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2021-03-31-accounts

Annual Report 2020/21

Millions of people suffer as a result of serious alcohol harm. But . change is possible Let’s create that change.

Alcohol Change UK is the operating name of Alcohol Research UK. Company no. 07462605, Charity no. 1140287

We are Alcohol Change UK

We work for a world free from the serious harm caused by alcohol.

We’re not anti-alcohol. We are against the suffering that it causes. Serious alcohol harm affects millions of families, damaging and ending lives. It impacts all of us, whether through a loved one’s suffering, damaged communities or avoidable costs to frontline services.

But alcohol harm is not inevitable.

We work across the UK to reduce alcohol harm.

We do this with compassion, with ambition, and by seeking and telling the truth about alcohol harm and how to end it.

Change is possible. Let’s create that change.

Annual report and financial statements of the trustees of Alcohol Change UK[1] Year ending 31 March 2021

Contents

01 Welcome
03 What we do
05 Our activity and impact
22 Our strategy and plans
26 Our finances
29 How we are run
35 Independent auditor’s report
38 Financial statements
40
60		 Notes to the accounts
Officers and contacts

We are not anti-alcohol. We are against the suffering that it causes.

1 Alcohol Change UK is the operating name of Alcohol Research UK, charity registration number 1140287 (England and Wales).

01 | Welcome

Welcome from the Chair

Reducing alcohol harm is essential if people across Britain are to be happy and healthy. Alcohol harm is not a niche topic. It is one of the most common causes of illness, early death, low productivity, and crime and disorder that we face as a society. Recovering from this pandemic – and being more prepared to cope with any future viruses – includes tackling alcohol harm … now.

The good news is that the solutions are right in front of us. As we take stock in this, our annual report and accounts, I am delighted to recommit Alcohol Change UK to delivering the five big changes set out in our 2019-24 strategy:

This report covers the period 1 April 2020 to 31 March 2021 – a period almost entirely dominated by the pandemic. I am immensely proud of our response to the pandemic and the way that our team instantly moved to working from home without missing a beat. We’ve outlined our COVID-19 response in more detail in the Challenges section of this report (p24). While it’s not been an easy period, it has shown to us all that Alcohol Change UK is an incredible organisation: creative, dynamic, professional, and compassionate.

Most importantly, this report is about the difference we make

Four of my fellow trustees stood down this year. Catherine Max contributed a huge amount in the two years she was with us. Three trustees who had steered us brilliantly through the 2017 merger and the development and launch of our new strategic direction in 2019 also stood down: Peter Holland who had previously served as a trustee of Alcohol Concern, and Professor John Underwood and Valerie Joliffe who had previously served as trustees of Alcohol Research UK from 2013. We are extremely grateful to them all for their contributions. We were absolutely delighted to welcome Adam Uttley to the board as our new Treasurer in June 2021.

2020-21 saw us taking big strides on our journey to becoming a fundraising charity, giving people across the UK the opportunity to put their passion for ending alcohol harm into action, whether through joyous and creative fundraising efforts, through quiet, determined giving, or through heartfelt gifts in memory of a loved one killed too young because of alcohol. We were also excited that over 6,000 campaigners and activists joined us, wanting to use their time and passion to end alcohol harm sooner.

Most importantly, of course, this report is about the difference we make. We are committed to improving the lives of millions of people and families across the UK. My huge thanks to our staff team for achieving such progress, to my fellow trustees for their insight and good governance,

and to all our supporters who share our belief that alcohol harm is completely avoidable and who put their beliefs into action by supporting our work. Looking ahead, our 2021-22 plan stays true to our strategy and will see us making important further changes across all of our work programmes. With your continued support, we can and will make change happen faster, saving and improving more lives than ever before.

Fiyaz Mughal, OBE, Chair of the Board of Trustees

Alcohol Change UK | Annual Report 2021

02 | Welcome

Welcome from the Chief Executive

At Alcohol Change UK, we are never more than a moment away from hearing heart-breaking real-life stories:

But at the same time, at Alcohol Change UK we have the utter privilege of seeing people make change happen before our very eyes:

Alcohol harm really is huge in scale and has terrible effects throughout people’s lives. Alcohol misuse is the biggest risk factor for death, ill-health and disability among 15-49 year-olds in the UK.

Alcohol misuse is the biggest risk factor for death, ill-health and disability among 15-49 year-olds

My team and I dedicate our every working minute to reducing the number of tragic stories. We want these stories to fall in number from the destructive torrent we have now to just a trickle; and then to dry up completely. And that will happen: by growing the number of positive stories of change, from the tens of thousands to the millions, creating a tipping point, and ending the UK’s alcohol harm crisis. Please join us, so that we can eliminate serious alcohol harm altogether.

Dr Richard Piper, Chief Executive Officer

Alcohol Change UK | Annual Report 2021

03 | What we do

What we do

Alcohol harm is complex and requires a holistic solution. Our work is diverse but coherent, delivered through eight interlinked work programmes. The following pages set out our activities and impact for each work programme during the year 2020-21.

            1. Research Engagement Policy and Culture Information Behaviour Improving Alcohol and influencing change and advice change alcohol at work innovation treatment Grants for Guiding Advising Stories across Sector-leading Dry January Standing up Helping innovative activists national national media website for the alcohol workplaces research governments and digital Sober Spring treatment take control of Helping people Powerful resources system alcohol at work Commissioned tell their stories Influencing local messaging Try Dry app studies policies across our work, Outreach Driving Improved Sourcing and normalising ‘not via diverse Flexible support innovation in policies and In-house supporting our Working in drinking’ and channels, offered via commissioning practices research spokespeople coalition challenging including social the website and treatment, through the the stigma media and long-term e.g., the Blue Safer, healthier Curating and Alcohol Health around having email journeys Light approach, work cultures communicating Alliance and a drinking Running Alcohol assertive the latest Alcohol and problem Awareness outreach Enhanced knowledge Families Week productivity Alliance Training and consultancy Quicker, All Party better support Parliamentary for workers Group on harmed by Alcohol Harm alcohol

Alcohol Change UK | Annual Report 2021

improve the health and happiness of

5 05 | Our activity and impact | Research and in| Our activity and impact | Research and i n ovationnovation

1. Research and innovation

Alcohol harm is a topic rife with opinions, many of them ill-informed. Research and evidence are essential if we are to ensure that action to reduce alcohol harm is effective. At the heart of our work is a commitment to rigorous research and an accurate understanding of alcohol harm and the best ways to reduce it.

Highlights

Alcohol Change UK | Annual Report 2021

6 06 | Our activity and impact | Research and in| Our activity and impact | Research and i n ovationnovation

Example

Alcohol-free and lowstrength drinks

Our commissioned research into low and no (‘NoLo’) alcohol drinks found that more than a quarter of adults (27%) have tried a NoLo drink (under 1.2% ABV) in the last year and four in ten (41%) people who have drunk NoLo drinks recently say their alcohol consumption has fallen as a result.

This research has helped us to better understand where we should be positioned in this space and to advise others, including the UK Government. It was presented at a roundtable event hosted by the Department of Health and Social Care.

Research reports we published in the year, either produced, co-produced or funded by Alcohol Change UK

Thank you to the many academics, agencies and charity partners who produced or worked with us on these reports.

13

We published 13 new research reports on our website in the financial year.

31

We received 31 applications for grant funding through our New Horizons programme, of which four were funded.

12,000

There were 12,000 visits to the research hub on our website in the financial year

Alcohol Change UK | Annual Report 2021

7 07 | Our activity and impact | Research and innovation| Our activity and impact | Engagement

2. Engagement

Alcohol Change UK is made up of more than its staff team and board. It is also the many thousands of people from all walks of life who come together to end alcohol harm. Engaging with thousands of people across the UK is a cornerstone of our strategy. We engage, listen and collaborate with our diverse supporters and help to unleash and coordinate their knowledge, passion and energy.

Highlights

Engaging with thousands of people across the UK is a cornerstone of our new strategy. In 2020-21 we:

Alcohol Change UK | Annual Report 2021

8 08 | Our activity and impact | Research and innovation| Our activity and impact | Engagement

Example

Trevor’s story

Teacher, author and West Ham fan Trevor Twohig is one of Alcohol Change UK’s Community Champions. Trevor has spoken at the All Party Parliamentary Group (APPG) on Alcohol Harm on “Alcohol and Men’s Health”, written several alcohol-free drinks reviews for our website, created a video and will be donating 20% from sales of his upcoming book to Alcohol Change UK.

Trevor: “I never felt like I could quit drinking. If someone had said to me five years ago, “you’re going to stop in five years,” I’d have laughed and said “No chance!”

I used to drink heavily. I owned a bar, drank 8-10 pints daily with shots to follow. Pubs were a massive part of my life. I believed pub culture was the fabric of our society. Also, football is synonymous with alcohol!

But it affected my life and my selfesteem so much. I knew I had to change and I am so glad I did. I feel liberated being alcohol-free. Mornings, which used to be thinking about my next drink, now revolve around my kids, writing and teaching. I became a Community Champion for Alcohol Change UK to help regular drinkers. When alcohol is so ingrained, as it was for me, you can’t see a way out of the cycle. I want to be able to help, which is why I am also working on a nonfiction book about addiction.”

18

We recruited 18 Community Champions and four Ambassadors including Mille Gooch, Dave Wilson, Catherine Gray and Caggie Dunlop.

£15,735

Our Community Champions and Ambassadors contributed the equivalent of £15,735 in volunteer time between them during the financial year

5,000

Our supporters took over 5,000 actions such as tweeting the Treasury about duty ahead of the budget, emailing their MP, taking on fundraising challenges and spreading awareness of our campaigns and behaviour change work.

Alcohol Change UK | Annual Report 2021

9 09 | Our activity and impact | Research and innovation| Our activity and impact | Policy and influencing

3. Policy and influencing

National governments have huge potential to reduce alcohol harm for millions of people, often at little or no cost to the taxpayer. Local government, too, has a big role to play. We work respectfully and constructively with UK Governments and praise them when they show leadership on an issue, but are also unafraid to tell them when we think they are making a mistake or failing to act.

Highlights

Alcohol Change UK | Annual Report 2021

10 | Our activity and impact | Research aPolicy and i n d influe n ovationcing

Example

Our policy work

We mobilised our supporters, including through a day of online action which resulted in hundreds of tweets being sent to Treasury Minister, Kemi Badenoch. We also invited supporters to send personal messages to the Treasury team and more than 150 people did, including deeply personal accounts of the impact alcohol harm has had on their families.

In November 2020 we launched the #DutyToRecover campaign in partnership with members of the Alcohol Health Alliance. The campaign called on the Government to maximise the public health benefits of its forthcoming review of alcohol duty: ensuring it covers the cost of alcohol harm to society and rises with inflation. We submitted evidence to the Treasury’s call for evidence and attended a roundtable with Treasury officials to outline the evidence.

1 in 10 Our research found that one in ten drinkers in Wales say they are drinking less because of minimum unit pricing.

23,723

There were 23,723 visits to the Policy Insights on our website (themed briefings on a range of policy topics).

700

Nearly 700 policy campaign actions were taken by our new supporters, including emails sent to MPs and messages sent to Treasury Minister, Kemi Badenoch.

Alcohol Change UK | Annual Report 2021

11 | Our activity and impact | Research and innovationCulture change

4. Culture change

Drinking problems are, to a great extent, socially and culturally determined. That means they are primarily caused by ‘the world around us’, which is why different countries all have such different levels of alcohol problem (despite all containing the same species of human!). As people, we like to believe that everything we do is a matter of personal choice, but in reality, of course, the environment in which we find ourselves has a massive impact on the choices open to us and on how we behave.

Alcohol Change UK works to shift not just the policy and economic environment (section 3 above) but also the cultural and social environment (this section). In particular we seek to work with the media and social media to communicate two vital messages:

1. ‘Not drinking’ alcohol, for a night, a week, a month or longer is extremely common and totally normal; and we should all #StopSoberShaming and instead actively support (or certainly never question) someone’s choice to not drink alcohol on any occasion for any reason.

2. Anyone can develop a drinking problem. Having a problem with alcohol is common and normal, occurs on a spectrum (is not a binary), and is certainly not limited to a small group of severely dependent drinkers (sometimes referred to as ‘alcoholics’). Indeed, the idea that there are ‘alcoholics’ who look a particular way (“and not like me”), can lead to millions of us denying our own mild or moderate drinking problem that may be escalating, causing us to delay seeking support, which can result in preventable deaths. Drinking problems are not a sign of ‘personal weakness’ and are not something to be ashamed of or stigmatise others about. Stigma kills, as does the false binary of ‘alcoholics’ and ‘non-alcoholics’.

