OpenCharities

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2021-03-31-accounts

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Overview from the Chair and CEO ................................................................................................................. 2 Focus on Membership and Localisation ........................................................................................................ 3 Focus on Engineering in Emergencies ........................................................................................................... 4 Year in Review ............................................................................................................................................... 5 Our Bridging the Gap Hub Programme .......................................................................................................... 6 Spotlight on – COVID-19 in the UK Response ................................................................................................ 7 Our Localisation Hub Programme .................................................................................................................. 7 Spotlight on - Rapid Onset Localisation Team (ROLT) .................................................................................... 8 Our Technical Hub Programme ..................................................................................................................... 9 Spotlight on Colombia Shelter ....................................................................................................................... 9 Fundraising and Communications ............................................................................................................... 10 What we Have Learnt .................................................................................................................................. 11 Financial Review .......................................................................................................................................... 12 Plans for 2021-22 ......................................................................................................................................... 12 RedR UK’s Focus on Liquidity ....................................................................................................................... 13 Reserves Policy ............................................................................................................................................ 13 Public Benefit ............................................................................................................................................... 14 Pay Policy for Senior Staff ............................................................................................................................ 14 Risk Management ........................................................................................................................................ 14 Safeguarding and Ethical Policies ................................................................................................................ 14 Structure, Governance and Management ................................................................................................... 14 Statement of Responsibilities of the Board of Trustees .............................................................................. 17 Independent Auditors’ Report…….…….…………………………………………………………………….………………….………….18 Statement of Financial Activities for the year ended 31 March 2021……………………………………..………..……..21 Balance Sheet as at 31 March 2021………………………………………………………………………………………………………..22 Cash Flow Statement for the year ended 31 March 2021………………………..…….……………………………………….23 Notes to the Financial Statements………………..………………………………………………………………………………………..24

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We are very pleased to present RedR UK’s Annual Report for 2020/21 and we thank the RedR UK Team, Trustees, Members, Associate Trainers and consultants for their extraordinary work and dedication throughout the year. We would not have achieved what we did last year without our incredible supporters, patrons, donors and partners also. This year we also counted on amazing support from a number of volunteers, working in project management, HR, IT, finance and governance, as well as on the update of Engineering in Emergencies. Combined, this has enabled RedR UK to not only weather the storm caused by the COVID-19 pandemic, but to actively address it by training 3,902 people in over 100 countries to prevent, mitigate and respond to COVID-19 challenges, as well as an additional 1,511 people on non-COVID-19 projects.

This year there have been many firsts.

The COVID-19 pandemic has advanced the localisation agenda more in the past 18 months than it had advanced in the preceding years, dating back to the World Humanitarian Summit and the Grand Bargain in May 2016. As international staff were repatriated by their headquarters from country offices, the remaining ‘local’ staff continued managing projects, and not only managing them as business as usual, but managing a maelstrom of information and activities needed to ensure the health and wellbeing of their staff, volunteers, contractors and beneficiaries. Headquarters needed to facilitate work remotely and needed guidance and training for their staff on how to do this effectively. We are proud that we played our part in facilitating this shift, training people located in 106 countries worldwide and offering courses uniquely targeted at responding to the COVID-19 emergency, such as remote management.

The gains made during the COVID-19 response should not be lost and the shift to more localised response must now be expedited. There are exciting times ahead, and RedR UK has a role to play in advancing localisation and being part of the solution.

Sophie Gillibert

Chair of the Board of Trustees, RedR UK

Jo de Serrano OBE DUniv CEO, RedR UK

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In October 2020, we established a working group to review RedR UK’s Membership structure and objectives.

Since the World Humanitarian Summit in 2016, the humanitarian system has pivoted towards developing competence of the aid sector’s workforce and strengthening the capacity of those resident in countries affected by emergencies rather than on deploying international aid workers overseas, a model which RedR UK has focused on for many years. However, many of RedR UK’s Members joined when international staff were deployed by RedR UK to humanitarian emergencies worldwide. Approximately 85% of our Members are from the UK and EU, with only 15% considered to be local experts. To support the localisation agenda, we want to develop a new purpose for ‘international’ register members and invest more heavily in those located in countries affected by disaster. As such, we have a new Membership Vision for RedR UK:

RedR UK’s members are the essence and lifeblood of RedR UK and when working together RedR UK’s members equal more than the sum of their parts.

RedR UK’s strength derives from its specification and adherence to high standards, combined with a requirement for impeccable behavioural integrity. RedR UK’s role is inextricably linked to the Core Humanitarian Standard on Quality and Accountability (CHS); RedR UK expects members, affiliates and trainees to uphold the CHS to improve the quality and effectiveness of assistance they provide.

RedR UK helps members, both new to the humanitarian system and those already present to attain those standards and to have a positive impact on affected communities worldwide. Membership is active and rooted in experience and should be drawn from and/or support local level response. Development, certification and maintenance of members’ skills is what keeps RedR UK highly relevant, ensuring that communities and people affected by crisis are at the centre of humanitarian action.

Members work individually and in teams in support of each other and RedR UK, so that collectively we can help affected communities. Members’ experience feeds into RedR UK projects, helping to keep these relevant, up-to-date and practical and helps demonstrate the impact of RedR UK worldwide.

Being a member is the fundamental essence of RedR UK.

In Chris Herlinger/ACT’s, With Courage, In Hope - the tsunami five years after, Jan Egeland said

“Because if you’re not a professional in this game, you have no right to descend on someone in their moment of crisis and do on-the-job training. Saving human lives is no place for amateurs. Why is that? Because the poor, dispossessed and disaster-prone should have at least one basic right left to them: to be protected from incompetence.”[1]

We want to level the playing field and enable a humanitarian system which judges a person’s capacity to respond through the competencies, skills, knowledge and experience they possess, and we want to facilitate exchange of information so that best practice is driven from local to international and vice versa.

This is a system where aid workers are assessed against core humanitarian competencies and learning pathways for humanitarian professions are developed to increase capacity and professionalisation throughout the sector. In this way, and with guidance on competency framework adoption, employers can apply an approved set of humanitarian competency indicators and facilitate objective recruitment.

Our Associate Trainers (ATs) are a fundamental part of RedR UK’s capacity strengthening capability, each having passed RedR UK’s robust assessment process for inclusion on our AT roster. Last year our ATs trained over 5,413 people in 106 countries with 93% rating the facilitation as being excellent or good. They worked hand in hand with RedR UK staff to pivot our training into the online space and were essential in mobilising our first ever UK response and our COVID-19 MENA training. In fact, our ATs were facilitating training on climate change adaptation and disaster risk reduction for aid workers in the Philippines whilst a typhoon passed overhead. Our Associate Trainers are invaluable, and we want them to be part of RedR UK’s Membership too. Old and new RedR UK register members will work together in support of localising humanitarian response, facilitating inclusion, influence and decision-making capacity of local actors.

1 From With Courage, In Hope – the tsunami https://issuu.com/actalliance/docs/with-courage-in-hope

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In 1995, RedR UK published the first edition of Engineering in Emergencies (EiE); a people centred, riskinformed, rights-based resource that strengthens resilience by putting affected people at the centre of any consideration and action. EiE equipped engineers with the knowledge they need to work effectively in humanitarian crises providing communities with key infrastructure (shelter, water supplies, sanitation, access roads and other vital facilities) following disasters, to recognised, internationally accepted standards such as SPHERE. The second edition, published in 2002 was aimed not just at relief engineers but any engineer working within or wanting to work within a humanitarian setting.

EiE was written by Jan Davis, a chartered engineer with experience in both emergency relief and long-term development who has worked for Oxfam as an emergency water engineer and for RedR UK as a Senior Training Officer responsible for delivering RedR UK’s training programme, and Robert Lambert, an engineer with over 15 years’ experience in Africa and elsewhere. He has extensive experience in selecting, preparing, training and debriefing a wide range of professionals for humanitarian relief work. Robert was previously Director of RedR UK.

In 2020, we decided to update Engineering in Emergencies, working alongside the publisher, Practical Action and the original authors, Jan Davis and Robert Lambert. This update will address multiple refreshes of humanitarian architecture since 2002, such as the humanitarian reform agenda, transformative agenda or the Grand Bargains 1.0 and 2.0. In addition, engineering organisations and individuals are also providing substantial contributions for free, without which this update of EiE would not be possible. In 2021/22, we will be looking for funding to translate Engineering in Emergencies into Spanish, French and Arabic, as well as to make the publication open source.

In addition to the third edition of Engineering in Emergencies, we have been awarded funding from the Ramboll Foundation to deliver a programme of structural assessment and disaster resilient structural detailing to engineers working in reconstruction in Iraq and Syria. The course will be implemented with the in-kind support from engineers of Ramboll UK and consists of six modules each containing one 3-hr facilitated online session, coursework and coaching by Ramboll UK engineers. It will be implemented in the FY2021/22.

Other engineering related programmes include the Africa Catalyst Project and the Humanitarian Skills for Engineers Project, both funded by the Royal Academy of Engineering. The former consists of institutional development and strengthening of the Federation of African Engineering Organisations (FAEO), an umbrella body for Professional Engineering Institutes (PEIs) across Africa, and the latter trains engineers in Uganda in humanitarian principles & standards, disaster risk reduction, urban humanitarianism, and the application of engineering skills to urgent humanitarian needs. The project in Uganda is jointly implemented with the Uganda Institute of Professional Engineers and the College of Engineering, Design, Art and Technology (Makerere University).

