S ’ N A M R I A CH T N E M E T A ST Word of thanks There is no doubt that Sense, along with our colleagues in the sector, face huge challenges. We all know that funding and resources are reducing but the needs of our beneficiaries are growing. This places pressures on all of us as we strive to do the best we can. Our staff always go ‘the extra mile’ and I am delighted to acknowledge the continued commitment of our dedicated colleagues. We have wonderful support for our work and in these difficult times it makes it all the more important to recognise everyone who donates or raises money for us. This includes individuals who undertake great feats such as running the marathon, or holding coffee mornings and selling raffle tickets – but also the Trusts who give us grants and people who remember us in their will. Large or small, every donation counts. Sense simply couldn’t continue to provide our services without you. We are also very grateful to our thousands of volunteers. I am always inspired and moved to hear stories of the work being done by volunteers throughout Sense – in our shops, in our services, as trustees, as fundraisers, in our offices, our cafes, supporting local groups, on our holidays
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and weekend breaks. Sense was founded by volunteers, and nearly sixty years on, volunteers remain as important as ever. Our Trustees do their utmost to guide us through these difficult times and on behalf of our Council I would like to extend our warmest appreciation to all our friends and partners for your continued interest and support in our remarkable charity.
John Crabtree OBE Chair
F E I H C S ’ E V I T U C EXE EMENT STAT Growing stronger together 2012-13 was a significant year for Sense. We have taken some huge steps forward and are preparing ourselves for more change as we move into our new three year strategy. This has been developed in consultation with our members, our staff and other stakeholders. The strategy was agreed by our Council in March 2013 and runs from 2013 -16. We have set ourselves ambitious goals for the next three years. As we remain committed to reach more deafblind and multi sensory impaired (MSI) people we will improve the quality of everything we do, and increase ways in which members and other organisation engage with us. The strategy has 20 goals, and aims to identify and develop new ways of supporting our beneficiaries. We will continue to invest and grow our current services, including our specialist children’s work, housing support and community services. We will explore new ways of delivering services and increasing the number of people we support. In the next three years, Sense aims to be at the forefront of pioneering new forms of support and will seek out new partnerships that will deliver better services for people. We will extend our range of innovative work towards opening new community resource centres. These will provide new services and opportunities for deafblind people and members of the community to come together. Ambitious in scope, we will seek to deliver a range of services including mainstream nurseries, arts and well being programmes, cafes and other facilities to the wider local community. In the current financial climate it is becoming more difficult to increase the amount of charitable income that we receive and we will continue to invest in our fundraising department and our trading arm to raise much needed funds. We will also undertake some new activities and develop a range of social enterprise initiatives. We have expanded our services with children and young people. The investment of £1 million charitable income has supported the development of our core offer and
the growth of our work with children over the last three years, with additional statutory and grant income taking our income to £1.8 million. We have now seen an 87% increase in young people being supported by us (currently 936 people) and a substantial increase in income from training and consultation which in 2012/13 was £230,000 with 450 people receiving training. We are also trying to help more older people. Our research project with the University of Birmingham commissioned by BUPA demonstrated how little thought is given to the loss of sight and hearing of older people, particularly when they are in care homes. We have published I don’t hear or see so well these days our older people’s report and also Enjoy Life! a booklet for families of older people with sight and hearing problems. Our Public Policy Team continues to work hard to influence policy across health, social care, education and benefits. Sense will continue to speak up for deafblind/MSI people who are affected by government policy but aren’t usually part of the conversation. Our Legal Team helps many people who are often desperately seeking legal advice and representation. As we begin to implement our new strategic plan, we have restructured the organisation to allow a greater investment in our services, and continued to invest in our people. We undertook a staff survey which showed how engaged our staff are, how much job satisfaction they get from working at Sense and how much they identify with our ‘I statements’. This all provides a strong foundation for growth, working collaboratively and ensuring we can demonstrate quality in everything that we do. Growing, Stronger, Together are the themes of the new strategy and go to the heart of what we need to put in place over the next three years to ensure that we remain successful and continue to provide our innovative and quality services and advice long into the future.
Gill Morbey OBE Chief Executive
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Contents Chairman’s statement
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Chief Executive’s statement
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Who Sense helps and how
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Governance and internal control
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Our plans for the future
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Report of Council for the year ended 31 March 2013
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Independent auditors’ report to the Members and Trustees of Sense, The National Deafblind and Rubella Association
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Consolidated statement of financial activities for the year ended 31 March 2013
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Consolidated balance sheet as at 31 March 2013
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Company balance sheet as at 31 March 2013
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Consolidated summary income and expenditure account for the year ended 31 March 2103
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Consolidated cash flow statement for the year ended 31 March 2013
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Accounting policies
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Notes to the financial statements for the year ended 31 March 2013
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Major supporters
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Charity information
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Who Sense helps and how The people that need our support • Approximately 257,000 people in the UK have significant hearing and sight impairment. • Many also have additional disabilities and/or learning and other difficulties. • The number of older people with both sight and hearing loss will grow significantly over the next decades rising to 254,000 by 2015. • The scale of the challenge globally is also great. Sense International is supporting deafblind people in four areas around the world.
Sense services and support Sense is a charity that supports children and adults who are deafblind and multi-sensory impaired. Specialist information, advice and services are provided to deafblind people, their families, carers and the professionals who work with them. People who have single sensory impairments with additional disabilities are also supported. Services are available and are funded through charitable donations, grants and statutory fees.
Our structure Operations
Information, Research, Policy and Communications Supported by:
Community services Our services range from resource centres, to our college where deafblind people can learn and develop; from the training and provision of intervenors and communication guides who assist deafblind people to interact with the external world, to holidays for adults and children.
• Information to deafblind people, their carers and professionals.
Support for children and young people Including: assessments and support during transition; intervenor/communicator-guide services; holiday and activity schemes; supported living assistance; support groups and forums; behaviour support; education, including schools liaison and statementing support; training and work placement.
• Support from our Legal Team for deafblind people facing problems in accessing health and social care, education or benefits.
Accommodation services are tailored to individual needs. We provide residential services and supporting living; helping people to live in their own homes.
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• Undertaking our own research and in partnership with other organisations, to increase understanding of deafblind issues.
• Campaigning to ensure that public policy sufficiently recognises the needs of deafblind people. • Increasing Public Awareness of deafblindness
• Fundraising: individual donations and grants. • Trading (including charity shops whose profits are donated to Sense). • Statutory fees.
Sense, The National Deafblind and Rubella Association Council’s report and accounts for the year ended 31 March 2013
What drives us
Operations A world in which all deafblind children and adults can be full and active members of society.
Information, Research, Policy and Communications To support and promote the interests of people who are deafblind, multi-sensory impaired, or who have a single sensory impairment with additional needs
Supported by: Our values underpin our vision and purpose and guide us in all that we do. We aim to show : • • • • •
Honesty in how we behave Aspiration in our approach Accountability for our actions Recognition of people’s contribution and worth Trust in each other.
The ‘I’ statements put these values into effect and describe our behaviours and expectations. They flow into our practice, through induction, training, information materials, policies, quality audits and staff performance reviews. The ‘I’ statements: • I will listen to others. • I will understand and respond. • I will respect others. • I will be honest and open. • I will participate and contribute. • I will take informed risks. • I will find things to celebrate. • No decision about me, without me.
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Children and families Children born with vision and hearing impairments – and often with other disabilities – need skilled help from a wide range of professionals. Sense specialists provide vital early support to deafblind and multi sensory impaired children, their families and the professionals who work with them. We promote effective multi-agency working, carry out assessments, and develop individual programmes that will help each child to reach their potential. We also work closely with government and other agencies to ensure that the needs of deafblind children are fully taken account of.
Adults Sense believes that each individual should be able to choose the lifestyle and support that is right for them. Our specialist accommodation services including both residential and housing support and also community services enable people to live as independently as possible, offering a range of housing, educational and leisure opportunities to suit each particular individual.
Older people More and more people are experiencing combined sight and hearing difficulties as they get older. Sense provides support, information and training to enable older people to live as independently as possible – overcoming barriers and combating the isolation that many experience. This includes providing communicator guide schemes in some parts of the country and working with local authorities to help them provide such schemes themselves. Sense continues to campaign strongly to ensure that the needs of older people with combined hearing and sight loss are recognised. We are one of five partner organisations of the Campaign to End Loneliness and following our research project with Birmingham University into how deafblind people are supported in care homes, have produced our own publications for older people who may be facing loss of both their sight and hearing, and their families and carers.
Campaigns and awareness Sense strives to increase understanding of deafblindness among service providers, opinion formers and others – and campaigns vigorously for improved rights and access for deafblind people to the wider community. In 2012-13, we generated extensive media coverage nationally, regionally and locally, and our website had over 451,000 visits. Sense’s growing new social media activity included being `liked’ by over 51,00 people on Facebook; and having 9,745 followers on Twitter. We also launched our new Sense website in line with our ambitions to provide the best source of information and support in the world for deafblind people, their families and carers and professionals working in the field.
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Sense, The National Deafblind and Rubella Association Council’s report and accounts for the year ended 31 March 2013
Support network Sense supports families, giving them a voice and enabling them to share information and offer much-needed support to each other. There are currently nine established Sense branches. Most are local groups providing invaluable mutual support between families, while the Hearing and Sight Impaired group operates nationally and offers mutual support to adults with acquired deafblindness. Sense has also expanded its support for forums. There are now 30 across England and Wales which have their own different focuses, and provide the opportunity for people to offer mutual support and share experiences.
Our Members Sense is a membership organisation. We currently have almost 3,000 members. Membership offers a number of benefits: • regular news, updates and information about services • opportunities to link up with other members to share experiences and knowledge • local branches and forums • membership of our specialist library and • a range of opportunities to get actively involved in supporting Sense, such as taking part in a campaign or joining an interview panel or steering group.
Our Volunteers We are delighted that so many people choose to volunteer for Sense. Volunteers mainly work in: • our shops • on our holiday programme • in our offices.
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Some of our operational successes in the last year – facts and figures • Supporting deafblind people locally – Over 545 adults were supported by our community-based staff. We also provided 268 children and adults with regular one-to-one community support services, including intervenor services for children and adults with congenital deafblindness, and communicatorguide services for adults with acquired deafblindness. • Specialist children’s teams provided support to 936 children, young people and their families. • Accommodation support – We provided places in specialist residential services to 269 deafblind adults, and also provided 24 hour staff support to a further 35 adults living in their own homes – often referred to as supported living services. • Chances to get away and meet – Our national holidays programme supported 111 deafblind children and adults to go away on 25 different holidays, made possible by the support of 148 volunteers, including five volunteers who were previously holiday makers themselves. • Meeting others for support – Alongside our branches, we have increased the number of deafblind forums and other groups to 30 across the country. • Specialist day services were provided to 217 adults who live with their families or in residential services provided by other organisations.
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Sense, The National Deafblind and Rubella Association Council’s report and accounts for the year ended 31 March 2013
E C N A N R E GOVINTERNAL D TROL ANO C N The Structure of Governance
During the financial year of these accounts there have been between 13 and 15 Trustees, who are also (for the purposes of company law), directors of Sense, The National Deafblind and Rubella Association. Their names are set out below. Trustees can be co-opted, or elected at the AGM and can serve two terms of four years. Co-optees are reappointed every year to a maximum of 8 years. The Chairman is elected by Trustees and it was agreed by Council in 2011, in accordance with the articles, that our current chair should serve an additional four year term. Council meets four times a year and Trustees are expected to attend all Council meetings.
Committees Council is supported in its work by a number of sub-committees: Audit and Risk; Finance; Remuneration; and Nominations. Council appoints the members of the sub-committees and receives either the minutes from their meetings (for Audit and Finance sub-committees) or regular reports on their work. The terms of reference for each of these committees were updated during 2011/12 and are included in a comprehensive governance handbook. The Finance Committee’s main purpose is to ensure that the financial resources are being deployed appropriately in furtherance of the strategic objectives. Its membership is two trustees, in addition to the Chair (the Honorary Treasurer). They are appointed annually. The Committee can appoint co-optees who they feel will bring relevant financial expertise. The Chief Executive and the Group Director of Finance and Resources of Sense attend the meetings. The purpose of the Audit and Risk Committee is to monitor and review the effectiveness of Sense’s internal and external auditing procedures and outcomes, advising and reporting to Sense Council. Its membership is two trustees, in addition to the Chair. The Chief Executive, Group Director of Finance and Resources and the Internal Auditor of Sense attend these meetings.
