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2023-03-31-accounts

THE WILBERFORCE TRUST TRUSTEES ANNUAL REPORT AND ACCOUNTS FOR THE YEAR ENDED 31[ST] MARCH 2023

Empowering people with sight loss and visual impairment including those with other disabilities to gain confidence and independence, giving choices and enhancing their quality of life. COMPANY NUMBER 4228432 (ENGLAND & WALES) CHARITY NUMBER 1087065

THE WILBERFORCE TRUST
CONTENTS Page
Directors’ and Trustees’ Annual Report 2 - 26
Independent Auditor’s Report 27 - 29
Statement of Financial Activities 30
Balance Sheet 31
Cash Flow Statement 32
Notes to the Financial Statements 33 - 46

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LEGAL & ADMINISTRATIVE INFORMATION

The Trustees are pleased to present their report together with the financial statements of the Charity for the year ended 31[st] March 2023. Legal and administrative information as set out forms part of the overall report. The Financial Statements comply with the Charities Act 2011, the Companies Act 2006, the Memorandum and Articles of Association, and Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019). The Charity is a Public Benefit Entity.

CONSTITUTION

The Wilberforce Trust is a company limited by guarantee and a Registered Charity governed by its Memorandum and Articles of Association. The date of incorporation was 4[th] June 2001.

GOVERNANCE OF OTHER CHARITIES

Under an order from the Charity Commissioners dated 22[nd] August 2002 the Wilberforce Trust is the Trustee for the Wilberforce Home for the Blind. This fund is included in the financial statements of the Charity and is now fully incorporated into the Permanent Endowment Fund following the Charity Commissioners decision effective 4[th] March 2005.

DIRECTORS AND TRUSTEES

The directors of the charitable company (“the charity”) are its Trustees for the purpose of the Charity Law and throughout this report are, collectively referred to as the Trustees.

Colin Aspinall (Chairman), Charles Anelay, Stephen Cluderay, Simon Cowell, Susan Hawksworth, Keith Larcum, Anne Mwangi, Maria Robinson

PATRON: Dame Judi Dench. COMPANY SECRETARY: Philippa A Crowther EXECUTIVE MANAGEMENT TEAM: Philippa Crowther-CEO Shaun Taylor- Finance Director Samantha Scholey- Operations Director COMPANY REGISTRATION NUMBER: 4228432 CHARITY REGISTRATION NUMBER: 1087065 PRINCIPAL OFFICE: Wilberforce House The Grove York YO24 1AN

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BANKERS:

INVESTMENT ADVISERS:

AUDITORS:

SOLICITORS :

Barclays Bank plc Parliament Street York YO1 1XD Julius Baer The Platform New Station Street Leeds LS1 4JB

HPH Chartered Accountants 54 Bootham York YO30 7XZ

Harland & Co 18 St Saviourgate York YO1 8NP

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STRUCTURE GOVERNANCE AND LEADERSHIP

The names of the current Trustees are listed on page 2. The organisation is a not-for-profit charity and any surplus generated is used for the objects of the charity. No Trustee is appointed to any office of the charity paid by salary.

  1. The Charity has a Chief Executive, Finance Director and Operations Director. The service managers run the day- to- day operations, including business support areas in Finance, HR, Fundraising, Property and IT, Housing, Care, Compliance and Training, and other services under the YORSENSORY banner i.e., rehabilitation, technology and equipment for disabled users, and other activities for learning and fun for babies, children and adults, supported by services personnel. The organisation has a fundraising department and a volunteer department.

The Chairman meets the Chief Executive monthly, to review the operational KPI’s and financial position of the Charity.

The Board of Trustees’ meet as a full board quarterly.

Two subcommittees meet on a quarterly basis and report and make recommendations to the full Board of Trustees meeting.

Sub- Committees:

Composition:

A quorum of at least two or three Trustees is required for Sub-committees.

A quorum of not less than four Trustees is required for a Trustee Board Meeting.

Chairman and Trustees. Plus : CEO, FD and OD.

By invitation : External auditors, Investment Advisors. Other presenters.

We have a Trustee who represents and reports on the interest of Service Users and a Trustee with lived experience.

SELECTION, RECRUITMENT, AND INDUCTION OF NEW TRUSTEES

Trustees have developed a list of skills/experience they would like to have represented on the Trustee Boards and Sub- Committees.

When a vacancy occurs or is due to occur, Trustees seek through differing media, to identify potential recruits who will fill any skills deficit deemed to exist.

At present Trustees are carefully selected by application from advertising, a recruitment section on the website and recommendation. They are asked to formally apply with a CV or career synopsis, formally interviewed by the Chief Executive and a second interview by the Chairman and Deputy Chairman or another Trustee. Candidates are assessed as to their suitability to act as a Trustee,

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whilst the organisation carries out the required checks. If the candidate is deemed suitable the Chairman will invite the candidate to attend a Board meeting to act as an observer, following the candidate’s expression of a willingness to wish to sit as a Trustee, the Chairman will formally propose them to the full board meeting to approve. On this approval they will then be invited to join the Board of Trustees and will be formally accepted at the following AGM.

Trustees may co-opt members for specific duties and periods onto the board, where full appointment as a Trustee is not appropriate.

New Trustees are offered induction, governance, risk, health & safety training, and further ongoing training in respect of their role. Certain training is given as mandatory in finance, governance, compliance, health and safety, fire and data protection and fundraising principles for charities. This also includes access to relevant papers and reports. Visits to Wilberforce Trust premises and services are mandatory, introductions to Trust staff and service users, and meetings with the Trust Chairman and Chief Executive. A Trustee pack is given to all new Trustees, including all charity commission information, declaration of conflict and governance documentation. All Trustees, Executives and staff are DBS checked and only take up duties after clearance.

All Trustees are annually appraised, following the recommendations and guidance for Trustee appraisal. All Trustees have annual mandatory training in Governance.

INVESTMENT POLICY

Julius Baer manages the Trusts Investment portfolio and act as our Investment Advisers.

The Trust’s investment aims are:

The Trustees policy therefore is, on the advice of the Trust’s Investment Managers, to invest in an appropriate mix of real assets, i.e., equities, fixed interest, and monetary assets to achieve these aims. The Trustees avoid investing the fund in ways they believe would counter the Charity’s work. They work with their fund manager on the investment policy and review this regularly. The investment managers are required to present their reports bi – annually in order that the Trustees’ can monitor performance.

RESERVES POLICY

The Trustees continue to believe that a free reserve (excluding the Permanent Endowment) equivalent to two years cover of the Charity’s overhead provides adequate security for the Trust, protects its staff and the time it takes to rehouse and resettle tenants and care teams. This currently implies a reserve of approximately £1m.

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AUDITORS

Following review, HPH Auditors have expressed to remain as The Wilberforce Trust auditors and have been appointed by the Board of Trustees.

RISK MANAGEMENT POLICY

The potential risks faced by the Trust have been evaluated across the Charity by the Trustees and formally recorded. A risk register and conflict of interest register are working documents held and administered on the Trust Compliance ‘Radar system’. It is formally reviewed by the F&P Committee and highlighted to the Board of Trustees, and data and actions approved bi-annually.The appropriate systems and procedures have been put into place to avoid and mitigate risks together with our systems and procedures to avoid or mitigate them.

RISK MANAGEMENT FRS102

The Trustees have a risk management strategy which comprises:

The administration of compliance and risk, including recording of training for all staff and Trustee’s is monitored through our electronic system. We maintain effective internal controls, risk registers, compulsory safeguarding training and procedures, incident reporting, health & safety reporting. Fire safety audits in all premises and fire evacuation procedures and essential training. Appropriate insurance cover is in place.

We are externally audited annually by CQC, for regulatory care compliance and CHC, CYC and NYCC against quality standards for health and social care and our financial auditors HPH.

FUNDRAISING GOVERNANCE

The activities within fundraising and our fund-raising policies are scrutinised each year by The Board of Trustees. All activities are conducted by employees or volunteers and no external agencies are retained to carry our duties on our behalf. We use several fundraising IT platforms, ‘Just Giving, Virgin Money Giving, and Local Giving’. The Trust abides by the key principles & behaviours as set by the fundraising regulators in that we are legal, honest, open, and respectful in our fundraising practices. Risk assessments are carried out for all events, for example, age of collectors for bucket collections, raffle tickets abide by gambling law.

SAFEGUARDING

Strict processes and procedures are in place to manage safeguarding. As a provider of Adult and Social Care, our aim is to deliver the highest level of quality support, care, and safety. To do this we ensure that our staff are trained at a high- level including sight and hearing loss. Our processes and procedures must meet or exceed those standards as set down by section 20 regulations of the Health and Social Care Act. Our aspiration is to be the best, safest, most effective provider. Where

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customers, families and carers feel confident to receive services from Wilberforce Trust. The events and children’s area are covered under our safeguarding policies and staff are appropriately trained. We have a named Safeguarding officer, who is also our Registered Manager.

Our Quality Assurance is designed within the CQC, CYC, NYCC frameworks to support, planning delivery and monitoring along with continuous improvement of all the support and care we provide. The Trust puts quality, safety, and our clients first in everything we do, and everything is measured and monitored against the standards as set down by external auditors, reviewed each quarter by the Compliance Committee.

Trustees Responsibilities

The Trustees are responsible for preparing the Wilberforce Trust’s report and financial statements in accordance with applicable law and regulations. Charity law requires the Trustees to prepare financial statements for each financial year in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable law). Under charity law the Trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the charity and of the incoming resources and application of resources, including the income and expenditure, of the charity for that period. In preparing these financial statements, the Trustees are required to:

The Trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the charity’s transactions and disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with the Charities Act 2011.

