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2024-03-31-accounts

Annual Report and Accounts 2023/2024

Charity no: 1081949

Our vision

A future of opportunity, achievement and equality for deaf people

Our mission

Annual Report and Accounts 2023 - 2024 Patron: His Majesty King Charles III | Registered Charity No. 1081949 | Company registered in England No. 3973353

The Royal Association for Deaf People

CONTENTS

1 - 2 Welcome to our Annual Report and Accounts 3 Message from Chair of Trustees 4

Trustee report:

5 - 8 Performance and achievements 2023/2024

9 - 13 Review of the strategic period 2021 - 2024

14 - 18 The Future - Aims and objectives

19 - 20 Acknowledgements and testimonials

21 – 24 Structure, governance and management 25 - 26 Financial review

27 Statement of Trustees responsibilities 28 - 31 Report of the Independent Auditors 32 - 59 Financial Statements 60 Contact page

Annual Report and Accounts 2023 - 2024 2

The Royal Association for Deaf People

Chair of Trustees

A message from our Chair

Welcome to our 2023/ 24 Annual Report & Accounts

Against the challenging conditions of a charitable environment managing uncertainties of funding, continued impact from cost-of-living crisis and other world events, I am proud of how TeamRAD have managed challenging times, and through adversity, a restructure.

We welcomed RAD's first ever deaf CEO, Mark Wheatley, and together, the executive team have risen to the challenge to support us to grow from strength to strength, outlining a new way forward for RAD and its work, and as always, TeamRAD colleagues remain committed to delivering against the objectives of the organisation, to ensure that deaf people continue to receive support.

We reflect on the previous strategic period, 2021 – 2024, and the testing of new services which we invested in via our reserves and as we wrap up this year, we are confident that we have positioned ourselves to not only offer a broader range of services for deaf people, but through the diversifying of income, a more reliable and sustainable way of achieving this. New work and income streams include Consultancy services, a DeafAdvance Training Centre, and Commercial Services to ensure organisations and companies can be more equitable when it comes to deaf people and their access, and lastly, an investment into Signapse brings a new and innovative way of protecting our future.

It is clear that our work has paved the way for the new strategic direction as we look ahead from 2024 to 2029, and we will unveil our new strategic ambitions to support this. The past six months have seen us prepare to purchase RAD's new London headquarters, and client hub, which we are all excited about.

As I step down at the AGM, I would like to say a thank you to our new CEO, executive team, and all colleagues that form TeamRAD, including our trustees for their contribution, and for their vision and commitment to the work ahead, as we begin the next chapter of RAD's journey. Thanks also go to the former colleagues who played their role in shaping RAD over the years.

With very best wishes,

Thomas Mulloy

Annual Report and Accounts 2023 - 2024 3

The Royal Association for Deaf People

Report of the Trustees - To year ended 31 March 2024

Annual Report and Accounts 2023 - 2024 4

The Royal Association for Deaf People

Trustee report

- FOR THE YEAR ENDED 31 MARCH 2024

Report

The Trustees are proud to present their report and the audited financial statements for the year ended 31 March 2024.

This report meets the requirements for a directors’ report for Companies Act purposes.

The trustees who are also directors of the charity for the purposes of the Companies Act 2006, present their report with the financial statements of the charity for the year ended 31 March 2024. The trustees have adopted the provisions of Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019).

Our organisational values:

Community

As part of the Deaf Community we respect deaf language, identity, heritage, and diversity, delivering services that our community wants and needs.

Progressive

We are committed to continuous improvement. We are proactive in our approach; receptive to change, responsive and believe that reflective practice informs our ongoing development.

Positive

We celebrate successes, take a positive and encouraging attitude towards work, each other, our organisation and all those who connect with us and give credit to people’s ideas and achievements.

Collaborative

The Trustees also include a summary which concludes the previous strategic period 2020 – 2024.

Aims and objectives of the organisation:

RADs objects are to promote the social and general welfare of all deaf people.

Working together with colleagues, partners and other stakeholders in order to achieve the best outcomes for deaf people – celebrating successes and recognising contribution.

Integrity

We will be authentic, honest, respectful and mindful of our self, others and our environment; challenging and receiving feedback, promoting fairness and treating people with an unbiased approach.

Annual Report and Accounts 2023 - 2024 5

The Royal Association for Deaf People

Our people - TeamRAD

TeamRAD colleagues

We are incredibly proud of our TeamRAD colleagues. Everyone works so hard to carry out extraordinary work that supports the lives of deaf people. No matter which department our colleagues work in, from the services team, to finance, interpreting to marketing, everyone is valued for the contribution they make to keeping RAD healthy, and functioning so that deaf people can receive the services they want and need.

Chief Executive Officer

For the first time in RAD's long history, we have appointed a CEO who is deaf himself, representing the importance of supporting deaf communities. He brings a wealth of experience from the European Union of the Deaf (EUD), with a background in advocacy, strategic leadership, and innovation. His appointment supports RAD’s ambitions to thrive and expand into new and innovative working methods.

Trustees

We are fortunate to have a board of trustees who give their time to help govern the organisation. We currently have 8 trustees, 7 of whom are deaf, and we are actively recruiting more to ensure we incorporate the knowledge required from the skills gap audit to further complement the boards existing skill level and RADs growth plans.

Recognition and reward

We consider the RAD community and our colleagues to ensure that recognition and reward is at the heart of how we manage our people and services. We take the time to celebrate successes. We supported the professional development of our colleagues so that they achieve and thrive in the workplace, and develop the confidence and skills to have a meaningful career.

We were proud to hold our Reconnecting TeamRAD conference, and introduced the much enjoyed Colleagues Awards, to help us celebrate achievements. With 105 nominations received, we were able to appreciate and celebrate all of TeamRAD, and recipients of the awards received prizes.

Wellbeing and EDI

At RAD, we recognise that wellbeing is fundamental to maintaining a strong and happy workforce.

The past year has been financially challenging for many with rising inflation and world events impacting living standards.

Following the 2% cost of living pay increase that we gave to staff in April 2023, we also provided bonus voucher payments in December, and gave a summer Costa Coffee voucher in recognition of external financial pressures and to say thank you for their continued hard work, loyalty and commitment.

The introduction of RADs Wellbeing and EDI group saw regular newsletters and initiatives sent to the staff which included Time to Talk Day, Tech Time Out, Positive Ways to Detach from Work and paid time off to support good causes.