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The Nominations Committee’s role is to identify gaps in Council membership, oversee the recruitment processes of Council Members and make recommendations to Council of new members for election or co-option, ensuring that they have an appropriate induction. The membership of the Committee is at least one other Trustee in addition to the Chair (currently the Vice-chair of Sense). The Company Secretary or his/her nominee attends the meetings. The Remuneration Committee’s role is to ensure that Sense’s remuneration strategy for senior staff and its implementation is perceived by all stakeholders to be transparent, fair and effective. Its voting membership will not exceed five, with a quorum of three. The Chair and Treasurer of Sense are ex-officio voting members and at least two of the additional voting members are Trustees of the charity. A fifth independent member with relevant expertise may also be appointed, should the committee feel this to be necessary. The Chief Executive, Group Director of Finance and Resources and the Director of HR are non-voting ex-officio members.
Recruitment of New Trustees/Directors The Nominations Committee considers whether there are any skills not represented on Council and agrees a recruitment campaign which includes public advertising. All candidates are interviewed by the Committee, who recommend the appointment of suitable prospective trustees to Council. The Chair also meets the candidates and they are usually invited to a meeting of Council as an observer, before being finally appointed. All new Trustees have a thorough induction process which includes a comprehensive induction manual, meetings with the Chief Executive and senior staff and visits to Sense services.
Delegated Authority Sense Council delegates day-to-day operational management of the organisation to the Chief Executive. The broad areas of delegation, for which she is accountable are set out in the governance handbook. To ensure these responsibilities are discharged effectively, the Chief Executive is responsible for appointing, managing and developing senior staff to take direct responsibility for these areas and for putting in place appropriate reporting and assurance mechanisms. The Executive Team meets regularly and includes the Deputy Chief Executive, two group directors and four functional directors.
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Sense, The National Deafblind and Rubella Association Council’s report and accounts for the year ended 31 March 2013
THE E S N E S ROUP G The Sense Group includes a number of separate organisations: • Sense • Sense International • Sense Scotland Each entity is a registered charity and a company limited by guarantee, with its own board and memorandum and articles. The objects of all three are similar and refer to supporting people who are deafblind, or who have a hearing or vision impairment, including those with additional impairments. Our shared vision is a world in which all deafblind children and adults can be full and active members of society. Each organisation runs its own activities for supporting and promoting the interests of children and adults who are deafblind or have multi-sensory impairments and further information is given below.
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The Sense group Sense ENGLAND, WALES & NORTHERN IRELAND The main corporate services for these countries are managed by Sense’s registered office, in London.
SCOTLAND
INTERNATIONAL Has a small UK team based at Sense’s registered office in London.
Sense
Sense Scotland**
Sense International**
Works with children and adults, including providing communication support to identify peoples’ aspirations and how they want to live their lives. Campaigns on issues of importance to deafblind people in Scotland in particular.
Works in Asia, Latin America, Eastern Europe and Africa, in conjunction with partner organisations, to develop programmes for deafblind children and adults and is building capacity to ensure their sustainability.
Sense’s service operations in England include both residential and communitybased services to meet the needs of: • Children and families • Adults • Older people Sense campaigns to increase awareness of deafblindness and on issues of importance to deafblind people. We operate in conjunction with a diverse range of agencies and professionals.
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Sense Cymru
Sense N Ireland
Services include: communicatorguides and intervenors; children and adults outreach services; training.
Services include: a residential home; a day service; and a pre-school nursery.
Sense, The National Deafblind and Rubella Association Council’s report and accounts for the year ended 31 March 2013
Sense is the trading name for Sense, The National Deafblind and Rubella Association, which is a registered charity and a company limited by guarantee. It is governed by its Memorandum and Articles of Association. Sense works primarily in England, Wales and Northern Ireland. It is the corporate trustee of the Royal School for Deaf Children (Birmingham) and Coventry Society for the Blind. It is the sole member of Sense Scotland, Sense International and Sense4Enterprise Ltd, and holds 100% of the issued share capital of Helping Sense Limited. Sense Scotland is registered in Scotland as a charity and a company limited by guarantee. It is governed by its own Memorandum and Articles of Association. Sense International is a company limited by guarantee and a registered charity, governed by its own Memorandum and Articles of Association. It works on a global basis, raising the needs of deafblind people and working with partner organisations in India, Latin America, Eastern Europe and East Africa. Helping Sense Limited is Sense’s trading company. It is governed by its own Memorandum and Articles of Association and its main activity is the sale of new goods through Sense’s charity shops. The profits from its activities are donated to Sense. Sense4Enterprise Ltd is a registered company limited by guarantee, and was recently set up by Sense to enable us to take forward social enterprise activities. The Royal School for Deaf Children (Birmingham) is a registered charity. The Charity Commission granted a linking order permitting its activities to be reported on within Sense’s report without the need to file its own separate annual report and accounts. It is governed by its trust deed. Coventry Society for the Blind is a charity and company governed by its Memorandum and Articles of Association. It is now a dormant company. The Consolidated Annual Report and Accounts This is the consolidated annual report and accounts for all the Sense organisations. Unless otherwise stated, each of them publishes their own annual report and accounts which describe their activities and finances in more detail.
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S N A L P R U O HE T R O F UTURE F Sense Progress with Major objectives for 2012-13 We set out below the progress we made during 2012-13 on the objectives contained in last year’s annual report. 1. We will build on the success of our Community Services, meeting the demands of changing commissioning practice and working with families and the wider community to offer innovative services. These will find solutions to the current financial challenges, ensuring that we continue to be able to meet the increasing demands we face. • During 2012/13 we increased the number of people supported by our day and college services from 202 to 219. We also increased the number of hours of contracted one-to- one support we provide each month in the community from 6002 to 6409. In doing so we have worked flexibly with service users, families and commissioners to meet the increasingly varied needs and preferences of the people who are looking to us to support them. The proportion of people using Direct Payments or their own funds to pay for a community service from Sense increased from 16% to 26%. 2. We will engage with our supporters, fellow activists and partners to seek to influence government policy to ensure the fair treatment of, and a respect for the rights of the deafblind community, especially in relation to the Social Care Review and the Review of Special Educational Needs and Inclusion. In June 2012 we held a roundtable event to discuss the proposed reforms of the legislation governing special educational needs. This involved parents of deafblind children, the Minister of State and was attended by our patron, HRH The Princess Royal. At the event we launched our publication Supporting Success which makes a number of recommendations about the support and provision essential to the successful development and attainment of deafblind/multi-sensoryimpaired (MSI) children and young people. 3. We will maintain the quality standards in our Residential Services and continue to work with local authorities and healthcare trusts to ensure we achieve fee levels that are both efficient and effective. We will look at introducing both assistive technology and creative environment design to find cost savings whilst keeping standards at the highest level.
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Sense, The National Deafblind and Rubella Association Council’s report and accounts for the year ended 31 March 2013
We have maintained the quality of our residential services, with 98% of outcomes inspected by the Care Quality Commission in the final quarter of 2012/13 being judged compliant. We have continued to successfully negotiate fees on the basis of full cost recovery. We have completed an initial scoping project on the use of assistive technology and we will move forward with pilots in 2013/14. 4. We will expand our reach to include more children and families, offering support and advice through vital periods of family life. We will expand our Specialist Children’s Team and support more Local Authorities. The Children’s Specialist Services Team continues to expand its services to children, young people and their families, supporting 936 children last year. The Team is also providing more training to professionals; 450 people received training in 20012/13. A project on providing care to deafblind children and young people in hospital was piloted at Birmingham Children’s and Great Ormond Street Hospitals and was completed in September. Pilot projects to test a service framework to support families at key times of need, were completed and will be fully implemented later this year. 5. Our Trading Division will continue to look at reducing costs, whilst we look to expand our shop portfolio, including inventive commercial opportunities such as ’pop-up‘ shops in vacant high street properties. We successfully opened eight pop-up shops in 2012/13 in addition to our permanent portfolio. The retail environment continues to be challenging and we are looking at other strategies for providing increased income for services for our beneficiaries. 6. Fundraising will use the experience gained in the last few years to target successful appeals and events, with a plan to significantly increase our investment and return in this vital area. Fundraising met annual targets in an increasingly difficult environment. Our work with companies, trusts and major donors continues to grow, along with our direct marketing investment, which will lead to more sustainable giving in the future.
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We remain very grateful to all of our donors, whether they took part in one of our events, remembered us in their will, responded to an appeal, or continue to give us regular donations. Their support enables us to continue to support deaf blind people to lead the lives they choose. 7. We will develop a social enterprise to generate income to increase our support to beneficiaries. Having set up a new company to take forward social enterprise activities we are exploring several opportunities to grow these activities which will provide income for our charitable services in the future. 8. Only deafblind people and their families can judge the success of what we do. At Sense we prioritise engagement and will continue to enhance our engagement with deafblind people and their families, using the success of forums and family liaison, as well as the extensive feedback we have received, to ensure we enhance our approach and stay inventive. While our Branches continue with their work involving local members we have also increased the number of forums which we run. This enables deafblind people from a variety of backgrounds, who are not necessarily members of Sense, to access support, information and companionship. Technological advances can be very important in enabling deafblind people to communicate and to live their lives as independently as possible. We have appointed a Technology Co-ordinator who can help our members with technological difficulties and can raise the profile of the needs of deafblind people with relevant manufacturers. During the year the Sense Users Reference Group (SURG) has been developed so that deafblind people can meet with senior managers to discuss their views of our services and their ideas for the future. 9. We will continue to develop our workforce through training and the continued development of staff engagement. We are a people-focussed organisation and are committed to investing in our staff so that they have the skills and knowledge to support beneficiaries and feel confident in their roles. In the last year we undertook an employee opinion survey which showed that staff valued the ethos of the organisation and the learning and development opportunities available. It also gave senior managers evidence of where we need to focus attention. We have consolidated our training offer and introduced some new programmes. We have set up a new national Staff Forum as the representative body of the workforce. It has been consulted on a variety of people related issues such as terms and conditions and new policies.
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Sense, The National Deafblind and Rubella Association Council’s report and accounts for the year ended 31 March 2013
10. We will continue to improve our efficiency and capacity to provide a cost effective infrastructure through the use of business technology. During 2012/13 we undertook some restructuring of the organisation and continue to look for savings and ways to increase our efficiency and ensure greater responsiveness, leadership and high quality support for our local services. In the challenging economic climate this will continue to be a priority for the foreseeable future. We have embarked on a large scale project to create a customer relationship management system that will keep organisational data in a better way, manage information quickly and effectively, and provide a way to measure effectiveness. This will be introduced in 2013/14.
Objectives for 2013-14 In 2013-14 we will start to implement our new three year strategic plan, Growing Stronger Together, which has been developed in consultation with our members and other stakeholders. This will enable the organisation to expand the numbers of our members and beneficiaries and to work with them in new ways. We will extend our support to children and their families, and increase support to older people. We will also open new resource centres, develop initiatives in arts and culture for our beneficiaries, work with others to develop assistive technology and work in partnership with more organisations. To enable us to do this, we will invest further in our fundraising and trading activity to increase our charitable income and expand and better organise our volunteers, improving the quality of the training and support which we offer them.
Our strategy has three aims: Aim 1 – Growing – we will help more deafblind people to be full and active members of society, by expanding our existing services so that more people are able to make use of them, and by developing creative, responsive and flexible services based on individual need. Aim 2 – Stronger – we will improve the outcomes for those people using our services, improve the quality of Sense’s services, structures and systems, and position Sense for challenges of the future. Aim 3 – Together – we will expand Sense’s membership and increase the ways in which our members engage with us; develop new delivery partnerships with other organisations; and increase the public understanding of the needs of deafblind people. Next year we will report on progress with taking these forward in the first year of the strategy.
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Sense Scotland Progress with Major objectives for 2012-13 1. We will support and develop positive health and wellbeing for service users and staff. There were a number of successful activities in this area and the highlights include: • We established the Health and Physical Activities Team which brought together outdoor activities, walk leaders, the health advisor and rebound therapy into one team. • A healthy eating cookery group was set up in Glasgow, using the kitchen facilities at TouchBase. Through this group seven service users have been supported towards completing an ASDAN award in meal preparation and cooking. • A pilot audit tool looking at oral and dental health was developed in partnership with a parent. An initial audit was completed in three regions across the country. Findings from these pilot audits will be used to inform any required future developments in this area. • Two walk leader posts, supported by funding from the Forestry Commission, were established in the west of Scotland. 2.
We will develop opportunities for service users, families and staff.
A wide range of opportunities were developed during the year and these include: • A range of social events were held across the country including Lochore Meadows in Fife, the Luv Fete at TouchBase, Burns Night in Auchtermuchty, Summer Sensations in Glasgow, On Your Radar and the Christmas Concert at the City Chambers. • A short breaks project, funded through Better Breaks, offered a range of social and leisure activities to young people in the east, for two, two week periods in the summer of 2012. The feedback from both young people and their families deemed the project to be a hugely valuable and successful experience. The management and staff team from Dundee Short Breaks who planned and ran the project were recognised for this achievement by being voted as Sense Scotland ‘Team of the Year’.
