706,726
═════════ ═════════ ═════════ ═════════
Depreciation
At 1 April 2023 – 30,617 90,755 121,372
Charge for the year – 19,661 48,757 68,418
───────── ───────── ───────── ─────────
At 31 March 2024 – 50,278 139,512 189,790
═════════ ═════════ ═════════ ═════════
Carrying amount
At 31 March 2024 409,000 52,421 55,515 516,936
═════════ ═════════ ═════════ ═════════
At 31 March 2023 409,000 57,803 78,910 545,713
═════════ ═════════ ═════════ ═════════

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 24 July 2020, a valuation of £74,000 was prepared by Joe Fraser Chartered Surveyors for the Coundon property

The Carrying amount under the cost model of the assets which have been revalued would have been £512,170 (2022-£525,460)

19. Debtors

19. Debtors
2024 2023
£ £
Trade debtors 67,673 92,979
Prepayments and accrued income 85,123 91,116
───────── ─────────
152,796 184,095
═════════ ═════════
20. Creditors: amounts falling due within one year
2024 2023
£ £
Accruals and deferred income 15,399 10,896
Pension liabilities 2,638 69
Obligations under finance leases and hire purchase contracts 7,113 32,939
Trade creditors 44,865 42,430
Social security and other taxes 10,995 8,438
──────── ────────
81,010 94,772
════════ ════════

21. Finance leases and hire purchase contracts

Financial leases are measured as net liabilities

36

Journey Enterprises Ltd

Company Limited by Guarantee

Notes to the Financial Statements (continued)

Year ended 31 March 2024

22. Analysis of charitable funds

Unrestricted funds

Unrestricted funds
At At
1 April 2023 Income Expenditure Transfers
31March 2024
£ £ £ £ £
Unrestricted funds 776,768 1,021,849 (1,098,036) – 700,581
═════════ ════════════ ════════════ ════ ═════════
At At
1 April 2022 Income Expenditure Transfers 31March2023
£ £ £ £ £
Unrestricted funds 757,687 947,360 (922,347) (5,932) 776,768
═════════ ═════════ ═════════ ═══════ ═════════
Restricted funds
At At
1 April 2023 Income Expenditure Transfers
31March2024
£ £ £ £ £
Restricted Fund 81,533 116,973 (132,632) – 65,874
════════ ═════════ ═════════ ════ ════════
At At
1 April 2022 Income Expenditure Transfers 31March2023
£ £ £ £ £
Restricted Fund 128,119 52,486 (105,004) 5,932 81,533
═════════ ════════ ═════════ ═══════ ════════

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