14lT,I; THE WILBERFORCE TRUST TRUSTEES ANNUAL REPORT AND ACCOUNTS FOR THE YEAR FNDED 31ST MARCH 2024 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 04228432 (ENGLAND & WALES) CHARITY NUMBER 1087065 THE WILBERFORCE TRUST CONTENT Directors, and Trustees, Annual Report 2-30 Independent Auditor's Report 31~33 Statement of Financial Activities 34 Balance Sheet 35 Cash Flow Statement 36 Notes to the Financial Statements 37-50 LEGAL & ADMINISTRATIVE INFORMATION The Trustees are pleased to present their report togelher with the financial statements of the Charity for the year ended 31st March 2024. Legal and administrative informats'on as set out forms part of the overall report. The financial statements comply with the Charites Act 2016, The Companies Act 2006, the Memorandum and Articlos of Association, and Accounting and Reporting by Charities: ststement of Recommended Practice applicable to charities preparing their accounts in accordance with Financial Reporting Standards 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 4th June 2001. GOVERNANCE OF OTHER CHARITIES Under an order from the Charity Commissioners dated 22nd 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 41h 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 feport are, collectively referred to as the Trustees, Colin Aspinall (Chairman). Charles Anelay, Stephen Cluderay, Simon Cowell, Susan Hawksworth, Andrew Knowles (Appointed 6 November 2023), Anne Mwangi, Maria Robinson (Appointed 24 July 2023), Stuart Young (Appointed 23 October 2023), Kate Thompson (Appointed 23 July 2024), Elizabeth Wallace (Appointed 23 July 2024), Philippa Crowther {Appointed 23 July 2024), Jane Carter (Appointed 24 October 2023, Resigned 21 May 2024), Keith Larcum (Resigned 24 October 2023). PATRON: Dame Judi Dench. COMPANY SECRETARY: Philippa Crowther (Resigned 28 August 2024) Eleanor Stead (Appointed 28 August 2024) EXECUTIVE MANAGEMENT TEAM: Philippa Crowther- CEO (Resigned 28 August 2024} Eleanor Stead- CEO (Appointed August 2024) Shaun Taylor- Finance Director COMPANY REGISTRATION NUMBER: 04228432 CHARITY REGISTRATION NUMBER: 1087065 PRINCIPAL OFFICE: Wilberforce House The Grove York Y024 1AN BANKERS: Barclays Bank plc Parliament Street York Y01 1XD INVESTMENT ADVISERS: Julius Baer The Platform New Station Street Leeds LS14JB AUDITORS: HPH Chartered Accountants 54 Bootham York Y030 7XZ SOLICITORS . Harland & Co 18 St Saviourgate York Y018NP 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 and Finance 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: The Finance & Personnel Committee of three Trustees and Executives meet quarterly, The Compliance Committee of two Trustees. Executive and services team meet quarterly. Project committees are used for specific items as and when deemed appropriate by the Trustees, made up of selected Trustees and personnel. Composition.. A quorum of at least trwo 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 and FD, 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 experien￿. SELECTION, RECRUITMENT, AND INDUCTION OF NEW TRUSTEES Trustees have developed a list of skillslexperience they would like lo have represented on the Trustee Boards and Sub- Committees. When a vacancy occurs or is d(Je to occur. Trustees seek through differing media, to identify potents'al recruits who will fill any skills deficit deemed to exist. At present Trustees are carefully selected by application from advertisin9, 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 Truslee, whilst the organisation carries OLrt 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, safeguarding 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 WilberfOr￿ Trust premises and services are mandatory, introductions to Trust staff and seNice 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.. To create sufficient financial return to enable the Trust to carry out its purposes effectively and without interruption and.. To creale sufficient surplus to meet the needs and enhance current services, create new services as applicable for those people we serve and.. To maintain and, if possible, enhance the value of the investment funds. 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 reserye (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 tak8S to rehouse and resettle tenants and care teams. This currently implies a reserve of approximately £1 m. The total funds held by the Charity at the year end were £15,705,976, of which £53,692 were restricted, £6.135,079 were endowed. and £6,020,844 were designated, leaving unrestricted reserves of £3,496,361, which is in excess of the reserves policy. 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 avold and mitigate risks logether with our systems and procedures to avoid or mitigate them. RISK MANAGEMENT FRS102 The Trustees have a risk management strategy which comprises.. An annual review of the principal risks and uncertainties the Charity may face. The establishment of policies, systems, and procedures to mitigate those risks identified in the bi-annual review,. and The implementation of procedures designed to minimise or manage any potential impact on the charity should the risks materialise. Board meetings are used to evaluate economic and government policy changes affecting our sector. A PEST analysis is carried out in these circumstances and changes made to key objectives to mitigate any risks. The administration of compliance and risk, including recording of training for all staff and Trustee's is rnonitored 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 trainlng, Appropriate Insurance cover. We are exteinally audited annually by CQC, for regulatory care compliance and CHC, CYC and NYC against quality standards for health and social care and our financial auditors HPH. FUNDRAISING GOVERNANCE The activities withln fundraising and our fund-raising policies are scrutinlsed 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 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 pro￿sseS and procedures are in place to manage safeguarding. As a provider of Adult and Social Care. oui aim is to deliver the highest level of qLJality support. care. and safety. To do this we ensure that our Trustees and 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 customers, families and carers feel confident to receive services from Wilberforce Trust. The events and childien's area are covered undei our safeguarding policies and staff are appropriately trained. We have a named Safeguarding Officer. Our Quality Assurance is designed within the CQC, CYC, NYC 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 Ihe Compliance Committee. Trustees Responslbllltles The Trustees are responsible for preparing the Wilberforce Trusts 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 tIU8 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.. Select suitable accounting policies and apply them consistently. Make judgements and estimates that are reasonable and prudent. state whether applicable accounting standards have been followed, subject to any malerial departures disclosed and explained in the financial statements. Prepare the financial statements on the ging concern basis unless it is appropriate to presume that the charity will continue in business. The Trustees are responsible for keeping adequate accounting records that are sufficlent to show and explain the charity's transactions and disclose with reasonable accuracy at any time the f5nancial 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 irregularrties. 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 statementsl annual reports are published on the charity's website w.wiberforcelrust.or .ukJ 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. The Charlty's Objects are: The provision of accommodation, care. training and other facilities and services to relieve the disabilities of persons wilh visual impairments, who may have other sensory loss and other physical illnesses, or other physical disorder or disability of mind,. and Such other charitable purposes for the benefit of disabled persons in Yoikshire and elsewhere in the United Kingdom as the Trustees may from time to time determine. Drlvlng 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 Trusts vision is to see a world in which people with sight loss, including sensory impairment I and other disabilities, be Iruly 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 Imlsslon The Trust aim5 to be a leading provider of high-quality accommodation, professional support, care, specialist equipment, information, and guidan￿ to people with sight loss Including those with other disabilities, To encourage and facilitate the development of services, on 8 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 Ljse our services or work in then are treated with respect and dignity, given supportive, inclusive choices and are acknowledged as individuals in an equal and fair way. Integrlty & Honesty- Always do the 'right' thing even if rt's hard. Do not settle for others any less than you may want fof yourself. Be of sound judgement and trulhfulness, 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. Contlnuous Improvement- Continually look at ways to improve the way we do things. Create a quality, safe environment for all our Se￿iCe users and staff. Abide by the codes of practs'ce and agencies that govern us. OUR PUBLIC BENEFIT We have given due consideration to the Charity Commission's published guidance on the Public Benefit requirement under the Charities Act 2011. 