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2021-03-31-accounts

Annual Report 2020-21

Incorporating the report and financial statements for the period ended 31 March 2021

Contents

Contents
Foreword 4
About us 7
Report of trustees 9
Looking forward 10
aims for 2021-22
Aims and achievements 2020-21 12
Who we’ve worked with 22
Governance, legal and administration 23
Statement of fnancial activities 30
Balance sheet 31
Cash fow statement 32
Accounting policies 33

“These organisations lead the way in supporting parents to deal with conflict, helping children get the best start in life so they have better prospects at school and in the working world.

This support has never been needed more due to the current health emergency. At a time when, perhaps, many relationships are being tested, it is vital families continue to have good access to this support.” Minister for Employment, Mims Davies MP, on the Relationships Alliance in the early days of the pandemic

Annual Report 2020-21

Foreword

An agile response to the rising needs of families and those in the frontline of support

Like many charities, our operating environment has changed enormously. Although experienced in working remotely and collaborating in coproduction, we have had to adapt to an increased demand for our services from

both practitioners and parents. We have worked hard to maximise our outputs against our reduced resources to ensure that we can meet this need – collaborating with practitioners to deliver digital learning and rolling out interventions for parents to use with practitioner support.

Sharing learning has been an important element of this response. Having delivered digital resources to the public throughout the last decade, we have been able to offer support to other organisations to make the leap from face-to-face to digital delivery.

Innovation is in our DNA – investigating blended practice

We have adapted our training for practitioners to sit alongside our early intervention digital resources for parents. As an organisation with a central focus on testing and learning, this has been an opportunity to learn more about how a blended approach works in practice. Collaborating with practitioners enables us to ensure the resources we create fit the needs of the people we create them for – the practitioners and the parents they support.

Covid-19 has accelerated the use of digital technologies. As the coming year unfolds there will no doubt be discussion about the increased use of digital across health and social care, and the positives and negatives of this. We look forward to bringing our learning to the conversation, helping to apply the blended practice framework in a supportive way.

Discovering scalable solutions

As we emerge from the complexities of Covid-19, planning for the long term is a key driver. We have used this year to prepare ourselves for any opportunities as they arise, focusing on the development of a scalable solution for rolling out our digital resources in a strategic way in the coming year.

Each member of our team of staff and associates brings expertise and commitment, enabling us to reach more people who can benefit from our services. This has not been an easy year for any of us and we are proud to work with such a talented group of people.

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Annual Report 2020-21

Our Board of Trustees has provided expertise, engagement, challenge, and enthusiastic support throughout the year. Most importantly, they have not been afraid to get stuck in.

Looking ahead to the year of our 50th anniversary, we bring with us five decades of knowledge and understanding of what makes relationships work, and what leads to breakdown. Our focus will be in applying this learning and creating innovative solutions to the ongoing challenges faced by everyone in the unpredictable time we are living through.

Penny Mansfield Co-director

Verity Glasgow Co-director

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Annual Report 2020-21

Foreword

2020-2021 has confirmed – if we needed it confirming – the central importance of relational capability to our ability to live healthy, happy lives as fellow human beings on a finite planet. As soon as Covid-19 struck it was clear that people locked down in their homes needed more than just the meeting of their physical needs in the form of food and medication – they also needed to remain connected, to know that they were known, loved, and cared for. Families, friends, colleagues, and wider communities had to learn to connect relationally in more remote ways. Many of us have embraced what for some has been an overload of Zoom or Teams. Others have rediscovered the telephone, letter writing, or the joy of meeting safely in an informal outdoor space. Loneliness has been talked about perhaps as never before.

We know that relationship stress has been experienced by many as we have muddled our way through our shared pandemic experience, and I am so pleased that OnePlusOne’s expertise and interventions have been available – flexibly and digitally – for individuals, couples, and frontline practitioners to use. In these times of immense pressure on budgets it has been particularly exciting to see the strategic investment made by the Welsh Government: rolling out How to Argue Better training and digital products across all local authorities in the country as part of its approach to reducing parental conflict. We look forward to learning about the outcomes and impact.

OnePlusOne’s pre-existing agile methods of working meant that our staff were well placed to respond to the extraordinary requirements of the pandemic, but they still deserve an almighty cheer for the determined and energetic way in which they have continued tenaciously to further the charity’s aims over the past 12 months. During this time we have also renewed the Board of Trustees, adding fresh challenge, ideas, and vigorous sleeves-rolled-up support in the form of Simon, Gavin, Nell, and Jonty. For their work, and that of the other pre-existing Board members, I am also extremely grateful.

It hasn’t been a year in which celebration has felt easy. But this is OnePlusOne’s fiftieth year, and as Chair I invite all supporters to join me in marking what is a significant milestone for an extraordinary, punchy, and forward-looking charity. There is still much we have to do.

Ruth Kennedy Chair

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About us

OnePlusOne is a leading research and innovation charity with fifty years’ experience in relationship science. We create evidence-based resources to help people learn relationship skills that will serve them throughout their lives.

To develop these innovative resources we combine evidence from a range of disciplines. Our inclusive co-design process involves the very people that the resources are designed to support, including parents and practitioners from communities all over the country.

It is never too late to learn the skills that can help you have happy and healthy relationships. Our research and evaluation contributes to the wider evidence base on how relationships work and their impact on individuals, families, and society.

For more information, see our websites OnePlusOne.org.uk and ClickRelationships.org

How we work

We strengthen couple and family relationships by:

Our mission and objectives

Relational capability for all

We envisage a world where everyone has the knowledge and skills to form, maintain, and strengthen relationships with the people in their lives. We empower people to do this through evidence-based training and digital resources.

Our objectives for the public benefit are:

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Where ‘committed relationship’ means marriage, civil partnerships, or an enduring family relationship whether recognised in law or otherwise, and whether or not the relationship is conducted the same household.

The team

We are a small, nimble organisation with a unique expertise. Every member of the team ispassionate about our mission and is encouraged to grow and develop with the organisation.Thank you to our core staff and associates.

Core staff

Associates

Placement students

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Annual Report 2020-21

Report of the Trustees

OnePlusOne Marriage and Partnership Research — for the year ending 31 March 2021.

The trustees are pleased to represent their annual directors report together with the consolidated financial statements of the charity for the year ending 31 March 2021 which are also prepared to meet the requirements for a directors’ report and accounts for Companies Act purposes.

The financial statements comply with the Charities Act 2011, the Companies Act 2006, The Memorandum and Articles of Association, and Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS102) (effective 1 January 2015).

