SUPPORTING AND EMPOWERING REFUGEE COUNCIL REFUGEES BRrrIsH REFUGEE COUNCIL Registered Charity No. 1014576 Registered Company No. 2727514 TRUSTEES, ANNUAL REPORT AND ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2022
BRrrIsH REFUGEE COUNCIL CONTENTS Page CHIEF EXECUTIVE'S INTRODucfIoN srRATEGIC REPORT Objecuves and Activities Achievements and perfomance Plans for the future Princlpal risks & uncertainties Financial revlew Approach to fundralslng 16 17 19 21 sTrucruRE, GOVERNANCE AND MANAGEMENT 22 Organisational structure Public beneflt Policies 22 23 23 srATEMENT OF TRUSTEES, RESPONSIBIUTIES 25 AUDITOR'S REPORT 26 FINANCIAL sfATEMENTS REFERENCE AND ADMINIsfRATIVE DEfAILS
Chief Executive's Introduction The past year has seen the fall of Kabul to the Taliban and the Ru55fian inva4on of Ukraine, both provoking a wave of refugees. Twenty-seven people, including three chlldren drowned when the¢r flimsy boat capsized crossing the thannel from France to the UK in NovemLEr 2021. Meanwhile parliament Passed Nationality and Borders Att, which punishes people seeking asWum wj have had to tske dangerous journeys to reach 8ritain. And the govemment has launcheé a drdconian plan to ship some of these men, women and children against their will to Rwanda without a fair hearing on UK sell. It's been an extraordinary pertod for us at the Refugee Council. Certainly, like no other in rent ts"mes. More than seven decades after we We founded In 1951, when our country was one of the founding 51gnatories of the UN c(ventIon on Refugees, Dur organisation has shown remarkable aglllty In reswnding to all that has happened, We have quickly mobillseo teams to support Afghans, thousands of whom are sdll stuck in hotels well over a year after klng evacuated from thelr country. We have also put in pla expanded savices to SUprt Ukrainian5 who have arrived In the UK providing them with what they need to navigate life in new countryi indutjlng acces4ng therapeutic support. At the same time life for those Ilvlng in Ilmbo on less than £6 a day In the asylum system has become more desperate and dlsturblng. Our powerful analysls and rertS have highlighted how tens of thousands are waitirrfj many months or years for a deCIOn on their clairn. We have exposed the harsh reallty of Ilfe in SUbstarard h)tel accommodatlon cut off from any meanlroful sUPPOrt, At the tlme of writirYJ the fear, anxlety and IKsrror of belng sent to Rwanda Is causlrrfj many of those we work wh to greatly suffer. We know some, including children, have self-harmed as a result. We have not held back from powerfully presenting this evldenco, whlch Is rooted In our practs'ce, In parllament, to gKsvemment and In the medla. Whilst the extemal wodd has }en extremely demandlng we have also focused on developlng and improving our organisation, We launched a new servlce for all unaccompanled chlldren who are seeklrvJ asOum after beiro awarded a new government contract for the work. Great progress has also been made developlng our Safeguarding wactI so we are attively leamiro and Improvlng. We have made a first stage Investment in up3rading our IT, reev our approach to data protethon nd our flnance systems and pro5*5. These organlsallonal fourwjations are 50 imwrtsnt to ensurlng staff are supported to do the best i)b possible. Thls has all been drlven by our Drganisational strategy to 2025 that we launch8J In autumn 2021. Developing a whole organisation approach to lived experien and maklng a realty of commitment to equality, dlversity and Induslon {EDI) are at the heart of it. We completsd a new EDI pSan with an initial ftKus on anti-raclsm leading an organi5ats.on wide discusson aboLrt what it means to us. We also Wan work on developlng an excitiro new approach to refugee Involvement, including a detslled delivery plan that will poritISe qualty, The nature of our operating environment and the delivery of our strategy means that charoe is our constant companion. This is )th demanding and excltbng, It Is all possble thanks to our incredible staff, Voluntee and all our partners, sUPPOrters and funders. We know that tcgether we can have an even greater impact.
Strategic Report Ob-ectives and Activities The objectives of the Refiee Counc51, set out in our governlng documents, are: to provide relief for refugees and tIEir dependents who are in conditlons of need, hardship or dlstress; to presetve proteLt the physical and mental health of fUgeeS and thelr dependents,. to advan the educats'on and training of refugee5 and their dependents in need thereof so as to advan them Ilfe arvj as51si In their rehabilita0 withln a new community. to promote research Into the condltion of life of refugees throughout the world and ways of prowding charitable rellef for them, and to publish the results of all such research,. and to adVall public educatlon about the poslts'on of refugees aThJ the situations whith give rise to refugee movements. The RefLoee Counal aims to deliver these obpcbves through the provision of hlgh-quallty servlces to refvgees and asylum seekers to ensure that they fully understand thelr rlghts and reSpsibIlitieS in the UK, obtain access to the legal, counselling, houslng, employment, education aThJ health caie sery15 they need, and are ae to integrate successfully into Brltish soaety. The charity also aims to promote positive images of refugees and asylum seekers, and to campaign and adv¢xate to ensure that the rights en5hrlned In natlonal and international law are mt eroded. Our newly refreshed Vigon, Purpose, Values, as Set out In our new Strateglc Plan 2021- 2025 are: Refvgees are welcome to Ilve safe and fulfllllThJ Ilves contrlbutlng to the UK. To work with refugees to transform thelr exrerfentt of seeknng protectlon in the LIK. Incluslon We are Incluglve. We wor1( wlth- not for- refugees and people seeking asylum, so they have an equal voltr, co-produong projects and enSung thelr eXSe and experierKes a at the heart of what we do. Collaboratlon We are collaboratlve. Worklng with others is a priority in order to have the collectlve Impart that Is vStal to achieve policy arkj practs'ce refom). Cour•g¢ We stkak truth to power. We always stand up for what we believe 15 the nght thlng to do to transform the experien of those see.ThJ proteLton in our country. RespeLt We are respectful of all those Y Interart with. We treat everyone- our stsff. volunteers, beneficlaries, partners and people we dlsagree wlth- wlth the $3rrE respect, professlonalism and understanding.
Refu ee CouncS1's Strate ic Plan to 2 In June 2021, our Board signed off our new strategy to 2025. Our Strategic Ambitions, and how we will achieve them, are *t out below: Ambition I: We w511 successfully press Governm•nt and other agencles to take actlon that slgnificantly Improves refugee protertion. Playing a leading role in securing one or more policy or legal 'landrnark-wins' that materially improve the experien of fUgeeS or people 5eeknng asylum. Dynamic campaigning. alongside our allies, to reverse the hDstile environment impOd on tFw)se coming to our country, Making measurable progress in the fight to redu povety and hardshlp for refugees. Ambltlon 2: We wlll significantly improve access to quallty support for refugees in crisis and those se4klng to integrate into the UK. Ensuring that refugees receive eady access to information, advice and sUrt to prevent or de-exalate crS5ls. Worng with refugees to build on thelr strength5 and resilien and develop the skllls, knowledge and experien to Integrate and contrlbute wlthin thelr I(31 communities. strengthening local support systems by worf(ing wlth refugee5 and partners to improve seNlce quallty, Ambltlon 3: We wlll SuccelUllY Influence Improved publlc attltudes to refug0•• In n•w Ind Imaglnatlv¢ ways to refomi the hostlle envlronment that lrnpacts thelr Ilvei. BulldirrfJ a much wlder base of publlc supp(rt arour¥J the shad values of humanlty, Compas0 and Justi. In5plring a diverse, actlve coalltion of 5UPPOrters from across soc)ety to champlon our calls for change. Ensurfng the volce5 and stories of th¢)se wlth lived eXence of the refugee protectlon system ale at the ntre of the design and dellvery of our communications and campaigning. Foundatlonal Enabler I: We wlll ensure people with lived experlence of refugee protectlon are at the heart of what we do by developing a whole organlsatlon approach to thelr engagement and Involvement ln our work. Co-design solutions wlth peOe wlth Ilved eXeden, alongside refugee communlty organlsatlons and partners. Develop pathways for staff and volunteers with Ilved expthence to support thelr car pr¢)3resslon and development. Take Immediate attion on equallty, dlvern'ty and Incluslon to demonstrate to all of our audlences how we are achiewng equality and Indugon as well as engjrlng Feople wlth lived eXFer]en have an equal vol. Foundatlonal Enabler 2: We will collal>orate with like-minded wpporters and partners in our campaignlng and system5 change work. Build our capabilities around campaigning to reach new public and poliCal audien5 within the ntre ground of Brity'sh politics, focused on the positt.ve contributr.on of refugees to Britain and utr"li5irrfJ digital campaigning and awareness building techniques. Play a ntral role In the Tojether with Refugees cAmpaign, building a wide movement to achleve reform within the asylum system. Work with reftee5 and partners to achieve systems change at a local and reglonal level to deliver mprovements to hc)w refugees are treèted and sUPPOrted.
Foundational Enabler 3: We will develop our stalf, Invest in our systems and processesi prioritise a learning approach and attract the resources needed to deliver our mission and ambitions. En(nurage and enable our staff, volunteers and trustees to make the best use of their slIS and abilities, provide exlIent selection prosseS and high-quality development tralning. Our volunteers are a vital part of our team and we wlll seek to expand their involvement in our operations. Critically, we will ensure that all our peorle are treated conystenuy and valued equally. Invest voluntary income Into modernising our systems and pro55eS and make greater use of digital technologie5 as well as piloting new ways of working with refugees. This will indude systematscally collecting eviden to shape what we do and improvlng (xjr Impact data a1 approach to learning. Develop and grow new relation5hip5 With corporate partners, philanthrop'sts, foundations and supporters to deliver growth in income, impart and Influen, Through these relauonshlps we will dellver better employment, well-being and integration outcomes for refugees and engage new collaborators, influencers and audiences to drfve forward soclal change- The Refugee Councll undertakes its work through the followlng maln areas of art1vles, whlch are the main cla55lfications used thr0ughjt our financlal accounts.. l. Chlldren's Sorvlces, enabllng separated thildren Seeng asylum to navlgate the complex asylum system,. 2. Rettlement Serv1$, where Feople arrive in the UK wlth refugee status to retsjild their Ilves in the UK; 3. Therapeutlc S¢rvlces, supportlrrfj adults aThJ chlldren who have suffered torture, trauma, vlolence or sexual exploitation,. 4. Integr•tlon Servicej, enaNing newly recognised refugees to make the challenglng first steps as they emerge from the asylum wstem to rebuild their Ilves in the LIK,. 5. Destitutlon Servlces enablbng people seeklng asylum who are homeless to access hOung1 financlal 5UPPOrt, legal advlce and therapeutlc SUPPOrt and resume thelr asylum ts)urney,' 6. Carnpalgning and Awareness Raising by drawing on evidence from our dlrert 5eNices, working to enwre that refugees have an influential voice in pollcy dIU5510ns that impact their live5 and ralsing our supporters, and the public'5 awareness of the Issue5 refugoes and aSuM seekers fa. We measure the impact of our swlces for people seeking asylum and refugees through an outcomes framework we have developed. This framework describes how we aim to Improve the experfence of daiming asylum, integrakn'ng after receivlng refugee statu5, and resethlng as a refugee in the UK by enabling them to achleve change In flve outcome areas. Here wye have shared the rarKJe and quallty of the impact of our 5eNlces delivered thi5 year Under each outcome area. l. Improved ablllty to make Informed cholcqs Our seNces aim to Improve people's ability to understand their rights and the servi5 available to a5slst them to meet their needs, and to develop the confiderKe to access them as they navigate the asylum system and rebuild their lives in the UK. This year.. 85% of refugees resettllng in Lewi5ham rerK)rted improved understandlng of legal serS and systems. 72% of ÈherapeUC se¢vlces clIts reported feeli[$ relating to an improved ability to make infurmed Choi5.
77% of dients in London reported belng able to better understsrKI their housing options.
