The Royal Association for Deaf people Annual Report and Accounts 2024125 Patron: His Majesty King Charles 111 Registered Charity No. 1081949 Company registered in England No. 3973353 Contents Overview 3 - 16 Message from our Chair Message from our CEO 6 2024-25 in numbers 7 Making an impact 16 Strategic ambitions and commitments Report of the Trustees 17 - 30 17 Objectives and activities 19 Achievement and performance 21 Financial review 24 Future plans 26 Legal structure, governance and management 28 Legal and administrative details 29 Statement of Trustees, responsibilities Independent auditors, report 31- 34 Financial statements 35 ~ 52 35 Stotemert of financial activities 36 Balance sheet 37 Cashfiow statement 38 Notes to the accounts The Royal Association for Deaf People Overview Chair's Report Welcome to The Royal Association for Deaf People's (RAD) Annual Report and Accounts for 2024125. partnerships with commissioners and various sector organisations has facilitated a more effective delivery of our core services, contributing to a diverse and sustainable funding base. This past year has been a defining moment for RAD as we navigated the ongoing challenges within our sector, while laying substantial groundwork for a transformative future. Guided by our newly established five-year strategic plan (2024-29), we are poised for significant progress. A notable highlight was the successful opening of our new London Headquarters and client hub. This landmark achievement not only enhances our visibility but also establishes a vital platform for strategic partnerships, innovation, and improved service delivery. Our new headquarters is central to our ambition of supporting more deaf individuals in their daily lives through accessible approaches. In alignment with our mission, the Board has approved a robust and ambitious financial strategy designed to maximise the impact of our services and resources. Our focus on cost-eff iciency, revenue diversification, and long-term financial sustainability remains unwavering. Throughout every initiative, we are committed to ensuring our work is inclusive, shaped by community insights, and responsive to the lived experiences of deaf individuals. Collaboration has continued to form the cornerstone of our mission. Through cross-sector partnerships, policy influence, and national advocacy, RAD has further solidified its role as a trusted and leading voice for deaf people on both local and national stages. Throughout 2024125, RAD has concentrated on bolstering its resilience and capacity through strategic innovation, community engagement, and collaborative growth initiatives. We have invested in the development of new commercial services and implemented a targeted marketing strategy aimed at revenue generation. Strengthening As we look toward 2025126, we aim to consolidate the progress achieved this year. Our key priorities include increasing commercial income, launching new The Royal Association for Deaf PeoplL 3 services such as RAD Learn, and maximising the use of our facilities to enhance our impact and revenue. We will also focus on strengthening relationships with both community and corporate partners, investing in marketing automation, and implementing targeted cost-saving measures to ensure a balanced budget. The commitments to community engagement, inclusivity, and national influence will remain pivotal to our operations. Our advocacy efforts, alongside strategic partnerships and high-profile initiatives anchored in our London off ice, will further reinforce these objectives. I remain continually inspired by my fellow Board members. Their diverse expertise and insights foster constructive, values-led governance, ensuring that RAD remains responsive and future- ready, serving the communities we are dedicated to helping. Before concluding, I would like to express my heartf elt gratitude to Tom Mulloy, our former Chair, for his exemplary leadership and dedication during an exceptionally challenging period for RAD. His clear vision and eff orts to cultivate a skilled and effective Board have provided a firm foundation that has facilitated my transition as Chair over the past year. Finally, l extend my sincere appreciation to the dedicated staff at RAD. Under Mark's leadership, they persist in driving forward our mission with energy, professionalism, and passion significantly improving the lives of deaf individuals every day. As we move ahead, l am excited to witness our evolution as an organisation. delivering innovative and inclusive solutions while maintaining our leadership in the field. I would also like to acknowledge Lyndon Borrow, whose second term has concluded. We are grateful for his commitment and contributions over the past six years. We also bid farewell to Katherine O'Grady-Bray as she leaves the Board. In 2024, we welcomed new Board members Ed Reveley and Angela Carpenter, who bring valuable experience and skills that will further enrich our governance. With best wishes, Chris Ratcliff e Chair, The Royal Association f or Deaf People The Royal Association for Deaf People 4 CEO'S Report Through my leadership during the 2004125 period, l and my team focused on. steadying RAD and delivering consistent, accessible support in British Sign Language across communities. Our teams provided a broad mix of services, communication and interpreting support, independent living service, advice and advocacy, training and consultancy, and BSL translation and media, tailored to local needs, so deaf people can make informed choices and live independently. We opened a new London office to improve visibility and access. It provides a central point for service delivery, partnership meetings, filming and translation work, training, and room hire. supporting both impact and income generation. I represented RAD at several events, including conferences hosted by the British Deaf Association. We strengthened relationships with commissioners. deaf-led organisations and mainstream partners to remove barriers and create opportunities for the deaf community. As a member of the Chief Officers Group (COG), I meet regularly with fellow CEOS from other deaf organisations to share experiences and encourage common solutions for the deaf community. Community engagement remained important, including involvement with Chelmsford Cathedral's carol service, which showcased BSL presented by deaf children from local schools. Looking ahead, our priorities for 2025126 are to deliver reliable, high-quality services- keep tight cost control and move towards a balanced budget and begin planning to mark RAD'S 185th anniversary