We drafted, approved and shared RADs Wellbeing Charter – a document to show RADs commitment and provide an overview of our aims and expectations.

RAD have been committed to continuously reviewing our consideration of EDI in all our behaviours, operations and work. We have appointed an EDI Champion, revised our recruitment procedures and ensure representation is considered across all our activity.

Training and Initiatives

We work really hard to ensure colleagues receive training in order to carry out RADs business, but we also recognise when training is important for CPD.

We provided access to 43 Leadership and Management (ILM) courses which 36 colleagues attended, at level 1 and 3, with 7 managers competing their level 5.

We were proud to introduce our Menopause policy, and to date, over 50% of staff have competed this training, and 90% of the organisation completed safeguarding training.

Annual Report and Accounts 2023 - 2024 6

The Royal Association for Deaf People

2023/2024 In numbers

Annual Report and Accounts 2023 - 2024 7

The Royal Association for Deaf People

What we did in 2023 - 2024

Core Services 2023 - 2024

Our general services have been delivered in line with expectations and we have performed well against our current contracts for this last financial year. Our core focus has been to actively seek new funding to sustain our general services, particularly for the Advice and Advocacy service, and to work to increase the income into the Communication and Interpreting area of RAD, which has seen great improvement.

We have not been without challenges such as restructure, changes to staffing and increased competition for funding, but we have been able to demonstrate our ability to adapt and thrive despite internal and external challenges.

Independent Living

Our largest service saw an income of £1,036,614 this year which includes some specialist advocacy. Due to the complexities of delivering community support services and activities, as typically seen in the sector, the team have experienced challenges in respect of securing new client rates, longer wait times for client reviews impacting care packages that an individual may be entitled to.

Despite this, the Team Leads and Coordinators have worked hard to ensure that operations run as smooth as they can, and that clients are supported. This year, our colleagues delivered 8651 appointments in the home and the community, with 32,918 of support received. The team also ran 8 group events, with 50 clients attending, and this remains an area of growth for the service.

We continue to focus on geographical growth, and a new rolling recruitment approach to ensure we can maximise provision of support hours to existing and new clients.

Communication Services

We had a very successful year, consistently exceeding our monthly KPI hours. We provided Language Service Professionals to 589 deaf people, delivering 8210 hours of interpreting and communication support, and transitioned our Out of Hours On Call service in-house to reduce costs and improve quality.

Despite the sudden increase in interpreter fees following the NUBSLI fee guidance revision, we managed expectations, renegotiated contract rates, and received positive feedback from interpreters. We successfully secured new contracts with NHS Trust, North of England Procurement in Partnership, Kent County Council framework and the out of hours direct award. We also renewed agreements with organisations such as Ares Management, North Central London CCG's and DWP Job Centre Plus.

Interest in our Translation service has steadily improved, leading to more bookings and support requests without marketing. We established strong relationships with organisations such as Transport for London and the University of Aberdeen, resulting in repeat work. This year, we provided BSL translation services to 41 organizations, delivering approximately 146 days worth of services. To further enhance our service, we developed partnerships with accessible communications providers like I C Works and Dogma Films, enabling us to offer an extended portfolio of services, including editing, subtitling, voice-over, and easy-read services.

Advice

Advocacy

Our advocacy service has exceeded expectations, taking on 198 clients and delivering 434 support sessions this year.

Due to the significant increase in demand, we secured new contracts with leading providers such as Rethink, The Advocacy People, Cloverleaf, Voiceability, ASSIST, and POhWER. We also received direct funding from local authorities, including Camden and Islington Council. Our service areas include Essex, London, Hertfordshire, Norfolk, and Derbyshire, complementing the regions where we already operate.

Our Advice service continued to support people under funded contracts, but also for individuals where there is no existing provision of a deaf advice service in their area. We have worked in partnership with City Lit, London, to provide a free service for those who need it, open to all residents.

We proudly promoted our GLA funded Voter ID project, and secured funding for the provision of our flagship HMRC tax advice service.

We were grateful to secure funding to deliver specialist advice services in Croydon, Lambeth, RBKC, Brent Health Matters and from the DWP for employment support.

Annual Report and Accounts 2023 - 2024 8

The Royal Association for Deaf People

Strategic period 2021 - 2024

Strategic Plans 2021 to 2024

Outcome

Our strategic ambitions for 2021-24 were a collection of special areas to focus on with commitments to help us achieve this.

These were;

Finances

Manage our resources to maximise opportunity | ensuring financial resilience and sustainability

At RAD, we feel that the last year has been a solid period of assessing the last three years of the operations of the organisation and its service delivery, all whilst navigating various challenges such as the Covid–19 pandemic, the cost of living crisis and having to adapt the way we deliver services to ensure we were able to meet demand and continue to be accessible.

Highlights

Our people

Secure our future | develop our colleagues to thrive and achieve

Collaboration and growth

Collaborate | innovating services that meet the changing needs of deaf people, improving access and reach

During this period, some key highlights include;

Policy

Increase social awareness | influencing change on a national level

Equality and representation

Ensure equal representation | making sure RAD is diverse, fair, and inclusive and means something to every deaf person

Annual Report and Accounts 2023 - 2024 9

The Royal Association for Deaf People

Internal investment

Internal release of funds

Preliminary internal investment plan approved by Trustees in June 2019

Plan involved the implementation of four new services within RAD; TalkMore, DeafAge, RADvice and DeafAdvance (Training Centre).

Key milestones achieved

Initial plan

Annual Report and Accounts 2023 - 2024 10

What we tested

Investment in new services (2021 – 2024)

Tested Services and what we learned

We introduced 4 new service projects at RAD and delivered them over a 3 year period. This last year saw us conclude some of those services, and create plans to expand on the ones that had growth potential within RADs capabilities. These services were;

DeafAdvance - Training and Employment Support DeafAge - Support for older people RADvice - National Advice service TalkMore - Wellbeing and Live Chat service

We piloted these services both remotely, and face to face across multiple locations in England by way of a special series of events called RAD Roadshows.

Based on the their feedback, we launched test events across England to engage with the deaf community and mainstream professionals, which led to new business opportunities and pockets of contracts spread geographically.

Simultaneously, we delivered various services, including employment appointments, peer support groups, advice sessions, and befriending support - this led to identifying further staff training needs. This became a priority in order for us to deliver specialist advice, enhancing our credibility and ensuring our advisors were not only providing support in first language, but had access to training so they would be appropriately trained to do so.