They are also responsible for the safeguarding of assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

A Trustee owes duties of honesty, integrity, loyalty, and good faith to the beneficiaries of the trust. They must act exclusively in the best interests of the trust and be actively involved in any decisions.

Financial statements/ annual reports are published on the charity’s website (www.wiberforcetrust.org.uk) in accordance with legislation in the United Kingdom governing the preparation and dissemination of financial statements. The maintenance and integrity of the charity’s website is the responsibility of the Trustees. The Trustees responsibility also extends to the ongoing integrity of the financial statements contained therein.

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The Charity’s Objects are:

Driving our strategy:

OUR PURPOSE

Empowering people with sight loss including those with other disabilities to gain confidence and independence, having choices and enhancing their quality of life.

OUR VISION

The Trust’s vision is to see a world in which people with sight loss, including sensory impairment and other disabilities, be truly integrated in society with equal opportunities in all aspects of life, and to know that our passion and commitment have been influential in bringing this about.

Aim / Mission

The Trust aims to be a leading provider of high-quality accommodation, professional support, care, specialist equipment, information, and guidance to people with sight loss including those with other disabilities. To encourage and facilitate the development of services, on a local, regional and national basis by being a model of good practice. Our aim is to do this in a way which gives people of all ages choices and enhances their quality of life.

Our Values

Respect & Dignity – ensure all people who use our services or work in them are treated with respect and dignity, given supportive, inclusive choices and are acknowledged as individuals in an equal and fair way.

Integrity & Honesty - Always do the ‘right’ thing even if its hard. Do not settle for others any less than you may want for yourself. Be of sound judgement and truthfulness.

Team- work – Encourage the contribution of everyone. Communicate effectively, be committed, willing and dependable to each other and the charity.

Empowerment – Encourage all to have confidence with self - development and training. To achieve aspirations for individuals and the charity through having clear goals and objectives.

Continuous Improvement – Continually look at ways to improve the way we do things. Create a quality, safe environment for all our service users and staff. Abide by the codes of practice and agencies that govern us.

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OUR PUBLIC BENEFIT

Empowering people

We are committed to helping those who have visual impairment including those with other disabilities to gain confidence and as much independence as they are able. Opening opportunities and encouraging people to achieve the aspirations they have for themselves and others.

Contributing to our society

We contribute to the York economy by providing employment for 130 people and are committed to improving people’s knowledge of the care needs of disabled people through training and education and by being a rewarding place to work. We have an equal opportunities policy for employment. Any surplus funds are invested back into providing services and activities to support our purpose, so we can help people at different times of their life to get the support they need at that time. We work to be a model of good practice to facilitate the development of services on a local, regional, and national basis.

Customer needs

Whilst we work with Healthcare and Local Authority agencies to deliver statutory services, we also ensure we enhance these by addressing people’s needs that are not being met within those agencies to meet the many needs of customers. This includes practical and emotional support for adults, children, families, and supporters. Helping to maintain an independent fulfilled life as much as possible. Having an ability to reach those people who require a holistic approach to their needs. Showing added value to partnership contracts.

The Environment

Sustainability of our environment is important to us. We are taking steps to minimise our carbon footprint and increasing our recycling and waste management overall. Energy efficiencies and technology form part of our green strategy and working policies. The organisation monitors our efficiencies through our Health and Safety / Compliance Committee which form part of the Trustees Board reporting.

ALL LEADING TO OUR STATEGIC OBJECTIVES

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OUR STRATEGIC AIMS AND OBJECTIVES

Customer Centric. Empower and develop our people.

Invest and maintain our housing stock – self - sustaining affordable purpose- specific housing. Qualitative and Quantitative driven outcomes through beneficial customer centric support packages Wilberforce Maintain a strong trusted reliable brand. Create public benefit. Financial Sustainability

Supported Community Supported Staff Supported Environment

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Message from our Chairman 2022-2023

We began 2022 with heightened excitement, knowing that we had emerged from the global pandemic with strong processes, a committed, well-trained team of professionals, exceptional leadership, and a new Wilberforce House to be opening its doors to tenants and staff within a few weeks. The team at Wilberforce Trust were ready for this phase of the Trusts journey and its clients. It was inspiring to see the team pulling together towards the date of move in. Not forgetting that we had teams of dedicated people in our other services doing what they do best and ensuring those people, continued to live their best lives with the Wilberforce Trust support. We opened our doors to tenants old and new at Wilberforce House with great pride and welcomed our first tenants in July 2022.

With adult and social care being under pressure, we know how important being accessible is for people. Recognition from local authorities, NHS, and other social and healthcare services of Wilberforce Trust, and how it can make such a contribution to people who need support and services, and to their own ways of working, needs to be acknowledged. The third sector can deliver local services for local people and take some of the pressure from an already over stretched health and social care sector. Not only can we make value for money, practical solutions by supporting statutory services, but closer partnership and timely working is necessary. We can contribute at a higher level to the discussions on improving services in our area, if allowed around the ICB and Local Authority Management tables.

This year, the local private healthcare sector, embraced our training services and the need to be able to understand the needs of a patient entering their environments with sight loss. Many of the local hospitals’ personnel now have that all important training. I commend them for championing this for a better patient experience, and we look forward to continuing this in the private healthcare sector.

Wilberforce Trust holds itself to account by managing our impact on our community, which in turn measures our public benefit. I am delighted that our reach year on year has increased in every age group from babies, children, young people and adults.

Strong financial management has allowed our surpluses gained to be invested in our charitable objects and our purpose, to empower people with sight loss including those with other disabilities, to gain confidence and independence, having choices and enhancing their quality of life. As a Board of Trustees, we are fully committed to this approach to maximise return to ensure all people have the opportunity to reach their own goals and aspirations. I must record our thanks to all our grant funders, donors and volunteers who continue to increase our fundraising monies when it is seriously challenging in these times post Covid. Without these funds many of our programmes of support would be limited. By these donations we can push forward with more improved enhanced services and a greater reach.

We continue our work on inclusivity in our workforce and our mental health programme for all staff. Whilst there is always more to do, we have made good strides in recruitment with our Diversity Recruitment Programme and introducing our mental health first aiders to support all staff. Our staff are dedicated to our clients and demonstrate, on a daily basis, how important they believe their role

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to be by just the sheer hard work they display. We are continuing to create a work environment where all people feel and know they are valued and important to the Charity and those we serve.

I and the Board of Trustees, along with the Executive Team, continue to demonstrate our belief that Wilberforce Trust makes a difference to peoples’ lives each day and with support of partnership working with the local healthcare and adult and social care agencies, we can achieve so much. I commend this report to the members.

Colin Aspinall - Chair

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Message from our Chief Executive 2022-2023

This year’s annual report focuses on the exceptional hard work of all the staff in delivering against our strategic objectives. To be able to achieve all we would want to, we have to have an equitable diverse workforce, be a rewarding place to work and treat all staff with dignity and respect. During the year we supported and invested in our people with positive pay and recognition awards. The excitement and challenge of opening of Wilberforce House with orientation of tenants, and new ways of working required dedication, tolerance and above all else a desire to proudly enhance lives for people with sight and sensory loss. We had the external factors to consider in the year from rising energy costs to the cost-of-living crisis starting to bite, and yet the team continued to be resilient and positive.

In the year we produced impact reports showing the difference to the people’s quality of life we were able to make in all our differing services. Work with partners from local authorities, NHS and other partner charities continued our strategy to deliver streamlined pathways for people with sight loss, closing gaps in service provision and delivering impactful solutions for people.

Over the year we delivered new homes with supported living for 30 people in state-of-the-art apartments, we improved our other properties and the living space for a further 15 supported living clients. We created a community around our Wilberforce House site and introduced many more people to our charity through our community café and living and learning zone. By the end of the year our 80+ support workers had delivered 155,000 hours of daily living support and the clients took on more and more activities and experiences with their support. The Yorsensory team delivered to an expanded clientele from eyedrop services, assessments and adult and children’s rehabilitation. The training team commenced working with the healthcare sector who were instrumental in championing, visual awareness training with staff in their private hospitals to ensure patients with sight loss had a positive hospital experience from staff that had specialist training.

The fun activities and learning experience for Club Wilber continued with enthused gusto with a crescendo event to Harry Potter World for an amazing audio descriptive tour, coach journey and overnight stay for 60. Many thanks go to all the people who support our Club Wilber members, giving babies, children and young adults opportunities and experiences.

Our volunteers, donors and overall ambassadors play a critical and crucial role in supporting all our fundraising and profile building activities, and this year that support has increased and we are thankful that our charity in a time of hardships for many, and when charities are all requiring additional support and funding, ours remains important to them and that we never take that support for granted.

I am continually reminded of the quality of the services we deliver through our compliance team, ensuring safe and effective support from all our front-line teams. Our CQC status rating of ‘Good’, along with our quality assessments remains at the highest level.

As a small organisation we still set ourselves the ‘green’ challenge to become greener and carbon friendlier. The new build design included energy efficiencies in solar panels, electric car points,

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recycling etc. We work with suppliers who can demonstrate their environmental values meet our own.

The financial pressures within the sector place an increased challenge, and looking forward we remain focused and, in a position, to act accordingly to market forces. I, with the support of my Trustee Board remain confident in our ability to continue to deliver and improve on our strategic aims. I hope that the report really demonstrates all the positives, in challenging times that we have achieved this year. I have to, thank my Executive team for their own dedication and all my staff for their undiminished energy and enthusiasm for our organisation.