Public benefit

All our charitable activities focus on providing a broad range of early interventions in support of relationships and are undertaken to further our charitable purposes for the public benefit. We work in partnership with other organisations and have established online services accessible to the general public. This allows us to greatly extend the reach of our services. The Trustees confirm that in exercising their powers and duties, they have complied with their duty to have due regard to the guidance on public benefit published by the Charity Commission.

In preparing this report, the Trustees have taken advantage of the small company’s exemptions provided by section 415A of the Companies Act 2006.

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Looking forward Aims for 2021-22

Aim 1

Developing our license model

Using learning and feedback from the rollout of our license model this year, we will develop a refined license model taking into account the varying needs of organisations we have worked with this year. Our model will be multi-layered with different approaches for different audiences. This will allow us to provide a more streamlined service externally and build efficiency and capacity internally.

Aim 2

Refine OnePlusOne’s digital behaviour change methodology

Evidence-based innovation is the hallmark of our approach and we have taken the opportunities in the last year to understand what works in our digital behaviour change methodology. We want to refine and apply this learning to expand our resources to a wider audience, especially those who are vulnerable due to exclusion and low engagement. We will build on our experience of working in partnership with voluntary sector and community organisations to co-create innovative content. New and existing partners will help us build knowledge about and gain access to often underrepresented groups.

Aim 3

Extending our reach through blended practice

This year we had the opportunity to work with a variety of practitioners in understanding how they use digital in their practice, based on their service users’ needs. We will use this learning to ensure that our digital products have built-in flexibility to allow practitioners to meet the range of needs that they will encounter in their practice. This will include practitioner training programmes for all of our digital products. Early intervention is a founding principal of OnePlusOne and focusing on blended practice in this way allows us to continue to reach people at the earliest point possible.

Aim 4

Expand and diversify OnePlusOne’s digital community

We will renew our focus on OnePlusOne’s digital community, working with partners to reach new audiences, raising awareness of OnePlusOne’s content, and offering both expert and peer support direct to users.

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“With many of us spending more time at home, this has put a strain on relationships across the country which is why it is vital that everyone is able to access support online. The materials have been co-designed with parents who too often experience barriers to finding trusted, accessible information on the internet. At Good Things Foundation, we believe that online support should be available for all.”

Dr Emma Stone, director of evidence and engagement at Good Things Foundation, talking at the seeitdifferently.org launch

Annual Report 2020-21

Aims and achievements

2020-21

Changing behaviour

When Covid-19 hit, there was a scramble to move support over to digital environments. Having used digital behaviour change interventions for nearly 10 years, we were able to adapt quickly, maintaining continuity of service and responding to an increase in demand.

Our method of involving the target audience in the development process means we are able to keep our behaviour change services relevant and up to date. We work with real people to learn about their needs and experiences and later, through evaluation, we find out how effective the resources are at initiating behaviour change. Through this process, we have made important contributions to the evidence base on what works to reduce parental conflict, how to use behaviour change in a digital arena, and how practice is changing following the impact of Covid-19.

This year, we have enhanced three of our digital behaviour change interventions and developed one entirely new one. Of the four currently on offer, two are already proving to support people in making positive changes.

See it differently

See it differently is a video resource produced under grant funding from the Department for Work and Pensions. These short videos take an innovative approach to Behaviour Modelling Training, creating an engaging way for parents to reflect on how their behaviour might be affecting their children, and what they can do to improve things.

During the co-design process, we spoke with families about how they tend to find and share this kind of information and support. As a result, our early intervention strategy included promoting the videos through social media to generate word-of-mouth engagement between peers. Since the launch, the See it differently videos have been viewed over one million times, far exceeding our expectations.

Our evaluation of the resource showed that the videos had a sustained positive impact. Even during the early stages of the Covid-19 pandemic, parents were mindful of the ways conflict can affect their children and. They continued to work on skills like staying calm and talking about their feelings with their partner.

“When we get children involved in conflict ... it would be, ‘Your dad said that didn’t he? He’s being so unreasonable.’ It would be something like that. So, we know not ‘ to do that anymore. It’s quite hard to adapt when it’s a habit.”

“And we just sit down and talk about it. Talk about your feelings. Like sometimes he won’t agree with stuff that I say. Like he’ll say, ‘No, it’s not like that’. And I go, ‘But it’s like that to me.’”

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~~Our evaluation showed that new parents who had used Me, You and Baby Too were arguing less and were more satisfed with their relationships.~~

Me, You and Baby Too

Me, You and Baby Too is a short course aimed at reducing couple conflict during the transition to parenthood. It was developed and evaluated in 2019-20 and enhanced this year. The course can be used universally – with parents working through it on their own – or targeted at more vulnerable audiences as part of existing support pathways.

Our evaluation showed that new parents who had used Me, You and Baby Too were arguing less and were more satisfied with their relationships.

We interviewed mothers who had completed the course to find out how they were using the skills. Everyone we spoke to felt that Me, You and Baby Too had helped them to understand the negative impact of couple conflict on their child’s development.

“I have learnt to listen to my partner more and techniques to cope with stress for me and my partner.” ‘

“It just… It made me realise how it actually affects a baby… Like, my emotions go to him, basically. The baby. It can cause stress on him.”

Parents who had been through the course learned new strategies for managing conflict, and picked up on the value of offering emotional support rather than just trying to problem-solve:

‘

“He was saying, ‘Can I do this, that, or the other?’ And then he went, ‘Actually, sorry about that. I think what you really wanted was more of the emotional support.’”

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New animations

Following evaluation and feedback, we had an opportunity to enhance Me, You and Baby Too with new content, designed to help parents learn conflict resolution skills.

The development phase took place during the national lockdown meaning all new content would have to be produced remotely. Having used animation successfully before, we recruited a trusted agency to develop two new animated clips – one on how to de-escalate arguments and one on practising listening skills.

We ran remote user testing sessions with small groups of parents to make sure we reflected the life experiences, language choices, and support needs of our target audience. The finished animations are not just evidencebased but user-led, teaching valuable skills at a time of increased pressure on families.

Practitioners who had used Me, You and Baby Too with parents told us that they liked the flexibility of the resource. They were able to use the whole course as a standalone, integrate it into existing pathways, or pick and choose individual elements to work with parents.

Me, You, and Baby Too improved outcomes for parents whether or not they worked with a practitioner, and whether or not they had high support needs. This shows how important it is to develop resources that can be used flexibly by practitioners and parents.

