**Charity registration number 1101071**
**Company registration number 4781936 (England and Wales)**
## **RESPONSE ORGANISATION**
**ANNUAL REPORT AND CONSOLIDATED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022**
## **RESPONSE ORGANISATION**
## **LEGAL AND ADMINISTRATIVE INFORMATION**
|**Trustees**|C Buchuck-Wilsenach||
|---|---|---|
||D Edwards||
||S Gill|(Appointed 18 August 2021)|
||R Leece|(Appointed 15 April 2021)|
||E Nicholson||
||R Sutcliffe||
||W Woodhouse|(Appointed 3 November|
|||2021)|
||J Yates|(Appointed 15 April 2021)|
||N Inge|(Appointed 3 November|
|||2022)|
|**Secretary**|H Sandhu||
|**Charity number**|1101071||
|**Company number**|4781936||
|**Registered office**|A G Palmer House||
||Morrell Crescent||
||Littlemore||
||Oxford||
||OX4 4SU||
|**Auditor**|Critchleys Audit LLP||
||Beaver House||
||23-38 Hythe Bridge Street||
||Oxford||
||OX1 2EP||
|**Solicitors**|Freeths||
||Spires House||
||5700 Oxford Business Park South||
||Oxford||
||OX4 2RW||
## **RESPONSE ORGANISATION**
## **CONTENTS**
||**Page**|
|---|---|
|Trustees' report|1 - 18|
|Statement of trustees' responsibilities|19|
|Independent auditor's report|20 - 23|
|Consolidated statement of financial activities|24|
|Charity statement of financial activities|25|
|Balance sheet|26|
|Consolidated statement of cash flows|27|
|Notes to the financial statements|28 - 47|
## **RESPONSE ORGANISATION**
## **TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT)** _**FOR THE YEAR ENDED 31 MARCH 2022**_
The Trustees present their report and the audited financial statements of the Charity and its subsidiary for the year ended 31st March 2022. The Trustees have adopted the provisions of the Statement of Recommended Practice (SORP) “Accounting and Reporting by Charities” (FRS 102) in preparing the annual report and financial statements of the charity.
Response Organisation controls Raw Workshop, a charitable company registered in England and Wales (registered charity number: 1014416). These accounts therefore consolidate the results of both entities.
## **Reference and Administrative Details**
Response Organisation is a charitable company limited by guarantee. It is registered as a charity (No. 1101071) and a company (No. 4781936). Details of Trustees, Executive Officers and external advisers are given on the legal and administrative information page.
## **Objectives and activities**
## _Purposes and Aims_
Our charity’s purposes, as set out in the objects contained in the charitable company’s Memorandum of Association, are to:
- benefit the public by supporting the statutory services to provide services for people with enduring mental health problems and/or complex needs and
- provide appropriate mental health care and support services that are readily accessible to those who need them so that they can maintain optimum levels of independence.
## _Ensuring our work delivers our aims_
We review our aims, objectives and activities each year. The review looks at what we achieved and the outcomes of our work in the previous twelve months; at the success of each key activity and the benefits they have brought to those groups of people we are set up to help. We have referred to the guidance contained in the Charity Commission’s general guidance on public benefit when reviewing our aims and objectives and in planning our future activities. In particular, the Trustees consider how planned activities will contribute to the aims and objectives they set.
## _The focus of our work_
- We believe that everyone has the right to high quality accommodation, care and support and that these are vital components of mental wellness
- We recognise that in order to continually improve the services we offer, we need to listen to, and be guided by, the people who use or come into contact with our services
- We believe that in order to provide high quality services, we need to invest in our staff team and help them develop their skills.
## **Strategic Report**
## **Response has two main missions:**
1. To support adults with serious mental illness and complex needs live as independently as possible, by providing recovery-focused care support within the community and our supported housing properties
2. To work with children, young people and their families to help them have a healthy approach to their wellbeing and mental health, and live in a safe and supportive environment.
## **Our Values:**
- Caring
- Safe
- Aspirational
- • Creative
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## **RESPONSE ORGANISATION**
## **TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED)** _**FOR THE YEAR ENDED 31 MARCH 2022**_
## **Our Strategic Objectives:**
We will achieve our mission through the delivery of five strategic objectives **:**
## **1. We will provide good-quality, appropriate housing that provides each resident with a safe home, enables recovery, and promotes wellbeing**
We will determine the success of this objective by measuring customer satisfaction levels and performance against health and safety requirements. Our continuous improvement programme for housing will focus on the following:
- Client and customer focus – to ensure all services are focused on improving the quality of life for residents, and we work well with for our landlords
- Safety – for residents, colleague, landlords and neighbours to work together to ensure properties are safe and of the highest standard, using our co-designed housing standards model, and to ensure all voices are heard.
- Timeliness – to provide simple ways to report maintenance needs that are responded to within our KPIs and service level agreements
- Appropriate provision – to provide different types of accommodation to best meet individual needs.
## **2. We will support more adults to lead safe, fulfilling lives by providing high-quality, evidence-based support services which promote wellbeing, recovery and independence**
We will measure success based on the successful outcomes for all our clients. The Response recovery model has been implemented across services in Berkshire, Oxfordshire and Buckinghamshire (BOB). Colleagues are in the process of completing training in RReM360 and we have refocussed service audits to ensure we are embedding a continuous improvement approach to care and support.
Our continuous improvement programme for Adult Services will focus on the following:
- Recovery – to provide a recovery-focused service that puts the client’s recovery at the centre of all decisions and living in the least restrictive environment and gaining as much independence and autonomy as possible.
- Recruitment and Retention. To provide high quality care we need to attract and keep staff who embrace our values and who are highly motivated. We will ensure that we respond to feedback to improves working conditions, through training, supervision and career opportunities. As well as through pay and other reward schemes.
- Customer involvement – we will improve how we involve our experts by experience to ensure we in areas that are important to them and that they have a central role in redesign and service improvement going forward.
- Customer satisfaction – we will improve the way we gather feedback to enable voices to be heard and to ensure our experts by experience are helping to continuously shape support services provided
- Quality – we will adopt quality improvement methods. We will review internal audit methodology to ensure they have a quality improvement focus and provide us with the information needed to implement quality improvement cycles. We will achieve ReSET and Care Quality Commission (CQC) Good rating - or higher – in all services
- Innovation – We will work with partners in the Oxfordshire Mental Health Partnership to review and redesign services where needed to improve our offer and to ready us for the next mental health contract which is likely to be in 2023/24. We will make the most of partnerships across BOB to continue to deliver a wide range of services for people with serious mental illness.
- Digital Inclusion – Response recognises that our clients should be enabled to participate in the digital world and navigate the often-complex systems that offer access to benefits, utilities and support through connected devices. Response will endeavour to include offers and programmes of support that help reduce our client's exposure to digital poverty in an increasingly technologically connected environment.
- Physical health. We will continue to have a focus on improving physical health. Supporting clients to attend annual physical health checks. We will continue to offer support clients to reduce or quit smoking. We will increase the interventions that we offer in the physical health clinics on the campus to enable ECGs to be taken on site
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## **RESPONSE ORGANISATION**
## **TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED)** _**FOR THE YEAR ENDED 31 MARCH 2022**_
## **3. We will be recognised as the leading provider of high quality and evidenced-based mental health and wellbeing services for children and young people who help them to achieve and are highly effective in building resilience, independence and a sense of wellbeing**
We will determine success based on positive outcomes for children and young people across a growing geographical span of our services in the South-East region. Our continuous improvement programme for children and young people’s services will focus on the following:
- Improved outcomes – high-quality support for children and young people to provide preventative and early intervention programmes, avoiding the need for ‘step up’ services
- Engagement & Satisfaction – the voice of children & young people will be at the heart of all we do, ensuring active participation the design, delivery and evaluation of service provision
- Inclusion – increased targeted provision committed to ensuring children and young people’s services are focused on diversity and inclusiveness to enable and ensure equality of access for all
- Partnership – develop our children and young people’s brand and position Response as the leading provider through collaboration with other skilled and experienced third sector organisations and statutory bodies.
## **4. Response will be recognised as a great place to work, where our people feel valued and are given opportunities to develop and learn**
We will measure success by recruiting and retaining the best possible people to support our clients and provide them with the skills, training and autonomy to do their job well. When our colleagues are feeling well, the outcomes of our clients improve so we will work with them to ensure they can have a good day at work. Our people strategy focuses on:
- Equality, Diversity & Inclusion at all levels of the organisation
- Career pathways that enhance development and skills
- Apprenticeship schemes and qualifications
- Colleague wellbeing and happiness
- Recognition and benefits.
## **5. We will have robust internal systems and processes which provide a platform for high quality services, financial stability, and sustainable growth**
- Efficiency – automating key processes by investing in technology to drive digital transformation
- Smarter spending – embedding a culture of cost awareness, efficiency and value to reinvest cost savings to increase our impact
- Environmental impact – integrate environmentally friendly initiatives across our services to reduce C02 emissions.
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## **RESPONSE ORGANISATION**
## **TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED)** _**FOR THE YEAR ENDED 31 MARCH 2022**_
## **How are we going to achieve this?**
We have set ourselves ambitious targets over the next three years to make sure we are continually improving the services provided to residents and service users. The table below highlights the targets we have set to achieve by 2025. These targets are supported by an annual business plan which details how we plan to achieve these outcomes.
|**Response Strategic Plan: 2025 Targets**|**Response Strategic Plan: 2025 Targets**|**Response Strategic Plan: 2025 Targets**|**Response Strategic Plan: 2025 Targets**|**Response Strategic Plan: 2025 Targets**|
|---|---|---|---|---|
|We
will
provide
good quality, safe
housing
across
BOB|
We will support more
adults to lead safe,
fulfilling lives|
We will be recognised as
the leading provider of
mental
health
and
wellbeing
services
for
children
and
young
people.|
We
will
be
recognised
as
a
great place to work|
We will have
financial
stability,
safety,
compliance
and
sustainable
growth|
|**KEY MEASURE**
100%
meet
the
Decent
Homes
Standard
100%
Health
&
Safety compliance
achieved.|
**KEY MEASURE:**
70% of clients show
improvement
in
recovery.
30% of clients have
moved
to
a
less
intensive
housing
provision.|
**KEY MEASURE:**
10% increase year in
year in the number of
children & young people
accessing our services
75% of children & young
people
will
show
improvements
in
their
mental health.|
**KEY MEASURE:**
73% of staff will
remain working for
Response.|
**KEY MEASURE**:
100% contracts are
financially viable
in line with financial
regulations
Achieve “green” in
all areas of the Oxon
Safeguarding Board
Safeguarding
Audit
Tool|
## **How our activities deliver public benefit**
Our main activities, and who we try to help, are described below. All our charitable activities focus on improving the lives of people with enduring mental health issues and complex needs.
## **Who used and benefited from our services**
Response works across Berkshire, Oxfordshire and Buckinghamshire providing a person-centred recovery focussed model of care. Our core client group consists of 320 vulnerable adults with complex mental health conditions and addictions living in our supported housing portfolio of 275 maintained properties or benefiting from our Home Care service for people with serious mental illness requiring domiciliary care support.
We use evidence-based practices to work with our clients, and we have a track record of keeping people out of hospital by working in collaboration with our National Health Service (NHS) mental health partners.
We also provide tailored mental health and wellbeing services to over 4,700 children, young people and their families in Oxfordshire, working in collaboration with a wide range of partner organisations. Our extensive range of programmes allow us to respond to children and young people’s needs through engaging and impactful practice, using modern approaches to Cognitive Behavioural Therapy (CBT), Dialectical Behaviour Therapy (DBT) and Solution Focussed Therapies.
In early 2020 Response was awarded the contract to provide housing for 16-17 year olds across Oxfordshire as part of the Young People Supported Accommodation (YPSA) pathway. The support for this age group is being provided by Oxfordshire County Council. Response was also awarded the contract to provide housing and support for 1824year olds in the YPSA pathway. Response has subcontracted the support element of this service to Oxfordshire Youth.