in 2026 with a programme that celebrates our heritage and sets clear ambitions for the next chapter. Thank you to RAD staff, freelancers. volunteers, trustees, partners and supporters for their contribution throughout the year. rth best wishes. Dr Mark Wheatley (%i4. CEO, The Royal Association for Deaf People The Royal Association for Deaf People a": 202412025 in Numbers Provided 35,482 hours of Community Support through ou Secured £1.076M in contracts to deliver services across advice and advocacy 1.696 attendances across RADS BSL courses TeamRAD colleagues completed 941 internal training modules Completed 2,500 interpreting bookings Recruited 32 new starters into the organisation community Deaf Awareness training saw 708 attendances Re an istered over 30 new freelance interpreters anguage professionals to work with us 10 Advocacy qualifications provided to TeamRAD colleagues wa Our DeafAdvance training centre welcomed 429 learners The Royal Association for Deaf People Making an Impact The 2024125 financial year marked a period of strategic expansion and delivery excellence across all areas of RAD'S Commercial Services. Encompassing Interpreting, RAD Media (Translation), and Accessibility Consultancy, the year showcased impactful growth, innovative partnerships, and a solid foundation for future service delivery. Our work continues to align with RAD'S mission of creating accessible, inclusive spaces for deaf people, and this year's achievements reflect our deepening influence across public, private, and third sectors. Work across our service delivery teams - Advice, Independent Living and Advocacy, brought both notable achievements and persistent challenges. While RAD was largely successful in meeting its contractual obligations, this was not without difficulty. Fluctuating funding streams, sector-wide pressures, and ongoing demands for cost-eff iciency required caref ul management and adaptability throughout the year. strengthened local engagement but also created valuable opportunities for collaboration with other Deaf organisations and community groups, providing accessible information and shared resources to wider audiences. Like much of the charity sector, RAD continued to face pressures relating to funding constraints and the ongoing need for cost-saving measures. Despite these challenges, performance across the organisation remained robust, with strong evidence of impact, clear outcomes, and continued demand for services. This year marked a period of consolidation following the previous organisational restructure. A key focus was on stabilisation. RAD'S services remained strong and consistent, underpinned by increased community engagement and a rising organisational profile- supported in part by refreshed branding and enhanced marketing eff orts. Community visibility continued to grow through our expanded programme of events, including the increasingly popular RAD-on-Tour initiotive. This not only The Royal Association for Deaf People 7 Our People - TeamRAD As a Deaf-led organisation, we are incredibly proud to employ a high number of Deaf staff and to have British Sign Language (BSL) widely used throughout RAD. This not only reflects our commitment to accessibility and representation but also brings real value to the organisation. The presence of Deaf professionals at every level means that shared lived experiences, cultural understonding, and empathy are embedded into our daily work. It strengthens our ability to connect with the communities we serve and ensures that services are shaped by people who truly understand the challenges. Having strong BSL proficiency across teams deaf and hearing also creates a more inclusive and supportive environment, where communication is direct, meaningful, and representative of the people we work with and for. Across RAD, 78.20/0 of colleagues have provided BSL related information relating to their native language or prof iciency. 44.70/0 of this group are native BSL users. The most common BSL qualifications are: Level 2 - 31 staff - 28.2 % Level 3 - 17 staff - 15.40/0 Level 6 - 15 staff - 13.60 This data highlights a strong representation of BSL skills across RAD, although there remains a proportion of staff who have yet to update their 8SL information. The Royal Association for Deaf Peopl- Interpreting & Communication Services RAD'S interpreting service continued to grow in strength and reputation. We delivered 7,768 hours of interpreting support, working with over 650 clients and completing over 2,500 bookings throughout the year. Our Language Service Professional (LSP) register grew substantially, with over 30 new f reelance registrations in Q12025 alone. We were proud to support a wide range of settings, from NHS Trusts and government contracts to weddings, cultural events, and academic conferences. Notably, we provided services for high-profile clients such as Transport for London, the House of Lords, ASDA, and Southampton University. Our specialist support included international travel interpreting, hands-on BSL for Deaf Blind clients, and Social Haptic communication. Key contract wins and extensions included: Worcestershire Council (2-year extension), Doncaster City Council (mobilised in April 2025), and North Central London ICB. We continue to adapt pricing models to ref lect sector changes, including negotiations aligned to NUBSLI guidance. Training & Consultancy Services Key partnerships with Professional Training Solutions (PTS), NHS North East London Foundation Trust, Islington Council, BRIT Insurance, and JDA enabled growth in accredited BSL delivery, Deaf Awareness Training, ILM Leadership courses, and adult social care qualif ications. We continued to expand into education, health, and legal sectors with bespoke training solutions. RAD'S Summer School and pilot partnerships, such as First Bus, demonstrated our flexible, innovative approach to training. The Thrive Tribe programme further showcased the importance of first-language BSL delivery in public health contexts. Our in-house CPD was strengthened with ILM certification completions and the launch of our new online learning website RAD Learn. Our training senjices, delivered through DeafAdvance, achieved wide- reaching impact delivering BSL sessions and Deaf Awareness training. Learner numbers continued to rise, with outstanding results including a 100 % BSL pass rate and growing waiting lists for BSL Levels 1-3. The Royal Association for Deaf People 9. RAD Media (Translation Services) Consultancy & Accessibility Services RAD Media experienced sustained growth, with new and continued relationships. Our fully