After a period of preparation throughout 2020, we moved into project implementation, but unfortunately, We also took the time to develop new partnerships, we were still navigating the Covid -19 pandemic, and collaborating with organisations open to working therefore refocused our energy during these months together to co-deliver programmes, such as with to transition core funded services to online provision Deaf Vibe to deliver accessible Advice services in and to support existing service users during this Stoke and Staffordshire for all residents. difficult time. We also saw staff furloughed, so we streamlined our provision to priority services and Challenges critical support and we called this the lost year in We faced some tough challenges as we looked to respect of potential development activity and commuofficially establish services where there was clear nity engagement, as we worked to ensure funded evidence of need. Unfortunately, upon submission, services were reconfigured and managed. One good a few funders viewed our ringfenced reserves as positive is that we were able to launch our Live Chat excessive, therefore we were not eligible for some BSL service to reach and support so many more peofunding. In some locations, local deaf organisations ple who were also struggling during this time, signifiwere providing limited services but still viewed us cantly increasing the number of people registering for as a potential threat to their local funding. Despite RAD services. our reassurances, this led to some reluctance from From early 2021, and into the year, we refocused our others to engage with us, although around 70% did efforts by recruiting four Regional Coordinator roles support us and welcome our provision in their area. across England to support business development. Statutory commissioners often don’t distinguish between deaf BSL users, other types of hearing These coordinators researched deaf service provision loss, or individuals with other disabilities. Consein key locations, identified gaps, and reassured quently, tender opportunities are frequently organisations of our complementary ambitions to be awarded to standardised providers. Our experience able to offer specialist support where there were shows this approach does not effectively serve the existing deaf services and to work collaboratively. deaf community, so we seek subcontracting opportunities to ensure better service delivery.

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The Royal Association for Deaf People

What we tested

Investment in new services (2021– 2024)

DeafAge:

DeafAdvance Training and Employment

Employment:

There is a high demand for employment support, but DWP contracts are challenging due to the payment of contracts often based on securing hard job outcomes. However, during this time, we supported 272 unique clients over 1184 appointments, and handled 807 new cases. Despite transitioning the work of the employment team to an ad-hoc service under general advice, we continued to support employability, job interviews, confidence-building, and life skills, resulting in job offers, apprenticeships, and redundancy avoidance.

Committed to this cause, we have formally moved employment support under our general advice service, and to ensure financial viability, DeafAdvance now focuses solely on the activities of the training centre.

DeafAdvance Training Centre:

We collaborated with an external provider and our deaf managers co– developed and designed a Level 3 leadership and management program, successfully testing it with 10 managers who all passed, leading to our registration with ILM. We now offer ILM courses up to Level 5, with unique advantages such as allowing assignments to be filmed and submitted in BSL, instead of in written English.

All RAD training courses were integrated into the service and new ones developed, to cater to an external audience, offering affordable course options, bespoke training packages and providing access to government funded courses, in partnership with Professional Training Solutions, who are working with us to identify opportunities.

Additionally, we expanded to offer a variety of BSL courses after registering with Signature, and in development for nine months, a virtual learning platform is now set to launch in late 2024.

Policy and Influence

We recruited a new Policy Officer who helped advocate for beneficial policy changes, ensuring compliance with regulations, and informed strategic decisions to support our growth and impact.

Whilst this is no longer a role held at RAD, the aims of this role and responsibilities of this activity pass to our CEO and select colleagues to continue this work.

This service was introduced to understand the impact of loneliness in deaf older people and to work towards outcomes that recognise the impact of social isolation and support efforts to reduce risk and/or impact. The commitment was to enable people to access mainstream community activities to improve social engagement and receive appropriate support or adjustments. Additionally, the service aimed to support participants to engage in physical or social activities to develop networks and improve their physical and emotional wellbeing.

The team were able to recruit 26 volunteers to support the service which delivered 400 events, including home visits, support groups, 1-2-1 remote wellbeing sessions online, community outreach, coffee mornings and workshops. We measured outcomes across 1345 attendances at our programmes, and overall, 1611 outcomes were met, with specific achievements relating to supporting people to recognise what their own needs are and to make choices, how to access support using technology, reconnecting friends and family, participating more independently in physical activity, and improved personal wellbeing.

While there was good attendance at our sessions, it was determined that these activities could be supported through other services and did not require standalone funding, our work continues.

RADvice

A very well attended and popular service. Due to the advice service becoming a triage and umbrella service for many areas, the brand name has been removed and is now simply RADs Advice service and continues to grow.

TalkMore

Our bids to the health sector were unsuccessful given we were seen primarily as a social prescribing organisation, making it unsustainable to fund the service.

We are incredibly proud of the staff who supported the Live Chat Line, but recognising that mental health is not our area of expertise beyond supporting the referral process during the long wait times, and to protect staff wellbeing, we decided to gradually close this service because it had evolved into an unexpected crisis line, which was not its original intention. Despite efforts to collaborate with other deaf organisations, there was a collective preference for us all to continue raising concerns to appeal to the NHS to improve access and response times for deaf people. Consequently, we decided to focus on ensuring accessibility within our primary areas of expertise.

Annual Report and Accounts 2023 - 2024 12

The Royal Association for Deaf People

Conclusion and the future

Conclusion of the 2021 - 2024 strategic period.

We have now completed our three year strategy period and over the last year, have been able to assess and evaluate the successes and learning which has helped set the direction for the organisation going forward.

We remained operating in difficult economic circumstances as we tested the new services that were introduced. It has been evident that to secure funding for services such as TalkMore and DeafAge from the health sector was too much of a hard challenge whilst operating in a competitive environment, therefore TalkMore and DeafAge were safely closed as standalone services and both low level wellbeing support and support for older people have been absorbed under RADs advice services, and we do continue to support deaf people by appointment and by referring into accessible services.

We concluded that DeafAdvance and RADs Training Centre showed huge potential beyond its original concept, and through dialogue with other businesses and organisations who were looking to become more equitable for deaf people, the official development of Consultancy was born.

Following this action was the subsequent implementation of RADs Commercial Services during August 2023 with a much broader scope than previously planned.

We have developed a strong catalogue of training options for deaf and hearing learners, registered with Signature to include the delivery of British Sign Language (BSL) courses, enhanced the type of offer for Deaf Awareness training to be tailored and are moving forward with plans to redevelop RADs Marketing team, including the use of Hub Spot and automation, to ensure we are ready for the growth of income generation activity.

