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**“We have both suffered emotionally. I questioned myself in the early years if I was over thinking the situation, but if you truly know an individual, and there is a problem, seek professional help.”** Read Kerry and Martin’s story in this year’s **Annual Report 2021Foribult ordieris. Martus**
Includes Report and Accounts for year ended 31 December 2022
**Walking With The Wounded**
## **CONTENTS**
Trustees report Chairman’s report —[3] CEO’s statement —[4] Agent for good philosophy —[5] Key highlights 2022 —[6] Our year in numbers —[8]
Thank you —[10] Fundraising in 2022 —[11]
How we raised and spent your money —[12] Our social impact —[13]
Structure, Governance and Management —[14]
— Auditor's report[21] — Financial statements[23]
**2**
**Walking With The Wounded**
## **CHAIRMAN’S STATEMENT**
After the significant challenges of 2020 and 2021, I am delighted to report how the last year has proved to be a landmark year for the Charity.
s I have previously written, our management and staff quickly adapted to the challenges of the pandemic with Aflexibility, determination and resilience. We did not just continue to assist our clients but increased the number of those we helped. At the same time we also responded to the financial challenges, further developing our network of supporters and donors, who have helped us so much through this challenging time.
I cannot fully express our gratitude to those businesses, trusts, foundations, and individuals who have supported the Charity throughout this period. We have not let you down. As this annual report shows, your most generous and meaningful support continues to allow us to help a growing number of individuals and families. I also want to thank the NHS for trusting and supporting us, as we work together in the critical area of mental health and care coordination. Indeed, we are honoured to be partnering with the NHS in all seven regions of the new Op COURAGE.
I have previously commented on the importance that the Board of Trustees attaches to the long-term viability of the organisation. The Charity Commission for England and Wales provide very clear, helpful, and detailed guidance (Charity reserves: building resilience (CC19)), which sets out the responsibilities of trustees in overseeing the financial viability of charities. It is very clear that we must maintain a level of reserves that provide confidence to employees, clients, and supporters alike.
It should be clearly demonstrated that Walking With The Wounded is financially sound, structured and managed, to demonstrate resilience if it is ever required to respond to unforeseen difficulties. The reserves policy plays an integral part in demonstrating our financial resilience. I am very pleased to report that from a financial perspective, we have grown our reserves to a position where we are confident in being able to provide such a response. The delivery of our vital care services is paramount in our thinking, planning
and actions. We will always seek to fully use the funds we most gratefully receive from our donors to provide the best level of care that we can.
Our plans to further improve our communication with all our clients, stakeholders and supporters, are also progressing well. Communications and public relations are just as important to a charity as they are to any corporate entity. We fully recognise this and strive to be seen as a responsible, caring and responsive communicator. We will achieve this.
I would also like to take this opportunity to recognise and thank Fergus Williams as he steps down after working for the charity since its inception as Director Of Operations and subsequently, as CEO for the past 2 years. For over twelve years, Fergus has been at the heart of everything that has been achieved. His leadership, focus and determination, have guided the organisation through many and varied challenges, whilst also overseeing significant development and growth. On behalf of the Trustees, Management Team, staff and most importantly our clients, we thank you most sincerely and wish you every success and happiness in the future.
As we enter our 14th year, I am so proud when I hear it said, that Walking With The Wounded “makes a difference by getting things done”.
To those who support, work for, and assist Walking With The Wounded, may I once again thank you so very much for making it such a special organisation. We witness every day the enormous gratitude of those whom we help, as they rebuild their lives. Thank you.
Dick Turpin
**3**
**Walking With The Wounded**
## **CEO’S STATEMENT**
## Those who served, deserve.
alking With The Wounded ‘WWTW’ deliver employment, mental health and care coordination in Wcollaboration with the NHS to get those who served, and their families, whether mentally, socially or physically wounded, back on their feet and making a positive contribution once more. Why? Because those who served, deserve.
2022 was a successful year for Walking With The Wounded. The team delivered exceptional results and I am immensely grateful for everyone’s hard work. We have supported more veterans through each of our programmes of employment, mental health and care coordination and this report details our increasing impact for veterans and their families. We are delighted to be working with the NHS in all seven regions of the new Op COURAGE, and by the time you read this, the new services will have launched. Fundraising was resilient and we have been able to improve our charitable reserve position and make investment plans which will show dividends during 2023.
Building on the great performance of the last year, there are five goals that I want us to make progress on over the next year:
## Regional Integrated Model
Our Regional Integrated Model, providing the full offering of mental health, employment and care coordination in partnership with the NHS and in communities, has a firm footprint in the North East and North West. We have been developing the/our Regional Integrated Model in the South East and East and London. Over the next year we will expand services in those regions and look to our next regional move.
## Marketing
An area we wish to improve on is expanding our support to those who need us most. We have always prioritised reinvestment in our services rather than marketing, but we now recognise that in order to reach more people, and raise more funds to provide expanded services, we need to invest in how, when and where we reach people. Our Director of Income and Marcomms will lead on this and one of the first things you may see is a re-working of our website.
## Income generation
With improved marketing and communications, we are still aiming to double our income from voluntary fundraising. Much of the income from voluntary fundraising is unrestricted, which means that WWTW has the freedom to spend those where they are most needed. We have clear focus and strategy with our dedicated fundraising team and we’re on track with that ambition.
## Reserves
With increased fundraising, and as our Chair highlights in his opening statement, we have made great progress towards our reserve position, whilst spending to expand our services for the people who need us now. Next year we aim to reach the reserves target and still deliver growth in services.
## Structural Update
Finally, it is with both great pride and a little sadness that my time as CEO will come to an end in 2023. Having started with WWTW in the beginning, I am in awe of the team we have built, delivering quality support with passion and patience. Our support areas have been independently evaluated to confirm what we hear from our service users; that the support they receive is life changing for them and their families. It is now the time for me to step down and for the next CEO to take us forwards. This is a hugely exciting time to lead WWTW with our ambitious plans resting on robust foundations.
So, in my final WWTW Annual Report sign off, I would like to thank my team for making WWTW the organisation that it is, the Trustees for guiding and supporting us, our supporters for making our work possible, and our service users, who continually inspire us to do more.
Fergus Williams WWTW CEO
**4**
**Walking With The Wounded**
## **AGENT FOR GOOD PHILOSOPHY**
alking With The Wounded has, at its core, the desire to be an agent for good in the sector, and beyond. We have a Whistory of investing funds and resources in promising pilots, to enable those projects to prove their value for long term funders or commissioners.
## Op COURAGE
We are proud to partner with the NHS. Come April 1st, 2023, the NHS will enter a new phase with Op COURAGE, the Veterans' Mental Health and Wellbeing Service. To provide mental health care for service personnel, reservists, armed forces Veterans', and their families. It is the umbrella term covering three, previously separate, services: Veterans' Mental Health Transition, Intervention and Liaison Service (TILS), Veterans' Mental Health Complex Treatment Service (CTS) and Veterans' Mental Health High Intensity Service (HIS). WWTW was a partner in five of the seven NHS regions to deliver the HIS pathfinders, and we are delighted that the success of those pathfinders has helped shape the newly commissioned service.
## Cultural Liaison Officer
As we look forward to 2023 and beyond, WWTW has received funding from the AFCFT to employ a Cultural Liaison Officer to improve our support for veterans of minority ethnicities. We aim to develop;
- a comprehensive referral network for veterans of minority ethnicities who are struggling to access employment support and servicespost discharge.
- cultural awareness and knowledge amongst our staff
- materials to better enable veterans of minority ethnicities to access appropriate support for themselves and their families.
We look forward to sharing what we learn and develop with the sector, to further improve veteran support services for minority groups.
## Project Nova
Since October 2014, Forces Employment Charity and Walking With The Wounded have worked together to deliver Project Nova. This initiative supports wounded, injured, sick and other vulnerable former armed service personnel, who have been arrested or are at risk of arrest, with the intention of preventing reoffending. We are hugely proud of what we pioneered and have achieved together, with over 6000 clients supported by more than 35 specialist staff, working with 22 police services around the UK. We are entering a new phase as Walking With The Wounded steps back from Project Nova, recognising that Project Nova is a complex programme which requires the single and robust leadership of Forces Employment Charity. WWTW is proud to have been there at the inception, and as we jointly built the foundations with FEC. WWTW look forward to watching the future with FEC as the sole operator.