operational in-house studio supported high~ quality translation work for clients such as Transport for London, PGN Podcasts, Channel 4, Camden Council, the Universities of Aberdeen and Nottingham and many more. Translation formats included BSL video, audio, subtitles, and Easy Read. Our consultancy arm provided specialist advice ond accessibility reviews across multiple industries. Highlights included ongoing partnerships with Hughenden Retirement Village following the success of our Consultancy work with Rogan Productions and the BBC for the Rose Ayling-Ellis documentary'old Hands: New Tricks!" We have developed exciting new opportunities with Signature's BSL in Primary Schools "The School of Signs" project. Our collaboration with First Bus aims to develop training video resources, and accessibility guidance to enhance transport inclusion for deaf passengers. Despite minimal promotion to date, the demand f or our translation service remained high. With capacity now expanded, we have prepared a targeted marketing campaign for launch in 2025 to further raise RAD Media's profile and attract new clients in education, broadcasting, and digital accessibility. n for Deaf People 10.7.. Independent Living Over the past year, RAD'S Independent Living services experienced continued growth, with an expansion of community-based support and the development of new partnerships resulting in increased client referrals and broader geographical reach. As a result, we welcomed 31 new support workers - some of which also support Advice and Advocacy. Despite the ongoing pressures within the social care sector, particularly the reduced frequency of care reviews and meetings, RAD remained committed to meeting clients, needs and fulfilling statutory funded responsibilities. This was achieved through effective collaboration between the Independent Living and Advocacy teams. Recruitment remained steady and in line with seniice demand. While challenges across the wider care sector persisted, RAD maintained a strong training and development programme, ensuring that new team members who met the required criteria were effectively trained and supported in their professional growth. The RAD Central Hub functioned as a centralised point of contact throughout the year. significantly improving service efficiency and . response times. This structure enabled support teams to consistently deliver high-quality care. Seven team members completed a qualification in Health and Social Care, with many more planned for 2025126. The Royal Association for Deaf People 11 Advice In 2024-25, we continued to deliver high-quality contracted services. reaching 834 individual clients and recording 3.517 attendances across our workshops and service days. evidence of unmet need and consistent feedback from the community, the service wos retendered and awarded to us - demonstrating both the value of our services and our responsiveness to community voices. We were proud to successfully retain our Advice Quality Standard (AQS) accreditation - a nationally recognised mark of excellence for advice providers. This demonstrates that we continue to meet rigorous standards in service delivery and in delivering trusted, well-govemed support to both clients and commissioners. We also launched a new London HUB, designed to provide a central, accessible space for deaf individuals, particularly those who cannot access local support. The HUB hosts a new advice service, enabling us to build further evidence of need and strengthen future funding bids. More than a physical location, the London HUB will become a vital space for the deaf community to access a wide range of services, including advice, advocacy. and independent living support. A calendar of events and empowerment programmes have been produced to support the wider aim of inclusion and access to information. Our advice provision has grown significantly through several key contract wins including: Camden Decff Advice Service- Commenced October 2024 York Advice Service - Commenced February 2025 Ex ansion of DWP em vice contracts, inc uding: DWP West London DWP Islington A major success this year was regaining the HMRC Advice contract, which resumed in April 2024. This contract had previously ended when HMRC transitioned to a VRS model. However, due to strong The Royal Association for D&qf People 12 Advocacy Our advocacy service has continued to grow steadily throughout 2024-25, supporting 346 specialist sessions, establishing RAD as a trusted partner for high-quality, specialist advocacy for deaf people. By working collaboratively with respected providers such as Voiceability, The Advocacy People, Pohwer, Cloverleaf, and Rethink Advocacy, we have secured several new contracts, including: Sussex - Awarded in early 2025, service to commence July 2025 With a solid foundation of £398,000 secured in new contracts, we are now in a strong position to take the next step in our development. In 2025-26, we will register with the Financial Conduct Authority (FCA) and work towards achieving the Quality Performance Mark (QPM) - a recognised quality standard f or advocacy services. These steps are essential to demonstrating our accountability, independence, and readiness to deliver statutory advocacy at scale. Norfolk - Commenced July 2024 Hertfordshire - Commenced June 2024 In addition to commissioned services, we continue to support clients through spot purchase arrangements in areas without dedicated sensory advocacy provision, including Camden, Bournemouth, Hackney, and Stoke and Staffordshire. We have also expanded the scope of our specialist advocacy work, particularly within areas such as Independent Mental Health Advocacy (IMHA) at Springf ield Hospital, and in growing demand for advocacy under the Care Act, Mental Capacity Act, and for Relevant Persons Paid Representatives (RPPR). Our commitment to high-quolity, deaf- specialist provision has been acknowledged through statutory channels, often informing local authority recommendations in favour of RAD'S seprfices. The Royal Association for Deaf Peo le 13 Business Development This year, we made a strategic decision to strengthen our income generation capacity by engaging an external bid writer to enhance our success in applying for both project-specific and unrestricted funding. As part of this work, we identified over 400 potential funders to target in 202512026. During this period, RAD focused primarily on securing statutory funding, either leading or partnering on funding bids totalling £3.9 million. From this, we successfully secured new contracts worth £1.076 million. This represents a success rate