Furthermore, RedR UK developed in 2020 an in-depth course on Shelter in Urban Emergencies for local humanitarians in Colombia working in relation to the Venezuelan migrant crisis. It was delivered remotely in Spanish language supported by the UK Shelter Centre and was highly successful. Unable to run our Developing Groundwater course in 2020, we are well on track to delivering this course once again in 2021 with robust biosecurity procedures in place.

Finally, in 2020 RedR UK has been awarded the World Bank funded Project “Toward Resilient, Green, Quality Construction Industry” in Bhutan with Arup being the lead organisation.

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Year in Review Table 1.. Key Stalislics Bridging the Gap Hub 1,555 Localisation Hub Technical Hub Total 20121 Total 19120 No. of people reached diieclly No. of countries in which participants were located No. of events 3,211 647 5,413 3￿61 106 collected 143 160 39 342 191 % of inlerventions Ihal include online learning % of other non-face-tctrface training inleivenlions, such as coaching, mentoring % who say skills and knowledge have improved (directly after Ihe event} % who rated the facilitation of the Iraining as excellent or good % of participanls who are women or non*inary % of partieipanls who are national slaff 100% 99% 77% 97% 3% 24% 23% 13% 39% 90% 92% 94% 92% 93% 98% 95% 99% 96% 93% 61% 54% 49% 55% 46% 60% 62% 88% 65% 70% % participanls who work for nalional oiganisations No. of organisalions supported at organisational level (beyond training staff) 25% 24% 65% 29% 24% collerted Figure2'. c￿ntfi.es we worked in 2to)121 Page 5

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During the year, the BtG hub ran 54 open and 89 tailored courses worldwide.

In 2020, RedR UK also successfully launched its first ever fully asynchronous online learning programme. Asynchronous learning is student-centred, used predominantly in online learning and means that learning can occur in different times and places for each learner. Implemented in partnership with UNICEF, it aims to provide sustainable and equitable access to capacity development in UNICEF-led cluster coordination mechanisms through which to improve the delivery of impactful response to the COVID-19 pandemic and other emergencies. The e-learning modules are based on Competency Frameworks for Cluster Coordination and Cluster Information Management designed by RedR UK in 2020 for all UNICEF-led Clusters (Nutrition, Education in Emergencies, WASH and Child Protection Area of Responsibility). In partnership with the Global Nutrition Cluster Technical Alliance (GNC TA), RedR UK also developed the Competency Framework for Nutrition in Humanitarian Contexts. We were also awarded a contract with Plan International to support in the deployment of Plan International’s new global online Monitoring & Evaluation system. This online Planning, Monitoring, Evaluation and Reporting (PMER) system (“AmpImpact”) is hosted on Salesforce, and supports Plan International country offices in collecting, storing, analysing and reporting on their programme and influencing data. RedR UK trainers coach and support learners to deepen their understanding and activate their learning via hands-on task practice and feedback. The project started on 1 December 2020 and ended in July 2021. By 31[st] March 2021, we had trained 35 people from 16 different countries and the target is to reach 1,335 Plan International employees in over 50 countries by the end of July 2021. The training is provided in five different languages - English, French, Arabic, Spanish, and Portuguese.

We have secured another three-year contract with Plan International to continue moderating Plan’s Certificate in Management Programme (PCIM). The project trains cohorts of 80 students in the four regions where Plan International operates.

The BtG hub successfully advocated to the UK Government to invest in online programme design and delivery of Conflict, Stability and Security Fund (CSSF) and Prosperity Fund (PF) Programme Management training. We oversaw development and successful delivery of five online courses. As a result, RedR UK is now well positioned for a continued partnership with the new team at FCDO and the UK Government’s new supplier.

Tailored services: The hub secured funding and coordinated delivery of 15 small to medium size tailored services. Highlights include designing a tracking tool and a three-day training on Safeguarding for in-person delivery for global focal people of Relief International. We were invited by the West Bank Protection Consortium to facilitate a strategic workshop in December 2020 which was attended by over 50 people representing consortium members, donors and partners. We also reviewed and adapted two training courses on Protection from Sexual Exploitation and Abuse (PSEA) for the International Organization for Migration (IOM) for in-person delivery.

We have worked with the International Rescue Committee (IRC) Syria to strengthen their and their national partner capacities to prepare for and respond effectively to emergencies in Syria. Specifically, we have reviewed competencies of IRC extended senior management team (ESMT) against requirements for effective emergency preparedness and response to identify areas of strength and learning needs. We have evaluated IRC emergency preparedness, contingency planning and response tools and processes. We have then designed and delivered a bespoke training for IRC Syria team to address learning gaps prioritised through the competency assessment. Finally, we have designed and facilitated a simulation exercise to strengthen the team’s preparedness and response capacities.

We have designed and delivered bespoke online training for several international and national NGOs and UN agencies including Food and Agriculture Organisation (FAO), Sphere Project, Choose Love/Help Refugees, Local Trust, Australian Council for Educational Research UK and Disaster Emergency Committee (DEC).

Open programme: We have launched a portfolio of online interactive courses under the RedR UK Open Programmes – So You Think You Want to Be an Aid Worker (SYT), Training of Trainers (for beginners and experienced trainers); Monitoring and Evaluation, Needs Assessment; and secured partnership with RedR Australia for conversion of our existing Security Management for Humanitarians (SMH) course for online training.

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In response to COVID-19 pandemic, RedR UK launched the first UK project in its history. With funding from the WhitbyBird Foundation, we designed online interactive courses on Culturally Appropriate Hygiene Promotion, COVID-19 Myth Busting and Stress Management. The project targeted those working in the community in response to the COVID-19 pandemic in the UK. Over the course of two months, we ran 48 online courses and trained 751 people from over 100 different organisations and groups including the NHS, National Female Genital Mutilation centre, youth and women groups, British Red Cross, Médecins Sans Frontières, Refugee Action, Saferworld, South London Refugee Association, Save the Children, UK-MED, UK Mental Health, Water Aid, the BBC, Cancer Research UK, Church of England, Muslim Charities Forum and Voluntary Services Overseas (VSO) to list a few. 72% of participants identified themselves as women or non-binary. 95% rated the courses as ‘excellent’ or ‘good’. 87% rated improvement in their knowledge and skills as ‘excellent’ or ‘good’. 46% of those registered reported that they heard about the courses from a colleague, employer or by word of mouth. We interpret this as a testimony of the quality of the courses. Key messages for each module were translated into Arabic, Bengali and Urdu.

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RedR UK received funding from the H2H network, JTI Foundation and the Clothworker’s Foundation to support RedR UK COVID-19 response in low or lower medium income countries and in low bandwidth/internet countries. The programme aimed to strengthen the ability of COVID-19 responders to promote effective disease control and prevention, improve psychosocial support to staff and communities and respond effectively in both rural and urban settings.

Unfortunately, during the project period face-to-face courses as previously provided in Sudan were not possible, initially due to the COVID-19 restrictions by the Sudanese government, but also due to restrictions put in place as a result of violence and protest, the floods and also flood and Tigray-crisis related responses drawing on all available human resources from the aid community.

Nevertheless, we designed and delivered 11 online modules prioritised based on the Learning Needs Assessment conducted in May 2020 and a follow-up in August 2020:

11) Module 11 Gender Based Violence and COVID-19: focus on women and girls.

To cater for different access requirements, in particular in Sudan, we also developed an animated video on Gender and Inclusion: COVID-19. The videos were streamed on RedR UK’s social media in English with Arabic sub-titles.

In addition to the 11 online modules for public participation, four blended, two-day training courses for healthcare professionals in Idlib and Azaz, both Northern Syria, were delivered remotely via Zoom and coordinated in-country with RedR UK’s local partner, Violet Syria.

Two bespoke online courses on Training of Trainers (TOT) were designed and delivered in Arabic to 55 Violet Syria staff responding to COVID-19 in North-West Syria. Trained staff then went on to train 272 non-medical