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. Contrlbutlng to our society We contribute to the York economy by provlding employment for 130 people and committed to improving people's knowledge of the care and support needs ofthose with visual Impairment and including those with other disabilities. through tiaining 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 Iheir 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 Safetyl Compliance Committee which form part of the Trustees Board reporting. ALL LEADING TO OUR STATEGIC OBJECTIVES OUR STRATEGIC AIMS AND OBJECTIVES Customer Centr1¢ Empower and develop our people. Invest and malntaln our housing stock purpose• speclflc houslng. self. sustaining affordable Qualitative and Quantltatlve drlven outcomes through beneficial customer centrlc support packages Wilberforce Malntaln a strong trusted rellable brand. Create publlc beneflt. Flnancial Sustainabillty Supported Community Supported Staff Supported Environment io Message from our Chalrman 2023-2024 This yearwe celebrated our 10 year strategy, delivering on all our key objectives. WilberfOr￿ House continued to welcome more new tenants and by March 2024 all our apartments were fully occupied. Our Tadcaster and Huntington services had full occupancy and we had delivered more care and support hours across all our sites than in any previous years. Adult and Social care continued to be under pressure with local authorities reporting financial deficits to budgets and having to make difficult decisions, which in turn made delivery of care and support all the harder given the awarded % increases by Local Authoritie8, did not cover the real costs of staff employment. Our team worked hard this year on process improvement to ensure we delivered value for money and practical solutions by supporting. and in some cases, subsidising statutory services to ensure that clients got a service which enhanced the minimum standards set out in contracts. We know that we can contribute at a higher level to the discussions on improving services in our area, if allowed around the ICB and Local Authoriiy Management tables. The growth in our tfaining programme for the local private healthcare sector doubled. Our training reached hospitals in Scotland and Blackpool. We supported local prisons with Iraining for staff dealing with blln(J prisoners. I commend all those seeking training for staff to deliver better quality of their services to people with a visual impaimient, and we look forward to continuing this work with more companies and organisations. Wilberforce Trust holds itself to account by managing our Impact on our community, which in turn measures our public benefit. l am delighted that we saw further reach again this year, increasing in every age group from babies, children, young people and adults and also our inclusivity of working with famllies. 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 io 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 in seriously challenging cost of living times. Without these funds many of our programmes of support would be limited, These donalions allow us to push forward with more improved enhanced services and a greater reach. ensuring our activities help with mental wellbeing as well as physical. We are looking forward to the opening of our green space sensory garden and raised beds gardening club in May and June of 2024_ It is through all the generous donations that this has been made possible for 2024. We continue our work on inclusivity in our workforce and our mental health programme for all staff. ilst there is always more to do, we have made good strides in recruitment with our Diversily Recruitrnent 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 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 support. l and the Board of Trustees, along with the Executive Team, continue to demonstrate our belief that Imlberforce Trust makes a drfference to peoples. lives each day. With continued support and partnerships with10&91 healthcare and adult and social care agencies, donors. grant givers, and a committed workforce, we can achieve the coming years objectives of further growth and reach and the continued commitment to exceptional standards of care and SUPF)Ort in all of the Wilberforce Trusts activities. I commend this report to the members. Colin Aspinall- Chair 12 Message from our Chlef Executlve 2023-2024 Our strategy over the past 10 years has worked well, in helping us to deliver gfeater impact for people with visual impairment including those with other disabilities. Through our impact measures reportlng we demonstrate our commitment to enabling and enhancing the quality of life for all those people we support. am delighted to report on another year of strong progress across all our services. Our build programme. our community services our children and family activities continue to push ahead, providing rnore accommodation, services, and activits'es than in previous years. We have been able to adapt and expand our reach across all the age groups, particularly in babies and children. with Bables Club Wilber sessions in partnership with CYC and children rehabilltation. Somethlng that Wilberforce Trust will never change is its ongoing investment to continual improvement, our monitoring and training for improved services and support, Whilst the local authorities and NHS funders struggle with the financial commitment to health and social care the Wilberforce Trust reviews and invests any surplus to its programme of contlnuous improvement. through its objects, Demand for our services remains very strong and the Trusts next strategic plan will be to ensure it continues to invest in its people, clients and its facilities, giving Ihe people the opportunity to make Informed choices to suit their needs. Vknen it comes to our community Wilberforce Trust and ils people always seek to make a difference, that includes going beyond the services we provide. We forge partnerships and relationships with other charities and providers by collective activities, community initiatives and signposting. As a small organisalion 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, recycling etc. We work with suppliers who can demonstrate their environmental values meet our own. Our green programme also saw the introduction this year of our raised beds projects introducing a gardening club for tenants to sow. grow and eat. The sensory garden with interesting areas, accessible pathways and sensory features, water fountains and tactile plants. and accessories is due to be opened in May lJune 2024. Tenants and all staff are excited to see the garden area being completed and complimenting the wild meadow gardens around the building. Thank you to all who generously donated to this addition to Wilberforce House. 13 Looki ahead As this is my last year as Chief Executive and so my last annual report, I would like to lake the opportunity to thank my management team and all our staff for their tremendous contribution to this, another year of impressive performance. The support to me over my tenure has been without question very humbling. They have all aided in the delivery of new homes, new services. wider reach and inclusion of all age groups to access support when they most need it. The realisation of the10 year strategy has for me been a highlight of my career. I should like to thank everyone that has made my journey and time with WilberfOr￿ Trust enjoyable and unforgettable. Together W￿ achiaved outstanding things, thank you. l am delighted that the Trust has appoinled Ellie Stead as the new CEO with outstanding talent and an enormous wealth of knowledge and experience. The Trust is in exceptionally safe hands for the future. I wish Ellie and The Trust well for the future. Philippa Crowther CEO 14 Pro ress on our Ob ectlves Customer Centrlc "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 iipon our services and the support we offer and reach as many people as we can". Throu hsu orted Inde endent livin housin su ort and care The care and contracting team alongside the housing and facilities management team have worked with a number of differing local authority areas to maximise capacity in our housing tenancies along with care packages. As of the end of March 2024 all the accommodation had full occupancy. Introducing and orientation for new clients was delivered by all the teams to provide a home and living space, making sure that people integrated with their new surroundings and neighbours. The café area has been a hub of social space, parties and activities for people living in Wilberforce House along with people from the public enjoying a new café in the area. The houses in Tadcaster and Huntington continued to welcome new tenants over Ihe year and new tenants soon made new friends and settled into their new home. The care and support team in supported living delivered over 171,000 hours of support and care. With their work with each individual tenant. the tenant's outcomes for the year show continued improvement to independence through the desire to shop locally, enjoying the routes they have learned to shops and bus slops. All the tenants have adapted to cooking for themselves with support in their own apartments and some regularly invite friends and families to join them. The cookery classes last year helped with confidence. The sow, grow, eat campaign this year and into next are giving a sense of pride that they are engaging in a ground to fork experience. Engagement with music and social activities 'on site, decreased this year as more people became more independent and ventured further to community engagement within York. Many chose very differing activities, and it proved very difficult this year to run weekly activities that people were free for on site. Each tenant has embraced some use of technology to support their needs and also enhancing their entertainment, through smart speakers and audio descriptive televisions and even using technology for closing blinds and lighting. Attendance at famlly forums are encouraged, however attendance this year has been small. We can see that families have spoken with care and facilities management much more on an individual direct basis. The forum agenda items continue to question an activity programme on site for tenants but as individual tenants, they are not choosing those activities over others offsite. Tenant forums have been very well attended and lots of ideas and topics have been explored and discussed. A BBQ and garden party has been a great suggestion for the simmer months in 2024. Is Feedback "The care Staff havo been so understanding of my rolatiVe'8 need8 ' "Itjust gets better, 8eolng th• rai80d bed8 and sensory gardon comlng along is lovely" The Club Wilber families have regular feedback sessions which has improved the types of actlvltles to include skills- based activities. (See club Wilber section) Facllltles Over the year we delivered new homes wlth 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 facillties department oontributed to all the quality and safety standards measures and matrix for the compliance committee to review. With all landlord responsibilities and licences in place. Our Tadcaster and Wighill properties all had extensive improvements both internally and externally. Tenants Forums are run on a quarterly basis with both the facilities management and care and SUPPOrt management to gain feedback. Feedback "Th• Facllltio$ department18 very good l Can get thlngs In my apartment dona very qulckly and efflcSontly" Through YORSENSORY (contracted statutory servlces) Including non-statutory servlces Operatlng within the Wilberforce Trust, Ihe Yorsensory Hub demonstration centre and team provide a supportive Servi￿ to anyone living with any degree of visual or hearing loss or both. As a team they use their training knowledge and experience to support people with sensory loss to live as independently as possible by providing: Cornprehensive advlce and infonnatlon that helps prevent. reduce or delay the need for on-going care and support. 