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Sense, The National Deafblind and Rubella Association Council’s report and accounts for the year ended 31 March 2013
• Further funding was received from both Better Breaks and Creative Breaks to support families and individual children access a break of their choice. Some of this funding has already been awarded to families through an allocation panel but much of it will be for use during 2013/14. 3.
We will actively promote a culture of high standards and quality.
• Training and Activity Centre – this year we continued our focus on essential skills training – especially in relation to safe practice topics. This has included a review of induction and foundation skills training. There have been new courses for supervisiors and the addition of a full time training officer at the training and learning centre. Our e-learning programme has continued to grow with hundreds of courses completed by staff and volunteers. We have added autism awareness training, as our work with people with autism continues to grow. The Sense Scotland Business School has enrolled over 80 staff onto our ten day `Professional Manager’ course which has had excellent feedback from participants. • Vocational Qualifications for Service Users – we were approved as an Award Scheme Development and Accreditation Network (ASDAN). Centre in September 2010 and twenty five service users are currently working towards awards. The Training Co-ordinator is now acting as national ASDAN co-ordinator and award verifier. This will enable us to further increase our commitment to these awards. The ASDAN Co-ordinator has also begun liaison with the Family Advisory service, facilitating discussions around ASDANs for future users of our services. • Social work students – we continue to offer social work student placements (both short term observation and long term assessed practice) at TouchBase. A further six students were supported in 201213 in both long and short term placements. As well as being a great opportunity for both students and staff these placements earned additional income to supplement our training budget. We have also hosted a group of seven social care students from Germany, funded via the Mobility International scheme. Students were placed in services in Glasgow and both our staff and the students found this to be a rewarding practice-sharing experience. • Staff and Volunteer Awards – the Staff and Volunteers Awards Ceremony 2012 was another great success with over 180 staff, volunteers and families in attendance. Recognition was given to those with long service, for team of the year, to those gaining qualifications and for those who had been nominated by colleagues for their inspiration to others.
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4.
We will promote an efficient and effective organisation at all levels.
• Focus on staff recruitment and retention Staff totals: Excluding volunteers, our headcount has increased from 1003 in April 2012 to1041 in March 2013. The full time equivalent staff at the end of March was 694 compared to 648 the previous year. Continued efforts to manage attendance, as well as the changes to sick pay entitlements in recent years, have resulted in absence rates being controlled at a steady level, showing a decrease from 4.07% in March 2012 to 4.04% in March 2013. UK-wide, The Chartered Institute of Personnel and Development (CIPD) 2012 survey showed absence as 3.4% of working time lost across all sectors, with the Not for Profit (Care) Sector level at 5.9%. The West of Scotland Voluntary Sector Network survey 2011 showed a median absence level of 4.9%. • Staff satisfaction and engagement survey The annual staff survey was carried out again in January 2013. The survey consisted of 46 questions covering such areas as communication, work-life balance, training and development and pay and benefits. Over 23% of staff (242 – up almost half from 164 last year) completed the survey. Overall, this year’s survey again found relatively high levels of staff satisfaction with Sense Scotland as an employer, with the exception of pay and benefits. 5. We will work in partnership with service users, families and staff to influence, drive forward and respond to change. We work with families to ensure their views are included in responses to government consultations. A family member sits on the Public Policy Group. Families have many other priorities and we appreciate very much the contribution they continue to make. We continue to advance joint work with Disability Agenda Scotland, The Coalition of Care and Support Providers Scotland and other policy networks.
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We held a carers’ day event in June 2012 and included sessions on carers’ rights and the impact of welfare reform. During the year, we also held family forums related to the latter issue on: • Scottish passported benefits • Independent Living Fund • In addition to Welfare Reform, a number of policy issues continue to dominate concerns for the people we support: – Self Directed Support and the way it is being implemented in some areas – Charging for services – Cuts in services – Increased eligibility criteria making access to any services at all more difficult.
Sense, The National Deafblind and Rubella Association Council’s report and accounts for the year ended 31 March 2013
We responded to a number of consultations on a range of issues: • SQA exam arrangements • Charter of Patient Rights and Responsibilities • Responsible Parking (Private Member’s Bill) • PIP detailed design • Family Fund expert reference group • Children and Young People’s Bill • Passported Benefits Scotland • Independent Living Fund • BSL Bill • Discretionary Housing Payment • Integration of Health and Social Care • Procurement Reform Bill • SDS Bill amendments. We gathered views via a range of routes, including family forum meetings, and contributed responses through written responses (individual and jointly with other organisations) and attendance at events.
Objectives for 2013/14 Sense Scotland works to a rolling three-year strategic plan. All stakeholders are involved in the development of the strategic plan and the Trustees approve both the three-year strategic plan and the annual operational plan, further details of which can be found in the Sense Scotland Trustees’ Report and Financial Statement for 2013. The following objectives are, therefore, to be achieved over this three year time period. • We will support service users and families to be active and involved. • We will lead in the provision of high quality service provision and service development throughout Scotland and internationally. • We will grow in order to provide more services to more people. • We will be the employer of choice, recognised for our commitment to staff development and training. • We will harness the views of those we serve and support them to organise and campaign. • We will work and grow sustainably.
23
Sense International Key Achievements For 2012/13 1. We will continue to ensure better availability of, and access to, specialised and/or inclusive education and health services for all deafblind children, and extend specialist training for parents and professionals. We continue to provide specialist teachers with additional skills and knowledge to work with deafblind students, while also working with partners to develop training for them (as in Tanzania, Uganda and Peru). In Romania our early intervention programme has been embedded into the education system as a result of the approval of legislation that recognises the need for a school curriculum for deafblind/multi sensory impaired children. We have extended our work with parents and also medical professionals to develop the health of the children we support, through early intervention work in schools and hospitals and our community-based work. We also help parents to improve their understanding and ability to communicate with their deafblind children. 2. We will work to strengthen representative organisations and encourage the development of networks of deafblind people and their families, to raise awareness. In East Africa we have grown membership of deafblind representative organisations by over 400 people this financial year. We have also facilitated interaction between parents representative organisations and government officials. In the words of an independent final evaluation of one of the programmes in East Africa “Parents and partners have also ‘sensitised’ hundreds of local authority staff, traditional authorities, community leaders and opinion leaders”. In Peru we established two new representative networks of people who are deafblind, their parents and volunteers which will participate in local and national campaigns.
24
Sense, The National Deafblind and Rubella Association Council’s report and accounts for the year ended 31 March 2013
3. We will strengthen our links with national and local legislative bodies to ensure deafblindness is included in discussions on social, educational and health policy. We have contributed to the development of national legislation recognising the rights of deafblind people in Peru, Bangladesh and India, and have been successful in changing national educational curricula to include the needs to deafblind learners. In Europe we have submitted evidence to the all-party International Development Select Committee and have a tabled a number of questions in both the House of Lords and the Commons on issues regarding UK levels of funding for overseas education and prioritising disabilities. 4. We will continue to develop clear organisational structures, performance measures and planning systems which support our future as a global organisation. We have developed and improved policies on a variety of issues, notably on gender and protection of children and vulnerable adults. We have developed full cost recovery models of budgeting, and carried out a review of staff needs and expectations. We have developed a framework for monitoring and evaluation as well as a revised programme planning framework. We have improved the quality of our in-country fundraising processes as well as the volume of applications originating from each region. 5. We will formalise and strengthen links with key organisations to build on existing initiatives and expertise, to ensure compatibility of purpose, avoid duplication of efforts and resources, and achieve a wider impact. We have become a member of the steering group for the Bond Disability and Development Group in the UK and actively lead and contribute to initiatives on behalf of the disabilities sector for International Development based in the UK. We are also part of a consortium proposal with the World Health Organisation and the Ministry of Health & Institute of Research in Kenya looking at prevalence of Congenital Rubella Syndrome there.
25
Objectives for 2013/14
• Refine Sense International’s strategy through a review of the current programme portfolio, the fundraising strategy and support from ancillary departments. • Develop the breadth of our country programmes through enlarging the community based work in East Africa and the vocational work in Romania. • Use a range of techniques to improve the coherence of our policy and campaigning work internationally and within countries. • Continue to raise the profile of Sense International to deliver tangible outputs for our beneficiaries. • Increase successful in-country fundraising. • Increase focus on operational capacity through examination of programme and financial processes to improve overall efficiency.
Sense Group Working in partnership Sense works with a wide range of partner organisations. Here are some examples at a local, national and international level: • We have worked closely with the Golden Lane Housing Association on the development of several new supported living projects. • We have worked with Action for Blind People, Guide Dogs for the Blind and local charities to establish the South West Sensory Consortium, based in Devon. • We have maintained and developed our active involvement and contribution to the National Sensory Impairment Partnership (NatSIP). • Sense International works with representative bodies across the countries where we have programmes. In East Africa we have been successful in attracting locally sourced funding for Parents Associations providing support to small business and contributing to sustainability. We also co-chair the BOND network of UK based disability organisations lobbying / campaigning internationally for a greater profile for disabilities within International Development.
26
Sense, The National Deafblind and Rubella Association Council’s report and accounts for the year ended 31 March 2013
• Sense Scotland are working with Alzheimer Scotland regarding dementia awareness resources and courses which will be rolled out later in 2013. This is of course an issue for our aging service user group.
Governance of Sense Scotland and Sense International For detailed information on the specific governance arrangements and processes for Sense Scotland and Sense International, please see their respective Annual Reports and Accounts.
Statement of Sense Council’s responsibilities The Council (who are trustees and for the purposes of company law also directors of Sense, The National Deafblind and Rubella Association) is responsible for preparing the Council’s Annual 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 trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and the group and of the incoming resources and application of resources, including the income and expenditure, of the charitable group for that period. In preparing these financial statements, the trustees are required to: • • • •
select suitable accounting policies and then apply them consistently; observe the methods and principles in the Charities SORP; make judgments and estimates that are reasonable and prudent; state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements; and • prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business. The Trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time, the financial position of the charitable company 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 charitable company and the group and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
27
In so far as the trustees are aware: • there is no relevant audit information of which the charitable company’s auditor is unaware; and • the Trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditor is aware of that information. The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.
Public Benefit Council has referred to the guidance contained in the Charity Commission’s general guidance on public benefit when reviewing its aims and objectives and in planning its future activities. In particular, Council has considered how planned activities will contribute to the aims and objectives it has set. The information given in relation to the objectives set last year gives clear examples of how our work brings public benefit through a wide range of activities.
Internal Financial Control Council has overall responsibility for ensuring that the charity has appropriate systems of controls, financial and otherwise, in place. The systems of internal control are designed to provide reasonable assurance against material misstatement or loss. They include: • A three year strategic plan and an annual budget approved by Council. A number of matters are specifically reserved for Council’s approval. • Regular consideration by Council of financial results, variance from budgets, non-financial performance indicators and benchmarking reviews. • The Finance Committee considers investment strategy and monitors investment performance. • Internal audit reviews the whole system of internal controls and has unrestricted access to all books, records and explanations if required. The independence of the Head of Internal Audit is assured and if necessary he has access to Council via the Audit Committee. • The development of policy documents covering all major strategic and operational activities. These are reviewed by the Executive Team with appropriate regularity and consultation.
28
Sense, The National Deafblind and Rubella Association Council’s report and accounts for the year ended 31 March 2013
Identification and management of risks Council has delegated day-to-day responsibility for the management of risks to the Chief Executive. The Audit & Risk Committee is responsible for overseeing the establishment and maintenance of good practice in this area and for reporting on it to Council at each of its regular meetings. In addition Council itself reviews the corporate risk register at each of its meetings. A formal risk management process has been developed to assess business risks and implement risk management strategies. Management is responsible for the identification and assessment of risk and reporting on its work to the Audit & Risk Committee and the Finance Committee. Management is also responsible for developing risk mitigation strategies and controls, and implementing action to minimise or reduce risk to acceptable levels. Risk identification and assessment processes have been embedded within the normal operating activities of managers throughout Sense. The review process ensures that key risks are regularly reviewed, monitored and reported on. The following key potential risk areas are some of those to have featured on the Corporate Risk Register during 2012-13: Risk: The CRM (Customer Relationship Database) project overruns and does not deliver the intended benefit. Controls: Risk register and communications plan both in place, with detailed internal and external project plans setting out key milestones Risk: Inability to fill voids Controls: An action plan for referrals for residential and supported living services is in place. Risk: Pension deficit Controls: The Pensions sub-committee is working with advisors. Risk: Economic downturn: Continuing external influence leading to loss of trading and fundraising income. Controls: Monthly reviews and early identification of negative trends, reduction of core direct costs through restructuring and other measures, close monitoring of rates of attrition of supporters, review of our portfolio of shops.