**5**
**Walking With The Wounded**
## **KEY HIGHLIGHTS 2022**
## **March**
**Five year partnership with Newcastle Building Society announced focusing on securing sustainable and meaningful employment opportunities within the Society for veterans.**
**The Society is also committing to £30k per year to WWTW’s employment programme to help support the partnership.**
**Cumbrian Challenge 2022 raised £278,000 to fund vital WWTW services**
## **May**
**Partnership with NBS announced**
## **April**
**Adventurer, writer & broadcaster, Ben Fogle presented Walking With The Wounded's BBC Lifeline Appeal.**
**WWTW welcomed 115 teams to the Lake District for our annual event, the Cumbrian Challenge. Our incredible fundraisers took on the Peak (10k), Tough (26k) and Tougher (32k) routes.**
## **June**
**WWTW Community Ambassador, Louis Alexander climbed Mount Blanc to support WWTW’s Longest Day Challenge raising funds for those who served.**
**Dave Rycroft & friends raise almost £3,500 to provide life changing services to veterans and their families**
## **June**
**Ben Fogle presented WWTW’s BBC Lifeline Appeal**
**Louis Alexander climbed Mount Blanc**
**Dave Rycroft and a group of friends took on a golf challenge of walking 500 holes over 19 days smashing their target and raising nearly £3,500 which is enough for 42 1-2-1 mental health therapy sessions or supporting 3 veterans through our Head Start programme.**
**6**
**Walking With The Wounded**
## **June**
**WWTW was the chosen charity to commemorate the Platinum Jubilee by lighting 4 beacons on top of the UK’s highest peaks.**
**Johnny Mercer MP visits North West Hub**
## **June**
**Tom Knight, Regional Manager in the North West, joined the North West TILS team in meeting with Steve Barclay MP to discuss mental health support for veterans.**
## **July**
## **October**
## **June**
**Stephen Benson and a team of fundraisers took on an 11 hour sponsored walk of a World War One route to honour the memory of Max Morrison who lost his battle with leukaemia in May 19. Raising money for Teenage Cancer Trust, Walking With The Wounded and The Lochnagar Crater Foundation.**
**Johnny Mercer MP visits WWTW North West Hub to hear about the support WWTW provides to veterans in the region and across the UK.**
## **September**
**WWTW receives the Employer Recognition Scheme Gold Award; the Ministry of Defences’ highest badge of honour in recognition of supporting the Armed Forces Community.**
**Partnership with Sunderland AFC announced and together with OPREGEN, Step into Sunderland is launched.**
**New partnership with Sunderland AFC**
## **July**
**Sponsored World War One walk**
## **July**
**WWTW Head Start receives accreditation from The Quality Network for Veterans Mental Health Services.**
## **July**
**Cerco IT placed their new signage on WWTW’s North West Training House to announce their sponsorship.**
**Employer Recognition Scheme Gold Award**
**Brian Wood MC**
**WWTW Ambassador & Military Cross holder Brian Wood MC completed his second Ultimate Sacrifice Challenge by running 35 marathons in 35 days to raise funds for WWTW.**
**He commemorated the 40th anniversary of the Falklands conflict this year by running a mile for every British life lost there in addition to those killed in Iraq and Afghanistan.**
**Brian ran a total of 917 miles to remember the 890 lives lost. Each marathon was represented with 26 unique names on his shirt and the additional two miles every day representing the late HM Queen, a mile for every decade of her 70-year reign.**
**7**
**Walking With The Wounded**
## BEING PART OF THE SOLUTION
## **OUR YEAR IN NUMBERS**
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individuals
supported in
2304 2022 *
797
by WWTW programmes. A 29%
increase compared to 2021 *
Employment Supported
Individuals
(19% increase)
Care Coordinators including
HIS supported
881
individuals
(81% increase)
92
WWTW supported
active volunteers
219 clients into
through OP-REGEN
264
paid roles
t
31
r s
(
a
%
u
s
t p
l i
S
a
p
u n
d o
d c
r
r
a t
i e
e
v
e
i a
H d
d s
in e)
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**Walking With The Wounded**
## BEING PART OF THE SOLUTION
## **OUR YEAR IN NUMBERS**
**----- Start of picture text -----**
On average, mental health
therapists were allocated within
76%
7.3 days and 7.4 miles
of the client’s home
of jobs secured were
retained for 3 months
or more (01/10/21 –
31/09/2022)
Approximately
hrs
Supported of mental health therapy delivered
98
military relatives
83% of our Head Start clients who
In 2022 support
completed therapy moved either
was provided on
to recovery or meaningful
2566 improvement at the
end of treatment
occasions
Since 2020, we have increased
our employee headcount by 67%
to enable us to support more
veterans and their families
were supported by one or
more WWTW programmes
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**Walking With The Wounded**
## BEING PART OF THE SOLUTION
## **THANK YOU**
Thank you to everyone who has supported WWTW in 2022!
## A special mention to:
Corporate Partners: Barclays Cerco IT Cisco DXC Technology Forces Support Hugh James Newcastle Building Society PAASE Sanctuary Schroders Personal Wealth Skanska Slater and Gordon Sopra Steria Sunbelt Rentals Yodel
## Event Sponsors:
AEGIS London BAE Systems FDM Gasway Morson Group
## Trusts and Foundations:
ABF The Soldiers’ Charity Armed Forces Covenant Fund Trust BlackRock/Tides Foundation Call of Duty Endowment Childwick Trust Department of Health and Social Care Dr and Mrs Olav Kerr Charitable Trust Eveson Charitable Trust Gosling Foundation Limited Greenwich Hospital Intrepid Fallen Heroes Fund MacRobert Trust Nationwide Building Society Norfolk Community Foundation Royal Air Force Benevolent Fund Royal Navy and Royal Marines Charity Sir James Knott Trust The Drapers’ Charitable Fund The Liz and Terry Bramall Foundation The Scottish Veterans Fund The Veterans’ Foundation
**During lockdown, I was in a bad place, and I had to reach out for help. Thanks to WWTW I now have a new purpose in life. My Employment Advisor, helped me to decide on a new career and to secure the funds I needed to get my arboriculture training. Once I had the qualifications under my belt, the Employment Advisor found me a job as an Assistant Tree Surgeon with a local business. I applied and was successful. My new boss is sound, he has over 20 years’ experience and I am learning the ropes from him. It is perfect and exactly what I wanted to do.**
WWTW beneficiary
**10**
**Walking With The Wounded**
## **Fundraising in 2022**
I believe in the pursuit of headline-grabbing figures we often overlook the stories and the individuals behind them.
**Walking With The Wounded supported approximately 3,000 veterans and their families a year.**
In reality, it is likely that you’ll hear other organisations quote larger numbers and personally, I believe in the pursuit of headline-grabbing figures we often overlook the stories and the individuals behind them. Of those 3,000 people who were brave enough to put their hand up and seek our support, around 80% were enrolled in two or more of our programmes. They represent the 10% or so of ex-military that have fallen furthest from where they want to be; and for me, that is the story of our charity and its purpose.
We save the lives and shape the futures of those who have already given so much in service to our country and its people.
and forms. I would never shy away from stressing the importance of monetary donations; without it we risk compromising our vital services. However, as we face another turbulent year with reports of recession and cost of living concerns, there are other methods of supporting which I wish to highlight for those who want to give, but feel they cannot.
Reaching the Gold standard for the Armed Forces Covenant ourselves in 2022, we are advocates that all businesses and organisations, large or small should pledge their support to the covenant; ensuring that those who serve or who have served in the Armed Forces, and their families, are treated fairly. It is not only a message of support to veterans across the UK, but more specifically, to the veterans and family members currently within your organisation.
For us to deliver this support we depend greatly on the generosity of individuals and organisations like the ones mentioned in this report. Without it, we simply cease to be able to assist our veterans and their families who need us most. That, in my opinion, would leave a gap in services which would be extremely difficult to bridge. With this in mind, I wish to thank all of those who supported Walking With The Wounded’s efforts throughout 2022. This support can come in many different shapes
2023 is an exciting year for our charity. Please be a part of our success by doing your bit today.
Joel Oxberry Director of Income
**WWTW came to my families rescue not just financially. The way they conducted themselves made me feeling like getting help wasn’t a burden. I understand that not working isn’t my choice but it doesn’t make anything mentally easier. Not all hero’s wear capes, some have a note book and a load of determination to help people.**
WWTW Beneficiary
**11**
**Walking With The Wounded**
**----- Start of picture text -----**
Income Expenditure
4,5
3
9 1
2
1
3
£5,652,488 £4,893,169
8
4
2
7
6 5
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## **HOW WE RAISED AND SPENT YOUR MONEY**
- 1 - Donations £2,361,610 2 - Statutory £2,630,308
3 - Events and Volunteer Fundraising £622,589 4 - Other Income £5,427
5 - Investments £32,554
1 - Raising Funds £972,803
2 - Expedition (£3,982)
3 - Employment £460,917
4 - Mental Health £635,250
5 - Wellbeing £314,421
6 - Project Nova £373,709
Total £ 5,652,488
7 - Project Nova - Regroup £218,885
8 - Regional and Community Services £948,631
9 - High Intensity Service £972,535
Total £4,893,169
*Our expeditions are fully funded by corporate sponsorship – and all money raised by them is spent on our programmes.
**12**
**Walking With The Wounded**
**I DIDN’T THINK THIS SORT OF Client/beneficiary THING WAS FOR ME BUT THE quotes & images**
## **OUR SOCIAL IMPACT**
**WWTW measure wellbeing using the Office for National Statistics (ONS) Life Satisfaction measure. Using the change in wellbeing scores recorded by our service users, Pro Bono Economics were able to evaluate our Employment and Mental Health support areas.**
**A change in wellbeing on the Life Satisfaction measure has an economic value. For every £1 invested by WWTW we were found to deliver:**
- **At least £6 in economic value from our mental health programme; and**
**The analysis suggests our support has significantly impacted participants’ wellbeing beyond the trends seen in a similar group in national data.**
- **At least £13 in economic value from our employment programme**
**WALKING WITH THE WOUNDED GETS THOSE WHO SERVED, AND THEIR FAMILIES, WHETHER MENTALLY, SOCIALLY OR PHYSICALLY WOUNDED, BACK ON THEIR FEET AND MAKING A POSITIVE CONTRIBUTION ONCE MORE. WHY? BECAUSE THOSE WHO SERVED, DESERVE.**
**13**
**Walking With The Wounded**
## **Structure, Governance and Management**
## Our Mission
## **Our Charitable Programmes**
Walking With The Wounded deliver employment, mental health and care coordination programmes in partnership with the NHS to get those who served, and their families, whether mentally, socially or physically wounded, back on their feet and making a positive contribution once more. Why? Because those who served, deserve.