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staff in Azaz and Idlib (Nort￿WeSt Syria) via seven online courses. Training focused on psychological fiisl aid and COV1Tr19 prevention. All participanls of RedR UK training were offered an HPass Badge, a digital indicaloi of achievement, and a way for participants to demonsliate Iheir skills and experience. RedR UK is an HPass certified organisation meaning that we comply with humanitarian learning slandards, which was evidenced in participant feedback and positive reviews. The transition from fac*trface training to online delivery was based on feedback from our learning needs assessment which demonstrated Ihal Iiainees preferred inleraction with trainers as opposed lo self-paced online training. The Iiaining developed and delivered by RedR UK'S tried and trusled Associale Trainers resulted in positive feedback for the learning events undertaken, wilh ratings in excess of 89%. In addition, Ihe reach of these courses spread further Ihan anlicipated, broadening the impact of Ihis training. AMADA Spotlight on - Rapid Onset Localisation Team (ROLT) Local actors are the first to respond in the aftermath of a disaster, but they often lack capacity and are subsequently sidelined by ihe international syslem. In addition, progress on localisation has been patchy due to poor management capacity, lack of financial resources and governance problems. Many localisation initiatives fail to consider exisling capacilies and create unequal power ielalionships whereby local actors struggle to have a voice wilhin humanitarian coordinalion mechanisrns. RedR UK has found Ihat in the immediate aftermath of disasters Ihere is a rush lo respond and little time, funds or inleiesl in training and capacity development. Rapid Onset Localisalion Teams IROLTI are teams of regional and local humanitarian experts and trainers who provide jus14Trtime tailored capacity development, advice and support to local actors responding to unfolding crises or preparing io respond to expected humanitarian emergencies. ROLTS will improve local actors, undeislanding, assessmenl, programming and management capacity and promote, assist, and facilitate the involvemenl of local aclors in humanilarian coordinalion mechanisms, their access to funding and effeclive and efficienl cooperation with inleinational actors. Our experience in capaciiy building and learning needs assessments shows that lailored capaciiy development and support along with bIt￿1zed training for local actors during or in preparation for emergencies not only improves Iheir response and capaciiy but also facililales their dialogue and engagemenl wilh the international humanitarian syslem. This sliengihens and amplifies their voice, making improved and effective localisation more likely. The piogramme will be global in its reach, but Ihis pilot project funded by H2H Gel Ready Fund allowed RedR UK to establish a pilot ROLT in the Asia region consisling of 5 humanitarian experts from Ihe region, many of whom are RedR members. These have been onboaided and trained in menloring, coaching, identifying needs Page 8

in an emergency, and engaging with local actors. The funds also allowed RedR UK to refine the ROLT strategy in discussion with other RedR organisations, donors and H2H members and develop the related RedR UK deployment, administrative, logistics and security procedures. Furthermore, the project allowed the creation of 5 short training modules contextualised to the Asia region for the use by ROLT and others. Other projects and future funding will also contribute to these regionally contextualised trainings and resource material that will be available online and open source, and available in several languages.

The ROLT increases the inclusion and representation of national and local NGOs in the international humanitarian system at the national and global level through increased knowledge, capabilities, leadership capacity and organisational integration. This work builds upon gains already achieved by others within the international humanitarian system and is coordinated with existing systemic capacity efforts and programming. Local staff and organisations will be at the forefront of effective and sustainable humanitarian response, engaging efficiently, transparently, and inclusively in coordination with other actors.

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During 2020/2021, our Technical Hub Programme implemented five main projects, supporting 647 people directly across 50 countries, as well as strengthening the capacity of three engineering organisations in Africa. Due to COVID-19, all programming switched to online, with no face-to-face events held over the course of the year.

  1. The Climate Change Adaptation and Disaster Risk Reduction Project, supporting climate-vulnerable communities in the Philippines and Bangladesh to build resilience to climate change and disaster risks. An impact video from Bangladesh was produced, available here.

  2. The Humanitarian Skills for Engineers Project, strengthening the existing capacity of engineers in Uganda so that they are able to utilise their technical skills in a humanitarian or disaster setting. This project also included a Training of Trainers element, and organisational capacity support to the Ugandan Institution of Professional Engineers, and the College of Engineering, Art, Design and Technology (CEDAT, at Makerere University).

  3. The Africa Catalyst Project, supporting and strengthening the capacity of the Federation of African Engineering Organisations (FAEO), an umbrella body for engineering institutions in Africa. A long-term project running since 2018, this year saw increased focus on supporting the FAEO to support other Professional Engineering Institutes (PEIs) across Africa, including running a series of online training workshops and trainings.

  4. The Rapid Onset Localisation Team (ROLT) project funded by H2H Get Ready fund, which was implemented for the localisation hub (see Spotlight on – ROLT, above).

  5. The Lloyds Charities Trust Funded training on Shelter in Urban Emergencies for local humanitarians in Colombia working in relation to the Venezuelan migrant crisis (see Spotlight on Colombia Shelter, below).

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This project was conceived in response to the ongoing refugee and migrant crisis in South America. Since 2014, there has been an 8,000 per cent increase in the number of Venezuelans seeking refugee status, 1.7 million of whom have traversed the hazardous border regions into Colombia. Known as !caminantes’ (Spanish for walkers), those who are forced to make the journey on foot face even greater risks from exploitation, extortion, and violence.

A perceived lack of open, free, capacity development initiatives was identified, and informed the development of this project. The project need was intensified due to the outbreak of the COVID-19 pandemic, which had significant repercussions on the crisis, as well as broader health, safety and economic implications for the region. As a result of COVID-19, the border between Venezuela and Colombia has remained officially closed since March 2020, forcing refugees to try their luck at informal crossing points or trochas that act as magnets for criminal activity.

Following a Learning Needs Assessment carried out in the summer of 2020, the following areas were prioritised for capacity development:

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1. Shelter in Urban Emergencies

Host countries such as Colombia need assistance to provide adequate shelter for those arriving from across the border. 32% of migrants in Colombia have no access to housing, making them particularly vulnerable to the consequences of poverty.

2. Introduction to Protection

The majority of migrants and refugees from Venezuela are families including children, the elderly, and pregnant women. Even upon arrival in their host countries, informal status and lack of documentation can spell danger for refugees and migrants. Humanitarian protection is essential to ensure that vulnerable groups can arrive and remain safely in Colombia.

3. Responding to Gender-based Violence (GBV)

Women and girls are particularly vulnerable to the dangers that accompany displacement. According to a report by the Bogotá-based Ideas for Peace Foundation (FIP), sex trafficking of Venezuelan migrants and refugees is rife in the northern borderlands of Colombia, where criminal and armed groups are present. While 13 per cent of women have reported suffering some form of violence during their journey into Colombia, the International Organization for Migration acknowledges this figure is likely far higher due to the underreporting of violence against women.

In response, RedR UK developed a 6-week Shelter in Urban Emergencies course, and two shorter protectionbased modules, all online and all in Spanish. In total, over 350 people applied for a place on a course and all sessions were oversubscribed, meaning many unfortunately did not get a chance to participate. The high demand for places was also demonstrative of the need for these types of capacity building interventions. In total, 8 sessions were run of the protection modules, with a total of 180 participants. All participants who attended the full sessions in a module were awarded the HPASS badge, accredited by RedR UK. The Shelter course was run as a full six-week course to 39 participants. The course consisted of 4 live facilitated sessions, 2 group tasks, 3 individual assignments, and 1 group presentation at the end of the course, to demonstrate their overall learning from the course.

“The formulation of shelter strategies generated a great impact for me and from that I was able to create my own process to implement in my organization.”

Participant, Shelter in Urban Emergencies course

“Having key guidelines allows us in our role of guiding our teams in the area of how to approach a situation specific to GBV in case of presentation and the minimum standards to be taken into account to support the person affected by this type of violence.”

Participant, Responding to Gender Based Violence session

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It was a challenging year for fundraising for charities around the world, and RedR UK were no exception, switching most of our appeals and events into the online space. We cancelled the majority of the events we had planned to celebrate our 40[th] birthday, but extend our gratitude to HRH, The Princess Royal for her support in recording a thank you video for our supporters.

In response to the challenges posed by COVID-19, we found creative and inventive ways of undertaking digital fundraising and we will be using these skills and experience in creating hybrid fundraising events in the future.

We raised almost £103k from our individual supporters, a reduction on previous years, largely due to not posting appeals to our loyal supporters to protect them from COVID-19. Despite that, both our summer and Christmas appeals, aimed at supporting our COVID-19 response, exceeded our expectations and previous years’ support and we offer thanks to our incredible supporters.

All of our regular Challenge Events such as the Great North Run, Royal Parks Half Marathon, AXA Fundraising Challenge and the London Marathon were cancelled, also leading to a reduction in income. Instead of physical events, we ran entirely virtual fundraising events, such as the Big 40 Challenge to celebrate our 40[th] anniversary

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and the 2.6 challenge in place of the London Marathon. In addition, we ran a few smaller fundraising events with our corporate partners.

We converted our disaster relief simulations to be run online, receiving incredibly positive feedback, and we can now run these sessions either face to face or virtually for our partners and patrons. Our annual Hands-on Weekend was also managed virtually due to COVID-19 restrictions. It was a great event and successful in terms of content, attendance and participant feedback. Our Atkins Graduate Charity Challenge took place later than usual, was smaller in numbers and conducted virtually and still raised a substantial amount for RedR UK. It worked so well, that we are planning a hybrid Atkins Graduate Charity Challenge for later in 2021. Many engineering and construction awards events, such as the IstructE Structural Awards, British Construction Industry Awards and Tunnelling Festival were also taken online and reduced our fundraising ability.

Support from patrons and corporate partners remained steady throughout the year and we thank them for their continued funding in what was a difficult year for their sectors also. The COVID-19 emergency deepened our relationships with many of our partners and patrons, receiving not only financial support but in-kind support also.

For 2021/22, we have begun to work with Red Pencil to refine our fundraising and communications strategy, to help us maximise our potential in these areas.

Last year we worked with communications agency Hey Honey to continue the roll out of our audience engagement strategy. Our communications were heavily weighted towards the COVID-19 pandemic and the work we were doing to support frontline workers in the UK and MENA regions. Our partnership with Hey Honey came to an end in December 2020 and the communications for RedR UK is now fully in-house and has received positive feedback from our audience, particularly those in the humanitarian sector. Communications highlights of our COVID-19 response were a video created by Hey Honey and a video created by our partner, Violet Syria.

Over the last six months of 2020/21, each RedR UK LinkedIn post appeared 532 times on our followers’ feeds and each Twitter post appeared 677 times, resulting in a 3.4% and 0.8% engagement rate against industry averages of 2-5% for LinkedIn and 0.5-1% for Twitter. RedR UK’s following may be small, but our communications are making an impact and our engagement is at the higher end of engagement for the sector. With the new communications strategy being rolled out in 2021/22, we expect both our following and engagement to increase.

