2021-03-31-accounts

REAL DPO LTD

(Limited by Guarantee) Company Number: 03213172 Charity Number: 1061671 ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021

Myrus Smith Chartered Accountants

Norman House 8 Burnell Road Sutton, Surrey SM1 4BW

REAL DPO LTD

(Limited by Guarantee)

Company Number: 03213172 Charity Number: 1061671

FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2021

CONTENTS	PAGES
Trustees’ Annual Report	1 - 37
Independent Auditors’ Report	38 - 40
Statement of Financial Activities	41
Balance Sheet	42
Cash Flow Statement	43
Notes forming part of the Financial Statements	44 - 52

Real DPO Ltd

Trustees Report 2020-2021

1	Chair and Trustees’ statement......................................................................3	Chair and Trustees’ statement......................................................................3
2	Introduction from our CEO.............................................................................3
3	Name, registered office and constitution.....................................................4
4	About Real.....................................................................................................4
	4.1	Our vision..................................................................................................4
	4.2	Our mission...............................................................................................5
	4.3	Our values.................................................................................................5
	4.4	Our strategic objectives............................................................................5
	4.5	Our organisational objectives...................................................................7
5	Public benefit provided by the charity..........................................................9
	5.1	Information, Advice and Advocacy (Local Link).........................................9
	5.2	Local Link: Real’s Information service.....................................................10
	5.3	Local Link: Real’s Advocacyservice.........................................................11
	5.4	Local Link: Real’s Care Act Advocacy........................................................14
	5.5	CATCH: hate crime advocacy..................................................................16
	5.6	THEN and NOW.......................................................................................16
	5.7	Taking Control of Your Life.......................................................................18
	5.8	Local Voices............................................................................................21
	5.9	Covid-19 Outreach and Messaging Project (COMP-D).............................23
	5.10	Storytelling Project...............................................................................26
	5.11	Digital Inclusion Project........................................................................27
	5.12	Driving change through collaboration..................................................29
6	Plans for future periods...............................................................................29
7	Signifcant events after the year-end..........................................................29

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8 Administration.............................................................................................30	8 Administration.............................................................................................30
8.1	Trustees..................................................................................................30
8.2	Statutory Auditors...................................................................................30
8.3	Bankers...................................................................................................30
9 Structure, governance and management...................................................31
9.1	Management pay....................................................................................31
10 Risks............................................................................................................32
10.1	Approach to risk management.............................................................32
10.2	Risk analysis........................................................................................32
10.3	Wider economicenvironment..............................................................35
11 Financial information..................................................................................35
11.1	Share capital........................................................................................35
11.2	Financial review....................................................................................35
11.3	Financial reservespolicy.....................................................................36
11.4	Statement as to disclosure of information to auditors.........................36
11.5	Directors and Trustees’ responsibilities................................................36
11.6	Methods of preparation ofaccounts....................................................37

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1 Chair and Trustees’ statement

• 2 The Board of Trustees present their annual report and accounts for the year ended 31 March 2021. The Board is satisfied with Real DPO Ltd’s performance during the year and the position at 31 March 2021.

• 3 The trustees would like to acknowledge the hard work of Real’s management team and staff. They continue to evolve and expand the organisation’s work to meet the needs of the disabled people of Tower Hamlets in line with its aims and objectives. The board is always impressed with the dedication, imagination, creativity, competencies and skills of our staff in dealing with the challenges and opportunities that come our way. It is clear that together they make a real difference to the lives of disabled people in Tower Hamlets.

• 4 I would also like to thank the rest of the trustees for their time and support throughout the year.

• 5 The Board commends to you the annual report.

• 6 Henry Stone

• 7 Chair

8 Introduction from our CEO

• 9 What a year! Just before the beginning of the year, we had all moved to offsite working because of the start of the Covid-19 pandemic. Somehow, we all managed to keep on working, keep on delivering, and we met all of our substantive project targets. It was a major achievement and I’m very proud of the staff for doing so well. A full description of all of our funded work is set out in section 5. We explain our projects, their reach and impact, and give case studies of how they have worked in practice.

• 10 We’ve also been able to turn a crisis into an opportunity. New funding streams became available and we were successful in securing grants under some of them. Disabled people were disproportionately affected by the pandemic and it’s great that we were able to do work which enabled us to demonstrate this.

• 11 As a user-led organisation of disabled people, we know and understand that we are the legitimate voice of disabled people in Tower Hamlets. It’s pleasing that this was recognised by many key staff in Tower Hamlets Council (THC), and its statutory partners within Tower Hamlets Together (THT). We were able to act in an agile way and support them to address disabled people’s concerns and needs in a way that they would never have been able to do otherwise. This included:

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• Building a mini site within the Real website (www.real.org.uk/coronavirus) on behalf of THC and CCG to get accessible and relevant information out to disabled people quickly and effectively.

• Working with THC to build their response to the pandemic, including adjustments to the direct payments policy, an enhanced direct payments offer, and development of PPE schemes.

• Supporting officers in writing accessible communications to send out to direct payment recipients.

• Supporting the CCG and THC to develop and implement their approach to vaccination of disabled people and, in particular, paid carers eligible for vaccination in priority group 2 who were employed by direct payments uses.

• Building a bespoke vaccination booking system on our infrastructure and providing a backend portal for CCG staff to administer them.

• Support for developing accessible vaccine-related communications.

• 12 The work above was unfunded but it was the right thing to do in terms of meeting the needs of our constituency. Crucially, we know it was valued, with the Director of Social Services championing much of our joint work at the Social Care Futures conference.

• 13 The year has given us the opportunity to reflect and learn on how we work with people differently. New technology and ways of working have enabled us to be more effective and reach people in different ways. But we also remain very concerned that significant proportions of our constituency remain digitally excluded and it’s important these people do not get left behind. We want to move back into real-world working as soon as it is safe to do so.

14 Mike Smith

15 Chief Executive

16 Name, registered

office and

constitution

17 The full name of the charity is Real DPO Ltd, and is a company limited by guarantee. The charity is known as Real, which is a working name registered with the Charity Commission.

18

19 The charity changed its name from Disability Coalition – Tower Hamlets on 16 August 2012.

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• 21 Date of Incorporation: 12th June 1996

• 22 Date of Registration: 4th April 1997

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24 The Registered Office is Jack Dash House, 2 Lawn House Close, London E14 9YQ 25

26 About Real

26.1 Our vision

• 27 Real’s vision is of an equal and diverse society free from the barriers that stop disabled people from living their lives the way they want.

27.1 Our mission

• 28 Real’s mission is to protect and uphold the human rights of disabled people in Tower Hamlets, and overcome discrimination, to enable disabled people to live as equal citizens.

• 29 We aim to help disabled people to live independently - where they choose, how they want, with all the support they need, and with the money and resources they need to do it.

• 30 The name “ Real ” is not an acronym, but it does stand for the real jobs, real education, real incomes, real choices, and real participation in society that all disabled people deserve.

• 31 Real does not exist to give disabled people jobs at Real, but we do recognise that having disabled employees and volunteers is one of our strengths because we are more likely to connect and have empathy with the people that we are supporting through shared experience.

31.1 Our values

• 32 Our ethos is based on clear values of independence, user involvement, peer support and co-production. The following principles underpin our approach to everything we do:

• Human Rights-based : we support people to achieve their human rights. Disabled people have the same rights as everyone else and should not have to rely on conventional concepts of charity to achieve equality.

• Empowering : we are a people-based organisation. We build relationships based on mutual trust; creating a safe and empowering environment which is encouraging, and collaborative. We believe in supporting people to make choices and live their lives the way that they want, and not making decisions for them. Wherever possible, interactions with our constituents will seek to impart skills and confidence that support them to take control of their own future.

• Inclusive, diverse and respectful : we respect people and are committed to equality. We value and celebrate diversity, equality and freedom of expression throughout all our activities.

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1. Person-centred and accessible : we recognise that people have different communication and access needs, and preferences for ways of working, and we seek to work with people their way whenever we can.

2. User-led : at all levels of our organisation we are led and controlled by disabled people, and influenced by their views.

3. Accountable : we aim to be accountable to and representative of the communities we work within. We strive to be open and transparent.

4. Democratic : we are run by and democratically accountable to our membership; consisting of disabled people and non-disabled allies.

32.1 Our strategic objectives

• 33 Real’s four overarching strategic objectives for the next five years are all focussed on the changes we want to make for, and with, our disabled constituents. All of our projects and activities will be set up so that they can work towards achieving one or more of these objectives.

34Disabled people have increased income and an improved standard of living

• 35 Our research shows that disabled people are more likely to be in poverty and less likely to be in work than the non-disabled population. Even if they are in work, disabled people tend to have lower incomes. This is compounded because many disabled people experience higher costs of living due to their impairments.

• 36 Digital exclusion is also a real issue for many disabled people, limiting access to jobs, resources and benefits. Digital exclusion also makes some disabled people financially excluded, or worse off, because they can’t access the best deals.

• 37 Sometimes access to money can help overcome some of the barriers disabled people experience. This could be achieved through getting jobs, or better-paid jobs, through to obtaining the benefits to which people are entitled.

38 This objective is about providing access to money and addressing the higher costs of disability, both of which are essential for creating economic equality with others.

• 39Disabled people are more able to live independently, express their views, and participate in their communities

• 40 Real’s constituents need access to good, meaningful social care and support, delivered in ways that they want.

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• 41 There is a lack of access to affordable, accessible housing, especially in Tower Hamlets where land values, house prices and rents are high.

• 42 Added to this is the issue of representation; disabled people often aren’t heard or cannot influence decisions about their lives and neighbourhoods in the ways that they want.

• 43 Young disabled people feel particularly excluded from meaningful participation in society. They don’t feel understood or given the right support so feel isolated and overly-reliant on families.

44 This objective is about giving disabled people the voice and means to participate in society as equal citizens.

45Disabled people are more able to access services, facilities and activities that meet their needs

• 46 Our research found that providers do not make enough reasonable adjustments under the Equality Act, with barriers to inclusion across private and public provision of services. This ranges from the services of the local authority and other providers of public services through to shops and businesses.

• 47 Transport, and the environment we live in, are not nearly as accessible as they should be for a wide range of impairments.

• 48 People who are not able to access modern technology are getting left behind in a world where more and more things are being done online. They might not be able to get online due to lack of income, knowledge, access to accessible equipment, or confidence.

49 This objective is about removing the barriers that wider society creates.

50There is attitudinal change around disability

• 51 People’s attitudes are often the biggest barriers to inclusion, with stigma and negative attitudes causing discrimination, lack of aspiration for disabled people, and hate crime and hate incidents.

• 52 Negative reporting and valuing of disabled people, especially in some parts of the press, can have a real negative impact and can increase disabled peoples’ fear of judgement. Family and other people’s expectations of our abilities can make things worse. Some disabled people from minority ethnic groups have reported feeling doubly disadvantaged, especially where there are negative perceptions of disability, or lack of aspiration, from a cultural perspective.

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53 This objective is about addressing the root causes of disadvantage experienced by disabled people by seeking to change perceptions of disability itself.

53.1 Our organisational objectives

• 54 Real already has a good reputation amongst key stakeholders. But we also know there is more that we could do, as an organisation, to maximise our chances of achieving our strategic objectives. We want to be recognised by others as an example of best practice as a user-led organisation of disabled people, and a leading not-for-profit organisation.

• 55 Therefore, in parallel with our programmes of work to achieve our strategic objectives, we will also work towards the following five organisational objectives.

• 56Being an effective, efficient, independent, user-led, expert on disability in Tower Hamlets

• 57 As well as maintaining our existing quality assurance standards, over the course of this strategy, everything we do will be underpinned by sound quality assurance frameworks.

• 58 We want to establish our credentials as the “go to” organisation for facilitating genuine co-production with disabled people. We will do this by using our skill and expertise in supporting disabled people to participate equally in consultations and co-production initiatives by others. We will develop others’ knowledge and understanding of the social model of disability and of disability rights, and how best they should meet the access needs of different impairment types.

• 59 We will ensure that the collective voice of local disabled people underpins the legitimacy of the representative roles we may have.

60Improved reach and connections with our members, constituents and stakeholders

• 61 As a user-led organisation of disabled people, seeking to represent the collective voice of our constituency, we want to develop and maintain our ability to connect with a wide group of people and to influence local society for their benefit.

• 62 We want to grow our organisational membership and the reach of our projects, implement a new communications strategy and plan to achieve this. In summary we want to be more relevant to more people.

• 63 We also want to develop even stronger working links with other voluntary organisations, council and NHS services, housing providers, local colleges and other education providers, and local businesses.