16 Advice & Information EAR 7- 2023124 YEAR 6- 2022123 EAR S. 2021122 EAR 4 .2020121 2LX* Reglstratlon Commissioned by City of York Council the team inform and advice people on the benefits of registration and complete the registration process. On average 100 people each year are regislered severely sight impaired or partially sighted, Sensory Impalrment referral and assessments Contacts and assessment this yeai doubled from the prevlous year. The team supported more people and identified their daily needs, recognising risks or challenges as a result of their sensory loss. In addilion to the number of people who have been assessed, people have presented themselves to support clients in the assessment process. They have included family members, other CYC Involved WOTkers and other members of ihe team in training. Clients and those who accompanied them have received all the same Information, advice, sunposting, and support information which can be shared with their personal and professional contacts and ensure thai the information is followed up on to prevent further needs arising from the same difficulties in the future. Referrals were received from health services, hospital Services, family and friends. Our presence across York and Yorkshire continues. Rehabllltatlon Rehabililation service has been a mainstay of our organisation with qualified Rehabilitation Officers for over 25 years. The service includes Adults, Students and Children. Over 200 sessions of Rehabililation seNices were delivered to adults in York, We provided 10 children with fehabilitation sessions. Our Vision Rehabllitation Specialists continue to provide Mobility Training to children in York, aside from school holidays. 17 Working with higher education colleges the team have worked with a number of York based students. We are listed on the non-medical help services commissioned by Student Finance England, The team have supported students with mobilily training to learn Irips from home via bus routes, orientats.on around York train station, locating information boards, problem solving and familiarisation. The befriending scheme continues to grow and provide much need confidence to so many people. Outreach and slgnposting This service continues each month which aims to provide advice to a wider section of the population, raise awareness of the needs of people with sensory loss, the support available to them and to ensure it is accessible where they live or spend time. Sensory awareness training The growth in our training programme for local business including local private healthcare sector doubled. Our training reached hospitals in Scolland and 81ackpool. We supported local prisons with training for staff dealing with blind prisoners, we look forward to continuing this work with more companies and organisations. As a result of our support how riiuch m¢)￿ Confident re you mahaging at hDffte? Ilot •t all ¢Dnfident 13% Not Aniwered . Much mort A Little more Stlll the same A ilttl• moT¢ '.12% ': Not at Ill ¢onfldent 62 Not Answered "Feedback from clients. "I would have been gtumpèd without thes• servlces. Thank you" "I found the person who camo to do my assessmont so helpful . "W• called you, •v•n though we knew you were out of area because people we spok• to recommend8d you for how responsive and through you were. Thank you" 18 "Feedback from a student" "Working with a rehab speclalist has enabled me to feel conf5dent in a new city and on new campus. The independence I have galned and the 8kills I have been taught w511 stay wlth me as I face new challenge8." Examples of working with partners. Castle Howard & Club Wilber In November 2023, we were contacted by Castle Howard who were promoting their accessible events for the festive period. The programme included a schedule of British Sign Language interpreted activities, relaxed performances, and the introduction of Touch boxes in Iheir Christmas in Neverland exhibrtion. Our Rehabilitation Sensory Training Officer was supplied from Castle Howard with complimentary tickets for the BSL activities, Club Wilber for children with a visual impairment unfortunately, wouldn't have benefitted from the BSL tickets but they would be able to make use of the touch boxes. Castle Howard responded with the offer of supplying complimentary tickets for general admission to enable the Club Wilber children to experience the Neverland at Christmas Touch boxes and star In a feature for BBC Look North. The Club Wilber families said they loved the additional Christmas treat and work like this highlights the benefits that bringing the activities and sensory team together can bring to the organisation and its various services. Thank you to Castle Howard. York Clvlc Trust Back in April the team and the Trust were contacted in connection with the installation of a Blue Plaque to commemorate the life of Alfred Hollins, a blind pianist who attended the Wilberforce School for the Blind. It seemed only right to be involved with advising on the accessibility of this plaque. By nature, the wording they have is a limiting factor and York Civic Trust wanted to think about how they might develop a plaque that was accessible to all abilities. especially those with a visual impairment. They were also keen to ensure that this was not a one off and they take what they have learned into consideration for all future plaques. When the team at the Civic Trust were ready to identify a site and the phrasing for the plaque, we were invited to a Meeting to discuss our ideas. Our Rehab Officers attended a meeting in November, they met with representatives for the Civic Trust at King's Manor where the plaque will be situated. They gave advice on the location and its accessibility, the wording, and the use of accessible formats. We look forward to the plaque being revealed in April 2024 and workin9 closely with the Civic Tfust to ensure York's history is accessible to all who live there. 19 York Access Forum Since the end of 202312024 we have been supporting, alongside other organisations in the City, a York Access Forum. Although the group has been paused, we are still able to meet to consult on important issues, especially access. It remains a great opportunity to netrwork with other charities and clients with lived experience, however, it was mentioned that we don't want to over represent a certain characteristic, In November, we discussed and met with representatives from the York station Gateway project and the Square at the National Railway Museum to advise on ensure a¢cessibility is at the forefront of their thoughts. Whilst the representatives were receptive to the feedback and the disabled experience, they were both honest in admitting that first stage planning has been approved so there may be a limit as to what changes can be made. The teams promised to go away and discuss what can and can't be changed before stakeholders who needed to attend an additional meeting in 2024. During the Station gateway presentation, a lady attendee with a Visual Impairment requested a Rehab Officer be present as his influence over other projects in York was invaluable to the Vl community in the City. Without overcrowding the gateway meeting with Vl representatives, it will be arranged for a Vision Rehabilitation Specialist to be in attendance and pass fopward the views of the three of them, It remains important to the team to be present at this group to ensure the views of the clients are passed over and to keep abreast wilh the accessibility plans within the City, so we are able to potentially influence them before they are implemented. Throu h Club Wllber Fully funded through business sponsors, grant and foundalions. The Club currently has: 74 Visually Impaired Children 67 Families (some families have multiple visually impaired children) 50 siblings The aim of the club is to provide a supportive environment and an opportunity for families with visualty impaired children to get together, to enjoy activities and events together as a family and spend time with people that can share similar eXperIen￿S as well as gaining supportSve and advice for professionals engaged in the club. The year continued with many differing events. Some examples below as there were too many to mention them all. Th Pantomime. ouch Tour followe n Audio Described erf rm 22 Attendees., 7 families consisting of 7 Visually impaired children with 5 siblings. "Fun afternoon" "The panto was great." "Thanks for the experiences and opportunities" "A wonderful panto trip" The children loved it and also really appreciated the touch tour. We were all really impressed by the high slandard and quality of the production. We had some problems with the Touch Tour this year which the families commented on. We fed back a lot of honest critical feedback 10 the theatre as the team were keen to receive it to make improvements going forward. It hasn't put the families off. with 100D/o of them saying they would book on again. We have been offered more free and discounted tickets again from Iheir pay it forward scheme. 