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## **RESPONSE ORGANISATION**
## **TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED)** _**FOR THE YEAR ENDED 31 MARCH 2022**_
## **Achievements and performance Children and Young People (CYP)**
## **Mental Wealth Academy (MWA)**
The Mental Wealth Academy aims to support young people aged 16-25 years with their mental health and wellbeing needs through a personalised 12-week support programme delivered on a 1 to 1 in person or virtually (in addition there is group work and a Mental Health Ambassador scheme in Oxfordshire). This service aims to work towards addressing the system gap that young people often fall through, between young people and adult services.
_“We in the mental health team here at Bath Spa University have found it very helpful to have a service to refer young people to where they are responded to in a timely manner and are offered interventions tailored to their needs. At a time when resources are stretched across the board the Mental Wealth Academy has been a very valuable asset and we have seen the positive impact on the mental health and wellbeing of students who have accessed the service. It may be too soon to tell, but we hope that these timely interventions may prevent bigger problems in the future.”- Mental Health Team at Bath Spa University_
## Tell us about your biggest challenge from the last year?
The biggest challenge this year has been around the MWA name – it transpired that this name was trademarked for another service which meant we needed to begin the process of developing a new name. This was taken on as an exciting challenge where we were able to include staff and young people in the development of the new name. The MWA will soon be referred to as “Reframe”
## What are your key achievements from the year?
This year we have launched delivery of the project outside of Oxfordshire, into Avon, Wiltshire, and Bath and North East Somerset (BaNES). This has been a successful roll out, with 2 staff delivering 1:1 support and a consistent flow of referrals coming from a variety of sources, including Universities and Targeted Mental Health Services (known as TaMHS).
For our work over the last year, we were finalists for the ‘Children & Young People Now Awards 2021’, for the Mental Health and Wellbeing category.
## Case Study
_“F was referred to the Mental Wealth Academy by his university support services for problems with his self-esteem/ worth. He is 21 and identifies as male. He struggled with managing his emotions and was letting his self-worth be dictated by his achievements. After two sessions, I broached the topic of perfectionism and it really resonated with F. We began working through perfectionism modules from the Centre of Clinical Interventions and I assigned homework using some of the examples in the modules. F needed more support during the time of his dissertation as it was causing him extreme distress. We talked about how his perfectionism could be playing a role, and we worked together to make his unrelenting high standards more flexible and achievable without sacrificing his goals. He did pass his dissertation with a score that was higher than he was expecting, and this real-life example of reducing perfectionistic behaviours and still achieving his goals was a major breakthrough for F.”_
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## **RESPONSE ORGANISATION**
## **TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED)** _**FOR THE YEAR ENDED 31 MARCH 2022**_
## **Mental Health Support Teams (MHST)**
The aim of the Mental Health Support Teams is to provide to support children and young people aged 5-18 years with their mental health and wellbeing needs as early as possible, to support them to develop strategies to manage and prevent issues from escalating, requiring specialist support from Child and Adolescent Mental Health Services.
“Thank you for your time and help over the last few months. We’ve thoroughly enjoyed the lessons learnt and you have genuinely been so lovely and approachable. I won’t forget you!”: Parent
## Tell us about your biggest challenge from the last year?
After adapting to COVID working and the offer to schools, we have embedded a flexible hybrid offer to support young people and families. We have also been working with Oxford Health to develop the new offer to schools from September 2022 which will adapt to changes in the landscape to best meet the needs of children, young people and parents/ carers.
## What are your key achievements from the year?
We have continued to develop our offer to schools and to families. Our blended offer means that parents can get support in the location that makes sense for them. We have also added significantly to our Equity, Diversity and Inclusion roles within MHST with 2 distinct posts which support People of Colour/BAME and LGBTQ+ young people with issues surrounding their mental health. We are also working more closely with One Eighty on the ‘Make Me Smile’ project in primary schools to increase awareness of mental health and well-being from an early age.
## Case Study
Although we work with all our schools in MHST, St Joseph’s in Banbury have had some interesting and significant support this year. Alongside the clinical offer from Education Mental Health Practitioners, we have also helped facilitate an Incredible Years parent support group which ran from October 2021 to April 2022, supporting parents with their approaches to parenting. We are also working with the school and individual parents, through our Family Support Worker and attending events such as their upcoming sports day to get the key messages out there for mental health.
## **Community In Reach (CIR)**
The aim of the Community in Reach programme is to offer young people the chance to access CAMHS (Child and Adolescent Mental Health Services) workers in different settings, with more flexibility. Attending an appointment in a traditional CAMHS setting or even a school setting is not always the right fit for some young people. CIR offers the chance to see someone in a more relaxed or interesting location which may help support the mental health need and develop a more organic relationship with the Clinician.
_“Thank you so much for all your work with me I am so grateful for all the coping skills you taught me, and I have noticed a massive change in my anxiety and mind set I feel so much calmer and I feel in more control of my emotions._ ” – Young Person
## Tell us about your biggest challenge from the last year?
Our biggest challenge this year was working with the partners to increase the levels of interventions being delivered each month. At the start of the year these numbers were not consistent over the partnership, however with the clear guidelines and regular reporting structures this has significantly improved.
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## **RESPONSE ORGANISATION**
## **TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED)** _**FOR THE YEAR ENDED 31 MARCH 2022**_
## What are your key achievements from the year?
Our biggest achievement this year is the development of our processes and staff training. We have been able to equip our staff with more skills, including training on using Cognitive Behavioural Therapy (CBT) and Dialectical behaviour therapy (DBT) approaches, to improve the quality and consistency of support delivered to the young people. We have also created clearer guidelines around reporting and session structure which staff have fed back as being a huge benefit and has made their sessions with young people more meaningful and created a bigger impact.
Another achievement has been that CIR has been extended for the next 2 years following 5 years of successful service delivery.
## Case study
At the start of our time together M was not attending school, M’s mother would struggle to get M ready for school as she would refuse there were some occasions where school came and collected M. When I first met with M, she explained she felt nervous going to school I went through basic anxiety coping skills with M and for her to use these whilst getting ready for school and when she first arrived. M then started attending school every day. M started having smoother mornings with less arguments with mum and was starting to enjoy her time at school and felt less angry.
## **Youth Workers in CAMHS Getting Help and Getting More Help**
In August 2022 we launched a 1- year pilot project, placing 2 Youth Workers into the CAMHS Getting Help and Getting More Help teams. This project has been funded by Oxford Health and will be part of a wider social prescribing approach to offer non-clinical support for young people and engage them back into the community.
## **Specialist Youth Workers in CAMHS Tier 4**
We also launched in August a 15 month pilot project funded by West Berkshire CCG to support young people within BOB ICS, placing 3 Specialist Youth Workers into 3 hospitals that deliver CAMHS tier 4 services to young people with complex mental health challenges. One worker will be placed in the Highfield unit in Oxford, one in the Phoenix Hospital in Wokingham and one in the Huntercombe hospital in Maidenhead. This innovative project has come to the attention of NHS England, in addition to other influential stakeholder groups, to capture the learning and inform system improvement.
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## **RESPONSE ORGANISATION**
## **TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED)** _**FOR THE YEAR ENDED 31 MARCH 2022**_
## **Adult Services**
_"The staff are caring, kind, compassionate and understanding. They support me and care for me and are first class. I am happier now than I have been in years.” Service user_
_“In times of urgent medical crisis, staff responded as promptly as possible, and they went above and beyond their call of duty. there encouraging me to reach my goals and try things that I wouldn't be able to do if I lived by myself.” Service user_
The biggest challenge during 2021/2022 continued to be the Covid-19 pandemic and keeping Response’s adult clients safe and well informed about the virus, alongside protecting themselves and others. We have adapted as restrictions have lessened dealing well with anxiety from some clients and staff about returning to “normal” Blended approaches of working face to face and online are now business as usual. Recruitment has been an increasing challenge, and this has led to front line colleagues and managers working tirelessly to ensure that this does not impact on clients care and support.
## Key achievements from the year
- 74 people moving from the pathway, many into more independent accommodation
- The continued roll out of the recovery model, RReM360.
- The opening of our women’s house using Enabling Environment standards
- Improvement in healthy outcomes for clients through reduction in smoking for 30 clients
- Introduction of successful housing and community support worker roles in Avon and Wiltshire, whereby embedded workers on the wards drastically improved the outcomes for patients at high risk of homelessness, reducing the number of patients discharged as NFA by over 90%
- Creation of two crisis beds at Harwood House that enabled patients on wards to be discharged on time and to a supportive and recovery-oriented service that may have otherwise had to spend more time on the ward than necessary
## Adult services deliveries plan for the next twelve months will be:
- To continue to support clients to meet their recovery goals and to be as independent as possible
- To adopt continuous quality improvement methodology across services
- To improve how we collect information that allows us to know the difference the RReM360 model is making for service users and colleagues.
- To improve how we gather feedback from clients and their families and how we use experts by experience to help us improve services.
- To continue safe working Covid-19 practices for clients and colleagues.
- To work with partners and other key stakeholders to be part of redesign of the supported housing pathway across Oxfordshire.
- To continue to improve physical health outcomes of clients
- To maximise the efficiency and effectiveness of our Home Care service
## Case Study
## Premature mortality for people with Serious Mental Illness (SMI) in the UK:
Based on data from 2016 – 2018 adults with Severe Mental Illness are 4.5 times more likely to die before the age of 75 than adults without SMI. There are a number of reasons for this dire statistic and of note is that data shows that **41%** of adults with SMI smoke, a level that has remained consistent over the past 20 years.
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## **RESPONSE ORGANISATION**
## **TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED)** _**FOR THE YEAR ENDED 31 MARCH 2022**_
## Anon:
Anon is a male resident and is 51 years old. He had been a long-term heavy smoker for many years. In order to support clients to reduce smoking adult service colleagues started an initiative to use Vapes as a means of cutting down or quitting smoking. We worked closely with the Oxford Health FT colleagues to support this initiative, and we have trained some staff to be smoking cessation practitioners.
Anon was first approached about the vape initiative in summer of 2021 at one of our Vape initiative pre-swap meetings facilitated by a level 2 smoking cessation practitioner; these meetings look at behavioural support needs, budgeting, carbon monoxide monitoring levels, education, vaping myth busting and smoking associated health implications. Anon was issued with a disposable vape device which he used occasionally but he continued to smoke and really didn’t wish to engage in any support at this time.
Earlier in 2022 Anon became unwell due to contracting Covid; He suffered increased breathless due to the virus but also because his heavy smoking. Anon spoke of his fears about his health and of dying to his keyworker who is also a smoking cessation lead. They took the opportunity to offer him a vape again as an alternative to smoking. Anon agreed that this was something that he would like to try again. He was issued with a rechargeable vape device and e-liquids. Anon’s keyworker and other staff would charge up Anon’s vape device for him and also fill it with e-liquid daily and as and when required. Anon has received daily interactions and support from staff at on the campus. He was also given information about health benefits of stopping smoking. Anon was given positive affirmation daily for his resolute attitude to being a non-smoker.
Anon no longer smokes and has been tobacco free for 3 months. Anon has now started to buy his own vape devices with support from is family. When asked Anon says he feels free, that he feels healthier, and that the initiative has also enabled him to save him money. Anon reports that he has been very well supported by his key worker and other staff on the campus to quit smoking and that he feels much better. He is less breathless and more able to engage in activities.
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## **RESPONSE ORGANISATION**
## **TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED)** _**FOR THE YEAR ENDED 31 MARCH 2022**_
## **Our Partnership with Oxfordshire Youth**
## Tell us about your biggest challenge from the last year.
The last 12 months have been undoubtably challenging for Response, Oxfordshire Youth and partnership agencies but most importantly for Young People who had to adapt to living with covid reality, new socio-economic challenges and have experienced a very quick transition from being in environment where they are often supported by a corporate parent to a place where they becoming tenants and having a set of rights and responsibilities connected to their accommodation status.
One of the most challenging aspects of the delivery of Young People’s Supported Accommodation was reaching the overall consensus across wide range of organisations and stakeholders such as Social Workers, Personal Advisors, Commissioners on what the support package should look like, how the commissioning services interlinked with the tenancy accountabilities and how all of the agencies should work together to empower young people and prepare them for independent living.