We follow the Code of Fundraising Practice, as established by the Fundraising Regulator. The Code of Fundraising Practice sets the standards that apply to fundraising carried out by all charitable institutions and third-party fundraisers in the UK. No complaints were received during the year relating to fundraising practices.

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As a learning organisation, with lifelong learning as a core value, RedR UK focuses on continually improving and learning lessons from its own programmes, as well as building the capacity of others in this area.

What we have learnt What is or what was the fix?
Online learning now a standard in sector and it is
possible to reach a greater number; however, quality,
not just quantity is important.		 We limited participants in our courses to a maximum
of 24 which enabled everybody to engage with the
facilitator and other participants.
Aid workers strongly emphasise the preference for
interactive types of digital learning which enable
connection to both facilitators/trainers and other
participants.		 The face-to-face experience was recreated through
icebreakers, breakout groups, quizzes and surveys.
Participants were able to engage on their own terms,
able to communicate privately with the Facilitator
where they did not feel comfortable responding
publicly. This created a more inclusive environment.
Access to reliable internet connection and services
is a major consideration		 We have trialled giving data bundles to participants
in the Humanitarian Skills for Engineers course in
Uganda,where connection and bandwidth were a

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particular issue. This had a significant impact on the
ability of participants to meaningfully participate in
online sessions and could be replicated elsewhere.
We offer low bandwidth options, being mindful of
bandwidth when activities (particularly on Moodle)
are designed.
Subscription and drop-out rates on free-online
courses can be high.		 We need to select participants carefully, ensuring
that course spaces are utilised appropriately and
that our training can be of maximum impact.
The is a multitude of online and remote training
options and not all of them are suitable for all types
of training or contexts.		 This
requires
careful
consideration
of
the
circumstances and support of an e-learning
technologist.
It was quite challenging for some of our best face-to-
face trainers to work with technology when
delivering remotely while other trainers adapted to
this form of training delivery very well.		 To ensure the support to our trainers we always co-
hosted all remote sessions. This ensured the trainer
could focus on delivering the course effectively and
that participants had the best learning experience.

&'(/ "# $6 /'31.1, +320 5- 6*'3

-EI=I?E=G 6AQEAR

Following changes within the humanitarian sector, RedR UK funding and several years of related deficit, RedR UK fully restructured in 2019, revised its business model, and changed its management team. This process was substantially completed in March 2020 when the COVID-19 pandemic hit, fast-forwarding further changes within the sector and affecting organisations and communities around the globe. RedR UK was comparatively well prepared to weather the storm having reduced its fixed cost by half during the FY2019/20. It also quite quickly succeeded in obtaining financing for its COVID-19 response and adapting from face-to-face to remote training, capacity development and support to individuals, communities and organisations within the humanitarian and development sectors.

At the beginning of the COVID-19 emergency, when it became clear that face to face training would not be possible, we reviewed our strategy accordingly and began sourcing funding to deliver training online for the duration of the emergency. This, combined with changes made the previous year to the business model including the restructuring, resulted in significant gains compared with the previous financial year. This resulted in a small deficit of £57k, which, given COVID-19 challenges and being unable to deliver face to face training for the entire year, is a substantial improvement.

We secured almost £1 million in new funding and achieved a total income of £1.34 million. While total income and expenditure have reduced compared to previous years, the organisation is now financially stable despite COVID-19, and able to grow from a relatively low fixed cost base. Many of our resources including staff and our carefully selected and vetted pool of Associate Trainers are project-based, meaning that staff growth is limited to contracts in place. As such, the organisation has retained its full capacity to scale up and down as required.

We also made the hard decision to reduce our representation in Sudan. The lack of internet capability, combined with a long public sector closedown meant that maintaining the office whilst the COVID-19 emergency continues was not financially viable. Costs in Sudan have therefore been reduced significantly, with a reduction in staffing and facilities costs.

For the FY 2021/22, RedR UK predicts a total income of £1.88 million against a total expenditure of £1.84 million.

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COVID-19 continues to impact our ability to deliver face to face learning events in the UK; however, a recent award of £195k by the Japan Tobacco Industry Foundation (JTIF) will enable us to convert more of our training into online initiatives, compensating, in part, for this issue.

Page 12

We are already delivering open online training with Monitoring and Evaluation, Needs Assessments, Training of Trainers and our So You Think You Want to be an Aid Worker courses, and we are converting our Security Management for Humanitarians course alongside RedR Australia for delivery from September 2021. By the end of financial year 21/22, we expect to have a suite of 11 online open courses.

Face to face training has restarted in the MENA region, with national Associate Trainers delivering courses within their countries of residence. We are continually assessing the global impact of COVID-19 and especially the safety and security, health and wellbeing of our staff, Associate Trainers and course attendees, and we will only begin deployments outside of a traveller’s country of domicile when;

In addition to the funding received from JTIF, we have recently won projects with AXA XL, Ramboll Foundation and the Global Nutrition Cluster totalling £528k. We began working with a specialist Fundraising and Communications consultancy, Red Pencil, to refine our business development, fundraising and communications strategy and its subsequent implementation.

The cuts to FCDO’s budgets will no doubt impact on INGO and UN budgets globally; however, a renewed focus on localisation as part of the Inter Agency’s Standing Committee’s Grand Bargain 2.0 should translate into additional funding in the area of localisation and accountability to affected populations, both areas in which RedR UK has expertise.

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Our work with Red Pencil aims to improve our business development and communications capability and capacity, to facilitate increasing our win rate on proposals and to substantially increase our unrestricted fundraising income. In addition, new software to forecast cashflow has been implemented and automation of our forecast is underway.

We sought to further minimise outgoing costs by vacating our London office. Sebastian Wood of Whitby Wood and Trustee for RedR UK has offered RedR UK free accommodation and open course training facilities until such time as it becomes necessary to have our own premises. At present, staff are working well remotely and with face-to-face training not likely to recommence in the UK until at least September 2021, the need for a physical office in London is low.

As mentioned, we reduced our representation in Sudan. Despite the huge need for our services, access to internet, public sector closures, lockdown and social distancing meant that our Sudan office was unable to provide training, rendering it financially unviable to maintain our presence at the same level. We are still able to undertake capacity strengthening in Sudan, but it will be managed through either our Jordan or UK office.

By the end of the financial year, monthly fixed costs had been reduced to c. £68k. Our budget for ending the financial year 2021/22 includes investment in certain areas; however, decisions on major expenditure, such as staff recruitment or systems implementation, are reviewed and considered monthly. Decisions are based on monthly management accounts and regularly updated cashflow projections, so that senior leadership is well informed on liquidity. We ended financial year 2020/21 with a cash balance of £157k (excluding investments). With our increased focus on liquidity and cost control, we expect our cash balance to increase throughout this current financial year, to meet our temporary reserves policy of £190k (see Reserves Policy section below).

We were also able to capitalise on free support through Advocates for International Development (A4ID), Accountants for International Development (AfID) and REACH Volunteering.

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Good management of RedR UK’s finances and other assets enables it to succeed in delivering its charitable aims. RedR UK is committed to the prudent use of funds and therefore requires reserves to ensure it can fund its operations, fund any unexpected expenditure or any shortfalls in income. Reserves enable us to carry on running operations despite future uncertainties. The Rules for the financial provisions are as described in sections 50 to 55, inclusive, of the Articles of Association.

Page 13

RedR UK’s reserve policy is to ensure that reserves are maintained to meet all statutory requirements and obligations, should a decision be taken by RedR UK to wind down its operations, although this policy remains suspended while cash flow recovers. Currently, our temporary target is 12 weeks’ coverage of expenses, or approximately £190k.

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In shaping our objectives and planning our activities, the Trustees considered the Charity Commission’s guidance on public benefit, including the guidance ‘Public Benefit: running a charity (PB2)’. Our strategy in 2020/21 for increasing the capacity of humanitarian actors resulted in the activities described in the sections that follow.

Although they rarely meet the RedR UK organisation, RedR UK’s programmes also provide a public benefit to our ultimate beneficiaries – those directly affected by disasters and other humanitarian crises.

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The Trustees consider the Senior Leadership Team, comprising the CEO, Programmes Director and Head of Partnerships as key management personnel of the charity.

RedR UK has a Remuneration Committee that regularly reviews external benchmarking data for staff salaries in the sector to maintain oversight of remuneration for key management personnel. In making recommendations and decisions, the committee have regard to the overall RedR UK pay policy, affordability, and the need to be able to recruit, retain and motivate high-quality staff.

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The Trustees have considered the major risks to which the charity is exposed and satisfied themselves that systems or procedures have been established to manage those risks. A detailed risk register is updated by the Finance, Audit and Risk Committee (FARC) ahead of each quarterly Board meeting and as and when a significant risk, such as COVID-19, arises. When a significant risk arises, the FARC may choose to monitor the risk register more regularly. The risk register states the appetite for each risk, estimates the likelihood and impact of the risk, notes the changes since the last review and details the actions that have been taken to manage the risk. This ensures that Trustees are aware of significant risks and can satisfy themselves that control procedures are in place.

Our Finance, Audit and Risk Committee has met, and will continue to meet, more regularly than the scheduled quarterly meetings to maintain a close overview of risks and finances.