20 Sam's Safari 9 Families attended consisting of 9 visually impaired children with 4 siblings. A populaf activity that we have held in the past and was requested back. Held at Wilberforce House, room at full capacity. A one-houc session from Sam's Safaris, who brought in different animals. taught the children about them and gave them opportunity to stroke them. Afterwards we provided safari-themed refreshments. "Always an excellent activity a nice and relaxing activity suitable for various ages. "excellent" "The girls loved itlll Ukraine Visit We had 7 Ukraine students, and 7 teachers visit us. A school in Poland gave refuge to the group of visually impaired students from Kharkiv. Their week-long visit to Yorkshire was organised by the RNIB and Thomas Pocklington Trust with accomniodation and travel provided by Henshaws College. CILib Wilber were asked to provide them with a day of activity. Our day consisted of an introduction to Wilberforce House, making chocolate easter nests, packed lunches provided by our very own Westons café. Followed by a trip on the river with City Cruises, and a visit to the National Railway Museum including their interactive exhibit Wonderlab. We had I￿0 club Wilber families join us through the day and were joined by Louise Fairhurst from RNIB. "I hope you are well. It was great to meet you and Lucy. and I wanted to thank you both for your hospitality and making me and our guesls feel 50 welcome. Wishing you a lovely bank holiday weekend, Louise" RNIB "l just wanted to say the mosl enormous thank you for all that you did to make the Ukraine visit a success - they had the best day with youl" Andrea Glover RNIB March- Easter E Hun Our most well attended Club Wilber activity to date with 20 families consisting of 38 children in attendance. 20 of these children had a visual impairment. After the success last year of having it on our own grounds at Wilberforce House, we decided to go bigger and better this year, making it a full day activity 10.30-3pm, and utilising the space. Weston's cafe was open, and we provided activities in the rainbow room including biscuit decorating and easter cardl easter bag decorating as well as a face painter who offered some fantastic 3D designs with stick ons, ensurin9 It was inclusive as possible. We even purchased an easter bunny costume, that our trustee and Club Wilber sponsor Andy Knowles wore to entertain the families. We opened this activity to the public this year (not restricting it to Club Wilber only, but all children with a Vl). We advertised this much more this year, pushing it out to the QTVI'S. From this we got 4 new families book on, 3 of which so far have signed upl are in the process of signing up to Club Wilber. "What a lovely day, Thank you" "They had a fab time. Thank you so much" "It was a great day. The boys loved it. That face painter was amazing." "Thank you for a lovely Easter egg hunt. X and the girls loved it. 21 "{There was a) time when X was almost 3 and he attended a garden treasure hunt, where the children had to find pictures of animals to get a prize and he could not find any of them, At th's time we did not know he had a visual impairment, although in hindsight, we probably should have realised. l just remember feeling confused as to why he couldn't find any and sad that he couldn't join in as well. Even now, he would probably struggle to find eggs quickly so the idea of the eggs making a noise is greatl" Our Post on our piivate Club Wilber Family Facebook page got a lot of engagement with 27 comments of thanks and photo sharing. We also had many emails of thanks too. In partnership with CYC as a charilable give, the babies with Vl and parents have been meeting at Wilberforce House and having a sensory session in the Rainbow Room. Discussions for 2024 are to merge the babies and parents into Club Wilber and to expand activities for them as they grow to toddlers. The CYC and Wilberforce cookery club for young people continues with great culinary successes coming from the kitchen. We have safe guarding officers, a new objective for 2024 is to review safeguarding measures In our other departments (other than care) and reco9nise whal needs changing or adding in. In 2024 Club Wilber will repeat two exceptional activities we have done Most years In the past that have been requested again. These are Wild Things Forest School and Welwheels. For full information please source the Club Wilber impact report. vMw.wilberforcetrust.org.uk ualit "As we are a provider of Adult and Social care, our aim is to dellver the highest level of qu81ity support and care and safety. To so this we ensure our staff are trained at a high- 18vel including sight and hearing loss awareness and practical training. Our processes and proc8dures 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 8ffective provider, A provider where, customers. families and carers fe81 confident to receive seThices from Wilberforc8 Trust. Our Quality Assurance is designed within the CQC, CYC, NYC framework to support, planning delivery and monitoring along with continuous improvement of all support and care we provide. As a charity we put quality, safely, and our clients first in everything we do, and everything is m8asured and monitored against th8 following f8Ctors 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 an 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 syslem (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. We have systems in place to ensure privacy of documentation and computer data through our GDPR processes including policies for fundr8ising and finance. Health and Safety measures on all facilits-es 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. 22 During the Year the Compliance and Quality committee has Supported and advised on the reporting of safety measures and outcome reporting for all areas including facilities and buildings. Measured and monitored staff training in the areas of H&S and Compliance Reviewed quality and safety performance information with input from relevant governance meetings and considered matters arising from the quality reviews and other reports. Provided assurance regarding quality governance processes taking advice from the relevant compliance management. Fully reported to the Board of Trustees on the Quality and Safely for the organisation. Our Peo 'Our success is dependent on our poopl8'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 perfom7 for The Wilberforce Trust and its Gllstomers. We introdiiced 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 Gan achieve their own goals ai?d fulfil their own potential" Our focus for the year has been tsvo-fold to ensure we can create a supportive and caring working environment where we continue to develop the support mechanisms to ensure the wellbeing of our people both physically and their mental health and to address diversity across all areas, We continued to offer staff access to our in- house trained mental health first aiders and counselling services when needed. We increased our benefits to give the private healthcare scheme to all staff and extra holiday days for special days. 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. This year we have recruited staff through a visa sponsored scheme from an agency increasing our diversity and ethnicity groups across our support workers. We ensure 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 crssis an uncertain economic outlook, we did as in the previous year and reviewed all our 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 continue for the foreseeable fvture. Our staff have equity and diversity and inclusion training to create an inclusive culture across the Wilberforce Trust. Our HR team offer 'safe spaces, for people lo discuss issues related to their personal characteristics or background. and to find SLJPPOrt. All our terminology and documentation is reviewed 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. 23 'Feedback from staff, "The organlsatlon as a whole has a lot of respect whlch 18 refreshlng. "I feel supported in my rolg ' Volunteers Our volunteers form part of our 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 Sustalnablllt "A challenging year across Adult and Social care. As 8 charity all our income is invest8d back into delivering our pU￿oSe so we can help more people to achieve their goals and ambitions with a visual or hearing impainnent. We look at ways to expand our ability to reach those who aro in need and those in need of more than the statutory services can deliver. All seNiGes scrutinised for a financial return or break even. We have a clear mad map on Gashflow and Se￿iCIng of our debt through oiir banks. Through tight controls operational cash flowwas positive with good investment return. Major funders remain as City of York Councll, North Yorkshire Council, Housing Benefit Agency, Continuing Healthcare. Negotialed rates for care, support and rents remain high on the agenda each yeaf. Our concentration operationally has been to manage voids and agency spend. Each year we look to enhance revenues through other ser￿ice5 from the other departments. Return on investment in fundraislng 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. Fundraisln 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. Envlronmental Sustalnabllit "The Wilberforce trust tak8s environmental sustainability S8ri0tisly from carbon emissions, global warming, landfill and climate Ghange. We beli8V8 that there a￿ things that we can do to ensu￿ 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. 