## Key achievements from the year
- The YPSA contract was audited by the Commissioners for the first time this year. Although there are some areas for improvement, the audit did not identify any major issues with the delivery of the contract and praised both agencies for the Leadership, Person Centred Approach and incorporating service user views into the delivery of the service.
- We have seen number of positive outcomes for Young People such as attending English for Speakers of Other languages (ESOL )classes, getting into employment, training and education.
## Departments plan for the next year
Key aspirations for the coming year are to:
- We want to ensure that the client journey and arrival to YPSA is a smooth process with clear expectations from both referring agencies and Young People who have all necessary information on how to be a good tenant, neighbour and member of community.
- Our aspiration is to support and educate colleagues in the sector and deliver training packages to groups such as social workers and personal advisers to increase their understanding of housing related support.
- We want to be actively involved in reshaping YPSA provision and ensure that it can accommodate young people with varied levels of risk in the right accommodation and with the right amount of support and supervision.
## Case Study
OI suffered from low mood when he first entered the service, he also struggled with language barriers. OI entered the service while claiming asylum; he had also become involved in county lines.
He was reluctant to seek out or accept support surrounding his mental health. This often led to outbursts of anger as well as excessive drinking and negative risk taking.
OI engaged well with education and language support, first attending ESOL classes and then moving on to performing arts. OI regularly engaged in positive activities run by the service as well as engaging in meetings with his Personal Advisor when they were made. OI became more confident talking with staff about his mental health and was open to exploring support with his GP.
OI received the bulk of his support from his home. After moving to the disburse model, OI would also attend sessions run out of the Cherwell office.
The staff in the Cherwell team provided a restorative approach to supporting OI. OI was encouraged to take a holistic approach to his life, exploring different ways to express himself and his emotions, this is what lead to him applying for a performing arts course.
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## **RESPONSE ORGANISATION**
## **TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED)** _**FOR THE YEAR ENDED 31 MARCH 2022**_
Early on it was identified that OI felt at ease while cooking, so key working sessions were often done while making a meal, this gave OI the space to open up without the additional pressure.
The progression Coach gave support and information in regards to what OI expressed he needed; be it job searches or educational support. Work was always youth led.
OI took part in some restorative justice while in the Foyer building, he chose to assist maintenance to repaint the walls of the foyer he had cause damage to.
OI moved away from being involved in being involved in county lines and reduced his alcohol intake.
OI is currently working full time and has moved onto independence, however still receiving Outreach Support from OY.
## **Housing and Property**
## Biggest challenge from the last year
Housing and Property had to implement a number of radical changes in the last year to ensure that Response improved its H&S compliance, understand and improve voids reporting and management, deal with the maintenance backlog and improve the receipt of the income within the expected timeframe.
No change can take place without the buy in of our staff and our biggest challenge and focus was on ensuring that all members of the team understand the need for the change and its empowered and encouraged to actively participate in the design and implementation of new ways of working.
## Key achievements from the year
- We have reviewed and changed team structure to ensure right people are in the right roles. We have a team that we are a proud of and who continuously puts the client at the heart of our decision making
- Annual wellbeing survey showed significant improvement in staff satisfaction and motivation
- We secured 47 new units of accommodation for individuals exiting homelessness
- We completed Phase 1 of Housing Transformation Project
## Departments plan for the next year
- Continue to invest in our staff and ensure that people have relevant skills, training and tools to carry out their roles
- Work in partnership with colleagues in Adult Services to ensure that clients are able to sustain their accommodation
- Review and improve the current Housing Management system and our approach to data collection
- Reduce the spend on legal costs and introduce improved tenancies and licences to our clients
## **RAW Workshop**
Building back through Covid, RAW continued to deliver on its core strategic aims and social purpose. The legacy of Covid has had impacts but our enterprises still generated positive social impact and trading income. With customers increasingly seeking social value and sustainability RAW has traded back solidly and continues to increase its impact. Key customer partnerships were built upon, and new consultancy/project income streams underpinned RAW’s stability. Further growth in RAW Potential has also been a core strategic focus with young people benefiting from the services offered.
- 11 -
## **RESPONSE ORGANISATION**
## **TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED)** _**FOR THE YEAR ENDED 31 MARCH 2022**_
## **Financial review**
The Statement of Financial Activities, set out on page 18, reflects all income receivable in the year.
The Group net income for the year was £252,334 (2021: £116,382). The charity net income for the year was £68,120 (2021: £70,478). The Group’s income, despite the impacts of the pandemic, increased by 25% in the year from £14.01m to £17.49m due mainly to the new Young People Supported Accommodation pathway contract. During the year, Response Organisation has invested significant funds into the establishment of new services, including necessary start up costs, the expansion of operations and in strengthening the charity’s infrastructure to reflect the governance and compliance requirements of expanded operations.
## **Reserves Policy**
The Reserves Policy is reviewed annually. The Trustees have decided that the policy for free reserves should be measured in terms of the number of weeks’ expenditure to be covered, rather than income, having considered best practice and sector benchmarking.
The definition of free reserves can include certain fixed assets as well as net current assets (excluding restricted funds). Response holds a number of unencumbered freehold properties that could be sold and replaced with rented houses should additional funding be required. These properties are shown at cost in the financial statements. Trustees have determined that up to one third of free reserves could be made up of such fixed assets.
Response aims to hold a minimum of one month’s expenditure as free reserves as defined above, and to increase free reserves held to a minimum of six weeks’ expenditure over the next three years.
Each year the Trustees consider Response Organisation’s exposure to the risk of any significant loss of income or unforeseen cost. The nature of our contracts means that any major contractual change would require at least six months’ notice which would enable us to put in place additional funding if it should be needed.
||**2021**|**2022**|
|---|---|---|
||**£'000**|**£'000**|
|Free reserves required|1,280|1,479|
|Free reserves held - net current asset|913|844|
|Eligible fixed assets included|367|493|
|Gap||142|
|**Total**|**1,280**|**1,479**|
The growth in activities in the past year has increased the level of reserves required, at the same rate as additional costs being incurred to establish new activities. At 31 March 2022 Response didn’t meet the free reserves requirement, the trustees are reviewing contracts to assess their viability and ensure that sufficient margin and cash is being generated going forward to enable the reserves requirement to be met.
## **Risk management and internal control**
The Trustees have reviewed and updated the formal risk management process to assess business risk and implement risk management strategies. They have assessed the appropriate risk appetite for the organisation and approved an updated risk policy and strategy. Risk management is owned by the Board and the corporate risk register is on the agenda at each Board meeting.
The following risks have been identified as the most significant the organisation faces:
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## **RESPONSE ORGANISATION**
## **TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED)** _**FOR THE YEAR ENDED 31 MARCH 2022**_
**Risk Actions taken to date to address the risk** Recruitment and retention of top talent-we recognise We developed a Staff Wellbeing Plan which included that if we fail to have the competitive salary and a range of staff benefits such as our Healthcare Cash benefits package together with right culture we may Plan. We implemented a social media recruitment be unable to deliver services. Challenging drive and achieved Oxford Living Wage status. recruitment sector especially for frontline adult services and homecare. Housing compliance standards – we recognise that if We implemented a Housing Transformation Project these aren’t met this could lead to loss of contracts, and employed a new Director of Housing and fines and legal/regulatory action, incidents, negative Property to lead this work and provide greater impact on recovery of clients, and impact on staff oversight and assurance mechanisms. We also wellbeing. completed a stock conditions survey work of all our properties. Staff absence impacted by Covid 19 leading to Staffing levels were monitored daily to ensure they unsafe staffing levels. Impact on staff psychological were safe, with business continuity plans in place. and physical wellbeing as a result of health We supported staff with careful advice and guidance pandemic resulting in staff absence and inability to and implemented a range of working methods which safely deliver services to client. Impact of mandatory allowed home working and safe practices to be vaccines on care home staff and rest of organisation. possible across the organisation. Financial sustainability – we recognise that a diverse We are examining contract viability to see whether range of income streams and substantial capital contracts generate sufficient contribution to the reserves are required, and will ensure sustainability; organisation. We are also ensuring that adequate the current growth phase will consolidate the position margins are built into new proposals. for Response Organisation Delivery of the YPSA contract – we recognise the We successfully secured the majority of the importance of delivering this contract against the properties required under the contract and ensured required time frames due to the financial, the previously used Foyers were closed (a key part reputational and resource pressure on Response of contract compliance). We have kept close due to voids. partnership with our commissioners and Oxfordshire Youth (our delivery partner). We have also tightened our void processes so that they match the additional challenges of delivering this contract. Health and safety – We recognise that weak Health We substantially improved our compliance with Fire, and safety systems, processes, policies and staff Asbestos, Water and Electrical compliance. We aware may lead to an increase in major incidents, improved reporting and developed a Health and accidents, and work-related illnesses Safety Working group which involves frontline staff. IT Security. We recognise that cyber attacks, We worked to achieve “Standards Met” in our Data hacking, fraud and system failure may lead to Security and Protection Toolkit assessment. We also operational failure if we have inadequate IT began a programme of training staff in Cyber infrastructure Security awareness. We ensured that there is multifactor authentication for logging in to Response systems and have implemented the Sharepoint platform for more secure document management.
- 13 -
## **RESPONSE ORGANISATION**
## **TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED)** _**FOR THE YEAR ENDED 31 MARCH 2022**_
The Trustees have reviewed Response Organisation’s current internal controls and the costs of operating particular controls, relative to the benefits. The internal systems are designed to provide reasonable but not absolute assurance against material misstatement or loss. They include:
- A strategic plan and annual budget approved by the Trustees
- • Regular consideration by the Trustees of financial results, variances from budgets and non-financial performance indicators
- Delegation of day to day management authority and segregation of duties
## **Employees**
Response Organisation aims to be a great place to work where our people feel valued and are given opportunities to develop and learn. Employees are involved in defining our corporate strategies and objectives and we continually ask ourselves how well we are doing in terms of managing and involving our employees.
## Engagement with employees
Response values our colleagues and seeks to reflect our values of being caring, safe, creative and aspirational in our organisational culture. We seek to ensure that people feel informed about what is happening within Response and that their views are considered when decisions are made.
We recognise the significant shift in our ways of working post Covid and have created variety in the way we communicate and engage with our colleagues. Alongside Beekeeper, we have created bi-weekly organisationwide webinars, discussing new initiatives and learning about other Response services. These are recoded and shared with all colleagues so they can watch back at their convenience. The introduction of a newsletter, _Response Monthly,_ provides additional updates and achievements in the form of a magazine which allows colleagues to feel more connected to the wider Response Organisation.
Response recognised the significant impact Covid had on colleagues and during 2021 developed the Wellbeing Strategy designed to ensure everyone has ‘a good day at work’. Bi-annual surveys indicate the level of wellbeing among colleagues and considerable enhancements to benefits including a Healthcare Cash Plan, Blue Light Card shopping discounts and free counselling services were introduced.
A review of the Minimum Training Standards was completed which enabled colleagues to feel more confident and provided the ability to progress their careers. The accreditation for the Care Certificate was achieved which demonstrated Response’s commitment to have a minimum standard of skillset among the Support Worker groups. A new process for promotions has enabled double the number of colleagues to be promoted during the last 12 months which has been achieved through identifying and developing skills.
At Response we strive to create a culture that is fully accepting and celebratory of all our differences and uniqueness and by providing opportunities to learn from each other. During the last 12 months a truly inclusive approach to create the first Equity, Diversity and Inclusion strategy has been adopted. Over the next 3 years Response will ensure that the principles within the EDI Strategy will become part of our DNA and will enable a safe place of employment for all our colleagues, regardless of their gender identity, race, ethnicity, sexuality, age, physical or mental ability, neurodiversity, class, religion, or housing status.
Further to the above, the Trustees have engaged with employees through employee attendance at Board meetings, Trustee involvement in the interview process for senior roles, site visits to meet colleagues in our services and communications from several Trustees to colleagues.
## Disabled employees
Response is an equal opportunities employer and seeks to ensure that no job applicant or employee receives less favourable treatment on the grounds of any protected characteristics. Response recognises that it is the prime task of those responsible for recruitment to ensure that the best person is appointed for each vacancy, regardless of the protected characteristics stated in the Equality Act 2010.