It was identified that the need for Advice services and Advocacy was too great to ignore, and the volume of clients seeking our support determined that RAD should expand into new geographical areas and bid for specialist contracts that enable us to work with mainstream partners to ensure services remain accessible to the deaf community, and that they know how to access them. As a result of our work, we have taken Advocacy from an income of £114,000 in 2022/2023, to securing new contracts in 2023/2024 to the value of £840,000 which will be delivered over the next three to eight years. With more work being secured - this is clearly an area of growth for RAD.

We invested in training TeamRAD colleagues in specialist areas such as Immigration, Energy, and other areas of specialist advice so that we are ready to be a market leader in our offer, and able to provide the best possible support and advice to deaf people.

Financial sustainability must continue to be a priority, as will our determination to reach and serve more people in larger geographical areas now that we are recognised as a national charity. By expanding the Commercial Services offer, and diversified income by exploring alternative solutions to sustainability, we were able to make an investment into Signapse, and commit to the purchase of a London office, giving us headquarters and a client hub from where to deliver services and see a return on the rental of work space and Translation/Film studio.

To conclude, we have a clear idea of where we should continue to invest and why. We understood what should be reconsidered, and moved forward to ensure changes were implemented. We continue to work on how best to achieve this over the exciting next strategic period of growth and sustainability.

Annual Report and Accounts 2023 - 2024 13

The Royal Association for Deaf People

Setting the scene

- for new strategic objectives

Strategic planning

With the board, we held strategic away days on 14[th] September and 4[th] November 2023.

We discussed a financial framework and forecast for 2024 – 2029 and outlined a strategic plan, and asked the question ‘where are we going?’

We were able to analyse the performance of all RADs key delivery areas, and the review of the internal investment phase, to debate the viability of what we were committing to.

It has been felt that RAD has many areas of focus and therefore, we took decisions to streamline our approach to only prioritise services where we would be able to cover costs and see a steady income. We evaluated new areas of business that would be complementary to traditional service delivery, and help contribute to RADs overall running costs and redefine our Interpreting and Translation services, marketing our Consultancy offer and doubling our targeted income for Training within DeafAdvance, having seen a huge amount of interest.

In addition, we discussed how we can secure income in alternative ways and considered technology, and the advancements expected in the future. RAD do not want to be left behind, and will commit to new and innovative ways of working such as increasing the investments we make.

The next 5 years

Over the next 5 years of our strategy, we will commit to continuing to build on our existing expertise to enable us to provide services and engage in other areas that are essential for the development of deaf people, such as young deaf people to lead fulfilling lives, and ensuring access to training, wellbeing initiatives and employability projects – to be active members of the community with raised aspirations and increased opportunities.

We will proactively support those who are;

After considering the contributions and

analysing the proposed strategy, we can now outline our proposal for RADs new strategic ambitions for 2024 - 2029 which is subject to continuous board involvement and change.

Annual Report and Accounts 2023 - 2024 14

The Royal Association for Deaf People

Our Income Approach

Business Development

We strengthened our business development team this past year by introducing a new role of Business Development Manager, who is tasked with engagement and networking as we look to increase the number of partnerships we have.

Our charity's business development priorities will balance pursuing traditional funding bids with expanding partnerships in the corporate sector.

While securing grants and donations through traditional channels remains essential, diversifying funding sources by engaging with corporate partners can significantly enhance our financial stability and impact.

Developing strategic alliances with businesses not only provides additional funding to us but also opens up more opportunities for skill-sharing, marketing our commercial offer and at times, co-branded initiatives. We also aim to do this alongside other deaf organisations.

By blending traditional funding approaches with innovative corporate partnerships, and new ways of generating income, we can create a robust support network that can realise long -term growth, resilience, and a greater reach as we expand nationally.

Corporate Donations

Following a series of successful webinars this past year, we have developed a good understanding of what corporate businesses are looking to achieve, and we have also provided guidance and support to other organisations that were unsure how to meet their corporate social responsibilities (CSR), looking to learn more about our work.

Whilst we will continue to seek and encourage donations into the organisation to help our unrestricted fund raising efforts, we have developed a way of working which will have far lasting positive impact and help RADs sustainability plan.

We will support companies taking active steps to contribute positively to society, because for RAD, engaging in a genuine partnership with corporations requires moving beyond financial donations and into a collaborative working relationship where everyone benefits. We will provide key and valuable insights into the needs of the deaf community, and their rights, to help shape meaningful CSR initiatives, ensuring our partnership drives substantial social change. By doing so, the arrangement becomes mutually beneficial and impactful, avoiding tokenism and promoting a shared commitment to inclusivity, accessibility and social welfare.

To further strengthen this, we are setting a new standard of expectation. RAD will launch our Deaf Aware Standards of Excellence trust badge which will be given to organisations who engage with us and undertake training, and these will be valid for display for 3 years.

Statutory Funding, Grants and Trusts

We have introduced the new role of Bid Writer into the team who will support our Strategic Development Manager to oversee the income of statutory funding, grants and trusts which has always played a crucial role in ensuring steady income into the organisation, and enables us to provide vital services to the deaf community.

By effectively giving focus to this area of income, we can ensure that essential services and projects, such as advice, advocacy and communication support are adequately funded, which will always be important for the deaf community, who often face unique challenges in accessing mainstream services. To build relationships with those obligated to provide accessible services, will also open opportunities to connect to our commercial offer, to further enhance the quality of access for deaf individuals.

In addition to this, we will extensively explore opportunities to bid for funding from grant makers and trusts to deliver not only an offer that aligns with their priorities, but to provide projects and services that people want and need - particularly those that improve access to information, advancement and healthier environments.

The importance of having a business development team is underscored by the need for continuous and reliable funding to meet the evolving needs of the deaf community, and our teams expertise in navigating the complex landscape of grants and foundations ensures that RAD remains competitive in securing necessary funds, and in turn, will enable the provision of consistent services.

Statutory Independent Living Services

Funded in a slightly different way, our Independent Living Team Leads are actively working every day to secure new individual agreements on behalf of individuals that need care packages, and support to live independently.

We are working with 27 local authorities to ensure their residents receive the support they need in first language, in addition to community support services, which includes specialist advocacy, befriending and special events or trips. We are proactive in our approach to expand into new geographical and aim to meet the needs and wishes of all those we work with.