24 To date. Utilities- Solar panels have been fitted to our new build. Carbon emissions - We encourage care sharing, bike and walk to work and have electric charging poinls on Wilberforce house sight. Waste management- An improved recycling store. Site maintenance improvements Engagement with suppliers with green policies As with all issues including environmental ones, V￿ encourage our people to put forward their ideas and comments on where we could improve. Malntalning 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 thal engages all people internal and external through its reliable authentic media channels. Philippa Crowther CEO 25 Rlsk Mana ement RISK 1. feguardlng and regulatory and compllance sks Primary Mitigations Established processes and controls reporting. Safe9uarding Lead for adults (Head of Compliance, Governance and Quality, plus Yorsensory Business Managei) and Safeguarding Children Lead (Head of Compliance, Governance and Quality) trained and implemented. Providing oversight and reporting in the Executs've Leadership Team. Regular reports'ng to the Executive team and Board of Trustees through the Compliance Committee isk of any weakness in our compliance areas ncluding in relation to safeguarding, CQC and ny regulatory body standards and guidelines. using significant impact to the organisation on ny regulatory issue. 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. 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 Iraining for all the staff to be able to support Servi￿ 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 complian￿ is trained Mental Capacity and Best Interest Assessor and advises Care Team when re uired. 26 Risk 2. Financial Risk PrimaTy Mitigation Reserves olic Regular review of the Reserve Policy, minimum of reseNes kept .liquid funds,Budget audited by the external source Service rovision-. Regular reviews of individual customers and quarterly review￿ 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. Imiistleblowing policy review annually. Compliance and Compliments Policy reviewed annually Tenants not having access to personal moniesl or having insufficient funds to pay utilities= Tenants money under the care of COP and monthly budget planned for each tenant accordingly. Monthly finance audit completed by Management Loss of Capital Value in Investments.. Quarterly monitoring by F& P Committee. Trustees are reviewing the overall risk strategy for Trust investment. Funds split be￿een two found sources. Regular monitoring of each fund Contracting from Councils.. Support provided as per contracted hours is clearly documented. Annual contract reviews with Local Authorities. Exec negotiate the hourly rates for the individuals with the Contract Manager negotiating packages of care suitable for tenants needs. Borrowin Annual review of asset held and the maintenance of. Regular cash flow forecast reviewed at Board Meeting quarterly. Maintain good relationship with potential lenders. anisational Bud et-Regular review of the Organisational Budget .Planning big expenditures ahead and implement them into the Budget. In place.. All department having cost ￿ntre with annual bud et to mana e ,This also 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. Investment portfolio review for best return for strategic direction. Insurance - £ value of liabilities for organisation. Trustees and professionals, 27 assign them the responsibilrty of planning ahead big purchases and maintain the records of each transaction completed for the audit purpose. Careful planning of the annual budget for the organisation Procedures are in place to review and action budgevcash flow variances. Budget ￿VIeW quarterly with the Board Inade uate C h Flow Sensitivity ( or timing 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 regularty 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 ring- fenced. Annual audit reviews all funds raised in order to classify whether these are restricted or designated funding and accounts for them accordingly Not com etitive Pricin Polic In place .' Comparable with other Providers Monitoring of funder satisfaction. Lack of fundslli uidit In place .' Monthly management account Cash forecast Short-term business plan Investmenl policy. Professional investment advice Imanagement. 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 advicelmanagement, Cash forecast, diversity ,prudence and liquidity criteria reviewed annually Fraudulent us of tenant's bank accounu 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 annuall 28 All support staff must complete Compelencies in the area of managing tenants, money prior to be able to support them with finances. Loss or dama e Theft 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 Review of insurance liabilities and values to fully cover organisation, Trustees and professionals. Risk 3 Our People Rlsk Primary Mitigation 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. Rlsk of Inadequate support worker resources and capabllltles for our care and support servlces. Risk of cultural inadequacles The Executive along wrth the Board of Trustees monitor the key HR metrics. Ongoing embedding and implementing Accessibility, Diversily 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 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. Primary Mitigation Our plans for 2024-25 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 29 FINANCIAL REPORT 2023-2024 The Trust conts'nued with ils 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 £5.055m <2023.. £4.844m). yielding a surplus on operations of £212k (2023: loss of £70k) wrth investment income contributing £186k (2023.. £159K>, £423k was added to reserves (2023: £537k) before recognition of gainsllosses in financial investments. Operating costs, including funding activities, were £4.632m (2023: £3.892m) When revalued for reporting purposes, our investment portfolio showed, in line with global stook market changes, an unrealised gain of £208k (2023: a loss of £144k). Cashflow was On￿ again positive at £372k from operations supported by financial investment returns of £186k. The bank loan brought for¥vard from last year was paid off in full in DeGember 2023. Messa e 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 disabilitles to access the Se￿iceS they need lo lead independent fulfilled lives. The Trustees would like to place on record our gratitude to our CEO Phlllppa Crowther who retires in August 2024 for the contribution, dedication and the outstanding performance during her 11 year tenure and we wish her well in her retirement. We are delighted to be welcoming our new Chief Executive Officer Ellie Stead and look forward to working with her in the coming years. We thank the executive team, all our st8ff, and our volunteers throughout this year. SIGNED ON BEHALF OF THE TRUSTEE BOARD ON 26 NOVEMBER 2024 Colln Asplnall I 30 HPH Chartered Accountants INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF THE WIL8ERFORCE TRUST OPINION We have audited the financial statements of The Wilberforce Trust Ilhe '¢haritsble company.) for the yeai ended 31 March 2024. which compnse the Slalemenl of Financial Aclivitses and Income and Expenditure Account, the Balance Sheet, the Cash Flow Statement and the ielated notes. including significant accounb'ng policies. The financial reportin9 framework that has been applied In theif preparation Is applicable law and United Kingdom Ac¢ounling Standards, includin9 Finanoal Reporting Standard 102 The Financial Reporting Standard appli¢able in the UK and Republic of Ireland, (United Kingdom Generally Accepted Accountsng Pfacticel. In our opnion the financial statements. give a truè and fair wew of the state of the charitable company's affalfs as at 31 March 2024 and of the charitable company"s Incoming resourcès and appllcation of resources for the year then ended-, have been properly prepared In accordants with Unlted Kingdom Generally Accepted Accounting Practsce, and have been prepared in accordance with the Tequirem8nls ol the Companies Act 2006. BASIS OF OPINION We conducted our audit in accordance with Inlernalional Slandard8 on Auditing IUKI {ISAs {UKII and applicable law. Our responsibilities under those $landard$ are further described in the Auditorfs re5ponsiknlilies for the audit ol the financial $latemenls section ofour report. W8 are independent of the charitable company In accordance with the ethical requir8m8nts that are relevant lo our audit ol the financial slalemen15 in the United Kingdom, including the Financial Reporting Council's Ethical Standard. and we have lulfilled our other ethical re5ponsibililies in accordance with Ihese requiremenlg. We believe that the audit evidence we have obtained is sufficient and appropriat8 lo provide a basis foi our opinion. CONCLUSIONS RELATING TO GOING CONCERN In auditing the financial statements. we have concluded that the Iruslees'ldirectorfs vse of the going concern basis of accounting in the prepai8lion ol Ihe financial slalemenls Is Bppropriale. 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 srgnilicant doubl on the charrtable company's ability lo Continue as a going concern for a p8nod of al least twelve months from when the financial statements are aulhorised lor issue Our responsibilities and the responsibilities of the directors with respect to going concern are descnbed In the relevant seclions ol this r8POrt. OTHER INFORMATION The Irusteesldireclors are responsible lor the other Inlormation contained within the annual report. The other Information comprises the information Included in the Annual Report. other than the fi.nancial statements and our Auditor's report thereon. Our opinion on the finantsal statements does not cover the other Informatson and. except to the extent otherwise explicitly stated In our report. we do not express any form ol assurance conclusion Ihereon Our responsibility Is lo read the othe( informabon and, In doing so, consider whether the olher Inlomialion Is rnalerially Inconsistent with tha financial slal8m8nls or our kno￿edge obtained In the audil or Othery￿Se appears to be malerialty misslaled If we Identify such ma18rial Inconsistencies or apparenl material misstalemenls. we are requiied lo determine whelher this gives rise lo a malenal misslalement In the financial 51alements themselves 11. based on the work we have performed we concludè that thère Is a matarial misslatemenl of this other Inlormatson. we are requifed to report that fact We have nothing lo report In this regard 31 HPH Chartered Accountants INDEPENDENT AUDITOR'8 REPORTTO THE MEMBERS OF THE WILBERFORCE TRUST OPINION ON OTHER MATTERS PRESCRIBED BY THE COMPANIES ACT 2006 In our opinion. based on Ihe work undertaken in the course of the audit the information gwen In the Trustees. report, which indudes the direclors report, prepared for the purposes of Company