of approximately 27.6 % , a strong outcome given the highly competitive nature of the f unding landscape. Like many charities, we faced increasingly chollenging financial conditions. In response, we have taken proactive and innovative steps to diversify our income and strengthen our sustainability. While traditional fundraising through grants and donations remains vital, we have explored new and complementary approaches to increase our income. These include expanding our work with new partnerships, as well as exploring new income streams such as the rental of space in our new London off ice. We believe that forming collaborative relationships with businesses and other deaf organisations will not only enhance funding opportunities but also support knowledge-sharing, promote our commercial offer, and create possibilities for co-branded initiatives. Statutory Funding. Grants and Trust Statutory and trust income has long played a critical role in our organisation's financial stability, enabling us to provide core services such as advice, advocacy, and communication support - services that remain essential for deaf people who continue to face significant barriers in accessing mainstream provision. We strengthened our focus on statutory funding, grants, and trusts by bringing in a Freelance professional bid writer to work alongside our in- house business development team. This strategic addition aims to enhance our capacity to secure essential funding that supports the delivery of vital services to the deaf community. The Royal Association for Deaf People We have achieved 36% of our bids and examples of funders include Cloverleaf ~ Derbyshire, Croydon Council - Croydon Deaf Access, CQC Share for Better Care, Hounslow Thriving Communities Fund, Wilberforce Trust - York Sensory Support Hub, Camden Council, Islington Council, Energy Redress - Deaf Smart Energy. As we await the outcomes of submitted funding bids, we have taken prudent steps to review and realign our operations to ensure sustainability. During this period, we have identified and implemented cost-saving measures, including a strategic restructure, to streamline our workforce and adapt to the current funding environment. We continued to explore new opportunities to build relationships with statutory bodies and grant makers, not only to deliver services that align with their priorities, but also to meet the needs of the deaf community. particularly in areas such as access to information and personal advancement. The importance of implementing a strong business development function is increasingly evident. Our team's expertise in navigating the complex and competitive funding landscape ensures that RAD remains well-positioned to secure resources that sustain our work and support the long-term needs of the community we senie. Lc Thè Ro Strategic Ambitions and Commitments This year marked the first phase of implementing RAD'S five-year strategic plan with a strong focus on embedding key performance indicators (KPIS) across all service areas. These KPIS have been introduced to better measure progress, drive accountability, and ensure alignment with our long-term objectives. Although still in its early stages, this initial work is already helping to guide more informed decisions and support ongoing improvements as we continue to deliver on our five- year plan. Collaboration and Influence: Increase awareness and influence change by working with partners and the deaf community to secure our f uture Growth and Longevity: Work in collaboration with other likeminded organisations to ensure equitability and accessibility for deaf people Explore opportunities to maximise income generation Ensure services evolve to meet changing needs Empower deaf people to be independent and informed Community and Inclusivity: Develop and innovate services that benefit deaf people Work in partnership with mainstream organisations to ensure deaf people are heard and acknowledged Ensure RAD is diverse and inclusive Improve access to services that deaf people want and need Finance and Sustainability: Manage our resources to ensure financial resilience Maximise opportunities to ensure f inancial and operational sustainability The Royal Association for Deaf People 16 Report of the Trustees Objectives and Activities The or genera anisation's objects are to promote the social and welfare of profoundly deaf people. Significant Activities support that promotes autonomy and dignity. Employability and Training (via DeafAdvance): We provide employability support aimed at breaking down barriers to employment for deaf people. This includes skills development, job search assistance, and support in the workplace. We offer a range of training programmes to increase deaf awareness and promote inclusive practices. This includes BSL training, deaf awareness sessions for organisations, and capacity-building courses designed to enhance skills and confidence among deaf individuals and those who work with them. RAD has continued to deliver a wide range of services to support and empower deaf individuals across the deaf community. Our core areas of activity include: Advice and Wellbeing: Providing accessible support, information, and guidance to improve access and the overall wellbeing of deaf people, ensuring they are equipped to make informed decisions and access the support they need. Communication Services: Delivering high-quality communication support such as British Sign Language (BSL) interpreting, lip- speaking to enable equal access to essential services and everyday activities. Independent Living: Supporting deaf individuals to live independently through commissioned support packages, advocacy, and practical These services are designed to reduce inequality, promote inclusion, ond enhance the quality of life for deaf people. Our team remains committed to ensuring that deaf individuals have the same opportunities and access to services as everyone else. The Royal Association for Deaf Peo Public Benefit Grantmaking The Trustees conf irm that they have ref erred to the guidance contained in the Charity Commission's general guidance on public benef it when reviewing the organisation's aims and objectives and in planning future activities and setting the grant making policy for the year. From time to time, when resources and other commitments permit, the Trustees make small grants (usually not more than £250) to groups of deaf people to encourage and develop community activities. The Roy ssociation for Deaf Peopl.. 