Philippa Crowther CEO

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Progress on our Objectives

Customer Centric

“We strive to support any person with sight loss including those with other disabilities and their families through all stages of their lives with meeting individual’s goals and ambitions and needs. We aim to improve upon our services and the support we offer and reach as many people as we can”.

Through supported independent living ( housing, support and care )

The transitional plan for the new £8m development of Wilberforce House came to fruition in July 2022. 22 people in the first few months moved into state-of-the-art apartments specifically designed for and with the customer group we serve. The support staff, HQ staff and the rehabilitation team kicked into gear to orientate and make Wilberforce House apartments home to the new tenants. On the writing of this report Wilberforce House apartments are now home to 30 tenants with support staff and services available. The apartments are adjoined to a café, activity rooms and beautiful gardens, also available for the local community to use, integrating our service users in the community around them. Listening to our other tenants housed in the community, these properties also faced new and improved facilities which will continue to 2023/2024.15 Tenants retained tenancies in our supported living houses in the city of York and Tadcaster with more support for complex needs.

The care and support team in supported living delivered over 155,000 hours of support and care. With their work with each and every individual tenant, the tenant’s outcomes for the year show improvement to independence through the desire to shop locally, learning new routes to shops and bus stops, a desire to cook in their own apartments also for family and friends. The cookery classes have had measurable impact. Engagement with music and social activities has increased and community engagement, where more people are attending and using local services. Each tenant has embraced using technology to support their needs and also enhancing their entertainment, through smart speakers and audio descriptive televisions.17% of Wilberforce House tenants are now attending colleges, work - based placements and volunteering.

Attendance at family forums are encouraged on a quarterly basis to gain valuable feedback and look to continually enhancing the lives of family members living in a Wilberforce apartment or house.

----- Start of picture text -----
“The new homes
are beautiful.”
“I thought she may be isolated in an apartment
but with so many people around and the café
and activities, that’s not been the case”
“Family Feedback”
----- End of picture text -----

The Club Wilber families have regular feedback sessions which has improved the types of activities to include skills- based activities. (See Club Wilber section)

Facilities

Over the year we delivered new homes with supported living for 30 people in state-of-the-art apartments, we improved our other properties and the living space for a further 15 supported living clients. We created a community around our Wilberforce House site and introduced many more people to our charity through our community café and living and learning zone. The facilities department contributed to all the quality and safety standards measures and matrix for the compliance committee to review. With all landlord responsibilities and licences in place. Tenants

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Forums are run on a quarterly basis with both the facilities management and care and support management to gain feedback.

----- Start of picture text -----
“I have my own “I couldn’t have “It’s a wonderful
front door, its wished for anywhere place to live.”
mine.” so lovely.”
----- End of picture text -----

“Tenant feedback”

Through YORSENSORY (contracted statutory services) (support)

2022-2023 marked five years of the contracted YORSENSORY services, where qualified professionals along with the customer groups had designed the ‘Sensory pathway to independence’ It continues to be reviewed and revised by the team and the service users. Year on Year each area of the services has increased reach. The support ranges from registrations, assessments, rehabilitation, peer support, equipment demonstrations, outreach. In 2022 -23. The impact report details outcomes both qualitative and quantitative for each area.

----- Start of picture text -----
“I found the person who “ I would have been
came to do my assessment stumped without these
so helpful “ services. Thank you”
----- End of picture text -----

“Feedback from clients”

Through Yorsensory (non- contracted services) (support)

This year the team in Wilberforce Yorsensory delivered additional services. These are Childrens mobility and Student mobility training. This increased our need for additional qualified rehabilitation officers from 2-3. We have supported for an assessor to carry out university training and delighted that as a qualified Rehabilitation officer she can work within Wilberforce Trust with our clients. This year also saw that visual awareness training became high priority for two private hospital groups ‘Nuffield Health and Spire Hospitals’ have been equipping their staff with extensive training in order to give their patients with sight loss and enhanced experience when needing hospital care. We were delighted that this continues for 2023 and into 2024.

“Working with a rehab specialist has enabled me to feel confident in a new city and on a new campus. The independence I have gained and the skills I have been taught will stay with me as I face new challenges.” “Feedback from a student”

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Eyedrop service (NHS)

During the commencement of the first lockdown of the pandemic, to take pressure from the District Nurses and to save monies where possible on highly trained nurses, it was felt by the NHS that the eye drops could be done far cheaper in the community by a third sector provider. However, monies were tight and it was unsure if the scheme would work.

So we agreed a pilot for a six month -twelve month period and agreed that Wilberforce Trust Charity would match fund initially the first pot of money. We also agreed to train staff to be able to carry out the eye drop service and then because they were visiting, they were trained up to do added value work, catheter bags or leg compression, medication prompts for example, which saved a visit from any of the nurses. We also trained people to manage their own eye health and drops saving further visits and calling upon the nurses. It also helped people with isolation and became a face that people relied on and trusted to visit periodically as required. The nurses at the NHS referred suitable patients to the eyedrop + service.

It proved to be an overwhelming success. The Wilberforce Trust have raised over £40k in funding towards this service and have been seeing from 400-800 people per month in the community, which is a staggering amount.

However, at around February of this year the eyedrop referrals ceased to being made from the NHS, although we were in discussions about future funding. As a charity it felt difficult to keep raining money in the community for an NHS service post pandemic. It was asked if we could continue with some of the small things of the added value like leg compression.

The NHS could not find monies for this community service, and it was given back to the district nurse and NHS departments to deliver internally.

It is sad that a proven service has stopped because the charity can no longer match funds to that level after 3 years. It is hoped that this service can be re - introduced at a later date. Some of the patients have requested a befriender from us and we are scaling up our volunteers to be able to visit as a befriender to help with isolation.

The Wilberforce Trust full Yorsensory impact report can be accessed at www.wilberforcetrust.org.uk.

Through Club Wilber

Fully funded through business sponsors, grant and foundations

The aim of the club is to provide a supportive environment and an opportunity for families with visually impaired children to get together, to enjoy activities and events together as a family and spend time with people that can share similar experiences as well as gaining supportive and advice for professionals engaged in the club.

The year continued with many differing events. The new Wilberforce House has seen the introduction of the cookery club where children with a VI can attend with siblings to learn to use the kitchen and gain skills to be able to cook for themselves, the learning kitchen has been a fabulous addition to the Club Wilber activities. The babies and toddlers club commenced in July 2023, and it was so good to see some of our older club members as volunteers supporting and gaining valuable skills to support the younger children.

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----- Start of picture text -----
The wild things forest school where sand and mud kitchen and digging areas and ponds and wildlife
where all around proved to be a hit, with everyone saying they couldn’t wait to go back.
The annual bleeping egg easter egg hunt was held this year in our gardens at Wilberforce House
where families all joined for the hunt and splendid picnics.
The highlight of the year must have been the 60 attendees that travelled in luxury coaches, stayed
overnight in a splendid hotel and then had the amazing experience of visiting the Harry Potter studios
for an audio descriptive sensory tour. The Trust can only thank everyone from the companies that
supported the event, to the studios themselves that made this event possible. With comments like
these we hope to do more and more adventures like this.
The surveys showed that over 80% of parents had agreed that the club had improved their children’s
wellbeing and mental health, was accessible and affordable, had a positive impact on their family
life, reduced feelings of isolation, saved time sourcing suitable activities and 92% said they would
recommend to other families with children with a VI.
For full information please source the Club Wilber impact report. www.wilberforcetrust.org.uk
“ My children had been keen to
visit Harry Potter studios for
“Loved “The best day
ages, without Club Wilber it I’ve ever had”
every
wouldn’t have been possible “
minute”
“Feedback from the club Wilber families “
Quality
“As we are a provider of Adult and Social care, our aim is to deliver the highest level of quality
support and care and safety.
To do this we ensure our staff are trained at a high - level including sight and hearing loss awareness
and practical training. Our processes and procedures must meet or exceed those standards as set
down by section 20 regulations of the Health and Social Care Act. Our aspiration is to be the best,
safest, most effective provider. A provider where, customers, families and carers feel confident to
receive services from Wilberforce Trust. Our Quality Assurance is designed within the CQC, CYC,
NYCC framework to support, planning delivery and monitoring along with continuous improvement
of all support and care we provide. As a charity we put quality, safety, and our clients first in
everything we do, and everything is measured and monitored against the following factors”:
.
Taking the health and safety, security, and privacy, along with general well-being for all is accepted
in the organisation as a main priority. This reflected in all our policies and procedures and is
demonstrated in our compliance with local authorities and national audit and inspection bodies. The
Quality Assurance Committee meet on a quarterly basis to review the internal audit KPIs and action
plan accordingly. CQC have deferred site visits this year but have reviewed services at distance and
have continued to rate all our services as ‘good’ rating. We have embedded a complaints process
and encourage people to feedback all comments. The tenants have a tenant’s forum in order to
feedback on all services. The improvement to the Radar system (measuring and monitoring) saw
all personnel trained to record and utilise. The compliance management audit quarterly all
information that is entered on monthly and quarterly audits.
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----- End of picture text -----

We have systems in place to ensure privacy of documentation and computer data through our GDPR processes including policies for fundraising and finance. Health and Safety measures on all facilities of the Wilberforce Trust and reporting is delivered through the facilities team to the Quality Assurance Committee and subsequently to The Board of Trustees within an overall Governance Report.