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64Financial sustainability

• 65 Real aims to achieve and sustain a strong financial position, ensuring all projects achieve full cost recovery, and we can build and enhance our reserves. We intend to broaden our overall number and range of funding sources and, in the medium term, develop our capacity to generate trading income.

• 66 To achieve this, we will finalise a new fundraising strategy, supported by annual action plans, with targets for income generation and careful tracking of our financial position.

67Understanding the impact of everything we do

• 68 We will evaluate the impact of all of our projects and activities, against the outcomes required by funders, and how they meet our own strategic objectives. We will implement a new organisation-wide client management system to drive better communications and connections, and which helps us record our impact across projects.

• 69 We will develop, in the first year of this strategy, new key performance indicators to help us track progress towards our key objectives. These will form the basis of board oversight of our work and be reported on in our annual reports going forward.

70Contributing to strategic change at local, London and national level

• 71 We will establish ways of working that support the gathering of evidence to influence policy and practice. We will do this through user involvement and co-production, and developing a new framework for campaigning and influencing. We want to create system change as well as solve the problems of individuals.

• 72 During the life of this strategy we aim to work with Tower Hamlets Council and others on the production of a new Disability Strategy, co-produced with local disabled people.

• 73 We will contribute to local strategic partnerships such as the Tower Hamlets Together Promoting Independence Board, the Safeguarding Adults Board, and other relevant channels such as the Pan Providers Forum, the Health and Well-being Forum, and the Tower Community Advice Network. Where relevant to specific projects we will also work within alliances such as the No Place for Hate Forum.

• 74 Our charitable objects are to work “in Tower Hamlets and beyond”. Whilst our primary focus will be to support disabled people in Tower Hamlets, we will continue our existing track record of successful collaboration with other organisations in nearby boroughs where that fits with our strategic and operational goals.

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• 75 We will also continue to network and collaborate with other London DDPOs and infrastructure organisations to influence nationally where appropriate, and amplify our effectiveness and learn from others.

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77 Public benefit provided by the charity

• 78 In forming our objectives the Trustees have given due regard to the Charity Commission’s published guidance on public benefit. Real provides the following services in furtherance of its charitable objectives:

• IAA - Information, Advice and Advocacy service (known as Local link)

• Real’s Information Service

• Real’s Advocacy Service

• Real’s Care Act Advocacy Service

• CATCH: hate crime advocacy

• THEN and NOW

• Taking Control of Your Life

• Local Voices

• Covid-19 outreach and messaging project

• Storytelling project

• Digital Inclusion project

• Driving change through collaboration.

78.1 Information, Advice and Advocacy (Local Link)

• 79 The Local Link service is managed by Real and delivered by 6 other consortium partners in the borough: Age UK, APASEN, Bromley by Bow Centre, deafPLUS, Positive East and Tower Hamlets Law Centre. We work together to deliver an Information, Advice and Advocacy service, funded by Tower Hamlets Council, to anyone in Tower Hamlets who could benefit from adult social care services, has a disability or an impairment or who is a young person in transition from children’s to adult’s services aged 14 and up. The project year runs from 1 August until 31 July and the project started in 2013. The original contract was for three years extendable for plus one year plus one year. This financial year we delivered the end of project year 7 and the start of project year 8.

• 80 Real are funded to both manage the contract and deliver part of it. We provide Advocacy under this contract and we also run an Information service for the main Local Link contact number. Real, as the lead partner in the consortium, manages the overall contract and the performance and quality of the six partner organisations. The total contract value of the service is £485,000 per annum, from which Real receives money for both service delivery and for managing and running the whole project.

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• 81 In response to the COVID-19 pandemic and the government guidance, Local Link closed its hubs, which would have usually been used for drop-in, faceto-face appointments. Services continued remotely via phone, email and video-call.

• 82 Tower Hamlets Council has concluded the commissioning process for a replacement to Local Link. The project specification continues Information, Advice and Advocacy services in the borough, with a focus on more delivery through online and phone-based support, and incorporates the front-door for Adult Care, which is currently delivered by the Assessment and Intervention Team. The council have chosen to separately commission Care Act Advocacy as part of an Integrated Statutory Advocacy Service.

• 83 The replacement service is a new consortium of organisations, led by Age UK East London, and includes Real and the other Local Link partner organisations, as well as Island Advice and The Limehouse Project. Real will continue to deliver Advocacy as part of the new service.

83.1 Local Link: Real’s Information service

• 84 Real services the Local Link main contact telephone line and email address, which is answered throughout the week by our Information Officer role and our Advocates. We are able to offer Information on any area of a person’s life and we offer Advocacy in Benefits, Employment, Financial Advice, Health, Housing, Leisure, Social Care, Travel and Volunteering.

• 85 The Local Link drop-in hub has been closed since late March 2020, but through its phoneline and email we have continued to respond to queries and referrals in the normal opening times of 10am-4pm, Monday-Friday. Across Local Link partners, the increase in access through phone and email has not equalled the decrease in access through drop-in services. This was highlighted to commissioners and monitoring officers at the council.

• 86 Over the last year, Local Link, through its phone-line and email, has provided information on almost 500 issues, half of which have been dealt with by Real. Advice cases dealt with through the consortium have exceeded 1300. Both these figures show a decrease on the year before. This is a result of the COVID-19 pandemic, service adaptation to remote working and changes in client need and how services are accessed.

• 87 Local Link supported people with information about coronavirus and the government’s response; helped people isolating to access food deliveries; and introduced regular calls to clients to check on their wellbeing and whether they needed any support.

• 88 There was a fall in benefit queries as pandemic response measures put a hold on benefit sanctions and assessments. The same is true of housing advice as landlords were restricted from evicting tenants.

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89

90

90.1 Local Link: Real’s Advocacy service

91 Real had a team of 3 Advocates (2.2 full-time equivalent) and one Advocacy Coordinator (0.8 full-time equivalent) during this financial year who provide Independent Advocacy under the Local Link contract. Our Advocacy Service provides advocacy and support to people with physical, sensory and neuro-impairments (including older people and young people in transition). The aims of the service are:

• to empower disabled people to access services and challenge discrimination

• to provide information and support, and

• to enable people to make informed choices and support them to be heard on specific issues.

92

• 93 We deliver this service in line with the Advocacy Charter, a nationally recognised set of operational standards. Real also holds the Advocacy Quality Performance Mark, originally awarded in 2017. It lasts three years and Real went through successful renewal of the accreditation in late 2020.

• 94 The areas in which we provide support most often include:

• social care

• housing

• legal issues

• health.

• 95

• 96 We support people to have fair access to:

• financial advice

• employment support services

• education and training opportunities

• volunteering opportunities

• leisure opportunities.

• 97

• 98 We support people to access other services to help them with:  benefits

• debt.

99

• 100 This service works with people from all disability impairment groups supporting them on a range of issues. Advocates support their clients to make informed choices, ensure they are being heard and to uphold their rights.

101 We don’t tell people what to do. Instead, we support them to make their own choices and access appropriate services to ensure they can fully

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engage and have control over decisions and circumstances affecting their daily lives.

102 Case study 1

----- Start of picture text -----
104 62 year old male with physical disability.
103 About
the
client
106 The client sought support with showering,
105 Issue( cooking, cleaning and shopping. He was unable to
s) do this because he has many health conditions and
impairments which leave him feeling dizzy and
weak. He cannot lift any weight, cannot bend and
feels tired all the time and is unable to stand up for
long.
107
108 His mobility is impaired, and he becomes tired
if he walks more than the distance of a bus stop; he
takes many breaks and rests in between. The client
is unable to go out and take part in social life. The
client also needed help with shopping while in self-
isolation due to high risk category of COVID-19.
109
110 The client was unaware of any help or support
he could access. He was receiving help from his
friends, however, they could not offer help in the
long-term.
112 The advocate and client could not meet during
111 Action lockdown but worked together remotely. They
s taken discussed options of private social care, Adult Social
Care provision and friends and family with client
over the phone.
113
114 The client decided to request care through the
Adult Care as he could not afford private care and
did not have friends or family who could help. The
advocate gave him information on the Care Act
legislation and self-assessment procedures and
supported the client to complete a self-assessment.
115
116 The client was feeling lonely during the
lockdown as he is living alone and does not have
internet access or know how to use a computer. The
advocate referred the client to a befriending service
and called him at regular intervals to check on him.
----- End of picture text -----

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----- Start of picture text -----
118 The client was able to have an assessment
117 Outco with a social worker by himself and felt confident as
mes he was given information about the assessment
process and his rights.
119
120 The client now receives care twice a day for
personal care and food preparation; and cleaning,
shopping and laundry once a week. The client is
very happy with the help he is receiving. He feels
healthier, less isolated and less anxious.
----- End of picture text -----

121

122 Case study 2

----- Start of picture text -----
123 About 124 25 year old female with learning disability.
client
126 The client has learning difficulties and finds it
125 Issue( difficult to understand complex issues. She finds it
s) difficult to express herself before people she is not
familiar with. The client had recently given birth and
Children’s Services had concerns for the child’s
wellbeing as the client’s home environment was not
safe. Child protection proceedings were undertaken.
127
128 The client has anxiety and depression and
struggles to express herself. She needed support to
understand and take part in the various meetings
involved in child protection proceedings so that her
voice and concerns were heard.
129
130 The client did not engage with professionals
including the social worker, and had lost contact
with her immediate family.
132 At first, the client was difficult to contact: she
131 Action did not answer her phone and/or would become
s taken frustrated. The advocate explained her role and how
she could support the client in meetings. They met
several times, so the client became comfortable
with the advocate and the advocate understood her
needs, views and wishes.
133
134 The advocate explained the procedures for the
care proceedings and the roles of different
professionals involved. This involved meetings and
court dates with the client to make sure she
understood what has been discussed during
----- End of picture text -----

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----- Start of picture text -----
meetings and feeding back to her, so that she was
clear on the outcomes and actions.
135
136 The advocate supported the client to express
her views and clarified questions from professionals
involved. The client became less concerned and
worried once she understood proceedings and felt
listened to. The client engaged in meetings and
gave answers when she felt able. When the client
did not wish to answer, the advocate checked
whether it was okay to give responses on her behalf.
139 Initially, the client did not engage and did not
137 Outco attend some of the core meetings, but with the
mes advocate’s support, she started to attend all the
meetings and liaised with professionals involved.
138
140
141 The client became more confident and was
able to express views during the meetings; she
became assertive in challenging some of the things
raised during the meetings.
142
143 The client felt empowered as her rights were
upheld. Contacts between the client and her child
were arranged adjusting to the client’s needs and
availability. The client was also referred to Housing
support to apply for her own accommodation. A
further referral was made for benefits advice as the
client was struggling with bills and finances.
----- End of picture text -----

144

144.1 Local Link: Real’s Care Act Advocacy

• 145 Care Act advocacy is a statutory right for people involved in a care needs assessment, a review of their care plan or a safeguarding enquiry, and who meet the following criteria. They must be deemed to have substantial difficulty to engage in the process and to have no one else appropriate to support them. The purpose of Care Act advocacy is to ensure people have support or representation through these processes that is independent of health and social care professionals. It is health and social care professionals who have the responsibility for making these referrals.

• 146 Our advocates who work on Care Act cases apply the same principles as in non-statutory advocacy, aiming to empower the client, uphold their rights and ensure their views are listened to by other professionals, yet also ensuring that statutory processes have been followed appropriately.

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• 147 During the COVID-19 pandemic, the government put in measures to ease Local Authority duties relating to care. Tower Hamlets Council prioritised urgent care assessments, reviews and safeguarding enquiries, and delayed more regular reviews. This meant a drop in referrals for Care Act Advocacy over the year.

148 Case study

• 149 About the 150 65 year old female with a learning disability. client

• 151 Issue(s) 152 Annual review of care plan. 153 Actions 155 Due to the pandemic, the meetings were taken carried out by video call. This method was difficult for the client due to her learning

• 154 disability, and she found it challenging to engage. At first she would not speak on video calls.

• 156 The client remembered the advocate from previous support and the advocate helped her increase in comfort and confidence with video calls. They spoke several times before the review. The advocate had a good understanding of the client’s access needs.

• 157 The advocate talked about what would happen during the review and the sort of things that would be covered — where she lives, the day centre she attended and her care provider. The client understands questions but needs time to think them through before responding. The advocate made note of the client’s feelings and wishes about her support-plan: she wanted to remain in the current home and continue to receive support from the carers.

• 158 The client said she would enjoy attending a day centre or participating in activities like gardening. The advocate explained to the client that she could help her present her views at the meeting and could prompt her if she forgot anything or could speak on her behalf.