## Public Beneft
The Trustees confirm that in planning their activities for the year, they have had due regard to the Charity Commission’s guidance on public benefit and there is clear benefit reflected in the programmes run by the Charity.
## Employment
We secure positive employment outcomes for unemployed veterans by:
- Delivering high quality Individual Placement and Support (IPS) Employment Support to service users within NHS mental health teams
- Delivering Employment Support to IPS principles into partner Residences
- Creating pathways for ex-servicemen and women into relevant industries
## Mental Health
## Our Charitable Objectives
Our charitable purpose is clearly communicated in our articles of association and throughout our internal and external communications to staff, beneficiaries and supporters. The Objects of the Charity are:
1. To provide resettlement assistance and relief of financial and other charitable need for personnel who are leaving or have left the Armed Forces, in particular but not exclusively those who have been wounded whilst serving, including but without limitation, by providing funding for education and training to assist them in finding work and jobs and to attain the skills required to obtain and retain work outside the Armed Forces.
We treat ex-servicemen and women with mild to moderate mental health difficulties such as depression, anxiety, PTSD and adjustment disorder. We do this nationwide, in partnership with the NHS. Service Users receive up to 12 sessions of NICE recommended therapy with an accredited therapist. This is delivered within ten days and ten miles.
## Care Coordination
Through our regional sites in the North East and North West, and our Care Coordinators across the UK, we assess the service users’ range of needs, including lack of secure accommodation, debt issues, mental and physical health and social isolation. Working with local partners we address those needs.
2. To provide relief of financial and other charitable need for the dependants of such persons.
3. The promotion of social inclusion of current and former service personnel, in particular but without limitation of the UK, who are excluded from society or parts of society as a result of being wounded whilst serving, in particular by:
- a. promoting knowledge and raising awareness of
- their capabilities notwithstanding their injuries and
- - the special health, financial, educational, social and employment problems faced by them; and
- b. providing them with opportunities to build capacity by participating in expeditions and other activities to relieve their needs and to assist them to integrate into society.
**14**
**Walking With The Wounded**
## **Governance**
## Governance Structure
WWTW is committed to ensuring that the composition of the Board continues to comprise Trustees who, as a whole, possess the diversity of skills and experience required to fulfil the role and responsibilities of the Board.
The trustee appointment process, pre-requisites and maximum term is detailed the Articles of Association. All Trustees undergo an induction process on both the charity's activities and their legal role and responsibilities as a Trustee. Trustee training and updates are completed on an ongoing basis.
As of 31st December 2022, we had a board of ten Trustees. The Board met four times in the financial year and all sessions were minuted. The Trustees who served during the year ending 31st December 2022 and up to the date of this report were as follows:
Dick Turpin – Chairman James Hibbert Flora McLean Emma Peters (resigned 15th March 2022) Guy Disney Damian Beeley Susan Walton Louise Campbell Luke D’Arcy Major General (Retired) Paul A E Nanson CB CBE Dr Alan Finnegan (appointed 16th March 2023)
## Governance Approach
WWTW Trustees and management are committed to conducting business in an ethical, fair, and transparent manner in line with the Charity Governance Code. We have a governance framework in place and are committed to fostering a culture of compliance that values integrity, accountability, and continuous improvement.
## Leadership and Purpose
We have an engaged Board of Trustees with a diverse range of skills and experience supported by an effective Executive Team. The board periodically reviews the organisation’s charitable purpose and the board together with the executive are responsible for the development and delivery of the Strategy. The last Strategic Review took place in September 2020 to review the Charities response to the pandemic and the Charity has developed in line with the Strategic plans agreed. The next Strategy review is planned for Spetember.
## Integrity
The values of our organisation are Client First, Collaboration, Respect, Empowerment and Integrity. These values are incorporated in our strategy, management approach, day to day working and staff engagement throughout WWTW. Safeguarding - Creating a safe and welcoming environment, where everyone is respected and valued, is at the heart of safeguarding. WWTW believes that everyone we come into contact with, regardless of age, gender identity, disability, sexual orientation or ethnic origin has the right to be protected from all forms of harm, abuse, neglect and exploitation. All staff and workers who come into direct contact with vulnerable adults must undertake training on the subject of safeguarding. Conflicts of interest - The Board has adopted procedures for the identification, authorisation (where appropriate) and monitoring of situations which may give rise to a conflict of interest. Existing situations are recorded in a Related Parties register, reviewed by the Director of Finance at least annually.
## Decision Making, Risk and Control
Decision Making and control - Day-to-day management and the implementation of strategies agreed by the Board are delegated to the Executive Team. A formal delegation of authority is in place that sets out the powers that are reserved to the Board and those that are delegated to the CEO. There is also a formal structure setting out the delegations from the CEO to management and other employees.
The annually approved budget details the funding requirement of each programme and this is reviewed quarterly at Board meetings. The trustees review the activities and the support given to those who have served.
Policies - The Board and management have established controls and policies that are designed to safeguard the company’s interests and the integrity of its reporting. These include accounting, financial reporting, safety and sustainability and other internal control policies and procedures which are directed at monitoring whether the company complies with regulatory requirements and community standards.
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## Board Effectiveness
The Board has a scheduled meeting once a quarter with the executive team to oversee the operations of the Charity and ad hoc meetings as required. Trustees receive comprehensive papers in advance of the Board meetings. Directors also receive regular updates in relation to key issues facing the Charity from time to time when a Board meeting is not scheduled.
## Equality, diversity and inclusion
## Organisation
WWTW is committed to ensuring a positive working environment and works to Walking With The Wounded’s key values.
## Equal Opportunities
WWTW is committed to being an equal opportunities employer and welcomes applicants from people irrespective of age, disability, gender reassignment, race, religion or belief, sex (gender), sexual orientation, pregnancy and maternity and marriage and civil partnership.
## Our Pledge
Walking With The Wounded’s core values of Respect and Integrity drive our efforts to seek to promote Equity, Diversity and Inclusion both within our organisation and in our community.
We understand the importance of building a diverse workforce to bring different experiences to our table helping us become more creative, challenge our thinking, and widen our reach. We aspire for people of all backgrounds to see Walking With The Wounded as an organisation where they feel welcome.
Our commitment to this vision will ensure veterans and their families are supported by accessible and inclusive programmes, and our external partnerships are with like minded organisations.
## **Openness and accountability**
The Board places great emphasis on communication and engagement with the Company’s stakeholders and is committed to providing transparent two-way communications. The charity ensures the funds go directly to those who need to benefit and are not provided for funding of the administrative costs. Further detail of the disbursements committed during the year can be found in Note 5.
The Board sets the salary of the Chief Executive and ensures levels of remuneration are similar to other charities operating in the same area and with revenues that are comparable to Walking With The Wounded.
The Chief Executive is responsible for the remuneration of the executive management, and this is ratified annually by the Board of Trustees. The total remuneration for the executive management team can be seen in Note 6.
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## **Policies and Disclosures**
## Reserves Policy
We have unrestricted general, unrestricted designated, and restricted reserves. The Trustees have considered the guidance issued by the Charity Commission when considering the reserves policy to ensure we have funds available to grow, develop, and continue operating should our income fall.
Trustees have reviewed the reserves policy at their November 2022 meeting and reconfirmed the reserves target of six months operational costs of delivering services to our often complex beneficiaries and three months administrative expenditure in the event of a wind-down situation. General reserves and restricted reserves all relate to expenditure on ongoing projects and therefore it is appropriate that restricted funds count towards target reserves.
This target is recalculated annually to ensure the growth in the charity is reflected – 2022: £1,222k (2021: £1,040k).
£1.83m, of which £1.15m were designated leaving 0.68m in general funds. These general funds will be expended in future years in an effective and efficient manner in line with the charity’s strategy
## Designated Funds
Designated funds represent funds that have been earmarked by the Trustees for specific purposes and are therefore held separately from general unrestricted funds. At the year end, they comprised a Regional Services Development Fund and a Strategic Development Fund.
## Regional Services Fund
The Regional Services Fund allows us to take a planned approach to investing in frontline work. The focus will be to sustain and expand the existing services in the North East and North West, as well as continuing to develop new regional services in the East and South.
At 31st December 2022, this fund had a balance of £0.75m.
The Trustees are committed to balancing the need to manage the risk on income and long-term reserves against ensuring that funds are reinvested to improve frontline services for our beneficiaries as soon as possible. On that basis, it was agreed for 2023/2024 that £1,036k will be held as reserves which continues to move towards the target reserves. In addition, £300k will be held as a working capital buffer in order to ensure that there is no disruption to services due to the shortterm phasing risk on fundraising from the current economic pressures.
## **An analysis of our funds is shown below:**
## Strategic Development Fund
This fund has been established to enable the development of the Charity approach in areas such as IT, Governance and HR to underpin the fast growth in frontline delivery services. It will also facilitate a more strategic approach to fundraising, investing in areas of fundraising/marketing and the support infrastructures behind them.
This will continue to diversify and balance income and ensure our sustainability. At 31st December 2022, this fund had a balance of £0.4m.
||2022|2021|
|---|---|---|
|Restricted Funds|£655,748|£415,978|
|General Funds|£679,904|£1,310,355|
|**Total Reserves**|**£1,335,652**|**£1,726,333**|
||||
|Regional Services Fund|£750,000||
|Strategic Development Fund|£400,000||
|**Total Designated Funds**|**£1,150,000**|**-**|
||||
|**Total Funds**|**£2,485,652**|**£1,726,333**|
## Restricted Funds
Restricted funds are funds subject to specific restricted conditions imposed by the donors.