18 Achievements and Performance Charitable Activities In 2024-25, RAD made a meaningful difference for the lives of deaf people by continuing to deliver trusted, accessible services that support independence, wellbeing, and inclusion. From advocacy and advice to interpreting and independent living, our teams worked across the country to ensure deaf people could access the support they need to thrive. We expanded into new regions, secured vital contracts, and launched our London HUB, a welcoming space that brings services and community together under one roof. Despite challenges across the sector, our seniices remained strong, thanks to the dedication of our staff and the voices of the decrf community shaping everything we do. and deepened our commitment to being a deaf-led, BSL- proficient organisation. This year has been one of growth, collaboration and resilience - all guided by our belief that deaf people should have equal access, opportunity, and the power to lead fulfilled lives. Investment Policy and Performance RAD held total cash, deposits and investments of £2.033k as at 31 March 2025, a decrease of £1.922k on 2024. This decrease was predominantly due to disposals from the CCLA investment portfolio to fund the purchase of the new London office. Alongside service delivery, we invested heavily in learning, development, and partnerships. Our training and consultancy programmes empowered individuals and organisations to help build more deaf-oware and inclusive environments. RAD Media grew in both reach and reputation, delivering high-quality accessible content for a wide range of clierts. Internally, we strengthened our workforce The investment policy is determined by the Trustees, with the benefit of extemal advice, after considering income requiremerts, risk profile and stock market prospects in the short and long term. It is a requirement that any fund manager has ESG (environmental, social and governance) embedded within the investment The Royal Association for Deaf People 19 philosophy and process to ensure that RAD'S investments are held with corporate entities exhibiting high levels of corporate responsibility. long term. understanding the risk that this may not be achieved short term. RAD aims to achieve CPI + 3 % (net of fees) over a rolling period of 5 years. Short term investments are held to provide financial security and may be required to meet unanticipated cash flow needs. These funds need to be readily available with little or no threat to invested capital. This fund is safety first and return second as there can be no risk of losing capital from this fund. For the long-term investments, the board's intention is to always invest in a fund that is well diversified across asset categories. Some stocks which were inherited are being held until the price improves before disposal. Long term investments are held with a view to a longer-term gain with an understanding that the value of these investments is likely to f luctuate over the short to medium term. The aim is to at least protect these funds against the risk of inflation over the e Royal Association for Deaf Peopi-- 20 4 Financial Review Financial Position Total income for the year was £2.7m (excludes £421k for profit on sale of property), an increase of £201k compared to the previous year. This is due to increases across all charitable activity areas of the organisation, restricted income increased by £21k and unrestricted by £180k, this does not take into account the sale of property during the year. The funding sources and descriptions of their purpose are detailed in note 18 to the financial statements. The charity is not dependent on any one principal funder; a number of funders contribute to the overall mission and objectives of the organisation. Cash balances at the year-end were £673k (2023124: £347k). The organisation benefited f rom £173k of donations and legacies, compared to £152k in the previous year. Principal Funding Sources The St Mellitus Centre in Southend was sold for £555k prior to the year end, giving a profit on sale of £421k. Total expenditure increased by £65k, of this £36k related to restricted expenditure and £29k to unrestricted. Statutory Funding Contracts and grants f rom local authorities, the NHS, and government departments (e.g. DWP, HMRC). Overall, a deficit of £416k on unrestricted f unds was generated, this included a loss on investments of £71k. The overall deficit for the year was £429k, compared to £600k in the previous year. These fund core services such as advice, advocacy, interpreting, and independent living. The Royal Association for Deaf People 21 Trusts and Foundations Funding f rom charitable trusts and grant~makers (e.g. Wilberforce Trust, Energy Redress, Camden Council). Typically project-specific or aimed at innovation and outreach. Commercial Income Income generated through paid services such as interpreting, training, consultancy, and translation (RAD Media). Includes contracts with public and private sector clients. Donations and Fundraising Public donations, legacy giving, fundraising events, and campaigns. May also include corporate partnerships and sponsorships. Training Services Fees f rom BSL courses, Deaf Awareness training, and leadership qualifications delivered through DeafAdvance. Rental and Other Income Income f rom hiring out off ice spoce or facilities (e.g. new London HUB). Miscellaneous income streams explored to support financial sustainability. The Royal Association for Deaf People 22 Reserves Policy The reserves policy is determined by the Trustees. The policy for the general funds is, as far as prudently possible, to maintain a level of working capital for four months, operating expenditure, allowing the charity to meet its contractual obligations and respond to short-term financial challenges. As at 31 March 2025, this equates to £1.2m (based on current estimated expenditure). Total reserves of the charity at 31 March 2025 were £4.16m {2023124: £4.6m) to be used as follows: £000 Restricted funds to be spent in accordance with wishes of donor 109 Net book value of tangible fixed assets essential to run the organisation 2,047 Future spending commitments for specific projects by the Trustees 166 Reinvestment in services for Deaf people 1,060 Total reserves committed to specific projects 3.382 General reserves (four months, operating expenditure per policy above) 1,200 Remaining free reserves (419) The level of our current f ree reserves is £781k which is theref ore below our agreed minimum reserves policy. There are further funds ovailable within the designation of 'reinvestment in services for Deaf people, which are no longer required and could be used to meet the minimum reserves policy if