• 159 During the meeting, the advocate made sure the client’s views, wishes and concerns were considered before decisions were made. The advocate supported the client to understand

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----- Start of picture text -----
questions asked by the social worker by using
different methods, e.g., rephrasing the questions
or translating into Bengali so she could give more
complete or detailed answers. This method
benefited the client as the social worker was able
to understand her needs better. The advocate
helped the client raise her wish to take part in
gardening.
160 Outcomes 162 The client engaged well in the review and gave
answers when she felt able. As the client was
161
happy with her care provider and current
supported living there was no change to her
support plan. The social worker looked for
gardening provision to add to the client’s support
plan.
163 The review was conducted in a professional
and friendly manner and the support-plan was
agreed with the client.
----- End of picture text -----

164

165 Feedback on Real’s Local Link services

• 166 “[Advocate] was helpful and explained things well.”

• 167 “The advocates engage with the client on a level which other professionals often find difficult to do. Their relationship is often more trusting and in many ways more practically based than those of social workers."

168

• 169 “I would like to say thank you very much to [Advocate] for the support I received from her.”

• 170 “I have experience of working with Real Advocates on multiple cases and feel that it has always been positive, both for the clients and myself as a professional. The advocates have always been timely with their interventions with clear and open lines of communication being established to facilitate information sharing to promote positive outcomes for the clients. Furthermore, the advocates have always demonstrated the means to represent the views of their clients whilst also ensuring the clients are fully aware of their options in a given scenario which enables realistic goals to be made and expectations to be managed. The advocates also demonstrate their knowledge, skills, and versatility well by readily being able to engage clients with different needs and presenting circumstances which enables a truly person-centred approach to practice to be achieved.”

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171 Take up of our Advocacy services

• 172 During the year, Real’s advocates have supported people with 130 issues: 65 independent advocacy and 65 Care Act advocacy. These range across all the areas we provide support on, the largest areas of support have been with social care, benefits and housing.

172.1 CATCH: hate crime advocacy

• 173 Real is part of the Communities Against Hate (CATCH) Partnership. CATCH is a London wide group of organisations that support people who have experienced Hate Crime. The partnership consists of Galop, The Monitoring Group, The Community Security Trust, TellMAMA, Choice in Hackney, Stay Safe East and Real. The organisations specialise in different forms on Hate Crime, with the latter three being DPOs that support people who have experienced Disability Hate Crime.

• 174 Real joined the partnership with a focus on support for people in Tower Hamlets, Southwark, Greenwich and Lewisham. As the partnership covers the whole of London, Real has supported people from other boroughs also. The Hate Crime Advocacy service gives people a safe space to talk about their experience, informs them of their rights, explores options available to them and can provide practical support to report to police and access other services such as housing or counselling.

• 175 Real is funded for 14 hours per week (0.4 full-time equivalent). The contract has been extended by one year and was due to end October 2021. Over the last year, Real has supported 34 people who have experienced Disability Hate Crime.

175.1 THEN and NOW

• 176 The THEN and NOW project engages with employers in Tower Hamlets to address the barriers that disabled jobseekers and employees face in employment. It is a three-year project funded by Tower Hamlets Council under their Local Community Fund.

• 177 This project embodies a unique holistic approach to improving access to employment for disabled people. The project delivers a variety of activities, all of which are underpinned by coproduction. The core aims of the project are to support Tower Hamlets companies develop the confidence and capacity to be excellent employers of disabled people, and to increase levels of employment amongst them. We achieved these objectives by creating communities of current and potential workers, and employers, to drive positive change through a range of activities. These two networks, called THEN and NOW, are explained more below.

• 178 There are multiple data sources that highlight the employment gap, the earnings gap and the poverty gap between disabled and non-disabled

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people, as set out in Real’s strategy and the funding criteria. Many government initiatives to get disabled people into work are not effective because they focus on the individual and not the barriers individuals face. Businesses don’t have the time, resources or confidence to address disability in the workplace effectively, and need trusted advisers who can help them change.

• 179 Funding commenced in April 2020, with a full staff complement in place by September 2020 and interim cover up until that point. We set up an effective system for triaging and understanding different employers' needs. Activities delivered included one-to-one meetings and workshops with disabled employees and jobseekers on the one hand and employers on the other, as well as the production of useful materials such as how-to guides and checklists.

• 180 Over the past year, we delivered the following headline points:

• Training sessions with Evenbreak – Three two-hour workshops

• Three how-to guides

• Two Promotional drop-ins - resulted in 1 new member so far.

• One-to-one advice sessions – Seven hours delivered to two employers and

• The “Purplespace” members zone - Two employers signed up

• 181 In this first year, we further created an online directory of support that employers and employees can access, collated by Real and Evenbreak. The directory includes local and national resources and training opportunities available to businesses and employers.

182

• 183 On top of the aforementioned activities, we worked with the Legal Advice Centre, which delivered advice to employers, individual jobseekers and employed disabled people alike.

184 THEN – Tower Hamlets Employers Network

• 185 We launched and maintained a group of Tower Hamlets businesses, who wanted to become disability confident employers and/or who faced uncertainties around how best to address the different needs of current or potential disabled employees. Thirteen employers were actively involved with THEN in the first year. They attended training sessions, fed information back to us through surveys and engaged with one-to-one advice. The group performed well and delivered essential insights into the issues that need to be addressed in order to improve employment of disabled people in Tower Hamlets. These insights helped deliver solutions to assist businesses

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address the identified issues and to support Tower Hamlets companies to work together to address the issues disabled people face.

186 NOW – Network of Workers

• 187 We established and maintained the NOW coproduction group, which has worked well. They have provided feedback on the contexts and barriers many disabled people face when navigating the job market. We held a total of four NOW coproduction sessions. We also developed materials to broaden the membership in the second year.

• 188 The Network of Workers coproduction group was comprised of nine members, seven of whom were regularly at meetings, and two who attended 3 out of 4 meetings. Around half were new to Real.

• 189 The group included a diverse range of genders, faiths, racial backgrounds, ages, professional backgrounds and employment statuses. In particular, we are glad the group represented both jobseekers and employed individuals. The group was broadly representative of the Tower Hamlets population.

190 Challenges related to the Covid-19 pandemic

• 191 The THEN & NOW project was conceived prior to the Covid-19 pandemic. Covid-19 meant that engagement with employers was a challenge, from a number of reasons:

• Many employers were working remotely, and with staff on furlough, especially staff that may undertake work that employers don’t consider “essential” during a period of crisis.

• Many businesses were focusing on more “business critical” issues around managing during the pandemic.

• Additionally, the combined economic pressures of the pandemic and Brexit meant that many businesses were in “survival mode”, and therefore expressed interest in the project, but were unable to engage.

• 192 As such, Covid-19 restrictions disproportionately impacted on the ability of THEN employers to engage with the project.

• 193 COVID 19 also delayed recruitment to the project. Full staff resource was in place in September 2020, weeks before our first annual monitoring (although there were interim staff resources in place delivering activities before then).

194 Expectations for next year

• 195 This was the first year of delivery, with some delays in starting exacerbated by some of the challenges arising from Covid 19. The project has significantly extended its impact and reach in the second year of delivery, which will be covered in next year’s report.

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195.1 Taking Control of Your Life

• 196 Real’s Taking Control of Your Life (TCOYL) project empowers disabled people in Tower Hamlets to have more choice and control in their care. We work to ensure health and social care services are accessible and inclusive of the needs of our diverse community. This project is also a three-year project funded by Tower Hamlets Council under their Local Community Fund.

• 197 In addition to our support service, our TCOYL steering group meets every two months to identify the barriers local disabled people face in health and social care. We then explore creative solutions to dismantle these, so our services work for all.

• 198 Funding commenced in April 2020, with a full staff complement in place by September 2020, with interim cover up until that point. We set up an effective system for triaging and understanding disabled people’s needs, including developing several tools and resources to support clients:

• Client journey map to streamline services

• Checklist of resources

• Zoom guide

• Multitude of support plan templates

• Good and bad days

• Creative options

• Three options

• Timetable

• Dossier of grants

• Key questions guide.

• 199 We also created a monitoring system for our work that included:

• Itemised account of how advisor and coordinator time is spent

• Recording of time spent on each stage of the case.

• Baseline surveys at the start and end of client relationship

• Collection of support plans

• Evaluation survey.

• 200 Covid-19 had an impact on our work, making it harder to mobilise the project. This resulted initially in a lack of drop-ins and footfall through our service, and we had limited avenues for providing marketing materials accessible to people who were shielding or avoiding unnecessary exposure to the public realm. In addition, while we worked hard to form links with other organisations which may have provided referrals, those organisations were also struggling with Covid-19 related issues and had capacity issues which may impact on referrals.

• 201 We established and maintained a coproduction group which has performed well, including through providing feedback on health and social care contexts and barriers which may not be easily overcome without

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further work by Tower Hamlets Council and Real. We developed materials to broaden the membership in the second year, including looking at issues affecting LGBT+ service users, as well as BAME and people of faith who are disabled.

• 202 We held three steering group meetings which were received very positively and led to other professionals seeking to work together. We received a 100% satisfaction rating on session relevance, facilitation and usefulness. Our sessions have covered topics such as social care charging, clarity of charging guidelines, lack of information from councils, interaction with social services and communication, partnership working and working with other impairment groups.

• 203 As the project effectively started late, we were a little behind on our targets for supporting people to develop action plans. By 31 March 2021 we had completed 10 support plans covering areas such as:

• accessing massage therapy,

• childcare and respite services,

• support with arranging daily care,

• preparing for employment,

• learning to start up their business

• arranging personal care and medication management

• travelling to access the community

• arranging daily care

• arranging for carer to attend hospital appointments.

• 204 One client was supported to access treatments such as holistic massage therapy, allowing them to recuperate, which means they were able to perform tasks which they otherwise would not be able to do and prevented their condition from worsening.

• 205 Financial independence is a major goal for some of our clients. We have supported our clients to be financially independent by supporting them to improve their employability skills and enhancing their skill base in preparation for entering paid work. We have helped clients maximise their income by finding them grants, and services which are free or at low cost.

• 206 One client was supported to access childcare services to help look after her children, which gave the client and her partner time to “enjoy family relationships” and helped the client access the community.

• 207 We found a large proportion of our clients were unaware of services available to them in the borough of Tower Hamlets. This is where we have seen the value of support planning and support planners being skilled in knowing what’s available and to what services users are entitled. A client noted it was ‘empowering’ to be supported by a user-led organisation with a variety of streams of work and support.

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• 208 As per our client feedback:

• 100% reported information provided was clear, useful and easy to understand

• 100% reported they had been given information about other services

• 100% was treated with respect by the Advisor

• 100% views were listened to and acted upon

• 100% felt access and communication needs were taken into account.

• 209 We conducted a review of the first year’s delivery in June 2021, and with the agreement of commissioners made some revisions to the project’s approach. The project is going very well in 2021/22.

209.1 Local Voices

• 210 Tower Hamlets Council have funded Real to deliver the Local Voices Project since 2012. This was the eighth year of the project; the latest contract started in April 2017 and was due to end March 2020. However, Tower Hamlets Council extended the funding due to the coronavirus pandemic.

• 211 Real’s essential role was to recruit, support and develop a steering group of disabled people who live, work, study or socialise within the borough of Tower Hamlets. The Local Voices Steering Group are responsible for the overall direction of the project and ensure that disabled people have a voice, and are genuinely able to influence, and change, statutory and other services for disabled people.

• 212 Real managed the relationship between the Steering Group and Tower Hamlets Council. We managed the project’s budget, supported the Steering Group to meet regularly and discuss issues relevant to the disabled communities. We helped draft and develop the project’s strategy, assisted with administration, and supported the Local Voices Steering Group to deliver its work plans.

• 213 In the year 2020-2021, Local Voices members participated in the following consultations : Tower Hamlets Council Vaccine and Trust Project; Health Messaging for All; Ross Atkins Associates Access Audit for Liverpool Street; Food poverty in Tower Hamlets; and Greenwich Park Redevelopment Work

• 214 We provided training on storytelling skills, Zoom training, Safeguarding training, and Mental Health training.

• 215 Work was carried out on the following core themes: Access & Transport; Social/Digital Inclusion; Covid-19 issues; Parking Permits and Cuts; Health Messaging; and Community Safety.

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216 Theme-based reports

• 217 Local Voices developed a library of useful reference material on events and activities we delivered over the past year.

• 218 We produced four topic based written reports this year. They provide details of our engagement activities and the outcomes, including experiences, views and opinions of disabled people in the community. This year’s report covered:

• The Pandemic

• Liveable Streets

• Social Care Charging

• Storytelling

219 Social Care Charging

• 220 Social care is a key issue for a number of disabled people, including those who do and those who do not currently receive social care support. Social care comes in a variety of guises, funded and provided by local councils, including Tower Hamlets Council.