At 31st December 2022 the restricted fund was £0.66m compared to £0.42m in 2021. It is intended to spend down restricted fund balances with 12 to 24 months in line with the grant restrictions.
## General Funds
These funds are available to spend at the discretion of the trustees in furtherance of the charitable objectives of the Charity. As a result of improved performance, unrestricted reserves at 31st December 2022 increased by £0.52m to
**17**
**Walking With The Wounded**
## Risk Management
The Board of Trustees accept that in managing the Charity and delivering its services there is an inherent level of risk. The day-to-day management of the Charity’s risk management process lies with the executive team who are responsible for implementing risk management policies. Additionally, they identify and evaluate any significant risks which the Charity may face and make recommendations to the Board.
The Board considers the following to be the main risks for Walking With The Wounded, and consider the following actions mitigate the risks.
## Failure to achieve funding levels required.
The Charity is focused on building reserves over the short to medium term to ensure that all its programmes can be sustainable. The reserves policy has been set as a minimum of six months. The Strategy and Investment remains focused on diversifying income and ensuring we build and sustain key funding relationships.
## Fundraising Disclosures
Walking With The Wounded complies with the Fundraising Regulators standards and has committed to treat all donors in a legal, open, honest and respectful way. Vulnerable people are protected by ensuring the adherence to these standards.
No agencies were employed in 2022 to raise funds from the public.
There were no formal complaints relating to fundraising in 2022. The General Data Protection Regulations were successfully implemented in May 2018.
Walking With The Wounded generates funds from three core streams: Voluntary Income, Trusts and Foundations and Statutory Income. Furthermore, the charity recognises that to create a sustainable entity which operates in the best long-term interests of their beneficiaries, a strategic aim must be to strike a balance between each of the income streams such that they do not become overly reliant upon any one source of funds.
## Voluntary income:
## Vulnerability of WWTW benefciaries.
The Charity acknowledges that a number of its beneficiaries are highly vulnerable and are at risk on occasions to themselves and others. Within all our programmes we have detailed procedures and practices to ensure beneficiaries are managed in the most sympathetic and appropriate manner, and third parties are plainly aware of any risks which exist.
This source of funding is where an individual, groups of individuals or an organisation has made a conscious decision to donate, sponsor or participate in raising funds to support the charity. Voluntary income is underpinned by our own events such as the Cumbrian Challenge and Walking Home for Christmas, however it also encompasses income generated from corporate UK, major donors, schools and community fundraising.
## Breakdown of key strategic relationships.
## Trusts and Foundations:
The Charity has a number of key strategic relationships, which are vital for the successful delivery of our programmes. We ensure there are regular management meetings between all key parties to ensure transparency and understanding to avoid any uncertainty and loss in confidence of all partners.
## Control of data and IT security.
The Charity recognises the need to be increasingly vigilant in this area given the increasing risk to all organisations. A competent IT Manager was recruited in 2020. This role has focused on improved security protocols, continually assessing the risks and developing our environment accordingly.
## Skills shortage; staff retention and succession planning.
Our people are the heart of our organisation and critical to our continued delivery. Staff Engagement is a key focus of the Management Team - objectives, PDPs, activities, employee forum etc - putting our staff at the centre of what WWTW do.
This relates to income generated from grant giving Trusts and Foundations whose aim, via their own criteria and objectives, support those who sit within WWTW’s objects. Funding is usually restricted for a specific purpose; however, it can also be unrestricted and utilised as the charity sees fit at any given time. The charity regularly applies for funds from Trusts and Foundations, who focus on both ex-military personnel as well as those who focus on wider aspects of society.
## Statutory Income:
This relates to income received from the public purse in return for delivering a service to a statutory body such as an NHS Foundation Trust or related entity. This has continued to increase in 2021 due to the development of the NHS High Intensity Service.
The approach to fundraising is one of agility and relationship management, recognising the difficult economic environment and that multi-year funding provides a greater degree of income certainty to ensure the continued delivery of our programmes. We seek to develop long term relationships with both corporate, contract partners as well as via grant giving trusts and major donors.
**18**
**Walking With The Wounded**
## **Financial Review**
Following a year of continued growth in service delivery, Walking With The Wounded has achieved a surplus of £759k. This is due to a strong performance on income generation combined with focused control of costs.
## Income
Despite the difficult economic climate, the income of the Charity increased to £5.7m reflecting the growth in funding for the increase in service delivery and the support from key partners. Within this total income 46% relates to Statutory Income with the balance of income reliant on the charity raising funds through Trusts and Foundations, Corporate Supporters and Fundraising Events in order to fund the regional services.
Whilst we have continued to improve our reserves position and therefore the confidence in the sustainability of our services, it is evident that demand for our services has never been higher; that raising income will continue to be a challenge in this economic climate and therefore we will continue to need support from both existing and new funders.
## Expenditure on Charitable Activities
Our expenditure on Charitable Activities increased by £1m to £4m for 2022.The majority of this being staff costs reflecting the increase service delivery across the regions. 2022 saw the launch of the East and London Region which increased our footprint in the UK in line with our regional strategy. 80p in every pound was spent on our charitable activities (2021: 79p in every pound).
## Expenditure on Support Costs
Total support costs including staff costs increased to £858k in 2022 albeit this represented a reduced proportion of total costs at 17.5% of total costs. As the delivery of services increases across the UK, we are focused on ensuring that the appropriate governance, control, IT security and HR develops to sustain the frontline delivery.
## Going Concern
The board of Trustees has considered the ability of the charity to continue as a going concern by reviewing budgets, management accounts and cash flow forecasts for 2023/24. Given the uncertainty within the economic environment, the board has taken a cautious view of income generation in the 12-month outlook whilst forecasting the agreed investment in regional services from unrestricted funds. The Board has concluded that the charity will have adequate resources to continue operations for the foreseeable future and the accounts have been prepared on that basis.
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## Revenue
**1 Donations & Fundraising** £2,598,049
- **2 Statutory** £2,630,308
**3 Trading** £391,577
**4 Investment** £32,554
## Donations and Fundraising Breakdown
**1 Individuals** £275,747
**2 Corporates** £770,410
**3 Trusts & Foundations** £1,315,453
- **4 Community Fundraising** £86,817
- **5 3rd Party Events** £149,622
## Expenditure
- **1 Raising Funds** £972,803
- **2 Expeditions** -£3,982
- **3 Programme Delivery** £3,924,348
## Breakdown by Programme
- **1 Employment** £460,917
- **2 Mental Health** £635,250
- **3 Wellbeing** £314,421
- **4 Project Nova** £592,594
- **5 Regional and Community Services** £948,631
- **6 High Intensity Service / NCCP**
- £972,535
**19**
**Walking With The Wounded**
## **Statement of Trustees Responsibilities**
The trustees (who are also directors of Walking With The Wounded for the purposes of company law) are responsible for preparing the Trustees Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).
Company law requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and the group and of the incoming resources and application of resources, including the income and expenditure, of the charitable group for that period. In preparing these financial statements, the trustees are required to:
- select suitable accounting policies and then apply them consistently;
- observe the methods and principles in the Charities SORP;
- • make judgements and estimates that are reasonable and prudent;
## Appointment of Auditors
Saffery Champness LLP have expressed their willingness to continue in office. This report has been prepared in accordance with the special provisions relating to small companies within part 15 of the Companies Act 2006.
## Approval
The Trustees’ Report was approved by the Board and signed on their behalf.
## **Dick Turpin**
Chairman of the Board of Trustees 2nd May 2023
- state whether applicable accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements; and
- Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in business
The Trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and the group and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
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 reparation and dissemination of financial statements may differ from legislation in other jurisdictions.
## Provision of information to auditors
In so far as Trustees are aware:
- there is no relevant audit information of which the charitable company’s auditor is unaware; and
- the Trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditor is aware of that information.
**20**
**Walking With The Wounded**
## **Independent auditor’s report to the members**
## **Opinion**
We have audited the financial statements of Walking With The Wounded (the ‘parent charitable company’) and its subsidiary (the ‘group’) for the year ended 31 December 2022 which comprise the consolidated statement of financial activities, the balance sheets, the statement of cash flows and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102, the Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).
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.
## **Other matters prescribed by the Companies Act 2006**
In our opinion, based on the work undertaken in the course of the audit:
In our opinion the financial statements:
- give a true and fair view of the state of the affairs of the group and the parent charitable company as at 31 December 2022 and of the group’s incoming resources and application of resources, including its income and expenditure, for the year then ended;
- have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
- have been prepared in accordance with the requirements of the Companies Act 2006, the Charities and Trustee Investment (Scotland) Act 2005 and regulations 6 and 8 of the Charities Accounts (Scotland) Regulations 2006 (as amended).
## **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 group and parent 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 the parent charitable company’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 trustees are responsible for the other information. The other information comprises the information included in the annual report, other than the financial statements and our auditor’s report thereon. 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
- the information given in the Trustees’ Annual Report which includes the Directors’ Report for the financial year for which the financial statements are prepared is consistent with the financial statements; and
- the Trustees’ Annual Report which includes the Directors’ Report has been prepared in accordance with applicable legal requirements.
## **Matters on which we are required to report by exception**
In the light of the knowledge and understanding of the group and the parent charitable company and their 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 where the Companies Act 2006 and the Charities Accounts (Scotland) Regulations 2006 (as amended) require us to report to you if, in our opinion:
- adequate accounting records have not been kept by the parent charitable company, or returns adequate for our audit have not been received from branches not visited by us; or
- the parent charitable company financial statements are not in agreement with the accounting records and returns; or
- • certain disclosures of trustees’ remuneration specified by law are not made; or
- we have not received all the information and explanations we require for our audit. ;or
- the trustees were not entitled to prepare the financial statements in accordance with the small companies regime and to take advantage of the small companies exemption in preparing the Trustees’ Annual Report and the Strategic Report.