law, for Ihe financial year for which Ihe financial statements are prepared is consistent wilh the financial slalemenls, and the directors report induded within the trustees. report have been Prepared in accordance with applicable18gal requirements. MATTERS ON WHICH WE ARE REQUIRED TO REPORT 8Y EXCEPTION In the light of the knowledge and understanding ol the charitable company and its environment oblained in Ihe course ol Ihe audit. we have not identified material misstatements in the directors. report Included within the trustees, ieport. We have nothing lo report in fespect ol the following matters in relation lo wh￿h the Companies Act 2006 requires us to port lo you If. In our opinion. adequate accounting records have not been kept., or the financial slatements are not in agreement with th8 accounting recL)rds and returns; or certain disclosurès of directors, remuneration specified by law are not made. or we have not received all the information and explanations require for our audit. Ihe trustees were not entitled lo prepare Ihe finan¢ial statements In accordance with the small Companies regime and take advantage of the $mo11 companies exemption In preparing the trustees, report. RESPONSIBILITIES OF DIRECTORS A$ explained more fully in the Irust8es' responsibilities statement on page 7 the trustees (who are also the directors of the charitable company for th8 purposes of company lawl are responsible for the preparation ol the financial statements and for being satisfied that they give a true and fair view, and lor such Internal control as the Iruslees determine Is necessary to enable the preparaknon of financial slalemenls thal are free from material misstatement. whether due to fraud or error. In preparing the financial statemenls. the trustees are responsible for assessing the charitable company's ability to continue as a g￿n9 concern, disclosing, as applicable. matters relaled to going concern and using the going concern basis cf accounting unless the trustees either intend to liquidate the charitable company or to cease operations. or have no realistic alternative bul lo dD 50. AUDITOR'S RESPONSIBILITIES FOR THE AUDIT OF THE FINANCIAL STATEMENTS Our obiectwes are to obtain reasonable assurance aboutwhelher the financial statements as a whole are free from mal&rial misslatemenl whether due to fraud or error. and to issue an Audilorfs report that indudes our opinion. Reasonable assurance is a high level of assurance bul is not a guarantee that an audit conducted in accordance with ISAS (UK) will always detect a material misststemenl when it exists. Misstalemenls ¢an arise from ffaud or error and are considered material if individually or in the 399regate. they could reasonably be expected lo influence the economic decisions of users taken on the basis of these financial statèments. Irregularities including traud, are instsnces of nonrycompliance with laws and fegulations. We design procedures in line wth our responsibilitses, outlined above. lo detect rnalerial misslalements in respect of irregularities, including fraud. The extent to which our procedures are cap8ble of delecting iriegularilies, including fraud Is detailed below.. We obtained an understandin9 of the legal and regulatory frameworks within which the company operates focusing on those laws and r8gulations that have a direcl effect on the determination of rnalerial amounts and disdosures In the financial statements. The laws and regulations we considered in this context were the Companies Act 2006 togelher wlh the Charilies SORP {FRS1021. We assessed the required ¢ompliance with these laws and regulatsons as part of our audit procedures on th8 related finan¢ial statement items. 32 HPH Chartered Accountants INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF THE WILBERFORCE TRUST In addrtion. we conshdered provisions of other laws and regulations that do not have a direct effect on Ihe finanual statements but compliarKe with which fftighl be fundamental to the charrtable company's at41ity to operate or to avoid a material penalty The laws aThJ regulats'ons we Cons￿ered In this coniext were Care Qualty Commission. Heallh and Safety legislal¢on, Employment legislabon, Charty COMM￿$10￿ regulalions and General Data PrOte￿lOn Regulation {GDPR). Audth"n9 Standards limit the req￿red audit procedures lo Identify non Net ¢••h uied In Ilnanclng actlvlll 13.000,0001 11,150,000> Change In cash and cash qqulval•nt• In th• rnportlng p•rfod 1128,1261 39.19S C••h •nd ¢•$h •qulv•l•nts •t th• boolnnlng ol lh• rgportlng p9rlod 913,499 874.304 C•$h •nd ¢••h equlv•l*nt• al the ond ol lh• r•portlng p•rlod 785.373 913,499 Charity law reqL*res separate admiNslrabon of Ihe cashflows of endtrwed and ollw r•strielod funds ol ih& Charity Thla Lxjnstroinl ha$ nol adver%ly affected c4shflows as stated Ol￿e. The notes on pw$ 3710 50 form p8rtolihese ffft•nual s18twn•nls THE MLBERFORCE TRUST NOTES TO THE FINANCIAL 8T ATEMENTS FOR THE YEAR ENDED 31 MARCH 2024 ACCOUNTING POLICIES L•gal •niiry The Wilberforce Tf1151 is règulatèd by thè Charity Comrnission110870651, limited by 9uar8nl80 and Is re9isl•fed in England and Wales The addr8S5 01 th8 reg151•red orrK• and piincipal lace of busines8 is Wilt*rforce Pbuse, The Grove. Yoth. Y024 IAN Baal• of proparatbon Th* fina￿la1 $18iemtrni8 been pr•pafod In accordorth wlh Ihe Sta￿￿ent ol Rec(Nnmended Practice: Accountin9 and Reporliry by Chari¢ièS prepariry Ih01r a¢¢ourt￿ sn ¥¢¢tydan¢* the Financial Reporting Sthndard appllcatts In the UK and Repu￿ ol Ireland IFRS 1021 issued in OGiober Z019 and lh• Financial R•ptsrting Standaid applicable in the United Kingdom Rèpublic of Ir•l8Trg IFRS 102) and lh• Comp•ni0g Acl 2006 and UK Gonorally Accepled Practic? as il applle$ from 1 January 2019. Th& TIu8t em8blut88 a publ¢ beftefrt enity a$ deflne(J by FRS 102 The 8ccounts are presenied In UK S¢erkng pound$ (£1 Golng Concorn Tho Tru81ts5 havè pr6parad firtJn¢ial orojt¢ith3, t8kirvJ iftlo Con￿Or0￿0n Iho ¢urieni economlc ellmala aThJ its potenilal Impaci on the $ource8 ol In¢omo and pl8nne4 expondi¢ura They have a r•8sonable expectation Ihat ale9￿16 flrwnclal resoiirces aro available lo enable Ihe ¢h8rsly 10 ¢0rt14nuo in owr•iion91 exi$1gn¢& lor ihe for¥s0￿ble luiur8. ond have •dequal8 contsngerKy plans In tha •v•nt that Incomè slreams •f• r8du¢gd. Consoqu•nVy Ihg finan¢lal $lalom?nls hasv been prepared on the basi$ ihal th• charity is a golng concern Incom• r•¢ognltlon Incom& from St￿¢8 agr*ernontS IS r•wniBed when Ihe Charitable Company ha5 enliuernenl lo th? lund¥, #ny pgrformgrKe ¢Orf1￿)n5 4iia¢htiJ 10 ihtr iiems ol Income ho￿ been mel, 1115 probable Ihal lh• incorng will b• received and amount can b* m•asur•d re&ably Vtyunlary Income dtsn•tions iA¢luding l¢ga¢os ar• in¢lud&d In th¢omiNJ r8sourc•s whtn Ih•y ar r•¢eivablo, except when don¢r8 spetsly thai Ih•y musi be used In lulur& acCo￿lsn9 Per￿dS or donors condillons have not be8n fulfilled. Ih8n the Income 18 dolèrred The Irtome from lundrai*ng veniure$ 1$ shown gr¢ss wih Ihe gSSQCi81od ¢o$i$ InclLxled ￿ lundraisiNJ c0515 The value ol sefK85 prowded by vokmleers 18 not Incorporai811 th• •¢courtl$ Govgrnment grants The goYgmm8n¢ ha$ m•d• Coroft•vifU$ Job Rol•n￿n Sch￿0 availabla lo th• chafily whkh has b8•n rncognig•d as Incom• ujlng th• accrual model, Grant ircome 18 Rcogni8ed %then Iho ￿nditIOnS for re¢¢ipI hgvt bo*n m•1 gr¥J Ih¥r• 1$ r98sonabla a$guranc• Ihai gr9nl wlll be rec•ved It is Ihen recogn158d In Income on a sy5temaiic basls over iho ￿riodS In Ihè ènlily reeo9ni$èS the rola1￿ eosls lor which th• 9rani is Inlendèd lo comp•nsat•, •xc•pl W￿r• the granl Is comp•o8alion loi •xperbS8S or loss83 8lr•ady wkurrod w lor Ihe puryJ$è r)194ving Immadiaie fina￿la1 suppjrt lo the enlily wth no fulure ￿lated costs In wh*h ¢a$e sl 1$ ro¢ogTh$¥d 0$ In¢(Nno In ts period in whlchll becornes receivable Expendltilffr and Irroco￿Iabl• VAT R?yoUrC￿ gxpgnded arg br￿luded in Slalern?nl ol FlnarKwl Actlw1￿8 on an accruals ba$iS. In¢lu81¥0 of gny VAT vdhl¢h annot be recovered All cost3 hav6 been dii•¢iiy 8llribut•d ID on& ¢1 th• lun¢iional ¢ai8gori8s ol r•s•rv•s •xp•ndad In th• Siaiemeni ¢1 Financ￿1 A¢iivitr*$. Support co8tB are Ihctse incurreLI dire¢¢ty sn support ¢1 the obje¢i$ ol the Chgriiablg Comp8ny Governance costs are Ihose aSS￿laled w¢th con5titubonal and slatuiory requirèmènis Fundralslng costs Fvndrai$ir¢ oxp*ndilurg ¢ompriso$ ¢og1$ Incurr￿ in inducing pgoplfj a¢ThJ organisaiions ￿ coninbute financlaty lo the Chahiablé CompanYs work This includes Ihè ¢osi of adv8rtiSLng lor d￿8110￿8 and the sla9itYJ of speclal lundroisiw events Opor•tlng1¢8$0$ Renla15 aPFA￿abb8 to opèralirrfj lease5 3r• chargèd 10 Stalem•nl of Finartial Aclivili•s ovèr ihe porth they arè Incurred Pon$lon ¢o$t¥ The Chanlable Company operates a defined coninbution pellsic￿ 5ch8me and lh• charge In accounts for ponspjn costs r¢pr&$*nt$ the ¥¢iu•l $mount of ¢oninNIKJns made by the *mF*)yer lo the pension scheme 37 THE WIL8ERFORCE TRUST NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024 ACCOUNTING POLICIES Icontlnu•dl Flxod As#•ts D8preciatKJn Is provlded on all langibte fixed assets at r41•s cakulated to wrfte off cosurevaluatbn on a $trxight Ilna basls ovor expecled u5elul economi¢ li￿5 os lollows.. Freehold propèrty Fumilure, equipment etc. IT equipment 2% slraHJhl tln& bgsis 20% strakjhl li￿ ba￿3 25% strawhl linè basis AJI &xpen(Ji¢urè cffj all ty¢és ol fixeA assets ol18ss than £2,500 1510 ￿ written oll in year ol wrch¥se. Invo•tmont8 *nd Inv•$trnenl property Invè$thenls and tnveslmgnl propety are staled al markot V8kM 81 balanc¢ she81 dale. Th8 sthiem8ni of Fin8n¢i¥l Ac￿'V1￿.es InGlud•s lh• n81 and108ses an%n9 ￿ revalua￿.0n8 and dl$p¢sal$ throughoul lh• y•8f. Fund aecountlng Funds by Ih? Chpnlable Company aro •ilh*r'. • Unr•$trl¢t•d 9on•r•l lund¥ . Ihese arg lun¢J$ wh¢h ¢ort h used In accordanc• with tha ¢hari18bl& objecls bl tho diicr8tson ol ihe Dlr8cl0rs￿Wj1è8s Unfe•trl¢t•d deslgnal•d fundj . t￿$6 arè funds earmarked by the Dir#clorS￿rust$es for particular purposès. • Ro8trlct•d lund• these )re lundy which can only ￿ v8ed lor parlicular r￿tri¢lad purposes Ihe oble¢l8 ¢f Ihe Charii•ble Cornpany. RoslrKlw$ •Ths• when specified by lh• denor or wh•n lund8 aro raised lor p•rtKular re5trKl•d pur￿0¥ P•rfflan•nt •ndowm•nt fundi . th•s• funds r•pf•s•nl itrKJ80 è88e16 which must bfr helj pemianenlty by Thp Wllb•rforc• Hcme lor th8 Blbnd ¢harily Furth•r •xplanat￿ ol thè nalure and purpose of each luTrJ ij ir%lvdgd Fn the Nole5 lo th• Financial Sial•m•nls. Stts¢k Slotk bo J1818d ai the lower ol¢MI 8nd nei r$8li88ble v*ue. D•btor8 Trade and other d•btOfS arè rècogni58d al the gettl•m•nl 8mDunl du• aft•r any Irado diacount offoffjd. Prepayments aro vatsJgd al Iho omounl Pfepald nei ol any Iradts discounls due. ea8h al bank and In hand Cash at bank and ¢gsh in includes cash and short ifrm) h'ghly li9￿￿ Invwlmgnts wth a B￿rt malunly of thr•• mtsnih ol l•ss Irom Iht daits ol acq￿GI11)n or openlng ol the of s￿1141 accothit Cr•dltorg and provlslons Creditors and provi$ion$ 8ro recognisèd lh8 chanty has a present ot4igatN)n resulling from ¥ pa51 evenl Ihai will probably r8suli in a Iransler ol funds to a third party th• amounl due to selve the oWigaiKsn can bè m8asur8d or Flnanclal Inatrum•nts The Trusi ¢nly has finartial 8ss•is and financial hgblili•s or a kuKI that qualily as ￿$1¢ fiN8nual inslrumen￿. 