Arguing better

The course originally known as Coping with stress and alcohol is now called Arguing better . The new name offers a wider access point but the overall aim is the same – reducing parental conflict by supporting parents to cut down their drinking and deal with stress in healthier ways.

When the service was pitched at alcohol-related services, it was capturing users with more deeply entrenched issues. At this level, an early intervention stress management tool is less appropriate and the resource was not finding its intended audience. Thanks to a test-and-learn approach, we were able to tweak the language and re-pitch it to those earlier in their journey.

The rebranded resource was also enhanced with two new interactive elements. These use a click and drag system that generates personalised results, encouraging the user to reframe their behaviour and consider how they might make different choices in the future.

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“We found that blending what we would usually do in faceto-face sessions addressing parental conflict with this digital resource helped to open up tricky conversations, empowering parents to recognise issues in their relationship and support them in developing the skills they need to deal with them.”

Hayley Donnelly, early help and support team leader, Blackburn with Darwen Council, on Me, You and Baby Too

Annual Report 2020-21

Just the one? Avoiding alcohol in pregnancy

We created and launched one entirely new intervention this year. Just the one? Avoiding alcohol in pregnancy is targeted at pregnant women and other pregnant people and their partners. It aims to raise awareness of the effects of drinking alcohol during pregnancy and reduce the risk of children being born with Foetal Alcohol Spectrum Disorder (FASD).

We spoke to pregnant women and new mothers – a mixture of those who had and hadn’t used alcohol during their pregnancy – about the messaging they had received around drinking. It was clear from these conversations that parents tended to prefer peer support to expert advice, that they wanted to hear from relatable people with lived experience. This was backed up by the literature review.

This co-design process was then put into practise. In creating the new resource, we adapted elements of existing resources for the new audience. We recorded new voice-overs for our animations, replacing the expert narrator with a new mum character who delivers the message in the context of her own experience. We also interviewed real parents about their experiences and included audio from these interviews in the resource.

Looking ahead, we are engaging new partners to help promote this resource, as it is essential to capture families at the very start of their parenting journey.

Diversifying income

Like every charity, we have always sought to maintain a secure and diverse set of income streams. This year, we have established a subcommittee of Trustees to work with us on diversifying our income, reviewing our intellectual property, developing our marketing, and reaching out to a broader customer base.

Creating a license model

The subcommittee’s first task was to help us establish a license model. With funding coming to an end for many of our behaviour change interventions, it was essential to find a way to make sure these resources remained available.

We identified Thinkific as a platform to host our interventions. Thinkific is a cloudbased “course builder” where we can host and modify our courses in a way that maintains the integrity of the original material. We are able to use a paywall, giving exclusive access to license holders and packaging our resources for appropriate audiences.

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The platform can be accessed on desktop, tablet, and mobile devices and allows us to group user data for evaluation purposes. It has provided us with an affordable and adaptable way of packaging our resources for appropriate audiences and reaching as wide a user base as possible. Our branded Thinkific page can be found at skills.oneplusone.org.uk.

Implementing the license model

With the license model and hosting platform established, we are in a position to offer our digital resources to local authorities and other organisations. We initially worked with the Welsh Government to deliver a national programme of Reducing Parental Conflict. In response to their needs, we developed a package of three interventions aimed at different audiences, supported by a training programme and a digital practitioner guide.

As part of this initiative, we trained 37 facilitators in the use of the digital interventions, with the goal of cascading skills down through local workforces and communities. The package is now licensed to every local authority in Wales, making the interventions available to parents and families across the country.

Evaluation of the facilitator training showed promising results with 100% of respondents saying they would recommend the training to others. Practitioners were overwhelmingly positive about the training and many noted that it was informative and easy to engage with:

“Really great trainers and kept everyone engaged in the sessions.” “They modelled good ways of using online training and engaging with participants in different ways.” We will continue to work with the Welsh Government into 2021-22, as well as promoting our behaviour change interventions for license to local authorities [‘] beyond Wales.

----- Start of picture text -----
“Enjoyed the online training
and found it very engaging
as well as interactive.”
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Extending our reach

Due to Covid-19 restrictions, many practitioners were unable to meet their clients face to face, leading to an increased demand for digital services and blended practice. OnePlusOne was in the fortunate position to be fully digital already, making us well placed to support the transition. During the first lockdown period, demand for our digital services increased by 200% and we worked with partners to ensure we were able to reach as wide an audience as possible.

Blended practice

In December 2020, we ran a webinar for 450 practitioners interested in learning more about Me, You and Baby Too. As a follow-up, we invited interested parties to join a working group to discuss the ongoing use of blended practice – how practitioners are combining face-to-face support with digital interventions. OnePlusOne has been supporting blended practice since 2011 and we wanted to find out more about how it is being used today.

We carried out four remote focus groups with 10 practitioners from local authorities across England whose roles ranged from training and development leads to service delivery and support workers. We wanted to explore the ways our resources can be incorporated into existing work, and how we can take practitioner’s needs into consideration when developing resources in future.

Findings from these focus groups showed that it is vital to have flexible resources that can be used within existing pathways. Covid-19 has forced the hand of practitioners to use digital in their practice, but everyone we spoke to was positive about the use of a blended approach in future. We will maintain these relationships with development leads in local authorities and keep the conversation going as needs continue to evolve.

Partnerships

Meaningful partnerships are a crucial element of OnePlusOne’s work. As well as combining knowledge and expertise, partnerships allow us to reach a wider and more diverse audience. This is important for development and co-creation, as well as distribution.

Our partnerships range from universities to local authorities to community organisations, reflecting the breadth of our work. Through these valuable connections, we have been able to access service users who represent important demographics for our resources, including BAME communities, vulnerable parents, and parents in conflict. We have also been able to seek funding to extend the work on important research projects like our emotional readiness measure.

We recruited two placement students to work with us on a short-term basis, as part of their studies. This gives us the opportunity to work with universities and to support the learning of young people who will be part of the next generation of relationship researchers and workers in this field. It also gives us an understanding of what is important for young people in relationship work.

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“One of the most exciting features of this work is that we found considerable agreement between our brief scale and the expert opinion of qualified mediators. It suggests that our questions are tapping into something really meaningful, and something that is more predictive of co-parenting than simply asking, ‘How ready are you to make childcare arrangements with your ex?’” Abi Millings, senior research fellow at Sheffield Hallam University, on the publication of the Emotional Readiness report

Annual Report 2020-21

Comms activity

OnePlusOne has continued to increase its profile and develop relationships across the sector and beyond. In the past year, we have built stronger communication links with many organisations who have an interest in our work and appreciate what we have to offer. We have combined this with a more active social media presence, using our collective communication channels to share information, widen our reach, and open opportunities for future collaborative work.

