Headway Devon 14 Annual Report 2020-2021 REGISTERED CHARITY NUMBEL. 1097870 REGISTERED COMPANY NUMBER: 4777788 {En8land and Wales) Bush & Co Limited Chartered Accountants 2 Barnfield Crescent Exeter Devon EX11QT Headway Devon ## **HEADWAY DEVON** ## **REPORT OF THE TRUSTEES** ## **FOR THE YEAR ENDED MARCH 31 2021** |**Reference and Administrative Details**|**3**| |---|---| |**Chair’s Statement**|**4**| |**Headway Devon**|**5**| |**Objects**|**5**| |**A Year Like No Other**|**5**| |**The Year in Number**|**6**| |**The Challenges our Clients Face**|**6**| |**Impact**|**7**| |**Support for Families**|**7**| |**Raising Awareness and Influencing**|**8**| |**Raising the Funds**|**8**| |**Fundraising Standards and Practice**|**9**| |**Volunteers**|**9**| |**Partnership and Affiliation**|**10**| |**Governance**|**10**| |**Equality, Diversity, and Inclusion**|**10**| |**The Climate Emergency**|**11**| |**Public Benefit**|**11**| |**Risk**|**12**| |**Statement of Trustee Responsibilities**|**12**| |**Independent Examiner’s Report to the Trustees of Headway Devon**|**14**| |**Statement of Financial Activities**|**15**| |**Balance Sheet**|**16**| |**Statement of Cash Flows**|**17**| |**Notes to the Statement of Cash Flows**|**18**| |**Notes to the Financial Statements**|**19**| Page 2 REGISTERED COMPANY NUM8ER'. 4777788 IEngland and Wales) REGISTERED CHARITr NUMBER.. 1097870 HEADWAY DEVON REFERENCE ANO ADMINISTRATIVE DETAILS Charity name Headway Devon Charity re8i5tration number 1097870 Company Ilimrted by 8uarantee) registration nurnber 4777788 Principol/Re8iStered office X Centre Commercial Road Exeter Devon EX24AD DirectorslTrustees C Thorne. Chair C Bazen-Peters. Vlce Chalr P Kelly M Martln C Ellen M Welch Idled 19 June 20211 M Ryan D Tucker. Treasurer M Green J Davey lappolnted Ortober 20211 Company Secretary R Wells Audltors Bush & Co Llmlted 2 Barnfield Crescent Exeter D￿on EX1 1QT Bankers CAF Bank Ltd 25 Kin85 Hill Avenue Wes¢ Malllng Kent CEO Senlor Management Team R Wells E Smlth K Che5terrnan Paje 3 CHAIR'S STATEMENT Noneiheless the underlying financial structure of the charity remains under constant review. Despite the 5UPPOrt received. as part of that financial review, this year a150 saw a major restructure. intendet1 to both place the organisation on a better long term financial footing. whilst streamlining services. We said good bye to some long serving stalwarts of Hèadway Devon. who have helped create and develop the organisation over a number of years. to whom we are very gratefuL Ai the same time we havè been able to weltome some nèw iecruits, with new ideas, new perspectives and boundle55 enthusiasm to move Headway Devon forward in new ways. Perhaps most encouragingly, a welcome bi-product of the pandemic appears to be a renewed focus on social care, li'5 Worth. it's funding and it's structure. Headway Devon is a charity: however, a portion of oui funding comes from thè local authority. This focus on social care, we hope, present5 an opponunity for Headway Devon, with gceater recognition of the need for and Value of the services we provide. ably represented by our CEO Ruth Wells at the highest levels of the debate on the subject within our region and beyond. We face the coming year determined to maintain the Èssential service we provtde to the ABI community in Oevon and on behalf of the Boafd of Trustees I would like to record our heartfelt thanks to our management team, our staff. our volunteers And oyr funders who make it possible to do so. Lockdown came into effeci as ouf year started and the managemeni team and staff worked swiftly and tirelessly to adapt to the changes. Centres weie obLiget1 to cLose, visits were curtaiLed. Each and every step taken involved ensuring adherence to resirictions whilst seeking io prioritise the best interests of the clients and yet safe9uard thè staff, without whom there would be no service at all. Online and virtual support grew exponentially. where appropriate for the client. as the team batiled to find new ways to meet clieni need5. It 15 a testament to the managemenL the staff and the volunteers that services wefe rnaintained. aLbeit often in a different format than had previously been ihe case, that clienis coniinued to receive support and Headway Devon managed to meet it-s Pufposes and objÈtlivès. The challenges were, however, not limited to the practicalitie5 of maintaining service provision. Charitie5 were not exempt from the catastrophic financial impact of the pandemic. It is in this regard we have to aiknowledge and thank ih05e organisations which either maintained our ftsnding streams. provided grants to meet shortfalts. or in the case of Oevon County CounciL did both. for which we are extremely grateful and without which the organisation may well not have survived. CHRIS THORNE Headway Devon'5, Chair I AN REPOR T 2021 Paje 5 Headway Devon Headway Devon work5 wrth adults across Devon who have an acquired brain injury. supporting them and their farnilies. In the UK someone 15 admitted to a hospital with an acquired brain injury every 90 seconds. At the Royal Oevon and Exeter Hospital alone over we estimate that 2,70082 adults are admiited with a brain injury eacha year. The people we work with are from all walks of life. But they all have one thiry in common,. they- and their families- are living with the life-changing impart of brain injury. This can have been caused by a (ar accident, strokes. bfain tumour or a disease such as meningltis. Although a brain Injury affects people in very dlfferent ways, it typically leads io a complex mlx of physlcal disabiliries. These include epilepsy. paraly3i& or sensory Impairmeni learning problems le_g. memory loss, poor concentration. information processing problems) and emotional disabilities (ir￿lUdIng depression and anxiety. personaLity change. 1055 of ernpathy and mood swings). When ABI strikes. lives are changed forever. Unemploymenl relationship breakdown. social isolation znd depression are cornrnon. Frequenily people find rhemselves alorE. Facing financial hardship and having to reevaluare their whole li¥e5, at a time when their ability to do 50 is drasticaLly altered. Headway Devon exists to support people to corne to terms with this and to go on to get the most out of their new Ilves. Objects he objects of thè Charity (thè Objetts) are the tarÈ. support and rehabilitstion of peopLe who have acquired brain injurie5 and to provide Se￿iCe$ and facilities for 51Jch persons, their families and carers. particularly those resideni in Devon excluding Plymouth.