6asK financial Instruments are initially recognlsed al tran$8¢tson v#lu8 and subseqygniiy mtrasured at thfjlr s•lllem8nl valu? with the 0xcopi￿n ol bank IDans wlwch ar& subsegu¢niiy measurod al amortisèd cosi usSThJ ltrw effective interesi m6ihod. DONATIONSAND LEGACIES 2024 2023 Donats'or Club Wilber Le98el¢s 11.034 5.312 45,863 24,414 15,366 473 £ 62,209 £ 40,253 THE VIILBERFORCE TRUST NOTES TO THE FINANCIAL STATÉMENTS FOR THE YEAR ENOED 31 MARCH 2024 2024 2023 CHARITABLE ACTIVITIES Accommoda1￿n c8re & sUPPOrt 58rvicas R*hab￿litatI0ft serv￿•5 4.696.190 126 3.728,sas 25,076 £ 4,696.318 £ 3.753.861 2024 2023 4. OTHER TRAOING ACTIVITIES Granls & trusts Ircory Olh8r fundraising ev￿1$ Loca* g,ving inwrne Cgfe IncLJme 53,639 20 1,764 29.995 18.769 8.483 £ 85.418 27,661 2024 2023 5. hYVESTMENTS DIv￿8ndS inve8tmfrnis Usied on a r•co9nis•d stock exchang• Bank & olhtr ini&re$i Rent reG•iv¢d Invogimonl properly 163,558 12,417 10,219 144,385 1,339 13,298 E 186,194 £ 1S9.002 2024 2023 OTHER INCOME G8in on disposal ol fixod a$•rf• £ 25,000 £ 448,264 ANAL YSIS OF TOTAL EXPENOITURE Siaff ¢o•t$ Pfomls ¢osts D•pr•clallon Other 2024 2023 Raisln Fundraising costs Investment managèmoni c051S 25,917 34.480 25,917 34 480 12,458 39.205 Accomnw)dalion, car¢ & support servKes fteN3bilitslion *rvi¢•$ Gfvernanc8 cosis aLvJitofs r6muneraiioN 2.755.651 223.807 199.161 1.382.531 4,561.150 3.829.079 1,489 3.7S2 5,241 3,681 5.510 5.510 7,740 £2755851 £ 223,807 £ 200 650 £ 1 452,190 £ 4 632.298 £ 3.892.163 Indud&J In the amrAJnig shwn above ac8 costs totalling £945 08012023 £722.5091 9$ $huwn ￿ Noie 8 2024 2023 Includod in olher costs a￿.. Agency costs £471 136 t 303,774 THEWILBERFORCE TRUST NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024 8. SUPPORT COSTS Office cosls Man8g•menl O•pr•¢lJllon 2024 2023 A¢¢omm¢dati¢n, Care & support s6rvk08 Rehabilltation s•Nices 631.75D 275,893 3.752 32,196 1,489 939.839 5.241 718,828 3.681 £ 631 750 £ 279.645 E 33.685 £ 94S.080 £ 722 509 Support costs have been allo¢al•d 10 •¢li￿lY CO￿ Galegorlea on a basls con$i$1ont lh8 U89 ol resourc88. 9. STAFF COSTS 2024 2023 Wa9e$ and $alar*s Social security ¢0618 Pension costs 2,417.961 242.384 95.3(k8 2,238.368 197.429 77,728 £ 2,755.651 £2513525 No rgmunerallon w txp¢n8es hawa beèn paid to any DIroclw￿rUSl￿. The number of 8fflployeo$ d￿n9 th& year, whose gross pay and bengfit$1gxdu¢Jin9 9rn*oy•r yn$i¢n ¢ontrlbutions and awards lo inveniorsl lell within tho 1ollowin9 b•nd$, was.. 2024 No. 2023 No. £60,001 . £70.000 £80.001 - £90,000 Th• key man8gemenl perBOM•I ol Ihe Tru$l, ¢ompri$* Twuslee¥. Ihe Ghl•f Ex•cutiv• Offic•r and ihé Flnan¢• Dwe¢ior The total empbyee tenefilg ol I￿ key manag8mnt personnol ol Ihe Trust w•r• E199.16812023 £190,911) Th• aver898 rrrf>nlNy h88tl couni was 130 $iaft 12023 125) and the averago monihly number of I￿1.11￿9 equlvolent eMp￿￿eS (including ¢a$Ltal ¥TrJ part-limt 8thffl during Ihe year wer¢ 9$ lolbw$'. 2024 No, 2023 No. Accommodalbn, cgr*, supp)ri #nd ￿habilitatIOn service# Admini8lralion 83 16 69 18 99 87 THE V4llL8ERFORCE TRUST NOTESTO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024 10. TANGBLE FIXED ASSETS Assot8 In th• cours• of constructlon Frt$hold property Motor v•hlclè• IT •gulpm•nt Totsl Cost or voluatw At 1 Aprd 2023 AdLJits'ons In ytraf D5sposals in year RKlJ$51fKal￿n 1,692 100 32.164 8,816,865 57.102 64 339 10.630,4( 32,164 157,1021 157.1021 8 816,865 18.616.865) At 31 March 2024 10541.129 64.339 10.605,468 Depreciol￿n Al 1 Aprfl 2023 Charge lor Olsposals In year 745.437 2CQ.650 57,102 866,878 200,650 {57,1021 {57.1021 Al 31 Mgr¢h 2024 946,087 64,339 1,010,428 Ng1 Al 31 M•rch 2024 £9595042 £9595042 Al 31 M8r¢h 2023 £ 946 663 £ 8 816,865 £9783526 2024 2023 Unro8lrlcled- d•8lgnat•d Endowod 5.966,044 3.828,998 3.110.863 8,652.665 £ 9.S93,042 £ 9 763.528 The freehold property (excluding Wilberfor¢o Hoy$g1 r&valued at 31 March 2018 by J L 8urloy tsf 8ri99$ 8urf•y Chartered Surveyor5 ￿ the b3515 ol opèn markèt Val￿ at £1.065.000 11 lle IraalTrJld propefliès had wt been Included •1 v•lwlion Ihey wo￿￿ have been Inclyded under ihg hisloriGal c¢$1 convtrniion a$ loJk*ws'. 2024 2023 Cosi Accumubitrd d•prt¢i9tion 10 W2,098 11.662 0281 9,969.934 11,461,378? Net t4Jok value £ 8.340 070 E 8,S08.SS6 11. AUDITOR% REMUNERATION 2024 2023 Audit of the financial slai*mgnl¥ Other foes to audltor All oil*r non-8LKlil s&Trle•s 4.CQO 4.0 2,930 2,930 £6930 E 6.930 THE WILBERFORCE TRUST NOTES TO TPIE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024 12. INVESTMENTS 2024 2023 Mathet vahA at 1 April 2023 Additions El"sposals Nel gaing 7,864.519 1,594.987 14, 144,3081 208,461 8,047,760 2,153.164 12,192,558) 1143.8471 Mathet value •1 31 Mar¢h 2024 £ 5,523,659 £ 7.864.519 3024 2023 Unr•8trlciod Endow•d 3,017,578 2,506.081 5,350.793 2,513.726 £ 5,523,659 E7 864.519 2024 2023 The Iw5torlcal cost ol the •bove invutmonli •rrwl8 to., £ 5,072,369 £ 7,S77.573 List•d Inv•stm•nls Within Ihe UK Outsid• lh• UK 1,024,696 4.498.963 3,633.408 4,231.111 £S523659 £ 7 864.S19 Inv0￿MOnt$ ar• hald prtmarity io provido an invostrnent relum for Ihg Cha￿10b11 Com￿nY 13. OEBTORS 2024 2023 Tiade dgbiors Prepgymènt$ A¢¢wgd income 18,614 9,619 59.245 35,957 4.188 38.981 £ 87,478 £79,126 2024 2023 Unr•51rlcled £ 87,478 £79.126 THE WIL8ERFORCE TRUST NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024 14. CASH AND CASH EQUIVALENTS 2024 2023 C¥8h In hand Ctsrrenl acco￿1 Savings acco¢Jnl 821 5,000 779.SS2 981 5.OCM) 907.818 £ 785,373 E 913,499 2024 2023 Unf•strlct•d Rost¥lct•d Endow•d 731,681 S3,692 972,784 26,851 185,936 £ 78S.373 £ 913,499 15, CREDITORS., 8mouni• lalllng dl wlthln on& y•or 2024 2023 Tr8d8 rJ•dilors Othec crodJtor5 TaXal￿)rt and $¢¢ial se¢urily co$1$ Accwals and deferrtd In¢ome Pen$on delicll funding agreomenl 79.71S 2,712 S9.640 147,615 505 86,974 21,853 45,S96 397,240 566 £ 290,187 £ 552,229 2024 2023 Unr•8trlctod Unf•Strlctgd d•sSgnated 290,187 323.623 228,606 £ 290,187 £ $52,229 D•forr•d Incom• 88lan¢e broughi I0￿0rd Amounl ielgasod In Ihg ysar Amouni d•l•rrnd in th• y•8r 98.882 198,8821 91,377 102.737 1102,7371 98.882 91.377 98.882 The ChaDtabl? Company wa9 holdiNJ Funds received In adVa￿e ol ihg provision of eoniraeiad sèrvic•s, VA)￿￿ w41 be lully f•l#as•d in lh• lollcwing financial yEar 16. CREDITORS.. ¥mouniJ lalling du• aftor ono year Bank lsee ng1¢ 171 Pension defi¢ii lynding agreement 2024 2023 3.000,000 515 £2.000,515 2024 2023 Unr¢$trlct 3.000,515 THE WILBERFORCE TRUST NOTE8 TQ THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024 17. LOANS AND 80RROWINGS 2024 2023 Non-¢urrent loans and borrowlngs Other borrowlngs £ 3,000.000 other borrowlngs Other boriowings is denominated in £ with a nominal intere81 rale of the bank's Ftxed Refinancing Rai8 currenl from lime lo lime plus and inleresl rale marging of 1.10°A, and the ban facility is avai18ble until further notice by the bank. The carrying amount al y8ar end is £nil12023- £3,000.000}. The kjan was secured againsl assèts held within an invesimenl portfolio. The loans arn a ¢redil facility held with an inv8slm8nl m8nager. 18. OESIGNATED FUNDS 8•l•n¢g at 1 Aprll 2023 Incomlng Ro8our¢es resources •xp•nd•d 31 March 2024 Trangfèrs Welfare Fund Pension Resthvè Low Vision SeThice Flxed Assets 9.800 20.000 25.000 4,666.865 9.800 20,0 25,000 5,966,044 1176,9831 1,476.162 £ 4,721.665 {£ 176.9831 £ 1,476.162 £ 6,020,844 8alan¢e at 1 Aprfl 2022 Balan￿ at 31 March 2023 Incoming Rè$our¢g1 r•sourc•$ •xp•nd•d TrJnsferJ Wellare Fund Pension ReseNe Low Vision SeNice Fixed Assets 9,800 20,000 25,000 3.802.184 9.800 20,0 25.0 4,666.865 (11,5811 876.262 £ 3,856.984 1£ 11,5811 £ 87e,2e2 £ 4,721.665 Welfare Fund To ensure thai any hardship application8 lo continue to live in a lenanled house of The Wilberforce frusl can be funded where necessary lo ensure that The Wilberforce clienls ¢an integrate in aclivilres and live a5 independent lives as wssible with equal opportunity, Pon$lon R08er With new legi￿allOn. the Trust has identified Ihal the pension provislon needs a penslon reseNe, Low Vision S6r¥ieo To ensure that the Trust can have facilities and equipmenl lo deliver where approprlate and necessary community NHS Ophthalmology Low Vision servi￿9. Flxed Assets Represents nèl book value of new t￿Ilding less loan value and excludes property held as pernianenl endowment Transfers relate lo the repayment of k)8ns and additions which are noi part of Endowed lunds. 44 THE WILBERFORCE TRUST NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024 19. RESTRICTED FUNDS Balance at 1 April 2023 Balanc• at 31 March 2024 Incomlng Resources resour¢g$ expended Transfels C￿b Wilber Yofsensory Sensory Garden 9,651 17,000 36,889 6,000 16.9 19.848} {6.000} {5.000) 36,692 17.000 11,990 £ 26.651 £ 42.889 £ {15,848) £ 53.692 Balanco at 1 April 2022 Balance at 31 March 2023 Incomlng Resources rosourcos •xp8nded Transfers Eyevan Sensory Proiecl Fund Ward Fund Alnum Wall Hanging 8radbury Foundalion Rainbow foomlLLZ Club Wdber Yorsensory 5.034 7.400 1.500 1.000 250,000 15,034} 17,400> 11,500) 1250.000) 3.849 11.988 17,000 {3.8491 12,3371 9.851 17.000 £ 264,934 £ 32.637 IE 20,9201 1£ 250.0￿) £ 26,651 Club Wllber Funding fof Club Wilber aclivilies provided by Ed De Nvnzio Charitable Ttusl. York ChFldi8n's Trust, York Common Good Trust, Happy Days Children's Trusl. NYCC Gel Going. Blue Spark, Boshler-Hinlon Foundat￿1, Sylvia and Colin Shepherd CT and Yorkshire Building Sociely. Yorsen$ory Funding lor Yorsensory inilialives provKled by Ways lo Wellbeing, She8rs Foundation. W L Prall CT, Norman Coliinson CT and Benenden Health. Sensory Gardèn FUnd￿g for the creation of a sensory gafden in the grounds of Wllbeforce Fbuse. 