OnePlusOne’s resources have been promoted in national press and television, and we have found a new audience through a podcast aimed at military families. We look forward to working with like-minded organisations over the coming period, with the aim of raising our own profile as a leading voice in the field of accessible early intervention support for families.

Digital services

Digital services are at the heart of our delivery. These services are broadly available through three main platforms:

1. Click, our community-facing universal relationship support service.

2. Skills.oneplusone.org.uk, our course platform.

3. The OnePlusOne website, with information for practitioners and commissioners.

Click

With our digital behaviour change interventions moving over to our new platform, Click’s focus has shifted towards expert articles and community forums. We have published new articles on coping with lockdown and parenting issues, as well as guest posts from our two placement students. Over the year, Click was accessed by over 750,000 unique users and the demand for relationship-based content appears to have increased during the pandemic.

Many of the popular content themes like sex, affairs, and trust remained popular and we saw a significant increase to the content created for parents. The traffic driven to our ‘Parenting together’ section doubled, and we saw a sustained 25% increase to the ‘Parenting apart’ content. At a time when many parents were under extra strain from factors like lockdown, job losses, and school closures, we were pleased to be able to offer support and advice through Click.

~~At a time when many parents were under extra strain from factors like lockdown, job losses, and school closures, we were pleased to be able to offer support and advice through Click.~~

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Skills

The Skills service was launched on Thinkific towards the end of the year, giving access for trial accounts, testing, and early promotional work. During the testing period the service was used by 2,500 people. Over the next year, we will analyse data from this service, which will inform further developments and planned expansions.

OnePlusOne

Our charity website was developed to tell people about who we are and what we do. Over the year, we made some improvements to the site and saw a 244% increase in traffic – from 5,000 users in 2019-20 to 18,000 in 2020-21.

Analytics showed improvements in every engagement metric, suggesting that we were connecting better with our audience of practitioners, researchers, commissioners, and others with an interest in relationship science.

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Who we’ve worked with

Best Beginnings Blackburn with Darwen Borough Council Good Things Foundation Leicestershire County Council London Borough of Richmond upon Thames London Borough of Southwark Race Equality Foundation Rutland County Council Sheffield City Council Sheffield Hallam University Smartlyte University of Bristol West Sussex NHS Foundation Trust

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Governance, legal and administration

Governance

OnePlusOne Marriage and Partnership Research was originally registered as a charity in 1971. It is now a charitable private company limited by guarantee, incorporated on 29 December 2000 and registered as a charity on 13 August 2001. It commenced activities on 1 January 2002 with the transfer of operations from the unincorporated charity.

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

Trustees

The charity is governed by a board of Trustees, who are also directors under company law. The board consists of three to fifteen persons elected by the membership and up to five members co-opted by the Trustees. The charity has a policy that the members are all directors. The recruitment for the Trustees is conducted by the senior Trustees and the senior staff and is based on an evaluation of the skills required to govern the charity.

Newly appointed Trustees receive a letter of appointment and a pack of information about the charity, their fellow Trustees, and their responsibilities as Trustees. They are invited to away days and additional training is provided as requested. Trustees are elected for a three-year period and may be re-elected for further three-year periods.

The Trustees and key management personnel serving during the year and since the year end were as follows:

Trustees and directors

Ms Ruth Kennedy (Chair)

Ms Katharine Landells (Deputy chair) Ms Elizabeth Mills (Treasurer)

Ms Sarah Healey Ms Josephine Richardson

Ms Emma Ries

Mr Gavin Shaw , appointed 20 April 2020 Mr Jonty Slater , appointed 20 April 2020 Mr Simon Eckstein , appointed 20 April 2020 Ms Nell Boase , appointed 20 April 2020

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Senior management team

Penny Mansfield CBE, Director – Research, Innovation and Policy

Verity Glasgow, Director – Operations and Strategy

Jonathan Devereux , Head of Finance and Company Secretary

Organisational structure

The board has an established sub-committee with specific terms of reference and functions delegated by the board and chaired by a Trustee:

The co-directors and head of finance attend the main Trustee meetings. They also attend the finance sub-committee. Minutes of these meetings are taken by the organisational operations and support manager.

The board can co-opt to the sub-committee additional expert members who are not Trustees should they see the need. The board has delegated the day-to-day running of the charity to the co-directors, working with the head of finance.

Pay policy for senior staff

The trustee directors of the charity are not remunerated. Details of directors’ expenses are contained at Note 7 to the accounts. In line with the pay of all staff, the pay of senior staff is reviewed annually with the aim to maintain staff salaries between the top of the lower quartile and the median of market salaries compared to organisations of a similar size, nature, and location. Trustees consider the rationale and affordability of any cost of living rise, or individual salary adjustment, annually in the light of benchmark reviews. No Pay award was made in 2020-21.

Financial review

The results for the year are shown in the Statement of Financial Activities on page 30 and the financial position is shown in the Balance Sheet on page 31. Of the 2020-21 deficit of £46k (£50k 2019-20), £36k is the non-cash book entry for depreciation.

Reserves policy

It is the Trustees’ general view that the desirable level of unrestricted reserves is three months’ operating costs. Trustees regularly review the reserves policy and achieved their aim to hold, at 31 March 2021, reserves which would cover three months’ operating costs.

This ensures the Charity can cashflow its activities without recourse to bank loans when there are delays in payment from funders and will allow current activities to continue in the short term. Three months’ operating costs during 2020-21 were £144k. Reserves which may be applied at the discretion of Trustees comprised the General fund, Expendable Endowment, and funds designated by Trustees, in total £252k. Reserves designated for Development and delivery of services and the general

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fund total £116k, with a further £136k available at Trustees’ discretion held as the expendable endowment.

Trustees go beyond reviewing the level of reserves regularly reviewing the harder measure of projected cash at bank in the cashflow against the theoretical cost of an orderly closure. That review forecast cash exceeding that closure requirement at 31 March 2022 on the basis of projected cash flows for all receipts and payments.

Principal funding sources

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Source Amount
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Source Amount
Department for Work and Pensions – Challenge Funds £291,483
Department of Health – FASDproject £124,210
Local authoritytrainingand license sales £51,750
Cafcass – Click licence £47,395

The charity’s main sources of funding are listed above. While funding through the Department of Work and Pensions continued as the major contributor, that funding ended in December 2020. Many Welsh authorities had booked training for delivery in 2021-22 and paid for those bookings worth £23k, with a further £45k ordered during 2021-22. Three English authorities were early adopters of the licensing offer developed at the end of the year.