- We meei our charitable objectives through a Carerfs Service, support for individuals through our one-to-one community services and through our ihree Centres. We provide inforrnaiion, suppoo a safe and supportive environment to practice skills and an opportunity fof peer stspport and inspiration. A Year Like No Other Change and uncertainty were all around us. To start with, our focus was simply on survivaL We worked tirelessly to adapt to the new noimal. transforming okjr day sèrvice provision into a di9ltal sèrvice, providing food and rnedicine5 to Ilinicaiiy vulnerable family members and adapting to new way5 of working. Staff focused on safety when safety and independence clashed. For example, staff avoided having clients travel in their cars. We embraced the opportunity to see change as a result of the pandemic. We wocked with Devon Couniy Council. the Tavistock Institute and the National Lottery to reflect on the Lessons of the pandemic. We worked with our community to use the pandemic as a catalyst for changè_ Our focus was on Èmergency grant funding. We changed ovr services and our staffing struiture5 where we needed lo. We embiaced a culture of continuous change and supported our clients io get online. We embraced ihe uncerLiinty. As Ihe pandemii hit nobody could have predicted how the 9overnment would respond. Fuflough, the relaxation of sociaL care legislation, the extra funding for the local atsthoriiy were all unforeseen. Office based staff focused on communication with the team at the coal face and the staff at the co3L face focused on the needs of the clients and carers. Wè respondèd to the needs of our clients and carers and worried less about whether this was legitimately funded activity. Our responses were in the best Interests of people who are affected by acquireil brain injury to meet the emergency needs of our beneficiarie 51 ANNUAL REPORT 2021 The Year in Numbers The Number of individuals supported, 98. Number of unpaid Carers supported l..1. 30. The Number of Centres Closed, 2 Number of d005top drops. 108 The Number of online 5e5510n5 run a week in lockdown. 11 Hours spent running online session5, 2 50 Number of meetings with Devon County Council, 49 Number of consultation meetings, 29 Different versions of the restructure, 9 Grants to support our work, 20 Donations, 4 Fundraising event5. 4. Challenges our Clients Face +Iow4 Wi5qed ArÈyDU ¥nihyouf èknl SM 61 ANNUAL REPORT 2021 Paje 8 Impact Everything we do is designed to make a real and lasting difference to the lives of our clients and those who care for them. Outcome measurement is therefore central to the way we pLan. deliver and evaluate our wor The outcomes we see in our clients include increased confidence, participation in the community. health improvèments lÈ.g. managed fatigue. Ljsing spoon theory, improvèmènts in speech or balancelredurtions in anxiety an(J depre55ionl, acceptance of acquired brain injury and work arounds fovnd for the difficultie5 remaining Imeal ptsnning. one handed crafting. cooking), solutions for practical challenge5 (benefit applicaiion5. budgeting) social inclusion (friendships, access to gym). We measure these in a range of ways. These include surveys and questionnaires. Social media. We use Qolibri as an impact tool and the Carer's WheeL From time to time we also commission an erternal evaluation from an external speciaLisL Last year 50% of clients said that our 5UPPOrt had reduied feeling5 of isolation anil loneliness. 60% of carers said that our support had enabled thern to find some soluiions io the issues they were facing. 20% of clients said they would have had no reason to get out of bed without the support of Headway Oevon. 40% of clients said they had been able to find work afound solutions to the barriers they face. thfOU9h stspport of Headway Devon. Two cLients avoided homelessness. One cLient found full lime work for the first time since their injury. Support for Families As the pandemic hit we realised ihe lafge percentage of families who care for our client5 who were ideniified as clinically extremely vulnerable. 14any of them are older and many have health conditions. Support workers asked family members if they were ok. as they attended visits and as unpaid carèrs answered the phone. The office set up a whatsapp group for the distribution of food and household goods during thè period whÈre there were shortages. The support worker ieam did doorstop drops of foo(J and collected rnedicine5_ The week before the first lockdown, our new Carers Lead stsrted work Prior to the pandemic, we had anticipated thai she would run monthly drop in sessions in all our centres. With the lockdown this was not possible. Instead our Carer's Lead set up a private Facebook group and wrote to all GP practices. We found that the majority of tsnpaid carers needed l..1 support. We responded to this need by supporting unpaid carers over the telÉphonÈ with signposting. information and guidance. In pèriods whÈrÈ it was safe our Carer's Lead met unpaid carers in parks to unpick particularly difficult 155ue5 and on one occasion the Carer'5 Lead vi51ted an Unpaid carer at home after she had been discharged froffl h05Pital without 511PPOrt. The Carer's Lead shopped for the Carer and helped her son understand the tasks that Ihe Carer needed support with. 71 ANNUAL REPORT 2021 Page 10 Raising Awareness and Influencing Our CEO is a providèr representative for thè Provider Engagèment NÈtwork. WÈ believè in thè iesponsibility of the charity sector to affect change in society. In the first lockdown Devon County Council was able to 5U5pend the norrnal contractual rules for the elerneni of our work tttJt 15 funded by the local authority. This meant we wefe paid in full for contraaed work without concerns about sessions being cut short by nervous households and that we were able to provide group social care online. At the end of the first lockdown Devon Cotsnty Council made the decision to use the catalyst of the pandemic as a force for good. They discovered that the suspension of rules had Led on thè whole to better outcomes and greater flexibility in servile5. The national clap for carer5 had focused minds on the plight of the poorly paid support workers. The iniiiativeintiaiive LOVE CARE began. The CEO ha5 worked with the local authority to better unde￿and the role ol the charitable sector and unregulated secwr in the provision of social care. She has done thai principally through storytellingstory telling. In the year that we are in that has culminated in working Wilh the local authority of Devon on an appreciative enquiry into sociaL cafe and the next focus wilL be a prospectus for change. We are proud to at50 be partner5 in the Devon Engagement Service, led by Living Option5 Devon_ During the course of the year we have influenced safeguarding policy and strategy and the Llocal Aauthority understanding of the challenges facing our clients and unpaid cafers. Raising the Funds The previous year the or9anisation had made a loss of lost 100.OfK)k_ We wère therefore already in a diff icult P051tion stsrting the year. We estimated at the beginning of the pandemic that we would need to raise £93,tyJOk in order from fundraising activities to cover ihe 1055 of income from closing down in person centres and not being able to visit all of our community clien15. We raised £100.465.20 in ihe year. Given that this was achieved through just one dedicated fundraisef. and given the financial contexL this was a great achievemenL Much of this came from grant-making foundations. We received grants from Neighbourly, Exeter Community Action Fund, Warburton's. Tesco-s Bags for Life, Devon County Council's Prompt Action Fund. Edward Gostling Foundation. The CLothmakÈr's' Guild, Torbay Covid-19 Rèlief Fund. The National Lottery, Oxygen House Foundation Trust Attive Devon. Exeter Lions. Postcode Lottery Community Fund and Ivlia and Hans Rausing Trust. We felt as if we were stood on the edge of a cliff at the beginning of March and the kindness and responsiveness of those grant givers enabled tss to survive and continue io deliver our services to meet the needs of our beneficiaries. There aren't sufficient words of gratitude. We owe our very survival 10 those trus A￿ngside the generosity of our charitablè trust supportÈrs.thè Trusts and Grants the local community also rallied together io help keep us going. We were met with kindness from our community_ From ihe kindness of private individuals to those who took pan in ihe 2.6 challenge. Including little