88% of dients Ce$Sng our Refugees Into Jobs se1 reported improved knowledge of thelr employment rights. 2. Increased $oclal Incluslon Our seceS alm to enable Feople to increase thelr alIty to partlopate In local community by improving thelr English language skills, access to soclal artivlOes Including volunteering, and how to access local SeN15. This year,. 45% of our Connett la1 inclusion Serv1 rep)rted improved Confiden in dealirvJ with agencie5 to get the support they need to particlpate In communlty life and Integrate. 76% of our TheraFeutic dients reported Improved feelings related to swal incIon. 3. Improved physlcal and mental w•llb•lng Our therapeutic services for chlldren and adults strengthened people's abilty to manage their health and wellbeing by enabling them to access specialist health Se15, improve their emotional wellbeing, and access social supF¢rt. We use the wide1y-acpted CORE t¢)Jl to assess the change and outcome in routine prackn'ce in counselllry and psychotherapy with our therapeutic servlce clients. Thls year.. 68% of adults and 77% of chlldren reported Improved mental wellbelng from our speaa115t ounselllng and psychotherapy. 83% of cllents attendiw our therapeutlc groups reported feellng happy comlng to them. 4. Improved economlc and flnanclal wellbelng Our SeNiS enable people eng asylum and refugees to acce55 flnanoal support and Independen by developlng their employabllity skills, Inueaslng acTr5S to volunteering* and enabling asS to asylum or welfare suprL)rt. Thls year: 69% of our Engage Integratlon projert dlent5 reported an improvement In telng able to Marge their finansItyeneflts. 43% of Ktively engaged dients were supported Into work by our ReftJgee5 into Jobs project, desplte the economic downturn caused by coronavirus. 5. Improved accommodation and safety Our servi$ enable lpIe seeking asylum and refLoees to access safe IY)un9 thatls appropriate to their rEeds by aSstIng them to secure housing, understsnd 5afeguardlThJ protections for adults and children, and understand how to re5Fvnd if they feel unsafe. This year.. 73% of dients reIving support from our Integratlon projects re[rta an Smprovement in their abllity to manage thelr accommodatlon. 74% of therapeutlc dSents reported improved feelings of safety following the Serv1 they reiVed from our therapists. This year we agreed a new theory of change and the Impact we want to achieve - to improve people's sèfety, conneth.on and agenLy. We are mw developing an outcomes framewort to report against thr new impart Indicators demonstrating how our seN15 have transformed the lives of those seerV4 pmtection in the UK. We are initially pilots'ng it with our re5etdement and therapeuts"c services.
Achievements erformance a ainst stra ic Is Ambbtion I To successfully press Government and other agencies to take actlon to improve refugee protection Achlevernents In March 2021, the Government launched Its'New Plan for Immigration. ft)Ilowed by new legislatK)n In July 2021 In the form of a 'NatlDnality and Borders Bill, which proFX)5ed significant changes to the way the UK fulfils its international obligation to ople seeking asylum. The plan set out a 0-tIer a5Wum system whereby people seeking asylum would receive differential treatment entirely deperKJent on how they arrive in the UK. This indudeé plans to remove people Seeng asylum who arrive Irregularly to any third country they had travelled through on their way to the UK, plans to accommcJate Feople in reption ntre5 for the duration of their claim, restricting family reunlon rights of sorne refugees and proposals to allow offshDre proce55ing of asylum clalms. Refugee Council was gravely conTrmed at the potenbal 1mpart of such measures and worked quickly to PLJblish a comprehenslve of prO[d Government plans to highlight and eviden the damaging impact these measures would have. We also worked in ¢ollaboratlon wlth the wider refugee and asylum sector, in particular the AsylLbm Reform Initiative, ané our role in co-chairing the Families TOgetr Coalltlon, to co-ordinate our response to the Bill and unite our influencing work. This Involved a broad range of artiwties induding parliamentary work to identify potenbal allies, co-ordination of amendments and supwrter engagement actlvlty such as tIng to local MPS, Refugee Council pr(Ud a number of reports durlng year to 1p Infomi padiamentarlans the publlc about the potential impact of the Blll. Thls included our whlch sought to dlspel the myth clrculated publicly by the Home Se(Jetaryi and often used as the core argument of the rEed for t NatK)nallty and 8orders 8111, that over 70Wo of people In small boats crosslng the thannel were economic migrants and not ents'tled to refugee protection. Our report revealed, based on Home Office dats, that the majority of men, women and chlldren who come across the channel in small boats will likely allowed to remaln in the UK as refugee5. We also produced our UKa5 m s stem report which examined the growing backlog of asylum cases awaiting an iniknal decision, set to grow further by the proposed measures, and the damaging impact these delays have on indiwduals and familles. And, we released our which examined the experiences of people eklng asylum Ilving In hotel accommodation and the lrnpact of th15 on all area5 of thelr Ilve5. In Aprll 2022, the Natlonallty and Border5 Art was disappolntingly passed into law. Refugee Coundl stt11 believe there 15 an allernatwe approach a future with refugee protettion at its heart. Our key prborlty for 2022123 wlll te to continue to monitor the Impact C)f the Act ar* publish evidence-based public reports on the true consequenTrs of the policies. We will continue to advocate for safe routes to UK both publlcly through our campaigns, atlvocacy and media worl and privately through our pditlcal Influencing work wlth MPS, pr5 and Civil Servant% In June 2021, the Home offi took the unprecedented deosion to pla unaccompanied children WIK) arrive in Dover in hofrls. Refugee Council worked with the children's sector to lead a high-profile letter signed by more than 70 organlsation5, induding the five largest children's charities, to the Secretary of Stste for Education highlighting that the deasion was Sn breach of the thlldren's Art and a5500ated proS1ons. We also brlefed the Home Affairs Selett Committee and wrote tr) the Children's Minister. Progre55 Was seen later in the year, when the Govemment nnounced the decision to mandate the National Transfer Scheme, in doing so ensuring all l(Kal authorities share the responsibility for IrK)king after unaccornpanied children who seek asylum. Thls thange in Government Position should rllean that a minimum number of children are pla in temporary hotels while waiting for a local authority to volunteer a placement for them which is extremely welcorne. The sooner
children are plad with local authorits'es, the swner support on be put In place to help them access education and other ser In the surnmer of 2021, over 15,000 tOPle were evacuated from Afghanistsn following the fall of Kabul. The vast majority We housed in hotels, where they have remained in large numbers well intt) 2022. Refugee Council raised concerns about the experien5 of men, women and famllles housed in hotels, alongsde the re5trittive nature of the Afghan resettlement scheme, to Parliamentarian5 and in the public domain throughout the year. We provlded eVIden to the Home Affair5 Select Committee and led on the publicatlon of a joint letter from refugee agencies to the Home Secretary outllning our concerns for the health and welfare of Afghan refugees in the UK. Desplte many Afghan evacuees moving into community accommodation, as of August 2022, over 9,500 men, women and children evacuated from Afghanistan In 2021 remaln in hotels. In February 2022, refugees fleeing the war In Ukraine stsrted to arrive In the UK. Reftjgee Counc51 worked closely with the wider refugee and asylum sector, alongside Ukralnian-led organisations, to unpSck and understand the Government programmes to help people fleelng the Ukralne seeking Safety in the UK. We provided feedback to Government regarding the rights and entluements of Ukrainians, given they were not arriving under a Refugee Resetuernent Scheme. Alongside other NGO'S, Refugee Councll a19) worked with the Department for Levelling Up, Houang and Communits'es {DLUC), the Government department reswnsible for the Homes for Ukraine scheme, to offer learnings and 5ugge5bons for improvement. Our work on supporting people fleeing the Ukraine will continue to be a prlority area for the Refugee Councll's influenaThJ work in 2022123. Ambltlon 2 We wlll $1gnlflcantly Improve accesg to quallty support for refugees ITh crlsls and those seeklng to Integrate Into the UIL Achlevements In 2021122 we provlded servlces to 12,316 unlque cllents. Wlth many dlents recelvlng support from more than one of our projects, the grand total number of cllents we worked wlth across all of our seThlces was 20,546. In Yorkshlre and Humberside people seeking asylum Ilvlng in contingency hotels neede the support of our Hotel Project Team to understand their rights and our project to access healthcare IHARPI . LK*th projects worked with approximately 5,000 clients each in total, and they OFerate in some of the same hotels, Key achievements from our four SeN1 delivery pillar5 were.. Rattlement A tiny number of the world's 29 mllllon refugees who have fled war, confilrt, torture and trauma ale brought to the UK under the Government's Vulnerable Persons Resettlement Scheme (VPRSI, Vulnerable Children's Resetdement Scheme (VCRS), the Afghan Relocation Assistan Programme IAF14PI and Afghan Citizens Resettlement Scheme IACRS). Under these programrnes thi5 year we assisted 4,272 unlque cllents to rebulld thelr Ilves In cltles and towns atross Yorkshlre and Humberside, Hertfordshlre, and Lewisham in London. We work partnershlp wlth local councils to provide Intenslve support for at least the flrst 12 months after people's arrival. During this Ume our focus is enabling people to acce55 housing, financial suptK)rt education for children and English for adults, health care, and other mainStarn services tailored to their individual needs. In some area5 we provide a further four years of support to enable people to recover from the trauma of war and exile aThJ rebuild their lives in the UK through our bespoke Independent ng Advice Service. It can tske many years to gain their health, education, skills and Confiden to thrive in the UK. We have met IOOYO of all resettlement services contractual Key Performan Indicators (KPIS).
The evacuation of people from Afghanistan to the UK in MMer 2021 led to the creation of a new emergency support model in Bridging Hotels for children and adults arriving under the ARAP and then the ACRS sd)eme. This has been an extremely d)allenging programme due to the delays in securing housing. 5UPPDrting people to understsnd t1r optlons and the acute mentsl health supw)rt needs for people who have experIend traumatlc events often over many generations. Our re5ethement teams have creatively supported families to rebulld thelr lives In the UK. ca.se Stud Aniii- 1.5 (117 Afghoii nulioiial liiiiiig in a Bi'idging HolL,I M.'170 IittLdEII 3iippui'l lo .fee hi.1 chil(Ireii. Sllorily aflei- his fti'ri)y(Él Ipi.i il'ife hcid Icfi liim clfic'r (Ill(.g¢iliciFI. ()[<l()Ipi¢J.4tic' vi()l¢Jii('¢. ThLJ Hon7e OlfiL'E Iiticl IpiovL)d Iii.i Tri'i[L anil c'hildi'cjn iu cin iiiikiioii'n localioii. A117ir ii.'ci.s giv¢pi <1 lj.%i t![s0lieiloi-A' Ihfii he coiild Fiot rtffoi-d. RL,/iigc£. CoiinLil ciijiij.%oi'J ussisied liim i() gel ali IIJ?Pn1171mLJnl ii'jili 111.1 17LJiirL)sl Cili_-¢Jrts AJi'iL'L, Ilul cuu to upplji.for ci L'oiii't 01-dcJr lo .i'c#e liis c./iilclJ-e17, ¥pI.IiIF-ipig Ihoi rli£v (i.%.fE.sied hini io c'oiiiplL)ÈL IIILJ ai3yliL'cilion. Refiigee C()Iiiieil cil.%() coiilcic'lt'cl (.afcci.i'.s, Ihe c.liilclrvii iiiid fciJ jlii c'niii'l Éi(/iJjL'e Jervice lo siii?iJoi'l Al11. oiice lie liocl IIE.¥ cniirf ni'(lei', Aniii. is. Mfiili17g.fi)i' IIIL, oiIILc?Inc' ofhi.i' li[)plic'cilini?. ,sl<iyin&i c,lo.%L' lo li1.% Jj.Il¢Jrs 111 117c J4olcl, cind ciii¢ndiiig iiiirioii.i iJu¢'<iliopi<il coiii-,Ic.% iiic'lIidiii,{* ESOL c'l¢i.i.%c'.g. He lici,% (Il.fn h('c)11 refei'red to NeK' Ro<?l.f lo.lcek Iii'lj? If) J)tir.Iti¢ hi,1 C'ui'c'c'r 11.% (I d¢iipfj.si Iiei'E iii IIILJ UK. Chlldren's Servlces Each year approximately 5,000 separated chlldren arr+ve in the UK to seek asoum. Like dults they've experienced unimaginaiAe trauma due to war and conflict in their home countries, and during thelr Journey to the UK. As well as legal advi and informati to lodge their asylum claim, they need soclal selv15 care to ensure that their needs as children are met in accordance with the Children Act 1989. We prode expert, child-centred casework and integration supprirt to separated children that ensures thelr legal, social, economic, and cultural nghts are met. Thls year our chlldren, rv18 $upp¢)rted 5,238 s•parated chlldren. For over 27 years we have provided the Government's deslgnated, Iependent referral polnt for all separated children arrivirYJ in the UK- the only Serv1 of Its klnd In the UK. Our Independent Unaccompanled Asylum Seeking Children's Support Serv1 ensures that separated children understand the asylum proce55, and on C55 their rlghts to Local Authority-provided care, education, and aid-funded legal dvice to submit their asylum dalm. We provide a range of wrap around services for children funded by charitable donallons and grnnts, indudlng: My View provides children with our unlque therarUtiC counselllng Support In Kent, London, Luton, Leeds and BSrmlngham,' and our Age Dlspute Proktt assists children who have been irKorrertly assessed by siatutory aUthorleS as adults to revlew that decision and secure age-appropriate support.