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The Royal Association for Deaf People

Our Income Approach

- Looking to the future and how we will achieve this cont:

Commercial Services

We are incredibly proud to have developed a new service with a designated manager during 2023/24 which evolved to incorporate areas of RAD that focuses on generating income by selling services from our commercial offer.

Naturally, RAD have always secured funding from statutory bodies, trusts and foundations, with deaf awareness training as part of that strategy. However, we identified many viable opportunities to repackage the way we can offer our expertise, not only for our financial advantage, but to support mainstream businesses to be open to being more equitable for deaf people.

Services include our DeafAdvance Training Centre with a suite of courses, Deaf Awareness training courses and a new Virtual Learning Platform. We also offer bespoke and standard BSL courses, an Interpreting and Translation service, and our Consultancy with assessment services.

Investments

RAD are committed to exploring every viable opportunity where potential collaborations align with our values and innovative growth plans.

Outside of RADs usual investing, we were determined to identify opportunities that not also mark positive change for all deaf individuals in the future, but where ideas are cutting edge, solutions focused and innovative.

We were very proud to invest in Signapse, a company of working researchers and experts building technology for tomorrow, we look forward to seeing how they develop.

We will continue to work with successful entrepreneurs, tech experts and other professionals to ensure RAD take brave but considered decisions in investing in its future.

Consultancy

Recognising the need to always ensure equity for deaf individuals, we established a dedicated consultancy service to support organisations to create accessible and inclusive environments.

Our Accessibility Audits support businesses to understand and address the barriers deaf people face as customers and of employees. By conducting in-depth analysis of current systems and customer journeys, we provide tailored recommendations to enhance accessibility. These audits are designed for all types of corporations, ensuring they are well-equipped to provide equitable opportunities and services for deaf people.

London Hub

It is RADs intention to not only have a central London office space, but also a place that we can call a community hub where deaf people can come along and seek support and access services.

We anticipate the potential rental of our space, whether this is our film studio, translation suite or general desks for hire.

Communication Services

British Sign Language (BSL) has been officially recognised as a language for over 90,000 deaf people in the UK, spotlighted now by the passing of the BSL Act 2022.

This legislative milestone underscores the increasing need for access to interpreting, and as one of the leading charities working with and providing services to deaf people, we pride ourselves on being experts in advising on and providing specialist communication support when it matters.

However, we are taking our work further, expanding beyond statutory funded contracts, proactively working to drive quality and access to communication support for deaf people where and when they require it.

Initiatives will include developing communication services for deaf students as we recognise the need for access to improved communication provision and to reduce the pressure to arrange their own communication support whilst managing their educational commitments. We are developing comprehensive communication services which includes the registration of our service as non-medical helpers, enabling us to provide support via the Disabled Student Allowance, to ensure that deaf students have the necessary support to advance and thrive in their academic pursuits.

We are committed to the continuous professional development of our registered Language Service Professionals through our Virtual Learning Platform and other specialist training such as Mental Health First Aid. This investment enhances the skills and knowledge of our interpreters and other communication professionals, but also establishes a sense of professional camaraderie and commitment. In return, we have experienced an increase in registration requests, therefore, anticipate an increased capacity to fulfil more bookings.

RAD is dedicated to expanding services and enhancing the quality and reach of our communication services. This approach ensures that we can meet the growing demand for communication support, driven by the recognition of BSL and the needs of the deaf community.

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The Royal Association for Deaf People

Strategic Ambitions 2024 - 2029

What will be our strategic ambitions

We recognise that RAD has been through a time of learning and evolving, and this year, after a period of restructure and settlement, RAD is now ready to start its new journey.

At RAD, deaf people in the community are at the core of everything we do. Our strategic commitments ensure that deaf people are at the heart of our decision making.

To support this new direction, we have renewed our strategy and outlined a five-year plan for our new strategic ambitions for 2024 – 2029.

Our strategic ambitions identify the four main areas of focus that will help realise the ambitions into reality, to ensure that RAD is thriving, growing and operating a high-level service for the benefit of all deaf people and key stakeholders.

What will be our strategic commitments

Our strategic ambitions may evolve with input from the new board, reflecting our ongoing commitment to innovation and serving the deaf community. Success will depend on setting clear measures, communicating clearly with all colleagues and stakeholders, and then implementing necessary changes identified from our previous period.

Carefully underpinning RADs strategy with clear goals and objectives will ensure the safe and monitored implementation of new services and activity to ensure long-term impact and sustainability, and by aligning resources and efforts, it will allow us to continuously address issues to further enhance existing provision.

We commit to mitigating risk, being transparent about our progress and working in line with our strategic roadmaps - but most importantly, always making decisions in the best interest of the charity, and the people we serve.

Growth and Longevity:

Explore opportunities to maximise income generation | Ensure services evolve to meet changing needs | Empower deaf people to be independent and informed | Work in partnership with mainstream organisations to ensure deaf people are heard and acknowledged

Finance and Sustainability:

Manage our resources to ensure financial resilience and maximise opportunities to ensure financial and operational sustainability

Collaboration and Influence:

Increase awareness and influence change by working with partners and the deaf community to secure our future | Work in collaboration with other likeminded organisations to ensure equitability and accessibility for deaf people

Community and Inclusivity:

Develop and innovate services that benefit deaf people | Ensure RAD is diverse and inclusive | Improve access to services that deaf people want and need

Annual Report and Accounts 2023 - 2024 17

Strategic Commitments 2024 - 2029

Growth and longevity

Focus will be given to RADs new commercial services development, and a strategic marketing plan to help automate the way we manage our output and better manage income generation opportunities. Targeted fundraising and the development of corporate relationships to expand our outcome streams and exploit opportunities to sell RADs commercial offer. We will develop enhanced and robust partnerships with deaf organisations to maximise opportunities for deaf people and look to co-deliver services, share ideas and work collaboratively. Engage in consultation with the deaf community to help shape new and innovative service strands which will help inform funding applications and develop new sales proposals in order that mainstream bodies can be more equitable.

Finance and Sustainability

At RAD, we have built a comprehensive financial strategy for sustained growth and success which will be closely monitored via robust procedures and operated in tandem with the strategic business development plan. We will ensure we consider diversification of revenue streams by innovating and expanding our commercial service offer, catering to much broader audiences, exploring new markets and developing complementary services to opt in to. We will ensure operational efficiencies by implementing cost saving measures, improving resource allocation and review processes to enhance profitability.