pre-schooler Fiona who took part in so many challenges in order to raise money for Heathay Devon. Possibly the youngest fundraiser in the history of time. We also take a minute to remember Bob Wickham, for whom we were given an in memorium donation. We would likè to thank his family and friènds foi thinking of Headway Devon in their grief. Their supporL 9iven in mefflory of Bob. will help our work continue_ Rest in peace Bob. 81 ANNUAL REPORT 2021 Raising Awareness and Influencing Our CEO is a providèr representative for thè Provider Engagèment NÈtwork. WÈ believè in thè iesponsibility of the charity sector to affect change in society. In the first lockdown Devon County Council was able to 5U5pend the norrnal contractual rules for the elerneni of our work tttJt 15 funded by the local authority. This meant we wefe paid in full for contraaed work without concerns about sessions being cut short by nervous households and that we were able to provide group social care online. At the end of the first lockdown Devon Cotsnty Council made the decision to use the catalyst of the pandemic as a force for good. They discovered that the suspension of rules had Led on thè whole to better outcomes and greater flexibility in servile5. The national clap for carer5 had focused minds on the plight of the poorly paid support workers. The iniiiativeintiaiive LOVE CARE began. The CEO ha5 worked with the local authority to better unde￿and the role ol the charitable sector and unregulated secwr in the provision of social care. She has done thai principally through storytellingstory telling. In the year that we are in that has culminated in working Wilh the local authority of Devon on an appreciative enquiry into sociaL cafe and the next focus wilL be a prospectus for change. We are proud to at50 be partner5 in the Devon Engagement Service, led by Living Option5 Devon_ During the course of the year we have influenced safeguarding policy and strategy and the Llocal Aauthority understanding of the challenges facing our clients and unpaid cafers. Raising the Funds The previous year the or9anisation had made a loss of lost 100.OfK)k_ We wère therefore already in a diff icult P051tion stsrting the year. We estimated at the beginning of the pandemic that we would need to raise £93,tyJOk in order from fundraising activities to cover ihe 1055 of income from closing down in person centres and not being able to visit all of our community clien15. We raised £100.465.20 in ihe year. Given that this was achieved through just one dedicated fundraisef. and given the financial contexL this was a great achievemenL Much of this came from grant-making foundations. We received grants from Neighbourly, Exeter Community Action Fund, Warburton's. Tesco-s Bags for Life, Devon County Council's Prompt Action Fund. Edward Gostling Foundation. The CLothmakÈr's' Guild, Torbay Covid-19 Rèlief Fund. The National Lottery, Oxygen House Foundation Trust Attive Devon. Exeter Lions. Postcode Lottery Community Fund and Ivlia and Hans Rausing Trust. We felt as if we were stood on the edge of a cliff at the beginning of March and the kindness and responsiveness of those grant givers enabled tss to survive and continue io deliver our services to meet the needs of our beneficiaries. There aren't sufficient words of gratitude. We owe our very survival 10 those trus A￿ngside the generosity of our charitablè trust supportÈrs.thè Trusts and Grants the local community also rallied together io help keep us going. We were met with kindness from our community_ From ihe kindness of private individuals to those who took pan in ihe 2.6 challenge. Including little pre-schooler Fiona who took part in so many challenges in order to raise money for Heathay Devon. Possibly the youngest fundraiser in the history of time. We also take a minute to remember Bob Wickham, for whom we were given an in memorium donation. We would likè to thank his family and friènds foi thinking of Headway Devon in their grief. Their supporL 9iven in mefflory of Bob. will help our work continue_ Rest in peace Bob. 81 ANNUAL REPORT 2021 Page 13 Fundraising Standards and Practice Our Fundraiser resigned during thi5 year. after 13 years of service. Instead of reappointing, our Trustees took the decision to employ a fundraising consuLtancy to review our fundraising attivity, help us develop a fundraising strategy and work with us to focus our fundraising activities around those areas that will generate the greatest returns. Whitst it will take a little while to start seeing the returns from this. we are excited about the prospett of increasing our income from regular giving. grant-makers, gifts in wills and philanthropists. The additional income we raise will enable us to develop new services. reach more people and do more to improve the lives of people whose lives have been changed forever by a brain injury. We received no complaints related to fundraising during the year. Although we do very little public fundraising. we are registered with the Fundraising Regulator, adhere to GDPR legislation and uphold the Chartered Institute of Fundraising's Code5 of Fundraising practice. Our fundraising activity is reviewed by the board quarterly. Volunteers We would like to pay tribute to the wonderful volunteers who help us reach out to people living with a brain injury. The Day Centre5 normalLy enjoy the 5UPPOrt of many regular volunteers. We would like to thank them as without them we would not be able to deliver such a wealth of work. The pandemic ha5 of course curbed some of our frontline delivery work and some of our volunteer activity ha5 had to be cut back during this period.This reporting year the need to work in a covid secure way. online meant that we scaled back the volunteers we work with. Two extraordinary volunteers SUPPOrted our online work online. In the current year, the Local community has responded to our reopening of in person group sUPPOrt through re- engagement and voluntary sUPPOrt of our services. We also paused student engagement We were concerned that we would not be able to offer a high-quality student placement virtualLy and limited the number of people who were at in-person support for the sake of infection controL 91 ANNUAL REPORT 2021 Page 15 Partnerships and Affiliation Collaborative working is an important part of the way we worL With limited resources and capacity, partnerships, cOL￿boratIOnS and affiliations enable us to reach more people, connect cLients with other services that can help them and have a stron9er voice about issues that matter. Headway Devon is proud to be affiliated to Headway UK. We benefit from our relationship with Headway UK through their profile raising. campaigning and influeniing nationally and through parliament, PR support. leadership development and their training. Heèdway UK affiliation brings additional benefit to our clients through their nurse- led helptine and emergency fund. We also work in partnÈrship with many oiganisations from across the voluntAry. Ststutory and corporatè sectors. These organi5ations add huge value to our work and service5_ We are grateful to all those organisations that have worked in partnership with us over the pa51 year. Thank you. Governance Headway Devon has a Board of Trustees who delegaie day-io-daydelegate day to day-to-day Leadership to a Chief Executive 0￿1(er who is supported by the Senior Leadership Team. The charity and its operations are governed by a constitution adopted and incorporated on 27 May 2003. Trustees are ÈLected by majority vote of