Alcohol Change UK | Annual Report 2021

12 | Our activity and impact | Research and innovationCulture change

Example

Social Media

Our Instagram posts are a crucial and popular way for us to shift cultural norms (as well as behaviour change). By March 2021 we had over 5,600 Instagram followers. This post was one of our most liked during the year.

1,000 5,600 Alcohol Change UK Our Alcohol Change UK was mentioned over Instagram account had 1,000 times in the UK reached 5,600 followers media in 2020-21 by 31 March 2021 (2019-20: 678), (31 March 19: c.450, including ‘culture 31 March 2020: c. 3,000). change’ messaging across many of these.

Our Alcohol Change UK Instagram account had reached 5,600 followers by 31 March 2021 (31 March 19: c.450, 31 March 2020: c. 3,000).

Alcohol Change UK | Annual Report 2021

13 | Our activity and impact | Research and innovationInformation and advice

5. Information and advice

People across the UK want independent, honest information about alcohol: about its effects, what constitutes a problem, how to deal with your own drinking problem or that of a family member, what support is available and how to access it.

Our website seeks to be the UK’s most trusted, helpful and informative source of knowledge about alcohol and alcohol harm. We also reach outwards, using social media, conventional media and our

campaigns like Dry January and Alcohol Awareness Week to share information more widely, to reach people where they are, and to signpost people to help if they need it.

Highlights

115,385

Over 115,385 people completed our AUDIT tool, a validated tool allowing people to assess their drinking risk (2019-20: 56,000, 2018-19: 27,500).

3,000

Over 3,000 people signed up for ongoing emails with advice and information after completing the AUDIT tool, bringing the total to 5,595 (2019-20: 2,500).

Alcohol Change UK | Annual Report 2021

14 | Our activity and impact | Research and innovationInformation and advice

Example

‘Check your units’ function

Our ‘check your units’ function is one of our most popular pieces of web content, with over 100k people using it last year alone.

1,497,060 121,225 Overall website Over 121,225 page views of traffic was 1,497,060 the ‘Get help now’ section (2019-20: 864,598, of the website (2019-20: 2018-20: 600,070). 54,000, 2018-19: 18,500).

Over 121,225 page views of the ‘Get help now’ section of the website (2019-20: 54,000, 2018-19: 18,500).

360,000 45,000

Over 360,000 page views of our factsheets, (2019-20: 220,000, 2018-19: 85,000).

Over 45,000 page views of our interactive body map (2019-20: 25,000).

102,804 42,151

Over 102,804 people used our unit calculator, (2019-20: 61,000, 2018-19: 20,000).

42,151 page views of our COVID-19 hub from 1 April 2020 to 31 March 2021.

Alcohol Change UK | Annual Report 2021

15 | Our activity and impact | RB e search and innovationhaviour change

6. Behaviour change

Our behaviour change programme enables people to take part in specific ‘challenges’ – Dry January, Sober Spring and others – and includes ongoing year-round support to help people regain control of their drinking.

The primary target group for this programme is heavy, habitual drinkers who want to try to take control of their drinking themselves. We help thousands of drinkers a year, intervening before people need more expensive therapeutic support.

While we know that drinking problems are much more complex than simply ‘personal choice’, our behaviour change programme empowers people to take control of their relationship with alcohol.

Highlights

Alcohol Change UK | Annual Report 2021

16 | Our activity and impact | RB e search and innovationhaviour change

Example

maintain my AF journey thanks to the many quit lit books I have read.

Typical post from our private Dry January and Beyond online community forum.

I have lost three stone in weight and I am running 5k three times a week with plenty of walking in between. Psychologically I feel so much stronger and have never felt happier. I would never have believed that I could give up my daily wine but I have and I am so much better off without that I intend to stay AF and I am very happy with that decision.”

“When I started this journey on 29 December 2020 my aim was to complete Dry January and change my relationship with alcohol. 250 days later and I can honestly say that I have definitely changed my relationship with alcohol thanks to Dry January, this group and a lovely WhatsApp group of sober ladies. I have also built myself a nice little toolkit full of strategies to

----- Start of picture text -----
Dry January sign-ups 2016-21
140,000 129,657
120,000
97,025
100,000
80,000 75,429 8.2
60,00040,000 31,161 27,146 39,758
20,000
-
2016 2017 2018 2019 2020 2021 to 6.3
----- End of picture text -----

Dry January participants see a significant drop in their average drinking risk score, from 8.2 at the start of January to 6.3 by July (-1.7), whereas the change in the general population is from 5.8 to 5.6 (-0.2). (The lower your drinking risk score, the better!)

81%

81% of Dry January participants feel more in control of their drinking by the end of January.

85%

Average alcohol consumption dropped from 31.5 units per week in January to just 4.7 units in May, an average reduction of 85%.

Alcohol Change UK | Annual Report 2021

17 | Our activity and impact | Research and innovationImproving alcohol treatment

7. Improving alcohol treatment

The alcohol treatment system is an essential part of our broader health system. It includes emergency departments, alcohol care teams in hospitals, NHS addiction services, local authority commissioned treatment services, private treatment and rehabilitation, and peer support services such as Alcoholics Anonymous and SMART Recovery.

The fire service, police officers, paramedics, housing services, mental health services, welfare advisors and social services also come into frequent contact with people with drinking problems – and can and do make a real difference with their interventions.

Our flagship Blue Light approach helps professionals right across these services to better support the most vulnerable drinkers, who often have multiple needs. The Blue Light approach is holistic, multidisciplinary, assertive, and puts people first. It shows how to engage with these drinkers and reduce the harm they experience. We provide learning and development to practitioners and in-depth consultancy support to services and local authorities.

Highlights

Alcohol Change UK | Annual Report 2021

18 | Our activity and impact | Research and innovationImproving alcohol treatment

Example

Kent County Council

People with substance use disorders (SUD) are considered at increased risk of COVID-19 and its more serious complications for multiple physiological and social causes. Comorbidities prevalent among people with SUD, such as cardiovascular diseases, chronic respiratory diseases, diabetes, obesity, and cancer, increase vulnerability to COVID-19 and are associated with more severe COVID-19 symptoms, complications, and fatalities. In Kent there have been clear and documented barriers to mental health treatment for people with substance misuse. The apparent complexity of these people can often lead to difficultly in services engaging them in treatment or sustaining their engagement once assessed. A

perceived resistance to changing their long established patterns of behaviour can also present challenges for both community drug and alcohol and mental health services.

In response to this, we worked with Kent County Council to design, deliver and evaluate a package of training on co-occurring conditions for multidisciplinary teams. The focus of the programme was the development of a partnership approach to enable multi-disciplinary teams across eight different localities to work more effectively for people with co-occurring conditions, including those who may be perceived as change-resistant drinkers. The initial contract for £2,310 was renewed in 2021 with a contract for £10k and the delivery of 36 half-day courses.

18

We worked with 18 local authorities during the year as part of the national safeguarding project and a further 11 to deliver 75 Blue Light training courses.

90%

90% of delegates on our Blue Light training courses rated it as “excellent” and 5% rated it as “very good”.

£68,246

We generated £68,246 from delivering expert training and consultancy services to a wide-range of organisations.

8

We added eight new courses to the portfolio.

Alcohol Change UK | Annual Report 2021

19 | Our activity and impact | Alcohol at workResearch and innovation

8. Alcohol at work

Our work to create healthier drinking cultures happens not just through national and community cultures but also through workplaces. After all, workplaces are mini cultures! Ensuring a healthy approach to alcohol at work can improve wellbeing, safeguarding, inclusivity, productivity and employee engagement. We offer a wide range of services and support.

Highlights

The programme has successfully attracted big clients with small projects, and the next challenge is to sell larger packages of work to these clients in order to create greater impact. Focused marketing on the issue of alcohol harm and staff wellbeing supported the growth of this programme. With COVID-19 restrictions preventing delivery of face-to-face training, webinars became the choice of delivery for clients. Clients included:

“The presenter of this event is the best I have ever seen. I could have watched and listened to her all day. Fantastic.”

“The presenter was excellent and so knowledgeable.”

“Practically Perfect in every way!”

Alcohol Change UK | Annual Report 2021

20 | Our activity and impact | Alcohol at workResearch and innovation

Example

Office for National Statistics

with from a third-party company. The webinar overall was a great success and it ran smoothly with all thanks going to [your trainer]. The feedback from staff regarding the webinar was nothing short of amazing, see the examples on the preceding page.”

To address the issue of alcohol harm at work, we delivered two webinars to the Office for National Statistics during Alcohol Awareness Week and Dry January respectively. The client was very impressed with both the service and training delivered.

Aisling Reeks, SEI Business Support, Surveys and Economic Indicators, Office for National Statistics

“Collaborating with Alcohol Change UK was without a doubt the easiest and smoothest collaboration I’ve ever dealt

16

We worked with 16 organisations across the year.

£12,704

We generated £12,704 in income (2019-20: £7,440).

500

We developed three new webinar offers. Over 500 people viewed our webinars. Our most popular webinar topic was ‘Mindful drinking’.

3

We recruited three new associates.

Alcohol Change UK | Annual Report 2021

Our aim is to improve the health and happiness of people across the UK.

22 | Our strategy and plans

2019-2024 strategy

Top level impacts

2020-21 was the second financial year of our new five-year strategy, which commits us to five top level impacts that must happen if we are to reduce alcohol harm.

Improved knowledge

Programmes that deliver this impact Research and innovation Engagement

Better policy and regulation Programmes that deliver this impact Policy and influencing Engagement

----- Start of picture text -----
Shifted cultural
norms
Programmes that deliver
this impact
Culture change
Alcohol at work
Engagement
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----- Start of picture text -----
Improved drinking
behaviours
Programmes that deliver
this impact
Information and advice
Behaviour change
----- End of picture text -----

More and better support and treatment

----- Start of picture text -----
Programmes that deliver
this impact
Policy and influencing
Improving alcohol
treatment
----- End of picture text -----

Internal developments

Our strategy also commits us to four major internal developments that will help us, as a charity, to be as strong as we can be and best able to deliver these impacts. We do, of course, make dozens of smaller-scale improvements every year to the way we are run, but these four developments are our multi-year, strategic priorities.

----- Start of picture text -----
Fundraising Impact
assessment
Creating sustainable Being able to know, grow
income growth to break and show the difference
even by 2024 we make
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----- Start of picture text -----
Data
management
Having the knowledge we
need at our fingertips
----- End of picture text -----

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Risk
management
Being able to confidently
negotiate a higher risk
environment
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Alcohol Change UK | Annual Report 2021

23 | Our strategy and plans

2020-21 objectives: How did we do?

In our 2019-20 Annual Report and Accounts, we communicated our 30 primary objectives for the year ahead (2020-21) and promised to report on our progress. (These were our primary reportable objectives but do not cover the entirety of our work.) Four objectives were missed or pushed back to the subsequent year, two objectives were delayed but completed soon after year-end, and the other 24 objectives were achieved or exceeded their targets.