required. We consider our policy level to be reasonable, given the uncertain economic future and the more competitive f unding environment we now experience. The Royal Association for Deaf People 23 Future Plans As we enter the next phase of our development, RAD remains firmly focused on delivering against our five-year strategic plan. This year marked the beginning of that plan, with the introduction of key performance indicators (KPIS) across all service areas. These metrics are helping us better understand our progress, improve accountability, and guide more informed decisions about how and where we grow. While still early days, this groundwork is already shaping stronger, more responsive services. A core priority for the years ahead is to stabilise and strengthen RAD'S financial position. In the face of sector-wide funding pressures, we are taking proactive steps to ensure long-term sustainability. This includes improving how we manage resources, diversifying our income streams, and being more agile and innovative in how we compete for charitable funding. Our aim is to maximise every opportunity, whether through contracts, commercial activity, or partnerships, to build a resilient and future-ready organisation. informed lives. Collaboration will be central to this effort - whether through strengthening relationships with mainstream organisations, working alongside other deaf-led groups, or amplifying the voices of the communities we serve. Finally, we will continue to embed inclusivity, equality, and accessibility across all aspects of RAD'S work. We believe that being diverse, representative, and culturally informed not only improves the quality of our services, but also deepens our impact. We are also committed to evolving our services to meet the changing needs of the deaf community. This means exploring new models of delivery, investing in innovation, and continuing to empower deaf individuals to lead independent, Our ambition is to ensure that every deaf person. regardless of background or circumstance, can access the support. opportunities, and recognition they deserve. The Royal Association for Deaf People 24.:." Legal 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 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 I January 2019). The orgonisation 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. Board of Trustees Thomas Mulloy (Chair) (resigned 30 July 2024) Christopher Ratcliffe (Chair) (appointed 30 July 2024) Semhar Beyene Lyndon Borrow {resigned 30 July 2024) Hannah Brennan Angela Carpenter (appointed 30 July 2024) Rolf Choutan (vice chair) Laura Eadsforth Katherine O'Grady Bray (resigned 10 February 2025) Edward Reveley (appointed 30 July 2024) Melissa Scacco Mudawi (Honorary Treasurer) 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. The Royal Association for Deaf People 25 Recruitment and Appointment of New Trustees 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. Trustees are appointed for a three- year term at an AGM and are allowed to stand for a second consecutive term (subject to invitation f rom 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. Induction and Training of New Trustees Organisational Structure New Trustees undertake an operational induction with the CEO 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. 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 year comprised of Chief Executive Officer, Chief Operating Officer and Chief Finance Off icer. We have an agreed scheme of delegation and during the year, the team consisted of the following: Related Parties Dr Mark Wheatley, Chief Executive Officer The organisation has a wholly owned trading subsidiary, tRADe Ltd. This subsidiary did not trade during 2024125. Julie Ratcliffe, Chief Operating Officer Claire Woods, Chief Finance Officer The Royal Association for Deaf People 26 Risk Management The Trustees conf irm that the above risk management strategy is in operation. The Trustees have a risk management strategy that comprises of . 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: A major risk register for the organisation. A quarterly operational risk review prepared by the leadership team, with associated mitigations. Failure of all services to achieve budgeted income targets especially in a period of reduced and more tightly controlled public expenditure. Whilst an annual review of the principal risks and uncertainties facing RAD is recommended, the Trustees consider that a quarterly review is more robust and allows the board to be more responsive to any issues that may arise. Failure to achieve legacy income targets Failure to secure future funding to sustain services The establishment of policies, systems, and procedures to mitigate these risks. This includes the use of external expertise where appropriate. Failure to see a return on investments WThe for. Deat People Legal and Administrative Details Registered Office Bankers and Principal Advisers The Royal Association for Deaf People Crystal Wharf 36 Graham Street London, Nl 8GJ Bankers National Westminster Bank PLC Wembley (A) Branch 520 High Road Wembley, HA9 7BZ Company registration number: 03973353 (England and Wales) Registered charity number: 1081949 Company Secretary: Mark Wheatley CCLA One Angel Lane London, EC4R 3AB Independent Auditors TC Group Town Wall House Balkerne Hill Colchester C03 3AD Solicitors Fisher Jones Greenwood Charter Court Newcomen Way Severalls Business Park Colchester, C04 9YA The Ro al Association for Deaf Peopl.- 28 Statement of Trustees, Responsibilities The trustees (who are also the directors of The Royal Association for Deaf People for the purposes of company law) are responsible for preparing the Report of the Trustees and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business. The trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the charitable company and to enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. In so far as the trustees are aware: Company law requires the trustees to prepare f inancial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing those financial statements, the trustees are required to There is no relevant audit in formation of which the charitable company's auditors are unaware; and Select suitable accounting policies and then apply them consistently; The trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditors are aware of that inforrnation. Observe the methods and principles in the Charity SORP; Make judgements and estimates that are reasonable and prudent. The Royal Association for Deaf People AUDITORS The auditors, TC Group, will be proposed for