As of 31st March 2022, 10 members of staff had self-declared a disability.
- 14 -
## **RESPONSE ORGANISATION**
## **TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED)** _**FOR THE YEAR ENDED 31 MARCH 2022**_
If the applicant is disabled, and short-listed for interview, they will be asked if they have any special requirements to enable them to undertake the interview. For example, wheelchair access, assistance with completing any test or lip-reading/sign-language. The panel will assess each applicant’s responses in the interview individually using a standard scoring system. Response is registered as a disability confident employer. Everyone has equal opportunities to apply for job opportunities across Response, promotion or sideways moves, all job vacancies are advertised to all of Response weekly. Training opportunities are open to all employees.
Response utilises an external occupational health provider where necessary and appropriate and with agreement from the employee when an employee becomes disabled as well as for other health issues impacting on their work. Response utilises the government’s access to work scheme when reasonable adjustments have been exhausted. Wellness action plans are put in place as required – this supports the employee and the line manager – ensuring both parties are working collaboratively together.
## Pensions
Response Organisation continues to operate a defined contribution pension scheme with Friends Life. For those employees who are not members of the Friends Life scheme, in August 2014 Response Organisation introduced automatic enrolment into a defined contribution workplace pension scheme with The People’s Pension. The pensions offered and provided to employees exceed The Pensions Regulator’s requirements.
## **Funds held on behalf of third parties**
At 31st March 2022 Response Organisation held funds totalling £236k (2021: £259k) on behalf of residents. The transactions and assets associated with residents’ funds are accounted for separately and are not included within the financial statements of Response Organisation. Residents’ funds are held in separate bank accounts and specific controls are in place to safeguard these funds.
## **Structure, governance and management**
Response Organisation is governed by its Memorandum and Articles of Association. The Board of Trustees (“the Board”) is responsible for the overall governance of the charity. The Board meets six times a year. The quorum of the Board is five Trustees and for any Committee is three; the maximum number of Trustees is twelve.
The trustees, who are also the directors for the purpose of company law, and who served during the year and up to the date of signature of the financial statements were:
C Buchuck-Wilsenach
B Cahill (Resigned 31 December 2022) D Edwards S Gill (Appointed 18 August 2021) R Leece (Appointed 15 April 2021) P Mills (Resigned 7 December 2022) E Nicholson R Sutcliffe W Woodhouse (Appointed 3 November 2021) J Yates (Appointed 15 April 2021) R Medhill (Resigned 6 April 2022) N Inge (Appointed 3 November 2022)
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## **RESPONSE ORGANISATION**
## **TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED)** _**FOR THE YEAR ENDED 31 MARCH 2022**_
In January 2021 the Board reviewed its Standing Orders, Scheme of Delegation and Reservation of Powers. The Standing Orders take account of the Memorandum & Articles of Association, legislative, code and regulatory requirements and good practice advice.
The Standing Orders also clarify how the procedures and delegations work in accordance with the constitution and taking account of the codes as follows:
- Charity Commission Charity Governance Code for larger charities;
- Charity Commission The Essential Trustee: what you need to know, what you need to do (CC3)
- Care Quality Commission (Registration) Regulations 2009
- National Housing Federation Code of Governance and Code of Conduct
Response Organisation has complied with the Charity Commission Code of Governance.
The Standing Orders are part of a wider governance framework which includes:
- Memorandum & Articles of Association
- Scheme of Delegation and Powers of Reservation
- Financial Regulations
- Business plan and strategies
- Policies and procedures
- Terms of reference for the Board and Committees
- Chief Executive and the other Executive Team members' role profiles
The present membership of the Board is set out on the legal and administrative information page. A regular skills audit is carried out to ensure that the Trustee body has the appropriate mix of skills and experience. New Trustees receive an induction pack containing detailed information about Response Organisation, its organisation and its work. Trustees are encouraged to undertake a skills audit and to attend training sessions in order to develop their knowledge and skills. The Trustees actively encourage the participation of users and carers in the working of the charity.
Election and re-election of Trustees is carried out by approval by the Board. Executive Officers are consulted regarding all appointments. Trustees are appointed for a period of three years after which they are required to retire by rotation at an Annual General Meeting. Trustees who so retire, may, if willing to act, be reappointed up to a maximum total term of nine years. A Trustee’s term of office may also be ended by resignation or by removal, if necessary, by the Board and in accordance with the Memorandum and Articles of Association.
The Chief Executive is responsible for the day to day management of Response Organisation’s affairs and for implementing policies agreed by the Board. The Chief Executive is assisted by a team of senior managers.
## _Committees_
The Board has established three formally constituted sub-committees, each with specific terms of reference and functions delegated by the Board; formal minutes of the committees are circulated to all Board members. The committees are:-
- Audit and Risk
- Finance
- Performance
The Audit and Risk Committee meets at least four times a year and oversees and provides assurance to the Board in discharging its responsibility for Response’s audit and risk activities. This comprises financial reporting assurance; external audit; internal audit control and compliance, including corporate performance comprising the specification of the Key Performance Indicators (KPIs) adopted by the Finance and Property and Performance Committees; IT and General Data Protection; business continuity; financial stress testing; health and safety and the risk management framework.
- 16 -
## **RESPONSE ORGANISATION**
## **TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED)** _**FOR THE YEAR ENDED 31 MARCH 2022**_
The Committee evaluates its performance on an annual basis using the Deloitte Audit Committee Effectiveness Framework.
The Finance Committee meets at least six times a year and oversees and provides assurance to the Board in discharging its responsibility for financial oversight and property asset management, including acquisitions and disposals. This includes business planning and approval of the draft annual budget for recommendation to the Board and monitoring performance against it, and compliance with loan covenants and financial regulations.
The Performance Committee meets at least six times a year and oversees and provides assurance to the Board in discharging its responsibility for engaging with its service users and focuses on enhancing the delivery of the services provided to them. This includes safeguarding, service user and stakeholder engagement, service delivery performance and KPIs, Human Resources (HR) and training.
The Board has responsibility for safeguarding the service users; it attaches high importance to this responsibility, and its membership includes individuals with significant experience in this field.
At Executive level we have invested in Director of Corporate Governance and Compliance, Health and Safety Manager and Virtual Chief Security Officer roles.
We have undertaken a full Health and Safety audit, recruited a Health and Safety Manager and are working to a Health and Safety plan. This approach has strengthened governance and compliance across the organisation, ensuring a firm foundation is created to enable the organisation to adapt and grow in the future.
In addition to the above committees:
The Response Giving Committee provides grants of financial help for those who have mental health issues. These people are often living in the community, in very basic accommodation, and have no funds of their own which they can use to acquire the necessities of life.
## **Key Management Personnel Remuneration**
The Trustees consider the Trustees and Executive Officers as comprising the key management personnel of the charity: the Board is responsible for strategic planning and direction of the charity and it delegates to the Executive Officers the responsibility for managing and operating the charity on a day to day basis. All Trustees give of their time freely and no Trustee remuneration was paid in the year. Details of Trustee expenses are disclosed in note 11, and related party transactions are disclosed in note 23 to the accounts.
Trustees are required to disclose all relevant interests and in accordance with the charity’s policy, withdraw from decisions where a conflict of interest arises.
The pay of the Executive Officers is reviewed annually. The remuneration is reviewed to ensure that it is fair and not out of line with similar roles.
## **Auditor**
In accordance with the company's articles, a resolution proposing that Critchleys Audit LLP be reappointed as auditor of the company will be put at a General Meeting.
- 17 -
## **RESPONSE ORGANISATION**
## **TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED)** _**FOR THE YEAR ENDED 31 MARCH 2022**_
## **Disclosure of information to auditor**
Each of the trustees has confirmed that there is no information of which they are aware which is relevant to the audit, but of which the auditor is unaware. They have further confirmed that they have taken appropriate steps to identify such relevant information and to establish that the auditor is aware of such information.
The trustees' report was approved by the Board of Trustees.
.............................. R Sutcliffe **Trustee**
27.01.23 Date: .............................................
- 18 -
## **RESPONSE ORGANISATION**
## **STATEMENT OF TRUSTEES' RESPONSIBILITIES**
## _**FOR THE YEAR ENDED 31 MARCH 2022**_
The trustees, who are also the directors of Response Organisation for the purpose 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 charity and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that year.
In preparing these financial statements, the trustees are required to:
- select suitable accounting policies and then apply them consistently;
- observe the methods and principles in the Charities SORP;
- make judgements and estimates that are reasonable and prudent; and
- prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation.
The trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
- 19 -
## **RESPONSE ORGANISATION**
## **INDEPENDENT AUDITOR'S REPORT**
## **TO THE TRUSTEES OF RESPONSE ORGANISATION**
## **Opinion**
We have audited the financial statements of Response Organisation (the ‘charity’) for the year ended 31 March 2022 which comprise the statement of financial activities, the balance sheet, the statement of cash flows and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 _The Financial Reporting Standard applicable in the UK and Republic of Ireland_ (United Kingdom Generally Accepted Accounting Practice).
## In our opinion, the financial statements:
- give a true and fair view of the state of the charitable company's affairs as at 31 March 2022 and of its incoming resources and application of resources, for the year then ended;
- have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
- have been prepared in accordance with the requirements of the Companies Act 2006.
## **Basis for opinion**
We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the _Auditor's responsibilities for the audit of the financial statements_ section of our report. We are independent of the charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
## **Conclusions relating to going concern**
In auditing the financial statements, we have concluded that the trustees' use of the going concern basis of accounting in the preparation of the financial statements is appropriate.
Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charity’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.
Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.
## **Other information**
The other information comprises the information included in the annual report other than the financial statements and our auditor's report thereon. The trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.
We have nothing to report in this regard.
## **Opinions on other matters prescribed by the Companies Act 2006**
In our opinion, based on the work undertaken in the course of our audit:
- the information given in the trustees' report for the financial year for which the financial statements are prepared, which includes the directors' report prepared for the purposes of company law, is consistent with the financial statements; and
- the directors' report included within the trustees' report has been prepared in accordance with applicable legal requirements.
- 20 -
## **RESPONSE ORGANISATION**
## **INDEPENDENT AUDITOR'S REPORT (CONTINUED) TO THE TRUSTEES OF RESPONSE ORGANISATION**
## **Matters on which we are required to report by exception**
In the light of the knowledge and understanding of the charity and its environment obtained in the course of the audit, we have not identified material misstatements in the directors' report included within the trustees' report.
In the light of the knowledge and understanding of the company and its environment obtained in the course of the audit, we have not identified material misstatements in the trustees' report. We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:
- adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or
- the financial statements are not in agreement with the accounting records and returns; or
- certain disclosures of trustees' remuneration specified by law are not made; or
- we have not received all the information and explanations we require for our audit; or
- the trustees were not entitled to prepare the financial statements in accordance with the small companies regime and take advantage of the small companies' exemptions in preparing the trustees' report and from the requirement to prepare a strategic report.
## **Responsibilities of trustees**
As explained more fully in the statement of trustees' responsibilities, the trustees, who are also the directors of the charity for the purpose of company law, are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the trustees are responsible for assessing the charity’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.
## **Auditor's responsibilities for the audit of the financial statements**
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.
The extent to which our procedures are capable of detecting irregularities, including fraud, is detailed below.
- the engagement partner ensured that the engagement team collectively had the appropriate competence, capabilities, and skills to identify or recognise non-compliance with applicable laws and regulations;
- we identified the laws and regulations applicable to the company through discussions with directors and other management, and from our knowledge and experience;
- we focused on specific laws and regulations which we considered may have a direct material effect on the financial statements or the operations of the Company.
- 21 -
## **RESPONSE ORGANISATION**
## **INDEPENDENT AUDITOR'S REPORT (CONTINUED) TO THE TRUSTEES OF RESPONSE ORGANISATION**
We assessed the extent of compliance with the laws and regulations identified above through making enquiries of management and inspecting legal correspondence where applicable; and
- identified laws and regulations were communicated within the audit team regularly and the team remained alert to instances of non-compliance throughout the audit.