• 221 Social care is potentially all forms of personal care and assistance that disabled children and adults may need. This can be any of the following:

• Practical assistance in the home or workplace from a paid carer

• Recreational equipment.

• 222 Access to:

• Travel

• Home adaptations and disabled facilities

• Delivered meals

• Communication equipment, from telephones through to personal alarms.

• 223 Our aims were to understand what kind of conversations and conceptions people had around social care. We undertook an open session asking questions around what people’s feelings were on social care and whether they felt that there had been changes or a direction of travel, understanding that this would not constitute an objective analysis of whether people were better or worse off following any changes.

• 224 We identified the following areas of interest :

• Social exclusion

• Attitudinal barriers

• Resource barriers  Transparency.

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• 225 The work undertaken within a coproduction context demonstrated that there is significant anxiety around social care provision.

226 Storytelling

• 227 Part of the success of this storytelling project was that it was user-led. It started off in an informal manner with the group deciding themselves how they wanted to share their stories. Most of the information around Covid is incredibly heavy, so it was important for these sessions to be fun and inviting, as well as accessible. By beginning these sessions in a casual way, the members felt there was less pressure to have to perform or capture a medium perfectly. Instead, they developed friendships in the group, and built confidence over time as they steered their own storytelling pathway.

• 228 The second success of this project was exploring different mediums. Every person has a preferred way of expressing themselves, but sometimes lack the skills or knowledge to be able to articulate themselves in the way that they want. This project started with oral storytelling which evolved into the use of prose. From here, the group decided to explore poetry, at first in an informal manner, and later with professional instruction as to how to develop poetry structure and content. The group then explored art therapy, and drama as a means of exploring their emotional journey. Each medium offered the members a different platform, and an alternate way to view and share their own experience. The group was also shown other techniques they could use to express themselves including animation and music. Each week the same members returned to the session which is testament to their thirst to explore new, and varied techniques.

229 Understanding Local Voices’ Legacy Work

• 230 In addition to the work carried out this year, we wanted to highlight some of the fantastic work achieved by the Local Voices in the last 8 years. Over the project’s lifespan, the network achieved considerable success in engaging local disabled residents, and influencing local decision making. Below, we provide a summary of some of the key achievements, including information about the reach of our projects and the ways in which we contributed to affecting change within the local community

• 231 In the last 4 years alone, Local Voices Active Members took part in 376 engagement activities, including consultations, professional forums, training sessions and workshops.

• 232 At the end of the project, we ran a legacy workshop with the Steering Group and active members to reflect on what Local Voices had achieved in the last 8 years. The session provided an opportunity for members to come together and celebrate the successes, and share which activities had given them the most personal satisfaction. Activities ranking highest in this context included lobbying DLR to make specific changes facilitating easier

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access and wellbeing sessions on topics such as art therapy and storytelling techniques.

• 233 When asked which activities made a real difference for the disabled community, members responses focused on Real Voices’ work to improve Westfield shopping centre access, improvements in public toilet access and formal council consultations hosted by Real.

234 Quotes from workshop attendees

• 235 “We have set into the mind set of people who are designing things that they have to design them with in the acceptable measurements for disabled people.”

• 236 “A massive achievement was the fact that we were able to get into the heart of the council, in terms of the consultations, and we were able to shape the councils thinking.”

• 237 To read the Local Voices annual reports, and more about what we have achieved over the last 8 years, please visit our website.

237.1 Covid-19 Outreach and Messaging Project (COMP-D)

• 238 The Covid-19 Outreach and Messaging Project commenced in January 2021. With growing evidence that disabled people, and people with long term health conditions were being disproportionately affected by the pandemic, combined with the apparent lack of accessible Covid-19 health messages for different impairment groups, Tower Hamlets Council and Public Health commissioned Real, ICM Foundation, deafPLUS and Healthwatch to undertake an outreach project to local disabled residents. The scope of the project was different for each participating partner but was collectively focused towards identifying the following:

• The experience of disabled people during the pandemic in accessing health and social care services

• The barriers to understanding and accessing Covid-19 information

• How Covid-19 information could be improved and tailored to meet the needs of different impairment groups

• How and why the flow of Covid-19 information does not reach intended recipients

• What Covid-19 information has been unclear and what needs to be done to change this.

• 239 Before we began the engagement stage of this project, we analysed Real’s and Local Link’s membership to assess where there were gaps in our representation. It was important for us to ensure equal access to this project, and engage groups of people that we don’t necessarily have an

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existing relationship with. Furthermore, we wanted to extend the reach of the project, and use it as an opportunity to engage new people with Real’s services.

240 The next stage before we began our engagement activities was to identify organisations in the Borough that had impairment specific experience of the groups under-represented by Real that we could partner with to deliver the project. There are a number of reasons we decided to gather insights through partner organisations:

1. Partner organisations have easier access to their members, and structures in place to facilitate a workshop;

2. Partner organisations have already established a trusting relationship with their members, which is important for discussing these themes; and

3. Partner organisations have specific experience working with their members and have an in depth knowledge of their access and communication needs which again was crucial to this project’s success.

241

• 242 In order to ensure wide participation in this project, we created an engagement model that allowed us to connect with and involve people in different ways.

243 Workshops

• 244 Workshops were an important source of information for this project and allowed us to collect qualitative data from participants. They allowed individuals to come together in a safe environment, and share their experiences of accessing Covid-19 information and services. By discussing their own experiences, participants identified commonalities and helped us recognise trends and differences amongst people’s experiences. For each workshop, we designed a set of questions to capture the information we wanted to analyse. These workshops were then adapted and tailored to meet the needs of project participants. Working with partner organisations to deliver the workshops allowed us to utlise the knowledge and skillset of staff to make the sessions accessible for their members.

245 Telephone Surveys

• 246 As part of our engagement strategy and to ensure all our members had the opportunity to contribute to the project, we called each of our members to ask a series of questions relating to accessible Covid health messages. A number of our members are digitally excluded and do not have access to technology or the digital literacy skills to attend one of our workshops. This also means they are more likely to find Covid health messages harder to access than someone with digital skills. We collected insights from a total of 43 members. These insights were turned into weekly insights reports and submitted to Tower Hamlets Council.

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247 Priority 1-1s

• 248 We recognised that not every person would feel comfortable attending an online workshop, or would have the digital literacy skills to be able to participate, so we allocated time each month to gather insights from 5 individuals who fit within this category. These conversations were more in depth that our telephone calls and allowed us to gather detailed insight specific to that person’s experience. So far, we carried out seven priority 1- 1s, and produced one insights report which was submitted to Tower Hamlets Council.

• 249 The model for this project was designed in such a way, that information and insights gathered from workshops, 1-1s and priority interviews are fed back regularly to Public Health. In order to ensure Public Health could capture the latest insights from the community in a fast-changing Covid landscape and integrate them into their Covid strategy, feeding back qualitative data regularly from our participants was crucial.

250 Findings

• 251 We achieved considerable success. In the first 3 months of the project, Real produced 9 insights reports based on the findings from the workshops, 1-1s and telephone surveys. These insights came from a diverse group of people with varying needs but there were some common themes, including:

• The need for more easy-read resources;

• Confusion over booking vaccines, especially for people who are not digitally literate;

• The lack of process in place to book interpreters for vaccine appointments; and

• The high level of anxiety people have about reintegrating into society after shielding for a long time.

• 252 As a result of these insights, Real submitted a further report to the Council outlining 8 recommendations. These are:

• A visual map of testing sites in the Borough including accessibility information

• Clear guidance on how to book BSL interpreters for vaccine appointments

• A roadmap out of lockdown and how people shielding can deal with anxiety

• Clear information on the safety of vaccines

• Clarity of which impairments are categorised in priority group 6

• A dedicated council webpage with Covid-19 easy read guides

• A hotline for disabled people to obtain Covid-specific information

• Clarification on who is eligible for home vaccines and how to book them.

253

253.1 Storytelling Project

254 The storytelling project was funded by the London Community Response Wave 3 funding. There were various elements to the funding application.

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One key aspect of the funding was updated equipment and training to help our staff, board and volunteers to safely work from home while engaging disabled clients more effectively. Another aspect of the work was running online connection sessions with disabled people in Tower Hamlets detailing people’s experience of the lockdown.

• 255 While it has not been the direct focus of the work with our clients, digital exclusion of disabled people has become a heightened challenge during Covid-19. We wanted to encourage people to talk to us about the challenges they are facing during the pandemic, and to enable new ways of telling their stories. The entire project was undertaken through various states of lockdown and social distancing, and we engaged disabled people to talk to us and one another through digital and telephone methods. The data from this will feed into future projects undertaken by Real.

• 256 Evidence of key areas of need for disabled people were tracked through the project. The areas included isolation and loneliness, and barriers disabled people experienced around access to services, especially around health and social care. Poverty was also highlighted, and noted where it was exacerbated by the pandemic, including in key areas such as food and digital technologies that enable use of other services. The mental health of our members was a key area of investigation throughout the project, and we developed good understanding of the wellbeing needs not addressed through formal support systems.

• 257 Disabled people and people with long term health conditions have been disproportionately affected by the pandemic. The Office of National Statistics estimates that disabled people make up almost 6 in 10 (59%) of all deaths involving Covid-19[1] . We also know, that people in the ‘vulnerable’ group have been asked to take additional measures to stay safe during the pandemic, including long-term shielding. These additional pressures coupled with existing fears around contracting Covid have meant many disabled people have experienced the pandemic differently to non-disabled people. This project allowed groups of disabled people to come together and share their personal experience of life in lockdown, finding commonality and comfort in each other’s words.

• 258 The principal aim of this project was to create a safe space where disabled people could explore their emotions and share what they were experiencing during the pandemic. In order to maximise the reach of this project, we decided to diversify the workshop themes and use different mediums to explore these personal experiences.

259 Outputs

• 260 Real ran a total of eight storytelling workshops, including: informal storytelling, poetry, art therapy, animation and drama. These workshops achieved four principal outcomes:

• Improved health and wellbeing;

• A record of disabled people’s history throughout the pandemic;

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1. An opportunity to flag safeguarding issues; and

2. An opportunity to identify themes/issues that could inform practice and policy.

261 Recommendations and learning

• 262 The project raised the following recommendations.

• Future projects supporting disabled people in coproduction should include development of a broad range of facilitation skills, including where appropriate supporting specialist creative facilitators and community groups.

• Coproduction spaces should include a wide variety of methodologies used by skilled facilitators to uncover a wide breadth of disabling barriers people experience.

• Agile smaller organisations are suited towards building peer communities of support and should be funded to do so.

• Coordination of support given by smaller, community and voluntary organisations can enable seamless support of disabled people in and around statutory health and social care support.

• Tower Hamlets Together’s personalisation strategy is key to addressing wellbeing issues and should be resourced to fully realise its aims.

• 263 There was significant evidence of need understood through the project in the following areas:

• Digital exclusion, and the need for a range of approaches to address it

• Isolation and loneliness, and welfare and wellbeing

• Access to services on health and social care in changing contexts

• Poverty, especially on food and technology.

• 264 Key areas of development for Real included:

• Creative approaches to coproduction

• Methods for addressing digital access issues

• Understanding our membership in the Covid-19 context.

264.1 Digital Inclusion Project

• 265 Real’s digital inclusion project, funded by the Wakefield and Tetley Trust ran from January-June 2021. The project was focused towards reaching out to and connecting with isolated disabled residents during the pandemic. The initial scope of the project was quite wide, which has allowed us to develop our own, tailored approach to engaging with and digitally connecting to some of our members. Part of the funding allocated for this project also

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involved purchasing 5 tablets, which were distributed to our members to help them get online, and connect with our services.

• 266 To fully understand the needs of our members, and how we could best support them to get online, we telephoned them and asked a series of questions. We wanted to understand how many of our members feel confident online, which platforms they are comfortable using, and whether any of them need additional support to develop their digital skills and get online. The themes that emerged helped us to steer the direction of the project. The bullet points below highlight some of the common responses we received to each question:

267

268

• 269 We asked our members....

270 1. What makes it difficult to get online?

• Expensive (cost of device, Wifi connection, data)

• Lack of knowledge and skills

• Impairment (e.g. epilepsy, visually impaired, mobility issues)

• No device

• Availability (Wifi signal, other household using it)

• Preference (in person, seems intrusive, too much online, banking)

• Language barriers

• Fear of the unknown.

271 2. How does it make you feel?