Financial position and going concern

At the balance sheet date, OnePlusOne had un-recognised grant offers worth £57k for the period to 31 March 2022 and unrestricted reserves of £249k. Cash at bank amounted to £325k.

A significant change looking forward to 2021-22 is the opportunity expanded from all 22 Welsh local authorities to a potential 60 English local authorities to sell workforce training linked to licensed digital products. This renewable income stream initially funded through DWP grant to each local authority gives OnePlusOne a significantly expanded customer base among key stakeholder practitioners. The DWP Grant expects services to be procured by September 2021. The forecast position for English sales of reducing Parental Conflict packages is:

Reducing Parental Confict 2021-22 2022-23 2023-24 2024+
Cash £665,700
VAT (£110,950)
Receipts in advance (£215,939)
Net Income £338,811 £153,606 £45,833 £16,500
Commitments to date(1) £279,600
Potential Renewals(2) £171,000 £251,400

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1. Commitments – those authorities who had issued purchase orders at the point the accounts were signed.

2. Renewals – if at the close of the initial period of 12 or 24 months authorities decide to renew on the same terms.

3. Forecast is based on stated content of DWP grant applications including OnePlusOne. This is a resource which has to be spent by local authorities in line with those applications for grant support to be spent in 2021-22.

4. Income forecast here is recognised in line with accounting policy 1g.

With a combination of cash reserves and a strong position forecast for the Reducing Parental Conflict opportunity, Trustees are of the view that OnePlusOne remains able to meet its liabilities as they fall due in the twelve months ahead.

Risk statement

The Trustees consider the risks to the charity on a regular basis, in particular those related to the governance and management, operations and finances of the charity. Risks are identified and assessed for their likelihood and their impact on both reputation and finances. Systems are in place for mitigation and their efficacy is reviewed by the Co-Directors, Head of Finance, and Trustees.

Coronavirus impact

During 2020-21, OnePlusOne did not call upon any Government assistance programmes or furlough staff. Having bedded in well to 100% remote working in 201920 we spent the early part of the year reviewing how we could ensure our behaviour change interventions remained available. Hosting our interventions on a platform with a paywall was essential to this, so we developed a set of criteria to help with this selection.

We identified Thinkific as a platform to host our interventions. Thinkific is a cloudbased “course builder” where we can host and modify our courses in a way that maintains the integrity of the original material. We are able to use a paywall, giving exclusive access to license holders and packaging our resources for appropriate audiences.

The platform can be accessed on desktop, tablet, and mobile devices and allows us to group user data for evaluation purposes. It has provided us with an affordable and adaptable way of packaging our resources for appropriate audiences and reaching as wide a user base as possible.

In addition to this it was essential for us to adapt our training to be delivered in the virtual environment, so this could sit alongside the licensed materials on the Thinkific platform. This enabled us to begin to sell these digital interventions and training to English local authorities and all 22 Welsh local authorities.

The challenge for OnePlusOne in this less stable funding environment is that of transitioning from government grants to individual license sales. Over the coming year, we will be developing ongoing support and account management to roll out this approach.

26

Annual Report 2020-21

Statement of Trustees’ responsibilities

The trustees (who are also directors of OnePlusOne Marriage and Partnership Research for the purposes of company law) are responsible for preparing the Trustees’ Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the trustees to prepare financial statements for each financial year, which give a true and fair view of the state of affairs of the charitable company and of the incoming resources, including the income and expenditure, of the charitable company for the year. In preparing these financial statements, the trustees are required to:

The trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other regularities.

27

Annual Report 2020-21

Independent examiner’s report

Independent examiner’s report to the Trustees of One Plus One Marriage & Partnership Research

I report to the charity Trustees on my examination of the accounts of the company for the year ended 31 March 2021.

Responsibilities and basis of report

As the Trustees of the Company (and its directors for the purposes of company law) you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 (‘the 2006 Act’).

Having satisfied myself that the accounts of the Company are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of the Company’s accounts carried out under section 145 of the Charities Act 2011 (‘the 2011 Act’). In carrying out my examination I have followed the Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act.

Independent examiner’s statement

I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe:

  1. accounting records were not kept in respect of the company as required by section 386 of the 2006 Act; or

  2. the accounts do not accord with those records; or

  3. the accounts do not comply with the accounting requirements of section 396 of the 2006 Act other than any requirement that the accounts give a ‘true and fair’ view which is not a matter considered as part of an independent examination; or

  4. the accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities [applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)].

I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.

This report is made solely to the Company’s Trustees, as a body, in accordance with Part 4 of the Charities (Accounts and Reports) Regulations 2008. My work has been undertaken so that I might state to the Company’s Trustees those matters

28

Annual Report 2020-21

I am required to state to them in an Independent examiner’s report and for no other purpose. To the fullest extent permitted by law, I do not accept or assume responsibility to anyone other than the Company and the Company’s Trustees as a body, for my work or for this report.

Signed

Dated 21 September 2021

Joanne Fox BA FCA Larking Gowen LLP Chartered Accountants King Street House 15 Upper King Street Norwich NR3 1RB

29

Annual Report 2020-21

Statement of Financial Activities (incororating Income and Expenditure Account) for the year ended 31 March 2021

note
Incoming resources
Core Income
3
Incoming resources from
charitable activities
4
Encouraging a culture of relationship self help
Building the knowledge base on relationships
Improving front line relationship support
Direct support to Couples & Parents
Total incoming resources
Resources expended
5
Cost of raising funds and business
development
5
Encouraging Relationship Self Help
Building the Knowledge Base
Improving Front Line Relationship Support
Direct support to Couples & Parents
Governance costs
Total resources expended
Transfer between funds
13
Net Movement in Funds
Reconciliation of Funds
Funds brought forward at 1 April
Funds Carried forward at 31 March
14		 Expendable
endowment
£
-
-
-
-
-
-
-
-
-
-
-
-
-
136,239
Restricted

Funds
£
-
270,601
141,452
12,770
3,640
428,463
-
281,644
145,290
12,770
3,791
-
Unrestricted

Funds

£
4,696
-
-
51,750
47,395

103,841

19,234

3,437

3,233

53,236

35,890

19,285
2020-21		 2019-20
Total

£
5,440
503,589
12,262
55,975
21,000

598,266
31,682

499,595

17,690

29,235

34,673

35,378

Total

£
4,696
270,601
141,452
64,520
51,035

532,304
19,234
285,081
148,523
66,006
39,681
19,285
443,495
10,913
(4,119)		 134,315
(10,913)
(41,387)		 577,810 648,253
(49,987)
(45,506)
13,990 211,234 357,469
307,482
136,239 9,871 169,847 261,976 307,482

Prior year Income was £515,851 restricted grants, and £82,415 unrestricted earnings and funding. Resources expended were £517,285 restricted and £130,968 unrestricted.