----- Start of picture text -----
Programme or Area 2020-21 Objective How did we do?
1. Award New Horizons grants 3 A strong response with four excellent projects awarded grants
2. Commission research-into-policy projects 3 Our ‘Low and no alcohol report’ was completed and communicated
Research and innovation
3. Hold national conference in Wales 3 400 people at our online conference. Over 96% learned something positive
4. Labelling project 3 High-quality report usable in policy discussions
5. Develop and roll out engagement programme 3 Recruited 11,471 new campaigners and 18 Community Champions
Engagement 6. Develop supporter engagement email journeys 3 Sent engagement emails to over 75,000 supporters throughout the year with 4.2% of them taking
meaningful actions
7. Build and develop APPG on Alcohol Harm 3 Relaunched with new chair, Christian Wakeford MP
Policy and influencing
8. Progress on our key policy asks 3 MPs, ministers and civil servants have heard our message on labelling
9. Develop a content strategy and new web content 3 We produced a sector-leading COVID-19 hub on our website
Information and advice
10. Deliver Alcohol Awareness Week 2020 3 4,400 partners took actions, up from 3,000 in 2019
Culture change 11. Create a programme of culture change content 3 Our new #StopSoberShaming campaign saw significant cut-through
12. Grow Dry January sign-ups 3 Engagement reached 226k. Sign-ups: 130k, quiz: 96k
Behaviour change 13. Implement tailored user journeys by drinking level 3 An improved, more customised user experience
14. Develop long-term approach to marketing Dry January 3 Full strategic review completed Feb 2021
15. Launch new editions of Blue Light guides 5 Pushed back to next year due to lack of staff capacity
Improving alcohol treatment 16. Safeguarding project successfully delivered – Delays in the face-to-face training due to COVID-19 but guide published
17. Successful projects delivered 3 Over 90% of clients gave positive client feedback
Alcohol at work
18. Potential business growth 3 Income grew 71% from £7,440 (2019-20) to £12,704 (2020-21)
19. Create and test fundraising propositions 3 Positive feedback through all forms of fundraising
Fundraising 20. Test individual giving plan 3 Three tests completed, producing insight for future individual giving plans
21. Secure corporate partners 5 This was not achieved. A new approach was created for 21-22
Impact assessment 22. Complete phase one of improvement plan 5 Pushed back to next year due to lack of staff capacity
Data management 23. Embed the CRM including staff training and support 3 CRM is widely and effectively used across the charity
Risk management 24. Use risk register effectively 3 Board reports confidence in risk management
25. Create a communications strategy 3 Staff and board clear on communications priorities
Communications 26. Undertake content review and create content strategy 3 Website and other communications channels have a strong forward plan
27. Better monitoring of comms activity 3 Monthly ‘report card’ in place for ongoing monitoring and improvement
28. Implement new finance system, as needed 5 Project delayed due to lack of staff capacity
Finance
29. Review our investment policy and strategy 5 Completed by Jul 2021, delays due to staff capacity
People 30. Secure additional staff capacity for Dry January 3 Three extra staff in place Nov 2020 to Feb 2021
----- End of picture text -----

Alcohol Change UK | Annual Report 2021

24 | Our strategy and plans

2020-21 challenges

Here we report on the most significant challenges faced by the charity from 1 April 2020 to the present.

produced a COVID-19 hub on our website, which not only received very positive reviews and was widely linked to by other organisations, but most importantly helped tens of thousands of people. In fact, in the first month of lockdown five times as many people visited the ‘Get help now’ section of our website compared to the same period the previous year (2020: 15,417; 2019: 3,109).

~~COVID-19~~

Since March 2020, all of our lives have been overshadowed by COVID-19 and the associated Government responses. Our top priority, as a charity, is always our focus on reducing alcohol harm, so our first reaction was to focus on the pandemic’s potential impact on alcohol harm and the people we exist to serve.

We also worked with our friends in the alcohol treatment field and NHS to monitor and advise on rapid changes, such as the housing of rough sleepers in hotels, the rapid change to remote alcohol treatment

We undertook the first major national survey into drinking during lockdown, which has since been mentioned hundreds of times across the media. We rapidly

and the UK Government’s advice on the status of off-licences.

Our second priority was our own team. Both the staff team and the board adapted very quickly to home-working and we were able to continue our work without any loss of time. Many staff members have embraced home working although all of us have inevitably found it challenging at times. At the current time (approval of this document, 4 October 2021), we are allowing a phased return to the office for staff who want to, but no enforced returns for anyone.

Our third priority was our financial situation. Initially our investments saw a significant collapse. We took advice from our investment manager, held steady, and benefitted from the subsequent market recovery. We undertook in-depth financial scenario planning. As our fundraising is still in its infancy, we were less affected than charities with a larger reliance on, for example, charity shops or fundraising from events. No staff were required to furlough.

As expected, our 2020-21 deficit did end up even bigger than we had budgeted, largely as a result of a significant drop in investment income, which the board decided to fund from the charity’s reserves. However, our overall financial position was not significantly affected.

~~Staffing~~

We faced some staffing challenges, with departures of two key staff. With a small team of 16 people, such departures can have a significant effect. This led to annual objectives 15, 22, and 28 not being completed within the financial year and objectives 16 and 29 being delayed.

~~Policy environment~~

From 1 April 2020 to 31 March 2021, the UK Government was focused almost entirely on COVID-19. “Public health” was flung into the headlines and to the very top of the Government’s agenda. Yet the Westminster Government, unlike the Welsh and Scottish Governments, has still not grasped that national policy action on alcohol harm can be affordable, effective, popular, and make a huge positive difference to people, families, communities and wider society. The effectiveness of our policy work, in this context, is inevitably more limited than if the Westminster Government had a different approach.

In response, we focus a significant amount of our energy on ‘making the case for action’ and building long-term support.

Alcohol Change UK | Annual Report 2021

25 | Our strategy and plans

2021-22 plans: What we will be doing

Our 2021-22 Annual Plan sets out 27 objectives that we aim to deliver in the year, against our eight work programmes, our four internal developments, and our three critical functions of communications, finance and people. These are our primary reportable objectives. This does not cover the entirety of our work!

----- Start of picture text -----
Programme or Area 2020-21 Objective How did we do?
1. Secure funding to deliver a treatment exploration project At least one treatment exploration project funded (autism, food, end of life)
Research and innovation 2. Commission framing research High quality provider commissioned for our alcohol harm framing project
3. Hold national conference in Wales Online national conference with 150+ delegates & >80% positive feedback
4. Grow our number of online campaigners Recruit at least 6k campaigners
Engagement 5. Engage with Ambassadors & Patrons Recruit and/or reactivate at least 3 ambassadors and patrons
6. Deepen Community Champions project At least 15 Community Champions engaged in meaningful activity
7. Influence UK Government on alcohol price reform Securing ministerial meetings, and receiving positive feedback that our evidence, arguments
Policy and influencing 8. Influence Welsh & UK Governments on alcohol labelling and positions are being taken seriously
9. Influence UK Governments on funding for alcohol treatment
10. Full review of website content Clearer and more action-oriented ‘information journeys’ for web users
Information and advice
11. Deliver Alcohol Awareness Week 2021 Match or exceed the number of Alcohol Awareness Week partners
Culture change 12. Ready to launch a culture shift campaign An exciting, change-focused and clearly costed plan with board approval
13. At least one experiment for growing Dry January sign-ups Either a big leap in growth or usable learning for 2023
Behaviour change 14. Implement Missions and Journaling in Try Dry app New functions delivered to time, budget and quality
15. Grow Sober Spring sign-ups Target of 5000 sign-ups
16. Launch ‘Safeguarding’ and ‘Assertive Outreach’ guides Safeguarding Jun 21, Assertive Outreach Nov 21
Improving alcohol treatment
17. Increase sales of Blue Light training At least 24 Blue Light/safeguarding in-house training events sold
18. Increase sales of Workplace training At least 18 webinars, 4 days of in-house training, 3 masterclasses sold
Alcohol at work
19. Pilot audits/policy reviews At least 3 audits/policy reviews sold
20. Grow Dry January Global income Secure at least 2 more partners
Fundraising 21. Decision on individual giving Achieve c. 0.8% response rate from testing and scale up or put on hold
22. Secure corporate partners Achieve at least £70k income from Dry January corporate partners
Impact assessment 23. Know, grow and show our impact Monitoring approach agreed for Behaviour Change & Alcohol at Work
24. Experiment with paid social media year-round High levels of engagement and/or of learning of what works
Communications
25. Website structure refresh and content strategy Clear ongoing plan for content right across work programmes
26. Long-term financial scenario planning Board and Executive have more confidence in long-term finances
Finance
27. Retender our investment management Strong investment strategy and investment manager in place
----- End of picture text -----

Alcohol Change UK | Annual Report 2021

26 | Our finances

2020-21 overview

2020-21 was year two of our five-year financial strategy in which we aim to achieve long-term sustainability by diversifying and growing income streams while keeping expenditure under control.

Our operating deficit (before gains and losses on investments) for the year was £893k (2019-20: £521k). Although this was a big increase (£372k) on the previous year, the bulk (£366k) of this difference was caused by:

Our investment gains in the year were £1,508k (2019-20: £1,069k loss), so our overall net position was a surplus of £615k (2019-20: £1,591k deficit).

~~Income~~

Total annual income, excluding the investment gain, was £793,224 (2019/20: £872,831).

Chart 1 shows how our income changed between 2020-21 and 2019-20. The overall decrease in income was largely driven by the COVID-19 crisis reducing our investment

income to £305k (2019-20: £431k). Our rental income of £44k plus some service costs is also shown under investments in Chart 1 and was stable.

By 2020-21, two restricted charitable grants left over from our 2017 merger had ended (Cancer Research UK, The Maudsley Charity), whereas these were still running in 2019-20, so this reduced our income from charitable activities. However, our grant from the Welsh Government remained broadly stable and there was a jump in income from fundraising, consultancy and training and other trading activities (such as Dry January Global).

~~Spending~~

Total expenditure was £1,686,415 (201920: £1,393,659), an increase of £292k. This increase was largely driven by the £241k we committed to the New Horizon research grants awards. There was also increased spend on our Behaviour Change programme, especially our Try Dry app, as we sought to further position the app as the market leader.

Chart 2 shows how the two main categories of expenditure changed between 201920 and 2020-21. The cost of raising funds, which includes both our investment management fees and our fundraising costs, increased to £299k (2019-20: £262k) as we further invested in fundraising.

Chart 1: Year-on-year income

----- Start of picture text -----
600,000
500,000 £482,167
400,000
£354,660
300,000 £292,610
£252,455
200,000
£131,637
100,000 £76,936
£54,162
£21,118 £310 £0
–
Donation Charitable Other trading Investments Other
and legacies activities activities
Income 2021 Income 2020
----- End of picture text -----

Chart 2: Year-on-year spending

----- Start of picture text -----
1,500,000 £1,387,860
£1,132,046
1,000,000
500,000
£298,555 £261,613
-
Raising funds Charitable activities
2021 2020
----- End of picture text -----

Alcohol Change UK | Annual Report 2021

27 | Our finances

~~Property~~

The charity owns both the premises that we occupy (ground floor) and an investment property (basement and terrace) that we rent out. The investment property was last valued in July 2017 and is sub-leased for a five-year term ending in August 2022. The current tenants have been meeting their lease obligations. The rental income for the year was £44k (excluding service charges) producing a 6% yield on the investment. The property did not require any material improvements or refurbishment work during the year. The charitable premises were accounted for an historical cost basis and depreciated, and the investment property is shown at fair value. A deskbased valuation indicates that no change is required to the property’s valuation.

~~Investment income and value~~

Income from our investment portfolio was £305,407 (2019-20: £430,507) which constituted 39% of our income (2019-20: 49%). Investment income yield at year-end was 2.8%.

The value of listed investments at 31 March 2021, including cash pending investments, was £10,770,676 (31 March 20: £10,109,280). The steady rise in government bond yields and the widespread vaccination process had a positive impact on the economy in general.

Our capital gain was £1,508,169 and during the year £800,000 worth of capital was withdrawn as cash as planned to support the charity’s working capital requirements and cover its deficit. Capital investment total return was 18.6%.

~~Investment management~~

Our investment policy and investment management arrangements had not been reviewed since 2011, so during 2021 we undertook a full review, considering investment policy and strategy and investment ethics, and retendering the management of our investments. In June 2021 we agreed our new investment objective: to generate a minimum total return of inflation (CPI) plus 4% per annum after fees over five-year rolling periods using a total return model. This should allow us to at least maintain the real

value of our assets while funding annual expenditure from the fund of 2.5% to 4.0% per annum.

The board also discussed our role as a charity that seeks public support; and so decided to further strengthen our investment ethics by ending investments in companies that have more than 10% of revenue from any of these areas:

Finally, the board agreed to retender its investment management, in line with good practice. As a result of that exercise, the board agreed in October 2021 to appoint CCLA to manage its investment funds.

~~Reserves policy~~

Context

Our reserves are our net assets (minus our tangible fixed assets and our investment property) and at 31 March 2021 they were £10,848,306 (31 March 2020: £10,212,984). We use a risk-based approach to set our reserves policy.

Our current high level of reserves relative to our expenditure is a function of our unusual financial situation and unusual financial risks. Following the merger in 2017 between Alcohol Research UK and Alcohol Concern, and the creation of Alcohol Change UK, we

became a larger, more resource intensive and more impactful charity and our expenditure currently significantly exceeds our income.