We assessed the susceptibility of the CIO’s financial statements to material misstatement, including obtaining an understanding of how fraud might occur, by:
- making enquiries of management as to where they considered there was susceptibility to fraud, their knowledge of actual, suspected, and alleged fraud; and
- considering the internal controls in place to mitigate risks of fraud and non-compliance with laws and regulations.
To address the risk of fraud through management bias and override of controls, we:
- performed analytical procedures to identify any unusual or unexpected relationships;
- tested journal entries to identify unusual transactions;
- assessed whether judgements and assumptions made in determining the accounting estimates were indicative of potential bias; and
- investigated the rationale behind significant or unusual transactions.
In response to the risk of irregularities and non-compliance with laws and regulations, we designed procedures which included, but were not limited to:
- agreeing financial statement disclosures to underlying supporting documentation;
- reading the minutes of meetings of those charged with governance;
- enquiring of management as to actual and potential litigation and claims;
- reviewing relevant correspondence.
There are inherent limitations in our audit procedures described above. The more removed that laws and regulations are from financial transactions, the less likely it is that we would become aware of non-compliance. Auditing standards also limit the audit procedures required to identify non-compliance with laws and regulations to enquiry of the Trustees and other management and the inspection of regulatory and legal correspondence, if any.
Material misstatements that arise due to fraud can be harder to detect than those that arise from error as they may involve deliberate concealment or collusion.
A further description of our responsibilities is available on the Financial Reporting Council’s website at: https:// www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor's report.
- 22 -
## **RESPONSE ORGANISATION**
## **INDEPENDENT AUDITOR'S REPORT (CONTINUED) TO THE TRUSTEES OF RESPONSE ORGANISATION**
## **Use of our report**
This report is made solely to the charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company's members those matters we are required to state to them in an auditors' report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.
**Katherine Wilkes (Senior Statutory Auditor) for and on behalf of Critchleys Audit LLP**
27.01.23 .........................
**Chartered Accountants Statutory Auditor**
Beaver House 23-38 Hythe Bridge Street Oxford OX1 2EP
- 23 -
## **RESPONSE ORGANISATION**
## **CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES INCLUDING INCOME AND EXPENDITURE ACCOUNT**
## _**FOR THE YEAR ENDED 31 MARCH 2022**_
|**Unrestricted**
**funds**
**2022**
**Notes**
**£**
**Income and endowments from:**
Donations and legacies
**3**
17,256
Charitable activities
Housing
**4**
9,523,793
Adult services
**4**
5,492,972
Children services
**4**
846,666
RAW Workshop
**4**
-
Central services income
**4**
98,449
Investments
**5**
1
Other income
**6**
476,878
**Total income**
16,456,015
**Expenditure on:**
Raising funds
**7**
7,583
Charitable activities
Housing
**8**
8,821,801
Adult services
**8**
6,383,621
Children's services
**8**
895,682
RAW workshop
**8**
-
**Total charitable expenditure**
16,101,104
Loan interest
84,380
**Total expenditure**
16,193,067
**Net incoming/(outgoing)**
**resources before transfers**
262,948
Gross transfers between
funds
(205,852)
**Net income for the year/**
**Net movement in funds**
57,096
Fund balances at 1 April 2021
7,505,550
**Fund balances at 31 March**
**2022**
7,562,646|**Restricted**
**funds**
**2022**
**£**
45,670
5,000
-
2,500
549,000
-
-
440,528
1,042,698
52,398
4,500
3,049
167,233
826,132
1,000,914
-
1,053,312
(10,614)
205,852
195,238
845,205
1,040,443|**Total Unrestricted**
**funds**
**2022**
**2021**
**£**
**£**
62,926
-
9,528,793
6,533,961
5,492,972
4,796,884
849,166
1,703,696
549,000
-
98,449
165,519
1
1,138
917,406
7,378
17,498,713
13,208,576
59,981
5,218
8,826,301
6,032,263
6,386,670
5,374,475
1,062,915
1,559,205
826,132
-
17,102,018
12,965,943
84,380
72,073
17,246,379
13,043,234
252,334
165,342
-
(24,443)
252,334
140,899
8,350,755
7,364,651
8,603,089
7,505,550|**Restricted**
**funds**
**2021**
**£**
41,500
-
-
127,025
315,654
-
-
312,395
796,574
70,328
-
-
151,468
623,738
775,206
-
845,534
(48,960)
24,443
(24,517)
869,722
845,205|**Total**
**2021**
**£**
41,500
6,533,961
4,796,884
1,830,721
315,654
165,519
1,138
319,773|
|---|---|---|---|---|
|Donations and legacies
**3**
Charitable activities
Housing
**4**
Adult services
**4**
Children services
**4**
RAW Workshop
**4**
Central services income
**4**
Investments
**5**
Other income
**6**
**Total income**
**Expenditure on:**
Raising funds
**7**
Charitable activities
Housing
**8**
Adult services
**8**
Children's services
**8**
RAW workshop
**8**
**Total charitable expenditure**
Loan interest
**Total expenditure**
**Net incoming/(outgoing)**
**resources before transfers**
Gross transfers between
funds
**Net income for the year/**
**Net movement in funds**
Fund balances at 1 April 2021
**Fund balances at 31 March**
**2022**|||||
|||||14,005,150|
|||||75,546|
|||||6,032,263
5,374,475
1,710,673
623,738|
|||||13,741,149|
|||||72,073|
|||||13,888,768|
|||||116,382
-|
|||||116,382
8,234,373|
|||||8,350,755|
The statement of financial activities includes all gains and losses recognised in the year.
All income and expenditure derive from continuing activities.
The statement of financial activities also complies with the requirements for an income and expenditure account under the Companies Act 2006.
- 24 -
## **RESPONSE ORGANISATION**
## **COMPANY STATEMENT OF FINANCIAL ACTIVITIES INCLUDING INCOME AND EXPENDITURE ACCOUNT** _**FOR THE YEAR ENDED 31 MARCH 2022**_
|**Unrestricted**
**funds**
**2022**
**£**
**Income and endowments from:**
Donations and legacies
17,256
Charitable activities
Housing
9,523,793
Adult services
5,492,972
Children services
846,666
Central services income
98,449
Investments
1
Other income
476,878
**Total income**
16,456,015
**Expenditure on:**
Raising funds
7,583
Charitable activities
Housing
8,895,019
Adult services
6,383,621
Children's services
895,682
**Total charitable expenditure**
16,174,322
Loan interest
84,378
**Total expenditure**
16,266,283
**Net incoming/(outgoing)**
**resources before transfers**
189,732
Gross transfers between
funds
(132,633)
**Net income for the year/**
**Net movement in funds**
57,099
Fund balances at 1 April 2021
7,353,856
**Fund balances at 31 March**
**2022**
7,410,955|**Restricted**
**funds**
**2022**
**£**
45,670
5,000
-
2,500
-
-
-
53,170
-
4,500
3,049
167,233
174,782
-
174,782
(121,612)
132,633
11,021
684,356
695,377|**Total Unrestricted**
**funds**
**2022**
**2021**
**£**
**£**
62,926
-
9,528,793
6,533,961
5,492,972
4,796,884
849,166
1,703,696
98,449
165,519
1
1,138
476,878
7,378
16,509,185
13,208,576
7,583
5,218
8,899,519
6,144,184
6,386,670
5,374,475
1,062,915
1,559,205
16,349,104
13,077,864
84,378
72,073
16,441,065
13,155,155
68,120
53,421
-
(24,443)
68,120
28,978
8,038,212
7,324,878
8,106,332
7,353,856|**Restricted**
**funds**
**2021**
**£**
41,500
-
-
127,025
-
-
-
168,525
-
-
-
151,468
151,468
-
151,468
17,057
24,443
41,500
642,856
684,356|**Total**
**2021**
**£**
41,500
6,533,961
4,796,884
1,830,721
165,519
1,138
7,378|
|---|---|---|---|---|
|Donations and legacies
Charitable activities
Housing
Adult services
Children services
Central services income
Investments
Other income
**Total income**
**Expenditure on:**
Raising funds
Charitable activities
Housing
Adult services
Children's services
**Total charitable expenditure**
Loan interest
**Total expenditure**
**Net incoming/(outgoing)**
**resources before transfers**
Gross transfers between
funds
**Net income for the year/**
**Net movement in funds**
Fund balances at 1 April 2021
**Fund balances at 31 March**
**2022**|||||
|||||13,377,101|
|||||5,218|
|||||6,144,184
5,374,475
1,710,673|
|||||13,229,332|
|||||72,073|
|||||13,306,623|
|||||70,478
-|
|||||70,478
7,967,734|
|||||8,038,212|
The statement of financial activities includes all gains and losses recognised in the year.
All income and expenditure derive from continuing activities.
The statement of financial activities also complies with the requirements for an income and expenditure account under the Companies Act 2006.
- 25 -
## **RESPONSE ORGANISATION**
## **BALANCE SHEET**
## _**AS AT 31 MARCH 2022**_
|**Notes**
**Fixed assets**
Tangible assets
**13**
**Current assets**
Stocks
**14**
Debtors
**15**
Cash at bank and in hand
**Creditors: amounts falling due within**
**one year**
**16**
Net current assets
**Total assets less current liabilities**
**Creditors: amounts falling due after**
**more than one year**
**17**
**Provisions for liabilities**
**19**
**Net assets**
**Income funds**
Restricted funds
**20**
Unrestricted funds|**Group**
**2022**
**£**
9,356,534
12,746
1,601,722
1,656,515
3,270,983
(2,194,540)
1,076,443
10,432,977
(1,524,888)
(305,000)
8,603,089
1,040,443
7,562,646
8,603,089|**Company**
**2022**
**£**
9,292,092
-
1,474,969
1,042,141
2,517,110
(1,872,982)
644,128
9,936,220
(1,524,888)
(305,000)
8,106,332
695,377
7,410,955
8,106,332|**Group**
**2021**
**£**
9,356,116
7,554
2,642,981
1,646,531
4,297,066
(3,251,536)
1,045,530
10,401,646
(1,751,791)
(299,100)
8,350,755
845,205
7,505,550
8,350,755|**Company**
**2021**
**£**
9,286,326
-
2,615,063
1,340,833
3,955,896
(3,153,119)
802,777
10,089,103
(1,751,791)
(299,100)
8,038,212
684,356
7,353,856
8,038,212|
|---|---|---|---|---|
27.01.23
The financial statements were approved by the Trustees on .........................
..............................
R Sutcliffe **Chairman**
**Company registration number 4781936**
- 26 -
## **RESPONSE ORGANISATION**
## **CONSOLIDATED STATEMENT OF CASH FLOWS**
## _**FOR THE YEAR ENDED 31 MARCH 2022**_
|**Notes**
**Cash flows from operating activities**
Cash (absorbed by)/generated from
operations
**24**
**Investing activities**
Purchase of tangible fixed assets
Proceeds on disposal of tangible fixed assets
Investment income received
**Net cash generated from/(used in)**
**investing activities**
**Financing activities**
New borrowings
Repayment of bank loans
**Net cash used in financing activities**
**Net increase/(decrease) in cash and cash**
**equivalents**
Cash and cash equivalents at beginning of year
**Cash and cash equivalents at end of year**|**2022**
**£**
**£**
(24,506)
(328,262)
486,487
1
158,226
-
(123,736)
(123,736)
9,984
1,646,531
1,656,515|**2021**
**£**
**£**
280,004
(734,359)
-
1,138
(733,221)
100,000
(222,503)
(122,503)
(575,720)
2,222,251
1,646,531|
|---|---|---|
- 27 -
## **RESPONSE ORGANISATION**
## **NOTES TO THE FINANCIAL STATEMENTS** _**FOR THE YEAR ENDED 31 MARCH 2022**_
## **1 Accounting policies**
## **Charity information**
Response Organisation is a private company limited by guarantee incorporated in England and Wales. The registered office is A G Palmer House, Morrell Crescent, Littlemore, Oxford, OX4 4SU.