During the Year the Compliance and Quality committee has

Our People

“Our success is dependent on our people’s skills, passion and commitment of our people. Our objective is to build an environment where everyone can thrive and be recognised for the role, they perform for The Wilberforce Trust and its customers. We introduced our values award to ensure we recognise every individual for who and what they are achieving with and for our customers. We celebrate their achievements and look to find ways they can achieve their own goals and fulfil their own potential”.

Our focus for the year has been to ensure we can create a supportive and caring working environment where we consider the wellbeing of our people both physically and their mental health. We ensured access to all staff is available to our in- house trained mental health first aiders and counselling services when needed. We employ people with a diverse range of skills, ethnicities, genders, and disabilities to deliver and support our services, and have regular staff forums to welcome the view of all staff. Ensuring that all staff have appropriate training and updates in order to, perform their roles and support additional development training. We focus on building a caring, inclusive culture where people feel they can contribute, belong, and can enjoy their work. During the year with the rise in the cost of living crisis and uncertain economic outlook, we reviewed all our lower paid people and gave additional supportive pay rises. All staff received a higher- than -average pay award keeping us well above the national living wage.

In light of a recruitment issue in adult and social care it was important that additional benefits are added to a higher- than- average pay, increased holiday days, private health benefits, reward and recognition awards.

Our staff have equity and diversity and inclusion training to create an inclusive culture across The Wilberforce Trust. Our HR team are working hard on ‘safe spaces’ for people to discuss issues related to their personal characteristics or background, and to find support. All our terminology and documentation has been reviewed this year to change the way in which we accommodate and address all people in their chosen and respectful way. We have a zero policy on race, gender or any type of verbal bullying and abuse.

Team meetings, supervisions and appraisals form a key part of support and working together for all.

19

“Feedback from staff”

“The organisation as a whole has a lot of “I loved the team respect which is building and would refreshing ” like some more. “

Volunteers

Our volunteers form part of people strategy. They come in all guises from befrienders, gardeners, fundraisers, drivers, sensory session helpers, quiz masters, music maestros, pen pals and so many more. They are the quiet unseen heroes sometimes but never undervalued by us. We continue to welcome their expertise and help in everything they do for the people we and they support.

Financial Sustainability

“ A challenging year across Adult and Social care. As a charity all our income is invested back into delivering our purpose so we can help more people to achieve their goals and ambitions with a visual or hearing impairment. We look at ways to expand our ability to reach those who are in need and those in need of more than the statutory services can deliver. All services are scrutinised for a financial return or break even. We have a clear road map on cashflow and servicing of our debt through our banks.

Through tight controls operational cash flow was positive with good investment return. Major funders remain as City of York Council, North Yorkshire Council, Housing benefit agency, Continuing Healthcare. Negotiated rates for care, support and rents remain high on the agenda each year. Our concentration operational has been reduction to voids and agency spend and the continued work to secure placements for all voids. Each year we look to enhance revenues through other services from the other departments. Return on investment in fundraising is measured each year. Financial compliance, fundraising compliance and GDPR are all measured and reported through the Finance and Personnel Committee and subsequently the Board of Trustees.

Fundraising

It would be remiss, not to mention all the supporters and donors, who on a regular basis give through individual donations and supporting events and campaigns. Thanks goes to all of you who support us however small or large, everything makes a huge difference. The Charity will need to regroup and reinforce its strategy as fundraising has been exceptionally hard for all charities in light of the cost of living crisis.

Environmental Sustainability

“The Wilberforce Trust takes environmental sustainability seriously from carbon emissions, global warming, landfill and climate change. We believe that there are things that we can do to ensure we play our part in this serious issue”.

We know that climate change is the biggest threat to our planet and human life, making us committed to act now. It is in no doubt that tackling climate change is a big challenge for us all. We are encouraging staff to reduce their car usage and have encouraged bike to work schemes and created a safe bike storage. Staff are encouraged to support all tenants with recycling.

20

To date:

As with all issues including environmental ones’ we encourage our people to put forward their ideas and comments on where we could improve.

Maintaining our Strong Trusted Brand

Through our 8 brand pillars:

  1. Always remembering our proud history and our evolution.

  2. Maintaining our logos, colour palette and design in all our communications and signage

  3. Being visible and heard – never over promising and under delivering.

  4. Talking with our clients gaining lived experience feedback

  5. Give back to society and our community through our identified charitable give.

  6. Being a part of our community.

  7. Ensuring all our employees feel valued and knowledgeable and able to positively promote the organisation they work for.

  8. Communication style that engages all people internal and external through its reliable authentic media channels.

Risk Management

RISK 1.

Safeguarding and regulatory and compliance risks

Risk of any weakness in our compliance areas including in relation to safeguarding, CQC and any regulatory body standards and guidelines, causing significant impact to the organisation on any regulatory issue.

Primary Mitigations Established processes and controls reporting. Safeguarding Lead for adults (Head of Compliance, Governance and Quality, plus YorSensory Business Manager) and Safeguarding Children Lead (Head of Compliance, Governance and Quality) trained and implemented. Providing oversight and reporting in the Executive Leadership Team. Regular reporting to the Executive team and Board of Trustees through the Compliance Committee

A policy framework is insitu for all policies, review and cascade system.

Working with other our external auditors and assurers to implement recommendations in a timely manner.

21

Safeguarding Adults Policy and training in place (with regular refresher for all staff, every 2 years. Competencies completed with new starters as part of their induction and annually refreshed, Lone Working Risk Assessment completed with all new starters and refreshed annually, Safe Recruitment process in place, which includes: DBS check 2x references, measure interview documentation. Audit in place every 6 months to maintain safe recruitment. Whistle blowing Policy reviewed annually. Staff reporting all the incidents and accidents via RADAR for the Management to investigate. Discuss on monthly bases with compliance Improvement, implemented where required. Positive Behaviour Support training for all the staff to be able to support service users in challenging situations. Safe use of restrain techniques policy implemented and annually reviewed. Mental Capacity assessment and Best Interest policy and training in place for staff. Head of the Compliance is trained Mental Capacity and Best Interest Assessor and advice Care Team when required.

Risk 2. Primary Mitigation Primary Mitigation
Financial Risk
Financial stability risks, including risk to a fall in
authority levels of funding for support and care.
Inflation risk to supplies, utilities and other
service costs and ensuring appropriate levels of
reserves.
•
•
•		 Reserves policy:Regular review of the
Reserve Policy, minimum of reserves
kept ,liquid funds,Budget audited by the
external source
Service provision:Regular reviews of
individual customers and quarterly
reviews undertaken by commissioning
body, annual tenant survey on
satisfaction. Complaint and compliment
implemented by tenants reviewed
quarterly and presented to Board in
report. A family survey completed
annually. Whistleblowing policy review
annually. Compliance and
Complements Policy reviewed annually
Tenants not having access to personal
monies/ or having insufficient funds to
pay utilities: Tenants money under the

22

care of COP and monthly budget planned for each tenant accordingly. Monthly finance audit completed by Management

Procedures are in place to review and action budget/cash flow variances. Budget review quarterly with the Board Inadequate Cash Flow Sensitivity ( or timing of) Short term liquidity management. Annual budget setting, projected cash generation to cover capital accounts, control of staffing levels to reflect care hours required, Cash flow forecast regularly produced Dependency on Income Sources In place :Identified major dependencies Compliance with Donor Imposed restrictions In place :Budget in place , reviewed quarterly with the Board. Restricted funds are ringfenced. Annual audit reviews all funds raised in

23

order to classify whether these are restricted or
designated funding and accounts for them
accordingly
Not competitive Pricing Policy
In place : Comparable with other Providers
Monitoring of funder satisfaction.
Lack of funds/liquidity
In place : Monthly management account
Cash forecast
Short-term business plan
Investment policy. Professional investment
advice /management. Diversity,
prudence & liquidity criteria. Regular
performance monitoring,
There is always a minimum cash limit held in
our bank current account, reconciled monthly,
to meet unexpected demands. There are also
unrestricted reserves in our accounts to use if
needs be.Regularly used professional
investment advice/management,
Cash forecast,diversity ,prudence and liquidity
criteria reviewed annually
Fraudulent us of tenant's bank account/
monies
In place: RADAR software used to implement
finance related incidents for the management
to investigate,
Supporting tenants with finances policy for all
staff to follow, reviewed annually.
All support staff must complete Competencies
in the area of managing tenants' money prior
to be able to support them with finances(19-
Jun-2023)
Loss or damageTheft of assets
In place :Safe custody arrangement for title
documents,
Each HQ staff has assigned mobile and laptop
with security cabling while working.
Assess register onto each username, WFH is
monitored by CCTV. Annual inventory of all the
assets. Annual Content Insurance renewal
Risk 3 Primary Mitigation
Our People Risk
Risk of inadequate support worker
resources and capabilities for our care and
support services. Risk of cultural
inadequacies		 We have continual oversight of our recruitment
policy, measuring and monitoring on a monthly
basis. Robust HR policies are in place and
reviewed regularly through our HR and
compliance team and F&P committee quarterly.
The Executive along with the Board of Trustees
monitor
the
key
HR
metrics.
Ongoing

24

embedding and implementing Accessibility,
Diversity
and
Inclusion
into
all
working
practices. Pay is reviewed and where possible
above market rates for all staff.
Staff surveys are held each year with published
results along with actions to be taken for
measured improvement to working practices,
culture and behaviours.
A rewards and recognition system is in place.
Actions also identified is to place all our ongoing
benefits and actions into a staff wellbeing
framework.
Risk 4 Primary Mitigation
Strategic objectives risk
•Ensuring we continue to deliver care and
support through contracted services
along with extending reach for the people
we support.
•Continue to develop services with people
feedback
and
into
the
sight-loss
‘Independence pathway’
•Ensure all opportunities are explored to
support the people we serve.
Our plans for 2023-2024 and beyond focus on
opportunities to build and demonstrate impact
on our clients through our delivery models.
Monitoring
and
measuring
continuous
improvement in all we do with robust impact
reporting.
Senior Leaders cascading our vision to all staff
with measurable objectives

25

FINANCIAL REPORT 2022-2023

The Trust continued with its astute financial management during the year. Operational income is contractual, investment dividends, fundraising and grants. The Trust has sufficient resources to be able to face the challenges ahead with confidence.