existing tru5tee5 and will consist of at least three but not more than twenty-two individuaLs. The chair 15 elected by the tru5tee5. One third of irustee5 must retire at each AGM, those longest in office retiring first but those who retlfe may be re-elected. A trustee should resign after a terrn of 6 consecuiive years however,. other trullees may propose immediate re-election if they believe this to be in ihe long-term interests of the chariry. The trusiees must hotd at least fouc meetin9s each year at regutac intervals. Trustees are selected based on their skiLL setsskillsets in order to produce a balanced board. Trustees are provided training on acquired brain injuries as pArt of the induction process_ Day to day running of the charity is undertaken by the CEO and senior anagement team. The board of trustees consists of a ftjll board whiih Mee￿ every other month. A client comminee exists to give clients more widespread influence over the straiegic direction of the organisation. In addition. there is a Staff Forum. The CEO and Board ol Trustees would like to thank members of the stsff forum and Client Committee for their significant service io the charity over the pasi year. Mike Welch died this year. He was a long serving Trustee, giving the benefit of his lived experience and his businèss acumen. He is remembered with fondness. We v4ill continuè to be inspired by his dedication_ Equality. Diversity and Inclusion (EDI) Last year. the Charity was inspired to reflect on our approach to equality. diversity and inclusion_ We assessed a5 a senior management team our success in this area. We discovered that we are effective at attracting and retaining unpaid carers as staff rnembers and volunteers and individuals experieniing disability. We are also effeaive at recruiting and retaining older workers, who share the ¥yealth of their experience with us. However, we are not fepresentaiive of our community. Our staff team. clients and volunteers ère almost entirely white British. Devon is an area which isn't as diverse as the rest of the country, however we recognise that there are individuals that it is more diverse than our staff tebm. We arè also almost entirely hetrosexual and at the beginning of the iurrent year all of our staff and clients were over the age of SO. We are cofflrnined to change the demographic of our clients and carers, to Serve our comfflunity fully. We held 101 ANNUAL REPORT 2021 Page 17 Partnerships and Affiliation Collaborative working is an important part of the way we worL With limited resources and capacity, partnerships, cOL￿boratIOnS and affiliations enable us to reach more people, connect cLients with other services that can help them and have a stron9er voice about issues that matter. Headway Devon is proud to be affiliated to Headway UK. We benefit from our relationship with Headway UK through their profile raising. campaigning and influeniing nationally and through parliament, PR support. leadership development and their training. Heèdway UK affiliation brings additional benefit to our clients through their nurse- led helptine and emergency fund. We also work in partnÈrship with many oiganisations from across the voluntAry. Ststutory and corporatè sectors. These organi5ations add huge value to our work and service5_ We are grateful to all those organisations that have worked in partnership with us over the pa51 year. Thank you. Governance Headway Devon has a Board of Trustees who delegaie day-io-daydelegate day to day-to-day Leadership to a Chief Executive 0￿1(er who is supported by the Senior Leadership Team. The charity and its operations are governed by a constitution adopted and incorporated on 27 May 2003. Trustees are ÈLected by majority vote of existing tru5tee5 and will consist of at least three but not more than twenty-two individuaLs. The chair 15 elected by the tru5tee5. One third of irustee5 must retire at each AGM, those longest in office retiring first but those who retlfe may be re-elected. A trustee should resign after a terrn of 6 consecuiive years however,. other trullees may propose immediate re-election if they believe this to be in ihe long-term interests of the chariry. The trusiees must hotd at least fouc meetin9s each year at regutac intervals. Trustees are selected based on their skiLL setsskillsets in order to produce a balanced board. Trustees are provided training on acquired brain injuries as pArt of the induction process_ Day to day running of the charity is undertaken by the CEO and senior anagement team. The board of trustees consists of a ftjll board whiih Mee￿ every other month. A client comminee exists to give clients more widespread influence over the straiegic direction of the organisation. In addition. there is a Staff Forum. The CEO and Board ol Trustees would like to thank members of the stsff forum and Client Committee for their significant service io the charity over the pasi year. Mike Welch died this year. He was a long serving Trustee, giving the benefit of his lived experience and his businèss acumen. He is remembered with fondness. We v4ill continuè to be inspired by his dedication_ Equality. Diversity and Inclusion (EDI) Last year. the Charity was inspired to reflect on our approach to equality. diversity and inclusion_ We assessed a5 a senior management team our success in this area. We discovered that we are effective at attracting and retaining unpaid carers as staff rnembers and volunteers and individuals experieniing disability. We are also effeaive at recruiting and retaining older workers, who share the ¥yealth of their experience with us. However, we are not fepresentaiive of our community. Our staff team. clients and volunteers ère almost entirely white British. Devon is an area which isn't as diverse as the rest of the country, however we recognise that there are individuals that it is more diverse than our staff tebm. We arè also almost entirely hetrosexual and at the beginning of the iurrent year all of our staff and clients were over the age of SO. We are cofflrnined to change the demographic of our clients and carers, to Serve our comfflunity fully. We held 101 ANNUAL REPORT 2021 Page 19 a couple of focus groups as a management and leadefship team. to which we invited the wider staff team. We aL50 sent a survey to the staff team and the CEO undertook training. We have concluded that we will need to deveLop a strategy document within the current year. We believe that if bye can attratt a more divèrsè workforce, it is more likely that thè commtsnity will feel more comfortable beirhg supported through our 5ervice5. We are reviewing our job descriptions and person 5pecification5, to ensure thai our language 15 more inclusive. We are a150 committed io securing funding for a social network. specifically for people in their ￿entleS and thirties. We are grateful to The Co-operative. and their customers in Haven Banks and Si Thomas. Exeter who are raising money for this new proposed 5er¥ice. The Climate Emergency Headway Devon reco9nfrses the climate emergency. It is particularly challengin9 to respond to the emergency when so much of ovr work involves driving in beNeen individual client homes. We signed the pledge not to send Christmas card5 Several years ago. We use environmentally responsible cleaning agent5 in our buildings and recycled papec. We support a number of staff who cycle, walk and use public transport in order to get to work Thi5 year the CEO has been involved work with the local authority underrtant15ng the mileage of our enabling service. We have also supported their grarht applications which have the ambition of providing electiic cars to social care staff. We are committed io producing a stiategy io tackle the climate emergeniy for the next annual report Public Benefit The trustees confirm that they have given due regaTd to the guidance issued by the Charity Commission relating to public benefit. Headway Devon aims to provide supporl care and social reintegration for people with acquired brain injuries in Devon. 