Ruth Kennedy Chair

30

Annual Report 2020-21

Balance sheet as at 31 March 2021

note
Fixed assets
Intangible Assets
10
Tangible assets
10
Current assets
Debtors & Prepayments
11
Cash on deposit
Cash at bank and in hand
Creditors: amounts falling due within one year
12
Net current assets
Total funds
Restricted funds
13/14
Expendable endowment
Designated Fund
General funds
Unrestricted funds
Total funds		 2020-21 £
3,091		 2019-20
£
34,722
1,106		 £
35,828
271,654
£
-
3,091
97,789
90,363
108,690
296,842
(25,188)
21,324
90,758
233,793
345,875
(86,990)
258,885
261,976 307,482
13,990
136,239
155,046
2,207
293,492
9,871
136,239
115,866
-
252,105
261,976 307,482

These accounts are prepared in accordance with the special provisions of part 15 of the Companies Act relating to small companies and constitute the annual accounts required by the Companies Act 2006, the Charity SORP 2019 and Financial Reporting Standard 102. The notes at pages 33 to 42 form part of these accounts.

Ruth Kennedy Chair of Trustees 14 September 2021

Elizabeth Mills Trustee and Treasurer 14 September 2021

Company No 04133340

Charity No 1087994

31

Annual Report 2020-21

Cash flow statement for the year ended 31 March 2021

Cash fow statement for the year ended 31 March 2021
Net cash infow (outfow) from operating activities
Interest received from returns on investment
Net cash infow from investments
Capital Expenditure and fnancial investment
Purchase of tangible fxed assets
Purchase of intangible fxed assets
Net cash Outfow from Capital Expenditure
Change in cash and cash equivalents in the reporting period
Cash and cash equivalents at beginning of year
Cash and cash equivalents at the end of year
Reconciliation of operating Defcit to net outfow from operating activities
Increase (decrease) in cash
Operating surplus (defcit)
Depreciation Charges
Decrease/(increase) in debtors and prepayments
Increase/(decrease) in receipts in advance
Increase/(decrease) in creditors
(increase)/decrease in fxed assets
Net cash (outfow)/infow from operating activities
Reconciliation of cash movement from operating activities
Government Grants
Other grants and donations
Other cash receipts from contracts and trading
Payments to suppliers
Cash paid to and on behalf of employees
Net cash infow (outfow) from operating activities		 2020-21
£
2019-20
£
128,194
(24,825)
395
835
395
835
(3,091)
-
-
-
(3,091)
-
125,498
(23,990)
199,053
223,043
324,551
199,053
<br>
125,498
(23,990)
(45,506)
(49,987)
35,828
42,770
76,465
25,959
55,540
3,500
6,262
(46,232)
(3,091)
-
125,498
(23,990)
534,431
466,345
4,011
17,476
124,127
137,302
(171,642)
(309,505)
(362,733)
(336,443)
128,194
(24,825)

32

Annual Report 2020-21

Accounting policies

1)

Governance costs include the management of the charity’s assets, organisational management and compliance with constitutional and statutory requirements.

33

Annual Report 2020-21

3 years straight line

Items of equipment are normally capitalised where the purchase price exceeds £1,000, or where it is clear that future economic benefits will be derived from equipment purchases of a lower value which should be recognised against future activity. Depreciation costs are allocated to activities on the basis of the use of the related assets in those activities. Assets are reviewed for impairment if circumstances indicate their carrying value may exceed their net realisable value and value in use.

Intangible assets are recognised where their creation is reasonably expected to result in future revenue generation with the value of direct development cost forming the basis of valuation excluding research and design or staff costs applied to create and manage the assets development. Intangible assets are depreciated once brought into use having reached the stage of minimum viable product. Further enhancements to the assets through development are added to the asset value reported. Intangible assets remaining in use generating license sales although fully depreciated, have not been revalued.

34

Annual Report 2020-21

2) Legal status

One Plus One Marriage and Partnership Research is a company limited company number 4133340 with the working name One Plus One and is also a registered Charity No. 1087994.

The registered office is c/o MHA MacIntyre Hudson, 6th Floor, 2 London Wall Place, London, EC2Y 5AU

35

Annual Report 2020-21

3) Core Income

General donations, incl Gift aid
Bank Interest
Sundry Income
4) Income from Charitable Activities
DoH Section 64 Alcohol Project
Challenge Fund 1 Crossroads
Challenge Fund 2
FASD Grant
Parents in Wales - Grant
Sales of training and resources
Reducing Parental Confict Product Licensing
Sales of consultancy
CAFCASS
Building the Knowledge Base
Brain Tumour Charity
Incoming resources from charitable activities
TOTAL INCOMING RESOURCES		 Endowment Restricted
-
-
-		 Unrestricted
4,057
395
244		 2020/21
£
2019/20
£
4,582
835
23
4,057
395
244
0 0 4,696 4,696 5,440
-
163,060
128,423
124,210
12,770
-
-		 50,750
1,000
-
47,395		 69,252
187,772
246,565
-
-
34,775
-
21,200
21,000
-
163,060
128,423
124,210
12,770
50,750
1,000
-
47,395
- 428,463 99,145 527,608 580,564
- - 12,262
-
- - - - 12,262
- 428,463 99,145 527,608 592,826
- 428,463 103,841 532,304 598,266

36

Annual Report 2020-21

5) Total
Resources
expended
Staff costs
(note 8)
Project
expenses
Travel,
recruitment
and training
Premises
and ofce
costs
Telephone,
postage and
stationery
Legal and
professional
fees
Depreciation
Irrecoverable
VAT
Total
resources
expended		 Building the
Knowledge
Base
84,880
39,517
204
6,565
9
1,951
11,129
4,268

Encouraging
Relationship
Self Help
181,352
58,590
472
14,202
19
3,548
23,782
3,116

Direct
Services
25,740
9,686
71
2,980
3
640
-
561
Improving
Frontline
Relationship
Support
36,782
21,199
111
3,972
4
2,079
915
944