## **Responsibilities of trustees**
As explained more fully in the Statement of Trustees’ Responsibilities set out on page 21, the trustees (who are also the directors of the parent 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 the 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 parent 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
**21**
**Walking With The Wounded**
the parent 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**
We have been appointed as auditors under the Companies Act 2006 and under the Charities and Trustee Investment (Scotland) Act 2005 and report in accordance with regulations made under those Acts.
Our objectives are to obtain reasonable assurance about whether the group and parent 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 specific procedures for this engagement and the extent to which these are capable of detecting irregularities, including fraud are detailed below.
Identifying and assessing risks related to irregularities: We assessed the susceptibility of the group and parent charitable company’s financial statements to material misstatement and how fraud might occur, including through discussions with the trustees, discussions within our audit team planning meeting, updating our record of internal controls and ensuring these controls operated as intended. We evaluated possible incentives and opportunities for fraudulent manipulation of the financial statements. We identified laws and regulations that are of significance in the context of the group and parent charitable company by discussions with trustees and updating our understanding of the sector in which the group and parent charitable company operate.
Laws and regulations of direct significance in the context of the group and parent charitable company include The Companies Act 2006 the Charities and Trustee Investment (Scotland) Act 2005, the Charities Accounts (Scotland) Regulations 2006 (as amended) and guidance issued by the Charity Commission for England and Wales and the Office of the Scottish Charity Regulator.
Audit response to risks identified:
We considered the extent of compliance with these laws and regulations as part of our audit procedures on the related financial statement items including a review of financial statement disclosures. We reviewed the parent charitable company’s records of breaches of laws and regulations, minutes of meetings and correspondence with relevant authorities to identify potential material misstatements arising. We discussed the parent charitable company’s policies and procedures for compliance with laws and regulations with members of management responsible for compliance.
of any instances of non-compliance with laws and regulations or knowledge of any actual, suspected or alleged fraud. We addressed the risk of fraud through management override of controls by testing the appropriateness of journal entries and identifying any significant transactions that were unusual or outside the normal course of business. We assessed whether judgements made in making accounting estimates gave rise to a possible indication of management bias. At the completion stage of the audit, the engagement partner’s review included ensuring that the team had approached their work with appropriate professional scepticism and thus the capacity to identify non-compliance with laws and regulations and fraud.
There are inherent limitations in the audit procedures described above and the further removed non-compliance with laws and regulations is from the events and transactions reflected in the financial statements, the less likely we would become aware of it. Also, the risk of not detecting a material misstatement due to fraud is higher than the risk of not detecting one resulting from error, as fraud may involve deliberate concealment by, for example, forgery or intentional misrepresentations, or through collusion.
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 parent charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006 , and to the parent charitable company’s trustees, as a body, in accordance with Regulation 10 of the Charities Accounts (Scotland) Regulations 2006. Our audit work has been undertaken so that we might state to the parent 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 parent charitable company and the parent charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.
## Claire Wills
Senior Statutory Auditor 12th May 2023
For and on behalf of: Saffery Champness LLP Chartered Accounts, Statutory Auditors, 71 Queen Victoria Street, London, EC4V 4BE
Saffery Champness LLP is eligible to act as an auditor in terms of section 1212 of the Companies Act 2006
During the planning meeting with the audit team, the engagement partner drew attention to the key areas which might involve non-compliance with laws and regulations or fraud. We enquired of management whether they were aware
**22**
**Walking With The Wounded**
## **Consolidated Statement of Financial Activities For the year ended 31 December 2022**
|||**Unrestricted**|**Restricted**|**12 months**|**12 months**|
|---|---|---|---|---|---|
|||**funds**|**funds**|**total funds**|**total funds**|
|||||**2022**|**2021**|
||**Notes**|**£**|**£**|**£**|**£**|
|**Income from:**||||||
|Donations and legacies|**2**|785,822|1,812,227|2,598,049|2,124,175|
|Charitable activities|**3**|2,630,308||2,630,308|2,095,627|
|Fundraisingand trading|**4**|391,577||391,577|828,567|
|Investment income||32,554||32,554|207|
|**Total income**||3,840,261|1,812,227|5,652,488|5,048,576|
|**Expenditure on:**||||||
|Raisingfunds||972,803||972,803|864,062|
|Expeditions in support of wounded veterans||(3,982)||(3,982)|97,686|
|Charitable activities: In support of veterans and their dependents||2,351,892|1,572,456|3,924,348|3,047,499|
|**Total expenditure**|**5**|3,320,713|1,572,456|4,893,169|4,009,247|
|Net(outgoing)/incomingresources||519,548|239,771|759,319|1,039,328|
|**Net movement in funds**||519,548|239,771|759,319|1,039,328|
|Total funds brought forward||1,310,356|415,977|1,726,333|687,005|
|**Total funds carried forward**|**13**|1,829,904|655,748|2,485,652|1,726,333|
The Statement of Financial Activities contains all recognised gains and losses for the year.
As permitted c408 Companies Act 2006, the Charity has not presented its own Statement of Financial Activities.
All activities are continuing.
**23**
**Walking With The Wounded**
## **Balance Sheets**
## **Consolidated and Charity balance sheets as at 31 December 2022**
|||**Consolidated**|**Consolidated**|**Charity**|**Charity**|
|---|---|---|---|---|---|
|||**2022**|**2021**|**2022**|**2021**|
||**Notes**|**£**|**£**|**£**|**£**|
|Fixed assets|**8**||5,274||5,274|
|Investments|**9**|1|1|1|1|
|**Current assets:**||||||
|Stocks|**10**|2,881|3,437|||
|Debtors|**11**|460,147|37,545|714,308|213,019|
|Cash at bank and in hand||3,408,245|2,577,181|3,098,228|2,251,930|
|||3,871,273|2,618,163|3,812,536|2,464,949|
|Creditors less than oneyear|**12**|(1,385,622)|(897,105)|(1,328,690)|(861,522)|
|Net current assets||2,485,651|1,721,058|2,483,846|1,603,427|
|**Net assets**||**2,485,652 **|**1,726,333**|**2,483,847**|**1,608,702**|
|**Represented by: **||||||
|Restricted funds|**13**|655,748|415,977|655,748|415,977|
|Unrestricted funds||1,829,904|1,310,356|1,828,099|1,192,725|
||**13**|**2,485,652 **|**1,726,333**|**2,483,847**|**1,608,702**|
The notes on pages 26 to 34 form part of these financial statements.
As permitted s408 Companies Act 2006, the Charity has not presented its own Statement of Financial Activities and related notes. The charity's net movement in funds for the year was £875,145 (2021: £503,682)
The financial statements were approved by the Board of Trustees on 2nd May 2023 and signed on their behalf by:
**Dick Turpin** Chairman of the Board of Trustees
Company registration number: 08612989
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**Walking With The Wounded**
## **Statement of Cash Flows For the year ended 31 December 2022**
|**Statement of Cash Flows**
**For theyear ended 31 December 2022**|||
|---|---|---|
||**2022**|**2021**|
||**£**|**£**|
|**Cash fows from operating activities**|||
|Net cash used byoperatingactivities|798,510|940,238|
|**Cash fows from investing activities:**|||
|Interest received|||
|Purchase of tangible fxed assets|32,554|207|
|Net cash used in investingactivities|32,554|207|
|Change in cash and cash equivalents in the reporting period|831,064|940,445|
|**Cash and cash equivalents brought forward**|**2,577,181**|**1,636,736**|
|**Cash and cash equivalents carried forward**|**3,408,245**|**2,577,181**|
## **Reconciliation of net income/(expenditure) to the net clash flows from, operating activities**
|**Reconciliation of net income/(expenditure)**
**to the net clash fows from, operating activities**|||
|---|---|---|
||**2022**|**2021**|
||**£**|**£**|
|**Net income (expenditure) for the reporting period**|||
|**asperStatement of Financial Activities.**|**759,319**|**1,039,328**|
|Depreciation charged|5,274|11,631|
|Interest received|(32,554)|(207)|
|(Increase)/decrease in stocks|556|171|
|(Increase)/decrease in debtors|(442,602)|234,507|
|Increase/(decrease)in creditors|488,516|(345,193)|
|Net cash used in operatingactivities|798,509|940,238|
The only cash and cash equivalents in the period were cash at bank and in hand.
**25**
**Walking With The Wounded**
## **Notes to the financial statements For the year ended 31 December 2022**
current and future periods.
## **1.4 Fund accounting**
## **1. Accounting policies**
## **1.4.1 Unrestricted Funds**
## **Company Information**
Walking With The Wounded is incorporated in England and Wales as a registered Charity and a limited company. The registered office is Stody Hall Barns, Stody, Melton Constable, NR24 2ED.
Walking With The Wounded has a wholly owned subsidiary company; Walking With The Wounded Trading Limited.
## **1.1 Basis of accounting**
The financial statements have been prepared under the historical cost convention. The financial statements have been prepared in accordance with the Charity Commission Statement of Recommended Practice – Accounting and Reporting by Charities SORP (FRS 102) effective January 2019.
The Charity constitutes a public benefit entity as defined by FRS 102.
The financial statements reflect the income and expenditure of the Charity for the year ended 31 December 2022. The results of the Trading subsidiary has been consolidated on a line by line basis for the 12 month period ending on 31 December 2022.