re-appointment at the forthcoming Annual General Meeting. Approved by order of the board of trustees on 9 September 2025 and signed on its behalf by: Chris erR cliff e - Trustee The Royal AssOciatio￿tOr D¢iip* 30." Annual Report and Accounts 2024125 Report of the Independent Auditors to the Members of The Royal Association for Deaf People Oplnlon We have audited the financial statements of The Royal Association lor Deaf People Ithe 'Charity'l lor the year ended 31 March 2025 which comprise the statement of financial activities. the balante sheet, the cash flow statement and notes to the financi31 statements, including significant accountin8 policies. The financial reporting framework that has been applied in their preparation is applicable law and United Xingilom Accounting Srandards. includina FRS 102 The Financial Reportin8 Standard applicable in the UK and Republic of Ireland Iunited ￿ngdOM Generally Accepted Accounting Practicel. In our opinion the financial statements". gwe a true and falr view of the stste of the charitable tompany's affairs as ai 31 March 2025 and of its incomin8 resources and appllcaiion of resources. including its income and expenditure. for the year then ended- have been property prepared in atcordance with United Kingdom Generalty Accepted Accountin8 Practice,. and have been prepared in a¢£ordance wrth the requirements of the Companies Act 2006. 8asls tor opSnk¥fi We conducted our audit in accordance with International Standards on Auditing IUKI IISAS IUKII and applicable law. Our responsibilities under ihose standards are funher described in the Auditors, responsibilities for the audit af the financial statements section of our ￿POrt. We are independent of ihe charitsble company in accordan¢e wtth the ethical requirements that are relevant to our audit of the financial statements in the LIK. including the FF¢C's Ethical Standard, and we have fulfilled our other ethical responsibilities in accorilance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriare to provide a basis for our opinion. Conclusfons relatln8 to 8oln8 concern In audiiinB 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 approprlate. Based on the work we have performed, we have not identified any material uncertainties relatin8 to events or conditlons that, individualty or collectively, may cast significant doubt on the charitable company's abiltty to continue as a going concern for a period of at least twefve months from when the financial statements are authorised for issue. Our responsibil¢ties and the responsibilities of the trustee5 with respeci to going concern ate described in the relevant sections of this report. oiher Inf0ma￿On The other inforrnation comprises the information included in the annual feport other than the financtal statements and our auditor'5 repon thereon. The trustees are responsible for the other information contained wtthin the annual report. Our opinion on the financial ststements doe5 not cover the other informatK)n and. except to the extent otherwtse explicitly stated in our report, we do not express any lorm ol assurance conclusion thereon. Our responsibility is to read the other information and. in doing so, consider whether the other information is materially inconsistent wth the financial statements or our knowled8e obtained in the course of the audit, or otherwise appears to be materially mi5Stated. If we identify such material inconsistencies or apparent material mi5St3tements, we are required to detemiine whether thi5 gives rise to a material misstatement in the financial statements themselves. If. based on the work we have performed, we conclude that there 15 a Material misstaiement of this other information. we are fequired to report that Fact. We have nothing to report in this regard. Oplnlons on other matters prescrlbed by the Companles Act 2006 In our opinion. based on the work undertaken in the ¢ourse of the audit.. the information given in rhe Report of the Tnjstees for the financial year for which the financial statements are prepared is consistent with the financial st3tements- and the Report of the Trustees ha5 been prepared in accordance v4ith appli￿ble le8al requirements. The Royal Association for Deaf Peo le 31 Annual Report and Accounts 2024125 Report of the Independent Auditors to the Members of The Royal Association for Deaf People Matter5 on whlth we are requlred to report by exceolon In the light of the knowledge and under5tandin8 of the chaftrable compafiy and its en¥irnnment obtained in the course ol the audit. we have not ￿ent[rIed mater41 misstaiements in ihe Report of the Trustee We have nothin8 to report in respect of the followin8 matters where the Cornpan￿s Att 2CIJ6 requires us to report to vou if, in our opinion= adequate accounting records have not been kept or returns adequate for our audit have not been receNed from branches not vtsited by us., or the financial statements are not in agreemenl wilh the accounting records ond returns- or certain disclosures of trusiees, remuneration specified by law are not made; or we have not received all the information and explanations we require for our audit.. or the trustees were not entitled to take advantage of the small companies exemption from the requirement to prepare a strategic Report or in preparin8 the Report of the Trustees. Respon5ibllltles of tTUStees As explained more fully in the Sratement of Tfusiees. Responsibilities. the trustees Iwho are also the drrectors of the chaTltable company for the pvrposes of company lawl are responsible for ihe preparation of the flnancial statements and lor being saiisfied that they give a true and lair view, and for such internal control as the trustees determine is nece55ary to enable the preparation of financial statements that are free from material mi5Staterneftt, whether due to fraud or error. In preparing the financial 5taiements. the trustees are responsible for assessin8 the charitable company's ability to continue as a goin8 concern. d￿ClOsIn& as applicable. matters related to goin8 concern and usin8 the going concern basis of accounting unless the tnjslees either intend to liquidate the charitable company or to cease operations. or have no realistic alternative but to do so. The Royal Association for Deaf People 32 Annual Report and Accounts 2024125 Report of the Independent Auditors to the Members of The Royal Association for Deaf People r respon￿bIlItIeS for the Jud￿ of the flnandal statements Our objectNes afe to obiain reasonable assurance about whether the financial statements as a whole are free from material misstatemeni, whether due to fraud or error. and