111 ANNUAL REPORT 2021 Page 21 Risk Part of our work is to provide social care on behalf of the Loc3L authority_ It is onLy a portion of the work that wè do_ We are reliant of the genorisity of our Local communlty. Our biggest risk is that thè public may not vnder5tand our need foi sUPPOrt. Our work with unpaid Carer'5 receives no income from the local authority. We want to support people across Devon who face an acquired brain injury. It is a large county. A5 acquired brain injury affects many people, from all walks of life and at any age our clients often don't live ¥yhere our workers and volunteer5 live. Whilst the local authority does fund a portion of our work, it does noi cover the quite considerabLe cosi of iraveL What we provide on behalf of the local authority IS termed as unreguLaied supporL None of the governmènt funding during the pandemic was to supwjrt the unregulated sector. In 2014 we purchased our building. the X Centre. which has been a major asseL We completed the purchase in 2015 wilh the help of a mortgage for £150,￿ to enable us to re￿in 5ufficieni money in re5erve5 for running costs and to meet the covenants of the loan. To meet these covenants. we need to ensure a minimum of £50,000 in our bank account and have 1.5 times the loan repayment surplus over expenditure. Therefore. the policy 15 that Headway Devon will strive to maintain a minimum cash reserve of £IOO.000. This shoulij continue to be monitored regularly and if ihe cash reserves fall below this sum then the board will be informed at their next meeting. If they fall below £50,000 then a special meeting will be called to discuss actions. Unrestricied cash balances at the year end totalled £190,440 in the Gold account and £54.906 in the Caf Cash account. The remaining cash is made up of cestricted funds and pelly cash held at the centres. The total (Ash balance as at 31 March 2021 was £300.Q45, of which £45.462 rÈtated to restricted reserves and £254.583 related to unrestricted reserve5. The charity airns to hold unre5trirted free reserve5 of 3 fflonths running costs, which equates to approximately £169.000 based on current year expenditure. At the end of thi5 financial period the total funds the charity holds are £628.416 which includes restricted reserves of £45,462. tangible fixed assets of £428.762 and long term creditor secured against the property of £152,055. Therefore. the charity s free reserves equal £286,227. which is £117.227 in excess of the reseryes policy. The Board of Trustees implemented an organisational restructuring strategic pLan in the attempt to align the opecational and cost base of thè Charity with the projected futurÈ income generation and plan to use some of the excess of reserves dkjring the implementation process. Thè operation31 Ènvironment of the Charity continues to be challengirhg both in respect to the precaution5 now required to operate and create a Covid safe and secure environmeni for our clients, along wilh the financial sirains resulting from a reduction in income and increasing costs directly linked to the delivery of the charitable objectives. Statement of Trustee Responsibilities The Trustees (who are also the direaors ol Headway Devon for the purpose of company lawl are responsible for preparing ihe Report of the Tfustees and the financial statements in accordance ¥yith applicable law and United Kingdom Generally Accepted Accounting Standards Iunited Kingdom Generally Accepied Accounting Practicel, incLuding Financial Reporting Standard 102 Ihe Financial Reporting Standacd applicabte in the UK and Republic of Ireland.. 121 Annual Report 2021 Page 23 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 ol the charitable company and of the incoming resources and application of cesources, including the income and expenditure. ol the charitable company for that period. In preparing those financial statements, the trustees are reguired to.. se￿tt suit3bLe accounting policiès and then apply them consistentLy.' observe the rnethods and principle5 In the Charity SORP.. make judgements and e5timaies that are reasonable and prudent.. prepare the financial Statements on the going concern basis unless It is inappropriate to presume that the charitable company will continue in busines5. The trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy ai any time the financial position of the charitable company and to enable them to ènsure that the financial ststèments comply with the Companiès Act 2006. They are also responsible for $3feguarding the assèts of the charitable company and hence for tsking reasonable Steps for the prevention and detection of fraud and other irregutsrities. Statement as io Disclosure of Information to Auditors So far as the Irusiees are aware. there is no relevani audit information of which the company's auditors are unaware.. and each trustee has taken all the steps that they ought to have taken as a trustee in Ofder to make them aware of any relèvant audit information and to èstablish that the auditors are awarè of that information_ Auditors The audiiors. Bush & Co Limited. will be proposed for re-appointment at the forthcoming Annual General Meeting. Status of Report This report has been prepkred in accordance with the special provisions of Sertion 419121 of the Companies Act 2￿6 relating to small companies. Approved by order of the board.................................................. (Trusteel 131 Annual Report 2021 Page 25 Independent's Examiner's Report to the Trustees of Headway Devon I report to the charity trustees on my examination of the accounts of the cofflpany for the year ended 31 March 2021. which are set out on pages 14 onwards. ResponsibiLities and basis of report As the charity's tiusteès of the company land also its direttors foi thè PLJrposès of company lawl you are responsible for the prepaiatiorh of the accounts in accordance with the requirements of the Companie5 Att 2tyJ6 fihe 2￿)6 Act). Having saiisfied myself that the accounts of the cornpany are not reqLtired to be audited under Part 16 of the 2CQ6 Act and are eligible for independeni examination, I report in respect of my examination of your charity's accounts as carried out under seciion 145 of the Chafities Aci 2011 Ithe'2011 Act). In carrying Out my examination I havè followed thè Direttions given by the Charity Commission under section 14515llbl of the 2011 Act. Independent examiner's report Since the company's gross incorne exceeded £250.C¥)O your examiner must be a member of a bool listed in section 145 of the 2011 Act. I confirm that l am qualified to undertake the examination because l am a member of the Institute of Chartered Accountants in England and Wales. which is one of the listed bodies. I have compieteil my examination. I confim that no matters have come to my attention in connertion with the examination giving me cause to believe.. 