• "Hard to know what's happening, which makes me feel uncomfortable"

• "Inadequate, vulnerable and insecure and not confident. It's scary, all of a sudden I am supposed to know everything"

• "Frustrated and makes me feel as though others are smarter"

• "Feel so bad"

• "Being online may not always be something people want to do. It should be a choice".

• 272 3. What type of things would make it easier to get online within the next year?

• Access to technology

• More training and support: specific to impairment, face-to-face, patience

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• Bitesize information.

• 273 The outcomes of these calls demonstrated that while a device will help some people get online, and access our services, they also require additional training to help build their digital literacy skills and confidence. As a result, we partnered with Community Fibre, who offered our members free 1-1 digital training. Based on the responses from the phone calls, we identified 4 individuals who we believe will benefit the most from receiving a device and/or additional support from the 1-1 sessions.

• 274 Project successes so far

• 3 participants connected to zoom for the first time

• 3 participants are attending 1-1s digital skills training

• 4 participants are using Real tablets to attend our services

• Using new skills, some members have recorded poems/stories for our online storytelling video

• Digital resource page created on our website.

• 275 Key challenges

• High level of 1-1 support required to help members attend 1-1 training sessions

• Technological set up (some members easily forget instructions to login/passwords)

• Different levels of experience in classes

• Some members have connection issues

• Trainers from Community Fibre do not fully understand different access needs

• Content of the digital training course is not very dynamic

• Participants need 2 devices to attend training course as they use screenshare mechanism.

275.1 Driving change through collaboration

276 Real worked with and supported several statutory sector initiatives and other not-for-profit organisations to create environmental and structural change for the benefit of local disabled people. We were involved in a range of working groups and forums that influence the environment in which we operate, including:

• Accessible Transport Forum

• Advice Providers Forum

• Community Safety Partnership

• Covid 19 Local Engagement Board

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• Health and Wellbeing Forum (and its Steering Group)

• Healthy Island Alliance

• HEAR Charities Against Hate Crime Network

• Inclusion London CEO Network

• No Place For Hate Forum

• Pan Providers Forum

• Safeguarding Adults Board (SAB)

• SAB community engagement working group

• SAB quality and performance working group

• Tower Hamlets Community Advice Network (THCAN)

• Tower Hamlets Council of Voluntary Services (THCVS)

• Tower Hamlets LGBT Community Network

• Tower Hamlets Together Promoting Independence Board

• Transport for All

• Voluntary Sector Children and Young People's Forum.

277 Plans for future periods

• 278 The main development to be implemented within 2021/22 is the new fundraising strategy and action plan to continue the regrowth of the organisation. We will also be starting a new two-year project, funded by Trust for London, which brings Real together with four other London-based Deaf and Disabled People’s Organisations to understand better and therefore challenge more effectively the impact of charging young disabled people for social care.

279 Significant events after the year-

end

280 There are no reportable significant events after the year end.

281

282

283 Administration

283.1 Trustees

----- Start of picture text -----
284 Real currently has 5 trustees:
285
286 Name 287 Position 288 Dat 289 Dat
e e
290 John Per 291 Vice-chair 292 16/0 293 19/
7/2013 06/20
21
294 Anthony 295 Treasurer 296 03/1 297 19/
Chatzifotiou 2/2013 06/20
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298 Henry Stone 299 Chair 300 02/1 301
----- End of picture text -----

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----- Start of picture text -----
286 Name 287 Position 288 Dat 289 Dat
e e
2/2015
302 Mahendra 303 304 13/0 305
Rastogi 5/2017
306 Martha Stafford 307 308 13/0 309
5/2017
310 John Sharp 311 312 10/0 313
5/2019
314 Owais Niaz 316 317 19/0 318
315 6/2021
----- End of picture text -----

319

• 320 At the board meeting on 19 June 2021 a sixth person was elected onto the board following submitting an application and being vetted using the standard process. After the AGM several attempts were made to connect with the individual. Eventually the individual said that they needed to stand down due to personal reasons. This is why that individual was never registered at Companies House or with the Charity Commission, and why there are currently 5 instead of 6 trustees. The board believe they have identified someone who will be co-opted onto the board, and plan for new appointments early in 2022.

321 The day-to-day management of the organisation and its services has been delegated to a Chief Executive Officer. The current post holder, Michael Smith, has been in post since 20 May 2010.

321.1 Statutory Auditors

• 322 Myrus Smith Chartered Accountants

323 Norman House

• 324 8 Burnell Road 325 Sutton 326 Surrey 327 SM1 4BW

327.1 Bankers

328 CAF Bank Ltd

• 329 25 King’s Hill Avenue 330 West Malling 331 Kent

• 332 ME19 4JQ

333

334 Structure,

and governance

management

335 Real’s legal name is Real DPO Ltd. It is a registered charity and a company limited by guarantee. Real was previously called “Disability

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Coalition - Tower Hamlets and changed its name to Real DPO Ltd on 16 August 2012.

• 336 Its governing documents are the Articles of Association which were last reviewed and revised at the time of the name change. The Articles of Association make reference to a supplementary document referred to as the Charity Protocol which is reviewed annually by the board and covers practical issues such as the arrangements for general meetings and board meetings, the role description and person specifications for trustees and key officers, and the trustees’ code of conduct and conflicts of interest policies.

• 337 The Articles of Association state that Real must have at least 6 trustees. Trustees are elected at the AGM, serve for a maximum period of 3 years but can be re-elected for a further period thereafter. The longest-serving third of trustees retire at each AGM. Trustees may also be co-opted until the next AGM.

• 338 Newly elected trustees undertake an induction programme that comprises an initial discussion with the Chair, followed by a half day group session with the Chief Executive on Trustee’s role, duties and responsibilities, organisational policies and procedures, finance and funding, risks, reserves, legal liabilities and contracts and any other issues of importance to the Board of Trustees, currently and for the immediate future.

• 339 Prior to the meeting an induction pack is given to each new Trustee containing the Charity Commission’s ‘The Essential Trustee: what you need to know’, the last two sets of Board of Trustees’ papers and minutes, a paper on the social model of disability, last year’s annual report and accounts, the Charity Protocol and the organisation’s key policies including the Equal Opportunities policy.

• 340 Normally the board would meet every 2 months (6 times a year). Several of the board members have struggled to engage in board meetings due to digital exclusion, and the difficulties of holding board meetings in the real world with a group of individuals who are all at greater risk due to Covid-19.

• 341 Instead, there has been much greater connection between the CEO and the Chair during the year, with regular supervision and discussions. The CEO has delivered briefing emails to board members and the Chair has also had a series of connection telephone calls.

• 342 One board member has been provided with a tablet to enable future, better online access to board meetings. There is a recognition that more regular board meetings need to recommence during 2022.

35

342.1 Management pay

• 343 The CEO’s level of pay was set by the board at the time of the creation of the role in 2010. At the time they did this by reference to local pay rate comparisons. Since that point in time there have usually been annual increases determined by the board, although in some years there was no increase. Any percentage increases have applied to all staff in the organisation equally, and have been decided by the board in private session. To inform the board a paper would be prepared referencing the available resources and a range of inflation measures.

• 344 During 2019/20 we conducted a salary review of all roles in the organisation. Junior grades received a pay rise. Middle level staff had a pay freeze. The CEO declined to request a pay rise until such time as the organisation’s finances were balanced. Since then, due to the financial situation of the organisation, there have been no further rises. However a review of pay rates will happen in early 2022.

345 Risks

345.1 Approach to risk management

346 The trustees have examined major risks to which the organisation was exposed, reviewed them and put in place systems and procedures to manage them. Two years ago the board developed a new approach to identifying and managing risk, creating a risk register and reviewing it at every other board meeting (so quarterly). 347

348 The risk register takes into account the edits and amendments proposed at the last board meeting and categorises them into the following 5 areas:

• governance

• reputation

• services

• finance

• HR.

• 349 It then orders them, within each section, in order of residual risk, high to low.

349.1 Risk analysis

350 The full risk register currently contains 23 risks, their impact and probability assessments, mitigating actions, and residual risk to the organisation. The following table includes the top 4 risks, in terms of residual risk.

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----- Start of picture text -----
351 Risk 352 I 353 P 354 Assessment and 355 R
m ro action esid
pa b ual
ct risk
1. Finance - Risk 356 H 357 H 358 This has been an 360 Hi
of being overly igh igh issue which the board gh
dependent on have been aware of
current/ specific for some time, and we
funding sources. were overly
dependent on the
DPSS contract and
the Local Link
contract.
359 The strategic plan
has set a new
direction of travel for
the organisation, and
the new draft
fundraising strategy
has been considered
by the board with a
final draft due at the
end of the year.
2. Operational - 361 H 362 M 363 We have been 364 M
Risk of not igh edi working with Tower ediu
having an um Hamlets Council to m
affordable address our medium-
building to term premises
operate from. security given that
our current premises
are secured only
under a tenancy at
will, and there are
medium-term plans to
redevelop the site. We
will need to move to a
market rent, although
hope to offset some
of that through
qualifying for the local
authority’s
community rent
reduction scheme
----- End of picture text -----

37

----- Start of picture text -----
351 Risk 352 I 353 P 354 Assessment and 355 R
m ro action esid
pa b ual
ct risk
3. Operational - 365 M 366 M 367 We have a 368 M
Risk of losing edi edi relatively low level of ediu
key members of um um staff turnover m
staff resulting in compared to other
disruption of organisations. We
service and loss have clear job
of critical descriptions and
knowledge. business plans which
someone else could
follow should a staff
member disappear.
The board’s
involvement in the
strategic review and
business planning will
also help mitigate.
The operational
review is also
considering ways that
we can build
resilience into the
organisation
----- End of picture text -----

38

----- Start of picture text -----
351 Risk 352 I 353 P 354 Assessment and 355 R
m ro action esid
pa b ual
ct risk
4. Reputation - 369 H 370 L 371 This is potentially 372 M
Risk of igh ow complicated given our ediu
compromising role both as a service m
our reputation provider and as an
with the council. advocate for disabled
people. We manage
ethical walls between
our services and in
the past the council
has endorsed our
processes for this.
Controversial
decisions are taken at
board meetings
and/or discussed with
the chair/vice-chair.
We have not
appeared to suffer as
a result of our
criticism of the
council’s conduct over
the introduction of
charging for social
care so this needs
careful ongoing
management. Other
issues relating to
concerns over the
approach to
commissioning will be
done via CVS-led
forums.
----- End of picture text -----

373

373.1 Wider economic environment

374 As with all charities, we are concerned at the potential impact of the wider financial situation that the UK faces, and the possible impact this may have upon us.

• 375 We’re still very concerned about the wider economic situation, and the resultant austerity measures being placed upon public sector bodies, which are our primary current funders.

39

• 376 These austerity measures will also have a severe and likely disproportionate impact upon our main constituency. According to national statistics, you're more likely to be in poverty if you are disabled, and more likely to be disabled if you live in poverty. These numbers increase for particular ethnic groups, such as Bangladeshi.

• 377 Given the demography of Tower Hamlets, we hope that we can use this information to encourage more funders to address the particular challenges our constituency faces.

378 Financial information

378.1 Share capital

379 Our organisation is a company limited by guarantee and therefore has no share capital.

379.1 Financial review

• 380 Financially it was quite a good year.

• 381 We had total income of £811,206, up from £573,642 last year. We had corresponding total expenditure of £746,120, compared to £667,277 last year. In the previous year we had a loss of £93,636, whereas this year we had an operating surplus of £65,086. £29,297 of this surplus related to restricted funds which will be spent over the next two years throughout the remaining life of those projects. This means that the operating surplus in year relating to unrestricted funds was £35,789.

• 382 This has meant that our total reserves now stand at £197,614 comprising £156,106 of unrestricted reserves and £41,508 of restricted reserves.

• 383 In the year ended 31 March 2021, we benefited from some Covid 19specific funding streams which allowed us to deliver some crucial new projects. Whilst we know we will be changing some rowing constrained next year - for example we know we will no longer be the lead partner in the replacement to the Local Link service - we have other projects and activities coming on stream.

• 384 Going forward we have more work to do to stabilise the organisation in terms of funding streams following the change to our bigger projects. The budget for the year ended 31 March shows an anticipated loss of £45,386. Some of that is using up some of the restricted reserves, which will leave anticipated unrestricted reserves at 31 March 2022 of £116,389. We have also done projections up until 31 March 2023. We need to generate significant new income streams to protect our remaining unrestricted reserves, but we have a fundraising strategy and action plan in place to address that, and it remains the number one risk for the organisation to monitor.

40

384.1 Financial reserves policy

• 385 When considering the risks to the organisation, the trustees looked at the reserves policy. Total reserves at the year end represent 3.17 months of inyear total operating costs. It has previously been policy to maintain at least 3 months total operating costs for some years although the aspiration has been to grow this towards the level of 6 months’ operating costs.