to issue a Report of the Independeni Auditors that includes our opinion. Reasonable assurance 15 a high level of assurance. but is not a 8uarantee that an audit conducted in accordance wlth ISAS IUXI will always detect a matefial misstatement when It exists. Misstatements can arise from fraud or error and are considered materlal if. individua51y or In the aggregate, they could Te350nably be expected to influence the economic declsions ol users taken on the basis of rhese flnancial statements. Irregularitie5. includin8 fraud, are instances of non-compllance with laws and regulations. The extent to which our procedures are capable of deterting irre8ulaflties. including fraud, is detailed below. Extent to whkh the audlt was c¢)nsldered capabl• of detectlng Irreiularltles, lTrcludln8 fraud The objectives of our audit. in respect to fraud. are.. to Identify and 355ess the risk5 of material misstatement of the financial statements due to fraud.. to obtain sufficient appropriate audlt evidence re8ardin8 the assessed risks of materlal misstaiement due to fraLbd. through desi8nin8 and lrnplementlng appfopriate responses.. and to respond appropriately to fraud or suspected fraud identllied durin8 the audit. However. the prlmary responsibillty for the prevention and detection of fraud rests with both those charged with governance of ihe entity and Its manaBemeni. Our approach was as lollows.. We tdeniifled areas of laws and regulations that could reasonably be expected io have a maierial effert on the financial siaiements Irom our Beneral commerc131 and sector expeiience. arsd throu8h dlscusslon with the trustees and other management las required by audlting standard51, and discussed wlth ihe trustees and other monagement the pollcie5 and procedures regarding compliance wrth laws and re8ulations,- We considered the legal ond regulatory Irameworks dIreCt￿ applicable io the financial statements reporting framework IFRS 102. the Companies Act 2CO6. the Charitles Act 2011. UK GAAP includln8 Charities SORP IFRS 10211 and the relevanl tax compliance re8ulations In the UK.. We communicated identified laws and reaulatlons ihrouihout our ieam and remained alert to any indicatlons ol nonwcompllance throu8hout the audit,. We coftsidered the procedures and controls that the charitable company has estsblished io address risks Identifled, oi that otherwise prevent, deler and detect fraud; and how senior management monitors th05e programmes and controls. 8ased on this understanding we designed our audlr procedures to Identify non-compliance wlth such laws and regulations. Where ihe risk was considered to be higher. we performed audit procedures to address each identlfied fraud risk. These procedures iftcluded-. testin8 manual journals. reviewin8 the financial staiement disc105ures and testin8 to SUPPOrtirFg documentation,. performing analytical procedures,. and enquirlng ol management. and were desi8ned to provlde reasonable assurance ihai the financial statements were free Irom Iraud or error. Owing to the inherent limitatiorts of an audit. there is an unavoidable risk that we may not have detected some materbal mlsstatements in the financial statements, even though we have propedy planned and performed our audit in accordance with audSting standards. For example, the further removed non-compliance with laws and regulations lirregularitiesl is from thè events and iransactions reflected in the financial statements, the les5 likely the inherentlv Ilmited procedures required by aud¢tin8 Standard5 would identify it. The risk Is also greater re83rdin8 Irregularities occurring due io fraLtd rather than error, as fraud Involves intentional concealment. forgery, collusion, omission or misrepresentation. We are noi responsible for preventin8 nonn servites to enable equal access co essential services and everyday activities. The Other Services fvnd represents income recwved speofically to provide donations io deaf people, respite for carers and the provision ol premises for Deal Clubs to meet in. Deslgnated funds The Property and Equipmeftt Fund represents the net book value of tan8ibie fixed assets. less those financed by restricted funds. A transfer is made to or from the Generdl Fund equal to the tangible fixed asset additions or disposats arisin8 in the year. The Property Refurbishment Fund includes funds set aS￿e towards the estimated cost of property maintenance and refurbishment required over the next few years. The Investment in New Servtces for Deaf people is a fund set aside to invest in r￿4 services under four kev themes. The Property Fljrchase Fund sets aside funds for ihe purchase of a centrally located office space. A transfer has been made to the Propery and Equipment Fund equal to tangible fixed asset additiofts or disposats arising in the year wilh any remainin8 excess of lunds transferred back to rhe General FuThl fol￿Wing acquisition of the new property in the year. The Infra5trvrture ènd Special Expenditure Fund is funds desi8nated from the 20201215urplus on unrestricted lunds to support planned expeAditure durin8 2021122 on a major upgrade to the Charity's IT infrastructure ond other one-off special expenditure projects. General fvnd The fund represents the a¢¢umulated syrpluses of the chaftty and is available for general purposes. The Royal Association for Deaf People 51 Annual Report and Accounts 2024125 The Royal Association for Deaf People Notes to the Financial Statements - continued For the year Ended 31 March 2025 19. CONllNGE14T LIABILMES Ai the Balance Sheet date the Charity had a potential requirement to register for VAT b(rt at ihe time of preparing the financial siatements this had not been established WTth HMRC. 20. RELATED PARTrf DISCLOSURES During the Cu￿nt financial year, the Charity acquired shares in Signapse Ltd. The ¢hief exeoJiive officer of the chartry is also a director of Signapse Ltd Durin8 the current financial year the Charity invoiced Signapse Ltd £7.200 for translation 5ervice5 which is included in Deaf Advance fee income. At the Balance Sheei date there was no balances owed or owing between the two entr(ies. The Royal Association for Deaf Peoplp 52 Patron: His Majesty Kin Charles111 l Founded 18 Registered Charity No. 10819491 Company registered in England No. 3973353 We are The Royal Association for Deaf People. (RAD). RAD is a national charity standin with deaf people, their networks and 9amilies. 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. Contact Information Telephone: 0300 688 2525 Email: info@royaldeaf.org.uk Website". www.royaldeaf.org.uk Address: Crystal Wharf, 36 Graham Street, London. Nl 8GH