'accountin9 records were not kept in respect of the company as required by section 386 of the 2￿6 Act, or .the accounts do not aciord with ihose accountin9 records.. or .the accounts do not comply wirh the accounting requirements of section 396 of the 2006 Act other than any reguirement that the accounts give a'true and fair. view which is not a matter considered as part of an independent examination.. or .the accounts have not been prepared in accoidance with the fflethoijs and principle5 of the Ststement of Recornmended practice for accounting and reporting by charities. I have no concerns and have come across no other matters in connection with the examination to which atteniion should be drawn in this report in order to enable a proper understanding of the accounts to be reached. Shane Cann BAIHonsl ACA FCCA (TA Bush & Co Limited Chartered Accountants 2 Barnfield Crescent Exeier Date.. 141 Annual Report 2021 ## **HEADWAY DEVON** ## **STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 MARCH 2021** |||**Unrestricted**|**Restricted**|**Total Funds**|**Unrestricted**|**Restricted**|**Total Funds**| |---|---|---|---|---|---|---|---| ||Notes|**Funds**|**Funds**|**2021**|**Funds**|**Funds**|**2020**| |||**£**|**£**|**£**|**£**|**£**|**£**| |**INCOME FROM**|||||||| |Donations and legacies|2|35,688|47,542|83,230|14,380|36,390|50,770| |Other trading activities|3|87|-|87|16,360|577|16,937| |Investment income|4|97|-|97|414|-|414| |Charitable activities|5|509,037|-|509,037|528,207|-|528,207| |Other income|6|41,170|14,085|61,255|-|-|-| |||_______|_______|_______|_______|_______|_______| |**Total income**||592,079|61,627|653,706|559,361|36,967|596,328| |**EXPENDITURE ON**|||||||| |Raising funds|7|1,894|-|1,894|6,057|-|6,057| |Charitable activities|7|616,885|57,498|674,383|677,554|6,551|684,105| |||_______|_______|_______|_______|_______|_______| |**Total expenditure**||618,779|57,498|676,277|683,611|6,551|690,162| |**NET INCOME**|10|(26,700)|4,129|(22,571)|(124,250)|30,416|(93,834)| |**TRANSFERS BETWEEN**|||||||| |**FUNDS**|22|4,056|(4,056)|-|1,813|(1,813)|-| |||_______|_______|_______|_______|_______|_______| |**NET MOVEMENT IN FUNDS**||(22,644)|73|(22,571)|(122,437)|28,603|(93,834)| |**RECONCILIATION OF**|||||||| |**FUNDS**|||||||| |Total funds brought forward||605,598|45,389|650,987|728,035|16,786|744,821| |||_______|_______|_______|_______|_______|_______| |**Total funds carried forward**||582,954|45,462|628,416|605,598|45,389|650,987| |||_______|_______|_______|_______|_______|_______| Page 27 ## **HEADWAY DEVON (COMPANY NUMBER 4777788)** ## **BALANCE SHEET AT 31 MARCH 2021** ||||**2021**||**2020**| |---|---|---|---|---|---| ||**Notes**||**Total funds**||**Total funds**| |||**£**|**£**|**£**|**£**| |**FIXED ASSETS**|||||| |Tangible assets|14||428,762||439,446| |**CURRENT ASSETS**|||||| |Debtors|15|59,253||99,420|| |Cash at bank and in hand||300,045||272,174|| |||_______||________|| |||359,298||371,594|| |**CREDITORS:**|||||| |Creditors: Amounts falling due|||||| |within one year|16|(31,025)||(28,011)|| |||_______||_______|| |**NET CURRENT ASSETS**|||328,273||343,583| ||||_______||_______| |**TOTAL ASSETS LESS CURRENT**|||||| |**LIABILITIES**|||757,035||783,029| |**CREDITORS: Amounts falling**|||||| |**due after more than one year**|17||(128,619)||(132,042)| ||||_______||_______| |**TOTAL NET ASSET**|||628,416||650,987| ||||||| ||||_______||_______| |**FUNDS**|||||| |Restricted funds|||45,462||45,389| |Unrestricted funds|||582,954||605,598| ||||_______||_______| |**TOTAL FUNDS**|22||628,416||650,987| ||||_______||_______| The charitable company is entitled to exemption from audit under Section 477 of the Companies Act 2006 for the year ended 31 March 2021. The members have not deposited notice, pursuant to Section 476 of the Companies Act 2006 requiring an audit of these financial statements. The trustees acknowledge their responsibilities for complying with the requirements of the Companies Act 2006 with respect to accounting records and the preparation of accounts. These financial statements have been prepared in accordance with the special provisions of Part 15 of the Companies Act 2006 relating to small charitable companies. The financial statements were approved by the Board of Trustees on 20 January 2021 and were signed on its behalf by: David Tucker – Trustee Page 28 **HEADWAY DEVON** ## **STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31 MARCH 2021** |**Note**
**Cash flows from the operating activities:**
**Net cash provided by (used in) operating activities**
1
**Cash flows from investing activities:**
Dividends, interest and rents from investments
Purchase of property, plant and equipment
**Net cash provided by (used in) financing activities**
**Cash flows from financing activities:**
Repayments of borrowing
**Net cash provided by (used in) financing activities**
**Change in cash and cash equivalents in the reporting**
**period**
**Cash and cash equivalents at the beginning of the**
**reporting period**
**Cash and cash equivalents at the end of the reporting**
**period**|**2021**
**£**
37,846
97
(6,657)
_______
6,560
(3,415)
_______
3,415
27,871
272,174
_______
300,045
|**2020**
**£**
(97,009)
414
(5,266)
_______
4,852
(3,171)
_______
3,171
(105,032)
377,206
_______
272,174
| |---|---|---| Page 29 **HEADWAY DEVON** ## **NOTES TO THE STATEMENT OF CASH FLOWS** ## **FOR THE YEAR ENDED 31 MARCH 2021** ## **1. RECONCILIATION OF NET INCOME/EXPENDITURE TO NET CASH FLOW FROM OPERATING ACTIVITIES** |**Net income for the reporting period (as per the statement of**
**financial activities)**
Adjustments for:
Depreciation charges
Dividends, interest and rents from investments
(Increase)/decrease in debtors
Increase/(decrease) in creditors
**Net cash provided by (used in) operating activities**
**2. ANALYSIS OF CASH AND CASH EQUIVALENTS**
Cash in hand
Total cash and cash equivalents|**2021**
**£**
(22,571)
17,341
(97)
40,167
3,006
_______
37,846
_______
**2021**
**£**
300,045
_______
300,045
_______|**2020**
**£**
(93,834)
16,086
(414)
(21,779)
2,932
_______
(97,009)
_______
**2020**
**£**
272,174
_______
272,174
_______| |---|---|---| Page 30 **HEADWAY DEVON** ## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021** ## **1. ACCOUNTING POLICIES** ## **Basis of preparation** The financial statements have been prepared under the historical cost convention, and in accordance with the Charities SORP (FRS 102) ‘Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2015)’. In preparing the financial statements the provisions of Section 1A “Small Entities” of Financial Reporting Standard 102 ‘The Financial Reporting Standard applicable in the UK and Republic of Ireland’ and the Companies Act 2006 have been applied. The Trustees consider there to be sufficient reserves and access to funding to support the charity for the foreseeable future, therefore as there are no material uncertainties, they consider the charity to be a going concern. The charity meets the definition of a public benefit entity under FRS 102. ## **Fund accounting policy** Unrestricted income funds are general funds that are available for use at the trustees’ discretion in furtherance of the objectives of the charity. Restricted funds are those donated for use in a particular area or for specific purposes, the use of which is restricted to that area or purpose. Designated funds are unrestricted funds set aside at the discretion of the trustees for specific purposes. Further details of each fund are disclosed in note 21. ## **Incoming resources** Donations are recognised where there is entitlement, certainty of receipt and the amount can be measured with sufficient reliability. Donated goods have been included at the lower of their value to the charity and their