This may involve streamlining operations, investing in technology and automation where practical, and renegotiating supplier contracts for better rates-working fairly to represent value for money for quality services.

We will carefully manage and allocate resources towards investments, innovation and nurture long term revenue streams.

Community and inclusivity

We take a proactive approach to our work to ensure inclusivity is at the forefront of our activity when representing deaf people and their associated barriers and challenges. We continuously learn, adapt and implement positive change because we understand that equality and diversity is important.

We will ensure fairness, inclusion and recognise the full potential of all individuals to promote social justice, equitable opportunities and a sense of belonging.

To carry out consultation initiatives with the deaf community only strengthens diverse perspectives and ensures voices are heard. We encourage contributions to problem solving and cultivate a supportive environment which leads to innovative solutions and evidence of need - to empower, and see an enriched community who have trust and confidence in RAD.

Collaboration and influence

We will develop mainstream strategic partnerships and alliances as we recognise that collaboration with other businesses will provide access to new opportunities, reducing costs through shared resources and will support innovation through the sharing of knowledge and expertise.

This will amplify our brand reach and broaden the partners who see RAD to be the provider of choice.

We will work with deaf organisations and attend events to ensure representation of RAD and our work, and to join in group initiatives which support the exchange of information, leading to solutions that will address complex issues more effectively. We feel this approach will allow us to stay informed, meet evolving needs within the deaf community and to work together to campaign on national issues.

Our executive leadership team and wider business development colleagues will aim to work with key partners to influence change, engage stakeholders and conduct research to build coalitions leverage advocacy efforts. We will work towards initiatives that address pressing issues which frequently effect the deaf community, uphold values, and promote a more equitable, prosperous and sustainable future for all deaf people.

Annual Report and Accounts 2023 - 2024 18

The Royal Association for Deaf People

ACKNOWLEDGEMENTS

RAD would like to say THANK YOU to all who we work with;

Funded and/or supported by:

Care Quality Commission Government of Jersey Greater London Authority Home Office HMRC

Office of National Statistics Transport for London

The Advocacy People ASIST Advocacy Cloverleaf Advocacy Groundworks Healthwatch POhWER Rethink SWAN advocacy Voiceability

Barking and Dagenham Council Brent Council Bristol Council Camden Council Colchester City Council Croydon Borough Council Derbyshire County Council East Sussex County Council Eastleigh Council Essex County Council Hackney Council Hammersmith Council Hertfordshire County Council Hounslow Borough Council Lambeth Council Medway Council Newham Council Southend Council Surrey County Council Redbridge Council Royal Borough of Greenwich Council Royal Borough Kensington and Chelsea Southwark Council Suffolk County Council Thurrock Council Wandsworth Council Westminster City Council Wokingham Borough Council Worcestershire County Council

AGE UK Lambeth Citizens Advice Southend City Lit DWP Ixion

Anglian Water Cadent Gas Electricity North West National Grid Northumbria Water LTD Scottish and Southern Energy Networks Wales and West Utilities Wessex And Bristol Water

EE Havas Play The FA TUI

City & Guilds Kingston University Mike Long Associates Professional Training Solutions University of Essex

Pendrels Trust Peter Cruddas Foundation Wilberforce Trust

ASLI Ares Management Association of Lipspeakers Association of Notetaking Professionals NRCPD RBSLI

The Duke of Edinburgh Award

MHFA England Older People's Commissioner for Wales NHS Foundation Trust NHS Kent and Medway ICB NHS Mid and South Essex ICB National Centre for Suicide Prevention, Education and Training (NCSPET) Royal London Audiology SW London and St George’s Mental Health

Arthur J Gallagher Haines Watts Plan Money Limited

Purple Tech Yellow Belly

Earzz

Fairwill JDA Sight for Surrey Scouloudi Young Enterprise

Durham Police

Ethos Farm - (Battersea Power Station) Lyst McDonalds Richmond Aid

CAMHS Deaf CAMHS

Essex Cares LTD Hearability Hearing Help Essex

Heathlands School Oak Lodge School The Study Prep School

Black Deaf UK Deaf Rainbow UK

CommPlus Dogma Films IC Works Let's Sign BSL (Cath Smith) Sarona Training Signature SignLive SignVideo Weald BSL

Annual Report and Accounts 2023 - 2024 19

The Royal Association for Deaf People

What our clients told us

RADs overall client satisfaction rating for the year is 98.8%.

Thank you to all the people who use our services and for trusting RAD to support you. Here are some things that our clients and learners told us.

“ Thank you so much for your time, I feel much more knowledgeable and aware. I could tell the group felt very comfortable asking questions and feeling they were in a safe space, and that was very much because how patient, open and engaging you were.”

“ Excellent session, really insightful. I thought I had good deaf awareness but now realise I'm only scratching the surface, I learned lots in just 2 hours.”

“ We appreciate the support you have provided for Jersey dDeaf islanders. Your collaboration has been important in our efforts to create a more inclusive environment for the dDeaf community. Together, we have made progress in promoting and facilitating independent living for dDeaf community members. The improvements in inclusion and accessibility reflect your dedication and hard work. Thank you for being a key part of this journey. The Government of Jersey will continue making improvements in the future.”

“ I cannot rate this workshop highly enough. There was so much helpful information, and it was delivered really well. I realised how little I know, but I have been inspired to find out more! This was absolutely brilliant- thank you so much.”

“ Thank you for helping me. I would be lost without support. Look forward to a new start to live independently and not rely too much on my friends I can smile a little bit more knowing have support from RAD. Thank you so much.”

“ Grateful for RAD support with an employment issue which another disability support service could not. I had faced barriers for 3 years, but now I feel I can ease my stress knowing RAD will support me, and will signpost the right services for me.”

“ I had nowhere to go for support with my PIP assessment. A friend said RAD gives the best PIP support and in International Sign Language too! Thank you RAD.”

“ The course has given me lots to think about in terms of deaf inclusivity and how we can make our company more inclusive. 10/10, best training course I've been to.”

“I want to say big thank you to RAD staff for ongoing support with my housing issues. Without them I would be lost and not know where to go for support. I used to be depressed but now I am starting to feel better with hope. Looking forward to 2024 and things getting better for me, thanks again.”

“ Wonderfully presented course, our trainer was excellent and the material was expertly delivered.”

“ Wow! RAD advisor is expert. Useful information and supportive. I will tell my friends to use RAD.”