Operational income in the year £3.822m (2022: £3.654m), yielding a loss on operations of £70k (2022: surplus of £229k) with investment income contributing £159K (2022: £125K), £537K was added to reserves (2022: £453k) before recognition of gains in financial investments.

Operating costs, including funding activities, were £3.892m (2022: £3.424m)

When revalued for reporting purposes, our investment portfolio showed, in line with global stock market changes, an unrealised loss of £144k (2022: a surplus of £280K).

Cashflow was once again positive at £106k from operations, which with financial investment returns of £159k supported capital expenditure on our new Tadcaster Road premises. Our existing revolving credit facility with the JB bank provided additional cash resources specifically for this project.

With The Tadcaster Road project coming to completion our fundraising efforts in 2022/2023 continued to be focused on activities.

Message from the Board of Trustees

Through the dedication and professionalism of our employees, The Wilberforce Trust, led by our Chief Executive Philippa Crowther, as per the report, continues to fulfil its objectives, to create choices and opportunities for people with sight loss, sensory loss and other disabilities to access the services they need to lead independent fulfilled lives.

The Trustees would like to place on record our gratitude for the contribution and commitment of our CEO, executive team, all our staff, and our volunteers throughout this year.

SIGNED ON BEHALF OF THE TRUSTEE BOARD ON 24 OCTOBER 2023

Colin Aspinall (Chairman)

26

HPH

Chartered Accountants

INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF THE WILBERFORCE TRUST

OPINION

We have audited the financial statements of The Wilberforce Trust (the 'charitable company') for the year ended 31 March 2023, which comprise the Statement of Financial Activities and Income and Expenditure Account, the Balance Sheet, the Cash Flow Statement and the related notes, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 ‘The Financial Reporting Standard applicable in the UK and Republic of Ireland' (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

BASIS OF OPINION

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

CONCLUSIONS RELATING TO GOING CONCERN

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

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

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

OTHER INFORMATION

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

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

We have nothing to report in this regard.

27

HPH

Chartered Accountants

INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF THE WILBERFORCE TRUST

OPINION ON OTHER MATTERS PRESCRIBED BY THE COMPANIES ACT 2006

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

MATTERS ON WHICH WE ARE REQUIRED TO REPORT BY EXCEPTION

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

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

RESPONSIBILITIES OF DIRECTORS

As explained more fully in the trustees’ responsibilities statement on page 11 the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

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

AUDITOR'S RESPONSIBILITIES FOR THE AUDIT OF THE FINANCIAL STATEMENTS

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an Auditor's report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists.

Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

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

28

HPH

Chartered Accountants

INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF THE WILBERFORCE TRUST

In response to the risk of irregularities and non-compliance with laws and regulations and risk of fraud, we designed procedures which included but were not limited to: sample testing on the posting of journals, timing of recognition of commercial income, review of trustee’s minutes and any correspondence with regulators.

Owing to the inherent limitations of an audit, there is an unavoidable risk that we may not have detected some material misstatements in the financial statements, even though we have properly planned and performed our audit in accordance with auditing standards. We are not responsible for preventing non-compliance and cannot be expected to detect noncompliance with all laws and regulations. These inherent limitations are particularly significant in the case of misstatement resulting from fraud as this may involve sophisticated schemes designed to avoid detection, including deliberate failure to record transactions, collusion, or the provision of intentional misrepresentations. We are not responsible for preventing fraud and cannot be expected to detect all fraud.

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

USE OF OUR REPORT

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

......................................

Sarah Wearing (Senior Statutory Auditor)

For and on behalf of HPH, Statutory Auditor

54 Bootham York YO30 7XZ

24 October 2023

29

THE WILBERFORCE TRUST

STATEMENT OF FINANCIAL ACTIVITIES AND INCOME AND EXPENDITURE ACCOUNT FOR THE YEAR ENDED 31 MARCH 2023

Note
Income and endowments from:
Donations and legacies
2
Charitable activities
3
Other trading activities
4
Investments
5
Other income
6
Expenditure on:
7 - 9
Raising funds
Charitable activities
Net (losses)/gains on investments
12
Transfers between funds
18, 19 & 20
Reconciliation of funds:
Total funds brought forward
Total funds carried forward
Net income and net movement in funds before
gains on investments
Net movement in funds
Net (expenditure)/income
Total
Total		 General
Designated
Fund
Funds
£
£
7,616
-
3,753,661
-
27,661
-
108,121
-
-
-
3,897,059
-
39,117
-
3,767,167
11,581
3,806,284
11,581
90,775
(11,581)
(97,816)
-
(7,041)
(11,581)
(575,381)
876,262
(582,422)
864,681
1,828,327
3,856,984
1,245,905
£
4,721,665
£
Unrestricted		 Restricted
Funds
£
32,637
-
-
-
-
32,637
-
20,920
20,920
11,717
-
11,717
(250,000)
(238,283)
264,934
26,651
£		 Permanent
Endowment
Funds
£
-
-
-
50,881
448,264
499,145
12,546
40,832
53,378
445,767
(46,031)
399,736
(50,881)
348,855
8,731,600
9,080,455
£		 Year ended
31 March
2023
£
40,253
3,753,661
27,661
159,002
448,264
4,428,841
51,663
3,840,500
3,892,163
536,678
(143,847)
392,831
-
392,831
14,681,845
15,074,676
£		 Year ended
31 March
2022
£
51,137
3,584,738
17,444
125,343
98,750
3,877,412
65,333
3,358,979
3,424,312
453,100
279,532
732,632
-
732,632
13,949,213
14,681,845
£

The notes on pages 33 to 46 form part of these financial statements.

30

THE WILBERFORCE TRUST (Registration number: 4228432)

BALANCE SHEET AS AT 31 MARCH 2023

Note
FIXED ASSETS
Tangible Fixed Assets
10
Investments
12
CURRENT ASSETS
Stock
Debtors
13
Cash at Bank and in Hand
14
CREDITORS: amounts falling due
within one year
15
CREDITORS: amounts falling due
after one year
16
NET ASSETS
REPRESENTED BY
Unrestricted Funds
Undesignated - General Fund
Designated
18
Restricted Funds
19
Endowed Funds
20
Permanent endowment
Revaluation Reserve
FUNDS
TOTAL ASSETS LESS
CURRENT LIABILITIES
NET CURRENT ASSETS		 £
£
9,763,528
7,864,519
17,628,047
6,748
79,126
913,499
999,373
552,229
447,144
18,075,191
3,000,515
15,074,676
£
1,245,905
4,721,665
26,651
8,945,310
135,145
15,074,676
£
2023		 £
£
10,252,739
8,047,760
18,300,499
6,108
78,329
874,304
958,741
426,317
532,424
18,832,923
4,151,078
£ 14,681,845
1,828,327
3,856,984
264,934
8,442,959
288,641
£ 14,681,845
2022		 £
£
10,252,739
8,047,760
18,300,499
6,108
78,329
874,304
958,741
426,317
532,424
18,832,923
4,151,078
£ 14,681,845
1,828,327
3,856,984
264,934
8,442,959
288,641
£ 14,681,845
2022
18,300,499
532,424
18,832,923
4,151,078
£ 14,681,845
1,828,327
3,856,984
264,934
8,442,959
288,641
£ 14,681,845

Approved by the Board of Directors and Trustees on 24 October 2023 and signed on its behalf by:

S Cowell Director and Trustee

C Aspinall Director and Trustee

The notes on pages 33 to 46 form part of these financial statements.

31

THE WILBERFORCE TRUST STATEMENT OF CASHFLOWS FOR THE YEAR ENDED 31 MARCH 2023

Note
Cash flows from operating activities:
Net cash (used in)/provided by operating activities
22
Cash flows from investing activities:
Dividends, interest and rents from investments
Proceeds from the sale of property, plant and equipment
Purchase of property, plant and equipment
Proceeds from sales of investments
Purchase of investments
Net cash provided by/(used in) investing activities
Cash flows from financing activities:
Repayments of borrowing
Cash inflows from new borrowing
Net cash (used in)/provided by financing activities
Cash and cash equivalents at the beginning of the
reporting period
Cash and cash equivalents at the end of the
reporting period
Change in cash and cash equivalents in the
reporting period		 2023
£
(246)
159,002
1,761,325
(770,280)
2,192,558
(2,153,164)
1,189,441
(1,150,000)
-
(1,150,000)
39,195
874,304
913,499		 2022
£
355,610
125,343
344,750
(3,212,654)
1,307,792
(883,530)
(2,318,299)
-
1,750,000
1,750,000
(212,689)
1,086,993
874,304

Charity law requires separate administration of the cashflows of endowed and other restricted funds of the Charity. This constraint has not adversely affected cashflows as stated above.