No separate SOFA has been presented for the Charity alone as permitted by Section 408 of the Companies Act 2006. As most of the income from the subsidiary company is transferred to the Charity the view taken is that there is no significant difference between the Group and Company figures. The subsidiary is accounted for separately for management control purposes.
The financial statements have been prepared on the historical basis except for the modification to a fair value basis for certain financial instruments as specified in the accounting policies below.
## **1.2 Going concern**
The Board of Trustees has considered the ability of the Charity to continue as a going concern. They have reviewed budgets, management accounts and cash flow forecasts for 2023/24, together with the support available from partners organisations and have concluded that the Charity is satisfactorily placed to continue its operations and will have adequate resources to continue operations for the foreseeable future. Accordingly, the Board believe that going concern basis remains the appropriate basis on which to prepare the financial statements.
## **1.3 Critical accounting judgements and key sources of estimation uncertainty**
In the application of the Charity’s accounting policies, the Trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.
The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both
These funds can be used for any of the Charity’s purposes.
## **1.4.2 Restricted Funds**
These funds have been given to the Charity for a particular purpose to be used in accordance with the wishes of the donor.
## **1.5 Incoming resources**
Income from investments, Gift Aid and deeds of covenant is included gross, and is accounted for when it is receivable or the Charity’s right to it becomes legally enforceable. Provision has been made for Income Tax reclaimable at the period end. Legacy income is included in the accounts when the amount due can be quantified with reasonable certainty and the timing of the receipt is known.
Incoming resources in the form of donated assets have been included in the SOFA at a reasonable estimate of their value, taking into account the market value of the assets and comments made by the donor.
Grants receivable are accounted for when there is sufficient information to enable the claim to be made or the claim has been made and there is clear indication to suggest the claim will be met. Income from expeditions, campaigns and events is recognised when received. All income is included in the period in which they conclude.
## **1.6 Resources Expended**
Indirect costs are allocated to the expenditure headings in the SOFA on the basis of the time spent by employees in each area of work. Cost of Raising Funds consists of expenditure relating to appeals, communications requesting funds, applying for grants and other general publicity as part of fundraising together with associated support activities and cost of sales.
Administration and Support of charitable activities consists of those incurred in support of expenditure on the objects of the Charity. These include the provision of the premises, personnel, and information technology and audit fees.
## **1.7 Financial instruments**
The Charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value with the exception of bank loans, which are subsequently measured at amortised cost using the effective interest method.
## **1.7.1 Debtors**
Trade and other debtors are recognised at the settlement amount due after any trade discount is offered. Prepayments are valued at the amount prepaid net of any trade discounts due.
## **1.7.2 Creditors and provisions for liabilities**
Creditors and provisions are recognised where the Charity has a present obligation resulting from a past event that will probably result in a transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably.
Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due. The group recognises a provision for annual leave accrued by
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**Walking With The Wounded**
employees as a result of services rendered in the current period and which employees are entitled to carry forward and use within the next 12-months. The provision is measured at the salary cost payable for the period of absence
## **1.7.3 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. The Charity does not acquire options, derivatives or other complex financial instruments.
## **1.11 Pension Costs**
The Charity operates a defined contribution scheme for the benefit of its employees. The costs of contributions are written off against incoming resources in the year they are payable. The assets of the scheme are held separately from the Trust in independently administered funds.
## **1.12 Finance and operating leases**
Rentals payable under operating leases are charged to the Statement of Financial Activities over the period in which the cost is incurred. The Charity has no finance leases.
## **1.8 Irrecoverable VAT**
The Charity and its subsidiary have registered for VAT but cannot recover the total VAT incurred.
## **1.9 Tangible fixed assets**
Fixed assets are capitalised where they cost over £750 and have an ongoing use to the Charity. Depreciation is charged on a 3 year straight line basis.
## **1.10 Stocks**
Stocks are stated at the lower of cost and net realisable value, where cost comprises purchase price and any additional costs of bringing the goods to a saleable condition.
## **2. Donations and Legacies**
|**2. Donations and Legacies**|||||
|---|---|---|---|---|
||**Unrestricted**|**Restricted**|**Total**|**Total**|
||||**2022**|**2021**|
|Donations individuals|202,294||202,294|133,725|
|Donations corporates|250,774|519,636|770,410|546,785|
|Donations trusts|22,862|1,292,591|1,315,453|1,140,743|
|Legacies|73,453||73,453|3,452|
|Communityfundraisers|86,817||86,817|239,934|
|Other Events|149,622||149,622|59,536|
||785,822|1,812,227|2,598,049|2,124,175|
Income from Donations and Legacies in 2021 comprised of £633,767 unrestricted income and £1,490,409 restricted income. The restricted income related to £389,412 for Corporates and £1,100,967 from Trusts.
||**Unrestricted**|**Restricted**|**Total**|**Total**|
|---|---|---|---|---|
|**3. Charitable activities**|||**2022**|**2021**|
||||||
|Statutoryfunding|2,630,308||2,630,308|2,095,627|
The Statutory Funding in 2022 consisted of:
- Multi year contract funding from NHS England and NHS Improvement (Health And Justice) towards Project Nova services for veterans in police custody.
- Multi year contract funding from NHS England and NHS Improvement (Armed Forces Health) towards our mental health and care coordination teams delivered in partnership with the NHS TILS, CTS and HIS services.
- Multi year contract funding from NHS England and NHS Improvement (Armed Forces Health) towards Family Support and Employment
Income from Statutory Funding in 2022 was unrestricted.
**27**
**Walking With The Wounded**
## **4. Fundraising and trading**
|**4. Fundraising and trading**|||
|---|---|---|
||**Total**|**Total**|
||**2022**|**2021**|
|Fundraisingevents|386,150|554,908|
|Sponsorshipand other tradingincome||264,975|
|Sales andpublicity||600|
|Other income|5,427|8,084|
||391,577|828,567|
The income for Fundraising events represents the income received for those events that were completed in 2022.
## **5. Resources expended**
|RaisingFunds
464,333
328,734
793,067
70,599
109,137
179,736
972,803
Expeditions
(3,982)
(3,982)
(3,982)
Employment
333,678
16,751
350,429
50,734
59,754
110,488
460,917
Mental Health
150,381
447,774
598,155
22,864
14,231
37,095
635,250
Wellbeing
174,781
75,231
250,012
26,574
37,835
64,409
314,421
Project Nova
365,007
365,007
8,702
8,702
373,709
Project Nova - Regroup
218,885
218,885
218,885
Regional and Com. Services
637,480
108,784
746,264
96,925
105,442
202,367
948,631
High IntensityService / NCCP
703,709
13,470
717,179
106,994
148,362
255,356
972,535
Charitable Activities:
2,000,029
1,245,902
3,245,931
304,091
374,326
678,417 3,924,348
Total Resources Expended
2,464,362
1,570,654
4,035,016
374,690
483,463
858,153
4,893,169
Charitable Expenditure
2,000,029
1,241,920
3,241,949
304,091
374,326
678,417 3,920,366
**Direct Costs**
**Staff**
**£**
**Other**
**£**
**Total Direct**
**£**
**Staff**
**£**
**Support Costs**
**Other**
**£**
**Total**
**£**
**Total**
**2022**
**£**|RaisingFunds
464,333
328,734
793,067
70,599
109,137
179,736
972,803
Expeditions
(3,982)
(3,982)
(3,982)
Employment
333,678
16,751
350,429
50,734
59,754
110,488
460,917
Mental Health
150,381
447,774
598,155
22,864
14,231
37,095
635,250
Wellbeing
174,781
75,231
250,012
26,574
37,835
64,409
314,421
Project Nova
365,007
365,007
8,702
8,702
373,709
Project Nova - Regroup
218,885
218,885
218,885
Regional and Com. Services
637,480
108,784
746,264
96,925
105,442
202,367
948,631
High IntensityService / NCCP
703,709
13,470
717,179
106,994
148,362
255,356
972,535
Charitable Activities:
2,000,029
1,245,902
3,245,931
304,091
374,326
678,417 3,924,348
Total Resources Expended
2,464,362
1,570,654
4,035,016
374,690
483,463
858,153
4,893,169
Charitable Expenditure
2,000,029
1,241,920
3,241,949
304,091
374,326
678,417 3,920,366
**Direct Costs**
**Staff**
**£**
**Other**
**£**
**Total Direct**
**£**
**Staff**
**£**
**Support Costs**
**Other**
**£**
**Total**
**£**
**Total**
**2022**
**£**|RaisingFunds
464,333
328,734
793,067
70,599
109,137
179,736
972,803
Expeditions
(3,982)
(3,982)
(3,982)
Employment
333,678
16,751
350,429
50,734
59,754
110,488
460,917
Mental Health
150,381
447,774
598,155
22,864
14,231
37,095
635,250
Wellbeing
174,781
75,231
250,012
26,574
37,835
64,409
314,421
Project Nova
365,007
365,007
8,702
8,702
373,709
Project Nova - Regroup
218,885
218,885
218,885
Regional and Com. Services
637,480
108,784
746,264
96,925
105,442
202,367
948,631
High IntensityService / NCCP
703,709
13,470
717,179
106,994
148,362
255,356
972,535
Charitable Activities:
2,000,029
1,245,902
3,245,931
304,091
374,326
678,417 3,924,348
Total Resources Expended
2,464,362
1,570,654
4,035,016
374,690
483,463
858,153
4,893,169
Charitable Expenditure
2,000,029
1,241,920
3,241,949
304,091
374,326
678,417 3,920,366
**Direct Costs**
**Staff**
**£**
**Other**
**£**
**Total Direct**
**£**
**Staff**
**£**
**Support Costs**
**Other**
**£**
**Total**
**£**
**Total**
**2022**
**£**|
|---|---|---|
|RaisingFunds
464,333
328,734
793,067|70,599
109,137
179,736|972,803|
|Expeditions
(3,982)
(3,982)||(3,982)|
|Employment
333,678
16,751
350,429|50,734
59,754
110,488|460,917|
|Mental Health
150,381
447,774
598,155|22,864
14,231
37,095|635,250|
|Wellbeing
174,781
75,231
250,012|26,574
37,835
64,409|314,421|
|Project Nova
365,007
365,007|8,702
8,702|373,709|
|Project Nova - Regroup
218,885
218,885||218,885|
|Regional and Com. Services
637,480
108,784
746,264|96,925
105,442
202,367|948,631|
|High IntensityService / NCCP
703,709
13,470
717,179|106,994
148,362
255,356|972,535|
|Charitable Activities:
2,000,029
1,245,902
3,245,931|304,091
374,326
678,417|3,924,348|
|Total Resources Expended
2,464,362
1,570,654
4,035,016|374,690
483,463
858,153|4,893,169|
|Charitable Expenditure
2,000,029
1,241,920
3,241,949|304,091
374,326
678,417|3,920,366|
Expenditure is specifically attributed to Charitable Activities where possible. Other expenditure is allocated on the basis of the payroll cost directly employed in each activity.