co.le Siud, lil L)I'c'L'iiII?L?1- ?021. HL begcin lo i"eceivLJ rL'ports uflurgLI Iiiimbei-.f ofage dispiired .voiiiig peoplc residi17.g iii ali lldiili ciecomiKodali017 near HeailiroH,. Cf)Ilei1gE.% vi.)'itc,d ihL' 1701L'I nii lii'f) ,IL'P(11-ciie ocL'ci&'ion.s Éo in¢J¢l 14.iili 50 yoiiiig peoplL, M'I70 yoiiITgi)enple i¢'ci'e Icil(eii i17to L'cire. cind iii JunAiiiry 45 ofihem ii'ei-e uccL'pfeil (IJ chilÉli'en and placecl OFI tlic hdtioiicil TrniisfeF' Sclieinc. iipiili u fiii-lliei- fniir pencliiig tliLJ LoniplelioFI o[11 f£ill IigLJ a.%.¥L)3bl(lil. Hoil li nor i)L'cyn.for ihe inv'olii£Jn7ciII of. tliLJ Age DiJpiitE /)1 ojecl, niaiiy if iioi all f)f the cliildreii iv'e .I'ifi?poi-ied is'oiild likelv haije i'eiiiuiiied 117 cidiili ci¢'c(Iiiinindiition io Ilii.s diiy. TIFI hilAl, .I-IIÉ'L'L.I,% 1.1 indii.'uiii-'L' (?]' IlJ¢, Pi'(!jL c'l .% ii?Ipoi'laiil ii?oi-k a17d cibility If) Ircin,sfnrnt ilie liiJ¢.s (Ind fiitiiN-L's 0( iina¢'c'i)Iiip<iiiieÉl a.iy111117-s(pLJK'jiig L.Iiildi-c'n liviii&F in ilie UK. We also provide social integration and support servlces. Our Youth Devel¢Tment Projert for separated children provides theffl wlth a youth Spa to access educatlonal and soaal session5, day and residential trips. We run a crlcket project for young people who need support as they reach 18 and beyond and enjoy sport. We also SUPPCsrt young people who reach 18 ané have not yet recelved a dedslon on thelr asylum clalm, to acce solicitors and secure houslng and financial support. Durfng the COVID- 19 lockéown Dur chlldren's Service provided a lifeline for isolated young people to contlnue their educalon and access vltsl setvlces uslng dlgltal platforms. We prOded Engllsh, art and music classes, and vltal therapeutlc 5UFFiIrt. Integratlon seNlces These ServIS primarily support adults who the Home Office ha5 recentiy recognised to be refugees havlng claimed refugee protection in the UK. Due to Govemment Ilaes, people who secure refugee status in the UK are ineligible for the housing, benefits, and tallored casework o)ffered to refugees who are resettled by the Brrtish Government on dedicated programmes In the UK. This results in them experlenclng disproportionate levels of poverty, lY)melessne55, and unemployment. We provide vltal Crisis and early interventlon advi services to enable them to access financlal support, ccommodation, and develop their employablllty. Thls year our Integratlon ser¥lce$ supported 1207 refugees to rebulld thelr Ilves In the UK. People emerging from the asylum system with refugee status have lust 28 days to do the impossible find a home and aCsS benefits. After often years of living below the poverty line most people emerge physically and mentally unwell in urgent need of swallst support to access sustsinatle and financial support. Slnce 2018 we have dellvered our New Root5 integration programme funded by the Asylum MIgratn Integration Fund and delivered in London as well as Hull and Leeds In partnership with other agencies in Yorkshire and Humberslde. Thls programme has received hundreds of offers from employers eager to support refugees followirvJ the Afghan and Ukralne refee crises, buildlng Dn our estsblished partnership with businesses IKEA, SerViNoW, PWC, DL4 Plper, aThJ Starbuck5. We are developing our strategy for continuing this vital programme with the support from businesses when thls funding ends in 2022. Our now I l-year-okd Building Bridges project has played a vltal role thi5 year retraining refugees with health professional backgrouThJs to secure worf( in the NHS, Securi more mainstream health service funding for this route to refug& heaf(h professional
recruitment. The cost of training a refvgee doctor to work in the NHS is Ju IO% of the cost of training a dtxtor from xratch in the LIK. Nadir MA(l.s J'¢c,kinstr ¢i.svliini M'lieii IIE joiiiecl iis, ii'iih pLJi-iiiis&'ioii lo ii'ork clocloi.. Wille Mjaiiiiig for Iii.5 Second iFltcn'ieM' ii'iih ihe Hopite Offiec, he mllj7agcd to pa3S 117cJcINccil L).i(Ini.s M'iih ihe help of oiii. BiiilJing Bi'idges seivice. 14e ii'u.% <il.i() c'iJpiii?1(.1311x hi.1 ,,l.f(i.%l¢'r.% ihLY.Sj.i. ¥i'liicl7 eiinbled hiiii lo .sla)p j Iiiiji'¢)i-,iily h¢illJ'. HoM'LJvei'. Nadii. s11'iig'gTrltpil iu coiyer 1115 L'xpen.Ic.s'. aiid Iic, M Cl) niixioii.f aboiii iJ7e inlvivieh,. Oiii. PYofe35ioiiftI Di'ijelopineiii Gi-niii) pi ovided Nciclir ii'iilF a .s1!fcJ und Jiipporliije enijiruiiiiiLFlI t(J Idlk nboiil hi.s L'oiiL'c)rii&' aiiil rei'LjiJ(J siipporl .fi-oin ihe i)rogi Iimmc IidiTriseYs, Iiiloi'.v and iJcer.f. Refii,gee .r¥i'i'¢il Iiiiii to iliÉ, BikL I)iy)jerl lo i-LJ(Iii¢e hi.Y li civel co.Yi.. Wlieii lie M'QS srr<iiilL,d I'L/ugL'LJ.%lcitU.S ib'L' i-LJfLJi-i-L)cl Nudii- Ic) c)iir Pi'jiJulL, Rciiletl SL'lILiipiL)pp'ojLJL'I. Tlicinkj 10 cijub offc i- Iliroiistrli il?L cii'r£iitgenieiii.5 14'(J hiivLJ M'iih ihe B¢ii-l.% HcJ{Ilili iiiiicli l?I'iglifci- Iliciii il.fL.li.j£i.fl u coiipl¢ ofiiioNithJ ci.go. Th•rap•utlc SeNIC and Destltutlon For 19 years we have been providing specialist, culturally sensits've therapeutlc support to adults and children. Our aim 15 to raise awareness that our clients are suNivors rather than victim5 of adversity- We familiarise clients with the concept of mentsl health, an idea which 15 often alien In many non-western cultures, and support them to artlculate al disdose thelr needs to professionals. We provide them with psycho- education sesslons to develop new ways to manage their anxiety and stress such as meditation and breathlng technlque5. Thls year we provlded ontrto-one counselllng and group support to 1,279 adults and chlldren. We continued to advocate for accesslble, Incluslve health serVIS for refugees and Feople seeklng aSum. As co-chalr of the Home Offlce Mental Wealth Forum, we have teen Instrumental In securing commltment to a government lobnt committee wlth the Department of Health to address enduring barriers to approprlate health provlsion for people seeklng refugee protectSon. We are delighted to be partnering with several new Cllnical Commissioning Groups, NHS Engla1 and Publlc Health England to deliver these vital 5eNice5 and improve the accessibility of their cllnlcal practice. Our destitution servi supported 83 destitLrte aSuM seekers with some basic needs such as food, clothing and psychosocial attivib'es, as well as case work to support their claims to aum. Our My View Service for separated children seekiThJ asylum In Local Authorlty care supports them to manage the emotbonal impact of their asylum and 50clal care Journey. Alone Sn the UK, navigating the complex adversarial asylum system, having eXperIend horrifying abuse ar1055, our therapists help them to make *nse of thelr experien. recogni5e their strengths and regain Confiden and control over thelr efflotion5. io
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positr.ve refugee and asylum narralve, through powerful storytelling, in tum helping to shlft perceptions and attude5 of a segment of Times reader5. This last year also saw not one but tMo refijgee crises following the fall of Kabul In the summer of 2021 and the conflict in Ukraine commencing in February 2022. With protract conflitt acr055 the globe, the number of people seeking asylum and making dangerous journeys to safety here In the UK has also dsen. This was never m apparent than when, traglcally, 27 people lost their Ilves in the Channel in November. These terrible events elevated refugee protection and the broken 85ylum system to ntre stage in UK Ex)litics and the national rn11a at an unprented level. Additionally, the arrival of 15,000 people from Afghanistan and the Government's offer to welcome an uncapped number of Ukrainians also saw communities across the UK step fotward to Dffer 5UPPOrt, open their homes and call on Govemment for a better welcome tts refugees. As the opporbjnity to further a positive narrative around refijgees and people seeklng asylum increased, Refugee Council engaged with national and local media to ensure the voices of people direttly affected were heard. During this tsd, the Refugee Counal was mentioned in l474 news dippings (print and web) and 57 broadcast clipplngs ITV and radio). Of the 2,474 news cllpplngs, 336 were in national press, 2,018 in online pres5, 41 in key regbonal press and 23 In magazines. Reftjgee Council were Instrument31 partner5 in bullding a wlder'movement of change, to improve attitudes toward5 refugee5 and people seeking asylum, by worng closely with other organisations across the sertor to develop plans for a coalition, which launched In 2021 as the'Together with Refugees, coalition. The coalition exi5tS to campaign for a better approach to sUppO.ng refugees - an approach tlhHt15 falr, kjnd and more effeth've. A key campaignlng moment during the year was the CelebraOn of the 701h annlversary of the creatlon of the 1951 LIN Conventr"on on Refugees, and In turn the 70th blrthday of the Refugee COU1. In luly, In partnershlp with Together wlth Rcfugees, AsOum Reform Initiative and the charity 6tISh Future, we brought together refugoe5 from the seven decades since the Convention wa5 created, to Sha their storles of their exen5 of Ilfe In the UK wlth the purpo* of reachlng new audlences with p051tlve and inspirational stories. Enabler I: Refugee Involvement Achlevemtnts In 2021, we ran an internal Partidpatlon Rewew which asked staff and refugees atK)ut their vlews on the current ststus of refugee involvement In the organisation, and what steps should be taken to achieve our strategic goal Of ensur1 peo e wlth Ilved experien are at the heart of what we do. The feedbad( from the participatlon reW provid8Y the direttion and goals to design an awnbikn.ous three-year strategy and deSivery plan, which wa5 co-produced with staff and refugees, with SLlPPOrt from expert consultants. The strategy has slx strategic aims that will enable the Refugee Councll to achieve its goals for reftee involvement. These alm5 are interlinked, and me progre55 on all of thern 15 required to enhan and improve refugee Involvement over the next three years.. Alm I: To be dear about the purpose each time fvgees are involved, so staff know where this needs to happen, how thi5 will bTirvJ added value to th&r worK and how It is helping to achieve the Refugee Council's broader Strategic goals. Aim 2: To increase the scope for refLoees to influence decisions at all levels and in all parts of the Refugee Council. Alm 3: To encourage and enable staff at all levels acr05S the Refugee Council to expand and improve their prattl of involvement and to yrk with a éiverse group of people with relevant lived exFÉrien. Aim 4: To encourage and enable refugees to become effective partners In the work of the Refvgee Courril. 12
Aim 5: To allocate resources and develop robust systems and processes for govemance and leaéership which can support co-ordlnated, efficient and successful refijgee involvement. Aim 6: To develop the organisational culture and workn'ng practices that supp)rt meaningful and effect've refugee involvement acr055 the organisation, Enabler 2: Collaboration Achievements Refugee Council was one of the foundiryj organisations of the Together with Refugees coalition of more than 500 oryanisations campaigning to Show greater compaSOn for people fleeing wari rSeCution and Molen. Membership includes grassroots, community and refugee-led ¢)rganisations, intemational development charities and tdith groups. We worked with the coalition to mark the 70th anniversary of the signing of the UN Collvention. Refugees from each of the seven decades came together to re- enact the 51gning of the Convention and tell their powerful storles of their contribuuon to the UK and those who welcorned them. The Refugee Coundl co-chairs and cwrdinates the Familles Tcgether coalltion, whlch brings tether organisations across the sector to campaign to expand and improve access to fam51y reunlon for refugees. The coalibon has grown to 100 members, ranging from major international organisations, through to grassroots volunteer-18J and refugee-led community organisations. The coalition's work focused on lobbying against proposals to reslrirt refugee family reunion rlghts contained within the Nationality and eorders Bill. It worked with MPS and peers to table a numter of amerK1ments and mobilised more than 35,000 members of the public to sign a petits'on calling for chlld refugees to be able to sponsor thelr parents. Coalition representatlves th lived experien of family 5eparatlon handed the petitlon In to Downlng Street In March 2022. We have alsn worked collaboratlvety across the health and refugee sector to host the Refugee Mentsl Health Forum that bn95 together practitloners from acro55 the voluntary and statutory 5eLtor to share best practice, and work wlth offlclals In government and the NHS to develop more effective responses to meet the needs ¢ people seeking asylum and refugees. A major focus was informing and shaping an NHS review of the mentsl health and safeguarding needs of people In the asylum system, The forum was successful in ensurirvJ the creatlon of a new cross government committee to oversee the health needs of refugees. Enabler 3: P•opl& Partnern and pro$1$ A¢hl¢v¢ments strategy sets out a commitment to seek to be an organisatlon that is a generous leader worknrKJ in partnershlp with others to deliver greater impact and change. Some of our high-profile collaboration5 are Set out above. In addltion, through all our services delivery we always seek to partner with other organisations acr055 the seLtor where we know it will enable us to be more effective. For example, In our work with Ukrainlan refugees we are working with Refugees At Home to ensure we provide support to refugees that are living with their h05ts. In our work supporb'ng refugees into employment we partner with World Jewish Relief and a number of corporates such as Stsrtjucks, Ikea and Serv1 Now. The last year has seen the organlsatson deliver on our strategic intentyon to Invest In the organisation's infrastrLthre including our systems and pr¢xesses. We completed a review of our approach to dats managemen¢ with a focu5 on improving our existing PrO55e5 SQ that they are stronger. We have a150 reviewed our IT and moved to a new external provider as well as starting an upgrading presS moving to Microsoft 365. We still have rnuch more to do to ensure we have the overall tr systems acr055 the organisation that we need, including a new HR database. Thls wlll continue to be a priority going foThvard. 13