• 386 If any expenditure is to be incurred outside of the agreed budget for the year, that expenditure has to be agreed by the full board if it would involve a call on reserves during the year. The board would then consider the impact on reserves by incurring the additional expenditure.

• 387 The board has already considered the contribution towards central costs made by each separate project and established that there are adequate reserves to maintain services and operations across the organisation should any significant income stream not continue, pending any appropriate action or restructuring.

• 388 The board is planning to conduct another review of its reserves policy alongside its monitoring of the new fundraising strategy. The objective will be to have a clear understanding of how reserves are developed, and what they are kept for. A key part of this will be understanding where expenditure is avoidable and unavoidable, when different income streams start and finish, to have a more sophisticated model than just in relation to total operating costs.

388.1 Statement as to disclosure of information to auditors

• 389 The trustees, in their capacity as directors, state that in so far as each of the directors at the time this report was approved are aware:-

• 390 a) There is no relevant audit information of which the auditors are unaware, and

• 391 b) The trustees have taken all steps to make themselves aware of any relevant audit information and to establish that the auditors are aware of that information.

391.1 Directors and Trustees’ responsibilities

• 392 The trustees (who are also directors of Real DPO Ltd for the purposes of company law) are responsible for preparing the Trustees’ Annual Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

• 393 Company law requires the trustees to prepare financial statements for each financial year, which give a true and fair view of the state of affairs of

41

the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing these financial statements, the trustees are required to:

• select suitable accounting policies and then apply them consistently;

• observe the methods and principles in the Charities SORP 2019 (FRS 102);

• make judgements and estimates that are reasonable and prudent;

• state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements;

• prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in operation.

• 394 The trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

394.1 Methods of preparation of accounts

• 395 The financial statements comply with the Charities Act 2011, the Companies Act 2006, the Memorandum and Articles of Association, and Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102).

396

• 397 This report has been prepared in accordance with the special provisions of Part 15 of the Companies Act 2006 relating to small companies.

398

399 Approved by the trustees on Friday, 17 December 2021 and signed on their behalf by:

400

401 402

403

404

…………………………………….

405 Henry Stone

406 Chair

42

407 408 43

411 (Limited by Guarantee)

412 413Opinion 414

409 INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF: 410REAL DPO LTD

415 We have audited the financial statements of Real DPO Ltd (the ‘charitable company’) for the year ended 31 March 2021 which comprise the Statement of Financial Activities, the Balance Sheet, the Statement of Cash Flows and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice). 416

417 In our opinion the financial statements:

418

 give a true and fair view of the state of the charitable company’s affairs as at 31 March 2021, and of its incoming resources and application of resources, including its income and expenditure, for the year then ended;

 have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and

• have been prepared in accordance with the requirements of the Companies Act 2006.

419

420

Basis for opinion

421

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

423

424

Conclusions relating to going concern

425

426 In auditing the financial statements, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate. 427

428 Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue. 429

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

431

432 Other information

433

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

435

44

436 INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF: 437REAL DPO LTD

438 (Limited by Guarantee) 439

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

441

442 We have nothing to report in this regard. 443

444 Opinions on other matters prescribed by the Companies Act 2006

445

446 In our opinion, based on the work undertaken in the course of the audit: 447

 the information given in the trustees’ annual report (incorporating the directors’ report) for the financial year for which the financial statements are prepared is consistent with the financial statements; and

 the directors’ annual report has been prepared in accordance with applicable legal requirements.

448

449 Matters on which we are required to report by exception

450

451 In the light of our knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the directors’ annual report.

452

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

454

 adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or

 the financial statements are not in agreement with the accounting records and returns;

or

 certain disclosures of directors’ remuneration specified by law are not made; or

 we have not received all the information and explanations we require for our audit; or



the trustees were not entitled to prepare the financial statements in accordance with the small companies’ regime and take advantage of the small companies’ exemptions in preparing the directors’ report and from the requirement to prepare a strategic report.

455

456 Responsibilities of trustees

457

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

459

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

461

45

462 INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF: 463REAL DPO LTD

464 (Limited by Guarantee) /contd…

465 466 Auditor’s responsibilities for the audit of the financial statements 467

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

469

470 Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The specific procedures for this engagement and the extent to which these are capable of detecting irregularities, including fraud is detailed below:

471 472 • Enquiry of management and those charged with governance about actual and potential litigation or claims and the identification of non-compliance with laws and regulations. 473 • Reviewing minutes of meetings of those charged with governance. 474 • Reviewing financial statement disclosures and testing to supporting documentation to assess compliance with applicable laws and regulations. 475 • Auditing the risk of management override of controls, including testing journal entries and other adjustments for appropriateness. 476 • Performing analytical procedures to identify any unusual or unexpected relationships that may indicate risks of material misstatement due to fraud. 477 • Professional scepticism in course of the audit and with audit sampling in material audit areas. 478

479 Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation involves intentional concealment, forgery, collusion, omission or misrepresentation.

480

481 A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

482

483 Use of our report

484

485 This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

486

487 488

46

489 Kevin Fisher BA FCA CTA (Senior Statutory Auditor) 490 For and on behalf of Myrus Smith 491 Chartered Accountants and Statutory Auditors 492 Norman House 493 8 Burnell Road 494 Sutton, Surrey 495 SM1 4BW 496 497 30 March 2022

47

498REAL DPO LTD

499

498REAL DPO LTD 499	498REAL DPO LTD 499	498REAL DPO LTD 499	498REAL DPO LTD 499	498REAL DPO LTD 499	498REAL DPO LTD 499
500 STATEMENT OF FINANCIAL ACTIVITIES
	501
502 (Incorporating Income and Expenditure Account)
	503
504FOR THE YEAR ENDED 31 MARCH 2021
505
506	507 N	508	Unrest	509	Restr	510	Total	511	Total
	o		ricted		icted
	t
	e
	s
512	513	514 Funds		515	Fund	516	202	517	2020
					s		1
518	519	520 £		521 £		522 £		523 £
524	525	526		527		528		529
530Income	531		532		533		534		535
536 Donations and legacies	537 2	538	25,855	539	2,605	540 0	28,46	541	3,837
542 Charitable activities	543 3	544	563,031	545 69	219,1	546 00	782,2	547 94	569,5
548 Investments	549 4	550	38	551	-	552	38	553	212
554 Other	555	556	508	557	-	558	508	559	-
560	561	562──────		563─────		564─────		565─────
				─		──		──
566Total	567	568	589,432	569 74	221,7	570 06	811,2	571 43	573,6
572	573	574──────		575─────		576─────		577─────
				─		──		──
578Expenditure	579	580		581		582		583
584	585	586		587		588		589
590 Charitable activities	591 5	592	553,862	593 58	192,2	594 20	746,1	595 77	667,2
596	597	598──────		599─────		600─────		601─────
				─		──		──
602Total	603	604	553,862	605 58	192,2	606 20	746,1	607 77	667,2
608	609	610──────		611─────		612─────		613─────
				─		──		──
614	615	616		617		618		619
620Net income/(expenditure)	621 9	622	35,570	623 6	29,51	624 6	65,08	625(93,63 4)
626	627	628		629		630		631
632 Transfers between funds	633 1 5	634	219	635	(219)	636	-	637	-
638	639	640──────		641─────		642─────		643─────
				─		──		──
644Net movement in funds	645	646	35,789	647 7	29,29	648 6	65,08	649(93,63 4)
650	651	652		653		654		655
656Reconciliation of funds	657	658		659		660		661
662 Total funds brought forward	663 1 5	664	120,317	665 1	12,21	666 28	132,5	667 62	226,1
668	669	670──────		671─────		672─────		673─────
				─		──		──
674Total funds carried forward	675 1 5	676£156,10 6		677 08	£41,5	678£197, 614		679£132, 528
680	681	682══════		683═════		684═════		685═════
				═		══		══
686
687
688 The Statement of Financial Activities includes		all recognised gains and				losses.

48

689 690 All income and expenditure derive from continuing activities. 691 692 693 694 695 696 697 698 699 700 701 702 703 704 705 706 707 708 709 The notes form part of these Financial Statements.

49

			710REAL DPO LTD	710REAL DPO LTD	710REAL DPO LTD	710REAL DPO LTD
				711
			712 BALANCE		SHEET
				713
			714AS AT 31 MARCH			2021
				715
				716
717				718 Note		719 2021			720 2020
				s
721				722		723			724
725FIXED ASSETS				726	727 £		728 £	729 £		730 £
731				732	733		734	735		736
737	Tangible fxed assets			738 12	739		740 14,34 3	741		742 5,237
743				744	745		746	747		748
749CURRENT ASSETS				750	751		752	753		754
755				756	757		758	759		760
761	Debtors			762 13	763 67	163,3	764	765 34	172,8	766
767	Cash at bank and in hand			768	769 53	173,1	770	771 2	70,25	772
773				774	775─────		776	777─────		778
					─			─
779				780	781 20	336,5	782	783 86	243,0	784
785				786	787		788	789		790
791CREDITORS:		Amounts	falling	792	793		794	795		796
	due
797	within one year			798 14	799 49	153,2	800	801 95	115,7	802
803				804	805─────		806	807─────		808
					─			─
809NET CURRENT		ASSETS		810	811		812 183,2 71	813		814 127,2 91
815				816	817		818─────	819		820─────
							─			─
821NET ASSETS				822 16	823		824£197, 614	825		826£132, 528
827				828	829		830═════	831		832═════
							═			═
833				834	835		836	837		838
839	Represented by:			840	841		842	843		844
845				846	847		848	849		850
851FUNDS				852	853		854	855		856
857	Unrestricted Funds			858 15	859		860 156,1 06	861		862 120,3 17
863	Restricted Funds			864 15	865		866 41,50 8	867		868 12,21 1
869				870	871		872─────	873		874─────
							─			─
875				876	877		878£197, 614	879		880£132, 528
881				882	883		884═════	885		886═════
							═			═

887

888 These Financial Statements have been prepared in accordance with the special provisions of Part 15 of the Companies Act 2006 relating to small companies.

889

890 891

892 Approved by the Board of Trustees on 17 December 2021 and signed on its behalf by: 893

894

50

895 896 897 ...................................................... 898 899 Henry Stone 900 Trustee / Director 901 902 903 904 905 906 907 The notes form part of these Financial Statements

51

908REAL DPO LTD 909

910 CASH FLOW STATEMENT

		911
	912FOR THE YEAR	ENDED 31 MARCH 2021
		913
	914	915 No	916				917 2020
		tes		2021
	918	919	920				921
					£				£
922		923	924				925
926Cash fows from operating activities		927	928				929
930 Net movement in funds		931	932	65,086			933	(93,634)
934 Adjustments for:		935	936				937
938	Depreciation	939 12	940	5,408			941	6,140
942	Bank interest receivable	943 4	944	(38)			945	(212)
946	(Increase) / decrease in debtors	947	948	9,467			949	130,530
950	Increase / (decrease) in creditors	951	952	37,454			953	(104,155)
954		955	956	──────			957	──────
958Net cash used in operating activities		959	960	117,377			961	(61,331)
962		963	964	──────			965	──────
966Cash fows from investing activities		967	968				969
970 Bank interest received		971	972	38			973	212
974 Purchase of tangible fxed assets		975 12	976	(14,514)			977	(518)
978		979	980	──────			981	──────
982Net cash used in investing activities		983	984	(14,476)			985	(306)
986		987	988	──────			989	──────
990Increase / (decrease) in cash		991	992	102,901			993	(61,637)
994		995	996				997
998 Cash brought forward		999	1000			70,252	1001		131,889
1002		1003	1004		──────		1005 ──────
1006	Cash carried forward	1007	1008		£173,153		1009		£70,252
1010		1011	1012		══════		1013 ══════
1014		1015	1016				1017
1018		1019	1020				1021
1022		1023		1024				1025
					2021				2020
1026	Analysis of cash	1027	1028				1029
1030	Cash at bank and in hand	1031	1032		£173,153		1033		£70,252
1034		1035	1036		══════		1037 ══════
1038
1039
1040
1041
1042
1043
1044
1045
1046
1047
1048
1049
1050
1051
1052
1053
1054
1055
1056
1057
1058
1059
1060

52

1061 1062 The notes form part of these Financial Statements

53

1063 REAL DPO LTD 1064

1065 NOTES TO THE FINANCIAL STATEMENTS 1066

1067 FOR THE YEAR ENDED 31 MARCH 2021 1068

1. ACCOUNTING POLICIES

1069

1070 accounting 1071

General information and basis of

Real DPO Ltd is a registered charity

(no. 1061671) and private company limited by guarantee (no. 03213172) registered in England and Wales. The liability in respect of the guarantee is limited to £1 per member. The registered office is given in the Reference and Administrative Details in the Trustees’ Annual Report.