“ I would wholeheartedly recommend this basic introduction to signing and definitely recommend the trainer, he was brilliant. Our sessions were fun, relevant and enjoyable. It’s made me feel less afraid of trying to sign even the basics.”

“ I’ve been looking for support with PIP appeal and was relieved that RAD can help. They are professional and understand how to fight my case. Very grateful.”

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The Royal Association for Deaf People

Auditors Report and Accounts - To year ended 31 March 2024

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The Royal Association for Deaf People

Structure, Governance and Management

Governing document

The charity is controlled by its governing document, a deed of trust, and constitutes a limited company, limited by guarantee, as defined by the Companies Act 2006.

The organisation is incorporated in England and Wales and is governed by a Board of Trustees who constitute the membership in terms of the Companies Act.

The organisation was founded in 1841 and registered in accordance with the Charities Act 1960, with the registered number 207358. The activities, assets and liabilities of the Association were transferred to this charitable company with effect from 1 October 2000.

The charitable company is limited by guarantee, incorporated on 11 April 2000 and registered as a charity on 9 August 2000, with the new registered number 1081949.

The company was established under a Memorandum of Association which established the objects and powers of the charitable company and is governed under its Articles of Association.

Organisational structure and management

Management is delegated to an executive team. The executive team is responsible for the full range of RAD's activities. The executive team during the start of the year comprised a Director of Operations along with three joint Chief Executives. From May2024, two interim roles joined the ELT. Early 2024 saw the appointment of the permanent CEO. We have an agreed scheme of delegation and during the year, the team consisted of the following:

Amanda Casson Webb: Joint CEO/Director of Communications and Community (Resigned 30/5/23) Lesley Frearson: Joint CEO/ Director of Finance and Business Support (Resigned 30/5/23) Sue Evans: Joint CEO/ Director of Services (Resigned 30/5/23) Julie Ratcliffe: Director of Operations

Andrew Dewey: Interim Chief Executive - started 02.05.23 - ended 31.12.23 Anna Hughes: Interim Director of Finance - started 02.05.23 - ended 12.11.2023 Julie Ratcliffe: Chief Operating Officer - started 05.05.23 Daniel Clements: Director of Independent Living - started 01.09.23 Claire Woods: Chief Finance Officer - started 06.11.23 Mark Wheatley: Chief Executive Officer - started 02.01.24

Decision making

RAD makes decisions through a collaborative process involving its board, staff, and stakeholders, guided by its values, mission and strategic goals. This process includes evaluating data, assessing community needs, and considering the impact on our beneficiaries to ensure informed and effective decision-making.

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The Royal Association for Deaf People

Structure, Governance and Management

Related parties

The organisation has a wholly owned trading subsidiary, tRADe LTD. This subsidiary did not trade during 2023/2024.

Public benefit

The Trustees confirm that they have referred to the guidance contained in the Charity Commission's general guidance on public benefit when reviewing the organisation's aims and objectives and in planning future activities and setting the grant making policy for the year.

Grantmaking

From time to time, when resources and other commitments permit, the Trustees and/or the ELT make small discretionary grants or donations (usually not more than £3000) to deaf individuals or groups to encourage and develop community activities or sponsor special work such as research or an event.

Risk management

The Trustees have a risk management strategy that comprises of:

The Trustees confirm that the above risk management strategy is in operation.

We continue to feel the effects of tightening public expenditure and expect that this will intensify over the forthcoming years. With these factors in mind, the major risks facing RAD are as follows:

Recruitment and appointment of new trustees

Trustees are appointed for a three-year term at an AGM and are allowed to stand for a second consecutive term (subject to invitation from the Chair). Trustees can stand subsequently for re-appointment but must leave the board for a period of one year. When new Trustees are needed, members of the existing board are reviewed, and any skills gap identified.

New trustees undertake an induction with the CEO, supported by the ELT, and a board induction with the Chair. The board undertake governance training periodically and any individual training needs of trustees who are new to their role are agreed with the Chair, and in line with any recommendations from the ELT in respect of compliance.

Members of the charitable company guarantee to contribute an amount not exceeding £1 to the assets of the charitable company in the event of winding up. The total number of such guarantees at 31 March 2024 was 9 (2023: 8). The Trustees have no beneficial interest in the charitable company.

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The Royal Association for Deaf People

Structure, Governance and Management

REFERENCE AND ADMINISTRATIVE DETAILS

Registered Company number

03973353 (England and Wales)

Registered Charity Number

1081949

Registered office

Block F, Parkside Office Village, Nesfield Road, Colchester, Essex, CO4 3ZL

Patron

His Majesty King Charles III

President

The Most Revd and Rt Hon Justin Welby Archbishop of Canterbury

The Trustees

Trustees, who are also directors under company law, who served during the year and up to the date of this report were as follows:

Mr Thomas J Mulloy (Chair) Ms Semhar Beyene (Vice Chair) Mr Lyndon J Borrow Ms Hannah B Brennan Mr Rolf Choutan Ms Laura J C Eadsforth Ms Masami Fenesan (resigned 02.11.2023) Ms Melissa Scacco Mudawi (Honorary Treasurer) Mrs Katherine O’Grady Bray (appointed 08.08.2023)

Company Secretary Ms M Scacco Mudawi

Auditors

Haines Watts Statutory Auditors Town Wall House Balkearne Hill Colchester Essex CO3 3AD

Solicitors

Fisher Jones Greenwood Charter Court, Newcomen Way Severalls Business Park Colchester Essex CO4 9YA

Bankers

National Westminster Bank FLO Park Royal Branch 1 Abbey Road London NW10 7RA

Financial Advisors

Plan Money LTD Bentley House Forge Lane Great Bentley Colchester Essex CO7 8GD

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The Royal Association for Deaf People

Financial Review

Annual Report and Accounts 2023 - 2024 25

The Royal Association for Deaf People

Financial Review - continued

Total reserves of the charity at 31 March 2024 were £4,592k (2022/23: £5,191k) (see the balance sheet on page 33), to be used as follows:

The level of our current free reserves is £882k which is therefore slightly below our agreed minimum reserves policy. A new office has been purchased in London which has been funded via the property purchase fund, this has left a balance of around £300k in the fund which will be transferred back into the free reserves – this will mean that we are holding funds in agreement with our minimum reserves policy. We consider our policy level to be reasonable, given the uncertain economic future and the more competitive funding environment we now experience.