The notes on pages 33 to 46 form part of these financial statements

32

THE WILBERFORCE TRUST

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

1. ACCOUNTING POLICIES

Legal entity

The Wilberforce Trust is regulated by the Charity Commission (1087065), limited by guarantee and is registered in England and Wales. The address of the registered office and principal place of business is Wilberforce House, The Grove, York, YO24 1AN.

Basis of preparation

The financial statements have been prepared in accordance with the Statement of Recommended Practice: Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) issued in October 2019 and the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102) and the Companies Act 2006 and UK Generally Accepted Practice as it applies from 1 January 2019.

The Trust constitutes a public benefit entity as defined by FRS 102. The accounts are presented in UK Sterling pounds (£).

Going Concern

The Trustees have prepared financial projections, taking into consideration the current economic climate and its potential impact on the sources of income and planned expenditure. They have a reasonable expectation that adequate financial resources are available to enable the charity to continue in operational existence for the foreseeable future, and have adequate contingency plans in the event that income streams are reduced. Consequently the financial statements have been prepared on the basis that the charity is a going concern.

Income recognition

Income from service agreements is recognised when the Charitable Company has entitlement to the funds, any performance conditions attached to the items of income have been met, it is probable that the income will be received and the amount can be measured reliably. Voluntary income and donations including legacies are included in incoming resources when they are receivable, except when donors specify that they must be used in future accounting periods or donors conditions have not been fulfilled, then the income is deferred. The income from fundraising ventures is shown gross, with the associated costs included in fundraising costs. The value of services provided by volunteers is not incorporated into the accounts.

Government grants

The government has made the Coronavirus Job Retention Scheme available to the charity which has been recognised as income using the accrual model.

Grant income is recognised when the conditions for receipt have been met and there is reasonable assurance that the grant will be received. It is then recognised in income on a systematic basis over the periods in which the entity recognises the related costs for which the grant is intended to compensate, except where the grant is compensation for expenses or losses already incurred or for the purpose of giving immediate financial support to the entity with no future related costs in which case it is recognised as income in the period in which it becomes receivable.

Expenditure and irrecoverable VAT

Resources expended are included in the Statement of Financial Activities on an accruals basis, inclusive of any VAT which cannot be recovered. All costs have been directly attributed to one of the functional categories of reserves expended in the Statement of Financial Activities.

Support costs are those incurred directly in support of the objects of the Charitable Company.

Governance costs are those associated with constitutional and statutory requirements.

Fundraising costs

Fundraising expenditure comprises costs incurred in inducing people and organisations to contribute financially to the Charitable Company's work. This includes the cost of advertising for donations and the staging of special fundraising events.

Operating leases

Rentals applicable to operating leases are charged to the Statement of Financial Activities over the period they are incurred.

Pension costs

The Charitable Company operates a defined contribution pension scheme and the charge in the accounts for pension costs represents the actual amount of contributions made by the employer to the pension scheme.

33

THE WILBERFORCE TRUST

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2023

1. ACCOUNTING POLICIES (continued)

Fixed Assets

Depreciation is provided on all tangible fixed assets at rates calculated to write off the cost/revaluation on a straight line basis over their expected useful economic lives as follows:

Freehold property 2% straight line basis Furniture, equipment etc. 20% straight line basis IT equipment 25% straight line basis

All expenditure on all types of fixed assets of less than £2,500 is to be written off in year of purchase.

Investments and investment property

Investments and investment property are stated at market value at the balance sheet date. The Statement of Financial Activities includes the net gains and losses arising on revaluations and disposals throughout the year.

Fund accounting

Funds held by the Charitable Company are either:

Further explanation of the nature and purpose of each fund is included in the Notes to the Financial Statements.

Stock

Stock is stated at the lower of cost and net realisable value.

Debtors

Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.

Cash at bank and in hand

Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of three months of less from the date of acquisition or opening of the deposit of similar account.

Creditors and provisions

Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in a transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably.

Financial instruments

The Trust only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value with the exception of bank loans which are subsequently measured at amortised cost using the effective interest method.

2. DONATIONS AND LEGACIES

DONATIONS AND LEGACIES
Club Wilber
Donations
Legacies		 2023
£
24,414
15,366
473
£ 40,253		 2022
£
17,100
34,037
-
£ 51,137

34

THE WILBERFORCE TRUST

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

3.
CHARITABLE ACTIVITIES
Accommodation care & support services
Rehabilitation services
Government grant income
4.
OTHER TRADING ACTIVITIES
St Crux
Grants & trusts income
Other fundraising events
Local giving income
Café income
5.
INVESTMENTS
Dividends investments listed on a recognised stock exchange
Rent received investment property
6.
OTHER INCOME
Gain on disposal of fixed assets
7.
ANALYSIS OF TOTAL EXPENDITURE
Bank & other interest		 2023
£
3,728,585
25,076
-
£ 3,753,661
2023
£
-
18,769
-
409
8,483
£ 27,661
2023
£
144,365
1,339
13,298
£ 159,002
2023
£
£ 448,264		 2022
£
3,532,521
16,517
35,700
£ 3,584,738
2022
£
600
3,000
2,162
11,682
-
£ 17,444
2022
£
113,895
257
11,191
£ 125,343
2022
£
£ 98,750
Raising funds
Fundraising costs
Investment management costs
Charitable activities
Rehabilitation services
Governance costs
- auditor's remuneration
Accommodation, care & support
services		 Staff
Premises
costs
costs
Depreciation
Other
2023
£
£
£
£
£
-
-
-
12,458
12,458
-
-
-
39,205
39,205
2,513,525
247,200
50,923
1,017,431
3,829,079
-
-
1,489
2,192
3,681
-
-
-
7,740
7,740
£ 247,200
£ 52,412
£ 1,079,026
£ 3,892,163
£ 2,513,525		 2022
£
23,042
42,291
3,348,650
3,099
7,230
£ 3,424,312

Included in the amounts shown above are support costs totalling £722,509 (2022 £535,661) as shown in Note 8.

2023 2022
Included in other costs are: £ £
Agency costs £ 303,774 £ 184,845

35

THE WILBERFORCE TRUST

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

8. SUPPORT COSTS

SUPPORT COSTS
Rehabilitation services
Accommodation, care & support services		 Office
Management
costs
Depreciation
2023
£
£
£
£
450,180
261,338
7,310
718,828
-
2,192
1,489
3,681
£ 450,180
£ 263,530
£ 8,799
£ 722,509		 2022
£
532,562
3,099
£ 535,661

Support costs have been allocated to activity cost categories on a basis consistent with the use of resources.

9. STAFF COSTS

STAFF COSTS
Wages and salaries
Social security costs
Pension costs		 2023
£
2,238,368
197,429
77,728
£ 2,513,525		 2022
£
2,093,772
194,319
83,518
£ 2,371,609

No remuneration or expenses have been paid to any Director/Trustee.

The number of employees during the year, whose gross pay and benefits (excluding employer pension contributions and awards to inventors) fell within the following bands, was:

2023 2022
No. No.
£60,001 - £70,000 1 1
£80,001 - £90,000 1 1

The key management personnel of the Trust, comprise the Trustees, the Chief Executive Officer and the Finance Director. The total employee benefits of the key management personnel of the Trust were £190,911 (2022 £176,408).

The average monthly head count was 125 staff (2022 105) and the average monthly number of full-time equivalent employees (including casual and part-time staff) during the year were as follows:

(including casual and part-time staff) during the year were as follows:
Accommodation, care, support and rehabilitation services
Administration		 2023
No.
69
18
87		 2022
No.
61
23
84

36

THE WILBERFORCE TRUST

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

10. TANGIBLE FIXED ASSETS
Depreciation
At 31 March 2022
At 31 March 2023
At 31 March 2023
Charge for year
Disposals in year
Cost or valuation
At 1 April 2022
Endowed
Disposals in year
Additions in year
At 31 March 2023
Net book value
At 1 April 2022
Unrestricted - designated		 Assets in the
Freehold
course of
Motor
property
construction
vehicles
£
£
£
3,152,100
7,940,603
57,102
-
876,262
-
(1,460,000)
-
-		 IT
equipment
Total
£
£
64,339
11,214,144
-
876,262
-
(1,460,000)
1,692,100
8,816,865
57,102		 64,339
10,630,406
851,545
-
45,521
40,832
-
11,581
(146,940)
-
-		 64,339
961,405
-
52,413
-
(146,940)
745,437
-
57,102		 64,339
866,878
£ 946,663
£ 8,816,865
£ -		 £ -
£ 9,763,528
£ 2,300,555
£ 7,940,603
£ 11,581		 £ -
£ 10,252,739
2023
2022
£
£
3,110,863
3,802,184
6,652,665
6,450,555
£ 9,763,528
£ 10,252,739

The freehold property was revalued at 31 March 2018 by J L Burley of Briggs Burley Chartered Surveyors on the basis of open market value at £3,320,000.