Equality, diverslty and induson (EDI) is another key priority for u5 and we set ourselves the goal of produong a new strategy for the organ15atlon and the board of trustees. We now have these in place and the inibal f<Kus is on ants"_raasm, as entified by our EDI cr055 oryanisational forum and our Black, Minority, Ethnic and Refugee stsff group. There was a strong feelir¥J that we should th) more to put in pla concrete step5 to demonstrate our commltment to anti-racism. This is now beirrfj tsken ft)rward with further tralning, cross organisational conversation5 and development. Given our work with very vulnerable men, women and children ensurlng we have high quality safeguarding process and pr(edureS is paramount. We carried out an independent review of our safeguarding, and worklng with staff put in a pla a revised improved safeguarding policy aThJ procedu, We also established a new Safeguarding Manager role to ensure we are constanuy vieWing our pratte to capture learnlng and best support stsff in their work. We are now tsklng a more reflective and dynamic approach that ensures we share knowledge and best prath'ce, always see to learn and improve. Coronavlrus With Coronavtrus entering Its second year, the organisatlon continued to adapt well to MOte worklng, servIs staff continued to support dients and fa to face work was cOUCted as needed to meet the needs of our dlents. In June 2021, the organlsatlon tegan a gradual rer to offices, as the easlng of l¢xkdown and COVID- 19 measures across England began. Th15 was dono in1Sne wlth our 40 key princlples. The first, wa5 that the safety of our staff, volunteers and cllent5, was paramount. Second, wlthout compromlslng safety, we would seek to contlnue our vltal work, whlth is needed by our cllents more than ever, rather than seek to retreat and entrench our posldon as an organlsatlon. Rlgorous risk a55e55ments were put In place in all our offi9 arn1 requested for those sltes that were managed by third parties, all members of staff undertook indivldual rlsk self-assessments to Identify any needs for adjustments to be made and all external attiwtyes required a risk a55e55ment that had to be s4gned off by the Executive Director. The return to offices Initially was slow and the measures In place such as Ilmiting number5 in offices, rneant whole teams in 9)me cases were unable to attend offKes at the same tsme due to a lack of available desks. Following the,ng with Cowd. guidance issued by the government In the autumn, the organisation has eased its measures in a phased way and staff a attendlng their place of work each week for 40% of their working time. This Is belng kept under review. We have cOnnUed to engage wlth staff throughout thls perlod InCILIng. The Coronavlrus worklrYJ group established at the start of the pandemic, contlnued to meet on a weeY basls, feeding in Issues and makiThJ recommendatlons for SMT (Senior Management Team) slgn off; Regular tlmely communicatlon to all aff and volunteers on matters arising from the pandemic, nd the Refugee Council 5 response. 0 4 - 6 weekly all stsff QIJA sessoons wbth SMT has contlnued throughout: Staff suNey conducted to get staff views on ways of worknngi what Is wong well and what isnt nd any wellbeing i5 that we needed to be aware of. As with many organisations, despite all the thallenges of wothNJ in tndern1c condltions, we have found many benefits too. Remote woth'ng has enabled us to reach dient groups and combinations we haven't t*fore, and the enshrlnitYJ of video-conferenang as a day to day meetings tool has enabled significant efficlendes in both Internal and external collaboration wor However, the other side of thi5 15 that there will always be me client groups, seNlce mode15, that are better delivered in per9)n. We also believe that there are wider benefits of communication and creativity that arise from fa to face human interattion. 14
We have been trialling different approaches to hybrid working models taklng all the benefits of remote working such as efficiency, and greoter work-life balall, whilst retainiThJ a core of place-based work to the extent thls Is pratticable and desirable. In 2022123 with the support of external con5ultsnts we wlll be getb'ng the views of staff of what is woth'ng well and what needs to be considered for our future and longer-tsrm working arrangements across the organisatlon. tr 22 amkiLmL' Successfully press Government and other agencles to take action that Signlficantly Improves refugee protertlon. We will carry out analysls of the impatt of the Nationality and Borders Act and the government's wider reforms We will bulld our rapld response campaigns capacity and Capa'lIty We will put in pla an overarching communicabons, campaigns and public affairs plan arnL. 51gnlflcantly Improve acuss to quality $upport for refugees in crisis and those seeklng to Integrate Into the Unlted Kingdom. We will pri)duce a rw servi$ strategy and associated implementstion plan We will develop our services slrLKture, quality framework and impact framework We will embed our improved approach to safeguarding aEnki. Su¢cessfully Influence publlc attltudes to refuge Sn new and Imaglnatsv¢ ways to relorni the hostlle environment that Impart thelr Ilves Will put in place a new commLJnicab'ons and campaigns functlon - spanning dlgltal, marketing, brand story-telling and media. We will complete an audit and review denfylng key audien5, channels arK1 athvltles, as well a5 brand analysis clarlfying identity, tone of voice and brand personallty. We will develop an organizaon-WJde approach to story and asset collection - ensurlng story telling Is at the heart EDIOLL. Ensure people wlth Ilved experlene¢ of refugee protertlon are at the heart of what we do by developln9 a whole organlsatlon approach to thelr engagement and Involvement In our work. We wlll start dellverfng a new reftee Inv¢lvement strategy iKludlng putting In place the requlred resources and capaoty We will start devlslng a new approach to support the career development of people from refugee backgrounds CollalK•rate wlth Ilke-minded supporters and partners to se¢ur¢ Cut-through In our campaigning and systems change work We will play a ntral role in the Together with Refugees initiative, the Famllies Together coalition and further evolve the Mental Health Fcwum initiative We will further 5trerKJthen our relationships with media partner5, campaigning initiakn'ves Lyond our sector and other5 such as influential think tank5 to reach wider public ar political audien5 We will continue to develop new collaLKrations working with refugees and partners to achieve system5 change arKI better service provison in LO[On arKi Yorkshire and Humterside er Develop our staff, invest In our systems and processes and prioritlse a leamlng approach and ensure we attratt the resources to dellver ¢)ur mission and ambltlons We will conts'nue to ffK)ve forward vyith upjrading our IT systems and prosseS Including commencing the transtion to a new payroll and HR system and mlgratbon to a new fundraisng CRM We will put in place a revised approach to data management We wlll carry out a comprehensive review of hybrid working induding éetsiled staff ccffisultstion 15
and put in pla a long-term appmach We will remew our reuuitment systems aThJ processes in line with our commitment to equality, diversity and inclusion We will further invest in our capacity and capability to maximise corporate fuThJraigng Princi l Risks and Uncertaintle Risk management The Trustees have overall responslbillty for ensuring that appropriate systems of finantial and other cty)trols re in place. Trustees are responsible for safeguarding the a55ets of charity, taklng reasonable steps for the eVentn and deteth'on of fraud and other irregularities and providlng aSOnable assuran that,. The Refugee Council15 operating efficlently arKI effettlvelyl It's assets are safeguarded agalr unauthorised or disp)sal,' Proper record5 are maintsined, and flnanaal Informatlon used intemally or for publicatlon Is rellable,. The chadty complle5 wlth rdevant law5 and gulatIOn& The systems of Intemal control are degned to provide reasonable, although not absolute, awrance agalnst material mlsstatement or loss. Try Ill#Je.. The adoptlon of a Strateglc Plan and an Annual Buslness Plan and Budget by the Board of Trustees,. Regular revlew of flnanclal and operatlonal results by the Senlor Management Team, Resources Committee and the Board of Trustees against these plans- A revlew carried out by the Resour$ Commlttee wlth the extemal audltors of any matters raised for the attention of management; Clear rules for delegatlon of autlK•rity for declslon Man9 and the incurriro of expendlture,. Hearth and safety rlsk management, revlew and monitoring prOdures. Serious incident reporting review prou5. A framework for joint working beeen delivery managers, fundra15ingi and finan for whole-llfe management of extsrnal ftJndirv4 and partnership5. Trustees revlew rlsk uslng a traditlonal rtsk register approach as a formal report reeW of the organisation's key rtsks, with the review Sncludlng loong at exlsting controls and plans for mitigation, and further athons and Improvements required. Risk management techniques are also thoroughly embedded throughout the organisation's decision making and control mechanisms, an organisational strength which has strengthened our effettive response to higher-level risk environment we have seen from the Pandemic, At the current time the following risks are identlfied as the highest category risks for the Refugee CourKII; wlth the Coronavirus pandemic continuing to play a part in the risk environment In whSch we operate. Risk Fallure to sustsln income levels at future levels requlred to fund our ambltions Mltl atlon AcUon$ We are maintaining close relatlons with all our funders In order to best resp)nd with them to any thanging levels in funding going fowards. Whilst our outtum for 2021122 was better than originally forecast, much of the emergency financial support we r1Ved was one-off and short term and restricted to speafic purposes. We w511 be moving our fundralsing information to a new datsbase, which will provide a better donor experien for our suprr)rters, and a platform for Refugee Countil to maximlse fundraising income. We have ongoing risks on our contrart income, particularly within resettlement SeNiS where the impacts of COVID-19, Ukraine war, the crisis in Afghanistan, and uncertainty over govemment funding commitments for the long term* present congderable uncertalnties to our future futvjing Dsition. We have set a target to grow our individual givlng income, which will therefore increase the income over whid) we have control of alltIOn. We also intend to expand our corporate partnership work, providing fvrther diversi of fijndin 16