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RedR UK has a Safeguarding and a Business Ethics Policy, both of which are being reviewed as part of a regular and comprehensive audit of our policies by RedR UK’s Board of Trustees. As a developer and deliverer of safeguarding training to the humanitarian community, we are confident in our safeguarding standards.

RedR UK has a Prevention of Sexual Abuse, Exploitation and Abuse (PSEA) Policy and a Safeguarding Policy. Our Code of Conduct translates these principles into practical guidance that empowers RedR UK, its staff, volunteers, Trustees, its business partners and their employees to realise these aspirations.

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RedR UK is a company limited by guarantee, governed by its Memorandum and Articles of Association. It is registered as a charity with the Charity Commission. Members of the charity guarantee to contribute an amount not exceeding £1 to the assets of the charity in the event of winding up. Of the 1915 members, the total number of such guarantees on 31 March 2021 was 639.

RedR UK is part of the RedR International family. RedR International is the umbrella body of RedR organisations globally. RedR UK has two nominees on the General Assembly of RedR International and one on the Board of RedR USA.

Page 14

The Board of Trustees governs the organisation in line with its memorandum and articles of association, vision, aims and charitable objectives, as well as providing overall policy direction. Trustees meet at least quarterly as a full Board and are responsible for compliance with all the legal and statutory requirements of a UK charity and of a registered company.

RedR UK has taken out Charity Trustees Liability Insurance to indemnify all its Trustees, existing and retired, and the directors of its subsidiary company, RedR UK Trading Limited, for any proceedings commenced against them as a result of their service with the charity and the company.

All Trustees give their time freely, with none receiving remuneration in the year. Upon admission to the Board, Trustees receive an induction on RedR UK. Details of Trustees’ expenses are disclosed in note 5 to the accounts.

The Board has a Governance Manual that stipulates the provisions for appointments to the Board of Trustees, their term limits, nominations and appointments to the positions of Chair, and Terms of Reference for subcommittees, which include:

Each Trustee has taken responsibility for monitoring the charity’s activities in specific operational areas and constant attention is paid to the skills mix of the Trustees to ensure that the Board of Trustees has the necessary skills required to contribute fully to the charity’s development.

Members of the Board are Directors of the charitable company (the company) and its Trustees for the purpose of charity law. Throughout this report they are collectively referred to as the Trustees. The Trustees are responsible as a body for governance, policy making, monitoring of implementation, general conduct, overall performance, and for reporting to the membership at general meetings. The Trustees delegate operational management of the organisation to the Chief Executive Officer (CEO).

The Trustees who served during the year April 2020 to March 2021 were as follows:

Name Office Joined Current term
Sophie Gillibert Chair 2020 Elected October 2020
Prof. Paul Sherlock Chair of Membership Working Group 2012 Elected Sep 2018
Ian Smout 2008 Elected Sep 2019
Isobel Byrne Hill 2017 Elected Oct 2020
Prof. Parneet Paul 2017 Elected Oct 2020
Sebastian Wood Vice Chair
Chair of Remuneration Committee		 2018 Elected Sep 2018
Jack Jones Chair of Fundraising Committee 2019 Elected Oct 2020
Linda Richardson Company Secretary 2017 Resigned Aug 2021
Heather McKinlay Chair of Finance, Audit and Risk Committee 2020 Co-opted Dec 2020
Mel Sallis 2020 Co-opted Dec 2020
Geoff French 2014 Resigned Oct 2020
Tim Hayward 2015 Resigned Oct 2020
Andrew Lamb 2011 Resigned Oct 2020
Caroline Lassen Vice Chair 2013 Resigned Dec 2020

The President of RedR UK, an honorary role, is Her Royal Highness The Princess Royal

Page 15

In 2020-2021, many of our Honorary Vice Presidents came to the end of their term in office and/or decided to step down due to personal circumstances. Honorary Vice Presidents during 2020-2021 were:

Prof. Peter Guthrie OBE Lieutenant General Sir Tyrone Richard Urch, KBE Mike Woolridge OBE Richard Groome Sir Michael Bear (stepped down January 2021)

Rt. Hon. The Baroness Chalker of Wallasey (stepped down January 2021) Colonel James Howard (stepped down January 2021) Dr. Scott Steedman CBE (stepped down January 2021) Wendy Fenton (stepped down January 2021)

Reference and Administrative Details

Company number 3929653 Charity number 1079752 Registered office

91-94 Lower Marsh London SE1 7AB

Principal Office

91-94 Lower Marsh London SE1 7AB

Principal Staff

Jo de Serrano – Chief Executive Officer

Honorary Officers Sophie Gillibert – Chair Sebastian Wood – Vice Chair Heather McKinlay– Treasurer

Bankers

National Westminster Bank Plc 30 Market Place Newbury Berkshire RG14 5GP

Auditors

Moore Kingston Smith LLP

Devonshire House 60 Goswell Road London EC1M 7AD

Page 16

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The Trustees (who are also directors of RedR UK for the purposes of company law) are responsible for preparing the Trustees’ Report and the financial statements in accordance with applicable law and regulations.

The Board of Trustees presents its report and the audited financial statements for the year ended 31 March 2021. The financial statements comply with current statutory requirements, the Memorandum and Articles of Association and the Financial Reporting Standard applicable in the UK and the Republic of Ireland (FRS 102) and follow the Charities SORP (FRS 102).

Under company law, the Trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the charity and of the surplus or deficit of the charity for that period.

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

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

Financial statements are published on the Charity’s website in accordance with legislation in the United Kingdom governing the preparation and dissemination of financial statements, which may vary from legislation in other jurisdictions. The maintenance and integrity of the Charity’s website is the responsibility of the Trustees. The Trustees’ responsibility also extends to the ongoing integrity of the financial statements contained therein.

The charitable company qualifies as small under section 383 of The Companies Act 2006 and so no strategic report has been prepared, which is a requirement of medium and large companies under the Companies Act 2006 (Strategic Report and Director’s Report) Regulation 2013.

Approved by the Board of Trustees and signed on its behalf by

Sophie Gillibert – Chair of the Board of Trustees

23 September 2021

Page 17

INDEPENDENT AUDITORS’ REPORT TO THE MEMBERS OF REDR UK

Opinion

We have audited the financial statements of RedR UK (‘the 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 FRS 102 ‘The Financial Reporting Standard Applicable in the UK and Ireland’ (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

Basis for opinion

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

Conclusions relating to going concern

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

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the 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.

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

Other information

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

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

We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

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

Matters on which we are required to report by exception

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

18

INDEPENDENT AUDITORS’ REPORT TO THE MEMBERS OF REDR UK

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

Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement set out on page 17, 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.

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.

Auditor’s responsibilities for the audit of the financial statements

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

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

Explanation as to what extent the audit was considered capable of detecting irregularities, including fraud

The objectives of our audit in respect of fraud, are; to identify and assess the risks of material misstatement of the financial statements due to fraud; to obtain sufficient appropriate audit evidence regarding the assessed risks of material misstatement due to fraud, through designing and implementing appropriate responses to those assessed risks; and to respond appropriately to instances of fraud or suspected fraud identified during the audit. However, the primary responsibility for the prevention and detection of fraud rests with both management and those charged with governance of the charitable company.

Our approach was as follows:

19

INDEPENDENT AUDITORS’ REPORT TO THE MEMBERS OF REDR UK

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

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

Use of our report

This report is made solely to the 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 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 any party other than the charitable company and charitable company's members as a body, for our audit work, for this report, or for the opinions we have formed.

Neil Finlayson (Senior Statutory Auditor) for and on behalf of Moore Kingston Smith LLP, Statutory Auditor

Devonshire House 60 Goswell Road London EC1M 7AD

Date: 28/09/2021

20

RedR UK Report of the Board of Trustees Year ended 31 March 2021

Statement of financial activities (incorporating an income and expenditure account)

For the year ended 31 March 2021

2021
Note
Restricted Designated Unrestricted
Total
£
£
£
£
2
-
314,994
314,994
Investment income
3,608
3,608
Charitable activities
3
Improving competence
917,809
-
101,803
1,019,612
Total income
917,809
-
420,405
1,338,214
Fundraising
-
-
146,525
146,525
Publicity
-
-
47,682
47,682
Total costs of raising funds
-
-
194,207
194,207
Charitable activities
Improving competence
1,048,327
-
172,835
1,221,162
4
1,048,327
-
367,042
1,415,369
Net gains/(losses) on investments
20,061
20,061
5
(130,518)
-
73,424
(57,094)
13
(7,775)
(3,552)
11,327
-
Net movement in funds
(138,293)
(3,552)
84,751
(57,094)
Balance brought forward at 1 April 2020
174,824
3,552
3,044
181,420
Balance carried forward at 31 March 2021
13
36,531
-
87,795
124,326
Donations and legacies
Expenditure
Income
Raising funds
Total expenditure
Transfers between funds
Net (expenditure)/income		 2021
Note
Restricted Designated Unrestricted
Total
£
£
£
£
2
-
314,994
314,994
Investment income
3,608
3,608
Charitable activities
3
Improving competence
917,809
-
101,803
1,019,612
Total income
917,809
-
420,405
1,338,214
Fundraising
-
-
146,525
146,525
Publicity
-
-
47,682
47,682
Total costs of raising funds
-
-
194,207
194,207
Charitable activities
Improving competence
1,048,327
-
172,835
1,221,162
4
1,048,327
-
367,042
1,415,369
Net gains/(losses) on investments
20,061
20,061
5
(130,518)
-
73,424
(57,094)
13
(7,775)
(3,552)
11,327
-
Net movement in funds
(138,293)
(3,552)
84,751
(57,094)
Balance brought forward at 1 April 2020
174,824
3,552
3,044
181,420
Balance carried forward at 31 March 2021
13
36,531
-
87,795
124,326
Donations and legacies
Expenditure
Income
Raising funds
Total expenditure
Transfers between funds
Net (expenditure)/income		 2020
Total
£
527,117
7,731
1,144,221
1,679,069
383,197
54,215
437,412
1,978,019
1,048,327
-
367,042
1,415,369
20,061
20,061
(130,518)
-
73,424
(57,094)
(7,775)
(3,552)
11,327
-
(138,293)
(3,552)
84,751
(57,094)
174,824
3,552
3,044
181,420		 2,415,431
3,764
(732,598)
-
(732,598)
914,018
36,531
-
87,795
124,326		 181,420

All of the above results are derived from continuing activities. There were no other recognised gains or losses other than those stated above.