If the freehold properties had not been included at valuation they would have been included under the historical cost convention as follows:

as follows:
Cost
Accumulated depreciation
Net book value
11. AUDITOR'S REMUNERATION
Audit of the financial statements
Other fees to auditor
All other non-audit services		 2023
2022
£
£
9,969,934
10,553,672
(1,461,378)
(1,420,546)
£ 8,508,556
£ 9,133,126
2023
2022
£
£
4,000
4,000
2,930
3,230
£ 6,930
£ 7,230

37

THE WILBERFORCE TRUST

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

12. INVESTMENTS

Market value at 1 April 2022
Additions
Disposals
Net gains
Market value at 31 March 2023
The historical cost of the above investments amounts to:
Listed investments
Within the UK
Outside the UK
Trade debtors
Prepayments
Accrued income
Unrestricted
Endowed
DEBTORS
Unrestricted
All investments are held primarily to provide an investment return for the Charitable Company.		 2023
2022
£
£
8,047,760
8,192,490
2,153,164
883,530
(2,192,558)
(1,307,792)
(143,847)
279,532
£ 7,864,519
£ 8,047,760
2023
2022
£
£
5,350,793
5,475,465
2,513,726
2,572,295
£ 7,864,519
£ 8,047,760
2022
2021
£
£
7,577,573
£
7,528,891
£
3,633,408
3,160,090
4,231,111
4,887,670
£ 7,864,519
£ 8,047,760
2023
2022
£
£
35,957
43,080
4,188
5,769
38,981
29,480
£ 79,126
£ 78,329
2023
2022
£
£
£ 79,126
£ 78,329

13. DEBTORS

38

THE WILBERFORCE TRUST

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

14. CASH AND CASH EQUIVALENTS

14. CASH AND CASH EQUIVALENTS
Cash in hand
Current account
Savings account
15. CREDITORS: amounts falling due
within one year
Trade creditors
Taxation and social security costs
Pension deficit funding agreement
Deferred income
Balance brought forward
Amount released in the year
Amount deferred in the year
Other creditors
Unrestricted
Endowed
Unrestricted
Restricted
Accruals and deferred income
Unrestricted - designated		 2023
£
981
5,000
907,518		 2022
£
425
5,000
868,879
£ 913,499 £ 874,304
2023
£
972,784
26,651
(85,936)		 2022
£
900,620
264,934
(291,250)
£ 913,499 £ 874,304
2023
£
86,974
21,853
45,596
397,240
566		 2022
£
59,750
23,292
58,090
284,567
618
£ 552,229 £ 426,317
2023
£
323,623
228,606
£ 552,229		 2022
£
426,317
-
£ 426,317
102,737
(102,737)
98,882
98,882		 96,035
(96,035)
102,737
102,737

The Charitable Company was holding funds received in advance of the provision of contracted services, which will be fully released in the following financial year.

16. CREDITORS: amounts falling due
after one year
Bank loan (see note 17)
Pension deficit funding agreement
Unrestricted		 2023
£
3,000,000
515
£ 3,000,515
2023
£
3,000,515		 2022
£
4,150,000
1,078
£ 4,151,078
2022
£
4,151,078

39

THE WILBERFORCE TRUST

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

**17. ** LOANS AND BORROWINGS 2023 2022
£ £
Non-current loans and borrowings
Other borrowings £ 3,000,000 £ 4,150,000

Other borrowings

Other borrowings is denominated in £ with a nominal interest rate of the bank's Fixed Refinancing Rate current from time to time plus and interest rate marging of 1.10%, and the loan facility is available until further notice by the bank. The carrying amount at year end is £3,000,000. (2022 - £4,150,000).

The loan is secured against assets held within an investment portfolio. The loans are a credit facility held with an investment manager.

18. DESIGNATED FUNDS
Welfare Fund
Pension Reserve
Low Vision Service
Fixed Assets
Welfare Fund
Pension Reserve
Low Vision Service
Fixed Assets		 Balance at
Balance at
1 April
Incoming
Resources
31 March
2022
resources
expended
Transfers
2023
£
£
£
£
£
9,800
-
-
-
9,800
20,000
-
-
-
20,000
25,000
-
-
-
25,000
3,802,184
-
(11,581)
876,262
4,666,865
£ 3,856,984
£ -
(£ 11,581)
£ 876,262
£ 4,721,665
Balance at
Balance at
1 April
Incoming
Resources
31 March
2021
resources
expended
Transfers
2022
£
£
£
£
£
9,800
-
-
-
9,800
20,000
-
-
-
20,000
25,000
-
-
-
25,000
2,753,801
-
-
1,048,383
3,802,184
£ 2,808,601
£ -
£ -
£ 1,048,383
£ 3,856,984

Welfare Fund

To ensure that any hardship applications to continue to live in a tenanted house of The Wilberforce Trust can be funded where necessary to ensure that The Wilberforce clients can integrate in activities and live as independent lives as possible with equal opportunity.

Pension Reserve

With new legislation, the Trust has identified that the pension provision needs a pension reserve.

Low Vision Service

To ensure that the Trust can have facilities and equipment to deliver where appropriate and necessary community NHS Ophthalmology Low Vision Services.

Fixed Assets

Represents net book value of new building less loan value and excludes property held as permanent endowment.

40

THE WILBERFORCE TRUST

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

19. RESTRICTED FUNDS

Eyevan
Sensory Project Fund
Ward Fund
Atrium Wall Hanging
Bradbury Foundation
Rainbow room/LLZ
Club Wilber
Yorsensory		 Balance at
Balance at
1 April
Incoming
Resources
31 March
2022
resources
expended
Transfers
2023
£
£
£
£
£
5,034
-
(5,034)
-
-
7,400
-
(7,400)
-
-
1,500
-
(1,500)
-
-
1,000
-
(1,000)
-
-
250,000
-
-
(250,000)
-
-
3,649
(3,649)
-
-
-
11,988
(2,337)
-
9,651
-
17,000
-
-
17,000
£ 264,934
£ 32,637
£ (20,920)
£ (250,000)
£ 26,651
Eyevan
Sensory Project Fund
Ward Fund
Atrium Wall Hanging
Bradbury Foundation		 Balance at
Balance at
1 April
Incoming
Resources
31 March
2021
resources
expended
Transfers
2022
£
£
£
£
£
5,034
-
-
-
5,034
7,400
-
-
-
7,400
1,500
-
-
-
1,500
1,000
-
-
-
1,000
250,000
-
-
-
250,000
£ 264,934
£ -
£ -
£ -
£ 264,934

Eyevan

To enable the work of the Designated Hub to be taken out to the wider community and in areas of North Yorkshire not best served by facilities or transport links to assist the individuals accessing the service otherwise.

Sensory Project Fund

Pop up sensory room for stimulation and physical exercise and sport activities for people with limited sight and mobility.

Ward Fund

Grant from the ward committee to fund salary costs for a fundraiser and volunteer expenses relating to the hub service.

Atrium wall hanging

Donation for the atrium wall hanging in the new build.

Bradbury Foundation

Donation towards the cost of building the 30 appartment residential building on an owned greenfield site.

Rainbow room/LLZ

Funding for instruments and equipment for the Rainbow room/LLZ provided by Music for All and Make It York.

Club Wilber

Funding for Club Wilber activities provided by Ed De Nunzio Charitable Trust, York Children's Trust, York Common Good Trust, Happy Days Children's Trust, NYCC Get Going, Blue Spark, Boshier-Hinton Foundation, Sylvia and Colin Shepherd CT and Yorkshire Building Society.

Yorsensory

Funding for Yorsensory initiatives provided by Ways to Wellbeing, Shears Foundation, W L Pratt CT, Norman Collinson CT and Benenden Health.

41

THE WILBERFORCE TRUST

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

20. PERMANENT ENDOWMENT FUND

The Permanent Endowment Fund represents those assets which must be held permanently by the Charitable Company, principally property and investments. Income arising on the endowment fund can be used in accordance with the objects of the Charitable Company and are included as unrestricted income. Any capital gains or losses arising on the investments form part of the fund.

form part of the fund.
Wilberforce Home for the Blind
Investments
Revaluation reserve		 Balance at
Balance at
1 April
Incoming
Resources
Investment
31 March
2022
resources
expended
losses
Transfers
2023
£
£
£
£
£
£
1,502,212
448,264
(37,829)
-
150,493
2,063,140
6,940,747
50,881
(12,546)
(46,031)
(50,881)
6,882,170
288,641
-
(3,003)
-
(150,493)
135,145
8,731,600
499,145
(53,378)
(46,031)
(50,881)
9,080,455

The above transfer from the Investments Permanent Endowment Fund to the General Unrestricted Fund relates to investment income arising on the endowment fund that can be used in accordance with the objects of the Charitable

The above transfer from the Revaluation reserve Permanent Endowment Fund to the Wilberforce Home for the Blind Permanent Endowment Fund relates to the properties disposed of in the year.