estimated open market value. Income derived from events is recognised as earned (that is, as the related goods or services are provided). Investment income is recognised on a receivable basis. Income from charitable activities includes income recognised as earned (as the related goods or services are provided) under contract. ## **Resources expended** Liabilities are recognised as soon as there is a legal or constructive obligation committing the charity to the expenditure. All expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to the category. Costs of generating funds are the costs of trading for fundraising purposes. Charitable expenditure comprises those costs incurred by the charity in the delivery of its activities and services for its beneficiaries. It includes both costs that can be allocated directly to such activities and those costs of an indirect nature necessary to support them. Page 31 **HEADWAY DEVON** ## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021** ## **1. ACCOUNTING POLICES CONTINUED** ## **Support costs** Support costs include central functions and have been allocated to activity cost categories on a basis consistent with the use of resources, for example, allocating property costs by floor areas, or per capita, staff costs by the time spent and other costs by their usage. ## **Fixed assets** Individual fixed assets costing £200 or more are initially recorded at cost. ## **Depreciation** Depreciation is provided on tangible fixed assets so as to write off the cost or valuation, less any estimated residual value, over their expected useful economic life as follows: Freehold property 2% straight line basis Plant and machinery 5% straight line basis Furniture and equipment 20% straight line basis Computer equipment 33% straight line basis ## **Debtors** Debtors are included at the settlement amount due. Prepayments are valued at the amount prepaid. ## **Cash at bank and in hand** Cash at bank and in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of opening of the deposit. ## **Creditors** Creditors are recognised where the charity has a present obligation arising from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors are recognised at their settlement amount. ## **Financial Instruments** The charity only has financial assets and liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value. ## **Operating leases** Rentals payable under operating leases are charged in the statement of financial activities on a straight line basis over the lease term. ## **Pensions** The charity operates a defined contribution pension scheme. Contributions are charged in the statement of financial activities as they become payable in accordance with the rules of the scheme. ## **2. DONATIONS AND LEGACIES** |**Unrestricted**
**Restricted**
**Funds**
**Funds**
**£**
**£**
Appeals and donations
35,688
47,542
_______
_______
35,688
47,542

|**Total**
**Funds**
**2021**
**£**
83,230
_______
83,230
|**Total**
**Funds**
**2020**
**£**
50,770
_______
50,770
| |---|---|---| Page 32 ## **HEADWAY DEVON** ## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021** |**3.**
**OTHER TRADING ACTIVITIES**
**Unrestricted**
**Restricted**
**Funds**
**Funds**
**£**
**£**
Fundraising events
87
-
Room hire
-
-
_______
_______
87
-
_______
_______
**4.**
**INVESTMENT INCOME**
**Unrestricted**
**Restricted**
**Funds**
**Funds**
**£**
**£**
Interest on cash deposits
97
-
_______
_______
**5.**
**INCOME FROM CHARITABLE ACTIVITIES**
**Unrestricted**
**Restricted**
**Funds**
**Funds**
**£**
**£**
**Centre Services**
Centre services provided
145,230
-
Other services
6,032
-
_______
_______
151,262
-
_______
_______
**Community Services**
Community Services
354,999
-
Other services
331
-
_______
_______
355,330
-
_______
_______
**Other Services**
Other services
2,445
-
_______
_______
509,037
-
_______
_______
**6.**
**OTHER INCOME**
**Unrestricted**
**Restricted**
**Funds**
**Funds**
**£**
**£**
CIRS income
30,549
-
Covid grants
16,621
14,085
_______
_______
47,170
14,085

|**Total**
**Funds**
**2021**
**£**
87
-
_______
87
_______
**Total**
**Funds**
**2021**
**£**
97
_______
**Total**
**Funds**
**2021**
**£**
145,230
6,032
_______
151,262
_______
354,999
331
_______
355,330
_______
2,445
_______
509,037
_______
**Total**
**Funds**
**2021**
**£**
30,549
30,706
_______
61,255
|**Total**
**Funds**
**2020**
**£**
618
16,319
_______
16,937
_______
**Total**
**Funds**
**2020**
**£**
414
_______
**Total**
**Funds**
**2020**
**£**
196,579
212
_______
196,791
_______
323,159
51
_______
323,210
_______
8,206
_______
528,207
_______
**Total**
**Funds**
**2020**
**£**
-
-
_______
-
| |---|---|---| Page 33 ## **HEADWAY DEVON** ## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021** ## **7. TOTAL EXPENDITURE** |**Raising Funds**
**Charitable Activities**
**Centre**
**Outreach**
**Other**
**Fundraising**
**Services**
**Services**
**Services**
**£**
**£**
**£**
**£**
Fundraising costs
-
-
-
-
Employment costs
-
125,894
269,198
-
Transport costs
-
1,763
17,661
-
Establishment costs
-
11,678
3,494
-
Office expenses
-
2,055
8,213
-
Printing, postage and stationery
-
1,305
315
-
Subscriptions and donations
-
-
59
-
Sundry and other costs
1,253
2,668
20
-
Travel and subsistence
-
4
-
-
Legal and professional costs
-
-
-
-
Bad debt expense
-
166
1,714
-
Bank charges
-
2
-
-
**Support costs (see not 7)**
641
74,421
153,753
-
**_______**
**_______**
**_______**
**_______**
1,894
219,956
454,427
-



|**Room**
**Hire**
**£**
-
-
-
-
-
-
-
-
-
-
-
-
-
**_______**
-
|**Total**
**2021**
**£**
-
395,092
19,424
15,172
10,268
1,620
59
3,941
4
-
1,880
2
228,814
**_______**
676,277
|**Total**
**2020**
**£**
3,436
411,476
27,469
24,991
10,808
1,132
-
11,159
346
180
-
-
199,165
**_______**
690,162
| |---|---|---|---| Page 34 ## **HEADWAY DEVON** ## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021** ## **8. SUPPORT COSTS** |Employment costs
Transport costs
Establishment costs
Office expenses
Printing, postage and stationery
Subscriptions and donations
Equipment hire
Sundry and other costs
Travel and subsistence
Auditors’ remuneration
Legal and professional costs
Coronavirus
Bank charges
Mortgage interest
Depreciation of tangible fixed assets
**_Allocated to activities as follows:_**
Raising fund
Centre services
Outreach services
Other services
Room hire|**2021**
**£**
139,677
16
22,954
12,386
1,417
1,156
1,628
6,382
12
3,300
88
13,676
75
8,707
17,341
_______
228,815
_______
641
74,421
153,753
-
-
_______
228,815
_______|**2020**
**£**
112,021
43
24,049
10,247
730
2,043
1,819
5,589
1,079
6,964
7,679
1,813
60
8,943
16,086
_______
199,165|**2020**
**£**
112,021
43
24,049
10,247
730
2,043
1,819
5,589
1,079
6,964
7,679
1,813
60
8,943
16,086
_______
199,165| |---|---|---|---| |||_______
1,748
61,598
131,305
207
4,307
_______
199,165
______|| ||||______| ## **9. TRUSTEES’ REMUNERATION AND EXPENSES** No trustees received any remuneration or reimbursement of expenses during the year. ## **10. NET INCOME** Net income is stated after charging/(crediting): |**10.**
**NET INCOME**
Net income is stated after charging/(crediting):||| |---|---|---| |Auditors’ remuneration
Auditors’ remuneration – non audit services
Depreciation of tangible fixed assets
**11.**
**EMPLOYEES’ REMUNERATION**|**2021**
**£**
2,268
1,032
17,341
_______|**2020**
**£**
5,968
996
16,086| |||_______| The average number of persons employed by the charity (including trustees) during the year, analysed by category, was as follows: |Support services
Management and administration|**2021**
37
6
____
43