This is deliberate, as these planned deficits allow us to:

This major investment in fundraising growth sees Alcohol Change UK transitioning from its previous endowment model, in which the investment capital was retained and the investment income funded research grants and in which our impact was modest and could not increase, to a fundraising model in which investment income forms just one of a more diverse range of income streams which, in time, generates more funds so we can make even more of a difference.

Alcohol Change UK | Annual Report 2021

28 | Our finances

Policy

During this transition period it is our policy to hold a high level of reserves in order to service these deficits while also generating an adequate level of investment income. Over the next few years, if our new income streams continue to grow and our deficits continue to reduce as planned, the board will substantially and proactively reduce the level of reserves to a level more consistent with a standard fundraising charity.

By supporting us financially, stakeholders and supporters will both reduce alcohol harm faster and enable us to make this transition more rapidly.

~~Future financial plans~~

COVID-19 had a negative impact on the dividend income from our investment portfolio and delayed our planned growth in events fundraising. In December 2020 and May 2021 we undertook thorough reviews of our longer-term financial plan and confirmed that, while we are unlikely to meet our original break-even target by the end of 2023-24, we are on the right track to break-even by 2026-27, if not sooner. The board reaffirmed its commitment to transitioning from our historic endowmenttype model where no significant growth in impact is possible, to an income-generating model in which growth in impact can happen.

2020-21 was our first full financial year of fundraising. We were pleased with the response from across the UK and started to develop insight into the likely speed and direction of future growth. For the next three financial years (2021-22, 2022-23 and 2023-24) we have planned for significant income growth (47% by the end of 202324), alongside some controlled and limited growth in spending, with a view to making meaningful reductions in the deficit while continuing to deliver impact. We are already successfully developing a highly diversified income portfolio with income from financial investments, our rental property, trading, consultancy and training and multiple types of fundraising.

Early indications from 2021-22 are positive, with significant year-on-year growth in fundraising, trading, consultancy and training by 30 Sep 2021.

~~Going concern~~

The board has assessed the charity’s ability to continue as a going concern for foreseeable future. We have considered a wide spectrum of internal and external risks, including COVID-19, operational plans, budgets, financial forecasts including cashflow and the reserves. The board is fully satisfied that the charity is a going concern for the next 12 months.

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29 | How we are run

How we are run

~~About the charity~~

Alcohol Change UK is a registered charity that exists to reduce alcohol harm in the UK. We are a governed by a board of trustees and employ a professional staff team of 16 people to deliver our work. We also engage with thousands of other people who support the cause of reducing alcohol harm.

~~Our purpose and public benefit~~

The charity’s objects (its official charitable purpose as set out in its governing document) are “The reduction of alcoholrelated harm to individuals, families and communities.” We work for a society that is free from the serious harm caused by alcohol. Our mission is to reduce alcohol harm in the UK.

We actively refer to the Charity Commission’s guidance on public benefit when reviewing the charity’s strategy and aims, in planning activities and in making grants. Alcohol Change UK exists to benefit the public by undertaking charitable activities which help to reduce alcohol harm for people across the UK. This covers many millions of children and adults in the UK. We also benefit broader society, for example by campaigning to implement policies which reduce the societal costs of alcohol harm, which are estimated to exceed £7bn in the UK each year. Our

charitable activity is diverse, reaching a broad public audience, not least the Dry January campaign and our engaging and accessible public-facing website.

One of our charitable activities is making research grants to other institutions and individuals. Our grant programmes are carefully designed to deliver public benefit. We make the research findings publicly accessible through our website and require that research published in academic journals is made, as far as possible, publicly available through the open access scheme. Any benefit, whether financial or to their career or reputation, received by researchers or research institutions through our grants, is strictly co-incidental to the objects of our work. We do not make grants with the aim of delivering any such private benefit.

Our values

We seek to live by and hold ourselves accountable against these three values, every day:

Truthful.

We seek and tell the truth.

Compassionate.

We care deeply about everyone seriously harmed by alcohol, whoever they are.

Ambitious for change.

We are optimistic and determined.

~~Governance and leadership~~

Board

We are governed by a board of trustees who are all volunteers and who, collectively, have expertise in health communications, charity finance, senior management, income generation, commissioning services, marketing, academic research and other specialisms. Many of them have professional expertise in alcohol issues and personal experiences of alcohol harm. All are deeply committed to reducing alcohol harm. The trustees set the overall direction, strategy and culture of Alcohol Change UK and appoint the Chief Executive Officer (CEO). They support and challenge the CEO and monitor the charity’s performance against its agreed strategies, plans and goals. Board members work collectively, such that decisions of the board, once made, are supported by all board members.

Membership of the board

Our memorandum and articles of association (our legal governing document) allow a maximum number of 15 trustees at any one time. On 1 April 2020 we had 13 trustees. During the year, four trustees stood down and one new trustee was recruited, so on 31 March 2021 we had 10 trustees. One further trustee has been appointed since the financial year end, so we currently (at 4 October 2021) have 11 trustees. Trustees serve a term of three

years and may serve a maximum of two terms, although we are reviewing this.

The charity has ‘members’, who are the trustees, and we are also a charitable company, with our trustees being the Directors of the company.

Recruitment, induction and development

Trustees are recruited using open recruitment process. Vacancies are widely advertised and we are making concerted efforts to broaden the diversity of our board. Applicants submit a CV and cover letter and are interviewed. Appointments are made following necessary eligibility checks. New trustees receive a thorough induction process, consisting of opportunities to meet the staff team, discuss the charity in-depth with the CEO, and a full induction pack of key documents. Trustees are offered significant opportunities for learning and development, both through collective sessions provided to the board as a whole and through a budget enabling individual trustees to access training and attend conferences.

The board undertook an in-depth selfassessment against the Code of Good Governance in 2021 which lead to a comprehensive action plan being agreed. This is being implemented over 2021 and 2022 and will further enhance the charity’s governance.

Alcohol Change UK | Annual Report 2021

30 | How we are run

Meetings

Full board meetings occur four times a year. Historically these have always been face-to-face with the option to dial-in, but from 1 March 2020 these have been held via teleconference and videoconference due to COVID-19 containment measures. We have returned to hybrid meetings from 4 October 2021.

Sub-committees

During the year we operated four sub-committees which support and challenge the executive team in more depth than is possible at full board meetings. Sub-committees do not have delegated decision-making powers but may recommend a course of action or a decision to the full board. The full board may accept or reject any sub-committee recommendation.

• The governance and people subcommittee oversees all governance and HR matters, including leading on trustee and CEO recruitment. This new committee replaced the previous nominations sub-committee in October 2020 with this broader remit over governance and HR matters.

Responsibilities and delegation

The strategic management of Alcohol Change UK is entrusted to the board of trustees and the responsibility for implementing strategy and for day-to-day management is delegated to the CEO. The CEO in turn delegates authority to his or her team and through them to individual budget-holders and team members. This is all set out in a detailed delegation of authority policy which is regularly reviewed.

Executive team

An executive team is formed by the CEO, if she or he wishes, in order to advise her or him and to ensure different teams across the charity are working as a coordinated single team. At 4 Oct 2021, the executive team consists of the CEO, Director of Wales, Director of Research and Policy, Director of Fundraising & Engagement, Director of Marketing and Communications (interim) and Head of Finance.

~~Staffing~~

At 31 March 2021 the charity employed 16 staff (12 full-time, four part-time). All staff are supported to develop personally and professionally, and we work hard to develop and maintain a positive, flexible, warm and dynamic working culture. We undertake an annual staff survey to assess any areas where further improvement may be needed and we support our line managers to ensure they have the skills and confidence to line manage their teams well.

~~Pay policy~~

Alcohol Change UK implemented a new, fairer and more transparent pay and grading policy in 2019 which introduced defined pay grades and pay points for all staff, excluding the CEO (see Chief Executive Officer’s pay below). In general, pay levels are benchmarked against similar roles, for similar-sized charities, in London and Cardiff respectively. The charity seeks to pay in the middle of the benchmarked range, neither overpaying nor underpaying staff relative to the median. The most recent benchmarking exercise was undertaken in May to June 2019. Staff are paid according to the grade of their post, and posts are graded according to a published job evaluation system. There are five pay points within each grade and staff are paid based on their pay point, which is reviewed annually by the CEO

in liaison with their line manager, based on market demand for the post and the post-holder’s level of and improvement in knowledge and skills. Annually, the board determines whether salaries should be adjusted to reflect changes in the cost of living with reference to the published February rate of the consumer prices index including housing (CPI-H). Employees receive pension contributions equivalent to 6% of gross salary in addition to salaries. Five employees opted to exchange their salary for a commensurate increase in the employer’s pension contribution.

Chief Executive Officer’s pay

The CEO, like all staff, generally receives a cost of living increase annually, based on the rate of CPIH that applies in February each year, and applied from the 1 April following, but the trustee board reserves the right not to award this (i) in circumstances of financial concern where awarding the inflationary uplift would not be in the charity’s interests, (ii) to postholders whose performance is being managed with a view to improvement or who are subject to a disciplinary process, or (iii) for any other reason, at the board’s discretion.

It is the board’s policy to pay its CEO in line with (i) the profile and complexity of Alcohol Change UK, (ii) the range of skills and capability expected of our CEO, (iii) the scale of financial and human resources and risks being managed, (iv) the job market for

Alcohol Change UK | Annual Report 2021

31 | How we are run

similar posts, and (v) practical issues such as the hours worked and the location of our head office. The Governance & People subcommittee annually benchmarks the CEO’s pay against the ACEVO pay salary. Given the national profile of the charity, not least the Dry January campaign and our role in national policymaking, the considerable assets, complexity and relationships managed, and our London Head Office, we currently benchmark against the upper quartile of charities with an income of £5m-£9.99m and we generally seek to ensure that CEO pay is within a range no less than 3% below and no more than 3% above that. In undertaking this exercise, the sub-committee takes into account the CEO’s performance, the charity’s performance, the charity’s financial context, and other relevant matters. It makes a recommendation to the full board. The board retains absolute discretion to set CEO pay outside these limits and to accept, amend or reject the sub-committee’s recommendations.”

The CEO’s pay was last reviewed in June 2021, backdated to April 2021. During 2020-21 the ratio of the CEO’s salary to the median salary within the charity was 2.1:1 (2019-20: 2.3:1) and the ratio to the lowest salary within the charity was 3.6:1 (2019-20: 3.8:1).

~~Conflicts of interest~~

We have in place a clear conflicts of interest policy and follow it closely. At each full board meeting, trustees and the executive team update the written declaration of all their interests outside the charity and are asked to declare any potential conflicts on the meeting agenda. We have no conflicts of interest to declare for 2020-21.

~~Expertise and advice~~

Alcohol Change UK is fortunate to have thousands of supporters who care passionately about reducing alcohol harm and we consistently listen to them and take their advice on a wide range of matters, through large-scale surveys, to listening exercises, to small-scale in-depth pieces of advice on specific issues.

We also established, in 2019, a new Expert Advisory Panel. This is a standing panel of experts in a range of areas and is used by both our board of trustees and staff team to ensure we are well-informed on key issues. It currently contains people with academic expertise and people with personal experience of alcohol harm and we will be expanding the panel over time to include expertise in other areas including the commissioning and provision of alcohol treatment.

As a charity we access professional advice as needed, for example from lawyers, HR advisors, digital experts, experts in race equalities, and so on.

~~Diversity equality and inclusion~~

One of our three core values is compassion: caring about everyone who might suffer from alcohol harm, whoever they are.

Equality and inclusivity are therefore central to who we are. We know that diversity, in its fullest sense, is a fundamental part of achieving real equality and inclusion.

It is our ambition that our board, staff team, expert advisory panel and wider supporter base are as diverse as possible. We have made positive efforts to diversify both our board and staff team over the past year. A confidential staff survey showed our workforce to be more diverse than the general population in terms of religion, ethnicity, and sexual orientation but less diverse on age and (dis)ability. We also employ many more women than men. A similar survey will be conducted with the board. These surveys will allow us to monitor progress towards achieving our ambition.

We have in place and are working through a strong anti-racism action plan. This includes actively working through all our programmes – from our research reports

to our engagement work, from our website to our policy priorities, from Dry January to our training courses – to increase their inclusivity and to remove any structural barriers discrimination. It also includes offering training in unconscious bias and anti-to all staff and board members; and further improvements to our recruitment processes.