We will a150 be competing in a more crowded fundraising market, and a post-COVID, p)st Brexit economic environment which is likely to squeeze many households, income. However, we will also at all times maintain our level of free reserve5 at a level to safeguard against the tx)tential finarKial Impact of these risks. See Financial Review, below, for more on this. Significant Safeguarding Issue The risk of harm to our beneficiaries, stsff, volunteers or other stakeholders, due to inadequacies of Safeguarding policies prartice at the Refugee Council. The Board of Trustees agreed a plan for 5bErKJthening our safeguarding approach last year. This has included a review of our policies prodreS, ensuring all tnJ5tee5, managers. staff and volunteers recelve levant training. The second-order risk of reputstlonal damage arising from such an inadent, Including threat to our ability to collaborate effecbvely, could create fundraising rf5k, as well as risk to our dients, trust in us. Stsff W¢llb¢lng and Coronavlr Quarterly reporting to trustee5 and the appolntment of a safeguarding lead trustee on the Board wlll improve overslght and s(rutlny on thls area. Whilst a great deal of work has tsken plaTr to provide a safe workn'ng environment for our stsff, there is Sti51 some threat of continued impact from C-19 inewtably meaning Some health r15k to our stsff, volunteers or clients. More recently, post pandemic we a now more consclous of the risk to our staff and volunfftrs, wollbolng ansin9 from the new way5 of worklng and remote stsff. Extensive health and safety pollcies and guidan are In place and reeWed frequently. We have 3150 Inconjorated environmental checks around pandemic conditions In our risk assessments as standard In order to ensure any Pla-based worlan9 is COVID secure. Extenslve work to support staff wellbelng contlnues, with multiple clear route5 for communication an feedback on conTrrr$5, Our mlxed remote and onslte dellvery model Is now well embedded and generally workiro very well, but this way of worklng continues to present some challenges to Serv1 delivery, IT solutions have been provlded to enable effecuve remtste WOrng, and these are Ing revlewed to provide more efficlent platforms for the future. Second order reputational risk alg) exists if the continued crlsls Is not seen to be handled well. Indudlng impatt on staff & volunteer relations, or the impact on our pUtIon wlth clients, funders and rtner5, IT Our current IT Infrastructure was put in Pla ten years ago, th malntenance and upgrade5 of the systems sIre that time but no complete overhaul. We gave noti to our previous IT provider for the end of the current contract In early 2022, and are workn.ng with a new provider Bluecute as an outsourted managed helpde5k Ser. For most of thi5 trme the 5YStems have operated reliably, if not as efficiently or effectbvely as we'd Ilke, parbcularfy in recent years where the functionalty has fallen well behind what IS sble. We are now In the pr(Ke5s of upgradlng our bagc IT 1nfrastnJrtu to provide improved performance, quality of IT experleno, and resillen for the future as well as ensurlng tlghter controls around dats. We have now decommlssbned our last in-house setver and will continue to adapt to new ways of workn'ng and stronger more reliable IT solLJtion5 throughout 22123 and beyond in line wth our strategy. However, slnce the kginning of 2021122 we have eXperIend a number of IT failures whSch cast doubt on the resilience of our IT systems. Given our hybrid remote l onslte workirv4 mc%Jel, IT systems a absolutely business critiral. The Ilkelihood of catastrophic failure is not deemed high, but the impart of any such failure yuld snificant. 17
There are in addition to the abDve a number of other rlsks that whilst significant in aggregate, are not indNidually critr'cal. The impact of these can in general be assessed to give an estimated finandal Impact, SLKh as the likely range by whlch Income may fall short of budgets, or the resour5 required to put right Issues arlsing. The overarchlro Insuran mitigation against these risks is the holding of sufficient levels of free reserves to protect against them. The pr(Ke55 for setting the level of reseryes we IK)Id is de5(Tlbed in the Reserves section below. Flnandal revlew Income and Expendlture In 2021122 we recoréed a total income of £15.8m, a E3.2m increase from the £12.6 mlllion In 2020121, This year on year movement Is split evenly between raising funds (£1.6ml and charitable actlvity (£1.6m) predominantly related to our Resettlement l£l.Oml, Childn and Young People sery15 {É0.7m) and Advocacy and Therapeutlc services I£0.2ffl) which have accornpanylng expenditure. This is oftset by a fall in the Integration setv1$ Income Df É0.3m. There was an Improvement in fundraised Income - predominately the result of two Refugee Crlsls Appeals, The Tlmes Appeal partnershlp new hlgh value gifts arKI grants secured across philanthropy, corporates, trusts and foundatlons. Total eXpe1lture Increased accordlroly from £11.6 milllon to £12.9 mlllbon. Desplte a reduttSon In our spend on Integration seNlces (EO.5ml, overall we increased expendlture on setvIs by £O.gm, mostly across our Resettlement at EO.7m and Children and Young People services at EO.3m offset by the other areas. Expendlture on ralslng funds was £1.7m, increasing from the £1.2m last year, primartly due to greater investment In digital and communlcations capacity. Our surplus for the year is therefore £2.9m after the utilisatlon of brought forwaré reseNes {restrlcted funds and designated funds) which 15 an increase of £1.8m from last years, surplus of £l.Im. Th15 has increased our reserve5 accordingly. Reserve• Total fund5 at 31 March 2022 stand at E8.8 million,. of whlch £2.Om mllllon Is restricted by donors to fund spedfic projects, and 10.1 mlllion Is a long-term endowment fijnd. Nelther of these balances are avallable for general use. Of the balance of £6.8 million unrestricted funds, El.7 mllllon has been designated and set aside by Trustees at the year-end a5 funding for spedflc future purposes. These designations are,. The balan of £220k from a £925k unreSttted dDnatlon origlnally retrived in 2018119 from one of our long-standing donors. The amount of our overall funds of £476k invested in our tangible fixed assets, chiefiy the value of flth'ng our ser provision office5 Out for our specialist activities. Thls has reduced from last year by the same value as Dur assets overall. Investment fund Df £1,033k for an 'lnvest to Save, fund which will fund investment needs for the strategy period to 2025 covering improvements to people, process and sy5tem5 ar Invesiments in our fundraising. This has Increased by £650k from last year and is a transfer from general funds signalling our intent to fully deliver our strategy. After these deggnats'on5, our free unrestricted general reserves at 31 March 2022 Stand at £4.6 mIlln, an irKrease of £1.7 million from the £2.9 mlllSon held at the start of the year. Whilst this balan Is greater tharb our reseNes polbcy indicates we need currenuy, we a150 recognise that we are entedng Into an extremely challengin9 economic pedod. We alwdy face changes In our service5 Portfolio due to EU funding coming to an end. Alonggde this, we are rW also operabng in Unpredented high inflab'onary times and the.cost of Lifflng Crisls" wlll continue to adversdy impact running costsi parb"cularfy pay related elements, for at least the next years. Thls will Contin to aptA y pressure on our overall oFeratiw model. and so we anpate hawng to draw on these reserves in the short to medium term. Reserve setting and reserv¢ policy The level of f unrestricted reserves maintained by the organisation is detem)ined by balanong two competsng obieth'ves. On the one hand, we must ensure our serveS enable us to make maximum aThJ speedy use of resources promded by our funders to deliver real impart for refvgees and people seekn.ng aWum, while on the Ot we must ensure that we have adequate resources to continue to deliver our 18
5eMces throlh periods of finanoal challerNJe aThJ Unrtainty, 50 that we will be here for refugees and people seekj'ng asylum into the future. Last year, after assessing these risks, trustees believe the current appropriate level for free reserves (Ignoring existing designations arQ any restrirted or endowment fu5) wès befvfftn £2.Im and £3.0m. Approach to Fundrals5ng 2021122 was another year of phenomenal generty from our supporters and the geneTrl PLJblic - who re5wn(Jed incdiblY to our emergenq appeals to meet the needs of refugee5 from Afghanistan (launched August 2021) and then less than six months later from Ukraine (launched March 2022). Our fundraigng is dependent orb the relationships we build wth our 5UPPOrters and partrErs, and in tum this enables Refugee Cou11 to conts'nue work in helplng refugees and wple seekirvj asylum to rebulld thelr lives here in the UK. We work th supporters in a variety of ways. Our Public Fundraislng prryJramffs enab our donors to make either stand alone or regular gifts, In5Plrtng support through dirett mail, print and dlgital campaigns. We were gratefvl to re1ve a number of legacy gifts during the year, from generous supporters who chose to leave us a glft In their Will. Both our Trusts and Ststsjtory team and our Philanthropy and Corporate Partnership5 team work wlth indlvlduals and organisafjons able to glve at a higher level. We also have a collection of fantastic community fundraisSng 5UPPOrters who ralse funds through events and activities in their local cornmunitles. Refugee Council, along9'Oe our partner charltles Welsh Refugee Council and Scottish Refugee Council, was also chosen to be one of the Trmes aThJ the Sunday Ilmes 2021 Chrtstmas Appeal beneficiary charities. The vast majorlty of the fundraislng undertaken by the Refugee Coundl Is done dlrettly by our own stsff, whith means we are able to fully control the Standards to whlch the work is carried out, Thls year we worked with a telephone fundralsing agency to promote wular giving and a digltal agency to support our pald and organlc social medla fundralsng campaigns, We also onboarded addltlonal fundralsing c[SuItsnts SUPPC)rt to help manage resourcing of the emergency fUrraisIng apal5 and the Times Chnstmas Appeal. These consultants focussed on Appeal proleLt fflanagement, high value relatlonships and Storles PrcQuctlon. We expect all thlrd parles who work with us to meet the same hlgh stsndards as our own fvndraisers and have contracts in pl to ensure this. We do not currently undertake any street fundraising or door to door fundrai&ng. We use a mixture of consent and legltimate interest as our legal basis for PToce5slng supporters, personal dats for marketing purp05e5, We ask all supporters how they would prefrr us to communlcate wlth them. We give them the optign to let U5 kThJw if they prefer le55 contsLt or no longer wlsh to hear from us, and we alway5 re5pert their wlshes. We do not 5dl or exthange lists of dats wlth any other charities or companie5. For further detai15 please see our privacy policy at Occasionally, supporters or buslnesses wish to undertake fur¥Jrallng through methods whlch fall uTrJer the term of commercial partiapator. These are often small-scale ventu5 such as proceeds or profits from oks or clothes. In all such cases we cary out due diligenTr and require that the other party complie5 with all relevant fundraising regulatbon, Induding, where applirdble, how they will protect vulnerable kEople. During the year there were four such agreements in place, through whith funds of £8,251 were raised for the organisation. The Refugee COU11 has beeri regISted wlth the Fundraigng RulatOr SIr its incepb'on in July 2016 and with its predecessor, the Fundraising Standards Boaré, before then. We fully cornply with the Code of FLsndralslng Regulations i5SLed by the Fundraising Regulator. We tske 5UPPOrter complaints seriously aTr have established a Pro55 to handle, quantify and resporvj to complaints. This year we received yx complaints, all of whith were re501ved to the complainant's 5ati5faction by our Supporter Care team. We rewew a11 complaints received to determine any Changes we need to make, and we update our database whenever a donor requests this. Our Furmlraising Complaints Prit&ure can be found on our webgte. 19