Business
Development
18,274
950
-
-
-
10
-
-
Governance
15,867
-
90
527
-
2,698
-
103		 2020/21
£
2019/20
£
338,078
190,327
6,827
58,154
436
6,785
42,770
4,876
362,895
129,942
948
28,246
35
10,926
35,826
8,992
148,523 285,081 39,681
66,006
19,234
19,285		 577,810
648,253

Included in the above are support costs which have been apportioned across the frontline work of the charity as set out below (and as described in note 1h):

Support 14,067 29,536 5,007 7,671 - - 56,281
70,650

37

Annual Report 2020-21

6) Support costs are made up of
Staff Costs
Premises and Ofce costs
Project costs
Travel, recruitment and training
Legal & Professional fees
Telephone, postage and stationery
Irrecoverable VAT
7) Net incoming resources are stated after charging
Depreciation
Trustees’ expenses
Independent examination
Operating lease rentals on equipment		 2020/21
£
2019/20
£
42,863
52,216
6,968
5,588
901
3,787
246
1,138
2,820
4,205
11
24
2,472
3,692
56,281
70,650
2020/21
£
2019/20
£
35,826
42,770
-
2,650
2,575
6,120
6,120
The charity pays any expenses of Trustees who attend meetings and events on behalf
of the charity. During the year 11 Trustees could have claimed expenses or had expenses
paid by the charity directly. During the year all trustee Meetings were held remotely on-line.
8) Staff costs and numbers
2020/21
£
Salaries
314,562
Social security costs
27,028
Pension contributions
21,305
362,895
During 2020-21 no employees received remuneration exceeding £60,000 (2019-20 none).
2020/21
£
Key management team remuneration
(incusive of Employers National Insurance Contributions)
113,438
113,438		 The charity pays any expenses of Trustees who attend meetings and events on behalf
of the charity. During the year 11 Trustees could have claimed expenses or had expenses
paid by the charity directly. During the year all trustee Meetings were held remotely on-line.
8) Staff costs and numbers
2020/21
£
Salaries
314,562
Social security costs
27,028
Pension contributions
21,305
362,895
During 2020-21 no employees received remuneration exceeding £60,000 (2019-20 none).
2020/21
£
Key management team remuneration
(incusive of Employers National Insurance Contributions)
113,438
113,438		 2019/20
£
414,904
37,855
26,595
2020/21
£
314,562
27,028
21,305
362,895 479,354
2019/20
£
113,439
2020/21
£
113,438
113,438 113,439

The key management team comprises: the Co-Directors and the Head of Finance. All staff are able to join a defined contribution scheme for pension provision. The employer contribution is set at 6% provided the employee contributes a minimum of 3%.

Charitable activities
Building the Knowledge base on Relationships
Improving frontline relationship support
Encouraging a culture of relationship self help
Direct support to couples and parents
Cost of generating funds
Governance		 2020/21
fte
2019/20
fte
0.2
0.4
5.1
0.4
0.5
0.6
1.3
0.7
2.7
0.5
0.5
0.5
6.0 7.0

On average 9.8 (8.8) people were employed during the year 5.0 (5.0) full time and 4.8 (3.8) part time.

38

Annual Report 2020-21

9) Taxation

There is no corporation tax charge as all the charity’s income falls under charitable tax exemptions where income is applied for charitable purposes.

10) Fixed assets
Cost
At 31 March 2020
Additions
Cost of disposals
Period Ending 31 March 2021
Depreciation
At 31 March 2020
Charge for the year
On disposals
Period Ending 31 March 2021
At 31 March 2021		 Intangible Tangible Total
Equipment
£
£
125,000 16,143 141,143
- 3,091 3,091
- -
125,000 19,234 144,234
90,278 15,037 105,315
34,722 1,106 35,828
- - -
125,000 16,143 141,143
-
34,722		 3,091
1,106		 3,091
35,828

Intangible Asset

The intangible digital asset relates to Click , for which a designated fund was established during 2014-15 from free reserves. Development of the intangible asset began in December 2016 with £25,000 capitalised by the year end 31 March 2017, and a further £100,000 during 2017-18 to complete delivery of a minimum viable product, in line with accounting policy (1 i.). Depreciation commenced once a minimum viable product was launched in February 2018 which contributed to delivery of income flow from a variety of sources. Click was fully depreciated during 2020-21. Funding was not secured to significantly enhance or develop the intangible asset during 2020-21 but it remains a platform enabling further sales of licensed products.

11) Debtors
Trade debtors
Grants receivable
Other debtors
Accrued Income
Prepayments
12) Creditors
Trade creditors
Pre-paid income
Accruals
PAYE and NIC
Other Creditors
VAT		 2020/21
£		 2019/20
£

6,088

89,948
0
408
1,345
8,100
12,770
-
454
-
21,324 97,789
2019/20
8,112
3,500
2,790
8,294
-
2,492
2020/21
932
59,040
2,650
8,456
-
15,912
86,990 25,188

39

Annual Report 2020-21

13) Movements in funds

Expendable endowment
Restricted funds
CAFCASS
DoH Section 64 Alcohol Project
DWP Challenge Fund 1 - Crossroads
DWP Challenge Fund 2 -
Disadvantaged Families
FASD
Product Licensing - Wales
Appeal Fund (Digital Platform)
Edith Dominian Memorial Fund
Total restricted funds
Designated Funds
Development and delivery
of services
Click Digital Platform
CAFCASS
Training Sales
Product Licensing
General Fund balance
General Funds
Unrestricted Funds
Total funds		 At 31 March 2020
£
136,239		 Incoming
resources
£
-
Resources
expended
£
-
Transfers
£
-		 At 31 March 2021
£
136,239
125
865
4,602
(1,473)
-
7,159
2,712		 -
-
163,060
128,423
124,210
12,770
-
-		 900
169,806
132,651
127,368
12,770
-		 (125)
35
2,144
5,701
3,158
-
-
-
-
-
-
-
7,159
2,712
13,990 428,463 443,495 10,913 9,871
155,046 (39,180)
115,866
155,046
-
-
2,207
-		 -
47,395
50,750
1,000		 -
19,830
21,355
39,641
18,865		 (39,180)
19,830
(26,040)
(13,316)
17,865		 115,866
-
-
-
-
- 4,696 34,624 29,928 -
2,207 103,841 134,315 28,267 -
157,253 103,841 134,315 (10,913) 115,866
307,482 532,304 577,810 - 261,976

Restricted Funds

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

DoH Section 64 - Department of Health restricted grant funding of the impact of Alcohol dependency on family relationships.