~~Managing risk~~

Risk management processes

Our new strategy opened the charity up to a range of new opportunities and risks, so in 2019-20 we adopted a new approach to risk management. As a charity, we do not seek to automatically avoid risk, but rather to seek opportunities for change, to understand what risks we might face, and to manage those. We agreed a new risk management policy in June 2019

accompanied by a new, comprehensive risk register. Risks were classified by level: (A) full board level, (B) sub-committee level, (C) executive level and (D) operational risks. At 1 Sep 2021, the register contained 7 A-level risks, 21 B-level risks and 28 C-level risks, a total of 56 risks at level C or above. Our executive team reviews risks at least every six months, each sub-committee undertakes a full review of the risks within its remit annually, and the executive and full board review the full register annually. The overall process of risk management

Alcohol Change UK | Annual Report 2021

32 | How we are run

is overseen by the finance and general purposes sub-committee.

While it might seem strange that our top three risks (Table 1) are financial, given our level of reserves, this reflects the scale of the challenge that we face in moving from a tiny level of fundraising in 2019 to at least £1m in fundraised income in order to breakeven. This scale of fundraising growth is tough at the best of times, but it’s even harder with a stigmatised cause, at a very challenging time for fundraising across the UK charity sector, with no existing database of contacts, and in the midst of a pandemic and broader economic and political uncertainty. This is the biggest challenge we face, hence why these three risks are our most significant. If things go as planned, we should break even in four to six years before our reserves are spent. If any of these risks occurs at a serious level or for a sustained period, we run the risk of our reserves running out before the transition to new forms of income is complete, which in turn will require us to completely shift our strategy and operating model.

Our key risks

Table 1 shows the three highest scoring A-level and B-level risks on our risk register at 4 Oct 2021.

Table 1

----- Start of picture text -----
Risk Impact/5 Probability/5 Score Mitigation actions in place
Long-term scenario planning
Difficulty delivering long- (May 21), three-year rolling
term sustainability as income budget (Jun 21), management
4 (Serious) 3 (Moderately likely) 12 (0)
significantly differs from three-year accounts (quarterly), financial
rolling budget training for trustees and budget-
holders, working FGP
Strict testing regime, optimise
engagement prior to ask;
Individual giving performance is
3 (Moderate) 3.5 (Unknown) 10.5 (-5.5) purchase better quality data;
not as budgeted
strong transparency and board
oversight
Reduction in value of investment
income due to downturn in Clear and up-to-date
investment markets; impact investment policy with
of Brexit or other market adequate diversification, strong
3 (Moderate) 3 (Moderately likely) 9 (-6)
shocks; slowdown in local and investment management firm,
global economy; inadequate cash requirements clearly
management of funds; downturn in communicated annually
building rental
----- End of picture text -----

Alcohol Change UK | Annual Report 2021

33 | How we are run

~~Compliance~~

Safeguarding

We take our responsibility to provide a safe workplace extremely seriously. We ensure we have a positive, warm, and friendly working environment, with a clear policy supporting any staff to raise concerns if they feel they are not being treated properly. We have a named Safeguarding Officer. We had no reportable health and safety or safeguarding incidents in the year.

We also take very seriously our

responsibility to those we support, whether through information on our website or through the Try Dry app or Dry January. Relevant website content is accuracy checked prior to publication. Our Try Dry app and broader Dry January messaging contain repeated messages that anyone who is alcohol dependent should not stop drinking suddenly and, if they experience symptoms of withdrawal such as sweats, shakes, or severe headaches they should seek immediate medical attention. We have had no reports of any medical emergencies resulting from Dry January, but we are not complacent and work to continually enhance our messaging to reduce such risks further.

Data protection

We have a named Data Protection Officer and high data protection standards. Staff receive training on data protection at least annually. Clear processes are in place and frequently communicated. We have no reportable data incidents during the 202021 financial year.

Fundraising

We pride ourselves on very high fundraising ethics. We know that many people actively want to give their support, in order to reduce alcohol harm, faster, for more people. We make it as easy as possible for people to do so, in the ways that work best for them. We run our own fundraising processes, enabling us to keep control and maintain standards, and do not outsource to fundraising agencies. We are members of Remember A Charity, joining forces with over 200 other charities to encourage people to consider leaving a gift to a charity in their will. We do not currently undertake any higher-pressure fundraising techniques such as telephone, door-todoor or face-to-face fundraising, so do not enter any situation where we would be putting a vulnerable person under pressure to donate. Our postal and email fundraising appeals are only sent to contacts who have been very carefully checked that they are either existing supporters or that we have full permission to contact. We are members of the Fundraising Regulator and work

within the Code of Fundraising Practice. In 2020-21, we had zero fundraising complaints (2019-20: 0).

Grantmaking

As members of the Association of Medical Research Charities we seek to adopt the highest standards of research grantmaking. Grants are only awarded after a thorough assessment process, generally including advice from members of our Expert Advisory Panel, and overseen by our research and policy sub-committee and ultimately made by our full board of trustees. Smaller grants can be made by executive team members within agreed limits in line with our delegation of authority policy.

The payment of grants is linked to project milestones and we carefully assess the progress of research projects before releasing funds. Projects that are not progressing to plan can have their payments delayed or withdrawn. We also support our grant holders wherever possible to anticipate problems before they appear and to resolve them if they do. All grant payments can be fully audited through our financial management system.

~~Memberships~~

During the financial year, we were members of the Association of Medical Research Charities, CharityComms, the National Council for Voluntary Organisations, Eurocare (the European Alcohol Policy Alliance), the Alcohol and Families Alliance, and the Alcohol Health Alliance. Our CEO was a member of the Association of Chief Executives of Voluntary Organisations.

~~Statement of responsibilities of the trustees~~

The trustees, who are trustees of Alcohol Research UK for the purposes of charity 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 and charity law requires the directors and trustees (who are one and the same) to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing these financial statements, the trustees are required to:

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34 | How we are run

The trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the charity’s transactions and disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with regulations made under the Companies Act 2006 and the Charities Act 2011. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

In so far as the trustees are aware:

The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

Approved by the Board of Trustees on 4 Oct 2021 and signed on their behalf by

Fiyaz Mughal, OBE, Chair of the Board of Trustee

Alcohol Change UK | Annual Report 2021

35 | Auditor’s report

Independent auditor’s report to the members of Alcohol Research UK

~~Opinion~~

We have audited the financial statements of Alcohol Research UK (the ‘charitable company’) for the year ended 31 March 2021 which comprise the statement of financial activities, balance sheet, 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 FRS 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

~~Basis 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 charitable company 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 Alcohol Research UK’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 trustees’ 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 the audit:

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36 | Auditor’s report

~~Matters on which we are required to report by exception~~

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the trustees’ annual report. We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

~~Responsibilities of trustees~~

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

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

~~Auditor’s responsibilities for the audit of the financial statements~~

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion.

Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

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

~~Capability of the audit in detecting irregularities~~

In identifying and assessing risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, our procedures included the following:

Alcohol Change UK | Annual Report 2021

37 | Auditor’s report

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.

A further description of our responsibilities is available on the Financial Reporting Council’s website at: www.frc.org.uk/ auditorsresponsibilities. This description forms part of our auditor’s report.

~~Use of our report~~

This report is made solely to the charitable company’s members 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 auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

Noelia Serrano (Senior statutory auditor)

14 December 2021

for and on behalf of Sayer Vincent LLP, Statutory Auditor Invicta House, 108-114 Golden Lane, LONDON, EC1Y 0TL

Alcohol Change UK | Annual Report 2021

38 | Financial statements

Statement of financial activities (incorporating an income and expenditure account) For the year ended 31 March 2021

Income from:
Donations and legacies
Charitable activities:
Research and innovation
Policy and influencing
Culture change
Information and advice
Behaviour change
Improving alcohol treatment
Alcohol at work
Other trading activities
Investments
Other
Total income
Expenditure on:
Raising funds
Donations and legacies
Investment management costs
Charitable activities:
Research and innovation
Engagement
Policy and influencing
Culture change
Information and advice
Behaviour change
Improving alcohol treatment
Alcohol at work
Total expenditure
Net income/(expenditure) before gains/(losses) on investments
Net gains/(losses)on investments
Net income/(expenditure) for the year
Transfers between funds
Net movement in funds
Reconciliation of funds:
Total funds brought forward
Total funds carried forward		 Note 2021
2020
Unrestricted
Restricted
Total
Unrestricted
Restricted
Total
£
£
£
£
£
£
2
3
4
5
6a
15
19a
19a		 116,637
15,000
131,637
61,936
15,000
76,936
-
63,286
63,286
-
65,053
65,053
13,289
53,793
67,083
12,800
70,346
83,146
-
41,136
41,136
-
36,555
36,555
-
-
-
-
24,386
24,386
-
-
-
-
40,000
40,000
68,246
-
68,246
36,030
-
36,030
12,704
-
12,704
7,440
-
7,440
54,162
-
54,162
21,118
-
21,118
354,660
-
354,660
482,167
-
482,167
310
-
310
-
-
-
620,008
173,216
793,224
621,491
251,340
872,831
231,365
-
231,365
191,259
-
191,259
67,190
-
67,190
70,354
-
70,354
380,154
61,048
441,201
217,943
66,725
284,668
47,316
-
47,316
21,461
-
21,461
129,574
57,924
187,497
145,728
61,918
207,646
45,427
39,245
84,672
39,864
37,494
77,358
38,674
-
38,674
95,124
4,081
99,205
408,572
15,000
423,572
257,589
73,473
331,062
89,707
-
89,707
69,925
-
69,925
75,221
-
75,221
40,721
-
40,721
1,513,199
173,216
1,686,415
1,149,968
243,691
1,393,659
(893,191)
-
(893,191)
(528,477)
7,649
(520,828)
1,508,169
-
1,508,169
(1,069,719)
-
(1,069,719)
614,978
-
614,978
(1,598,196)
7,649
(1,590,547)
-
-
-
(8,494)
8,494
-
614,978
-
614,978
(1,606,690)
16,143
(1,590,547)
12,557,026
-
12,557,026
14,163,716
(16,143)
14,147,573
13,172,004
-
13,172,004
12,557,026
-
12,557,026

All of the above results are derived from continuing activities. There were no other recognised gains or losses other than those stated above. Movements in funds are disclosed in Note 19 to the financial statements.

Alcohol Change UK | Annual Report 2021

39 | Financial statements

Balance sheet

For the year ended 31 March 2021

Fixed assets:
Tangible assets
Investments
Investment property
Current assets:
Stock
Debtors
Cash at bank and in hand
Liabilities:
Creditors: amounts falling due within
one year
Net current assets
Total assets less current liabilities
Creditors: grants payable due after
one year
Total net assets
The funds of the charity:
Restricted income funds:
Unrestricted income funds:
Fair value reserve
General funds
Total unrestricted funds
Total charity funds		 Note £ 2021
£		 £ 2020
£
14
15
16
17
18
8a
19a		 8,277
114,814
425,584		 1,622,699
10,770,676
701,000


7,313
249,735
168,894		 1,643,042
10,109,280
701,000
13,094,375
208,660		 12,453,322
110,475
548,675
(340,014)		 425,942
(315,467)
-
3,582,239
9,589,765		 -
2,074,070
10,482,956
13,303,035
(131,030)		 12,563,797
(6,771)
13,172,004 12,557,026
13,172,004 12,557,026
13,172,004 12,557,026

Approved by the board of directors on 04/10/2021 and signed on their behalf by:

Statement of cash flows

For the year ended 31 March 2021

Cash flows from operating activities
Net income/(expenditure)
or the reporting period
(as per the statement
of financial activities)
Depreciation and impairment
on fixed assets
(Gains)/losses on revaluation
of investments
Dividends, interest and
rent from investments
(Increase) in stocks
Decrease/(increase) in debtors
Increase(decrease) in creditors
Net cash used in operating activities
Cash flows from investing activities:
Dividends, interest and
rent from investments
Purchase of fixed assets
Proceeds from sale of investments
Purchase of investments
Cash released/(invested in)
from investment portfolio
Net cash used in operating activities
Change in cash and cash equivalents
in the year
Cash and cash equivalents
at the beginning of the year
Cash and cash equivalents
at the end of the year		 Note 2021
2020
£
£
£
£		 2021
2020
£
£
£
£		 2021
2020
£
£
£
£		 2021
2020
£
£
£
£
614,978
40,538
(1,508,169)
(354,660)
(964)
134,922
148,807		 (924,548) (1,590,547)
47,831
1,069,719
(482,167)
(7,313)
(5,675)
(203,861)		 (1,172,013)
354,660
(20,194)
2,093,796
(1,364,799)
117,776		 482,167
(10,279)
1,416,234
(486,892)
(271,615)
1,181,238 1,129,615
256,690
168,894		 (42,398)
211,292
425,584 168,894

Fiyaz Mughal OBE Chair of the Board of Trustees

Company number: 07462605

Alcohol Change UK | Annual Report 2021

40 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2021

1. Accounting policies

a) Statutory information

Alcohol Research UK is a charitable company limited by guarantee and is incorporated in the United Kingdom. Alcohol Change UK is the operating name of Alcohol Research UK.