All of our stsff follow beSt-practI guideline5 for dealing with vulnerable peO1e as outlined in our Acceptan and Refusal of Lk)nations Fl)licy ar Procedures. Jn July 2017 the Fundraising Regulator laurh the Fundraising Preference Service IFPSI almed at providing people with the means to stop dirett marketing from Specific C1tieS Wlthout havlrwj to contsct them dlrecdy. In this financial year, Refug Council has received five such requests. ure Governance nd Man em Thls report covers the year to 31 March 2022. Organisatlonal Structure The Brltish Refugee Councjl {"the Refugee Council") Is a company Ilmlted by guarantee and is reglstered s a charbty with the Charity Q)mm1s51on, The Refugee Council's governing documents are its Memorandum and Articles of Association. As at 31 March 2022 there were 10 trustees who were also members, and who as requlred by the Memorandum and Artides of AsscKlatlon agree to contribute £1 In the event of the chadty winding up. The Trustees Ferform thelr work on a voluntary and non- remunerated basls and are only reimbursed for minor costs such as tran5POrt to meetings. Appointment of Trustees The Board of Trustees consists of up to thirteen members, irKluding a Chalr and HOnry Treasurer, who are appointed on the basis of an open recrultment exerc15e. The Board undertakes a skills aL1t for existing trLJ5tee5 and matches that against the de51red sk1115 and expenence before undertakiw any new recrultment, In order to ensure that the Board remains well equlpped to meet its governan funttlon. One thlrd of the trustees must stand down at the Board meetlr@ Immedlately precedlng each AGM, wlth those standlng down ellglble for re-elettlon subject to a maxlmum length of offlce of 9 years. The Chalr and Honorary Treasurer are able to serve in these post5 for a maximum length of seven years. One trustee sIgne(l during 2021/22. Trustse induction and tralnlng All Trustees recelve a full inductlon uwn belng appolnted to the Board of Trustee5, The inducb'on inclLKle5 an introductory session wlth the Senior Management Team and vi51ts to See some of the servlce delivery work first hand. Through this they re1ve an ovetview of the work of the Refugee Counul and grant arrangements with key fuer5. Trustees receive an indurtion pack which provldes details of the charltys strategic plan, key polioe5, minute5 of Board meetings for the preouS year, financial information irKluding budgets and procedures and more general Informatson on the requirements of being a trustee. Trustees are kept up-to-date with legal and ststutory requirements through circulation of mateAals aThJ where appropriate through attending extemal trustee trainiro. such as Charity Finan tralnbng, and netOrkIng events. oryanlsatlon The Board of Trustees meets a regular basls throughout the year, and met fMallY four times during the year. The maln tasks of the Board are: Setting and maintaining the vNon, mission and values of the organlsadon Agreeing major organisational policies and programmes ApproviTrJ the strateglc direction, annual plans and aSslated tMJdgets Reviewing progress againsi these plans and finanaal performance Monitoring risks and the mitigation *ions tsken 20
The Board also has sub-committees, the Finance and Resour Commlttee and the Remunerations and Nominab'ons Committ. The Finan and RurCeS Committee comprbses the Chair, Treasurer, and vo other Trustees with relevant experience,, it met five times dunng the year. This sub-committee, which operates within guideli set by the Board, glves a greater level of rutInY on fironaal and operational issues, induding meeting with the extemal auditt)rs and approvbng expendknres where they exed levels delegated to management but below levds reserved to the Board. Tne RemuneratiDn5 and Nominats"ons Committee comprise5 the Chair and two other trustees under terms of refereTr agreed by the Board, whlch indudes overseeing the reuuitment and Selection of new trustees and SuPrng the Chalr of the Boaré In ensurlng effective Board performarKe. It met rive tlmes duriTrJ the year, Day-to-day managenknt Is the reswnsibility of the Chief Executive, who is appointed by ttrE Trustees, and a Senic)r Management Team comprisin9 Execuuve Director5 of Serv1$, Fundraising and Extemal Affa5rs, and Flnance and Resources. Public Benefrt The Char+ties Act 2011 requires charities to demonstrate that thebr work Is of dbrect benefit to the public. When plannlng the Refugee Counal's ath'vibe5 each year, the Trustees take due regard of the Charity Commisslon's general guidan on public berEfiL Within the constraint of resour, and subject to any eligibllity criteria for a speclfic se1, the Refugee Council's Servi5, descrtbed aLKve, are avallable to all refugees and people clalmiryj aWum. seces a offered in many of our clients, languages, wlthout charging fees, and recogn55ing the dlfflcultle5 many fa in meeting travelllng costs, Our work on sector capaclty bulldlng, refugee Integration and education of the general publlc at refugee Issues benefits the whole communlty by suptx)rtlng communlty CoheOn. Our wort< on pollcy, loglslatlon and advocary advan5 human rlghts and acce55 to employwenL etk)n and health care, and combats desutution. Pollcles Investment poll¢v The d)arSty has opted not to pursue a wllcy of Inve5tlng surplus funds on the equStles or tonds markets. Due to the short-term nature of these funds, It has chosen to place them C short-term cash deposlt. Remuneratlon Pollcy The Refugee Councll has a Job gradlng system In place that. the bas's of a numter of crlterla, matches posts agalnst the pay splne used by the National Jolnt Counol for Local Govemment. Thls system is used for all posts in the organlsafjon with the exception of executive staff. Employees normally Jobn the organisation at the trnttom of the Scale for their post and move up the scale on an annual basis. In exceptlonal clrcumstance5 a market supplement may pald In order to attract a candidate in a difficult to recruit to wst. An annual cost of livirY4 award 15 paid to staff In line wlth that agreed by the National J¢int cou11. This resulted in an annual increase of 1.5% In April 2021. No bonuses are PaVBble to any stsff. For executive staff the Refugee Counal ha5 to balanTr a number of factors, induding the esteem and value of worknng for a charity, and the limited number of applicants for sentor roles with exrien and knowledge in some key functions. The Board are CLinscious that executs.ve salaries need to remain competitive with the sector whi15t ensuring that there is appropriate consistency on remuneration acr055 the organisation. Thereft> in determining levels of executive pay, the Refugee Council will usually reference pay data from employment agencies, charities of a comparable size and settor competitors, and will con%der the ratio between execthbve and median employee dats. Annual cost of livirKJ awards for executive staff are norrnally comparable to any increases paid to non-executive stsff. Senior management recelved annual cost of liviro irKreases of 1.5% In Awil 2021. 8eneffts reiVed by executive staff are in 21
line with those available to all stsff. The PA)ard is direttly reSnsible for the annual setting of the salary level of the Chief ExKutNe, who In tum has delegated responsibllity for other executive stsff. The Board usually reviews the level of exectrtlve salarles every years based on benchmarf(ing data, to ensure that salaries are still comparable to the medlan level of simllar sized charities. Having last teen conducted in 2018119, this was due to be condutted in 2021122, but was deferred until 2022123, backdated as agreed. The ratio of the Refugee Counal Chief Executive's salary to the median of staff salaries at March 2022 was 3.0 (March 202L - 2.61. This has intreased from last year due to bringing the 0 salary to market rate. Employees The charity recognises the imp)rtance and commltment of its staff In the delivery of our an5 aTra actlvities. Employees are kept up to date on matters afferting the charity through regular staff briefing5 and communic3ts.on updates. Wlth staff spread over a number of OffiS, and onsite visitlng constrained due to COVID-19, the Senior Management Team held regular all staff 'Question Time, sessions to maintain direct contact wlth the wider staff group, to gjpplement other formal communlcation channels. As COVID- 19 measures have eased the Senior Management Team have resumed onsite vlslts across the organisation. The organ15atlon usually holds an all-staff Conferen every trKJ years, to foster a splrlt of sharlng and co- operalDn. Thls conference wa5 due to tako Pla in 2021, but as we did not deem a remote Conferen to an effertlve replacement, we have deferred thls to 2022123. We formally recogn15e the trade union Unlson, and meet with union representatives quarterly in order to consult on issues affecung employees, interests, wlth the Chalr of the Board a150 rneeting the union on a year. Voluntwrs Volunteers are critkal to the work we are able to achieve and their support makes the impart that we have 50 much greater. The contrlbutr.on of 305 volunteers this year amounted to some 26,183 hours of support during the year. Whilst we do not account for the value of this time in our financial statements, we can note that If we were to value their 5UPPOrt to our work at onty £10 per hour, thls would amount to £261,830 worth of Me. Not Only do staff appreclalo thelr Vall but also our beneficiarfe5 who are at the reIving end of their valuable tr'me. We are grateful for the continulng support of our volunteers espeaally durlng the UnPreented challenges presented by the COVID-19 pandemic for refugees and people seeknng arn. The numLY of volunteers redu significandy due to the pandemic, 305 th)wn from 649 in 2020, due to the dlfficulties recruiting and 5UPPOrting vdunteer5 urQer the constraints of working from homelremotely. Neverthele55, we did recruit 30 new volunteer5 overall, and we are confident that we will attract mo volunteers to SUPPgrt our work as we trangtson to our new strategy and hybrid way of worklng. It Is evident that volunteer5 will conts'nue to play a cruaal role alorSe our expert caseworkers and praLtitiDners to Inform, supp)rt and guide Ftople on their refug proteth.on ))urney. Next year, we wlll review our volunteer management policy, systems, and strurtures to ensure that volunteers are gettlng the 5UPPOrt that they require under our new strategy and hybnd sery1 model. Each year Brlan Marsh, chair of the Marsh ChrI5ts'an Tnjst, sponsors awards for volunteerfro. We heid several volunteer lebratlD$ in the year arKJ gave out twelve Marsh Awards for the volunteer idea5 to SUPPOrt refiJgee5 and people Seeng aswum to meet new people, develop sknlls, and partiapate In thelr local community. Thank you, Brian Marsh. The Trustees and staff give a big thank you to all the very talented yuntr$ who work to support and help us improve the lives of refe and people See.ng asylum. 22
ststement of Tr ste s. res onsibilities The Trustees are responsible in accordan with applicab law and regulats'on5 for preparing the Annual Report of the Trustees and the Strategic Report, as well as the financial statements, Company law requires the Tru5tee5 to prepare financial statements for each finanoal year in accordance with Unlted Kingdom Generally Accepted Accounting prartI (United Kingdom Accounting Standards and appllcable law). Under company law the Trustees must not approve the financial statements unless they are satisfied that they give a tr and fair view of the state of affairs of the charity and of the incoming resources and application of resources, including Income and exkEndSture, of the charity for that period, In Pparing these financial statements, the Trustees a requlred to: select sultse accountlng pollcies and then apply them consistently; observe the meth¢x15 and prlndples In the Charifjes SORP,. make Judgements and accounting esUmate5 that are reasonable and prudent; state whether appllcable UK Accounting Stsndards have been followed, subj1 to any materlal departures dlsc105ed and explained in the financlal 5tatements,' and prepare the flnancSal statements on a golng concem basls unless It Is Inappropriate to presume that the chaty wlll continue in business. The Trustees are responsible for keeping adequate accounting records that are sufficient to show and explaln the charity'5 transaction5 and disclose with reasonable accuracy the financial position of the charity at any tlme, and enable them to ensure that the financial statements comply with the Companles Act 2006. They a also responsible for safeguarding the a55ets of the charity and hence for taking reasonable steps for the preVenon and detection of fraud and other Irregularltles, Finanaal statements are publlshed on the charity's web%te in accordance with legislation in the Unlted Kingdom governirrfj the preparation and disseminatt.on of financial statements, which may vary from legiatIon in other jurisdictions. The trustees, responsibility also extends to the ongoing integrity of the financial statements contained therein. The malntenance and Integrty of the charity'5 web51te Is the resp¢)nsibilty of the trustees. Provlslon of Infomiatlon to audltor Each of persons 15 a trustee at the éate of approval of thls Report confirms that: so far a5 the trustee Is aware, no relevant audlt infomation has en withheld from the companls auditor. a the trustee has taken all the steps that he or she could reasonably expected to have tsken a5 trustee in order to make hlmself or her%lf aware of any relevant audit Informatlon, and has establlshed that thls information has not tEen withheld from the auditor. Audltor Sayer VirKent LLP was appointed as the charitsble compary's auditor durlng the year and has expressed its willingness to cont*nue in that capaaty. This Trustees. Report, incorptsratlng the Strategic Report, was approved authon5ed for issuance by the Counal on IS Dmber 2022 and $6gned on its behalf by.. 23
INOEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF BRITISH REFUGEE COUNCIL Opinion We have audited the financial ststements of Brltlsh Refugee Council (the'charitable company) for the year ended 31 March 2022 whlch comprise the statement of finanoal attivities, balance sheeL statement of cash flow5 and notes to the financial statements, induding ggnif1(2nt accounting p)liaes. The finanoal reporb"rvJ framework that has been applied in their weparation is applicable law and United Kingdom Accounting Stsndards, including FRS 102 The FinanaalReporting standardappIable In the UK3nd Republic of Iland (United Kingdom Generally Apted Accounting Practi}. Ln our opinion, the financial ststements.. Give a true and fair view of the stste of the charitsble company's affalrs as at 31 Marth 2022 and of its incomlng $our$ and appllcation of resources, includlng it5 Income and expendlture for the year then ended Have been properfy prepared in occordance wlth Unlted KINJdom Generally Accepted Accounting Practi Have been prepared in accordan wlth the requ1Ments of the Companies Art 2006 Ba$1$ for oplnlon We conduded our audit Sn accordan with InternaUonal Stsndard5 on Audib'ng (UK) IISAS {UKI) a pplicable law. Our reswnslblllties under those stsndards are further dexribed In the Auditor s responsibllitles for the audit of the financial statements settn of our reEK)rt. We are independent of the charitable company Sn accordan with the ethical reqU1MentS that are leVant to our audit of the finanaal statements in the UK, induding the FRC'S Ethical Standard and we have fulfllled our other ethlcal responsibilrf(ies in accordanTr with these reqU1Ments. We believe that the audit eVIden we have obtained is sufficient and appropnate to provide a baS for our OF4nlon. Concluslon$ r¢latlng to golng conrTh In audlting the financlal ststsments, we have concluded that the tru5tee5' use of the golro cOnM basls of aOUnr In the preparadon of the flnanclal statements15 approprlate. Bas on the work we have performed, we have not identifled any materlal uncertainUes relabng to events or condltlons that, indlvidu3lly or collectyvely, may cast gnificant doubt on British Refugee Counal's abllity to continue as a golng conrn for a period of at least 1Ve months from when the financial statements are authorlsed for Issue. Our responsibilities and responsibilities of the trustees wlth respect to going conrn are desulbed In the relevant 5ecb.ons of thi5 report. Other Inforniatlon The other information comprises the information induded In the trustee5' annual report, includlng the strategic report, other than the finanaal statements and our audltors report thereDn. The tnjstees are respongble for the other Informatr"on contalned wlthln the annual report. Our oplnbon on the finandal Statements does not cover the other Informats'on and, except to the extent otherwlse explicitly ststed In our report, we do not express any form r)f assurance cOncluOn thereon. Our responsibility is to read the other Snformatson and, in (Joing so, congder whether the other information is materialty inconsistent with the finanaal siatements or our knowled9e obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistenaes or apparent material misstatements, we are required to determine whether thi5 give5 rise to a material misstatement in the financial statements themselves. If, based on the work we have perfom7ed, we conclude that there 15 a material misstatement of this other information, we are required to that fatt. We have rK)thiThJ to repL)rt in this regard. 24
Opinions on other matters prescrlbed by the Compan1 Act 2006 In our oplnlon, based on the work undertaken in the course of the audit: The information given in the thjstees, annual report, including the strategic report, for the financial year for which the finanaal Statements are prepared 15 con515tent with the financial statements,. and The trustees. annual rert, induding the strategic report, has been prepared in accordan wrth applicable legal reqLJirements. Matters on whlch w¢ are requlred to report by exceptlon In the Ilght of the knowledge and uTrlerstanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements In the trustees, annual report induding the strategic report. We have nothing to report in respect of the following matters In relatton to whlch the Companies Art 2LK)6 requires u5 to repN)rt to you If, In our opinion: Adequate accounting records have not been kept, or rttums adequate for our audit have not received from branches not visited by u5. or • The flnancial ststements are not in agement wlth the accounting records and retums,. or Certsin disdosures of trustees, remuneration specified by law are not made,. or We have not recelved all the information and explanatlon5 we requlre for our audlt. Responslbllltle* of trustees As explalned more fully In the statement of trustees, respon4bilities set out In the tru5tees' annual report, the trustees (who a also the directors of the d)aritable company for the purposes of Company lawl are resEKinsible for the preparation of the financial statements and for being satlsfied that they give a true and fabr view, and for such internal control as the trustees determlne15 nsSary to enable the preparation of flnanclal statements that are free from materlal mbsstatement, whether due to fraud or error, In preparlng the financial statements, the trustees are responslble for assessing the charitsble company's bility to ConnUe as a going COnM, disclosiro, as applicable, matters related to going cOnrn and using the 9olng conrn bag's of accounting unless the tru5tee5 either Intend to liquidate the d)aritable company or to ase operatlons, or have no realSstlc alternatlve but to éo so. Audltor'i responslbllltles for the audit of the flnanclal statements Our objertlve5 are to obtsln reasonable assurance about whether the ff nancial statements as a whole are free from matertal mlsstatement, whether due to fraud or error, and to issue an auditor's report that Include5 our opinion. Rea50rble assuran Is a hlgh level of assuran but is not a guarantee that an audit conducted In accordance with ISAS {UKI will alway5 detect a material misstatement when it est5. M155tatements can arlse from fra1 or error and are considered materfal If, Individually or in the aggregate, they could reasonably be exFected to Influen the economic dea'sion5 of users taken on the basis of these finanoal statements. Irregularities, induding fraud, are instan5 of non-compliance with laws and regulations. We design prOdureS in line with our responsibility'es, outlined above, to delett material misstatements in respect of irregularitie5, induding fraud. Tr extent to which our prOdureS are capable of deterting irregularities, including fraud are set out below. Capability of the audlt In deterting Irregularitie5 In identifying and aSSeIng risks of material misstatement in respect of irregularities, includlng fraL#J aThJ non-compliance with law5 and regulations, our procedures indLMJed the following: We enquireé of management, which included obtainlng and VIewIng suppcffb'ng documentation, corKerning the charity's policies and procedures relating to.. Identtfying, evaluating, and complying with laws ar¥J regulations and whether they were aware of any Instan of non-complian. 25
Detectir¥J and resIng to the risks of fraud and whether they have knowledge of any actual, susperted, or alleged fraud; The intemal controls estsbli5hed to mltSgote risks related to frOj or Th)n-compliance with saws and regulations. We inspected the minutes of meetr.ros of those charged wlth governan. We obtained an understsndiro of the legal and regulaw framework that the charity operates In, focusing on those laws and regulation5 that had a material effect on the financial statements or that had a fundamental effert on the operats'ons of the charity from our professional and sector experIen. We communlcated applicable laws and regulations thrOut the a11t team remained alert to any indications of non-complbance throughout the audlt. We revlewed any reports made to regulators. We revlewed the financial statement di5dosure5 aThJ tested the to supportlng documentaUon to assess cornpllance wlth appllcable laws al ulatn5, We performed analytlcal pr(edureS to Identlfy any unusual or unexpected relatlonshlps that may IrKlicate rt5ks of materlal m155tatement due to fraud. In addres4ng the risk of fraud through management overrfde of controls, we tested the appropriateness of journal entrles and other adjustments, assessed whether the Judgements made In making accountiro estymates are indicatwe of a potential b¢as aTrJ tested slgnificant transactlons that are unusual or those Outs the normal COLJrse of business. Because of the inherent Ilmitatlons of an audit, there is a rlsk that we w511 not detert all irregularities, induding those leading to a materlal mlsststement in the financial Statements or non-compliance with regulation. This risk increases the more that Complian wlth a law or regulation is rem¢)ved from the events arK1 transach'on5 refiected in the financial Statements, as we will be less likely to become aware of instances of non-compllance. The rlsk 15 a150 greater regarding irregularities occurring due to fraud rather than error, as fraud Involves intents'onal concealment, forgery, collusion, omission or misrepresentstion. A fijrther descrlptlon of our responsibilieS Is avallable on the Financlal Reportbng Councll's webgte at., Thls descriptlDn forms part of our auditor's report. ol our report Thls reportls made solety to the charltable companvs members as a body, In accordan wlth Chapter 3 of Part 16 of the Companies Art 2006. Our audit work has been undertaken so that we might stste to the tharitable company's members those matters we are requireé to state to them in an auditor's report and for no other purpose. Te the fullest extent permitted by law, we do not acpt or assume responslbillty to anyone other than the chadtsble company and the charitable company'5 members as a body, for our audrt worK for thi5 retx*(, or for the oplnions we have formed. Noelia Serrano (seni statutory audltor) 16 December 2022 for and on behalf of Sayer Vincent LLP, Statutory Auditor Invicta House, 108-114 Goklen Lane, LONOON, ECIY OTL 26
Reference an Advisors ministrative Details of th ri its Trustees Charlty number 1014576 Company number 2727514 Chief Executive Audltor Sayer Vinnt LLP Invicta House, 108-114 Golden Lane London, ECIY OTL ComDanv Secretarv Bankers National Westminster Bank plc Piccadilly & New Bond Street 63 PIcdi11V London Wij OA] Executive Director of Servlces Fyoriitivo nirArtrnr Af Arlvnrxrv and Engagement Sollcltorl stone King LLP Boundary House 91 Charterhouse Street LorKlon ECIM 6HR Executlve Director of Income Generatlon Executlve Dlrector of Fundralslno and External Affalr• Penslon AdvSserJ Creafjve 8enefit5 2 Cherry Orthard Robj Croydon, Surrey CRO 6BA Executive Director of Finance and Resources Prlndpal and Reglst¢r•d Offlc• Alf Dubs House 134- 138 The Grove London E15 INS Trustees of the company The Refee Councll Twstees setve a5 the dlrettc*rs of the company and members of the Board of Trustees. The fDllowlng were members of the Board of Trustees at the date the report was signed, or seNed during the year 2021122.. 27
BRITISH REFVGEECOUNCIL APRIL 1021-MARCH 2021 STATEMENT OF FINANCIALAcnvinES IlUdinlrUrnE•D ExoEhLfitUIeAht r4oles Utiled Rt*i(trd IOE1121 Totsl 2010111 T¢tal Fund Ffith ?45 LLyy Z671 IM14 4.446 3&5 y.éoi (xh•rTrndirqArtMtIi Totpl OAD 10,7 15,791 IF8D al&rfFuftO5'. 1.9 TotilflitslwFunds 1.0 L7)9 2,929 3,W6 1.900 J.1 l41ll 1074 Childr¥n iS•w 2.751 410 526 P24 59Y TotDI J.615 In11E1lhrt) 630 To141fundibrqvihi
BRITISH REFUGEE COUNCIL APRIL 2021- MARCH 2022 BALANCE SHEET FOR THE YEAR ENDED 31 MARCH 2022 REGISTERED COMPANY NO: 2727514 Notes 31 March 2022 £'orx) 31 March 2021 Fixed Assets.. Tangible assets Investments Total Fixed Assets 539 634 543 638 Current assets.. Deblors Cash at bank and In hand Ttstal Current Assets 4.614 5,951 10,565 2,197 S,098 7.295 io CiedltOTS'. Amounts falling due wlthln one year li 12,1611 11.8571 Net current assEts 8.404 5,438 Total as5els less current IlabSlltle5 8,949 6,076 12 iiooi liool Total Net Assets 8,849 5,976 The funds of the charhy Unrestrlcted funds.. De518nated funds General Reserves Total Unrestricted Fund5 1,729 4,618 6,347 1,350 2,924 4,274 Restrlcted Income Fund5 2,392 1,592 Endowment Funds iio iio Total charlty funds 13-15 8,849 5,976 These account5, includln8 this balance sheet and the note5, were approved by the Board of Trustees of the Brltlsh Relu8ee Councll on December 15th 2022, and are slgned on its behalf by..