Wilberforce Home for the Blind
Investments
Revaluation reserve		 Balance at
Balance at
1 April
Incoming
Resources
Investment
31 March
2021
resources
expended
gains
Transfers
2022
£
£
£
£
£
£
1,470,966
98,750
(67,504)
-
-
1,502,212
6,864,918
102,194
(13,517)
89,346
(102,194)
6,940,747
294,915
-
(6,274)
-
-
288,641
8,630,799
200,944
(87,295)
89,346
(102,194)
8,731,600

21. ANALYSIS OF NET ASSETS BETWEEN FUNDS

Fund balances at 31 March 2023
are represented by:
Unrestricted Funds
Designated Funds
Restricted Funds
Permanent Endowment Fund		 Tangible
Net Current
Long term
Fixed Assets Investments
Assets
liabilities
2023
£
£
£
£
£
-
5,350,793
(1,104,373)
(3,000,515)
1,245,905
3,110,863
-
1,610,802
-
4,721,665
-
-
26,651
-
26,651
6,652,665
2,513,726
(85,936)
-
9,080,455
£ 9,763,528
£ 7,864,519
£ 447,144
£ (3,000,515) £ 15,074,676

42

THE WILBERFORCE TRUST

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

21. ANALYSIS OF NET ASSETS BETWEEN FUNDS (continued)

Tangible
Net Current
Long term
Fixed Assets Investments
Assets
liabilities
2022
£
£
£
£
£
Fund balances at 31 March 2022
are represented by:
Unrestricted Funds
-
5,475,465
503,940
(4,151,078)
1,828,327
Designated Funds
3,802,184
-
54,800
-
3,856,984
Restricted Funds
-
-
264,934
-
264,934
Permanent Endowment Fund
6,450,555
2,572,295
(291,250)
-
8,731,600
£ 10,252,739
£ 8,047,760
£ 532,424
(£ 4,151,078) £ 14,681,845
22.RECONCILIATION OF NET MOVEMENT IN FUNDS TO NET CASH FLOW FROM OPERATING ACTIVITIES
2023
2022
£
£
Net income for the reporting period
392,831
732,632
Adjustments for:
Depreciation charges
52,412
73,532
Gains on disposal of fixed assets
(448,264)
(98,750)
Losses/(gains) on investments
143,847
(279,532)
Dividends, interest and rents from investments
(159,002)
(125,343)
(Increase)/decrease in stock
(640)
113
(Increase)/decrease in debtors
(797)
72,337
Increase/(decrease) in creditors
19,367
(19,379)
Net cash (used in)/provided by operating activities
£ (246)
£ 355,610
ANALYSIS OF CASH AND CASH EQUIVALENTS
Cash at bank and in hand
913,499
874,304
Total cash and cash equivalents
£ 913,499
£ 874,304
ANALYSIS OF CHANGES IN NET DEBT
At
At
01/04/2022
Cash-flows
31/03/2023
£
£
£
Cash
874,304
39,195
913,499
£ 874,304
£ 39,195
£ 913,499
23. OPERATING LEASE COMMITMENTS
The total of future minimum lease payments is as follows:
At 31 March
At 31 March
2023
2022
Operating leases which expire:
£
£
Within one year
5,153
5,153
Within one to two years
5,153
5,153
Within two to five years
4,496
9,649
£ 14,802
£ 19,955		 Tangible
Net Current
Long term
Fixed Assets Investments
Assets
liabilities
2022
£
£
£
£
£
-
5,475,465
503,940
(4,151,078)
1,828,327
3,802,184
-
54,800
-
3,856,984
-
-
264,934
-
264,934
6,450,555
2,572,295
(291,250)
-
8,731,600		 Tangible
Net Current
Long term
Fixed Assets Investments
Assets
liabilities
2022
£
£
£
£
£
-
5,475,465
503,940
(4,151,078)
1,828,327
3,802,184
-
54,800
-
3,856,984
-
-
264,934
-
264,934
6,450,555
2,572,295
(291,250)
-
8,731,600		 Tangible
Net Current
Long term
Fixed Assets Investments
Assets
liabilities
2022
£
£
£
£
£
-
5,475,465
503,940
(4,151,078)
1,828,327
3,802,184
-
54,800
-
3,856,984
-
-
264,934
-
264,934
6,450,555
2,572,295
(291,250)
-
8,731,600
£ 10,252,739
£ 8,047,760
£ 532,424
(£ 4,151,078) £ 14,681,845
£ 355,610
874,304
£ 874,304
At
31/03/2023
£
913,499
£ 874,304
£ 39,195		 £ 913,499
At 31 March
2023
£
5,153
5,153
4,496
£ 14,802		 At 31 March
2022
£
5,153
5,153
9,649
£ 19,955

The amount of non-cancellable operating lease payments recognised as an expense during the reporting period was £5,153 (2022 £5,153).

43

THE WILBERFORCE TRUST

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

24. LEGAL STATUS

The Charity is a company limited by guarantee and has no share capital. The liability of each member in the event of winding up is limited to £10.

25. TAXATION

No corporation tax has been provided in the Charitable Company's accounts because the income of the entity, a registered charity, is within the exemption granted within Sections 466 to 493 of the Corporation Tax Act 2010.

26. PENSION SCHEME

The Pensions Trust Retirement Solutions - The Growth Plan

The Charitable Company participates in the scheme, a multi-employer scheme which provides benefits to some 638 nonassociated participating employers. The scheme is a defined benefit scheme in the UK. It is not possible for the company to obtain sufficient information to enable it to account for the scheme as a defined benefit scheme. Therefore it accounts

The scheme is subject to the funding legislation outlined in the Pensions Act 2004 which came into force on 30 December 2005. This, together with documents issued by the Pensions Regulator and Technical Actuarial Standards issued by the Financial Reporting Council, set out the framework for funding defined benefit occupational pension schemes in the UK.

The scheme is classified as a 'last-man standing arrangement'. Therefore the Charitable Company is potentially liable for other participating employers' obligations if those employers are unable to meet their share of the scheme deficit following withdrawal from the scheme. Participating employers are legally required to meet their share of the scheme deficit on an annuity purchase basis on withdrawal from the scheme.

A full actuarial valuation for the scheme was carried out at 30 September 2020. This valuation showed assets of £800.3m, liabilities of £831.9m and a deficit of £31.6m. To eliminate this funding shortfall, the Trustee has asked the participating employers to pay additional contributions to the scheme as follows:

Deficit contributions

From 1 April 2022 to 30 September 2025

£3,312,000 per annum

(payable monthly)

The recovery plan contributions are allocated to each participating employer in line with their estimated share of the Series 1 and Series 2 scheme liabilities.

Where the scheme is in deficit and where the Charitable Company has agreed to a deficit funding arrangement the Charitable Company recognises a liability for this obligation. The amount recognised is the net present value of the deficit reduction contributions payable under the agreement that relates to the deficit. The present value is calculated using the discount rate detailed in these disclosures. The unwinding of the discount rate is recognised as a finance cost.

Present values of provision

Present value of provision
Provision at start of period
Interest expense
Deficit contribution paid
Provision at end of period
Remeasurements – impact of any change in assumptions
Remeasurements – amendments to the contribution schedule
Reconciliation of opening and closing provisions		 2023
2022
£
£
1,081
1,696
2023
£
1,696
32
(618)
(29)
-
1,081		 2021
£
6,284
2022
£
6,284
36
(1,590)
(39)
(2,995)
1,696

44

THE WILBERFORCE TRUST

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

25. PENSION SCHEME (continued)

Income and expenditure impact 2023 2022
£ £
Interest expense 32 36
Remeasurements – impact of any change in assumptions (29) (39)
Remeasurements – amendments to the contribution schedule - (2,995)
Assumptions 2023 2022 2021
% per % per % per
annum annum annum
Rate of discount 5.52 2.35 0.66

The discount rates shown above are the equivalent single discount rates which, when used to discount the future recovery plan contributions due, would give the same results as using a full AA corporate bond yield curve to discount the same recovery plan contributions.

The following schedule details the deficit contributions agreed between the Charitable Company and the scheme at each year end period:

Deficit contributions schedule

2023 2022 2021
Year ending £ £ £
Year 1 618 618 1,590
Year 2 515 618 1,638
Year 3 - 515 1,687
Year 4 - - 1,448

The Charitable Company must recognise a liability measured as the present value of the contributions payable that arise from the deficit recovery agreement and the resulting expense in the income and expenditure account i.e. the unwinding of the discount rate as a finance cost in the period in which it arises.

It is these contributions that have been used to derive the Charitable Company's balance sheet liability.

27. CONTRACTS AND COMMITMENTS

Capital commitments at 31 March 2023 in relation to building works were £nil (2022: £443,879).

28. VOLUNTEERS

Trust volunteers visit our tenants on a regular basis. Many of them have become befrienders and are making a real difference to the lives of the people they visit. Every volunteer is matched with a tenant carefully ensuring the same common interest from football to museum visits, from shopping for fun to reading carefully chosen books, from writing letters to going to the park together.

Our team of over 65 volunteers bring so much to The Wilberforce Trust. Skills, passion and energy that we are so grateful for. This year they befriended, crafted, baked, fund raised amazingly, giving so much of their time that was invaluable to the people whom we support and no report can be complete without placing on record our sincere thanks for their efforts.

29. RELATED PARTIES

There were no related party transactions during the reporting period.

45

THE WILBERFORCE TRUST

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

30.COMPARATIVE STATEMENT OF FINANCIAL ACTIVITIES AND INCOME AND EXPENDITURE ACCOUNT

Income and endowments from:
Donations and legacies
Charitable activities
Other trading activities
Investments
Other income
Expenditure on:
Raising funds
Charitable activities
Net gains on investments
Transfers between funds
Reconciliation of funds:
Total funds brought forward
Total funds carried forward
Total
Net income and net movement in funds before
gains on investments
Net income
Net movement in funds
Total		 General
Designated
Fund
Funds
£
£
51,137
-
3,584,738
-
17,444
-
23,149
-
-
-
3,676,468
-
51,816
-
3,285,201
-
3,337,017
-
339,451
-
190,186
-
529,637
-
(946,189)
1,048,383
(416,552)
1,048,383
2,244,879
2,808,601
1,828,327
£
3,856,984
£
Unrestricted		 Restricted
Funds
£
-
-
-
-
-
-
-
-
-
-
-
-
-
-
264,934
264,934
£		 Permanent
Endowment
Funds
£
-
-
-
102,194
98,750
200,944
13,517
73,778
87,295
113,649
89,346
202,995
(102,194)
100,801
8,630,799
8,731,600
£		 Year ended
31 March
2022
£
51,137
3,584,738
17,444
125,343
98,750
3,877,412
65,333
3,358,979
3,424,312
453,100
279,532
732,632
-
732,632
13,949,213
14,681,845
£

46