The registered office address and principal place of business is 27 Swinton Street, London, WC1X 9NW.

b) Basis of preparation

The financial statements have been prepared in accordance with 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) - (Charities SORP FRS 102), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy or note.

“In applying the financial reporting framework, the trustees have made a number of subjective judgements, for example in respect of significant accounting estimates. Estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances. The nature of the estimation means the actual outcomes could differ from those estimates. Any significant estimates and judgements affecting these financial statements are detailed within the relevant accounting policy below.“

c) Public benefit entity

The charitable company meets the definition of a public benefit entity under FRS 102.

d) Going concern

Key judgements that the charitable company has made which have a significant effect on the accounts include estimating the liability from multi-year grant commitments.

The board of directors do not consider that there are any sources of estimation uncertainty at the reporting date that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next reporting period. For further information about going concern please refer to the trustees’ report.

e) Income

For legacies, entitlement is taken as the earlier of the date on which either: the charity is aware that probate has been granted, the estate has been finalised and notification has been made by the executor(s) to the charity that a distribution will be made, or when a distribution is received from the estate. Receipt of a legacy, in whole or in part, is only considered probable when the amount can be measured reliably and the charity has been notified of the executor’s intention to make a distribution. Where legacies have been notified to the charity, or the charity is aware of the granting of probate, and the criteria for income recognition have not been met, then the legacy is treated as a contingent asset and disclosed if material.

Income received in advance of the provision of a specified service is deferred until the criteria for income recognition are met.

f) Interest receivable

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity; this is normally upon notification of the interest paid or payable by the bank.

g) Fund accounting

Unrestricted funds are donations and other incoming resources received or generated for the charitable purposes.

h) Expenditure and irrecoverable VAT

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. Expenditure is classified under the following activity headings:

Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred.

Alcohol Change UK | Annual Report 2021

Notes to the accounts 41 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2021

1. Accounting policies (continued)

i) Allocation of support costs

“Wherever possible resources expended are attributed to the particular activity where the cost relates directly to that activity. Where costs cannot be directly attributed to particular headings they have been allocated to activities on a basis consistent with the use of resources. “

“Support costs include all expenditure not directly related to charitable activities: general office and administrative costs, information technology, finance, HR, premises and governance. Governance costs are those incurred in the governance of the charity and are primarily associated with the constitutional and statutory requirements and strategic management of the charity’s activities.“

Support costs, including governance, are apportioned to expenditure on raising funds and expenditure on charitable activities on the following basis, which is an estimate based on staff time attributable to each activity.

• Raising funds 15%
• Research and innovation 11%
• Engagement 6%
• Policy and influencing 11%
• Culture change 4%
• Information and advice 4%
• Behaviour change 37%
• Improving alcohol treatment 6%
• Alcohol at work 6%

j) Tangible fixed assets

Items of equipment are capitalised where the purchase price exceeds £1,000 on initial acquisition and included in the balance sheet at cost or valuation including costs attributable to bringing the assets into working condition for their intended use. Expenditure which enhances the tangible fixed assets is capitalised at cost. Fixed assets donated for the charity’s own use are capitalised at their current value.

Assets are reviewed for impairment if circumstances indicate their carrying value may exceed their net realisable value and value in use.

Depreciation is provided at rates calculated to write down the cost of each asset to its estimated residual value over its expected useful life. The depreciation rates in use are as follows:

• Leasehold property 50 years
• Office equipment 3 years
• Furniture & fixtures 3 years
• Software 3 years

k) Operating leases

l) Investment income

m) Listed investments

“Investments are a form of basic financial instrument and are initially recognised at their transaction value and subsequently measured at their fair value as at the balance sheet date using the closing quoted market price. Any change in fair value will be recognised in the statement of financial activities and any excess of fair value over the historic cost of the investments will be shown as a fair value reserve in the balance sheet. Investment gains and losses, whether realised or unrealised, are combined and shown in the heading “Net gains/(losses) on investments” in the statement of financial activities. The charity does not acquire put options, derivatives or other complex financial instruments.“

n) Investment properties

o) Stock

p) Debtors

q) Creditors and provisions

r) Financial instruments

s) Pensions

Alcohol Change UK | Annual Report 2021

42 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2021

2. Income from donations and legacies

Income from donations and legacies
Donations from individuals and trusts
Legacies
Income from charitable activities
Research and innovation
•Welsh Government
•Other Income
Policy and influencing
•Cancer Research UK
•Conference income
•Welsh Government
•Other Income
Culture change
•Welsh Government
•Other Income
Information and advice
•Maudsley Charity
Behaviour change
•Public Health England
Improving alcohol treatment
Alcohol at work
Total income from charitable activities		 2021
2020
Unrestricted
Restricted
Total
Unrestricted
Restricted
Total
£
£
£
£
£
£
116,637
15,000
131,637
43,936
15,000
58,936
-
-
-
18,000
-
18,000
116,637
15,000
131,637
61,936
15,000
76,936
2021
2020
Unrestricted
Restricted
Total
Unrestricted
Restricted
Total
£
£
£
£
£
£
-
60,374
60,374
-
-
-
-
2,912
2,912
-
65,053
65,053
-
63,286
63,286
-
65,053
65,053
-
-
-
-
9,979
9,979
13,289
-
13,289
12,800
-
12,800
-
51,318
51,318
-
-
-
-
2,475
2,475
-
60,367
60,367
13,289
53,793
67,083
12,800
70,346
83,146
-
39,243
39,243
-
36,555
36,555
-
1,893
1,893
-
-
-
-
39,243
41,136
-
36,555
36,555
-
-
-
-
24,386
24,386
-
-
-
-
24,386
24,386
-
-
-
-
40,000
40,000
-
-
-
-
40,000
40,000
68,246
-
68,246
36,030
-
36,030
12,704
-
12,704
7,440
-
7,440
94,239
156,323
252,455
56,270
236,340
292,610

3. Income from charitable activities

Alcohol Change UK | Annual Report 2021

Notes to the accounts 43 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2021

4. Income from other trading activities

Income from other trading activities
Dry January licencing
Merchandise sales		 2021
2020
Unrestricted
Restricted
Total
Unrestricted
Restricted
Total
£
£
£
£
£
£
46,269
-
46,269
15,000
-
15,000
7,893
-
7,893
6,118
-
6,118
54,162
-
54,162
21,118
-
21,118

5. Income from investments

Income from investments
Fixed Interest
Corporate bonds and British Government stocks
Overseas Bonds
Equities - UK and overseas
Investment property rental income
Bank deposit interest
All income from investments is unrestricted.		 2021
2020
Total
Total
£
£
71,680
122,448
854
21,126
232,873
286,933
305,407
430,507
49,185
51,431
68
229
354,660
482,167

Alcohol Change UK | Annual Report 2021

44 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2021

Cost of raising funds Charitable activities

6a. Analysis of expenditure (current year)

Staff costs (note 10)
Other staff costs
Board and committees
Buildings and office running
costs
Conferences and events
Depreciation
External associates and advice
Fundraising expenses
Grants management and
advisory panel costs
Grants payable (note 8)
Insurance
Investment costs
Legal and professional fees
Meeting costs
Other costs
Publications, communications
and marketing
Research, policy and campaigns
costs
Support and governance costs
(note 7a)
Total expenditure 2021		 Donations
and legacies		 Investment
management
costs		 Research and
innovation		 Engagement Policy and
influencing		 Culture
change		 Information
and advice		 Behaviour
change		 Improving
alcohol
treatment		 Alcohol
at work		 Support
and
governance
costs
2021
Total
£
£
2020
Total
£
£ £ £ £ £ £ £ £ £ £
169,470
740,104
13,555
53,187
90
90
59,059
84,195
18
3,030
40,537
40,537
-
55,043
-
88,565
-
-
-
218,375
5,868
5,868
(8,000)
54,380
30,281
39,048
321
597
3,522
2,903
5,428
214,536
500
85,956
650,002
46,197
6,657
98,130
24,100
47,831
56,783
67,558
148

(13,739)
7,737
55,216
22,003
7,091
14,162
230,741
73,042
86,952 4,815 106,971 29,202 112,729 54,199 20,483 104,611 25,336 25,336
377 88 653 523 752 679 215 16,404 595 19,347
- - - - - - - - - -
13,636 11 1,114 16 3,797 48 264 5,717 266 266
- - 1,205 - 1,033 774 - - - -
- - - - - - - - - -
- - - - - - - - 45,538 9,505
73,132 - 214 - 183 137 - 14,899 - -
- - - - - - - - - -
- - 218,375 - - - - - - -
- - - - - - - - - -
- 62,380 - - - - - - - -
- - - - - - - 8,767 - -
- - 110 - 95 71 - - - -
326 (459) 493 1 1,597 2 43 7 (2,763) 135
13,508 316 8,504 474 7,721 3,591 7,202 163,547 2,174 2,071
831 40 60,279 60 16,607 4,649 527 2,262 100 100
188,763 67,190 397,918 30,276 144,514 64,150 28,733 316,215 71,246 56,760 320,650
1,686,415
(320,650)
-		 1,393,659
-
42,602 - 43,283 17,041 42,983 20,522 9,940 107,357 18,461 18,461
-
1,686,415		 1,393,659
231,365 67,190 441,201 47,316 187,497 84,672 38,674 423,572 89,707 75,221
Total expenditure 2020 -
191,259 70,354 284,668 21,461 207,646 77,358 99,205 331,062 69,925 40,721

Alcohol Change UK | Annual Report 2021

Notes to the accounts 45 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2021

Cost of raising funds Charitable activities

6b. Analysis of expenditure (prior year)

Staff costs (note 10)
Other staff costs
Board and committees
Buildings and office running costs
Conferences and events
Depreciation
External associates and advice
Fundraising expenses
Grants management and advisory
panel costs
Grants payable (note 8)
Insurance
Investment costs
Legal and professional fees
Meeting costs
Other costs
Publications, communications and
marketing
Research, policy and campaigns
costs
Support and governance costs
(note 7b)
Total expenditure 2020		 Donations and
legacies		 Investment
management
costs		 Research and
innovation		 Engagement Policy and
influencing		 Culture
change		 Information
and advice		 Behaviour
change		 Improving
alcohol
treatment		 Alcohol at
work		 Support
and
governance
costs
2020
Total
£
£
£ £ £ £ £ £ £ £ £ £
151,967
650,002
43,349
46,197
6,657
6,657
71,342
98,130
245
24,100
47,831
47,831
-
56,783
-
67,558
-
148
-
(13,739)
7,737
7,737
(7,431)
55,216
15,419
22,003
1,178
7,091
3,389
14,162
2,498
230,741
-
73,042
67,605 3,717 118,674 6,286 101,109 42,631 50,341 78,853 14,332 14,487
44 2 1,997 3 509 215 28 35 10 5
- - - - - - - - - -
8,775 9 9,130 14 1,554 38 134 6,098 957 79
- - 1,771 - 13,792 250 - - 7,961 81
- - - - - - - - - -
- - 8,169 - 2,475 2,072 1,260 - 34,149 8,658
41,204 - 288 9,881 1,652 185 - 6,429 106 7,813
- - 82 - 66 - - - - -
- - (13,739) - - - - - - -
- - - - - - - - - -
- 62,647 - - - - - - - -
- - 1,773 - 256 - - 4,555 - -
216 2 1,828 3 1,923 827 30 343 47 694
206 460 - - 2,364 - - 4,167 3,576 -
8,241 377 12,167 566 12,040 10,140 4,944 177,767 942 1,059
- - 60,659 - 10,000 - 1,293 1,090 - -
126,291 67,214 202,799 16,753 147,740 56,358 58,030 279,337 62,080 32,876 344,181
1,393,659
(344,181)
–
64,968 3,140 81,869 4,708 59,906 21,000 41,175 51,725 7,845 7,845
–
1,393,659
191,259 70,354 284,668 21,461 207,646 77,358 99,205 331,062 69,925 40,721