## **1.1 Accounting convention**
The financial statements have been prepared in accordance with the charity's governing document, the Companies Act 2006, FRS 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland” (“FRS 102”) and the Charities SORP "Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)" (effective 1 January 2019). The charity is a Public Benefit Entity as defined by FRS 102.
The accounts are consolidated to include the results of RAW Workshop (a private company limited by guarantee). Response Organisation controls this charity as a result of it being the sole member of RAW, and thus having the power to appoint or remove its board members. The activities of RAW are deemed to contribute to the overall charitable aims of Response.
The financial statements are prepared in sterling, which is the functional currency of the charity. Monetary amounts in these financial statements are rounded to the nearest £.
The financial statements have been prepared under the historical cost convention or transaction value unless otherwise stated in the relevant accounting policy note. The principal accounting policies adopted are set out below.
## **1.2 Going concern**
At the time of approving the financial statements, the trustees have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. Thus the trustees continue to adopt the going concern basis of accounting in preparing the financial statements.
## **1.3 Charitable funds**
Unrestricted funds are available for use at the discretion of the trustees in furtherance of their charitable objectives.
Restricted funds are subject to specific conditions by donors as to how they may be used. The purposes and uses of the restricted funds are set out in the notes to the financial statements.
## **1.4 Income**
Income is recognised when the charity is legally entitled to it after any performance conditions have been met, the amounts can be measured reliably, and it is probable that income will be received.
Cash donations are recognised on receipt. Other donations are recognised once the charity has been notified of the donation, unless performance conditions require deferral of the amount. Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is recognised at the time of the donation.
Legacies are recognised on receipt or otherwise if the charity has been notified of an impending distribution, the amount is known, and receipt is expected. If the amount is not known, the legacy is treated as a contingent asset.
The charity also received government grants in respect of supported housing contracts. Income from government grants are recognised at fair value when the charity has entitlement after any performance conditions have been met, it is probable that the income will be received and the amount can be measured reliably. If entitlement is not met then these amounts are deferred.
- 28 -
## **RESPONSE ORGANISATION**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 31 MARCH 2022**_
## **1 Accounting policies**
**(Continued)**
## **1.5 Expenditure**
Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, it is probable that a transfer of economic benefits will be required in settlement, and the amount of the obligation can be measured reliably.
Expenditure is classified by activity. The costs of each activity are made up of the total of direct costs and shared costs, including support costs involved in undertaking each activity. Direct costs attributable to a single activity are allocated directly to that activity. Shared costs which contribute to more than one activity and support costs which are not attributable to a single activity are apportioned between those activities on a basis consistent with the use of resources. Central staff costs are allocated on the basis of time spent, and depreciation charges are allocated on the portion of the asset’s use.
## **1.6 Tangible fixed assets**
Tangible fixed assets are initially measured at cost and subsequently measured at cost or valuation, net of depreciation and any impairment losses.
Depreciation is recognised so as to write off the cost or valuation of assets less their residual values over their useful lives on the following bases:
Freehold property and land Not depreciated Leasehold property & improvements Straight line over the life of the lease Office fixtures & fittings 33% Straight line Equipment & furniture 25% Straight line Vehicles 25% Straight line
The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds and the carrying value of the asset, and is recognised in the statement of financial activities.
Depreciation is not charged on freehold property as the properties are maintained to a high standard, are not seen as diminishing in value, and therefore any depreciation charge would be immaterial. Properties are reviewed for impairment annually.
## **1.7 Impairment of fixed assets**
At each reporting end date, the charity reviews the carrying amounts of its tangible assets to determine whether there is any indication that those assets have suffered an impairment loss. If any such indication exists, the recoverable amount of the asset is estimated in order to determine the extent of the impairment loss (if any).
## **1.8 Stocks**
Stocks are stated at the lower of cost and estimated selling price less costs to complete and sell. Cost comprises direct materials and, where applicable, direct labour costs and those overheads that have been incurred in bringing the stocks to their present location and condition. Items held for distribution at no or nominal consideration are measured the lower of replacement cost and cost.
Net realisable value is the estimated selling price less all estimated costs of completion and costs to be incurred in marketing, selling and distribution.
## **1.9 Cash and cash equivalents**
Cash and cash equivalents include cash in hand, deposits held at call with banks, other short-term liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities.
- 29 -
## **RESPONSE ORGANISATION**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)**
## _**FOR THE YEAR ENDED 31 MARCH 2022**_
## **1 Accounting policies**
## **(Continued)**
## **1.10 Financial instruments**
The charity has elected to apply the provisions of Section 11 ‘Basic Financial Instruments’ and Section 12 ‘Other Financial Instruments Issues’ of FRS 102 to all of its financial instruments.
Financial instruments are recognised in the charity's balance sheet when the charity becomes party to the contractual provisions of the instrument.
Financial assets and liabilities are offset, with the net amounts presented in the financial statements, when there is a legally enforceable right to set off the recognised amounts and there is an intention to settle on a net basis or to realise the asset and settle the liability simultaneously.
## _**Basic financial assets**_
Basic financial assets, which include debtors and cash and bank balances, are initially measured at transaction price including transaction costs and are subsequently carried at amortised cost using the effective interest method unless the arrangement constitutes a financing transaction, where the transaction is measured at the present value of the future receipts discounted at a market rate of interest. Financial assets classified as receivable within one year are not amortised.
## _**Basic financial liabilities**_
Basic financial liabilities, including creditors and bank loans are initially recognised at transaction price unless the arrangement constitutes a financing transaction, where the debt instrument is measured at the present value of the future payments discounted at a market rate of interest. Financial liabilities classified as payable within one year are not amortised.
Debt instruments are subsequently carried at amortised cost, using the effective interest rate method.
Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of operations from suppliers. Amounts payable are classified as current liabilities if payment is due within one year or less. If not, they are presented as non-current liabilities. Trade creditors are recognised initially at transaction price and subsequently measured at amortised cost using the effective interest method.
## _**Derecognition of financial liabilities**_
Financial liabilities are derecognised when the charity’s contractual obligations expire or are discharged or cancelled.
## **1.11 Provisions**
Provisions are recognised when the charity has a legal or constructive present obligation as a result of a past event, it is probable that the charity will be required to settle that obligation and a reliable estimate can be made of the amount of the obligation.
The amount recognised as a provision is the best estimate of the consideration required to settle the present obligation at the reporting end date, taking into account the risks and uncertainties surrounding the obligation. Where the effect of the time value of money is material, the amount expected to be required to settle the obligation is recognised at present value. When a provision is measured at present value, the unwinding of the discount is recognised as a finance cost in net income/(expenditure) in the period in which it arises.
## **1.12 Employee benefits**
When employees have rendered service to the charity, short-term benefits to which the employees are entitled are recognised at the undiscounted amount expected to be paid in exchange for that service.
## **1.13 Retirement benefits**
Payments to defined contribution retirement benefit schemes are charged as an expense as they fall due.
- 30 -
## **RESPONSE ORGANISATION**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)**
## _**FOR THE YEAR ENDED 31 MARCH 2022**_
## **1 Accounting policies**
## **(Continued)**
## **1.14 Leases**
Rentals payable under operating leases, including any lease incentives received, are charged as an expense on a straight line basis over the term of the relevant lease.
## **1.15 Loans and Borrowings**
Loans and borrowings are initially recognised at the transaction price including transaction costs. Subsequently, they are measured at amortised costs using the effective interest rate method, less impairment. If an arrangement constitutes a finance transaction it is measured at present value.
## **2 Critical accounting estimates and judgements**
In the application of the charity’s accounting policies, the trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.
The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods.
The judgements that have had the most significant effect on amounts recognised in the financial statements was the charge for depreciation during the year and the amount provided for dilapidations on leasehold properties. The liability related to dilapidations has been based upon a review of property conditions and historically incurred costs on previous expired leases.
## **3 Donations and legacies**
||**Unrestricted**|**Restricted**|**Total**|Restricted|
|---|---|---|---|---|
||**funds**|**funds**||funds|
||**2022**|**2022**|**2022**|2021|
||**£**|**£**|**£**|£|
|Donations and gifts|17,256|45,670|62,926|41,500|
- 31 -
## **RESPONSE ORGANISATION**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 31 MARCH 2022**_
|**4**
**Charitable activities**
**Group and**
**Company**
**Housing**
**2022**
**£**
Income
from
charitable
activities
9,528,793
Analysis by fund
Unrestricted
funds
9,523,793
Restricted
funds
5,000
9,528,793|**Group and**
**Company**
**Adult**
**services**
**2022**
**£**
5,492,972
5,492,972
-
5,492,972|**Group and**
**Company Group Only**
**Children**
**services**
**RAW**
**Workshop**
**2022**
**2022**
**£**
**£**
849,166
549,000
846,666
-
2,500
549,000
849,166
549,000|**Group and**
**Company**
**Central**
**services**
**income**
**2022**
**£**
98,449
98,449
-
98,449|**Total**
**2022**
**£**
16,518,380
15,961,880
556,500
16,518,380|**Total**
**2021**
**£**
13,642,739
13,200,060
442,679
13,642,739|
|---|---|---|---|---|---|
## **For the year ended 31 March 2021**
|Income from charitable
activities
Analysis by fund
Unrestricted funds
Restricted funds|**Group and**
**Company**
**Housing**
**£**
6,533,961
6,533,961
-
6,533,961|**Group and**
**Company**
**Adult**
**services**
**£**
4,796,884
4,796,884
-
4,796,884|**Group and**
**Company Group Only**
**Children**
**services**
**RAW**
**Workshop**
**£**
**£**
1,830,721
315,654
1,703,696
-
127,025
315,654
1,830,721
315,654|**Group and**
**Company**
**Central**
**services**
**income**
**£**
165,519
165,519
-
165,519|**Total**
**2021**
**£**
13,642,739
13,200,060
442,679
13,642,739|
|---|---|---|---|---|---|
- 32 -
## **RESPONSE ORGANISATION**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 31 MARCH 2022**_
## **5 Investments (Group & Company)**
|Interest receivable
**Other income Group and Company**
**Unrestricted**
**Restricted**
**funds**
**funds**
**2022**
**2022**
**£**
**£**
Net gain on disposal of
tangible fixed assets
476,878
-
Activities for generating
funds
-
-
RAW Workshop (Group
only)
-
440,528
476,878
440,528
**Raising funds**
**Unrestricted**
**Restricted**
**funds**
**funds**
**2022**
**2022**
**£**
**£**
Raising funds