29
L A I C N A N I F EW I V E R 0/12/13 2 Sense continues to work under the same pressure and financial constraints that affect all in our sector. But in 2012/13, thanks to careful planning and hard work by all involved, we showed that we can continue to meet increasing demands and even grow our reach and income. Our shops have been under particular pressure and along with the high street in general we have seen a reduction in shoppers. Alongside this we have faced a reduction in donated goods, with local authority regulations, internet sales and the financial squeeze faced by most families all having in impact. In anticipation of this we made many changes during the year and this maintained our income, but overall we did have a reduction in net return to the Charity. We continue to work on this and have significant plans to help us regrow our return in 2013/14. Fundraising is a challenge at present, but our diversification of income streams continues and our investment in local community fundraising remains a success. We are applying careful research techniques to ensure all our fundraising investments are targeted to the areas of maximum return and this has meant we have broadly maintained our income levels. We have secured new European funding for projects delivered by Sense International and our fundraising for overseas projects continues to improve. In general 2011/12 was a success for the Sense family: we are reaching more people than ever and have grown our engagement with our stakeholders in a number of ways. The strong financial controls we have exercised over income and expenditure, have ensured our bottom line, before the decreased pension scheme deficit, shows an unbudgeted surplus.
Expenditure Expenditure on our charitable activities in 2012/13 was £63m. This represented a increase of £2m on the previous year. We had growth spread across all our activities, but Sense Scotland in particular beat the trend in our sector and had significant growth of £1.7m. We spent £2.5m (£2.3m 2012) working with children and families and £1.3m (£1.3m 2012) working with older people. Work on campaigning and raising awareness cost £1.3m (£1.4m 2012), publicity costs were £667k (£712k 2012) and on quality improvements and staff development we spent £477k (£480k 2012). Governance costs of £60k were £6k less than last year.
30
Sense, The National Deafblind and Rubella Association Council’s report and accounts for the year ended 31 March 2013
Income Total income amounted to £80m an increase of £1.6m on the previous year. This year Sense had an increase in fees and allowances, paid by statutory authorities, which rose to £55.1m in total. This increase has been achieved at a time when significant pressure is being placed on our fee income as funding cuts take hold. However, Sense has demonstrated time and time again that our services are value for money and in the long term we help reduce the cost to funders by helping people reach their potential and be as independent as they wish. We have added new services and reached more people than ever before and this has increased our income in total. At the same time we have worked in partnership with our funders to reduce costs and have agreed some fee reductions where appropriate, whilst maintaining the highest quality standards. All of this income is linked to agreed contracts and Sense provides services in line with our agreements with health authorities, primary care trusts, local authorities and individuals. Total fundraised income reached £11.2m representing an increase of £100k on the previous year which bucks the general downturn. Income from our shops reached £11.8m, an increase of £100k over the previous year, however, our net profit was down. In accordance with Financial Reporting Standard 17 ‘Retirement benefits’ (FRS17) the results of the defined benefit superannuation scheme valuation are included in these accounts. Partly as a result of Sense voluntarily seeking to repay the historic deficit and partly due to changes in the scheme, the scheme liabilities decreased by £2.4m and reduced the overall liability to £24k. Every three years the scheme’s actuaries calculate how much we need to pay into the scheme for each of the ensuing three years in order to eliminate the deficit and to ensure that sufficient funds are available to meet pension payments when they become payable. We ensure these payments are made. We closed our defined benefit superannuation scheme to new entrants in 2003 and replaced it with a defined contribution scheme. The Statement of Financial Activities before we included the FRS17 deficit resulted in a positive net movement in funds for the year of £2.4m. The superannuation scheme increased this by £1.7m resulting in an overall positive net movement in funds of £4.1m. Throughout the year we have exercised strong control over our finances and ensured that expenditure was budgeted, affordable and within our income.
31
Reserves The policy for reserves is reviewed each year by Trustees. The target level for reserves has been calculated by each member of the Sense Family to suit their individual needs and circumstances. In each case they ensure that the target they set will be capable of: • providing sufficient working capital for budgeted operational commitments • funding responsive action in the event of a significant financial downturn • managing the rehabilitation of the people who use our services in the event of closure of the organisation. Alongside this Trustees take account of any risks that might impact on the level of reserves required. They include: • time needed to implement operational response to any significant reductions in income • dependence on and reliability of individual income streams • robustness of the internal reporting and response methods • potential for variation in cash flow forecasts. Sense Scotland have set a target of 12 weeks turnover as a desired level of reserves. As of 31 March 2013, Sense Scotland has managed to achieve a reserve level of 11.4 weeks working capital. Working Capital is calculated using the Net Current Assets (excluding Restricted and Designated Funds) divided by the average expenditure for one week. Sense International Trustees agreed that they should aim to have unrestricted reserves equivalent to six months’ running costs and we continue with this aim. The target equates to £850k and as at the 31st March 2013 Sense International had reached £811k. Sense set a target of £17m, to cover the factors previously mentioned and to allow us sufficient funds to embark on a significant capital investment programme. This capital investment programme will include a new resource centres in Birmingham, Belfast, Cymru, as well as a redevelopment of the Ann Wall Centre. On top of this we have plans to improve many of our services and to assist people to remain in their home by making adaptations as necessary. As we have identified the costs of these developments we have undertaken to designate funds to cover them, so Sense seeks to meet its’ £17m reserve target through a combination of unrestricted current assets and designated funds linked to these schemes. As at the 31st March 2013 Sense had £15m set against our target.
32
Sense, The National Deafblind and Rubella Association Council’s report and accounts for the year ended 31 March 2013
Investment strategy Investment aims The aims of non-cash investments are to preserve their current value at a level at least in line with inflation, and to provide an income better than the level that could be obtained from cash investments.
suggestions and views at regular one to one meetings with their line managers and through implementation of a grievance procedure and whistle blowing policy. Sense also has a Staff Forum, where Representatives who are elected by staff, hear and comment on issues and bring any ideas and suggestions to Senior management.
Cash will be invested to maximise return whilst meeting agreed risk appetite and future cash needs.
The development of our workforce through training and increased engagement will play an important part in our strategy for 2014.
Risk appetite
Auditors
We recognise that investments cannot be risk free if we are to achieve our stated investment aims but we have an appetite only for low risk investments. We have no appetite for derivatives or hedges.
Ethical investments Sense wishes to avoid unethical investments that are in conflict with its charitable objectives.
Employees Sense successfully implemented new terms and conditions for its’ employees in 2012/13 following a successful consultation exercise. This standardised our working week to 37.5 hours.
A resolution to reappoint PricewaterhouseCoopers LLP as auditors to the company will be proposed at the annual general meeting. By order of Council and signed on its behalf
G Morbey OBE Secretary 17th September 2013
Employees are kept fully informed of all factors affecting the performance of the organisation and any other matters likely to be of concern to them as employees through written and face to face staff briefings, our intranet and newsletters. This includes notes on decisions and discussions of both the Executive Team and Council. Employees are encouraged to present their
33
Sense Council Members, showing changes during the year 2012/13 John Crabtree OBE (Chair) Liz Booth (Vice chair and Chair of the Nominations Committee) Hugh Gareth Jones (Treasurer and Chair of the Finance Committee until June 2012 – resigned as a Trustee October 2012) Nicholas Keegan (Treasurer and Chair of the Finance Committee from June 2012) Ian Harley Chair of the Audit & Risk Committee (Re-elected October 2012) Gini Bartlett MBE (co-opted December 2011, elected October 2012) Jim McManus (co-opted from Sense Northern Ireland) Jane McNally (taking one year’s leave of absence from March 2013) David Pearson David Reeves Roy Staines Duncan Tannahill (co-opted from Sense Scotland) Sue Turner Oliver Walder (resigned October 2012) Gillian Wood Natalie Assad (co-opted September 2013) Dr Justin Molloy (co-opted September 2013) Sense International and Sense Scotland have their own boards of Trustees:
Sense Scotland Council Members, showing changes during the year 2012/13 Roy Cox (Chair) Neil Farquharson (Vice Chair) Douglas Smart (Treasurer) Gerard Seenan (Deputy Treasurer –appointed 13th September 2013) David Newton Duncan Tannahill Isobel Allan Norman Ritchie Usman Rehman Gary Simpsom Eileen Henighen
34
Sense, The National Deafblind and Rubella Association Council’s report and accounts for the year ended 31 March 2013
Sense International Council Members, showing changes during the year 2012/13 Sunil Sheth (Chair) Pankaj Shah (Treasurer) Robin Heber Percy Denis Tinsley Sue Turner Dr Subo Shanmuganathan (appointed August 2013) Leona Forsyth (appointed August 2013) Verity Stiff (appointed August 2013) Paul Feeney (appointed August 2013) Dean Lumer (appointed August 2013)
Senior Staff at Sense Gillian Morbey OBE Richard Kramer Peter Cheer Kris Murali Toni Dumolo David Robinson Claire Woodhill James Thornberry Fiona Markey Andrew Kerr Linda Annan John O’Connor Eddie McConnell
Chief Executive (also Chief Executive of Sense International) Deputy Chief Executive Director Operations Group Director Finance & Resources Director of Human Resources Director of Finance Director of Fundraising Director of Sense International Manager – Corporate Secretariat Chief Executive of Sense Scotland Director of Operations Director of Corporate Affairs Director of External Affairs
35
T N E D N E P INDETORS’ I D U A EPORT R Independent auditors’ report to the Members and Trustees of Sense, The National Deafblind and Rubella Association We have audited the financial statements of Sense, The National Deafblind and Rubella Association for the year ended 31 March 2013 which comprise Consolidated Statement of Financial Activities, the Consolidated Summary Income and Expenditure Account, the Consolidated and Company Balance Sheets, the Consolidated Cash Flow Statement, the accounting polices and the related notes. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).
Respective responsibilities of trustees and auditors As explained more fully in the Council’s Responsibilities Statement set out on page10, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view. Our responsibility is to audit and express an opinion on the financial statements in accordance with applicable law and International Standards on Auditing (UK and Ireland). Those standards require us to comply with the Auditing Practices Board’s Ethical Standards for Auditors. This report, including the opinions, has been prepared for and only for the charity’s members and trustees as a body in accordance with Chapter 3 of Part 16 of the Companies Act 2006 and for no other purpose. We do not, in giving these opinions, accept or assume responsibility for any other purpose or to any other person to whom this report is shown or into whose hands it may come save where expressly agreed by our prior consent in writing.
Scope of the audit of the financial statements An audit involves obtaining evidence about the amounts and disclosures in the financial statements sufficient to give reasonable assurance that the financial statements are free from material misstatement, whether caused by fraud or error. This includes an assessment of: whether the accounting policies are appropriate to the groups and charitable company’s circumstances and have been consistently applied and adequately disclosed; the reasonableness of significant accounting estimates made by the trustees; and the overall presentation of the financial statements. In addition, we read all the financial and non-financial information in the Trustees’ Annual Report to identify
36
Sense, The National Deafblind and Rubella Association Council’s report and accounts for the year ended 31 March 2013
material inconsistencies with the audited financial statements. If we become aware of any apparent material misstatements or inconsistencies we consider the implications for our report.
Opinion on financial statements In our opinion the financial statements: • give a true and fair view of the state of the group’s and the parent charitable company’s affairs as at 31 March 2013, and of the group’s incoming resources and application of resources, including its income and expenditure and the group’s cash flows, for the year then ended; • have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and • have been prepared in accordance with the requirements of the Companies Act 2006.
Opinion on other matter prescribed by the Companies Act 2006 In our opinion the information given in the Trustees’ Annual Report for the financial year for which the financial statements are prepared is consistent with the financial statements.
Matters on which we are required to report by exception We have nothing to report in respect of the following matters where the Companies Act 2006 require us to report to you if, in our opinion: • adequate accounting records have not been kept by the parent charitable company or returns adequate for our audit have not been received from branches not visited by us; or • the parent charitable company financial statements are not in agreement with the accounting records and returns; or • certain disclosures of trustees’ remuneration specified by law are not made; or • we have not received all the information and explanations we require for our audit.