21

RedR UK Report of the Board of Trustees Year ended 31 March 2021

Balance sheet

As at 31 March 2021

Note
£
£
Fixed assets
8
-
Investments
9
121,805
121,805
Current assets
Debtors
10
138,257
Cash at bank and in hand
157,267
295,524
Creditors: amounts falling due within one year
11
(243,003)
Net current assets
52,521
Creditors: amounts falling due in more than one year
11
(50,000)
Net assets
12
124,326
Funds
13
Restricted funds
36,531
Unrestricted funds
Designated funds
-
General funds
87,795
Total funds
124,326
2021
Tangible fixed assets		 2020
£
3,552
101,744
105,296
198,081
245,354
443,435
(367,311)
76,124
-
181,420
174,824
3,552
3,044
181,420

These financial statements have been prepared in accordance with the provision applicable to companies subject to the small companies regime.

Approved by the Board of Trustees and authorised for issue on 23rd September 2021 and signed on its behalf by

Sophie Gillibert - Chair of the Board of Trustees

Heather McKinlay - Treasurer

Company registration number: 3929653

22

RedR UK Report of the Board of Trustees Year ended 31 March 2021

Cash flow statement

For the year ending 31 March 2021
2021
Cash flow from operating activities
£
Net cash (used in)/ provided by operating activities
(93,139)
Cash flow from investing activities
Investment income and interest received
3,608
Disposal of fixed assets
1,444
Disposal of investments
-
5,052
Net (decrease)/increase in cash and cash equivalents
(88,087)
Cash and cash equivalents at beginning of year
245,354
Cash and cash equivalents at end of year
157,267
Reconciliation of net income to net cash flow from operating activities
2021
£
Net (expenditure)/income
(57,094)
Adjustments for:
Depreciation charges
2,108
(Gains)/losses on investments
(20,061)
Investment income
(3,608)
Decrease/(increase) in debtors
59,824
(Decrease)/Increase in creditors less than one year
(124,308)
Increase in creditors greater than one year
50,000
Net cash (used in)/ provided by operating activities
(93,139)
Analysis of changes in net debt
As At 1st
April 2020
Cashflows
Cash at bank
245,354
(88,087)
Loans falling due less than 1 year
-
-
Loans falling due greater than 1 year
-
(50,000)
Movement in net debt
245,354
(138,087)		 2020
£
(412,210)
7,731
-
90,000
97,731
(314,479)
559,833
245,354
2020
£
(732,598)
2,109
(3,764)
(7,731)
206,774
123,000
-
(412,210)
As At 31st
March 2021
157,267
-
(50,000)
107,267

23

RedR UK Report of the Board of Trustees Year ended 31 March 2021

Notes to the financial statements

For the year ended 31 March 2021

a. Basis of preparation of financial statements (continued)

The Trustees have assessed whether the use of the going concern basis is appropriate and have considered possible events or conditions that might cast significant doubt on the ability of the charitable company to continue as a going concern. The Trustees have made this assessment for a period of at least one year from the date of approval of the financial statements.

The Trustees consider that there are no material uncertainties about RedR UK’s ability to continue as a going concern and have based this on detailed budgets and forecasts that have been produced on a conservative basis. Following a number of loss-making years, the charity embarked on a significant cost cutting and reshaping exercise in the financial year ended 31 March 2020 which had a positive impact in the financial year ended 31 March 2021. Whilst the COVID-19 pandemic put a strain on the amount of income that the charitable company was able to generate from face to face training, this was offset by winning a large grant to provide online training in response to the pandemic. Due to the success of this training and the resultant positive feedback from participants, further substantial grants have already been awarded for the current financial year ending 31 March 2022 from UNICEF, AXA, the Ramboll Foundation and JTIF, totalling £528k. Whilst the pandemic continues, RedR UK is well-placed to provide remote capacity strengthening with the training resources that it converted in 2020/21, and will continue this year to convert courses to online delivery with funding already secured, protecting it from shocks due to inability to run face to face programmes to the previous extent. RedR UK continues to monitor expenditure closely and has made a number of further significant cost savings in the current financial year, including transitioning to work remotely and through taking advantage of free accommodation provided by Whitby Wood.

The Trustees have concluded that there is a reasonable expectation that the charitable company has adequate resources to continue in operational existence for the foreseeable future.

The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the financial statements are described in the following paragraphs.

b) Income

Fundraising income is recognised when there is entitlement to the funds, the receipt is probable and the amount can be measure reliably. Legacies are also included when receivable. Donated services and facilities are recognised as income where the provider of the service has incurred a financial cost. Volunteer time is not included in the financial statements.

When donors specify that donations and grants given to the charity must be used in future accounting periods the income is deferred accordingly. When donors impose conditions that have to be fulfilled before the charity becomes entitled to use them the income is deferred and not included in the incoming resources until these conditions have been met.

Grants are recognised in line with the expenditure on the programme relating to the grant, such that income from the grant is deferred in the accounts until this point.

25

RedR UK Report of the Board of Trustees Year ended 31 March 2021

Notes to the financial statements

For the year ended 31 March 2021

Company Status

RedR UK is a company limited by guarantee and has no share capital. The liability of each member is limited to £1 per member.

1. Accounting policies

RedR UK, (the "charitable company"), is a registered charity that seeks to relieve suffering caused by disasters by selecting, training and providing competent and committed personnel to humanitarian programmes worldwide.

The entity is registered in England and Wales with a registered office of 250a Kennington Lane, London, SE11 5RD. Since the balance sheet date the office has moved to 91-94 Lower Marsh, London, SE1 7AB. Its company number is 3929653 and charity number is 1079752.

a) Basis of preparation of financial statements

These financial statements have been prepared under the historical cost convention and in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS102). The charitable company is a public benefit company for the purpose of FRS102 and therefore the charity also prepared its financial statements in accordance with the Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Accounting and Reporting by charities: Financial Reporting Standard applicable in the UK and Republic of Ireland published on 16 July 2014 (the FRS102 charities SORP), the Companies Act 2006 and the Charities Act 2011.

These financial statements are prepared in pounds sterling, which is the functional currency of the charitable company. Monetary amounts in the financial statements are rounded to the nearest pound (£).

24

RedR UK Report of the Board of Trustees Year ended 31 March 2021

Notes to the financial statements

For the year ended 31 March 2021

1. Accounting policies (continued)

c) Expenditure

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that a settlement is required and the amounts of the obligation can be reliably measured. All expenditure is accounted for on an accrual basis.

Expenditure includes attributable VAT which cannot be recovered.

The costs of raising funds relate to the costs incurred by the charitable company in raising funds for the charitable work and raising the profile of its work through its corporate communications.

Charitable costs relate to providing relief personnel through the charitable company's recruitment service and improving competence through training in the UK and overseas and its technical support service.

Support costs are comprised of those costs which are incurred directly in support of expenditure on the objects of the charity and includes governance costs. Governance costs include the management of the charitable company's assets, organisational management and compliance with constitutional and statutory requirements.

d)[Fund accounting ]

Restricted funds are to be used for specific purposes as laid down by the donor. Expenditure which meets these criteria is charged to the fund.

Unrestricted funds are donations and other income received or generated for the charitable purposes. They are available to spend on activities that further any of the purposes of the charity.

Designated funds are unrestricted funds set aside by the board of Trustees for specific future purposes or projects.

e) Pension costs

The charity participates in a New Generation Stakeholder Pension Plan (a defined contribution scheme). Employees set their own contribution level (minimum 3% net of tax) while the charity contributes up to 5% of earnings to the plan. Pension costs are charged to the Statement of Financial Activities in the period to which they relate.

f) Foreign currency translation

Monetary assets and liabilities in foreign currencies are translated into sterling at the rates of exchange ruling at the balance sheet date. Transactions denominated in foreign currencies are translated into sterling at the rates ruling at the date of the transaction. Any gains or losses arising due to fluctuations in exchange rates are charged to the Statement of Financial Activities.

26

RedR UK Report of the Board of Trustees Year ended 31 March 2021

Notes to the financial statements

For the year ended 31 March 2021

1. Accounting policies (continued)

g)[Tangible fixed assets and depreciation ]

Individual assets costing £1,000 or more are capitalised at cost.