General fundraising costs
(Group and Charity)
6,871
-
Response Giving (Group
and Charity)
712
-
Raw Workshop (Group
Only)
-
52,398
Raising funds
7,583
52,398
7,583
52,398|**Unrestricted**
Unrestricted
**funds**
funds
**2022**
2021
**£**
£
1
1,138
**Total**
Unrestricted
Restricted
Total
funds
funds
**2022**
2021
2021
2021
**£**
£
£
£
476,878
-
-
-
-
7,378
-
7,378
440,528
-
312,395
312,395
917,406
7,378
312,395
319,773
**Total**
Unrestricted
Restricted
Total
funds
funds
**2022**
2021
2021
2021
**£**
£
£
£
6,871
5,218
-
5,218
712
-
-
-
52,398
-
70,328
70,328
59,981
5,218
70,328
75,546
59,981
5,218
70,328
75,546|**Unrestricted**
Unrestricted
**funds**
funds
**2022**
2021
**£**
£
1
1,138
**Total**
Unrestricted
Restricted
Total
funds
funds
**2022**
2021
2021
2021
**£**
£
£
£
476,878
-
-
-
-
7,378
-
7,378
440,528
-
312,395
312,395
917,406
7,378
312,395
319,773
**Total**
Unrestricted
Restricted
Total
funds
funds
**2022**
2021
2021
2021
**£**
£
£
£
6,871
5,218
-
5,218
712
-
-
-
52,398
-
70,328
70,328
59,981
5,218
70,328
75,546
59,981
5,218
70,328
75,546|
|---|---|---|
|||Total
2021
£
-
7,378
312,395|
|||319,773|
|||Total
2021
£
5,218
-
70,328|
|||75,546|
|||75,546|
## **6 Other income Group and Company**
## **7 Raising funds**
- 33 -
## **RESPONSE ORGANISATION**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 31 MARCH 2022**_
|**8**
**Charitable activities**
**Group**
Staff costs
Other direct costs
Share of support costs (see
note 10)
Share of governance costs
(see note 10)
**Analysis by fund**
Unrestricted funds
Restricted funds|**Housing**
**2022**
**£**
817,495
7,618,500
8,435,995
343,151
47,155
8,826,301
8,821,801
4,500
8,826,301|**Adult**
**services**
**2022**
**£**
4,358,067
515,542
4,873,609
1,513,061
-
6,386,670
6,383,621
3,049
6,386,670|**Children's**
**services**
**2022**
**£**
414,031
446,280
860,311
202,604
-
1,062,915
895,682
167,233
1,062,915|**RAW**
**workshop**
**2022**
**£**
348,207
213,555
561,762
256,440
7,930
826,132
-
826,132
826,132|**Total**
**2022**
**£**
5,937,800
8,793,877
14,731,677
2,315,256
55,085
17,102,018
16,101,104
1,000,914
17,102,018|**Total**
**2021**
**£**
5,455,225
6,691,727
12,146,952
1,518,202
75,995
13,741,149
12,965,943
775,206
13,741,149|
|---|---|---|---|---|---|---|
## **For the year ended 31 March 2021**
|Staff costs
Other direct costs
Share of support costs (see note 10)
Share of governance costs (see note 10)
**Analysis by fund**
Unrestricted funds
Restricted funds|**Housing**
**£**
631,352
4,935,780
5,567,132
441,885
23,246
6,032,263
6,032,263
-
6,032,263|**Adult**
**services**
**£**
4,106,749
479,793
4,586,542
753,508
34,425
5,374,475
5,374,475
-
5,374,475|**Children's**
**services**
**£**
326,871
1,199,338
1,526,209
175,191
9,273
1,710,673
1,559,205
151,468
1,710,673|**RAW**
**workshop**
**£**
390,253
76,816
467,069
147,618
9,051
623,738
-
623,738
623,738|**Total**
**2021**
**£**
5,455,225
6,691,727
12,146,952
1,518,202
75,995
13,741,149
12,965,943
775,206
13,741,149|
|---|---|---|---|---|---|
- 34 -
## **RESPONSE ORGANISATION**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 31 MARCH 2022**_
## **8 Charitable activities Company**
|**Housing**
**2022**
**£**
Staff costs
817,495
Other direct costs
7,691,718
8,509,213
Share of support costs (see note 9)
343,151
Share of governance costs (see note 9)
47,155
8,899,519
**Analysis by fund**
Unrestricted funds
8,895,019
Restricted funds
4,500
8,899,519
**9**
**Support costs (Group)**
**Support**
**costs**
**Governance**
**costs**
**£**
**£**
Staff costs
1,426,976
18,009
Depreciation
318,235
-
Operating lease charges
-
-
Facilities Costs
130,984
-
General Office Costs
439,061
-
Audit fees
-
14,080
Accountancy
-
3,360
Trustee Liability
Insurance
-
886
Office costs
-
15,000
Other costs
-
3,750
2,315,256
55,085
Analysed between
Charitable activities
2,315,256
55,085||**Adult**
**services**
**Children's**
**services**
**Total**
**2022**
**2022**
**2022**
**£**
**£**
**£**
4,358,067
414,031
5,589,593
515,542
446,280
8,653,540
4,873,609
860,311
14,243,133
1,513,061
202,604
2,058,816
-
-
47,155
6,386,670
1,062,915
16,349,104
6,383,621
895,682
16,174,322
3,049
167,233
174,782
6,386,670
1,062,915
16,349,104
**2022**Support costs Governance
costs
**£**
£
£
1,444,985
838,689
50,232
318,235
243,955
-
-
72,073
-
130,984
135,216
-
439,061
228,269
-
14,080
-
12,600
3,360
-
2,100
886
-
851
15,000
-
1,501
3,750
-
8,711
2,370,341
1,518,202
75,995
2,370,341
1,518,202
75,995|**Total**
**2021**
**£**
5,064,972
6,726,832
11,791,804
1,370,584
66,944
13,229,332
13,077,864
151,468
13,229,332
2021
£
888,921
243,955
72,073
135,216
228,269
12,600
2,100
851
1,501
8,711
1,594,197
1,594,197|
|---|---|---|---|
|||||
|||||
Governance costs includes payments to the auditors of £14,080 (2021- £12,600) for audit fees.
- 35 -
## **RESPONSE ORGANISATION**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)**
## _**FOR THE YEAR ENDED 31 MARCH 2022**_
## **9 Support costs (Company)**
|Staff costs
Depreciation
Facilities Costs
General Office Costs
Audit fees
Accountancy
Trustee Liability
Insurance
Office costs
Other costs
Analysed between
Charitable activities|**Support**
**costs**
**Governance**
**costs**
**£**
**£**
1,324,256
18,009
302,394
-
79,982
-
352,184
-
-
9,900
-
3,360
-
886
-
15,000
-
-
2,058,816
47,155
2,058,816
47,155|**2022**Support costs Governance
costs
**£**
£
£
1,342,265
778,143
41,181
302,394
228,921
-
79,982
100,204
-
352,184
263,316
-
9,900
-
12,600
3,360
-
2,100
886
-
851
15,000
-
1,501
-
-
8,711
2,105,971
1,370,584
66,944
2,105,971
1,370,584
66,944|2021
£
819,324
228,921
100,204
263,316
12,600
2,100
851
1,501
8,711|
|---|---|---|---|
||||1,437,528|
||||1,437,528|
Governance costs includes payments to the auditors of £9,900 (2021: £12,600) for audit fees.
|**10**|**Net movement in funds**|**2022**|**2021**|
|---|---|---|---|
|||**£**|**£**|
||Net movement in funds is stated after charging/(crediting)|||
||Fees payable to the company's auditor for the audit of the company's financial|||
||statements|14,080|12,600|
||Depreciation of owned tangible fixed assets|318,235|243,955|
||Profit on disposal of tangible fixed assets|(476,878)|-|
||Operating lease charges - rent|2,801,729|2,199,609|
||Operating lease charges - other|82,924|72,073|
## **11 Trustees**
None of the trustees (or any persons connected with them) received any remuneration or benefits from the charity during the year.
- 36 -
## **RESPONSE ORGANISATION**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 31 MARCH 2022**_
## **12 Employees**
The group average monthly number of employees during the year was:
|Housing
Adult Services
Children's Services
Support Services
Raw workshop
Total
**GROUP**
**Employment costs**
Wages and salaries
Social security costs
Other pension costs
**CHARITY**
**Employment costs**
Wages and salaries
Social security costs
Other pension costs
The number of employees whose annual remuneration was more than £60,000
is as follows:
£60,001 - £70,000
£70,001 - £80,000
£90,001 - £100,000
£100,001 - £110,000|**2022**
**Number**
25
204
15
28
21
293
**2022**
**£**
6,578,953
550,411
253,421
7,382,785
**2022**
**£**
6,170,519
519,151
242,168
6,931,838
**2022**
**Number**
1
1
-
1|**2021**
**Number**
24
189
12
22
21|
|---|---|---|
|||268|
|||**2021**
**£**
5,642,680
489,500
211,966|
|||6,344,146|
|||**2021**
**£**
5,224,307
464,939
204,101|
|||5,893,347|
|||**2021**
**Number**
2
-
1
-|
- 37 -
## **RESPONSE ORGANISATION**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)**
## _**FOR THE YEAR ENDED 31 MARCH 2022**_
## **12 Employees**
**(Continued)**
## **Pension contributions**
In accordance with the requirements of the Pensions Act 2008 Response Organisation administers a workplace pension scheme with The People's Pension. The scheme automatically enrols eligible employees at the prescribed rate of 3.2% of basic salary.
Response Organisation had retained the stakeholder pension scheme with Friends Life for employees who were members of that scheme before the introduction of the People's Pension workplace pension scheme. Contributions to the Friends Life stakeholder pension scheme are made up to a maximum of 6% of basic salary matched by the employer.
In addition, five members of staff are members of the NHS pension scheme.
- 38 -
## **RESPONSE ORGANISATION**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 31 MARCH 2022**_
|**13**
**Tangible fixed assets**
**Group**
**Cost**
At 1 April 2021
Additions
Disposals
At 31 March 2022
**Depreciation and impairment**
At 1 April 2021
Depreciation charged in the year
Eliminated in respect of disposals
At 31 March 2022
**Carrying amount**
At 31 March 2022
At 31 March 2021|**Freehold**
**property and**
**land**
**Leasehold**
**property &**
**improvements**
**Assets under**
**construction**
**Office fixtures**
**& fittings**
**£**
**£**
**£**
**£**
7,119,263
2,173,944
-
902,722
-
57,767
35,356
132,098
(6,626)
-
-
-
7,112,637
2,231,711
35,356
1,034,820
-
383,292
-
569,133
-
81,342
-
181,321
-
-
-
-
-
464,634
-
750,454
7,112,637
1,767,077
35,356
284,366
7,119,263
1,790,652
-
333,589|**Equipment &**
**furniture**
**£**
608,997
103,041
(10,406)
701,632
524,883
48,451
(7,423)
565,911
135,721
84,114|**Vehicles**
**£**
158,264
-
(66,544)
91,720
129,766
7,121
(66,544)
70,343
21,377
28,498|**Total**
**£**
10,963,190
328,262
(83,576)
11,207,876
1,607,074
318,235
(73,967)
1,851,342
9,356,534
9,356,116|
|---|---|---|---|---|
- 39 -
## **RESPONSE ORGANISATION**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 31 MARCH 2022**_
**13 Tangible fixed assets Company**
|**Company**
**Cost**
At 1 April 2021
Additions
Disposals
At 31 March 2022
**Depreciation and impairment**
At 1 April 2021
Depreciation charged in the year
Eliminated in respect of disposals
At 31 March 2022
**Carrying amount**
At 31 March 2022
At 31 March 2021|**Freehold**
**property and**
**land**
**Leasehold**
**property &**
**improvements**
**Assets under**
**construction**
**Office fixtures**
**& fittings**
**£**
**£**
**£**
**£**
7,119,263
2,125,693
-
902,722
-
57,767
35,356
132,098
(6,626)
-
-
-
7,112,637
2,183,460
35,356
1,034,820
-
354,217
-
569,133
-
79,682
-
181,321
-
-
-
-
-
433,899
-
750,454
7,112,637
1,749,561
35,356
284,366
7,119,263
1,771,476
-
333,589|**Equipment &**
**furniture**
**£**
497,502
92,548
(10,406)
579,644
435,504
41,391
(7,423)
469,472
110,172
61,998|**Vehicles**
**£**
105,984
-
(66,544)
39,440
105,984
-
(66,544)
39,440
-
-|**Total**
**£**
10,751,164
317,769
(83,576)
10,985,357
1,464,838
302,394
(73,967)
1,693,265
9,292,092
9,286,326|
|---|---|---|---|---|
- 40 -
## **RESPONSE ORGANISATION**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)**
## _**FOR THE YEAR ENDED 31 MARCH 2022**_
## **14 Stocks (Group only)**
|**14**
**Stocks (Group only)**||||
|---|---|---|---|
|Finished goods and goods for resale
**15**
**Debtors**
**Group**
**2022**
**Amounts falling due within one year:**
**£**
Rents and service charges receivable
777,704
Other debtors
401,885
Prepayments and accrued income
422,133
1,601,722
**16**
**Creditors: amounts falling due within one year**
**Group**
**2022**
Notes
**£**
Bank loans
19
127,369
Other borrowings
100,000
Other taxation and social security
200,195
Rents and service charges received in
advance
-
Trade creditors
487,169
Other creditors
69,135
Accruals and deferred income
1,210,672
2,194,540
**17**
**Creditors: amounts falling due after more than one year**
**Group**
**2022**
Notes
**£**
Bank loans
19
1,524,888
Other borrowings
-
1,524,888|**Company**
**2022**
**£**
637,080
417,951
419,938
1,474,969
**Company**
**2022**
**£**
127,369
100,000
173,974
-
450,411
69,135
952,093
1,872,982
**Company**
**2022**
**£**
1,524,888
-
1,524,888|**2022**
**£**
12,746
**Group**
**2021**
**£**
1,923,959
324,954
394,068
2,642,981
**Group**
**2021**
**£**
124,202
-
135,943
235,927
431,020
102,286
2,222,158
3,251,536
**Group**
**2021**
**£**
1,651,791
100,000
1,751,791|**2021**
**£**
7,554|
||||**Company**
**2021**
**£**
1,923,959
203,589
487,515|
||||2,615,063|
||||**Company**
**2021**
**£**
124,202
-
124,692
235,927
410,749
78,791
2,178,758|
||||3,153,119|
||||**Company**
**2021**
**£**
1,651,791
100,000|
||||1,751,791|
- 41 -
## **RESPONSE ORGANISATION**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)**
## _**FOR THE YEAR ENDED 31 MARCH 2022**_
|**18**
**Loans and overdrafts**
Bank loans
Other loans
Payable within one year
Payable after one year|**Group**
**2022**
**£**
1,652,257
100,000
1,752,257
227,369
1,524,888|**Company**
**2022**
**£**
1,652,257
100,000
1,752,257
227,369
1,524,888|**Group**
**2021**
**£**
1,775,993
100,000
1,875,993
124,202
1,751,791|**Company**
**2021**
**£**
1,775,993
100,000|
|---|---|---|---|---|
|||||1,875,993|
|||||124,202
1,751,791|
The long-term loans are secured on 2 Dodgson Road, Oxford, 4 Bodley Road, Oxford, 1 Egerton Road, Oxford, 93-95 Papist Way, Wallingford, 1 - 17 Scrutton Close, Oxford and 49 Oxford Road, Banbury. At 31st March 2022 the value of the loans was 39% of the net book value of the secured properties (31 March 2021 - 41%). The loans bear interest between 2.7% and 5.2% and are repayable over 20 years.