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The Royal Association for Deaf People

REPORT OF THE TRUSTEES - FOR THE YEAR ENDED 31 MARCH 2024

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The Royal Association for Deaf People

REPORT OF THE

THE ROYAL ASSOCIATION FOR DEAF PEOPLE

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The Royal Association for Deaf People

REPORT OF THE

THE ROYAL ASSOCIATION FOR DEAF PEOPLE

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The Royal Association for Deaf People

REPORT OF THE

THE ROYAL ASSOCIATION FOR DEAF PEOPLE

Annual Report and Accounts 2023 - 2024 30

REPORT OF THE INDEPENDENT AUDITORS - TOTHE MEMBERS OF THE ROYAL ASSOCIATION FOR DEAF PEOPLE The Royal Association for Deaf People Use of our report This report is fflade solely to ihe charitable company's membe15. a5 a body. in accoidatbce with Chapter 3 of Part 16 of the Companies Att 2006. Our audit work has been undertaken so that we might state to the charitable company's members those matters we are required to state to theffl in an auditors. report and for no other purpose. To the fullest extent permitt@d by law. we do not accept Of assume responsibility to anyone othÈr than tho charitable company and the charitable company's members as a body. for our audit worL for this report, or for the opinions we have formed. Melinda Simpson1Senior Statutory Auditor) for and on behalf of Haines Watts Statutory Auditors Town Wall House Balkerne Hill Colchester Essex C03 3AD Dat Annual Rcportand Accounts2023-2024 31

The Royal Association for Deaf People

STATEMENT OF FINANCIAL ACTIVITIES (INCORPORATING AN INCOME AND EXPENDITURE ACCOUNT) FOR THE YEAR ENDED 31 MARCH 2024

The notes form part of the financial statements

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The Royal Association for Deaf People

BALANCE SHEET 31 MARCH 2024

The notes form part of the financial statements

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The Royal Association for Deaf People

CASH FLOW STATEMENT FOR THE YEAR ENDED 31 MARCH 2024

The notes form part of the financial statements

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The Royal Association for Deaf People

NOTES TO THE CASH FLOW STATEMENT FOR THE YEAR ENDED 31 MARCH 2024

The notes form part of the financial statements

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The Royal Association for Deaf People

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024

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The Royal Association for Deaf People

NOTES TO THE FINANCIAL STATEMENTS continued FOR THE YEAR ENDED 31 MARCH 2024

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The Royal Association for Deaf People

NOTES TO THE FINANCIAL STATEMENTS continued FOR THE YEAR ENDED 31 MARCH 2024

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The Royal Association for Deaf People

NOTES TO THE FINANCIAL STATEMENTS continued FOR THE YEAR ENDED 31 MARCH 2024

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The Royal Association for Deaf People

NOTES TO THE FINANCIAL STATEMENTS continued FOR THE YEAR ENDED 31 MARCH 2024

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The Royal Association for Deaf People

NOTES TO THE FINANCIAL STATEMENTS continued FOR THE YEAR ENDED 31 MARCH 2024

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The Royal Association for Deaf People

NOTES TO THE FINANCIAL STATEMENTS continued FOR THE YEAR ENDED 31 MARCH 2024

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The Royal Association for Deaf People

NOTES TO THE FINANCIAL STATEMENTS continued FOR THE YEAR ENDED 31 MARCH 2024

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The Royal Association for Deaf People

NOTES TO THE FINANCIAL STATEMENTS continued FOR THE YEAR ENDED 31 MARCH 2024

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The Royal Association for Deaf People

NOTES TO THE FINANCIAL STATEMENTS continued FOR THE YEAR ENDED 31 MARCH 2024

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The Royal Association for Deaf People

NOTES TO THE FINANCIAL STATEMENTS continued FOR THE YEAR ENDED 31 MARCH 2024

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The Royal Association for Deaf People

NOTES TO THE FINANCIAL STATEMENTS continued FOR THE YEAR ENDED 31 MARCH 2024

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The Royal Association for Deaf People

NOTES TO THE FINANCIAL STATEMENTS continued FOR THE YEAR ENDED 31 MARCH 2024

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The Royal Association for Deaf People

NOTES TO THE FINANCIAL STATEMENTS continued FOR THE YEAR ENDED 31 MARCH 2024

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The Royal Association for Deaf People

NOTES TO THE FINANCIAL STATEMENTS continued FOR THE YEAR ENDED 31 MARCH 2024

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The Royal Association for Deaf People

NOTES TO THE FINANCIAL STATEMENTS continued FOR THE YEAR ENDED 31 MARCH 2024

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The Royal Association for Deaf People

NOTES TO THE FINANCIAL STATEMENTS continued FOR THE YEAR ENDED 31 MARCH 2024

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The Royal Association for Deaf People

NOTES TO THE FINANCIAL STATEMENTS continued FOR THE YEAR ENDED 31 MARCH 2024

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The Royal Association for Deaf People

NOTES TO THE FINANCIAL STATEMENTS continued FOR THE YEAR ENDED 31 MARCH 2024

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The Royal Association for Deaf People

NOTES TO THE FINANCIAL STATEMENTS continued FOR THE YEAR ENDED 31 MARCH 2024

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The Royal Association for Deaf People

NOTES TO THE FINANCIAL STATEMENTS continued FOR THE YEAR ENDED 31 MARCH 2024

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The Royal Association for Deaf People

NOTES TO THE FINANCIAL STATEMENTS continued FOR THE YEAR ENDED 31 MARCH 2024

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The Royal Association for Deaf People

NOTES TO THE FINANCIAL STATEMENTS continued FOR THE YEAR ENDED 31 MARCH 2024

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The Royal Association for Deaf People

NOTES TO THE FINANCIAL STATEMENTS continued FOR THE YEAR ENDED 31 MARCH 2024

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The Royal Association for Deaf People

We are Royal Association for Deaf People. (RAD).

RAD is a national charity standing with deaf people, their networks and families.

We started in 1841, and have become a movement for change through the provision of services and working with collaborators.

We believe every deaf person has the right to be themselves and realise their rights to an accessible world.

We champion rights, create opportunities and support campaigns for change.

RAD | Contact information

Telephone: 0300 688 2525

Email: info@royaldeaf.org.uk Website: www.royaldeaf.org.uk Crystal Wharf, 36 Graham Street, London, N1 8GH

Patron: His Majesty King Charles III | Founded 1841 | Registered Charity No. 1081949 | Company registered in England No.

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