Anthony Blackwell (Senior Statutory Auditor) for and on behalf of PricewaterhouseCoopers LLP, Chartered Accountants and Statutory Auditors Leeds September 2013
37
Sense, The National Deafblind and Rubella Association Council’s report and accounts for the year ended 31 March 2013
CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 MARCH 2013 General Funds £
Designated Funds £
Restricted Funds £
Endowment Funds £
Total 2013 £
Total 2012 £
Fundraising income
6,855,676
147,439
1,266,447
-
8,269,562
7,977,503
Legacies receivable
1,996,914
-
137,043
-
2,133,957
2,230,130
3,250
-
934,937
-
938,187
895,834
11,829,377
-
-
-
11,829,377
11,723,538
Note
Incoming resources Incoming resources from generated funds
Fundraising grants receivable
1
Shops income Investment income
2
529,146
-
73
-
529,219
428,971
Other income
3
303,778
-
773
-
304,551
321,129
54,544,529
-
582,872
-
55,127,401
53,839,521
1
7,539
-
839,842
-
847,381
937,761
5
27,385
-
-
-
27,385
-
76,097,594
147,439
3,761,987
-
80,007,020
78,354,387
3,879,141
305,629
4,966
-
4,189,736
4,130,948
Shops costs
10,583,042
10,956
-
-
10,593,998
10,505,899
Total cost of generating funds
14,462,183
316,585
4,966
-
14,783,734
14,636,847
Incoming resources from charitable activities Fees and allowances Statutory grants receivable Net gain on disposal of fixed assets Total incoming resources Resources expended Cost of generating funds: Fundraising costs
Charitable activities: Work with adults
36,576,864
610,294
788,618
8,623
37,984,399
37,481,091
Work with children
2,112,632
58,026
279,599
-
2,450,257
2,343,078
Work with older people
1,234,864
13,182
49,317
-
1,297,363
1,271,959
16,149,932
52,208
1,324,040
-
17,526,180
15,812,311
344,904
57,161
1,177,033
-
1,579,098
1,371,813
Work in Scotland International work
1,124,108
123,508
33,862
-
1,281,478
1,430,742
Publicity
649,383
15,363
1,850
-
666,596
711,946
Quality and staff development
459,796
15,485
1,945
-
477,226
479,615
60,457
-
-
-
60,457
66,204
58,712,940
945,227
3,656,264
8,623
63,323,054
60,968,759
73,175,123
1,261,812
3,661,230
8,623
78,106,788
75,605,606
2,922,471
(1,114,373)
100,757
(8,623)
1,900,232
2,748,781
605,832
294,750
(900,582)
-
-
-
3,528,303
(819,623)
(799,825)
(8,623)
1,900,232
2,748,781
(6,926,351)
9,508,450
175,305
(8,623)
2,748,781
3,396,854
5
504,966
-
-
504,966
462,212
9
1,747,000
-
-
-
1,747,000
3,740,000
5,780,269
(819,623)
(799,825)
(8,623)
4,152,198
6,307,824
14,857,524
19,174,486
7,385,385
447,393
41,864,788
35,556,964
20,637,793
18,354,863
6,585,560
438,770
46,016,986
41,864,788
Campaigns and awareness
Governance
4
Total resources expended Net incoming resources/(resources expended) before transfers Transfers between funds
17
Net incoming/(outgoing) resources before other recognised gains and losses Other recognised gains and (losses)
Actuarial gain/(loss) on defined benefit pension scheme Net movements in funds Fund balances brought forward at 1 April 2012 Fund balances carried forward at 31 March 2012
17,18
The notes on pages 47 to 72 form part of these accounts. The group has no other recognised gains and losses other than those included in the results above, and, therefore, no separate statement of total recognised gains and losses has been presented. All incoming resources and resources expended are derived from continuing activities.
Registered no. 1825301
CONSOLIDATED BALANCE SHEET AS AT 31 MARCH 2013 Note 31 March 2013 31 March 2012 £ £ Fixed assets 21,449,401 20,612,518
Tangible assets
11
Investments
12 4,811,527 4,332,968
Total fixed assets 26,260,928 24,945,486 Current assets Stocks and work in progress
242,249 129,211
Debtors 13 7,449,589 5,564,372 Cash at bank and in hand 17,760,119 18,998,542 Total current assets 25,451,957 24,692,125 Creditors (amounts falling due within one year)
14 (4,959,816) (4,602,895)
Net current assets
20,492,141
Total assets less current liabilities
46,753,069 45,034,716
Creditors (amounts falling due after more than one year)
15 (712,083) (768,928)
Net assets excluding pension liability Defined benefit pension scheme liability
20,089,230
46,040,986 44,265,788
9 (24,000) (2,401,000)
Net assets including pension liability
46,016,986
41,864,788
The funds of the charity Restricted funds
17, 18
6,585,559 7,385,385
Endowment fund
17, 18
438,770 447,393
Unrestricted funds General fund (including pension reserve of £24,000 adverse (2012: £2,401,000 adverse))
20,637,794 14,857,524
Designated funds
17, 18
18,354,863 19,174,486
Total unrestricted funds
38,992,657 34,032,010
Total charity funds and reserves
46,016,986 41,864,788
The notes on pages 47 to 72 form part of these accounts.
Nick Keegan Treasurer Approved by Council on 17th September 2013
40
Sense, The National Deafblind and Rubella Association Council’s report and accounts for the year ended 31 March 2013
Registered no. 1825301
COMPANY BALANCE SHEET AS AT 31 MARCH 2013 Note 31 March 2013 31 March 2012 £ £ Fixed assets Tangible assets
11
14,783,166 14,395,374
Investments 12 4,839,845 4,361,286 19,623,011 18,756,660 Current assets Stocks of goods for resale
242,249 129,211
Debtors 13 5,428,419 4,176,258 Cash at bank and in hand
10,567,803 12,336,825
16,238,471 16,642,294 Creditors (amounts falling due within one year) 14
(3,985,432) (3,847,624)
Net current assets
12,253,039 12,794,670
Total assets less current liabilities
31,876,050 31,551,330
Creditors (amounts falling due after more than one year) 15 (27,000) (36,000) Net assets Defined benefit pension scheme liability 9 Net assets including pension liability
31,849,050 31,515,330 (24,000) (2,401,000) 31,825,050 29,114,330
Funds and Reserves Restricted funds
17,18
3,689,050 4,600,937
Endowment fund
17,18
438,770 447,393
eneral fund General fund (including pension G reserve of £24,000 adverse (2011: £2,401,000 adverse))
17,18
16,328,176 10,857,443
Designated funds
17,18
11,369,054 13,208,557
Total funds and reserves
31,825,050 29,114,330
Unrestricted funds
The notes on pages 47 to 72 form part of these accounts.
Nick Keegan Treasurer Approved by Council on 17th September 2013
41
CONSOLIDATED SUMMARY INCOME AND EXPENDITURE ACCOUNT FOR THE YEAR ENDED 31 MARCH 2013 2013 2012 £ £ Income of continuing operations
79,477,801 77,925,416
Total expenditure of continuing operations
(78,233,946) (75,541,461)
Operating surplus
1,243,855 2,383,955
Income from fixed asset investments
164,699 159,227
Gain/(loss) on disposal of tangible fixed assets Interest receivable and similar income
27,385 (6,302) 364,520 269,744
Interest payable and similar charges
(45,227) (47,843)
Other finance charge
145,000 (10,000)
Net income for the year
1,900,232 2,748,781
The consolidated summary income and expenditure account is presented in order to ensure compliance with the Companies Act 2006. A detailed analysis of income and expenditure by source is provided in the consolidated statement of financial activities. All incoming resources and resources expended are derived from continuing activities. The consolidated summary income and expenditure account is derived from the statement of financial activities which, together with the notes to the accounts on pages 47 to 72 provides full information on the movements during the year on all the Association’s funds. The notes on pages 47 to 72 form part of these accounts.
42
Sense, The National Deafblind and Rubella Association Council’s report and accounts for the year ended 31 March 2013
CONSOLIDATED CASH FLOW STATEMENT FOR THE YEAR ENDED 31 MARCH 2013 2013 2012 Note £ £ Net cash inflow from operating activities 22
907,757 4,345,600
Returns on investment and servicing of finance Investment income received
529,219 428,971
Interest paid
(45,227) (52,530)
Interest element of finance lease payments
-
-
483,992 376,441 Capital expenditure Purchase of investments Purchase of tangible fixed assets Sale of tangible fixed assets
(5,229) (2,604,311) (1,497,157) 33,436 28,844
(2,576,104) (1,468,313) Financing Bank and other loans repaid
(54,067) (58,451)
Capital element of finance lease payments
- (30,457)
(54,067) (88,908) Increase/(decrease) in cash
23, 24
1,238,422 3,164,820
The notes on pages 47 to 72 form part of these accounts.
43
Accounting policies The financial statements have been prepared under the historical cost convention as modified by the revaluation of investments at market value and in accordance with applicable UK accounting standards, the Charities Act 2011, the Companies Act 2006 and the Statement of Recommended Practice (SORP 2005), “Accounting and Reporting by Charities”. The figures contained in the consolidated financial statements relate to all activities both national and international and include those of the charity and its wholly owned charitable subsidiaries: The Royal School for Deaf Children (Birmingham), Sense Scotland, Sense International, Coventry Society for the Blind together with the results of Helping Sense Limited, its wholly owned non-charitable subsidiary. The undertakings are consolidated, excluding all inter-company transactions and balances, from the date of acquisition or formation, on a line by line basis.
Incoming resources and recognition All incoming resources are included in the statement of financial activities when the charity is legally entitled to the income and the amount can be quantified with reasonable accuracy. Fees and allowances receivable for residential care and similar services are accounted for in the period in which the service is provided. Shop income represents goods supplied to customers at invoiced amounts and is recognised when the economic risks and rewards are transferred to the third party. For legacies, entitlement is the earlier of the charity being notified of an impending distribution or the legacy being received. Grants are recognised when the charity is legally entitled to the income and the amount can be quantified with reasonable accuracy. Grants received in advance with donor imposed conditions that specify the time period in which the expenditure of resources can take place are accounted for as deferred income and recognised as a liability.
Fundraising income Voluntary income is accounted for when received. Non-cash donations, other than goods donated for sale through our shops, are stated at an estimate of their value to the Charity.
Resources expended All expenditure, including any irrecoverable VAT, is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to that category. The cost of generating funds for voluntary income is the cost of organising fund raising events and activities and the cost of operating the charity’s shops. The costs of charitable activities include all expenditure directly relating to the objects of the charity. Support costs have been apportioned to the relevant charitable activity on the basis of salary costs incurred.
Governance costs Governance costs include internal and external audit, strategic costs and Trustees’ expenses.
44
Sense, The National Deafblind and Rubella Association Council’s report and accounts for the year ended 31 March 2013
Tangible fixed assets and depreciation Tangible fixed assets are stated at historic purchase cost less accumulated depreciation. Cost includes the original purchase price of the asset and the costs attributable to bringing the asset to its working condition for its intended use. Using the following methods, depreciation is calculated so as to write off the cost of tangible fixed assets over their estimated useful economic lives at the following annual rates: In equal annual instalments: Freehold buildings Short leasehold properties and long leasehold improvements Furniture, fixtures and fittings Motor vehicles
- -
2% over the remaining life of the lease
- -
12.5%-25% 25%
Freehold land is not depreciated. Individual fixed assets costing ÂŁ500 or more are capitalised at cost.
Leases Assets acquired under finance leases are included under tangible fixed assets in the balance sheet and depreciated as indicated above. The related liability for the capital element is included in creditors and the interest element, which is calculated on the basis of the amount of borrowing outstanding, is charged to the statement of financial activities in the period to which it relates. Operating lease rentals are charged to the statement of financial activities in equal amounts over the term of the lease.
Stocks Stocks are stated at the lower of cost and net realisable value and consist of collection bags for donated goods and new goods bought for resale, cost is determined on a first-in, first-out basis.
Recognition of Liabilities Liabilities are recognised when an obligation arises to transfer economic benefits as a result of past transactions or events.
45
Pension costs Pension costs are accounted for in accordance with FRS17 in respect of the London Pension Funds Authority Superannuation Scheme, a defined benefit pension scheme. As a result the regular service cost of providing retirement benefits to employees, the full cost or gain of providing amendments to benefits in respect of past service, income representing the expected return on assets of the fund and a cost representing the interest on the liabilities are charged to the statement of financial activities in the year. Differences between actual and expected returns on assets during the year, together with differences arising from changes in assumptions underlying the present value of scheme liabilities and experience gains and losses arising on scheme liabilities are also recognised in the statement of financial activities. The difference between the market value of assets and the present value of liabilities is shown as a net liability on the balance sheet. The group also operates a defined contribution scheme for all other staff. Contributions are charged to the statement of financial activities in the period in which they are payable.
Fixed assets – securities The quoted securities are valued at market value based on the Stock Exchange Daily Official list or similar recognised market value. Realised and unrealised gains and losses on sale or revaluation of investments are taken to the statement of financial activities in the period in which they arise.
Fixed assets – subsidiary undertakings Investments in subsidiary undertakings are stated at cost, but are written down to their realisable value if it is considered that there has been a permanent diminution in their value.
Fund Accounting General funds are unrestricted funds which are available for use at the discretion of the Trustees in furtherance of the general objectives of the charity and which have not been designated for other purposes. Designated funds comprise unrestricted funds that have been set aside by the Trustees for particular purposes. Restricted funds are funds which are to be used in accordance with specific instructions imposed by the donors or which have been raised by the charity for particular purposes. The costs of raising and administering such funds are charged against the specific fund. Endowment funds represent those assets which must be held permanently by the charity, principally properties. Any capital gains or losses arising form part of the fund. Depreciation of the properties is charged against the fund. Investment income and gains are allocated to the appropriate fund.