Alcohol Change UK | Annual Report 2021

46 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2021

Cost of raising funds Charitable activities

7a. Analysis of support and governance costs (current year)

Finance
Office and general management
IT, internet and telephones
HR and other professional fees
Buildings and premises
Support costs
Audit fees
Insurance
Legal advice
Board and committee meetings
Constitutional and statutory needs
Strategic management
Governance costs
Total expenditure 2021		 Donations and
legacies		 Investment
management
costs		 Research and
innovation		 Engagement Policy and
influencing		 Culture
change		 Information
and advice		 Behaviour
change		 Improving
alcohol
treatment		 Alcohol
at work
2021
Total
£
£
2020
Total
£
£ £ £ £ £ £ £ £ £
4,746
78,945
1,325
26,681
2,734
49,228
1,677
30,630
3,836
67,164		 77,814
39,668
46,637
34,776
78,982
10,953 - 9,730 4,381 9,853 4,377 2,556 27,602 4,746
3,057 - 4,574 1,223 4,343 2,416 713 7,705 1,325
6,310 - 7,104 2,524 6,961 3,485 1,472 15,902 2,734
3,869 - 4,535 1,548 4,421 2,252 903 9,750 1,677
8,852 - 9,210 3,541 9,116 4,403 2,065 22,306 3,836
33,041 - 35,153 13,217 34,694 16,934 7,710 83,264 14,318 14,318
252,648
608
9,563
147
2,309
991
15,591
9
134
320
5,039
2,069
35,367		 277,877
12,001
2,715
863
15,630
2,318
32,777
1,402 - 1,028 561 1,075 421 327 3,533 608
339 - 248 135 260 102 79 853 147
2,286 - 1,676 914 1,753 686 533 5,761 991
20 - 14 8 15 6 5 50 9
739 - 542 296 566 222 172 1,862 320
4,775 - 4,621 1,910 4,621 2,152 1,114 12,034 2,069
9,561 - 8,131 3,824 8,289 3,588 2,231 24,093 4,143 4,143
68,002		 66,304
18,461
320,650		 344,181
42,602 - 43,283 17,041 42,983 20,522 9,940 107,357 18,461
Total expenditure 2020 7,845
64,968 3,140 81,869 4,708 59,906 21,000 41,175 51,725 7,845

Alcohol Change UK | Annual Report 2021

Notes to the accounts 47 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2021

Cost of raising funds Charitable activities

7b. Analysis of support and governance costs (prior year)

Finance
Office and general management
IT, internet and telephones
HR and other professional fees
Buildings and premises
Support costs
Audit fees
Insurance
Legal advice
Board and committee meetings
Strategic management
Governance costs
Total expenditure 2020		 Donations and
legacies		 Investment
management
costs		 Research and
innovation		 Engagement Policy and
influencing		 Culture
change		 Information
and advice		 Behaviour
change		 Improving
alcohol
treatment		 Alcohol
at work
2020
Total
£
£
£ £ £ £ £ £ £ £ £
1,846
77,814
787
39,668
1,021
46,637
761
34,776
1,830
78,982
15,285 738 17,996 1,108 13,010 4,127 9,688 12,170 1,846
6,515 315 10,271 472 7,774 3,431 4,129 5,187 787
8,458 409 11,390 613 8,427 3,204 5,360 6,734 1,021
6,305 305 8,495 457 6,285 2,391 3,996 5,020 761
15,152 732 18,578 1,098 13,529 4,566 9,603 12,064 1,830
51,715 2,499 66,730 3,748 49,025 17,719 32,776 41,175 6,245 6,245
277,877
302
12,001
68
2,715
22
863
394
15,630
756
32,777
2,505 121 2,650 181 1,875 484 1,587 1,994 302
567 27 600 41 424 110 359 451 68
180 9 190 13 135 35 114 143 22
3,261 158 3,451 236 2,442 630 2,067 2,597 394
6,256 303 7,736 454 5,643 1,928 3,965 4,980 756
13,253 641 15,139 960 10,881 3,281 8,399 10,550 1,600 1,600
66,304
7,845
344,181
64,968 3,140 81,869 4,708 59,906 21,000 41,175 51,725 7,845

Alcohol Change UK | Annual Report 2021

48 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2021

8a. Grant making (current year)

Grant making (current year)
At the start of the year
Awarded in year
Paid in the year
Grants cancelled
Grants refunded
At the end of the year
Falling due within one year
Falling due after more than one year		 Small grants
Research and
development grants
Studentship
grants
2021
2020
£
£
£
£
£
2,586
81,229
11,600
95,415
277,887
-
241,114
-
241,114
500
(1,134)
(37,282)
(11,600)
(50,016)
(168,733)
-
(16,804)
-
(16,804)
(14,239)
-
(5,435)
(500)
(5,935)
-
1,452
262,822
(500)
269,709
95,415
1,452
137,227
-
138,679
88,644
-
131,030
-
131,030
6,771

8b. Grant making (prior year)

Grant making (prior year)
At the start of the year
Awarded in year
Paid in the year
Grants cancelled
Grants refunded
At the end of the year
Falling due within one year
Falling due after more than one year		 Small grants
Research and
development grants
Studentship
grants
2020
£
£
£
£
13,185
211,502
53,200
277,887
-
-
500
500
(10,599)
(116,034)
(42,100)
(168,733)
-
(14,239)
-
(14,239)
-
(5,435)
(500)
(5,935)
2,586
81,229
11,600
95,415
2,586
74,458
11,600
88,644
-
6,771
-
6,771

Full details of grants paid during the year and outstanding at the year end are listed in Appendix 1 to the Financial Statements.

Grants to individuals (studentship grants)

The grants covered course fees and, in some instances, included maintenance and other allowances on an agreed scale.

Alcohol Change UK | Annual Report 2021

Notes to the accounts 49 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2021

9. Net income/(expenditure) for the year

This is stated after charging / (crediting):

Depreciation
Operating lease rentals payable
Operating lease rentals receivable
Auditor’s remuneration (excluding VAT)
Audit
Other services		 2021
2020
£
£
40,537
47,831
-
3,352
(49,185)
(51,431)
9,150
8,950
–
360

10. Analysis of staff costs, board of trustees’ remuneration and expenses, and the cost of key management personnel

Other services
Analysis of staff costs, board of trustees’ remuneration and expenses, and the cost of key management personnel		 – 360
2021 2020
£ £
Salaries and wages 625,987 531,771
Redundancy and termination costs - 20,486
Social security costs 62,924 53,977
Employer’s contribution to defined contribution pension schemes 51,193 43,768
740,104 650,002
The following number of employees received employee benefits (excluding employer pension costs and national insurance) during the year between:
2021 2020
No. No.
£80,000 - £89,999 1 1
During the year, the charity’s key management personnel comprised of the chief executive officer and directors. During 2020-21, the executive team was broadened to include the heads of departments. The
total employee benefits (including employer pension contributions and employer national insurance) of the key management personnel at 31 March 2021 were £378,246 (2020: £267,727).

Termination payments were made in the year amounting to £nil (2020: £20,486), of which £4,599 was outstanding at the year end. The termination costs are recognised in full as an expense on the statement of financial activities.

The trustees were not paid or received any other benefits from employment with the charity in the year (2020: £nil). No trustees received payment for professional or other services supplied to the charity (2020: £nil).

Included in the board and committee and conference and events costs in Note 6a is a total of £nil (2020: £2,856) for trustees’ expenses, which represents the payment or reimbursement of travel, subsistence and accommodation relating to attendance at trustee meetings and events. Grant funding received for projects in which trustees or directors are involved is disclosed in Note 12.

Alcohol Change UK | Annual Report 2021

50 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2021

11. Staff numbers

The average number of employees (head count based on number of staff employed) during the year was 16 (2020: 13).

The average monthly number of full-time equivalent employees (including part-time staff) during the year was:

Raising funds
Research and innovation
Engagement
Policy and influencing
Culture change
Information and advice
Behaviour change
Improving alcohol treatment
Alcohol at work
Support functions, management and governance		 2021
2020
FTE
FTE
2.2
1.5
1.9
1.8
0.2
0.1
2.2
2.0
0.9
0.9
1.2
1.2
2.4
1.6
0.6
0.3
0.6
0.3
3.2
3.0
15.4
12.7

12a. Related party transactions (current year)

There is £100 donations from related parties which are outside the normal course of business and no restricted donations from related parties.

No other related parties transactions to report on 2021.

Alcohol Change UK | Annual Report 2021

Notes to the accounts 51 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2021

12b. Related party transactions (prior year)

Of the grants paid during the year, the following trustees are associated with institutions that received funding from the charity. Such grants were made in accordance with our conflicts of interest policy and without any involvement of these trustees.

Edge Hill University
2017 SG/1064
Professor Derek Heim of Edge Hill University, was a Trustee of Alcohol Research UK until 31 March 2020
King’s College London
2017 SG/1074
Dr Emmert Roberts of King’s College London, is a Trustee of Alcohol Research UK		 Grants paid
in year
Outstanding
at year-end
£
£
1,000
–
2,260
1,452
3,260
1,452

13. Taxation

The charitable company is exempt from corporation tax as all its income is charitable and is applied for charitable purposes.

Alcohol Change UK | Annual Report 2021

52 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2021

14. Tangible fixed assets

Cost
At the start of the year
Additions in year
At the end of the year
Depreciation
At the start of the year
Charge for the year
At the end of the year
Net book value
At the end of the year
At the start of the year		 Freehold
property
Leasehold
property
Furniture
& fixtures
Office
equipment
Software
Total
£
£
£
£
£
£
39,500
1,695,558
27,546
15,364
10,279
1,788,247
-
-
-
18,519
1,675
20,194
39,500
1,695,558
27,546
33,883
11,954
1,808,441
-
101,733
27,546
15,069
857
145,206
-
33,911
-
3,044
3,582
40,537
-
135,644
27,546
18,113
4,439
185,743
39,500
1,559,914
-
15,770
7,515
1,622,699
39,500
1,593,825
-
295
9,422
1,643,042

Land with a value of £39,500 (2020: £39,500) is included within freehold property and not depreciated.

All of the above assets are used for charitable purposes.

Alcohol Change UK | Annual Report 2021

Notes to the accounts 53 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2021

15. Listed investments

Investments are included at their market value.
Fair value at the start of the year
Additions at cost
Disposal proceeds
Net gain/(loss) on change in fair value
Cash held by investment manager pending reinvestment
Fair value at the end of the year
Investments comprise:
Fixed Interest:
Corporate bonds and British Government stocks
Equities
Property
Alternative assets
Cash
Investment property
Investments are included at their market value.
Fair value at the start of the year
Additions
Impairments
Revaluation during the year
Fair value at the end of the year		 2021
2020
£
£
9,737,940
11,737,001
1,364,799
486,892
(2,093,796)
(1,416,234)
1,508,169
(1,069,719)
10,517,112
9,737,940
253,564
371,340
10,770,676
10,109,280
2021
2020
£
£
1,511,187
1,893,789
6,796,023
5,530,683
1,040,716
1,288,340
1,169,186
1,025,128
253,564
371,340
10,770,676
10,109,280
2021
2020
£
£
701,000
701,000
-
-
-
-
-
-
701,000
701,000

16. Investment property

The investment property is in the basement of the charity’s head office at Swinton Street. The purchase price was attributed between tangible fixed assets and investment property in proportion with the fair value at the year end. The property was last valued on 3 July 2017 by Carter Jonas LLP. At 31 March 2021, the fair value of the investment property was assessed against the publicly available average UK yield for commercial properties and it was concluded that the valuation assumptions have not materially changed since the last valuation. The property is let under the same lease terms for a five-year period until August 2022.