|payroll cost directly employed in each activity.|||
|---|---|---|
||**2022**|**2021**|
|**Resources expended include**|**£**|**£**|
|Auditors remunerations - for audit|16,290|15,535|
|Auditors remunerations - for other services|6,450|3,500|
|Depreciation|5,274|11,631|
|**SupportCosts - other include**|||
|PR and communications|20,096|24,762|
|Travel and subsistence|175,655|80,156|
|Offce costs|92,324|113,949|
|IT|132,585|104,386|
|Other staff costs|28,688|50,610|
|Legal andprofessional|7,401|5,845|
|Finance costs|(24,395)|6,593|
|Governance|21,119|18,622|
|HR and Training|29,990|7,992|
||483,463|412,915|
**28**
## **Walking With The Wounded**
|**Prior Year Resources Expended**||||||||
|---|---|---|---|---|---|---|---|
|||**Direct Costs**|||**Support Costs**||**Total**|
||**Staff**|**Other**|**Total Direct**|**Staff**|**Other**|**Total**|**2021**|
||**£**|**£**|**£**|**£**|**£**|**£**|**£**|
|RaisingFunds|358,434|334,307|692,741|71,565|99,756|171,321|864,062|
|Expeditions||83,992|83,992||13,694|13,694|97,686|
|Employment|318,489|43,135|361,624|63,589|37,844|101,433|463,057|
|Mental Health|88,465|300,330|388,795|17,663|14,170|31,833|420,628|
|Wellbeing|221,663|16,330|237,993|44,257|30,396|74,653|312,646|
|Project Nova|1,550|319,979|321,529|310|8,613|8,923|330,452|
|Project Nova - Regroup||207,767|207,767||||207,767|
|Regional and Com. Services|298,815|102,464|401,279|59,661|98,238|157,899|559,178|
|High IntensityService / NCCP|527,799|10,388|538,187|105,380|110,204|215,584|753,771|
|Charitable Activities:|1,456,781|1,000,393|2,457,174|290,860|299,465|590,325|3,047,499|
|Total Resources Expended|1,815,215|1,418,692|3,233,907|362,425|412,915|775,340|4,009,247|
|Charitable Expenditure|1,456,781|1,084,385|2,541,166|290,860|313,159|604,019|3,145,186|
Expenditure is specifically attributed to Charitable Activities where possible. Other expenditure is allocated on the basis of the payroll cost directly employed in each activity.
## **6. Staff costs**
|**6. Staff costs**|||
|---|---|---|
||**2022**|**2021**|
||**£**|**£**|
|**Staff costs:**|||
|Wages and salaries|2,460,521|1,888,042|
|National Insurance|243,832|178,970|
|Pension|134,699|110,627|
||2,839,052|2,177,639|
||**2022**|**2021**|
||**Number**|**Number**|
|The average number of employees duringtheperiod was:|76|58|
||**2022**|**2021**|
||**Number**|**Number**|
|The number of employees whose emoluments exceeded £60,000 were:|||
|£60,000 – £70,000|4|1|
|£70,000 – £80,000|||
|£80,001 – £90,000||1|
|£90,001 – £100,000|||
Key Management Personnel comprise the Chief Executive, and the Executive Management team, as explained on page 15 Total remuneration of these people in the year was £362,041 (2021:£375,801).
## **7. Trustee payments and expenses**
The following trustees incurred expenses which were reimbursed by the charity and its subsidiary during the year: 2022: £408 (2021: Nil)
**29**
**Walking With The Wounded**
## **8. Fixed assets**
|**8. Fixed assets**|||
|---|---|---|
||**2022**|**2021**|
||**Offce Equipment**|**Offce Equipment**|
||**and Fixtures**|**and Fixtures**|
|**Group andCharity**|**£**|**£**|
|**Cost:**|||
|At 1 January|78,601|
78,601|
|Additions in theyear|||
|Eliminated on disposal||At 31|
|December|78,601|
78,601|
|**Depreciation:**|||
|At 1 January|73,327|
61,697|
|Charge for theyear|5,274|
11,630|
|Eliminated on disposal|||
|At 31 December|78,601|
73,327|
|**Net book value:**|||
|At 31 December||5,274|
All fixed assets are used for charitable purposes.
## **9. Investments**
The Charity’s investments represents 100% of the issued share capital of Walking With The Wounded Trading Limited. A summary of the subsidiary undertakings results is as follows:
|A summary of the subsidiary undertakings results is as follows:|||
|---|---|---|
||**2022**|**2021**|
||**£**|**£**|
|Income|94,767|251,221|
|Expenditure|(92,964)|(123,037)|
|**Proft for the Financial Year**|1,803|128,184|
Reserves for 2022 £1,805 (2021 £117,630). All taxable profits are paid up to the Charity.
## **10. Stock**
|**10. Stock**||||||
|---|---|---|---|---|---|
|||**Consolidated**||**Charity**||
||**2022**|**2021**|**2022**||**2021**|
||**£**|**£**|**£**||**£**|
|Stock of fnishedgoods|2,881|
3,437|-||-|
## **11. Debtors**
|**11. Debtors**||||||
|---|---|---|---|---|---|
|||**Consolidated**||**Charity**||
||**2022**|**2021**|**2022**||**2021**|
||**£**|**£**|**£**||**£**|
|Trade debtors|416,612|
22,801|403,811||22,791|
|Amounts due fromgroupentities|-|
-|261,805||175,494|
|Prepayments|37,926|
13,913|37,926||13,913|
|Other debtors|5,609|
831|10,766||821|
||460,147|
37,545|714,308||213,019|
Amounts due from group entities include a formal loan made to the subsidiary totalling 57324. This loan has no set repayment date and attracts interest at a rate of 4% above the Bank of England base rate.
## **12. Creditors**
|**12. Creditors**||||||
|---|---|---|---|---|---|
|||**Consolidated**||**Charity**||
||**2022**|**2021**|**2022**||**2021**|
||**£**|**£**|**£**||**£**|
|Trade creditors|177,981|
132,296|177,098||132,251|
|Deferred income|482,165|
218,302|432,357||189,111|
|Accruals|622,985|
331,843|611,595||326,113|
|Other creditors|6,725|
152,949|6,725||152,949|
|Social securityand other taxes|95,766|
61,716|100,915||61,098|
||1,385,622|
897,106|1,328,690||861,522|
**30**
**Walking With The Wounded**
## **12.1 Deferred Income**
|**12.1 Deferred Income**|||||
|---|---|---|---|---|
||**Consolidated**|||**Charity**|
||**2022**|**2021**|**2022**|**2021**|
||**£**|**£**|**£**|**£**|
|As at 1 January|218,302|637,317|189,112|
431,042|
|Amount released in theyear|(218,302)|(637,317)|(189,112)|(431,042)|
|Amount deferred in theyear|482,165|218,302|432,357|
189,112|
|Balances carried forward as at 31 December|482,165|218,302|432,357|
189,112|
Amounts deferred in the year relate to a combination of fundraising events that are not due to take place until 2023/24 and contracts/agreements income received in 2022 relating to 2023.