Depreciation is provided on all tangible fixed assets at rates calculated to write off the cost of each asset evenly over its estimated useful life. The useful lives in use are as follows:

Office equipment 5 years
Computer equipment 3 years
Office refurbishment 5 years (period of the lease)

Tangible fixed assets purchased from restricted funds for a particular project are charged to that project and are not capitalised.

h) Leases

Rentals payable under operating leases, where substantially all the risks and rewards of ownership remain with the lessor, are charged to the Statement of Financial Activities on a straight line basis over the minimum lease term.

i) Financial instruments

Investments

Investments are a form of basic financial instrument and are initially recognised at their transaction value and subsequently measured at their fair value as at the balance sheet date using the closing quoted market price. The Statement of Financial Activities includes net gains and losses arising on revaluation and disposals throughout the year.

The charity does not acquire options, derivatives or other complex financial instruments.

Cash and cash equivalents

Cash at bank and cash in hand includes cash and short-term deposits with a short maturity of three months or less.

Debtors and creditors

Debtors and creditors receivable or payable within one year of the reporting date are carried at their transaction price. Debtors and creditors that are receivable or payable in more than one year and not subject to market rate of interest are measured at the present value of the expected future receipts or payments discounted at a market rate of interest.

j) Financial instruments (continued)

Critical accounting judgements and estimates

In the view of the Trustees in applying the accounting policies adopted, no judgements were required that have a significant effect on the amounts recognised in the financial statements nor do any estimates or assumptions made carry a significant risk of material adjustment in the next financial year.

27

RedR UK Report of the Board of Trustees Year ended 31 March 2021

Notes to the financial statements

For the year ended 31 March 2021

2. Voluntary income

For the year ended 31 March 2021

2021 2020
Restricted **Designated ** Unrestricted Total Total
£ £ £ £ £
Trusts - - 13,000 13,000 8,000
Individual giving - - 157,135 157,135 223,445
Patrons and corporate supporters - - 136,847 136,847 186,144
Legacies - - 100 100 9,823
Events - - 5,150 5,150 96,050
Other - - 2,762 2,762 3,655
Total - - 314,994 314,994 527,117

For the year ended 31 March 2020

2020 2019
Restricted **Designated ** Unrestricted Total Total
£ £ £ £ £
Trusts - - 8,000 8,000 260,509
Individual giving 16,176 - 207,269 223,445 221,116
Patrons and corporate supporters - - 186,144 186,144 239,263
Legacies - - 9,823 9,823 1,636
Events - - 96,050 96,050 158,193
Other - - 3,655 3,655 -
Total 16,176 - 510,941 527,117 880,717

28

RedR UK Report of the Board of Trustees Year ended 31 March 2021

Notes to the financial statements

For the year ended 31 March 2021

3. Charitable activities

For the year ended 31 March 2021

For the year ended 31 March 2021
Grants
CCQL
CDR
JFU
Nap
Lloyd's of London
ACP
Echo SIM
Royal Commission
AICS-Euro
WHH(WFP)
UNICEF
The Clothworkers' Foundation
FNC
Whitbybird
H2H
EPS Uganada
Asia Rolt
Training fees		 2021
2020
Restricted
Designated Unrestricted
Total
Total
£
£
£
£
£
-
-
-
-
3,518
77,000
-
-
77,000
51,423
-
-
-
-
10,450
-
-
-
23,221
15,103
-
-
15,103
31,549
45,352
-
-
45,352
-
-
-
-
-
(37,422)
-
-
-
-
30,000
-
-
-
-
30,585
-
-
-
25,345
134,967
-
-
134,967
68,722
150,000
-
-
150,000
60,000
-
-
-
-
7,999
41,970
-
-
41,970
-
202,044
-
-
202,044
-
29,289
-
-
29,289
-
4,671
-
-
4,671
-
217,413
-
101,803
319,216
838,831
917,809
-
101,803
1,019,612
1,144,221

29

RedR UK Report of the Board of Trustees Year ended 31 March 2021

Notes to the financial statements

For the year ended 31 March 2021

3. Charitable activities

For the year ended 31 March 2020

2020 2019
Restricted **Designated ** Unrestricted Total Total
£ £ £ £ £
Grants
DflD - - - - 30,187
CCQL 3,518 - - 3,518 97,552
CDR 51,423 - - 51,423 -
JFU 10,450 - - 10,450 -
Nap 23,221 - - 23,221 -
Lloyd's of London 31,549 - - 31,549 -
OFDA-USAID - - - - 36,982
ACP - - - - 114,150
Echo SIM (37,422) - - (37,422) 57,792
Royal Commission 30,000 - - 30,000 -
AICS-Euro 30,585 - - 30,585 -
WHH(WFP) - - 25,345 25,345 (6,102)
UNICEF 68,722 - - 68,722 208,668
The Clothworkers' Foundation 60,000 - - 60,000 40,000
FNC - - 7,999 7,999 -
UCF - - - - 59,256
Govt of Belgium (BTG) - - - - 170,060
Other - - - - 34,092
Training fees 262,093 - 576,738 838,831 1,325,087
534,139 - 610,082 1,144,221 - 2,167,724

30

Analysis of total expenditure For the year ended 31 March 2021 Improving
2021
2020		 Fundraising
Publicity
Competence
Support
Total
Total		 £
£
£
£
£
£		 Staff costs (Note 6)
109,809
14,097
482,226
20,553
626,685
1,277,507		 Staff costs (Note 6)
109,809
14,097
482,226
20,553
626,685
1,277,507		 Office administration
-
-
130,507
206,056
336,563
348,692		 Training
-
-
369,203
-
369,203
705,554		 Fundraising/PR
8,743
24,482
-
-
33,225
69,536		 Organisation administration
-
-
-
43,599
43,599
14,142		 Communication
-
-
6,094
-
6,094
-		 Total resources expended
118,552
38,579
988,030
-
270,208
1,415,369
2,415,431		 Support costs
27,973
9,103
233,132
(270,208)
-
-		 Total resources expended
146,525
47,682
1,221,162
-
-
1,415,369
2,415,431		 N.B: Support costs are those costs that, whilst necessary to deliver an activity, do not themselves produce or constitute the output of the charitable N.B: Support costs are those costs that, whilst necessary to deliver an activity, do not themselves produce or constitute the output of the charitable activity. Similarly, costs will be incurred in supporting income generation activities such as fundraising, and in supporting the governance of the charity. Support costs include the central or regional office functions such as general management, payroll administration, budgeting and accounting,
4.
2019 Total £ 1,863,472 251,409 1,192,988 96,070 222,780 - 3,626,719 - 3,626,719
2020 Total £ 1,277,507 348,692 705,554 69,536 14,142 - 2,415,431 - 2,415,431
2020 £ 12,818 10,500 225 2,289 25,832 Support £ 354,819 238,303 - 1,050 14,142 608,314 608,314 -
-
2021 £ 11,339 25,829 4,102 - 41,270 Improving Competence £ 663,922 110,389 705,554 - 1,479,865 498,154 1,978,019
Publicity £ 29,797 10,764 40,561 13,654 54,215
Analysis of total expenditure (continued) For the year ended 31 March 2021 Support costs Included within support costs are governance costs. Governance costs are comprised of the following: Staff costs Audit and accountancy Professional fees Meetings Analysis of total expenditure For the year ended 31 March 2020 Fundraising £ Staff costs (Note 6)
228,969		 Office administration
-		 Training
-		 Fundraising/PR
57,722		 Organisation administration Communication Total resources expended
286,691		 Support costs
96,506		 Total resources expended
383,197
4.

RedR UK Report of the Board of Trustees Year ended 31 March 2021

Notes to the financial statements

For the year ended 31 March 2021

5. Net (expenditure)/ income

2021 2020
This is stated after charging: £ £
Depreciation 2,108 2,108
Trustees' reimbursed expenses - 1,008
Operating lease charges: UK property rent 69,000 67,944
Operating lease charges: Overseas property rent 32,760 31,586
Foreign exchange (gain)/loss 26,542 29,463
Auditors' remuneration:
Current year statutory audit UK 11,450 11,522
Current year statutory audit Overseas 8,707 5,375
Other services 579 2,192

No Trustees made claims for reimbursement of expenses during the year 2021 (2020: three). No trustees received any remuneration in the year (2020-none).

6. Staff costs and numbers

Staff costs were as follows:
Salaries and wages
Social security costs
Pension costs
Redundancy
Recruitment costs
Staff development costs
Travel, subsistence and other staff costs
Employees earning more than £60,000 during the year:
£60,001 - £70,000
£70,001 - £80,000
More than £80,001		 2021
£
548,352
40,757
19,062
3,658
1,707
470
12,679
626,685
2021
No.
1
1
-		 2020
£
1,002,919
87,461
30,249
56,755
10,734
11,353
78,037
1,277,508
2020
No.
1
-
-

Pension contributions in respect of these employees was £3,000 (2020: £Nil).

The key management personnel of RedR UK during the year is comprised of the Chief Executive Officer, the Programmes Director and the Head of Partnerships.

The total employee benefits of the key management personnel were £194,206 (2020: £275,955).

There were £3,658 of redundancy payments in the year (2020: £56,755).