|**2020**
37
6
____
43
| |---|---|---| **HEADWAY DEVON** Page 35 ## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021** ## **11. EMPLOYEES’ REMUNERATION (continued)** The aggregate payroll costs of these persons were as follows: |Wages and salaries
Redundancy
Social security
Employers pension costs|**2021**
**£**
441,952
32,086
21,406
14,183
_______
509,627
|**2020**
**£**
482,243
-
22,262
14,369
_______
518,874
| |---|---|---| No employees received emoluments in excess of £60,000. Aggregate employee benefits of key management personnel were £111,084 (2020: £117,305). ## **12. PENSION SCHEME** ## **Defined contribution pension scheme** The charity operates a defined contribution pension scheme. The pension cost charge for the period represents contributions payable by the charity to the scheme and amounted to £14,183 (2020 - £14,369). ## **13. TAXATION** The company is a registered charity and is, therefore, exempt from taxation. ## **14. TANGIBLE FIXED ASSETS** |**Freehold**
**Plant and**
**Furniture &**
**Property**
**Machinery**
**Equipment**
**£**
**£**
**£**
**Cost**
Brought forward
431,510
85,472
44,072
Additions
-
-
6,657
_______
_______
_______
431,510
85,472
50,729
_______
_______
_______
**Depreciation**
Brought forward
60,410
24,991
36,207
Charge for year
8,630
4,274
4,437
_______
_______
_______
69,040
29,265
40,644
_______
_______
_______
**Net Book Value**
Carried forward
362,470
56,207
10,085
_______
_______
_______
Brought forward
371,100
60,481
7,865


|**Total**
**£**
561,054
6,657
_______
567,711
_______
121,608
17,341
_______
138,949
_______
428,762
_______
439,446
| |---|---| Page 36 ## **HEADWAY DEVON** ## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021** **----- Start of picture text -----**
|||| |---|---|---| |15.|DEBTORS| |2021|2020| |£|£| |Trade debtors|46,067|93,553| |Prepayments and accrued income|13,186|5,867| |______|______| |59,253|99,420| |______|______| |16.|CREDITORS: Amounts falling due within one year| |2021|2020| |£|£| |Bank loans|3,416|3,408| |Trade creditors|15,865|7,925| |Taxation and social security|5,769|6,982| |Other creditors|2,458|2,879| |Accruals and deferred income|3,517|6,817| |______|______| |31,025|28,011| |______|______| |17.|CREDITORS: Amounts falling due after more than one year| |2021|2020| |£|£| |Bank loans|128,619|132,042| |______|______| |18.|BANK LOANS| |2021|2020| |£|£| |Bank loans within 1 year|3,416|3,408| |Bank loans between 2 and 5 years|8,212|11,635| |Bank loans more than 5 years|120,407|120,407| |_______|_______| |132,035|135,450| |_______|_______| |Bank loans consist of a single loan on which security has been given by the charity on the freehold| |property known as The XCentre, Commercial Road, Exeter EX2 4AD.| |19.|OPERATING LEASE COMMITMENTS| |2021|2020| |£|£| |Amounts falling due within 1 year|1,629|1,629| |Amounts falling due between 2 and 5 years|4,072|5,701| |_____|_____| |5,701|7,330| |_____|_____| **----- End of picture text -----**
Page 37 ## **HEADWAY DEVON** ## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021** ## **20. MEMBERS’ LIABILITY** The charity is a private company incorporated in England and Wales limited by guarantee. Consequently, it does not have any share capital. Each of the members is liable to contribute an amount not exceeding £10 towards the assets of the charity in the event of liquidation. ## **21. RELATED PARTIES** ## **Controlling entity** The charity is controlled by the trustees who are all directors of the company. ## **Related party transactions** Mr M Green is a director of Endorse HR Limited and a trustee of the charity. Endorse HR offered services to the charity totalling £Nil (2020: £1,008). ## **22. ANALYSIS OF FUNDS** ## **CURRENT YEAR** |**General Funds**
Unrestricted
**Restricted Funds**
Neighbour Postcode
X Centre Tables
Exmouth Centre
Tiverton Centre
Client Holiday
Honiton Centre
Exeter Centre
Exeter Carers Project
Cloth Worker
Essex Trust
Carer Support
Torquay Centre
Central
ECC Project
Infection Control
Community Support
Rotary Club
Cathedral School
Covid-19
Rausing Trust
X Centre Doors|**Brought**
**Forward**
**£**
605,598
_______
-
485
2,518
983
3,457
1,072
5,224
668
-
186
27,260
816
493
592
-
539
350
504
-
-
242
_______
45,389
_______
650,987
|**Income**
**Expenditure**
**Transfers**
**£**
**£**
**£**
592,079
(615,322)
4,056
_______
_______
_______
11,180
(11,180)
-
-
-
(485)
-
(30)
-
-
(983)
-
-
-
-
349
(57)
-
1,310
(2,746)
-
-
-
(668)
5,000
(391)
(1,788)
-
-
-
-
(6,951)
(30)
225
(47)
-
-
-
(493)
-
-
(592)
14,085
(4,581)
-
70
-
-
-
(350)
-
-
-
(504)
593
(1,097)
504
28,815
(28,815)
-
-
-
-
_______
_______
_______
61,627
(57,498)
(4,056)
_______
_______
_______
653,706
(676,277)
-


|**Carried**
**Forward**
**£**
586,411
_______
-
-
2,488
-
3,457
1,364
3,788
-
2,821
186
20,279
994
-
-
9,234
609
-
-
-
-
242
_______
45,462
_______
628,416
| |---|---|---|---| All transfers out of restricted funds are where capital items have been purchased with restricted funds. These purchases have satisfied the restriction, and so have been transferred to unrestricted funds. ## _**Carer Support**_ This restricted grant is to fund the lead carer role over the next 3 years. Page 38 ## **HEADWAY DEVON** ## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021** ## **22. ANALYSIS OF FUNDS (continued)** ## **PRIOR YEAR** |**General Funds**
Unrestricted
**Restricted Funds**
Client Holiday
Exmouth Centre
Exeter Centre
Honiton Centre
Tiverton Centre
X Centre Doors
X Centre Tables
Torquay Centre
Essex Trust
ECC Project
Exeter University
Exeter Carers Project
Community Support
Rotary Club
Carer Support
Central
Cathedral School
PCC ID|**Brought**
**Forward**
**£**
728,035
_______
3,457
2,562
5,258
1,238
725
242
-
634
293
592
-
-
792
-
-
493
-
500
_______
16,786
_______
744,821
|**Income**
**Expenditure**
**Transfers**
**£**
**£**
**£**
559,361
(683,611)
1,813
_______
_______
_______
-
-
-
649
(398)
(295)
1,631
(1,216)
(449)
690
(561)
(295)
589
(331)
-
-
-
-
485
-
-
450
(268)
-
50
(157)
-
-
-
-
876
(876)
-
668
-
-
25
-
(278)
350
-
-
30,000
(2,244)
(496)
-
-
-
504
-
-
-
(500)
-
_______
_______
_______
36,967
(6,551)
(1,813)
_______
_______
_______
596,328
(690,162)
-


|**Carried**
**Forward**
**£**
605,598
_______
3,457
2,518
5,224
1,072
983
242
485
816
186
592
-
668
539
350
27,260
493
504
-
_______
45,389
_______
650,987
| |---|---|---|---| All transfers out of restricted funds are where capital items have been purchased with restricted funds. These purchases have satisfied the restriction, and so have been transferred to unrestricted funds. Page 39 ## **HEADWAY DEVON** ## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021** ## **23. NET ASSETS BY FUND** ## **CURRENT YEAR** ||**Unrestricted**|**Restricted**|**Total Funds**| |---|---|---|---| ||**Funds**|**Funds**|**2021**| ||**£**|**£**|**£**| |Tangible assets|428,762|-|428,762| |Current assets|313,836|42,005|359,298| |Creditors: Amounts falling due within one year|(31,025)|-|(31,025)| |Creditors: Amounts falling due after one year|(128,619)||(128,619)| ||_______|_______|_______| |**Net Assets**|582,954|45,462|628,416| ||||| |**PRIOR YEAR**|_______|_______|_______| |Tangible assets
Current assets
Creditors: Amounts falling due within one year
Creditors: Amounts falling due after one year
**Net Assets**|**Unrestricted**
**Restricted**
**Funds**
**Funds**
**£**
**£**
439,446
-
326,205
45,389
(28,011)
-
(132,042)
-
_______
_______
605,598
45,389
_______
_______|**Total Funds**
**2021**
**£**
439,446
371,594
(28,011)
(132,042)
_______
650,987
_______| |---|---|---| Page 40