1072

The charity constitutes a public benefit

1073 The charity constitutes a public benefit entity as defined by FRS 102. 1074 1075 The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) issued in October 2019, the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102), the Charities Act 2011, the Companies Act 2006 and UK Generally Accepted Accounting Practice.

1076

1077 The financial statements are prepared on a going concern basis and under the historical cost convention. The significant accounting policies applied in the preparation of these financial statements are set out below. These policies have been consistently applied to all years presented unless otherwise stated.

1078 1079 Income recognition 1080 Items of income are recognised in the financial statements when all of the following criteria are met:

• The charity has entitlement to the funds;

• any performance conditions have been met or are fully within the control of the charity;

• there is sufficient certainty that receipt of the income is considered probable; and

• the amount can be measured reliably.

1081

1082 Grants and donations are only recognised when the charity has unconditional entitlement to the resources. In the case of performance–related grants and contracts, the income is only recognised once the related services have been delivered. Where grants are awarded with specified or implied timeframes the income is recognised on a straight line basis over the grant period.

1083 1084 The value of any voluntary help received is not included in the accounts but is described in the Trustees’ Annual Report.

1085

1086 Gifts in kind

1087 Gifts in kind are accounted for at a reasonable estimate of their value to the charity or the amount actually realised.

1088

1089 Gifts in kind for sale of distribution are included in the accounts as gifts only when sold or distributed by the charity.

1090

1091 Gifts in kind for use by the charity are included in the SOFA as incoming resources

when receivable.

1092

1093 Donated services and facilities 1094 These are only included in incoming resources (with an equivalent amount in resources expended) where the benefit to the charity is reasonably quantifiable, measurable and material. The value placed on these resources is the estimated value of the charity of the service or facility received.

54

1095

1096 Debtors and creditors receivable/payable within one year

1097 Debtors and creditors with no stated interest rate and which are receivable or payable within one year are recorded at transaction price. Any losses arising from impairment are recognised as expenditure.

55

1098

REAL DPO LTD

1099 1100 NOTES TO THE FINANCIAL STATEMENTS 1101

1102 FOR THE YEAR ENDED 31 MARCH 2021 1103 1104 1. ACCOUNTING POLICIES / cont. 1105 1106 Expenditure recognition 1107 Expenditure is recognised once there is a legal or constructive obligation to make payment to a third party, it is probable that settlement will be required and the amount can be measured reliably. 1108 1109 Expenditure includes those costs of a direct nature which can be allocated to a specific activity. It also includes indirect costs, including governance costs that do not relate to a specific activity but are necessary to support those activities. Support costs are apportioned to each activity on the basis of staff time. 1110 1111 Governance costs include the preparation and audit of statutory accounts, trustee meetings and any legal advice obtained on governance or constitutional matters. 1112 1113 Tangible fixed assets and depreciation 1114 Fixed assets costing more than £500 are capitalised and depreciation over their estimated useful life at the following rates: 1115 1116 Office equipment and furniture 3 years straight line 1117 Computer equipment2 years straight line 1118 1119 Pensions 1120 The charity operates a defined contribution pension scheme. Contributions payable under the scheme are charged to the Statement of Financial Activities in the year to which they relate. 1121

1122 Fund accounting 1123 Unrestricted general funds are freely available for use in furtherance of the objects of the charity and which have not been designated for specific purposes. 1124 1125 Designated funds are unrestricted funds set aside by the trustees for specific purposes. 1126 1127 Restricted funds are those funds which can only be used in accordance with specific restrictions imposed by the donor or which have been raised for a particular purpose. 1128

1129 Leases 1130 Operating lease rentals are recognised on a straight line basis over the period of the lease term.

1131 1132 Taxation 1133 As a registered charity, the company is exempt from income and corporation tax to the extent that its income and gains are applicable to charitable purposes only. Value Added Tax is not recoverable by the company, and is therefore included in the relevant costs in the Statement of Financial Activities. 1134 1135 11361137 DONATIONS AND LEGACIES 1138 1139 1140 1141 2. Unrestricted Restricted Total Total 1142 1143 1144 1145 1146 1147

56

			funds	funds	Funds		2021 2020
1148	1149		1150		1151		1152 £ 1153 £
				£	£
1154	1155 Donations		1156	112	1157	-	1158 112 1159 540
1160	1161 Grants		1162	-	1163 2,6051164 2,6051165 2,597
1166	1167 Other grants		1168	25,7431169		-	1170 25,7431171 700
1172	1173		1174──────		1175─────1176──────1177──────
1178	1179		1180	£25,8551181 £2,60 1182 £28,46 1183 £3,837
					5		0
1184	1185		1186══════		1187═════1188══════1189══════
	1190
	1191	Of the £3,837 recognised in 2020 £1,240 related			to unrestricted funds and £2,579
	related to restricted funds.
	1192

1193

57

1194 REAL DPO LTD 1195

	1196	NOTES TO THE	FINANCIAL STATEMENTS	FINANCIAL STATEMENTS	FINANCIAL STATEMENTS	FINANCIAL STATEMENTS	FINANCIAL STATEMENTS
		1197
	1198	FOR THE YEAR	ENDED 31 MARCH 2021
		1199
		1200	/contd…
1201
1202
1203 1204**INCOME FROM **		CHARITABLE	1205			1206		1207		1208
3. ACTIVITIES			Unrestrict			Restricte		Total		Total
				ed		d
12091210			1211			1212		1213		1214
			funds			funds		2021		2020
12151216			1217			1218		1219 £		1220 £
			£			£
12211222	Grants and contracts		1223			1224		1225		1226
12271228	IAA Local Link		1229485,00 0			1230	-	1231 485,0 00		1232 485,0 00
12331234	IAA Hate Crime		123518,531			1236	-	1237 18,53 1		1238 22,13 6
12391240	IAA Edith		1241	-		1242	-	1243	-	1244 1,413
12451246	Engagement		124759,500			1248	-	1249 59,50 0		1250 61,04 5
12511252	LCF - TCOYL		1253	-		1254 72,9 05		1255 72,90 5		1256	-
12571258	LCRF		1259	-		1260 5,52 1		1261 5,521		1262	-
12631264	WTT		1265	-		1266 5,50 0		1267 5,500		1268	-
12691270	LCF – Then & Now		1271	-		1272135, 243		1273 135,2 43		1274	-
12751276			1277─────			1278────		1279─────		1280─────
			─			──		───		──
12811282			1283£563,0			1284£219 1285 £782,20 1286 £569,59
			31			,169	0		4
12871288			1289═════			1290════		1291═════		1292═════
			═			══		═══		══
1293
1294					All	of the £569,594 recognised in 2020
related to unrestricted funds.
1295
1296 1297	INVESTMENT INCOME		1298			1299		1300	1301
4.			Unrestrict			Restricte		Total		Total
				ed		d
13021303			1304			1305		1306	1307
			funds			funds		2021		2020
13081309			1310			1311		1312		1313
13141315	Bank interest		1316£38			1317£Nil		1318£38	1319£21 2
13201321			1322═════			1323════		1324════	1325════
						═		═	═
1326
1327					All	of the	£212 recognised in 2020
related to unrestricted funds.
1328
1329 1330	EXPENDITURE	ON	1331			1332		1333		1334
5. CHARITABLE			Direct			Support		Total		Total
**13351336 **	ACTIVITIES		1337			1338		1339		1340
			costs			costs		2021		2020
13411342			1343			1344		1345		1346
			£			£		£		£
13471348			1349			1350		1351		1352

58

13531354	IAA Local Link	1355379,4 08	1356 53,2 85	1357 432,6 93	1358 91	464,9
13591360	IAA Hate Crime	136118,427	1362 5,67 2	1363 24,09 9	1364 4	24,33
13651366	IAA Edith	1367 -	1368 -	1369 -	1370	3,405
13711372	Engagement	137336,733	1374 9,59 0	1375 46,32 3	1376 5	89,27
13771378	LCF - TCOYL	137940,368	1380 27,4 63	1381 67,83 1	1382	-
13831384	LCRF	1385 5,059	1386239	1387 5,298	1388	-
13891390	WTT	1391 2,784	1392 -	1393 2,784	1394	-
13951396	LCF – Then & Now	139778,959	1398 34,7 77	1399 113,7 36	1400
14011402	ATW	1403 -	1404 2,60 9	1405 2,609	1406	2,585
14071408	Core	1409 -	1410 50,7 47	1411 50,74 7	1412 7	82,68
14131414		1415─────	1416────	1417─────	1418─────
		─	──	──	──
14191420		1421£561, 738	1422£184 ,382 1423 £746,1 20 1424 £667,2 77
14251426		1427═════	1428════	1429═════	1430═════
		═	══	═══	══
1431
1432		Of	the £746,120 (2020: £667,277)
expenditure recognised in 2021, £553,862 (2020 : £664,692) was charged to					unrestricted
funds	and £192,258 (2020: £2,585) was charged to restricted funds.

59

			1433	REAL DPO LTD	REAL DPO LTD
				1434
		1435	NOTES TO THE		FINANCIAL STATEMENTS
				1436
		1437	FOR THE YEAR		ENDED 31 MARCH 2021
				1438
			1439		/contd…
1440
1441
1442	1443	ANALYSIS OF DIRECT COSTS				1444 20	1445 20
6.						21	20
1446	1447					1448 £	1449 £
1450	1451					1452	1453
1454	1455	Salaries and pension				1456260,1	1457201,5
						46	94
1458	1459	Freelance and temporary staf				1460 4,972	1461 -
1462	1463	Staf costs				1464 3,758	1465 1,149
1466	1467	Volunteers expenses				1468 -	1469329
1470	1471	External meetings				1472250	1473 1,164
1474	1475	Membership and subscriptions				1476 2,677	1477 1,178
1478	1479	Marketing				1480505	1481359
1482	1483	Project partner costs				1484286,3	1485264,6
						25	73
1486	1487	Other project costs				1488 3,105	1489 5,370
1490	1491					1492─────	1493─────
						─	─
1494					1495	1496£561,	1497£475,
						738	816
1498					1499	1500═════	1501═════
						═	═
1502
1503	1504	ANALYSIS OF SUPPORT COSTS				1505 20	1506 20
7.						21	20
1507	1508					1509 £	1510 £
1511	1512					1513	1514
1515	1516	Salaries and pension				1517125,5	1518117,1
						97	70
1519	1520	Freelance and temporary staf				152118,08	152222,82
						1	5
1523	1524	Staf costs				15253,319	15268,038
1527	1528	Volunteers expenses				1529 -	15301,635
1531	1532	Membership and subscriptions				1533850	15341,716
1535	1536	External meetings and events				1537 -	1538242
1539	1540	IT support and maintenance				154111,57	154211,71
						8	9
1543	1544	Insurance				15451,500	15461,598
1547	1548	Rent				15498,000	15508,000
1551	1552	Telephone				15532,637	15544,015
1555	1556	Ofce expenses				1557324	15582,052
1559	1560	HR advice				15612,514	15622,481
1563	1564	Depreciation				15655,408	15665,056
1567	1568	Bank charges				1569 97	1570 74
1571	1572	Health and safety				1573158	1574354
1575	1576	Governance costs (see Note 8)				15774,319	15784,486
1579	1580					1581────	1582─────
						──	─
1583					1584	1585£184,	1586£191,
						382	461
1587					1588	1589════	1590═════
						══	═
1591
1592

60

				1593	REAL DPO LTD	REAL DPO LTD	REAL DPO LTD
					1594
			1595	NOTES TO	THE	FINANCIAL STATEMENTS
					1596
			1597	FOR THE YEAR		ENDED 31 MARCH 2021
					1598
				1599		/contd…
1600
1601
1602	**1603 **	GOVERNANCE COSTS							1604 20	1605 20
8.									21	20
1606	1607								1608 £	1609 £
1610	1611								1612	1613
1614	1615	Trustees’ expenses							1616551	1617718
1618	1619	Audit fees							16203,720	16213,720
1622	1623	Filing costs							1624 48	1625 48
1626	1627								1628────	1629─────
									─
1630	1631								1632£4,31	1633£4,48
									9	6
1634	1635								1636═══	1637════
1638
1639
1640	1641	NET INCOME/(EXPENDITURE) FOR THE YEAR							1642 20	1643 20
9.									21	20
1644	1645								1646	1647
1648	1649	This is stated after		charging:					1650	1651
1652	1653		Auditor’s remuneration				- audit	services	1654£3,12	1655£3,12
									0	0
1656	1657			-		non-audit		services	1658£600	1659£600
	(accountancy)
1660	1661	Depreciation							1662£5,40	1663£6,14
									8	0
1664	1665	Operating lease rentals							1666£8,00	1667£8,00
									0	0
1668	1669								1670═══	1671════
1672
1673
1674	1675	STAFF COSTS							1676 20	1677 20
10.									21	20
1678	1679								1680 £	1681 £
1682	1683								1684	1685
1686	1687	Salaries							1688350,3	1689288,4
									66	46
1690	1691	Social security costs							169227,22	169322,97
									7	6
1694	1695	Pension costs							16968,150	16977,342
1698	1699								1700────	1701─────
									──	─
1702								1703	1704£385,	1705£318,
									743	764
1706								1707	1708════	1709═════
									══	═
1710
	1711	No employee received employee benefts (excluding employer pension costs) of
	more	than £60,000	in either year.