46
Sense, The National Deafblind and Rubella Association Council’s report and accounts for the year ended 31 March 2013
NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2013 1 Grants receivable Sense – Statutory Grants receivable Gwynedd Council / Cyngor sir ynys mon Carmarthenshire Powys Supporting People Department of Health – Older Persons Partnership Worker Suffolk Supporting People Grants Suffolk Stowuplands Flexi
2013 2012 £ £ -
(2,101)
8,000 8,000 12,988 12,988 -
14,357
49,500
53,024
- 8,400
LAAW Aiming High Cambridgeshire CC
18,500 18,500
LAAW Aiming High Cambridgeshire CC
5,762 21,879
Norfolk County Council SA Funds
55,113 12,500
Northern Ireland Housing Exec
26,138 26,138
Western Health and Social Care Trust
21,553 14,814
Newtown Abbey Surestart
63,452 61,171
Skills for Care
41,990 61,520
Cornwall County Council – GOT Project
49,528 73,878
South Gloucestershire Childrens Services Grant Rotherham
2,929 2,929 - 2,265
Scotland – Statutory Grants Receivable Scottish Government (Malawi Project) Scottish Local Authorities and Health Boards (towards services)
87,907 83,135 7,539 3,148
Scottish Executive (Children, Young People & Social Care Group Unified Vol. Sector Fund)
66,785 66,785
Tayside NHS
10,700 10,700
NHS Greater Glasgow (Innovation projects) Glasgow City Council (Threads)
160,923 160,923 3,231 8,167
Scottish Executive (VSDF Award)
- 35,000
Enterprise Growth Fund Touchbase 2
- 170,545
Scottish Government (Equality Fund)
92,800 -
Forestry Commission Scottish Government (Breaks) Other
9,244 51,391 1,408 9,096
Total Statutory Grants Receivable
847,381 937,761
47
2013 2012 £ £
Sense – Charitable Grants Receivable Department of Health (Rubella Project) Northern Ireland DHSS (towards Services in Northern Ireland – Core Grant) Northern Ireland DHSS NVQ Funding Welsh National Assembly (towards Organisational Development – Core Grant) A & C Missionfish Grundtvig
- 8,072 31,052 25,038 - 12,588 107,250 89,300 3,250 3,250 848 -
Sense Scotland – Charitable Grants Receivable Big Lottery Fund (One giant leap)
57,914 55,148
Big Lottery Fund (Reaching out)
41,063 83,252
Peoples Postcode Lottery Creative Scotland (Walk Group Project) Path to Health Scottish Arts Council (National lottery Grant) – Music Creative Scotland (Music)
- 9,108 20,100 1,750 9,750 - 5,877 17,384 -
International Department for International Development (Developing a sustainable infrastructure for the inclusion of deafblind people in Bangladesh European Commission Europe Aid Co-operation Office (Developing a sustainable infrastructure for the integration of deafblind in India European Commission EuropeAid Co-Operation Office (Developing model services and a sustainable infrastructure for deafblind people in Peru
- 157,839 128,785 5,667
European Commission EuropeAid Co-Operation Office (Promoting Access to education for deafblind and multi-sensory impaired children in Tanzania)
13,766 34,959
Big Lottery Fund (Promoting the Social Inclusion of Deafblind People in Latin America)
14,160 53,965
States of Jersey Overseas Aid Committee (Work in Tanzania) European Commission EuropeAid Co-Operation Office (Promoting Access to education for deafblind and multi-sensory impaired children in East Africa)
- 14,907 218,050 184,023
State of Jersey overseas Aid Committee (work in East Africa)
17,033 23,178
State of Jersey overseas Aid Committee (work in Peru)
18,062 18,454
European Commission Europe Aid Co-operation Office (promoting and protecting the rights of deafblind people in India)
23,848 -
Guernsey Overseas Aid Committee (work in Tanzania)
14,849 -
Department to International Development (work In India) Others Total Charitable Grants Receivable
48
73,611 70,493
All grants given for a specific purpose have been expended entirely on that purpose.
132,935 2,477 30,966 938,187 895,834
Sense, The National Deafblind and Rubella Association Council’s report and accounts for the year ended 31 March 2013
2 Investment income 2013 2012 £ £ Bank interest
364,520 269,744
Dividends 164,699 159,227 529,219 428,971
3 Other income Other income is mainly derived from rental of accommodation, training and consultancy provided to other organisations and charities mainly concerned with sensory impairment.
4 Expenditure
Direct costs Support costs 2013 2012 £ £ £ £ 4,012,116
177,620
4,189,736 4,130,948
Trading
10,467,982
126,016
10,593,998 10,505,899
Work with adults
33,221,485
4,762,914
37,984,399 37,481,091
Work with children
2,144,828
305.429
2,450,257 2,343,078
Work with older people
1,135,758
161,605
1,297,363 1,271,959
Campaigning and awareness raising
1,143,226
138,252
1,281,478 1,430,742
Fundraising
Publicity
600,417 66,179 666,596 711,946
Quality and staff development
429,767
47,459
477,226 479,615
16,216,583
1,309,597
17,526,180 15,812,311
1,143,105
435,993
1,579,098 1,371,813
Work in Scotland International work Governance
60,457 - 60,457 66,204 70,575,724 7,531,064 78,106,788 75,605,606
49
Analysis of support costs apportioned Facilities Management £ £ Fundraising Trading
Human Resources £
Finance and IT Communications £ £
2013 £
2012 £
14,370
12,579
64,167
66,972
19,532
177,620
190,824
-
14,862
86,966
24,188
-
126,016
114,722
337,297 1,720,652 1,795,878
523,744
Work with adults
385,343
Work with children
24,711
21,630
110,339
115,163
33,586
305,429
311,435
Work with older people
13,075
11,443
58,382
60,934
17,771
161,605
168,671
Campaigning and awareness raising
11,185
9,791
49,945
52,128
15,203
138,252
169,638
Publicity
5,354
4,687
23,908
24,953
7,277
66,179
81,482
Quality and staff development
3,840
3,361
17,145
17,894
5,219
47,459
54,339
Work in Scotland
-
531,582
331,612
446,403
-
International work
-
101,890
334,103
-
-
435,993
363,608
Governance
-
-
-
-
-
-
41
1,049,122 2,797,219 2,604,513
622,332
457,878
4,762,914 5,032,030
1,309,597 1,220,219
7,531,064 7,707,009
Support costs have been apportioned on the basis of salary costs.
Analysis of governance costs 2013 2012 £ £ Internal audit
6,804 6,671
External audit fees
42,400 39,950
Strategic management costs
7,200 6,500
Trustees’ expenses
9,800 10,193
66,204 63,314
50
Sense, The National Deafblind and Rubella Association Council’s report and accounts for the year ended 31 March 2013
5 Gains/(losses) on tangible fixed assets and investments 2013 2012 £ £ Incoming resources from charitable activities Net gain on sale of tangible fixed assets
27,385 -
Gains and losses on revaluation and disposal of fixed assets Net (loss) on sale of tangible fixed assets
- (6,302)
Unrealised (loss)/gain on revaluation of listed investments
505,380 (174,655)
Realised (loss)/gain on sale of listed investments
(414) -
504,966 (180,957)
6 Net movement in funds The net movement in funds is stated after charging: 2013 2012 £ £ Auditors’ remuneration – audit services
41,300 42,400
Depreciation - owned assets
1,761,378 1,744,071
- finance leased assets
- 32,345
Operating lease rentals
3,169,479 3,391,001
Interest payable on bank loans
45,227 47,843
Interest payable on finance leases
- 4,687
Other finance charge – pension scheme
(145,000) 10,000
51
7 Employees’ remuneration 2013 2012 £ £ Wages and salaries
48,489,660
46,401,234
Social security costs
3,651,311
3,548,448
Other pension costs
1,817,989
1,759,769
Agency labour
1,118,619
1,177,575
55,077,579 52,887,026
The average number of persons employed by the charity was 3,223 (2012: 3,130).
Employees earning over £60,000 were as follows
2013 2012
£60,000 – £70,000
3 1
£70,000 – £80,000
7 5
£80,000 – £90,000
1 1
£90,000 – £100,000
1 2
£140,000 – £150,000
1 1
Pension Contributions for higher paid employees were as follows 2013 2013 2012 2012 £ Staff £ Staff Defined benefit schemes
40,756 3 40,756
3
Money purchase schemes
48,291 8 49,822
6
Disabled employee note Sense is committed to employment policies, which follow best practice, based on equal opportunities for all employees, irrespective of sex, race, colour, disability or marital status. The group gives full and fair consideration to applications for employment from disabled persons, having regard to their particular aptitudes and abilities. Appropriate arrangements are made for the continued employment and training, career development and promotion of disabled persons employed by the group. If members of staff become disabled the group continues employment, either in the same or an alternative position, with appropriate retraining being given if necessary.
52
Sense, The National Deafblind and Rubella Association Council’s report and accounts for the year ended 31 March 2013
Employee involvement Sense systematically provides employees with information on matters of concern to them, consulting them or their representatives regularly, so that their views can be taken into account when making decisions that are likely to affect their interests. Employee involvement in the group is encouraged, as achieving a common awareness on the part of all employees of the financial and economic factors affecting the group plays a major role in maintaining our success. Sense encourages the involvement of employee’s by means of staff forums, which at present are being enhanced and re-launched across all parts of the group. Sense also runs a number of Diversity Groups with staff representing minority groups meeting to assist and advise Sense on overcoming issues that such groups of staff may face.
8 Remuneration of members of council As required by the Charities Act, members of Council received no remuneration. Members of Council received £9,502 (2012: £9,800) in respect of reimbursement of expenses incurred.
9 Pensions The Charity participates in the London Pension Funds Authority Superannuation Scheme (LPFA) providing benefits based on final pensionable pay. The assets of the scheme are held separately from those of the participating employers, being mainly invested in equity investments and Government Securities. The most recent triennial valuation was as at 31 March 2011. For the period to 31 March 2013 contributions to the pension scheme are at the rate of 17.2% of pensionable salaries.
53
Financial assumptions The financial assumptions used to calculate the Scheme liabilities under FRS17 were as follows: At 31 March 2013 At 31 March 2012 % pa % pa Rate of inflation – RPI
3.4 3.3
Rate of inflation – CPI
2.6 2.5
Rate of increase in salaries
2.0 2.0
Rate of increase for pensions in payment
2.6 2.5
Discount rate
5.0 5.0
The assumed life expectations from age 65 were as follows: 2013 2012 Years Years Retiring today - Men
21.5 21.6
- Women
24.2 24.2
Retiring in 20 years - Men
23.5 23.7
- Women
26.2 26.2
Scheme assets and expected rate of return The assets in respect of the membership of Sense and the expected rates of return were: Equities
6.0 23,255
6.3 20,166
Target return funds
4.6 3,186
4.5 3,315
Alternative assets
5.0 4,778
5.3 3,867
Other bonds
54
Long-term Long-term return return expected at Value at expected at Value at 31 March 31 March 31 March 31 March 2013 2013 2012 2012 % £’000 % £’000
- - - -
Cash
0.5 637 3.0 276
5.6 31,856
5.9 27,624
Sense, The National Deafblind and Rubella Association Council’s report and accounts for the year ended 31 March 2013
The equity investments and bonds which are held in plan assets are quoted and are valued at the current bid price. The following amounts at 31 March 2013 were measured in accordance with the requirements of FRS 17: 2013 2012 £’000 £’000 Total market value of assets
31,856 27,624
Present value of Scheme liabilities
(31,880) (30,025)
Net pension liability
(24) (2,401)
Reconciliation of present value of scheme liabilities 2013 2012 £’000 £’000 1 April 2012
30,025 33,432
Current service cost
429 611
Curtailments - 6 Interest cost
1,496 1,840
Benefits paid
(823) (777)
Contributions by members
189 215
Actuarial (gain)/loss
564 (5,302)
31 March 2013
31,880 30,025
The following table sets out the impact of a change in the discount rates on the Total Obligation and Projected Service Cost along with a +/- 1 year age rating adjustment to the mortality assumption.