BRITISH REFUGEE COUNCIL APRIL 2021- MARCH 2022 STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31 MARCH 2022 Notes 2021122 Totsl £'ooo 2020121 Total Cash flows from operatin8 artivities: Net cash provided by operating uctivities S54 2,072 Cash flows from Investlng actlvltles: Dividends. Interest and rentg from investments Pyrchase of property, plant and equipment 1251 Alet cash provided by/ fused inl inve5tlng octivitie5 1231 Change In cash and cash equlvilents In the year 855 2,049 Cash and cash equivalents at the beginning of the year 5,098 3.049 Cash and cash equlvalents at the end of the year 5,951 5,098 11) Reconc115atlon of net Incomellexpendlturel to net cash flow from operatlng actlvltles Net Income for the year 2,873 1,051 Adjustment5 for.. Depreciation charges Interest Ilncreaselldecrease In debtors Increase in creditors & provisions 95 95 12,4171 304 486 442 Net cash proded by operatlng artlvltles 354 2.072 1111 Analysls of cash and cash equlvalenls Cash In hand Notlce deposits (less than 3 months) Tot31 cash and ush equlvalents 4,585 1,366 S,9SI 3,732 1,366
BRITISH REFUGEE COUNCIL APRIL 2021- MARCH 2022 NOTES TO THE FINANCIAL STATEMENTS ACCOUNTING POLICIES (a) Bas15 of accountlng The financlal Statements have been prepared under the historical cost conventinn, with the exceptSon of investments which are induded at market value. The financial statements have been prepared In accordance with the Statement of Recommended Prath'ce Accounting and Reporting by Chantles prepanng their accounts in accordance with the Financial Reporting Standard appllcable In the UK and Republic of Ireland {FRS 102) effective l January 20151- (Charities SORP IFRS 102), the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102) and the Companies Act 2006. The principal accounting Policies odopted in the preparab'on of the financial statements are set out below. The Refugee Counal consts'tutes a publlc benefit entity as defined by FRS 102, Golng concern The financial 5tstements are prepared on the golng concern ba515 whlch assumes the CharItse company will continue in operational existence for the foreseeable future. The trustees have assessed the appropriateness of the going concern basis for the preparation of the financlal ststements and have taken account of potential uncertolnties, including the legacy Impact of the COVID-19 pandemic, and the on-going "cost of Ilving" cri515 on the charltable company's financial positron. The trustees have reviewed the charitable Company's forecasts & projectlons for a period of eighteen month5 from the data of approval of these flnancial statefflents and have set a budget for 2022123 based on reasonable a55umptions on funding levels, and are confident that the charity ha5 sufflet resources to deal with any further unexpeded financial shocks ari&ng. Based on the above assessment and the charitable company's levd of free reserves at the balance sheet date, the trustees consider that there are no material uncertainties about the Refugee Council's ability to continue as a going concern and meet it5 liabilitie5 as they fall due for at least 12 months following approval of these financlal statements, Accordingly the finanaal statements continue ta be prepar1 on the going concern basis. The functional currency of the charity is pounds Sterling. (b) Income Income is recognised in these accounts where there Is entitlement to the income, where It Is probable that the income will be received, and where the amount can be measured relbably. Income reiVed In advanTr of these cnteria belng met is deferred as a Ilability. Incorne from Donatlons and Legacles Donations and legacie5 include5 donations and glfts, legacies, and all other Income that Ss in substan gift made on a voluntary bay> It also includes grants of a general nature prowded by government and charitable foundatlons which are not conditional on delivery of certain levels or volumes of a seryice. The donation may be made towards the general aims of the Refugee Council (unrestrirtedl, or towards a specific serce or aim (restritted). Donations are recognised on receipt of the donation, or if earlier, at the polnt where there is a written obligats.on for a donor to pay a specified donab"on. Legacies are recognised at the point of probate being granted and the estate value can be e51irnated reliably. Income frryn Charltable Actlvltles Income from charitable activities indudes income earned from the supply of services under contractual arrangements, and from grant5 that specify the provision of a particular charitsble service. Income under contractual arrangements is recognised when the income falls due under the terms of the contrart.
BRITISH REFUGEE COUNCIL APRIL 2021- MARCH 2022 NOTES TO THE FINANCIAL STATEMENTS Income from grants that Bre subject to performance or other conditions are recognised when the conditions are deemed met. Where a grant agreement ststes that funding 15 conditional on eligible expenditure having been made, such as our provision of the Gateway ResetNement service, our entidement to Income matches expenditu incurred and so we recognise income when eligible expenditLJre is made. Where a performance related grant is given for tharitdble activity to be performed over a specified period of time, the entidement arises and the Income is recognlsed for the period of ttivlty for whlch It is awarded. For example multi-year grants approved on the basis of annual budgets are recognised over the life of the multi-year charltsble aLtlv4ty in Ilne with the approved annual budgets. Income from Other Tradlng Actlvltles If included, comprises primarily rental income received on renting out sUlUS office space. Rental Income is recognised on a stralght Ilne basis over the term of the rental agreement. {c) Expendlture All expenditure Is accounted for on an accruals basls and has been classlfled under the related activlty, The expendlture comprises dirett expeThJiture including dirert staff cost attributsble, and allocated support cost. Support costs represent ntral operational overheads Such as Flnance, Human Resources, Information Technology* and Trnlral office costs {not indudlng service premises costs which re accounted for as dirett expenditure), and the costs of governlng the organisation. Support costs are allocated to athvitie5 on the bags of a percent on top of the expenditure supported a5 this is deemed the most appropriate measure of how such resources are used. Expendlture on raising fvnds are those costs Incurred In attracting donations and legacies. Charltable actlvitles Include grants payable and expenditure assodated wlth the provi51on of Service to the beneficiaries and stskeholders of the charity, and covers both direct Cost and allocated support cost relating to these actlvities. Grants payable are accounted for when the dlrectors have created a constructive obligation to make the grant. The value of grants approved and comrnunlcated but still to be pald are Included In the balance sheet as current liabilities. Charitable activities have been dassified into the followSng maln attltIeS of the charlty.. Resettlement - where we wod( in partnership with local authorities in providlng high qualltv ServIS to Integrate refugees in England,. Children's SeNices- where we provide SerCeS to separated childn, children who have been trafficked and or suffered traumatic eXperIen5. Integration where we support those with newly granted refugee status to move into mainstream 5UPPOrt systerns,. Advocacy and Awareness Raising where we promote the rights of refugees and to ensure that UK immigratlon leglslation and European directives are responded to in a co-ordinated manner, including the use of research, public campaign5, poliry influencing, parliamentsry lobbying and media work,. Therapeutic Services where we offer a holistic re5pon5e to the complex needs of refugee5 who have suffered traumatic experience5. Destitution - where we promde immedate personal support to those at risk of desb'tution and Iso access to advi. (d) Fund accountlng Tre charity maintains various type5 of funds as follows,. Unrestrf¢tedfunds General unrestrirted funds represent funds which are expendable at the dlscretlon of the Trustees in the furtherance of the objects of the charity.
BRITISH REFUGEE COUNCIL APRIL 2021- MARCH 2022 NOTES TO THE FINANCIAL STATEMENTS Deslgnated funds are unreslrlcted fijnds transferred from general funds and Set aside at the discretion of the Board of Trustees for patb'cular purposes. The Trustees review the compostion of the funds annually in order to assess their continued use and make new reserves In line with the future strategy of the charity. The current status of designated and general funds is disdosed in note 15a. Restrlctedfunéts RestriLted funds are fund5 which are to be used in accordance with speafic restrittion5 imposed by the donors. The aim and use of key restricted funds are set out in note 15b to the financial statements. Endowmentfunds The chanty holds one endowment fund which capitsl sum Is to be held in perpetuity with the interest on the balance used to support refugees, education, The aim and use of thi5 en(Jowment fund is set out in note 15d to the financlal statements. Transfers Transfers in certain 51tuabons may be made between categories of funds, Funds may be transferred between Unrethcted and Designated fund5 at the discretion of the Board of Trustees to set aside resources for a pardcular purpose, Where expenditure against a prlrnarlly restricted funded projert exceed5 the restricted funding available from dcinors in the year, funding Is transferred from unrestrirted ftjnds to meet the exce cosi. Tanglble flxed assets and depmclatlon Tangible fixed assets purchased for the Refugee thJndl's purExJse5 and costing more than £2,000 are cèpitallsed and IncIled at cost, Including any incidental expenses of acquisition. Depreciation 15 calculated 50 as to wrlte off tangible assets on a straight line bass over the expected useful lives a5 follow5.. Freehold bulldlngs Leasehold property improvements 50 years lesser of 10 years from date of purchase or lease period 3 years 5 years Computer equiprnent Motor vehicles, furniture, flxtures and equipment (fj Value added tax Lrrecoverable Value Added Tax is included In the relevant cost5 In the Ststement of Financial Actlvit"es. (9) Pensions The organisation operates a defined contrlbution pen&on scheme for emrAoyees aThJ the amount charged to the Statement of Financial Artivities in respect of pension costs ènd other post-retirement benefits 15 the contributions payable in the year. Differen5 between contrlbutions payable in the year and contnbutions artually paid are shown a5 either accruals or prepayments in the balance sheet. (h) Flnance ond operatlng leases Rentals appllcable to operating lea5e5, where substsntiolly all the benefits and risk of ownership rernain with the leor, are charged to the Statement of Financial Actimties over the period in which the cost s inojrred. The Refugee Counol has no assets under ffInan leases, which confer rights, and obligations similar to th0 attached to owned assets.
8RITISH REFUGEE COUNCIL APRIL 2021- MARCH 2022 NOTES TO THE FINANCIAi STATEMENTS (i) Provlslon for liabilities Provi4on for liabllitr'e5 only orlses where the charity has a legal or construrtive obllgation to meet future Ilabilitie5. The following Ilabilities have been recognised in the accounts: Dllapldatlons Provi4on is made for dilapidatlgn works due to arlse on leasehold wopertles. The Refugee Councll has contractual obligation to absorb gjch future cost& u) Crltlcal Jccountlng estlmates and arnas of Judgement Jn the view of the tru5tee5 in applying the accounting policie5 adopted, no judgements were required that have a signlficant effect on the amounts recognlsed in the flnancial ststements nor do any estimates or assumptr.ons made cary a signlflcant risk of material adjustment in the next financial year. (k) other flnanclal Instruments l. Cash and cayh equlvalents Cash and cash equivalents include cash at banks and In hand and short term deposits with a maturity date of three months or less. 11. Debtors and credltors Debtors and credltors re1vable or payable withln one year of the reporting date are carrled at thelr transath'on pri.
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