The average weekly number of employees (full-time equivalent) during the year was as follows:

Improving competence
Fundraising & publicity
Administration
Governance
Staff employed on overseas programmes:
Sudan
Middle East		 2021
No.
7.6
3.0
0.9
0.2
14.2
2.0
27.9		 2020
No.
14.9
5.1
5.4
0.2
15.9
3.2
44.7

33

RedR UK Report of the Board of Trustees Year ended 31 March 2021

Notes to the financial statements

For the year ended 31 March 2021

7. Taxation

The charitable company benefits from exemptions on income and gains falling within sections 466-493 of the corporation tax act 2010 to the extent that they are derived from charitable activities.

8. Tangible fixed assets

8.
Tangible fixed assets
Cost
At 1 April 2020
Additions in year
Disposals /writeoffs in year
At 31 March 2021
Depreciation
At 1 April 2020
Charge for the year
Eliminated on disposal / writeoff
At 31 March 2021
Net Book Value
At 31 March 2021
At 31 March 2020
9.
Fixed asset investments
Market value at 1 April
Disposal in year
Net unrealised investment gains/(losses)
Market value at 31 March
Historical cost at 31 March
The investments are comprised of:
CCLA - COIF Charities Investment Fund
Equity shares		 Office
Refurbishment
Computer
equipment
£
£
133,431
19,329
-
-
(133,431)
(15,169)
-
4,160
131,265
17,943
722
1,386
(131,987)
(15,169)
-
4,160
-
-
2,166
1,386
2021
£
101,744
-
20,061
121,805
82,256
116,812
4,993
121,805		 Total
£
152,760
-
(148,600)
4,160
149,208
2,108
(147,156)
4,160
-
3,552
2020
£
187,980
(90,000)
3,764
101,744
82,256
96,778
4,966
101,744

34

RedR UK Report of the Board of Trustees Year ended 31 March 2021

Notes to the financial statements

For the year ended 31 March 2021

10. Debtors

10.
Debtors
Accrued income
Advances
Other debtors
Prepayments
11. Creditors: Amounts falling due within one year
Taxation & social security
Other creditors
Accruals
Deferred income		 2021
£
17,182
-
77,844
43,231
138,257
2021
£
9,780
119,099
59,419
54,705
243,003		 2020
£
3,518
384
146,772
47,407
198,081
2020
£
14,196
180,994
46,670
125,451
367,311

As at 31st March 2021 there are no outstanding pension contributions (2020: £2,994).

Deferred income occurs when training courses which are due to occur after the balance sheet date are invoiced beforehand.

Natwest Bank PLC hold a fixed and floating charge over the undertaking and all property and assets, both present and future.

11a.Deferred Income

Deferred Income
Deferred income as at 1 April
Amount deferred / released in the year
Deferred income as at 31st March
Creditors: Falling due in more than one year
Bounce Back Loan		 2021
£
125,451
(70,746)
54,705
2021
£
50,000
50,000		 2020
£
9,283
116,168
125,451
2020
£
-
-

11b Creditors: Falling due in more than one year

The Bounce Back Loan is the UK government-backed Covid-19 support loan to help businesses impacted by the pandemic, and is due on 30 March 2027. This unsecured loan was granted on 30 March 2021 and is interest-free for the first 12 months. Thereafter, the loan is repayable over the remaining five years at a rate of 2.5% interest.

35

Total funds £ 121,805 52,521 (50,000) 124,326 Total funds £ 3,552 101,744 76,124 181,420
General funds £ 121,805 15,990 (50,000) 87,795 General funds £ - 101,744 (98,700) 3,044
Designated funds £ - - - - Designated funds £ 3,552 - - 3,552
Restricted funds £ - 36,531 - 36,531 Restricted funds £ - - 174,824 174,824
Analysis of net assets between funds For the year ended 31 March 2021 Investments Net current assets Amounts falling due in more than one year Net assets at 31 March 2021 For the year ended 31 March 2020 Tangible fixed assets Investments Net current assets Net assets at 31 March 2020
12.

RedR UK Report of the Board of Trustees Year ended 31 March 2021

Notes to the financial statements

For the year ended 31 March 2021

13.
Transfers between funds
For the year ended 31 March 2021
Restricted funds:
Sudan
Middle East
Europe & Global Initiatives
Mission Ready
Total restricted funds
Unrestricted funds
Designated funds
Fixed asset funds
Total Designated Funds
General funds
Total unrestricted funds
Total funds		 As at 31 March
At 1 April 2020
Income
Expenditure
Transfers
2021
£
£
£
£
£
36,139
100,000
(130,688)
(5,451)
-
-
115,608
(116,835)
6,678
5,451
130,910
702,201
(800,804)
(1,227)
31,080
7,775
-
-
(7,775)
-
174,824
917,809 (1,048,327)
(7,775)
36,531
3,552
-
-
(3,552)
-
3,552
-
-
(3,552)
-
3,044
440,466
(367,042)
11,327
87,795
-
6,596
440,466
(367,042)
7,775
87,795
181,420
1,358,275 (1,415,369)
-
124,326		 As at 31 March
At 1 April 2020
Income
Expenditure
Transfers
2021
£
£
£
£
£
36,139
100,000
(130,688)
(5,451)
-
-
115,608
(116,835)
6,678
5,451
130,910
702,201
(800,804)
(1,227)
31,080
7,775
-
-
(7,775)
-
174,824
917,809 (1,048,327)
(7,775)
36,531
3,552
-
-
(3,552)
-
3,552
-
-
(3,552)
-
3,044
440,466
(367,042)
11,327
87,795
-
6,596
440,466
(367,042)
7,775
87,795
181,420
1,358,275 (1,415,369)
-
124,326
36,531
-
-
87,795
-
87,795
124,326

37

RedR UK Report of the Board of Trustees Year ended 31 March 2021

Notes to the financial statements

For the year ended 31 March 2021

13. Transfers between funds (continued) Transfers between funds (continued)
For the year ended 31 March 2020 As at 31 March
At 1 April 2019 Income Expenditure Transfers 2020
£ £ £ £ £
Restricted funds:
Sudan 9,509 138,175 (111,545) - 36,139
East Africa - - - - -
Middle East 66,850 102,280 (169,130) - -
Europe & Global Initiatives 303,086 255,203 (427,379) - 130,910
Mission Ready 10,323 2,873 (5,421) - 7,775
Lloyd's of London 59,017 41,982 (100,999) - -
Other 6,596 9,803 (16,398) - -
Total Restricted Funds 455,381 550,316 (830,872) - 174,824
Unrestricted funds
Designated funds
Halcrow Trust Fund 37,255 - - (37,255) -
Fixed asset funds 5,661 - - (2,109) 3,552
Total designated funds 42,916 - - (39,364) 3,552
General funds 415,721 1,132,518 (1,584,559) 39,364 3,044
-
Total unrestricted funds 458,637 **1,132,518 ** (1,584,559) - 6,596
Total funds 914,018 **1,682,834 ** (2,415,431) - 181,420

38

RedR UK Report of the Board of Trustees Year ended 31 March 2021

Notes to the financial statements

For the year ended 31 March 2021

13. Transfers between funds (continued)

Purposes of restricted funds

The Sudan Fund was was used for providing training and addressing technical and coordination competencies. This Fund has been incorporated into our Africa and Middle East fund following the closure of the Sudan Office in December 2020.

The Middle East Fund was used for providing training and addressing technical and coordination competencies. Funding has been secured from Trust funds in support of this work.

The Mission Ready Fund was financed by DFID and OFDA (USAID) to develop an online security training programme.

The Europe & Global Initiatives Fund represents a number of contracts secured from a variety of major insitutional donors; these vary in the timing of cashflow income and expenditure.

Purposes of designated funds

The Fixed Asset Fund has been set up to assist in identifying funds that are not free funds and represents the net book value of tangible fixed assets.

14. Related parties

RedR International is the umbrella body of the various RedR organisations around the world. The charity has two nominees on the committee of RedR International.

The charity has established a wholly owned subsidiary trading company, RedR UK Trading Limited, a company registered in England & Wales. The company remains dormant.

RedR US is established as a 501c entity. Jo de Serrano, CEO of RedR UK currently sits on the board but as there is no control, the results of that entity are not amalgamated within these financial statements. Management of RedR US funds is now undertaken by RedR Australia.

15. Operating lease commitments

At 31 March 2021, the charity had the following minimum lease payments under non-cancellable operating leases which fall due as follows:

within one year
between two and five years
over five years		 2021
2020
£
£
16,258
80,684
-
16,258
-
-
16,258
96,942
Land and buildings		 2021
2020
£
£
16,258
80,684
-
16,258
-
-
16,258
96,942
Land and buildings
96,942

16. Capital commitments

There are no capital commitments not provided for in the financial statements (2020:None)

17. Post balance sheet events

Since the balance sheet date the charity has moved office to 91-94 Lower Marsh, London SE1 7AB, which has also become the registered office for the charity. The new office space has been donated rent free for the first year by Whityby Wood who own the space. Sebastian Wood, Trustee, is a director of Whitby Wood.

The Trustees recognise the impact that Covid-19 has continued to have on the charity and the sector as a whole. During 2021 to date, the charity has continued to win and sign new contracts, partly due to the success it had in the prior year in rapidly rolling out online training. Whilst the pandemic continues, RedR UK is well-placed to provide remote capacity strengthening with the training resources that it converted in 2020/21, and will continue this year to convert courses to online delivery with funding already secured, protecting it from shocks due to inability to run face to face programmes to the previous extent. RedR UK continues to monitor expenditure closely and has made a number of further significant cost savings in the current financial year, including transitioning to work remotely and through taking advantage of free accommodation provided by Whitby Wood.

39