|**19**
**Provisions for liabilities**
Dilapidations
Movements on provisions:
At 1 April 2021
Additional provisions in the year
At 31 March 2022|**2022**
**2021**
**£**
**£**
305,000
299,100
**Dilapidations**
**£**
299,100
5,900
305,000|**2021**
**£**
299,100|
|---|---|---|
|||305,000|
- 42 -
## **RESPONSE ORGANISATION**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 31 MARCH 2022**_
## **20 Restricted funds (Group)**
The income funds of the charity include restricted funds comprising the following unexpended balances of donations and grants held on trust for specific purposes:
|**Balance at**
**1 April 2020**
**£**
Thatcham (Priory) Project fund
351,147
Aylesbury (Mandeville) Project fund
291,709
Mental Wealth Academy
-
YPSA
-
Women's Services
-
Oxford Homeless
-
RAW Workshop
226,866
Response Giving
-
869,722|**Movement in funds**
**Incoming**
**resources**
**Resources**
**expended**
**Transfers**
**£**
**£**
**£**
2,000
-
-
39,500
-
-
127,025
(151,468)
24,443
-
-
-
-
-
-
-
-
-
628,049
(694,066)
-
-
-
-
796,574
(845,534)
24,443|**Balance at**
**1 April 2021**
**£**
353,147
331,209
-
-
-
-
160,849
-
845,205|**Movement in funds**
**Incoming**
**resources**
**Resources**
**expended**
**Transfers**
**31**
**£**
**£**
**£**
2,000
(2,019)
20
1,000
(2,500)
-
34,600
(167,213)
132,613
4,000
-
-
2,650
-
-
5,266
-
-
989,528
(878,530)
73,219
3,654
(3,050)
-
1,042,698
(1,053,312)
205,852|**Balance at**
**March 2022**
**£**
353,148
329,709
-
4,000
2,650
5,266
345,066
604|
|---|---|---|---|---|
|||||1,040,443|
The first two named restricted funds were for contributions to the cost of renovations and properties to provide care and support services.
The Mental Wealth Academy fund is a grant from the Voluntary, Social and Enterprise (VCSE) Health & Wellbeing Fund of the Department of Health & Social Care, for the provision of mental health services for children and young people.
YPSA – This relates to funds received for our Young People’s Supported Accommodation.
Women’s Services – This relates to funds received for the establishment of a new women’s only service.
Oxford Homeless – This relates to funds received for work with the Homeless in Oxford.
Response Giving - This relates to funds given for grants to response clients moving into their own accommodation.
- 43 -
## **RESPONSE ORGANISATION**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 31 MARCH 2022**_
## **20 Restricted funds (Company)**
The income funds of the charity include restricted funds comprising the following unexpended balances of donations and grants held on trust for specific purposes:
|**Balance at**
**1 April 2020**
**r**
**£**
Thatcham (Priory) Project fund
351,147
Aylesbury (Mandeville) Project fund
291,709
Mental Wealth Academy
-
YPSA
-
Women's Services
-
Oxford Homeless
-
Response Giving
-
642,856|**Movement in funds**
**Incoming**
**esources**
**Resources**
**expended**
**£**
**£**
2,000
-
39,500
-
127,025
(151,468)
-
-
-
-
-
-
-
-
168,525
(151,468)|**Transfers**
**Balance at**
**1 April 2021**
**£**
**£**
-
353,147
-
331,209
24,443
-
-
-
-
-
-
-
-
-
24,443
684,356|**Movement in funds**
**Incoming**
**resources**
**Resources**
**expended**
**£**
**£**
2,000
(2,019)
1,000
(2,500)
34,600
(167,213)
4,000
-
2,650
-
5,266
-
3,654
(3,050)
53,170
(174,782)|**Transfers**
**Balance at**
**31 March 2022**
**£**
**£**
20
353,148
-
329,709
132,613
-
-
4,000
-
2,650
-
5,266
-
604
132,633
695,377|**Transfers**
**Balance at**
**31 March 2022**
**£**
**£**
20
353,148
-
329,709
132,613
-
-
4,000
-
2,650
-
5,266
-
604
132,633
695,377|
|---|---|---|---|---|---|
||||||695,377|
The first two named restricted funds were for contributions to the cost of renovations and properties to provide care and support services.
The Mental Wealth Academy fund is a grant from the Voluntary, Social and Enterprise (VCSE) Health & Wellbeing Fund of the Department of Health & Social Care, for the provision of mental health services for children and young people.
YPSA – This relates to funds received for our Young People’s Supported Accommodation.
Women’s Services – This relates to funds received for the establishment of a new women’s only service.
Oxford Homeless – This relates to funds received for work with the Homeless in Oxford.
Response Giving - This relates to funds given for grants to response clients moving into their own accommodation.
- 44 ---
## **RESPONSE ORGANISATION**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)**
## _**FOR THE YEAR ENDED 31 MARCH 2022**_
|**21**
**Group analysis of net assets between funds**
**Unrestricted**
**funds**
**Restricted**
**funds**
**Total**
Unrestricted
funds
**2022**
**2022**
**2022**
2021
**£**
**£**
**£**
£
Fund balances at 31
March 2022 are
represented by:
Tangible assets
8,624,571
731,963
9,356,534
8,635,466
Current assets/(liabilities)
767,963
308,480
1,076,443
920,975
Long term liabilities
(1,524,888)
-
(1,524,888)
(1,751,791)
Provisions
(305,000)
-
(305,000)
(299,100)
7,562,646
1,040,443
8,603,089
7,505,550
**21**
**Company analysis of net assets between funds**
**Unrestricted**
**funds**
**Restricted**
**funds**
**Total**
Unrestricted
funds
**2022**
**2022**
**2022**
2021
**£**
**£**
**£**
£
Fund balances at 31
March 2022 are
represented by:
Tangible assets
8,611,236
680,856
9,292,092
8,601,970
Current assets/(liabilities)
629,607
14,521
644,128
802,777
Long term liabilities
(1,524,888)
-
(1,524,888)
(1,751,791)
Provisions
(305,000)
-
(305,000)
(299,100)
7,410,955
695,377
8,106,332
7,353,856|Restricted
funds
Total
2021
2021
£
£
720,650
9,356,116
124,555
1,045,530
-
(1,751,791)
-
(299,100)
845,205
8,350,755
Restricted
funds
Total
2021
2021
£
£
684,356
9,286,326
-
802,777
-
(1,751,791)
-
(299,100)
684,356
8,038,212|Restricted
funds
Total
2021
2021
£
£
720,650
9,356,116
124,555
1,045,530
-
(1,751,791)
-
(299,100)
845,205
8,350,755
Restricted
funds
Total
2021
2021
£
£
684,356
9,286,326
-
802,777
-
(1,751,791)
-
(299,100)
684,356
8,038,212|
|---|---|---|
|||8,038,212|
## **22 Operating lease commitments**
## **Lessee**
At the reporting end date the charity had outstanding commitments for future minimum lease payments under non-cancellable operating leases, which fall due as follows:
|Within one year
Between two and five years
In over five years|**2022**
**£**
2,556,394
2,801,009
1,277,040
6,634,443|**2021**
**£**
3,039,316
2,090,908
2,198,589|
|---|---|---|
|||7,328,813|
- 45 -
## **RESPONSE ORGANISATION**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 31 MARCH 2022**_
## **23 Related party transactions**
## **Remuneration of key management personnel**
The remuneration of key management personnel is as follows.
||**2022**|**2021**|
|---|---|---|
||**£**|**£**|
|Aggregate compensation|372,011|395,102|
Response Organisation is the sole member of RAW Workshop (a registered charity), and now has control via common trustees with Response. For the purposes of the group accounts, Raw Workshop funds are considered to be restricted.
Response organisation lent RAW Workshop funds, of which £16,066 (2021: £10,650) were outstanding for repayment at the period end.
There were no other related party transactions to be disclosed for this year.
For the year ended 31st March 2022 the subsidiary showed the following results:
|**Income from:**
Donations
Grants
Investments: rent received
Charitable activities: workshop sales
**Total income**
**Expenditure**
**on:**
Fundraising, marketing and development
Charitable activities
**Total**
**expenditure**
**Net income**
**Fixed assets**
Tangible assets
**Current**
**assets**
Stock
Debtors
Cash at bank and in hand|**2022**
**£**
231,203
203,263
12,000
616,281
1,062,747
87,635
790,896
878,531
184,216
**2022**
**£**
64,441
12,746
142,818
614,376
769,940|**2021**
**£**
206,222
106,173
36,000
391,574|
|---|---|---|
|||739,969
70,328
623,738|
|||694,066|
|||45,903|
|||**2021**
**£**
69,790
7,554
38,568
305,696|
|||351,818|
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## **RESPONSE ORGANISATION**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)**
## _**FOR THE YEAR ENDED 31 MARCH 2022**_
**(Continued)**
|**23**
**Related party transactions**
Creditors: Amounts falling within one year
**Net current**
**assets**
**Net assets**
**Funds**
General funds
Restricted funds
**Total Funds**
**24**
**Cash generated from operations**
Surplus for the year
Adjustments for:
Investment income recognised in statement of financial activities
Gain on disposal of tangible fixed assets
Depreciation and impairment of tangible fixed assets
Movements in working capital:
(Increase) in stocks
Decrease/(increase) in debtors
(Decrease)/increase in creditors
(Decrease) in provisions
(Decrease)/increase in deferred income
**Cash (absorbed by)/generated from operations**
**25**
**Analysis of changes in net (debt)/funds**
**At 1 April 2021**
**£**
Cash at bank and in hand
1,646,531
Loans falling due within one year
(124,202)
Loans falling due after more than one year
(1,751,791)
(229,462)|**(Continued)**
(337,623)
(109,066)
432,317
242,752
496,758
312,542
226,190
93,964
270,568
218,578
496,758
312,542
**2022**
**2021**
**£**
**£**
252,334
116,382
(1)
(1,138)
(476,878)
-
318,235
243,955
(5,192)
(7,554)
1,041,259
(983,501)
(924,236)
555,029
5,900
299,100
(235,927)
57,731
(24,506)
280,004
**Cash flowsAt 31 March 2022**
**£**
**£**
9,984
1,656,515
(103,167)
(227,369)
226,903
(1,524,888)
133,720
(95,742)|
|---|---|
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