1712

1713 The average number of employees based on full-time equivalents was 10.6 (2020: 8.8). The average monthly number of employees was 14 (2020: 12). 1714

1715 Total employee benefits received by key management personnel amounted to £64,190 (2020: £64,212). 1716

61

1717 Under FRS102, employee benefits include gross salary, benefits in kind, employer’s national insurance contributions and employer’s pension costs.

1718 1719 172011. TRUSTEES’ REMUNERATION AND EXPENSES

1721

1722 The trustees received no remuneration during either year. Travel and subsistence costs of £Nil (2020: £59) were reimbursed to Nil (2020: three) trustees. The cost of providing refreshments at Board meetings amounted to £Nil (2020: £71), trustees training £Nil (2020: £282) and trustees insurance of £551 (2020 : £306). 1723

62

		1724	REAL DPO LTD	REAL DPO LTD	REAL DPO LTD
			1725
	1726	NOTES TO	THE	FINANCIAL STATEMENTS
			1727
	1728	FOR THE YEAR		ENDED 31 MARCH 2021
			1729
		1730		/contd…
1731
1732
1733
**173 1735 **	TANGIBLE FIXED	ASSETS		1736	1737	Furn	1738 Com	1739
17401741				1742	1743	Fixtu	1744 and	1745 Total
17461747				1748	1749	Equi	1750 Equi	1751
17521753				1754	1755	£	1756 £	1757 £
17581759	Cost:			1760	1761		1762	1763
17641765	At 1 April 2020			1766	1767	5,784	1768 95,485	1769 101,269
17701771	Additions			1772	1773	-	1774 14,514	1775 14,514
17761777	Disposals			1778	1779	-	1780 -	1781 -
17821783				1784	1785──────		1786──────	1787──────
17881789	At 31 March 2021			1790	1791	5,784	1792109,99	1793 115,783
17941795				1796	1797──────		1798──────	1799──────
18001801	Depreciation:			1802	1803		1804	1805
18061807	At 1 April 2020			1808	1809	5,784	1810 90,248	1811 96,032
18121813	Charge for year			1814	1815	-	1816 5,408	1817 5,408
18181819	Eliminated on disposal			1820	1821	-	1822 -	1823 -
18241825				1826	1827──────		1828──────	1829──────
18301831	At 31 March 2021			1832	1833	5,784	1834 95,656	1835 101,440
18361837				1838	1839──────		1840──────	1841──────
18421843	Net Book Value:			1844	1845		1846	1847
18481849	At 31 March 2021			1850	1851£Nil		1852£14,34	1853 £14,343
18541855				1856	1857══════		1858══════	1859══════
18601861	At 31 March 2020			1862	1863£Nil		1864 £5,237	1865 £5,237
18661867				1868	1869══════		1870══════	1871══════
1872
1873
1874
1875
187 1877	DEBTORS						1878 2021	1879 2020
18801881							1882 £	1883 £
18841885							1886	1887
18881889	Trade debtors						1890131,681	1891150,696
18921893	Accrued income						1894 23,975	1895 19,301
18961897	Prepayments						1898 7,684	1899 2,837
19001901	Other debtors						1902 27	1903 -
19041905							1906──────	1907──────
19081909							1910£163,36	1911£172,83
19121913							1914══════	1915══════
19161917							1918	1919

63

1920 REAL DPO LTD 1921

1922 NOTES TO THE FINANCIAL STATEMENTS 1923 1924 FOR THE YEAR ENDED 31 MARCH 2021 1925 1926 /contd…

1927	1927
19281929									1930		1931
**193 **	1933	CREDITORS: Amounts			falling due		within one		1934 2021		1935 2020
19361937									1938 £		1939 £
19401941									1942			1943
19441945Trade creditors									1946 19,931		1947 12,070
19481949Other creditors									1950 -		1951 1,597
19521953Social security and			other	taxes					1954 8,607		1955 5,142
19561957Accrued expenses									1958124,711		1959 96,986
19601961									1962──────		1963──────
19641965									1966£153,24		1967£115,79
19681969									1970══════		1971══════
1972
1973
1974	**1975 **	MOVEMENT	1976	Bala		1977		1978	1979	1980		Balan
15	IN FUNDS		nce at									ce at
1981	1982		1983		1	1984		1985	1986		1987 31
				April								March
1988	1989		1990	202		1991 Inc		1992 Exp	1993 Tr		1994	2021
				0		ome		enditur	ansf
								e	ers
1995	1996		1997		£	1998 £		1999 £	2000 £		2001 £
2002	**2003 **	Unrestricted	2004			2005		2006	2007		2008
	funds
2009	2010General funds		2011 120,3			2012 589,		2013 (553,8	2014219	2015		156,10
			17			432		62)			6
2016	2017		2018─────			2019────		2020─────	2021───	2022──────
			─			───		──	──
2023	2024		2025 120,3			2026 589,		2027 (553,8	2028219	2029		156,10
			17			432		62)			6
2030	2031		2032─────			2033────		2034─────	2035───	2036──────
			─			───		──	──
2037	**2038 **	Restricted	2039			2040		2041	2042	2043
	funds
2044	2045LCF - TCOYL		2046		-	2047 72,9		2048 (67,83	2049 -	2050		5,074
						05		1)
2051	2052LCRF		2053		-	2054 5,52		2055 (5,298	2056(22	2057		-
						1		)	3)
2058	2059WTT		2060		-	2061 5,50		2062 (2,784	2063 -	2064		2,716
						0		)
2065	2066;LCF – Then &		2067		-	2068 135,		2069 (113,7	2070 -	2071		21,507
	Now					243		36)
2072	2073ILS – PHB		2074 551			2075	-	2076 -	2077 -	2078		551
2079	2080ILS – SFC		2081	11,66		2082	-	2083 -	2084 -	2085		11,660
			0
2086	2087ATW		2088		-	2089 2,60		2090 (2,609	2091 4	2092		-
						5		)
2093	2094		2095─────			2096────		2097─────	2098───	2099──────
			─			───		──	──
2100	2101		2102	12,21		2103 221,		2104 (192,2	2105(21	2106		41,508
			1			774		58)	9)
2107	2108		2109─────			2110────		2111─────	2112───	2113──────
			─			───		──	──
2114	**2115 **	Total funds	2116£132,			2117£811		2118£(746,	2119£Nil	2120£197,6
			528			,206		120)			14

64

2121 2122

2123═════ 2124 ════ 2125═════ 2126═══ 2127══════ ═ ═══ ══ ══

2128 2129 2130

2131 A description of the above funds can be found in the Trustees’ Annual Report. Transfers have been made from restricted funds to general funds as the ATW project is completed.

65

2132 REAL DPO LTD 2133 2134 NOTES TO THE FINANCIAL STATEMENTS 2135 2136 FOR THE YEAR ENDED 31 MARCH 2021 2137 2138 /contd…

2139

	2140
2141	**2142 **	MOVEMENT	2143	2144	2145	2146	2147
15	IN FUNDS
2148	2149contd		2150	2151	2152	2153	2154
2155	2156
	2157	Comparative information for		the movement	in funds in the previous		fnancial year
	is	as follows:
				2158
2159	2160		2161 Bala	2162	2163	2164	2165	Balan
			nce at					ce at
2166	2167		2168 1	2169	2170	2171	2172 31
			April					March
2173	2174		2175 201	2176 Inc	2177 Exp	2178 Tr	2179	2020
			9	ome	enditur	ansf
					e	ers
2180	2181		2182 £	2183 £	2184 £	2185 £	2186 £
2187	**2188 **	Unrestricted	2189	2190	2191	2192	2193
	funds
2194	2195General funds		2196 213,9	2197 571,	2198 (664,6	219912	2200	120,31
			51	046	92)		7
2201	2202		2203─────	2204────	2205─────	2206───	2207──────
			─	───	──	──
2208	2209		2210 213,9	2211 571,	2212 (664,6	221312	2214	120,31
			51	046	92)		7
2215	2216		2217─────	2218────	2219─────	2220───	2221──────
			─	───	──	──
2222	**2223 **	Restricted	2224	2225	2226	2227	2228
	funds
2229	2230ILS – PHB		2231 551	2232 -	2233 -	2234 -	2235	551
2236	2237ILS – SFC		2238 11,66	2239 -	2240 -	2241 -	2242	11,660
			0
2243	2244ATW		2245 -	2246 2,59	2247 (2,585	2248(12	2249	-
				7	)	)
2250	2251		2252─────	2253────	2254─────	2255───	2256──────
			─	───	──	──
2257	2258		2259 12,21	2260 2,59	2261 (2,585	2262 -	2263	12,211
			1	7	)
2264	2265		2266─────	2267────	2268─────	2269───	2270──────
			─	───	──	──
2271	2272Total funds		2273£226,	2274£573	2275£(667,	2276£Nil	2277£132,5
			162	,643	277)		28
2278	2279		2280═════	2281════	2282═════	2283═══	2284══════
			═	═══	══	══
2285	2286		2287	2288	2289	2290	2291
2292	2293

2294A description of the above funds can be found in the Trustees’ Annual Report. Transfers have been made from restricted funds to general funds.

2295
2296
2297	2298**NET **	**ASSETS **	BETWEEN	2299	2300	Unre	2301	Re	2302	Tot
16	FUNDS				stricted		strict			al
								ed
2303	2304			2305	2306	funds	2307	fund	2308	fund
								s		s

66

2309	2310	2311	2312 £	2313 £	2313 £	2314 £
2315	2316	2317	2318	2319		2320
2321	2322Fixed assets	2323	2324 14,34	2325	-	2326 14,3
			3			43
2327	2328Current assets	2329	2330 295,0	2331 41,5		2332336,
			12	08		520
2333	2334Current liabilities	2335	2336(153,2	2337	-	2338(153,
			49)			249)
2339	2340	2341	2342─────	2343────		2344────
			─	──		──
2345	2346 As at 31 March 2021	2347	2348£156,	2349£41,		2350£197
			106	508		,614
2351	2352	2353	2354═════	2355════		2356════
			═	══		══
2357	2358	2359	2360	2361		2362
2363
2364

67

2365 REAL DPO LTD 2366 2367 NOTES TO THE FINANCIAL STATEMENTS 2368 2369 FOR THE YEAR ENDED 31 MARCH 2021 2370 2371 /contd…

2372

2373 2374 2375 NET ASSETS BETWEEN 16 FUNDS contd

2376 2377 2378 2379

2380 2381 2382 Comparative information for the analysis of net assets between funds in the previous financial year is as follows:

			2383
2384	2385		2386	2387 Unrest	2388 Restr	2389 Total
				ricted	icted
2390	2391		2392	2393 funds	2394 fund	2395 fund
					s	s
2396	2397		2398	2399 £	2400 £	2401 £
2402	2403		2404	2405	2406	2407
2408	2409Fixed assets		2410	2411 5,237	2412 -	2413 5,23
						7
2414	2415Current assets		2416	2417 230,8	2418 12,2	2419243,
				75	11	086
2420	2421Current liabilities		2422	2423(115,7	2424 -	2425(115,
				95)		795)
2426	2427		2428	2429─────	2430────	2431────
				─	──	──
2432	**2433 **	As at 31 March 2020	2434	2435£120,	2436£12,	2437£132
				317	211	,528
2438	2439		2440	2441═════	2442════	2443════
				═	══	══
2444	2445		2446	2447	2448	2449
2450
2451
2452	17.	RELATED PARTY TRANSACTIONS
2453

2454 There have been no transactions with related parties during the year ended 31 March 2021 or the preceding year other than those set out in notes 10 and 11.

2455 2456 2457 18. CONTINGENT ASSETS 2458 2459 Total grant funding awarded as at 31 March 2021 but not yet received and recognised as income due to the recognition criteria not being met amounts to £416,296.

68