45 THE WILBERFORCE TRUST NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024 20. PERMANENT ENDOWMENT FUND The Penmanent Endowment Fund represents Ihos• assets which must be held permanently by the Charitable Company. principally propety and inveslmenls. Income arising on Ihe endowrnenl fund can be used in accordance with ihe objects ol the Charitable Company and are included 85 unrestricted income. Any e8Pital galns or losses arising on the investmlnis form part of the fund. Bal4ncfj at 1 Aprll 2023 Balance at 31 March 2024 Incomln9 resources Resour¢g8 Inv8Stmenl expèndod 9alns Transf¢rn Wilberforce Home for the Bllnd Investments Revaluation reserve 2.063.140 6,882.170 135,145 120.664) 11S,S16) (3.0031 1,454,380 14,538.1671 3.496.856 2,506,081 132.142 83,787 93.807 9,080.455 83,787 139.1831 93.807 {3,083,7871 6,135.079 The above transfer fTom Ihe Investrnents Pefm8nenl Endowmenl Fund to the General Unreslricled Fund ￿lateS lo inveslmenl income arislng on the eTrJowfflenl fuThl that can be used in ac¢ordance wlth Ihg objecls of the Charikble Th6 81)ova transfer from the Investmenls Pemianenl Endowment Fund lo the Designalad fu￿1 of £3m ￿lateS lo inveslmenls released from permanently endowed funds as part of lh6 seclion 282 CA 2011 resolulion approved by the Charity Commission in order for the charily lo pay off loans used to build the new home for the blind. The Iransler between Ihe Investments fund and the Wilberforce Home for the Blind ￿fleeI$ ihe property and inveslmenl isposal made ol Ihe period of the new build. The Wilberforce Home for Ihe Blind and the ￿valUation reSe￿e relle¢ls the level of pemianenl endowed funds hold in Ihe properties of the charity. Balancè at Balanc• at 31 March 2023 Incomlng resources R•sour¢¢¥ Investm¢nt ex￿nd*d lossos 2022 Trangf•rs Wilberforce Home lor Ihe 81ind Investments Revaluation resarve 1,502,212 6,940,747 288,641 448,264 50,881 137,8291 112,5461 13,0031 150,493 150,881 } 11 $0,493) 2,063,140 6,882,170 135,145 146,0311 8,731,6CK) 499,145 153,3781 146.0311 150,881 } 9.080,455 The abowe transfer Irom the Revaluation reseTre Permanent Endowmenl Fund lo Ihe Wilberforce Home for the Blind Permanent Endowment Fund relates lo lh& properties disposed of in the year. 21.ANALYSIS OF NET ASSETS BETWEEN FUNDS Tanglbl? Flx¢d AsS8ts Investments Net Currnnt Long t•mi A$s&ts Ilabllltles 2024 Fund balances at 31 March 2024 are represented by.. un￿SIr1Cle￿ Fund$ DeswJnai¢d Fund5 Reslricted Funds Perm8nenl Endowment Fund 3,017,578 478,783 54.800 53.692 3,496,361 6,020.844 53.692 6.135.079 5.966,044 3,628,998 2.506.081 £ 9.595,042 £ 5,523,659 £ 587.275 £ 15.705.976 THE WILBERFORCE TRUST NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR EMDED 31 MARCH 2024 21. ANALYSIS OF NET ASSETS BETWEEN FUNDS (contlnuodl Tanglble Flxed Assots Investmenls Net Curront Long te A$￿tS liabllitles 2023 Fund balances al 31 March 2023 are represented by. Unreslflcled Funds Designaied Funds Restllcled Fund$ Pemianenl Endowmeni Fund 5,350.793 11.104.373) (3,000,515) 1.610.802 26.651 185.936) 1,245.905 4,721,665 26.651 9,080,455 3,110,883 6.652.665 2.513.726 £ 9.763.528 £ 7,864,519 £ 447.144 £13.000 5151 £ 15 074.676 22.RECONCILIATION OF NET MOVEMENT IN FUNOS TO frIET CASH FLOW FROM OPERATING ACTIVITIES 2024 2023 Net Income lor the reportlng period AdJuslm•nts lor.. 631,300 392.831 Deprecialion charges Galns on dlsposal oi fixed assels IGainsVlosses on investments Dividènds, inle￿1 and renis Irom inveslmenls De¢reasellincrea$e) in stock Increase in debtors IDeCreasellinc￿ase in credilors 200,650 125,CW)01 1208,4611 1186,194 2,137 18,3521 133,9511 52,412 1448.264) 143,847 1159,0021 16401 17971 19,367 Nel cash provlded byllused Trn} operalin9 activitie5 E 372.129 £12461 ANALYSIS OF CASH AND CASH EQUIVALENTS Cash 81 bank and in hand 785.373 913,499 Total cash and cash equlvalents £ 785,373 £913499 ANALYSIS OF CHANGES IN NET DEBT Ai At 0110412023 Cash.flow9 3110312024 Cash Loans 913.499 1128.1261 13.000.515) 3,000,515 785.373 £12.087,0161 £ 2.872.389 £ r85.373 23. OPERATIMG LEASE COMMITMENTS At 31 March 2024 At 31 March 2023 The lolal of fulufe minimum lease paymenls is as follows.. Operaiing lèases which expire.. Wilhin one year Within one lo two year5 Within two to five years 5.153 4,496 5,153 5.153 4.496 £ 9,649 £ 14,802 The amount of r￿￿-cancelIable operating ￿ase paymenis recognised as an expense during the reporting perityj wa5 £5.15312023 £5 1531 47 THE WILBERFORCE TRUST NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024 24. LEGAL STATUS The Charity Is a company limited by guafanl88 and has no share capltal, The liability of each member in the event ol winding up 18 limited lo £10. 25.TAXATION No corporation lax has been provided in ihe Charitable Companls accounts because the income of Ihe èntity, règislered charity, is wiihin the exempliDn granted within Sectlons 466 10 493 of the Corporatlon Tax Act 2010. 26. PENSION SCHEME The Penslons Trust Rotlrèmeni 8olutlons- Th• Growth Plin The Charitable Company p8rlicip8tes in th8 scheme, a mulli-employer scheme whlch provides benefits to som& 638 non. associated partidpaling employers. The scheme is 8 defined benefrt scheme In the UK. 11 is r￿1 possible for the company to obtain sufficient information lo enable il lo account lor the scheme as 8 defined ber)efil sch8m8. Therefore It aewunls The scheme Is subjecl lo the lundlng legislation outlined in the Pensh)ns Acl 2004 whlch came into force on 30 December 2005. This, logelher wilh documents issued by Ihe Pensions Regulator and Technlcal Acluarial Standards issued by the Financial Reporting Council, sel out the framework lor funding defined benefit o¢¢upaiionBI penslon schemey in the UK. The stheme is classified as a 'lasl-m8n Stsnding arrangement,. There10￿ the Ch8rit8ble Company Is polenli81ty liable for clher participating employers, obligations11 those employErs a￿ unable lo rneei Ihelr share of the scheme defKil following withdrawal from the scheme. Parti¢lpats'ng employers are legally required to meet their sharè ol the scheme defKil on an annuity purchase basis on wilhdrawal f￿M the scheme. A full actuarial valualion lor the schomg was carried out al 30 September 2020. This valuation showed assets of £800.3m. 118bililies of £831.9m and a deficit of £316m To elimin8le Ihls fundiNJ shortlall, the Tru51ee has asked Ihe partlclpaling employets lo pay additional conlrlbut￿jns lo the scheme as fol￿w$. Deflclt contrlbullons From 1 April 2022 10 30 September 2025 £3,312,000 per annum (payable rnonlhtyl The ￿0Very ￿an tonlributions are allocaled to each participating em ￿0Yer in line with their esllmaled share of the Series 18nd Serie$ 2 $theme liabilities. Where the scheme is in deficit and where the Charitable Company has agreed lo a deficit funding arrangement the Charitable Company recognises a liability for this obligation. The amount recc*Jnised 15 Ihe nel presonl value of the deficit reduction contributions payable under the agreement that relaleg to the deli¢il. The presenl value is calculated using the discount rale detailed in these disclosures. The umvinding of the discouni rale is recognised as a finance cosl. Pr•sanl valuos of provlslon 2024 2023 2022 Presenl value of provision 505 1,081 1.696 Reconclllatlon ol o￿nIng and closlng p￿￿81￿n8 2023 2023 Provision at slart of period Interest expense Deficit contribu￿n paid Remeasurements- impact of any change in assumptions Provision al eThJ of period 1,081 42 1fj181 1,696 32 {618) (29) 1,081 505 THE WILBERFORCE TRUST NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENOEO 31 MARCH 2024 26. PENSION SCHEME l¢ontlnuod) Incomè and axpondllure Impact 2024 2023 Interest expense Remea$uremenls- impact of any change In assumptions 42 32 (29J Assumptlons 2024 %p8r annum 2023 2022 %per annum %p8r annum Ral8 of discounl 5.31 5.52 2.35 The discount r8les shown above are Ihe equiV8lenl slngle discount rale8 which. when used lo dlscounl the fulure recovery p￿n coniribulions due. would give Ihe same re5u115 a5 using a full AA corporate bond yield curve to discount the same recovery plan contribut￿n$. The following schedule delails the defkit conlributlons agreed between the Charitable Company and the scheme al ea¢h year end ￿rIOd.. Doflcli contilbution$ gchodule 2024 2023 2022 Year ènding Year 1 Year 2 Year 3 The Ch8rilable Company must recognise a liabilily measured as ihe present value of the eonlribulions payable that arise from Ihe deficil recovery agreement and the fesulling expense in the income and expenditure accounl i.e. the unwinding of the discount rale as a finance Cost in the per￿d in which il arises, 515 618 515 618 818 515 11 is ihese conlribulions Ihal have been used lo derive the Charitable Company's balance sheet liability. 27. COPURACTS AND COMMITMENTS Capital commitments al 31 March 2024 in relation lo building work5 were £nil12023'. £nill. 28. VOLUNTEERS Trusl volunleers visit our tenants on a regular basi5, Many of Ihem have become belrienders and are m8king a real dIffe￿nCe lo Ihe lives of the people they vi511. Every volunteer is malched with a lenani carelully ensuring the same common interesl Irom foolb811 lo museum visits. from shopping for lun lo reading carefully ch050n l>ooks, from writing lellefs lo going to Ihe park together. Ouf leam of over 65 volunteers brin9 $0 much 10 The Wilberforce Trusl. Skblls, passion and energy Ihal we are so grateful lor. This yeaf they belriend¢d. ¢rafted. baked, fund raised amazingly, giving so much of their lime Ihal was invaluable to the people whom we 5UPPQrt and no rewrt can be cornp181e without placing on record our Sincere thanks tor their effort5. 29. RELATED PARTIES There were no relaled pafly transactions during the reporting period. 49 mrr4 OVOCO