Alcohol Change UK | Annual Report 2021

54 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2021

17. Debtors

Equity interest and dividends declared but not yet received
Trade debtors
Prepayments and accrued income		 2021
2020
£
£
57,017
69,727
30,373
119,158
27,424
60,850
114,814
249,735

18. Creditors: amounts falling due within one year

Trade creditors
Taxation and social security
Other creditors
Accruals
Grants payable (see Note 8)		 2021
2020
£
£
38,725
44,072
17,408
16,711
73,529
105,167
71,674
60,873
138,679
88,644
340,014
315,467

Alcohol Change UK | Annual Report 2021

Notes to the accounts 55 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2021

19a. Movements in funds (current year)

. Movements in funds (current year)
Restricted funds:
Alliance House Foundation
Welsh Government
Kyowa Kirin Ltd
Heb Ffin
Sodexo
Total restricted funds
Fair value reserve
General funds
Total unrestricted funds
Total funds
. Movements in funds (prior year)
Restricted funds:
Alliance House Foundation
Maudsley Charity
Welsh Government
Cancer Research UK
Public Health England
Total restricted funds
Fair value reserve
General funds
Total unrestricted funds
Total funds		 At 1 April
2020
Income
& gains
Expenditure
& losses
Transfers
At 31 March
2021
£
£
£
£
£
-
15,000
(15,000)
-
-
-
150,936
(150,936)
-
-
-
3,000
(3,000)
-
-
-
2,280
(2,280)
-
-
-
2,000
(2,000)
-
-
-
173,216
(173,216)
-
-
2,074,070
1,508,169
-
-
3,582,239
10,482,956
620,008
(1,513,199)
-
9,589,765
12,557,026
2,128,177
(1,513,199)
-
13,172,004
12,557,026
2,301,393
(1,686,415)
-
13,172,004
At 1 April
2019
Income
& gains
Expenditure
& losses
Transfers
At 31 March
2020
£
£
£
£
£
-
15,000
(15,000)
-
-
(20,305)
24,386
(4,081)
-
-
4,162
161,975
(166,137)
-
-
-
9,979
-
(9,979)
-
-
40,000
(58,473)
18,473
-
(16,143)
251,340
(243,691)
8,494
-
3,143,789
-
(1,069,719)
-
2,074,070
11,019,927
621,491
(1,149,968)
(8,494)
10,482,956
14,163,716
621,491
(2,219,687)
(8,494)
12,557,026
14,147,573
872,831
(2,463,378)
-
12,557,026

19b. Movements in funds (prior year)

Alcohol Change UK | Annual Report 2021

56 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2021

19c. Purposes of restricted funds

Restricted funds comprise income which the charity can only use in accordance with terms set out in a written agreement with the original donor or funder. Projects which received funding in this way in 2020/21 are shown below:

21. Operating lease commitments receivable as a lessor

Amounts receivable under non-cancellable operating leases are as follows for each of the following periods (excluding VAT):

Property

Alliance House Foundation contributed to Dry January, which is part of our behaviour change programme.

The Welsh Government grant is supporting delivery of the ‘Working Together to Reduce Harm, Substance Misuse Delivery Plan’, including raising awareness of alcohol misuse issues across Wales and campaigning for an effective alcohol policy and improved services for people whose lives are affected by alcohol-related problems.

Kyowa Kirin awarded grant was to support 2020 Wales Conference entitled “Working with the whole person: Alchohol, mental health and complex needs”. The aim of the conference was to bring together a range of professionals from different backgrounds to work on solutions to the complex challenges they face in their day-to-day practices.

Sodexo funding was to support “Feeding recovery project”. The aim of the project was be to develop a package that drug and alcohol services across the UK could use to reduce malnutrition amongst their clients.

Heb Ffin grant was to fund workshop that was prepared and run with the aim of providing support to StreetLife staff and volunteers.

Property
Less than one year
One to five years		 2021
£
2020
£
49,185
51,431
17,701
70,082
66,886
121,513

The tenancy agreement for the basement at 27 Swinton Street is for a five year period, starting from 11 August 2017. The charity is entitled to a fixed annual rental of £44,000 and reimbursement of service charges incurred for the year, which are variable. The figures above include future service charges estimated at 2020/21 cost.

22. Legal status of the charity

The charity is a company limited by guarantee and has no share capital. The liability of each member in the event of winding up is limited to £1.

20. Operating lease commitments

At 31 March 2021, the charity had nil annual commitments under a non-cancellable operating lease expiring within one year (2020: £3,476). Total lease payments recognised as expenditure for the year were £3,352.

Alcohol Change UK | Annual Report 2021

Notes to the accounts 57 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2021

23a. Analysis of net assets between funds (current year)

Tangible fixed assets
Investment properties
Investments
Net current assets
Long term liabilities
Net assets at 31 March 2021		 General
unrestricted
£
Restricted
£
Total
funds
£
1,622,699
-
1,622,699
701,000
-
701,000
10,770,676
-
10,770,676
208,660
-
208,660
(131,030)
-
(131,030)
13,172,004
-
13,172,004

23b. Analysis of net assets between funds (prior year)

Tangible fixed assets
Investment properties
Investments
Net current assets
Long term liabilities
Net assets at 31 March 2020		 General
unrestricted
£
Restricted
£
Total
funds
£
1,643,042
-
1,643,042
701,000
-
701,000
10,109,280
-
10,109,280
110,475
-
110,475
(6,771)
-
(6,771)
12,557,026
-
12,557,026

Alcohol Change UK | Annual Report 2021

58 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2021

Appendix 1: Grant commitments

Research and Development Grants

Research and Development Grants
Grant Recipient
Findings
University of Sheffield
University of Sheffield
The Alcohol Academy CIC
Middlesex University
Cardiff University
University of Edinburgh
University of Sheffield
ADFAM
Bangor University
University of Glasgow
University of Sunderland
Manchester Metropolitan University
Sheffield Hallam University
Swansea University
University of Liverpool
Student Grants
Total studentship grants		 Grant Ref At 1 April
2020
Awarded
in year
De-committed
in the year
Payment
made
At 31 March
2021
£
£
£
£
£
R 2015/04
R 2016/01
R 2016/02
R 2016/06
R 2017/01
R 2017/02
R 2017/03
R 2017/04
R 2017/05
2017 RI/100039
2017 RI/100040
2017 RI/100056
2020 NH/16
2020 NH/20
2020 NH/26
2020 NH/31		 13,169
-
-
(6,398)
6,771
6,000
-
(2,708)
(3,292)
-
6,000
-
-
-
6,000
-
-
-
-
-
-
-
-
-
-
4,044
-
(4,044)
-
-
2,001
-
-
-
2,001
3,862
-
(3,862)
-
-
-
-
-
-
8,782
-
(6,190)
(2,592)
-
37,371
-
-
(25,000)
12,371
-
-
-
-
-
64,812
64,812
48,461
48,461
65,000
65,000
62,841
62,841
81,229
241,114
(16,804)
(37,282)
268,257
At 1 April
2020
Awarded
in year
De-committed
in the year
Payment
made
At 31 March
2021
£
£
£
£
£
11,600
-
-
(11,600)
–

During the year, one grant was awarded. At 31 March 2021, two grants were outstanding. There were five grants outstanding at the start of the year.

Alcohol Change UK | Annual Report 2021

Notes to the accounts 59 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2021

Appendix 1: Grant commitments (continued)

Small Grants

Grant Recipient
Royal Surrey County Hospital
Aquarius Action Projects
Newcastle University
Edge Hill University
King’s College London
University of Glasgow
Total Grants		 Grant Ref
At 1 April
2020
Awarded
in year
De-committed
in the year
Payment
made
At 31 March
2021
£
£
£
£
£
SG 15/16 221
-
-
-
-
-
2017 SG/1002
-
-
-
-
-
2017 SG/1049
1,134
-
-
(1,134)
-
2017 SG/1064
-
-
-
-
-
2017 SG/1074
1,452
-
-
-
1,452
2017 SG/1081
-
-
-
-
-
2,586
-
-
(1,134)
1,452
95,415
241,114
(16,804)
(50,016)
269,709

Alcohol Change UK | Annual Report 2021

060 60 | Officers and contacts| Welcome

Alcohol Change UK is the operating name of Alcohol Research UK. Its principal governing document is its Memorandum and Articles of Association. It incorporates the assets of Alcohol Concern which had the Charity Commission number 291705, with which it merged on 31 March 2017, and which was removed from the Charity Commission register on 23 January 2018.

Registered office and operational address: 27 Swinton Street, London, WC1X 9NW Company no. 07462605 (England and Wales) Charity no. 1140287

Trustees and officers from 1 April 2020 to 4 Oct 2021. Trustees in italics stood down, in bold joined during the year. Short biographies of trustees our available online.

Prof John Underwood to 6 Apr 2020 Chair to 6 Apr 2020 Fiyaz Mughal, OBE from 6 Apr 2020 Chair from 6 Apr 2020 Mike Bellamy Vivienne Evans Vice-Chair and Chair of governance and people sub-committee from 5 Oct 2020 Dr Emily Finch Gareth Harkin Chair of income and impact development sub-committee Dr Will Haydock Interim Chair of finance and general purposes sub-committee from 1 Apr 21 to 14 June 21 Peter Holland to 30 Apr 2020 Valerie Jolliffe to 31 Mar 2021 Treasurer, Chair of finance and general purposes sub-committee to 31 Mar 21 Ranjeet Kaile Catherine Max to 22 Feb 2021 Prof Antony Moss Dr Emmert Roberts Chair of research and policy sub-committee to 22 Mar 2021 and Interim Vice-Chair to 5 Oct 2020 Prof Isabelle Szmigin Chair of research and policy sub-committee from 22 Mar 2021 Adam Uttley from 14 Jun 2021 Treasurer, Chair of finance and general purposes sub-committee from 14 Jun 21 Executive team from 1 April 2020 to present. Team members in italics moved on, in bold joined, during the year. Dr Richard Piper Chief Executive Officer Lucy Holmes Director of Research and Policy Danielle Houliston Director of Fundraising and Engagement Azra Karaselimovic Director of Finance and Operations to 20 Apr 2021 Maddy Lawson Director of Communications to 2 Sep 2021 Andrew Misell Director, Wales Office Envere Gllogjani Head of Finance from 14 June 2021 Julie Symes Interim Director of Marketing and Communications from 3 Sep 2021

Members of the Expert Advisory Panel at 31 March 2021

Nile Amos Expert by Experience Tim Barclay Expert by Experience Sally Beaven Expert by Experience Ms Claire Brown Editor, Drink and Drug News Professor Simon Coulton Professor for Health Service Research, Centre for Health Service Studies, University of Kent Dr Matt Egan Associate Professor, London School of Hygiene and Tropical Medicine Dr Qulsom Fazil Lecturer, University of Birmingham Professor Matt Field Professor of Psychology, University of Sheffield Professor Elizabeth Gilchrist Institute of Health and Society, University of Worcester Professor Elizabeth Hughes University of Huddersfield and South West Yorkshire Partnership Dr S Vittal Katikireddi Senior Clinical Research Fellow, University of Glasgow Dr Hilda Laughran Associate Professor in the School of Social Policy, Social Work and Social Justice, University College, Dublin Professor Dorothy Newbury-Birch Professor of Alcohol and Public Health Research, Teesside University Janet Ruane Expert by Experience Dr Jeremy Segrott Research Fellow in Public Health, DECIPHer Centre, Cardiff University Ambassadors Catherine Gray, Caggie Dunlop, Millie Gooch, Dave Wilson Auditor Sayer Vincent LLP, Invicta House, 108-114 Golden Lane, London, EC1Y 0TL Bankers CAF Bank Ltd King’s Hill, West Malling, Kent, ME19 4TA Investment managers Investec Wealth and Investment Limited, 2 Gresham Street, London, EC2V 7QN to October 2021 CCLA Investment Management, Senator House, 85 Queen Victoria St, London EC4V 4ET from October 2021 Solicitors Bates Wells 10 Queen Street Place, London, EC4R 1BE Digital partners Cheeky Munkey (IT provision) cheekymunkey.co.uk Electric Putty (web developer) electricputty.co.uk Rareloop (app developer) rareloop.com Amito (app hosting) amito.com Access (CRM provider) www.theaccessgroup.com

Alcohol Change UK | Annual Report 2021

Notes to the accounts 61 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2021

Alcohol Change UK, 27 Swinton Street, London WC1X 9NW

020 3907 8480, contact@alcoholchange.org.uk, www.alcoholchange.org.uk

Alcohol Change UK is the operating name of Alcohol Research UK. Registered office 27 Swinton Street, London WC1X 9NW. Registered charity number 1140287. Company limited by guarantee in England and Wales number 07462605.

Alcohol Change UK | Annual Report 2021