Sensitivity analysis of scheme liabilities Adjustment to discount rate Present value of total obligation
£’000 +0.1%
£’000 £’000 0%
-0.1%
31,203
31,880
421
424
449
Adjustment to mortality age rating assumption +1 year
None
-1 year
30,845
31,880
32,916
414
434
Projected service cost
Present value of total obligation Projected service cost
32,621
454
55
Reconciliation of fair value of scheme assets 2013 2012 £’000 £’000 1 April 2012
27,624 26,939
Expected return on scheme assets
1,641 1,830
Contributions by members
189 215
Contributions by the employer
914 979
Actuarial gain/(loss)
2,311 (1,562)
Benefits paid
(823) (777)
31 March 2013
31,856 27,624
The following components of the pensions charge have been recognised in the statement of financial activities in the year to 31 March 2013: 2013 2012 £’000 £’000 Amounts charged to the statement of financial activities: Current service cost Curtailment and Settlements
429 611 -
6
429 617 Other finance (income)/cost: Interest cost
1,496 1,840
Expected return on assets
(1,641) (1,830)
Net charge to other finance cost/(income)
(145) 10
Total statement of financial activities charge
284 627
Actuarial gain/(loss) recognised: Actual return less expected return on pension scheme assets Experience (gain)/loss on pension scheme liabilities
(11) 4,509
Gain from the change in pension increase policy
- -
Change in financial assumptions underlying the present value of the scheme liabilities Total actuarial gain/(loss) recognised
56
2,311 (1,562)
(553) 793 1,747 3,740
Sense, The National Deafblind and Rubella Association Council’s report and accounts for the year ended 31 March 2013
History of experience gains and losses 2013 2012 2011 2010 2009
Defined benefit obligation (£’000) (31,880) (30,025) (33,432) (40,180) (23,868) Plan assets (£’000)
31,856 27,624 26,939 24,806 18,493
Deficit (£’000)
(24) (2,401) (6,493) (15,374) (5,375)
(Gain)/loss on scheme assets: Amount (£’000) % of Scheme assets at end of year
2,311 (1,562)
(76) 4,301 (6,089)
7.3% -5.7% -0.3% 17.3% -32.9%
Experience (gain)/loss on scheme liabilities: Amount (£’000) % of Scheme liabilities at end of year
(11) 4,509 2,345 0.0% 15.0% 7.0%
10 997 0% 4.2%
Total actuarial (gain)/ loss recognised: Amount (£’000) % of Scheme liabilities at end of year
1,747 3,740 9,652 10,206 2,784 5.5% 12.5% 28.9% 25.4% 11.7%
The contributions payable by Sense (the company) to the LPFA are accounted for as if the scheme were a defined contribution scheme, as Sense (the Company) is unable to identify its share of the underlying assets and liabilities in the scheme. In addition, Sense has 15 staff members in the Department of Education and Science Teachers’ Pension Scheme (TPS). The TPS is a multi-employer pension scheme and the company is unable to identify its share of the underlying (notional) assets and liabilities of the scheme; accordingly, the company has also accounted for the contributions to this scheme as if it was a defined contribution scheme.
57
10 Company Statement of Financial Activities As permitted by section 408 of the Companies Act 2006, and by paragraph 397 of the Statement of Recommended Practice 2005, the Company’s statement of financial activities has not been included within these financial statements. The company’s gross income for the year was £55,576,350 (2012 £55,820,610) and its net incoming resources for the year were £458,754 (2012: £830,670). The company made an unrealised gain on investments of £504,966 (2012: loss (£174,655)), recognised a defined benefit pension scheme deficit of £2,401,000 in May 2012 on which an actuarial gain of £1,747,000 arose in the year. The company’s net increase in funds was £2,710,720 (2012: decrease £2,103,288).
11 Tangible assets Group Long Short leasehold leasehold Furniture, Freehold improve- improve- fixtures Motor property ments ments & fittings vehicles Total £ £ £ £ £ £ Cost At 1 April 2012 Additions
15,699,578
9,430,391
3,393,480
33,850,680 2,604,311
Disposals (32,490) (270,915)
(303,405)
16,416,335
-
862,775
266,429 1,121,889 499,236
At 31 March 2013
716,757
4,464,456
4,464,456
1,129,204 10,519,790
3,621,802
36,151,587
Depreciation At 1 April 2012 Charge for the year
2,159,380
479,230
559,107
7,449,598
2,590,847
13,238,162
277,381
78,160
81,636
893,406
430,794
1,761,377
Disposals (32,490) (264,863) At 31 March 2013
2,436,761
557,390
640,743
8,310,514
2,756,778
(297,353) 14,702,186
Net book amounts At 31 March 2013
13,979,574
3,907,066
488,461
2,209,275
865,025
21,449,401
At 31 March 2012
13,540,198
3,985,226
303,668
1,980,793
802,633
20,612,518
Fixed assets include assets acquired under finance leases. The gross book value of these assets is £Nil (2012: £Nil), the net book value is £Nil (2012: £Nil).
58
Sense, The National Deafblind and Rubella Association Council’s report and accounts for the year ended 31 March 2013
Company Long Short leasehold leasehold Furniture, Freehold improve- improve- fixtures Motor property ments ments & fittings vehicles Total £ £ £ £ £ £ Cost At 1 April 2012 Additions
9,405,331
-
862,775
8,926,819
3,128,426
26,210,469
266,429 1,044,065 429,661
1,949,287
Disposals (32,490) (270,915)
(303,405)
At 31 March 2013
209,132
3,887,118
9,614,463
3,887,118
1,129,204
9,938,394
3,287,172
27,856,351
1,598,206
252,014
559,107
7,007,552
2,398,216
11,815,095
151,496
62,174
81,636
863,796
396,341
1,555,443
Depreciation At 1 April 2012 Charge for the year
Disposals (32,490) (264,863) 31 March 2013
1,749,702
314,188
640,743
7,838,858
2,529,694
(297,353) 13,073,185
Net book amounts At 31 March 2013
7,864,761
3,572,930
488,461
2,099,536
757,478
14,783,166
At 31 March 2012
7,807,125
3,635,104
303,668
1,919,267
730,210
14,395,374
Fixed assets include assets acquired under finance leases. The gross book value of these assets is £Nil (2012: £Nil), the net book value is £Nil (2012: £Nil).
59
12 Investments Group 2013 2012 £ £ Fixed asset investments: Listed in UK (at market value)
4,811,527 4,332,968
Movements in the value of fixed asset investments listed in the UK can be explained as follows: 2013 2012 £ £ Opening market value
4,332,968 4,539,874
Management charges
(31,636) (32,251)
Purchases of investments
5,229 -
Unrealised gain/(loss) on investments held Closing market value
504,966 (174,655) 4,811,527 4,332,968
Quoted securities are represented by: 2013 2012 £ £ UK Equity shares and funds
- 480
UK Investment trusts and unit trusts
4,811,527 4,332,488
4,811,527 4,332,968 The quoted securities include Alpha CIF for Endowments, income units, representing 99.9% of the portfolio.
Company 2013 2012 £ £ Fixed asset investments: Listed in UK (at market value)
4,809,845 4,331,286
Paid up shares: 100% holding in Helping Sense Limited
30,000 30,000
4,839,845 4,361,286
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Sense, The National Deafblind and Rubella Association Council’s report and accounts for the year ended 31 March 2013
Movements in the market value of fixed asset investments listed in the UK can be explained as follows: 2013 2012 £ £ Opening market value
4,331,286 4,538,192
Management charges
(31,636) (32,251)
Purchase of investments
5,229 -
Unrealised gain on investments held Closing market value
504,966 (174,655) 4,809,845 4,331,286
Sense owns 100% of the ordinary share capital of its subsidiary company Helping Sense Limited. Helping Sense Limited is incorporated in England and Wales and exists to raise funds for the charity Sense, the National Deafblind and Rubella Association. There is no readily available market value for the company and accordingly it is accounted for at cost. The trustees believe that the carrying value of the investment is supported by the underlying net assets.
Quoted securities are represented by: 2013 2012 £ £ UK Equity shares and funds
- 480
UK Investment trusts and unit trusts
4,809,845 4,330,806
4,809,845 4,331,286
The quoted securities include Alpha CIF for Endowments, income units, representing 99.9% of the portfolio.
61
13 Debtors Group 2013 2012 £ £ Trade debtors
3,907,567 2,537,690
Taxation recoverable
150,745 179,679
Other debtors
641,347 519,043
Prepayments 2,749,930 2,327,960 7,449,589 5,564,372 No amounts included above fall due after more than one year. Company 2013 2012 £ £ Trade debtors
1,920,186 1,202,672
Amounts owed by group undertakings
379,643 262,248
Taxation recoverable
150,745 179,679
Other debtors
317,882 320,788
Prepayments 2,659,963 2,210,871 5,428,419 4,176,258 No amounts included above fall due after more than one year.
14 Creditors (amounts falling due within one year) Group 2013 2012 £ £ Bank loans (note 15)
47,845 45,067
Other loans
9,000 9,000
Obligations under finance lease contracts (note 15)
- -
Trade creditors
1,018,729 938,352
Taxation and social security
1,016,872 991,039
Accruals and other creditors
2,730,971 2,561,061
Deferred income
136,399 58,376
4,959,816 4,602,895
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Sense, The National Deafblind and Rubella Association Council’s report and accounts for the year ended 31 March 2013
Company 2013 2012 £ £ Other loans
9,000 9,000
Obligations under finance lease contracts (note 15)
- -
Trade creditors
1,014,015 930,857
Taxation and social security
747,138 723,229
Accruals and other creditors
2,215,279 2,184,538
3,985,432 3,847,624
15 Creditors (amounts falling due after more than one year) Group 2013 2012 £ £ Bank loans
685,083 732,928
Other loans
27,000 36,000
712,083 768,928
Company 2013 2012 £ £ Other loans
27,000 36000
The bank loan is in respect of 43 Middlesex Street, Glasgow and Fleuchar Street, Dundee which was financed by HBOS who have first charge on the properties. The loan is payable in equal instalments over 20 years and the interest charge is fixed at 1% over base rate. The other loans are interest free. The bank loan repayments for the group fall due as follows: 2013 2012 £ £ Within one year
47,845 45,067
Between one and two years
47,845 45,067
Between two and five years
114,118 164,741
Over five years
475,275 523,120
685,083 777,995
At 31 March 2013 the Charity had no obligations under finance leases.
63
16 Share capital The charity has no share capital. The liability of the members is limited by guarantee. The members have undertaken to contribute such amount not exceeding one pound each as may be required in the event of the Charity being wound up.
17 Movements in funds Group Income, Resources gains, expended Balance at Balance at losses and and 31 March 1 April 2012 transfers in transfers out 2013 £ £ £ £ General Total general
14,857,524
83,366,948
77,586,679
20,637,794
Designated Working with adults
8,220,794
1,030,397
1,514,095
7,737,096
Working with children
4,517,562
-
1,081,995
3,435,567
1,600
-
-
1,600
Campaigns and publicity
309,204
3,815
203,020
109,999
Quality, training and staff development
159,397
-
74,605
84,792
5,908,768
1,256,666
344,625
6,820,809
57,161
165,000
57,161
165,000
19,174,486
2,455,878
3,275,501
18,354,863
3,748,774
806,027
1,670,813
2,883,988
752,698
387,457
428,152
712,003
86,897
2,020
16,059
72,858
876
112,368
108,516
4,728
11,691
3,781
-
15,472
2,680,346
1,508,919
1,324,040
2,865,225
104,103
1,104,215
1,177,033
31,285
7,385,385
3,924,787
4,724,613
6,585,559
Working with adults
447,393
8,623
438,770
Total endowment
447,393
8,623
438,770
Working with older people
Work in Scotland International work Total designated Restricted Working with adults Working with children Working with older people Campaigns & awareness Quality, training and staff development Work in Scotland International work Total restricted Endowment
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Total funds
41,864,788 89,747,614
85,595,416 46,016,986
Sense, The National Deafblind and Rubella Association Council’s report and accounts for the year ended 31 March 2013
Company Income, Resources gains, expended Balance at Balance at losses and and 31 March 1 April 2012 transfers in transfers out 2013 £ £ £ £ General Income, gains, losses and transfers in, excluding pension deficit
-
58,448,510
-
-
Pension deficit (note 10)
-
2,377,000
-
-
10,857,443
60,825,510
55,354,777
16,328,176
Working with adults
8,220,794
1,030,397
1,514,095
7,737,096
Working with children
4,517,562
-
1,081,995
3,435,567
1,600
-
-
1,600
Campaigns and publicity
309,204
3,815
203,020
109,999
Quality, training and staff development
159,397
-
74,605
84,793
13,208,557
1,034,212
2,873,715
11,369,054
3,748,775
806,027
1,670,813
2,883,989
752,698
387,457
428,152
712,003
86,897
2,020
16,059
72,858
876
112,368
108,516
4,728
11,691
3,781
-
15,472
4,600,937
1,311,653
2,223,540
3,689,050
Working with adults
447,393
-
8,623
438,770
Total endowment
447,393
-
8,623
438,770
29,114,330
63,171,375
60,460,655
31,825,050
Total general Designated
Working with older people
Total designated Restricted Working with adults Working with children Working with older people Campaigns & awareness Quality, training and staff development Total restricted Endowment
Total funds
Unrestricted funds Unrestricted funds are held for the general purposes of the charity as set out in its governing document.
65
Designated funds Designated funds are unrestricted funds that the charity has earmarked for particular projects and uses in the future. Major examples are Asset Replacement funds and Cyclical Maintenance funds, which are created for the future maintenance, repair or replacement of property, equipment, vehicles and other assets necessary for the continuance of the charity’s work. Funds are transferred from unrestricted funds when particular projects are set up.