DWP Challenge Fund 1 - Project lead by Good Things Foundation tackling parenting, poverty and worklessness impacting on relationships. Restricted grant from DWP.

DWP Challenge Fund 2 - collaboration with Best Begginings delivering on reducing parental conflict aims of a restricted grant from the Department for Work and Pensions.

FASD - Department of Health grant focused on the impact of alcohol in pregnancy.

Product Licenses - Wales - At the close of the financial year the Welsh Government issued and paid a grant so that all Eslsh Local Authorities could enjoy a years License of OPO digital products. The accounts recognise the propotion of that funding spent by the close of the year.

Appeal Fund - specific campaign to raise funds for development costs of the digital platform - Click.

Edith Dominian Memorial Fund - funds restricted to the delivery of a memorial lecture.

Designated funds

Trustees review formally the opportunity to designate funds from resources available and at least annually specify in the light of known funding for at least the next twelve months, what designations to make for future aims and objectives. At the balance sheet date these were as shown below.

Development and delivery of services - recognising the need to maintain core costs for existing services while seeking new funding, and develop those services in response to contract or grant opportunities which arise, together with the cost of submitting bids. At the balance sheet date in the light of known funding commitments no specific designations beyond supporting delivery of existing services could be made.

40

Annual Report 2020-21

13) Movements in funds Comparatives

Expendable endowment
Restricted funds
CAFCASS
DoH Section 64 Alcohol Project
DWP Challenge Fund 1 - Crossroads
DWP Challenge Fund 2 - MYBT
The Brain Tumour Charity
Appeal Fund (Digital Platform)
Edith Dominian Memorial Fund
Total restricted funds
Designated Funds
Building the evidence base
Click Development and content
Development and delivery of services
Click Digital Platform
CAFCASS
Training Sales
Consultancy Sales
General Fund balance
General Funds
Unrestricted Funds
Total funds		 At 31 March 2019
£
136,239		 Incoming
resources
£
-
Resources
expended
£
-
Transfers
£
-		 At 31 March 2020
£
136,239
125
-
-
-
-
7,159
2,712		 -
69,252
187,772
246,565
12,262
-
-		 -
68,387
183,170
248,038
17,690
-		 5,428
125
865
4,602
(1,473)
-
7,159
2,712
9,996 515,851 517,285 5,428 13,990
45,643
116,488
34,868		 (45,643)
(116,488)
120,178
-
-
155,046
196,999 - - (41,953) 155,046
-
-
2,207
-
12,028		 -
21,000
34,775
21,200
5,440		 21,557
13,116
16,847
12,388
67,060		 21,557
(7,884)
(17,928)
(8,812)
49,592
-
-
2,207
-
-
16,232 82,415 130,968 36,525 2,207
335,132 82,415 130,968 (5,428) 157,253
474,208 598,266 648,253 - 307,482

Transfers to designated reserves are in line with the accounting policy (Note 1 k.) of setting aside resources for the sustainability of contract services through surpluses generated in contract delivery.

Transfers to restricted funds relate to the match funding brought to restricted activity from the general reserve. Restricted Funds

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

DoH Section 64 - Department of Health restricted grant funding of the impact of Alcohol dependency on family relationships. Appeal Fund - specific campaign to raise funds for development costs of the digital platform - Click. Edith Dominian Memorial Fund - funds restricted to the delivery of a memorial lecture.

Designated funds

Trustees review formally the opportunity to designate funds from resources available and at least annually specify in the light of known funding for at least the next twelve months, what designations to make for future aims and objectives. At the balance sheet date these were as shown below.

Building the evidence base - a reserve designated to allow OPO to continue conducting original research following the ending of specific funding in March 2015.

Click development and content - reserve to allow for refreshing digital products expected to be used once the digital platform has been implemented.

Funding gap for on-line service - A reserve set up allowing core digital services to continue at a time in March 2015 when specific funding was ended. Available to support the operating costs of click.

Development and delivery of services - recognising the need to maintain core costs for existing services while seeking new funding, and develop those services in response to contract opportunities which arise, together with the cost of submitting bids.

41

Annual Report 2020-21

14) Analysis of net assets between funds

2020-21
Intangible Fixed Asssets
Tangible Fixed assets
Net current assets
2019-20
Intangible Fixed Assets
Tangible Fixed assets
Net current assets		 Endowment funds
£
-
-
136,239		 Restricted funds
£
-
-
9,871		 Designated funds
£
-
-
115,866
Unrestricted
funds
£
-
3,091
-

2020/21
Total Funds
£
-

3,091

261,976
136,239
Endowment funds
£
-
136,239		 9,871
Restricted funds
£
-
13,990		 115,866
Designated funds
£
34,722
-
120,324		 3,091

Unrestricted
funds
£
1,106
1,101		 265,067


2018/19
Total Funds
£
34,722
1,106
271,654
136,239 13,990 155,046 2,207 307,482

15) Obligations under operating leases

At 31 March 2021, the Charity had outstanding

commitments under operating leases as set out below:

Operating leases for ofce equipment
Expiring within 1 year
Expiring between 2 and 5 years		 2020/21
£
2019/20
£
3,060
6,120
-
3,060
3,060
9,180

16) Related Party Transactions

There were no emoluments paid to Trustees in the period (2019/20: nil). Trustees and the Senior Management Team declare annually any business interests they have. During 2020/21 there was no spend with an organisation where a business interest was declared.

17) Post balance sheet events

Cafcass renewed their Licenced use of Click from 15 April to 15 June 2021, a contract worth £10,500.

As part of the Parents in Wales initiative training worth £22,750 was commissioned and paid for before the year end for delivery in 2021-22, and a further £45,500 was ordered for delivery in 2021-22 and had been paid in full at the date accounts were signed.

The Welsh Government awarded a Grant for evaluation of the Parents in Wales initiative worth £57,000.

Initial sales of Licensed products were made to three English Local Authorities for delivery in 2021-22 prior to the year end and form part of receipts in advance.

The Department for Work and Pensions announced a grant scheme to all 151 English Local Authorites to purchase workforce training packages from suppliers including One Plus One. Forecast income is currently expected to be £338k for 2021-22 and £216k for 2022-23 and beyond. At the date accounts were signed £160k had been paid from this budget worth a forecast £665k payable during 2021-22.

The Department for Health and Social Care paid in full a grant before 31st March 2021, with £28,790 in delivery costs falling to 2021-22.

42

OnePlusOne

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8 info@oneplusone.org.uk

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