Restricted funds Restricted funds are funds held by the charity for particular applications, specified by the donor, within the charity’s objectives, and can only be applied to those particular purposes. The restrictions may apply to income or capital or both. Many of the restricted funds are generated through Asset or Project targeted appeals.
Endowment funds The Endowment fund is a restricted fund held as a capital fund for the charity’s benefit. In 2003 the Charity Commission gave its approval for Sense to relocate from its endowed property known as the Princess Royal Centre in Birmingham to other property in the area and to charge the costs of doing so to the Endowment fund.
66
Sense, The National Deafblind and Rubella Association Council’s report and accounts for the year ended 31 March 2013
18 Analysis of net assets between fund balances Net assets at 31 March 2013 were analysed between the funds as follows: Group Tangible fixed assets
General Designated Restricted Endowment Total £ £ £ £ £ 12,638,841
4,662,847
3,708,943
438,770
21,449,401
Investments 4,811,527 - - - 4,811,527 Net current assets
3,573,509
14,042,016
2,876,616
-
20,492,141
Long term liabilities (712,083) (712,083) Pension liability (24,000) (24,000) Total
Company Tangible fixed assets
20,287,794 18,704,863 6,585,559
438,770 46,016,986
General Designated Restricted Endowment Total £ £ £ £ £ 12,027,279
-
2,317,117
438,770
14,783,166
Investments 4,839,845 - - - 4,839,845 Net current assets
(487,948)
11,369,054
1,371,933
-
12,253,039
Long term liabilities (27,000) - - - (27,000) Pension liability (24,000) - - - (24,000) Total
16,328,176 11,369,054 3,689,050
438,770 31,825,050
19 Capital commitments Sense Scotland have £300,000 designated for Capital and Investments, to be used for satellite TouchBases. Sense holds designated funds for planned future projects, but does not treat them and capital commitments.
67
20 Contingent liability Contingent liabilities of £1,196,000 (2012: £1,196,000) exist relating to grants received from the Department of Health and Leeds Healthcare towards the development of 12 Hyde Close, Barnet; 138 Bradford Road, Leeds; 509 Leeds and Bradford Road, Leeds, which may be repayable in certain circumstances. Sense, Sense Scotland and Helping Sense Limited are members of a group VAT registration. Under the Value Added Tax Act 1983, all the members of a VAT group are jointly and severally liable for any tax due during the period of their membership.
21 Operating lease commitments At 31 March 2013 the Charity had annual commitments under non-cancellable operating leases as set out below: Group
2013 2012 Land and Land and buildings Other buildings Other £ £ £ £
Operating leases which expire: Within one year
560,351
24,799 325,620 14,163
In two to five years
871,790
62,991 1,087,316 84,712
After five years
1,498,859
2,931,000
Company
- 1,462,974
-
87,790 2,875,910 98,875
2013 2012 Land and Land and buildings Other buildings Other £ £ £ £
Operating leases which expire:
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Within one year
447,224 15,476 212,493 4,840
In two to five years
750,817 62,991 966,343 84,712
After five years
1,432,484 - 1,396,599
2,630,525 78,467 2,575,435 89,552
-
Sense, The National Deafblind and Rubella Association Council’s report and accounts for the year ended 31 March 2013
22 Reconciliation of net incoming resources to net cash inflow from operating activities 2013 2012 £’000 £’000 Net incoming resources before revaluation
1,900,232 2,748,781
Difference between pension charge and cash contributions
(630,000) (352,000)
Investment income received
(529,219) (428,971)
Interest paid
31,636 52,530
Investment management charges
45,227 32,251
Depreciation
1,761,378 1,776,416
(Profit) on sale of tangible fixed assets
(27,385) -
(Increase)/decrease in stocks
(113,038) 61,016
Decrease/(increase) in debtors
(1,885,217) 667,055
(Decrease)/increase in creditors
354,143 (211,478)
Net cash inflow from operating activities
907,757 4,345,600
23 Reconciliation of net cash flow to movement in net liquid resources 2013 2012 £’000 £’000 Increase/(decrease) in cash in the year
(1,238,423) 3,164,820
Cash outflow/(inflow) from loans and lease financing
54,067 88,908
Changes resulting from cash flows
(1,184,356) 3,253,728
Net liquid resources at 1 April 2012
18,175,547 14,921,819
Net liquid resources at 31 March 2013
16,991,191 18,175,547
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24 Analysis of changes in net liquid resources
At At 1 April Cash Other 31 March 2012 flows changes 2013 £ £ £ £
Cash at bank and in hand
18,998,542
(1,238,423)
-
17,760,119
Debt due within one year
(54,067)
54,067
(56,845)
(56,845)
Debt due after one year
(768,928)
-
56,845
(712,083)
18,175,547 (1,184,356)
- 16,991,191
25 Subsidiary Companies The charity controls three charitable company subsidiaries – Sense Scotland (registered in Scotland), Sense International (registered in England) and Coventry Society for the Blind (registered in England). The subsidiaries have similar aims and objectives to the parent charity. All activities have been consolidated on a line by line basis into the statement of financial activities. A summary of the results of the subsidiaries for the year ended 31 March 2013 are shown below:
Sense Scotland 2013 2012 £ £ Incoming resources
20,978,231 19,761,524
Resources expended
19,571,646 (17,890,608)
Net movement in funds
1,406,585 1,870,916
Assets 14,827,176 13,476,667 Liabilities (1,477,510) (1,533,587) Funds 13,349,666 11,943,080
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Sense, The National Deafblind and Rubella Association Council’s report and accounts for the year ended 31 March 2013
Sense International 2013 2012 £ £ Incoming resources
1,748,944 1,547,395
Resources expended
1,714,053 (1,500,198)
Net movement in funds
34,892 47,197
Assets 1,436,261 1,059,005 Liabilities (593,991) (251,627) Funds 842,270 807,378
Coventry Society for the Blind 2013 2012 £ £ Incoming resources
- 2
Resources expended
- (2)
Net movement in funds
- -
Assets - Liabilities - Funds - -
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The charity also owns the whole of the issued share capital of Helping Sense Limited, a company registered in England. The subsidiary is used for non primary purpose trading activities, namely the support of shop sales of new goods and the organisation of fundraising activities. The total net profit is gifted to the charity. A summary of the results of the subsidiary for the year ended 31 March 2013 is shown below:
Helping Sense Limited 2013 2012 ÂŁ ÂŁ Turnover 2,378,514 2,014,413 Cost of Sales
(628,893) (499,909)
Gross Profit
1,749,621 1,514,504
Operating Expenses
(1,517,402) (1,263,963)
Net profit
232,219 250,541
Assets 264,728 282,641 Liabilities (234,728) (252,641) Net assets
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30,000 30,000
Sense, The National Deafblind and Rubella Association Council’s report and accounts for the year ended 31 March 2013
R S O R J E A M UPPORT S Council is indebted to all donors for their support, both financial and otherwise, without which it would not have been possible to achieve all that we did. Substantial donations have been received from the following:
Sense “Awareness” Andrew Mitchell Christian Charitable Trust Ashburton Community School Croydon – Development Trust Audrey Earle Charitable Trust Baron Davenport’s Charity Trust Bartle Family Charitable Trust BBC Children In Need Appeal Blatchington Court Trust D J H Currie Memorial Trust Douglas Arter Foundation (ex The Good Neighbours Trust) Ecorys Executors of Lawrence Harris Deceased Freddie Wakeham Charitable Trust Garfield Weston Foundation Gruntvig Hilda Richmond Discretionary Settlement J N Derbyshire Trust Joseph Strong Frazer Trust Miss W E Lawrence 1978 Charitable Settlement Paul Bassham Charitable Settlement Red Rose Charitable Trust Richard Radcliffe Charitable Trust Royal Masonic Trust for Girls and Boys Santander Foundation (ex Abbey National Charitable Trust Ltd) SFIA Educational Trust Sir John Eastwood Foundation
Sir John Priestman Charity Trust Smith Charitable Trust Steven Bloomfield No.2 Charitable Trust The 1989 Willan Charitable Trust The Albert Hunt Trust The Annette Duvollet Trust The Annie Tranmer Charitable Trust The Anson Charitable Trust The Audrey Earle Charitable Trust The Ballinger Charitable Trust The Beatrice Laing Trust The Blair Foundation The Camelia Trust The Connie & Albert Taylor Charitable Trust The Constance Green Foundation The Constance Travis Charitable Trust The David Uri Memorial Foundation The Dorothy Howard Charitable Trust The D’Oyly Carte Charitable Trust The Dragonfly Charitable Trust The Eagle Charity Trust The Eleanor Rathbone Charitable Trust The Emerton-Christie Charity The Ernest Kleinwort Charitable Trust The Essex Youth Trust The Eveson Charitable Trust The Felicity Wilde Charitable Trust The Fifty Fund The Florence Shute Millenium Trust The Friarsgate Trust The Fulmer Charitable Trust
73
The G J W Turner Trust The Geoff and Fiona Squire Foundation The George & Esmee Pollitzer Settlement The Gordon Gray Trust The Grand Charity of Freemasons (inc. gifts from individual Lodges) The Hadley Trust The Hale Chapter (Freemasons Middlesex Lodge) The Harborne Parish Lands Charity The J Reginald Corah Foundation Fund The Jack and Ada Beattie Foundation The Janet Nash Charitable Settlement The John and Lucille van Geest Foundation The Kelsey Trust The Lady Hind Trust The Lillie C Johnson Charitable Trust The Maud Elkington Charitable Trust The Merchant Venturers’ Charity The Michael and Ilse Katz Foundation The Mickleham Trust The Mickleham Trust The Minto Charitable Trust The Misses C M Pearson & MV Williams Charitable Trust The Myristica Trust The Oakdale Trust The Open Gate Trust The Peacock Charitable Trust The Peter Storrs Trust The Princess Anne’s Charities Trust The Rank Foundation The Robert & Marjorie Bushby Charitable Trust The Robert Hall Foundation The Ronald Cruickshanks Foundation The Simon and Elizabeth Batey Charitable Trust The Sovereign Healthcare Trust
74
The Sylvia & Colin Shepherd Charitable Trust The Tanner Trust The Thomas Farr Charity The Thomas J Horne Memorial Trust The Toler Foundation The Violet Helen Dixon C.T. The Vision Charity The Wilfred & Elsie Elkes Charity Fund The Wolfson Foundation Waynflete Charitable Trust Wray Family Charitable Trust
Sense International The Sylvia Adams Charitable Trust The Ashmore Foundation The Big Lottery Fund CLSA Chairman’s Trust Department for International Development The Equitable Charitable Trust The European Union Iron Mountain Knadel States of Guernsey (Overseas Aid Commission) States of Jersey (Overseas Aid Commission) The James Tudor Foundation Vitol Foundation
Sense Scotland A M Pilkington’s Charitable Trust The Margaret Murdoch Charitable Trust Alexander Moncur’s Trust The Big Lottery Fund People’s Postcode Lottery Trust Northwood Charitable Trust The Robertson Trust Esmee Fairbairn Foundation Mail Marketing Wilson Andrew
Sense, The National Deafblind and Rubella Association Council’s report and accounts for the year ended 31 March 2013
Charity Information Registered Address 101 Pentonville Road, London, N1 9LG Tel: 0300 330 9250 Fax: 0300 330 9251 Text: 03003309252 Email: info@sense.org.uk Charity Number: 289868 Company Number: 1825301 Auditors: PricewaterhouseCoopers LLP Benson House, 33 Wellington Street, Leeds, LS1 4JP Bankers: National Westminster Bank plc Kings Cross Branch, 266 Pentonville Road, London, N1 9LE Solicitors: Anthony Collins Solicitors LLP 134 Edmund Street, Birmingham, B3 2ES Insurance Advisors: Willis Ltd Stuart house, Caxton Road, Fulwood, Preston, PR2 9RW
Contact details for Sense’s main offices in England, Scotland, Cymru and Northern Ireland will be shown on the back page of the final typeset version.
75
Sense and Sense International 101 Pentonville Road London N1 9LG
Sense Cymru Tˆy Penderyn 26 High Street Merthyr Tydfil CF47 8DP
Tel: 0300 330 9250 Fax: 0300 330 9251 Text: 0300 3309252 Email: info@sense.org.uk Website: www.sense.org.uk
Ffôn/tel: 0845 127 0090 Ffacs/fax: 0845 127 0091 Testud/text: 0845 127 0092 Email: cymruenquiries@sense.org.uk
Sense Northern Ireland Sense Family Centre The Manor House 51 Mallusk Road Mallusk County Antrim BT37 9AA Tel/text: 028 9083 3430 Fax: 028 9084 4232 Email: nienquiries@sense.org.uk
Sense Scotland 43 Middlesex Street Kinning Park Glasgow G41 1EE Tel: 0141 429 0294 Fax: 0141 429 0295 Text: 0141 418 7170 Email: info@sensescotland.org.uk Website: www.sensescotland.org.uk