## **13. Analysis of restricted and unrestricted funds**
||**Opening balance**|**Incoming**|**Outgoing**|**Closing balance**|
|---|---|---|---|---|
||**1 January**|||**31 December**|
||**2022**|||**2022**|
|**Restricted funds:**|||||
|Employment|98,372|559,672|469,033|
189,011|
|Mental Health|50,664|295,897|268,225|
78,336|
|Wellbeing|75,143|289,155|288,296|
76,002|
|Project Nova|13,000|||13,000|
|Regional and CommunityServices|178,798|667,503|546,902|
299,399|
||415,977|1,812,227|1,572,456|
655,748|
|**Unrestricted funds:**|||||
|General|1,310,356|3,840,261|3,320,713|
1,829,904|
||1,310,356|3,840,261|3,320,713|
1,829,904|
|**Total funds**|1,726,333|5,652,488|4,893,169|
2,485,652|
|**Prior Year Analysis of Funds**|||||
||**Opening balance**|**Incoming**|**Outgoing**|**Closing balance**|
||**1 January**|||**31 December**|
||**2021**|||**2021**|
|**Restricted funds:**|||||
|Employment|17,825|480,008|399,461|98,372|
|Mental Health|71,273|144,910|165,519|50,664|
|Wellbeing|44,422|280,472|249,750|75,144|
|Project Nova|-|26,551|13,551|13,000|
|Regional and CommunityServices|62,006|472,316|355,524|178,798|
|High IntensityService|(13,546)|86,152|72,606|-|
||181,980|1,490,409|1,256,411|415,978|
|**Unrestricted funds:**|||||
|General|505,024|3,558,167|2,752,836|1,310,355|
||505,024|3,558,167|2,752,836|1,310,355|
|**Total funds**|687,004|5,048,576|4,009,247|1,726,333|
**31**
**Walking With The Wounded**
## **14. The charitable activities have been supported by the following donors**
Funding is acknowledged under the terms and conditions of the following grants and donations:
|Funding is acknowledged under the terms and conditions|of the following grants and donations:|||
|---|---|---|---|
|**Funder**|**Purpose**|**Funding**|**Received**|
|**(based on Income received £15,000 and above)**|||**£**|
|Call of DutyEndowment|Employment||331,984|
|Barclays|Employment||100,000|
|Armed Forces Covenant Fund Trust|Strategic Pathways continuation||97,500|
|Armed Forces Covenant Fund Trust|TacklingSerious Stress: families and carers||101,250|
|Armed Forces Covenant Fund Trust|SustainingSupport - Core Costs||51,753|
|Armed Forces Covenant Fund Trust|Frontier Pipes and Drums||16,625|
|Armed Forces Covenant Fund Trust|Care Co-ordination: TacklingLoneliness||102,375|
|Armed Forces Covenant Fund Trust|Mental Health: Afghan Veterans Fund||65,000|
|Armed Forces Covenant Fund Trust|The Veterans' Places,Pathways & People Programme(VPPP)135,813|||
|Armed Forces Covenant Fund Trust|Reachingand SupportingArmed Forces Communities||23,635|
|Nationwide BuildingSociety|Employment: South East CommunityGrant||44,982|
|Department of Health and Social Care|Mental Health||42,571|
|Scottish Veterans Fund|Regional Services||40,000|
|Forces Support Limited|Regional Services : North East Regional Hub Support||30,000|
|Veterans' Foundation|Care Co-ordination: Northern West||30,000|
|Veterans' Foundation|Mental Health||39,840|
|Veterans' Foundation|Employment||30,000|
|Veterans' Foundation|Regional Services:East of England Team||30,000|
|Veterans' Foundation|Regional Services :Quick Reaction Fund(QRF)||30,000|
|Gateshead Council|Employment North East||28,614|
|Veterans Scotland|Regional Services : Scotland||25,000|
|Newcastle BuildingSociety|Employment: North East||25,000|
|Royal Navyand Royal Marines Charityand Grenwich Hospital Grant Veteran Support:Naval|||24,000|
|Greater Sport|Regional Services: North West||20,153|
|ABF The Soldiers Charity|Mental Health||20,000|
**Employment** - The WWTW Employment programme is embedded within the Regional services. The programme is funded by a combination of the Call of Duty Endowment, Barclays Citizen Partnership Programme, Veterans' Foundation, Newcastle Building Society, Nationwide Building Society. The number of Veterans supported by WWTW continues to increase year on year.
**Strategic Pathways** - This funding has been provided by the Armed Forces Covenant Fund Trust to continue the Strategic Pathways programme through 2021. Strategic Pathways is multi-year project providing help and support to organisations as part of The Veterans Mental Health and Wellbeing Fund.
**Tackling Serious Stress: families and carers** -This funding has been provided by the Armed Forces Covenant Fund Trust - Tackling Serious Stress in Veterans, Carers and Families. The funding of £689k is to run a Northern England multi-year project leading local charities and health professionals to work together to develop and support veterans and their carers and families. The Tackling Serious Stress project is called the Northern Care Coordination Partnership (NCCP) and has helped design future services. Continuation funding was put in place by the Armed Forces Covenant Trust to facilitate the completion of projects.
**Sustaining Support - Core Costs** - In response to Covid-19 pandemic £99k funding has been provided by the Armed Forces Covenant Fund Trust to support the WWTW core services.
**Care Coordination** - The WWTW Care Coordination programme is embedded within the Regional Services. The programme works with partners in the Local Authority, Armed Forces Charity Sector and the local community to coordinate support in areas including social prescribing, debt management, substance misuse support, employment, physical wellness, family support, housing, education, training, volunteering and peer support. The programme is supported by WWTW unrestricted reserves and a number of key funders - Armed Forces Covenant Fund Trust and Veterans' Foundation.
**North East Regional Hub Support** - Following the opening of the North East Hub in 2020, the regional service has continued to develop and strengthen during 2022 with Forces Support providing multi year funding to support the costs of operating the hub.
**32**
## **Walking With The Wounded**
**Mental Health** - The Mental Health programme (Headstart) has seen a continued increase in the numbers of veterans seeking assistance. Our ability to respond to this increase has been supported by funding from the Veterans' Foundation , Department of Health and Social Care and ABF The Soldiers Charity.
**Frontier Pipes and Drums** - This funding has been provided by the Armed Forces Covenant Fund Trust. Mind the Pipes and Drums will enable veterans to partake in music based, social activities where they can learn new skills, develop a sense of achievement and pride. The project aims to improve veteran's mental health by reducing social isolation as well as undertaking a subtle form of music therapy.
**The Veterans' Places, Pathways and People Programme (VPPP)** - Funded by the Armed Forces Covenant Fund Trust, the Veterans’ Places, Pathways and People Programme (VPPP) is a national programme which supports the creation of joined up services for veterans with mental health needs. Run by dedicated Portfolio Leads in ten different regions, the project has created safe spaces for veterans that connect into dedicated mental health pathways. WWTW has taken an active role in supporting the Portfolio Leads with the delivery of the project in the South-East, South-West, North-West, Scotland and Northern Ireland.
## **15. Analysis of net assets between funds**
||**Unrestricted**|**Restricted**|**Total**|
|---|---|---|---|
||**funds**|**funds**||
||**£**|**£**|**£**|
|**Group: **||||
|Fixed assets|1||1|
|Stock|2,881||2,881|
|Debtors|460,147||460,147|
|Cash|2,752,497|655,748|3,408,245|
|Creditors|(1,385,622)||(1,385,622)|
||1,829,904|655,748|2,485,652|
|**Charity:**||||
|Fixed assets|1||1|
|Stock||||
|Debtors|714,308||714,308|
|Cash|2,442,480|655,748|3,098,228|
|Creditors|(1,328,690)|-|(1,328,690)|
||1,828,099|655,748|2,483,847|
## **15.1 Prior Year Analysis of net assets between funds**
||**Unrestricted**|**Restricted**|**Total**|
|---|---|---|---|
||**funds**|**funds**||
||**£**|**£**|**£**|
|**Group: **||||
|Fixed assets|5,275||5,275|
|Stock|3,437||3,437|
|Debtors|37,545||37,545|
|Cash|2,161,204|415,978|2,577,181|
|Creditors|(897,106)||(897,106)|
||1,310,355|415,978|1,726,333|
|**Charity:**||||
|Fixed assets|5,275||5,275|
|Stock||||
|Debtors|213,019||213,019|
|Cash|1,835,953|415,977|2,251,930|
|Creditors|(861,522)||(861,522)|
||1,192,725|415,977|1,608,702|
## **16.Analysis of Net Debt**
|**16.Analysis of Net Debt**||||
|---|---|---|---|
||**As at**|**Cashfows**|**At at**|
||**1 Jan 2022**||**31 Dec 2022**|
|Cash at Bank|2,577,181|831,064|3,408,245|
## **17. Related parties**
During the year Walking With The Wounded charged £66,131 to its wholly owned subsidiary Walking With The Wounded Ltd, in respect of management charges for running events from which the charity benefited.
**33**
## **Walking With The Wounded**
At the year end £57,324 was owed by the subsidiary in respect of a loan from the charity. The loan incurs interest at 4% above base and is repayable upon demand
Susan Walton is a trustee of the Atlanticist Support Foundation (ASF), a charitable organisation based in the USA and during 2018 WWTW and ASF collaborated on the Walk Of America. In order to comply with US charity and tax law, sponsorship and donations made in the US were initially held by ASF on behalf of WWTW. At the year end ASF held $12,976.46 on behalf of WWTW. No fee is due to ASF for this support
There were no other related party transactions (2021 : none)
## **18. Company**
The company does not have a share capital and is limited by the guarantee of all its members. At 31 December 2022 the total of such guarantees was £11 (2021:£11)
## **19. Taxation**
The company has not made any provision for corporation tax payable on the basis that all of its income and gains are applied for wholly charitable purposes.
## **20. Prior year SOFA**
|**20. Prioryear SOFA**||||
|---|---|---|---|
||**Unrestricted**|**Restricted**|**Total funds**|
||**funds**|**funds**|**31 December**|
||||**2021**|
||**£**|**£**|**£**|
|**Income from:**||||
|Donations and legacies|633,766|1,490,409|2,124,175|
|Charitable activities|2,095,627||2,095,627|
|Fundraisingand trading|828,567||828,567|
|Investment income|207||207|
|**Total income**|3,558,167|1,490,409|5,048,576|
|**Expenditure on:**||||
|Raisingfunds|864,062||864,062|
|Expeditions in support of wounded veterans|97,686||97,686|
|Charitable Activities: In support of Veterans and their dependents|1,791,088|1,256,412|3,047,499|
|**Total expenditure**|2,752,836|1,256,411|4,009,248|
|Net(outgoing)/ incomingresources|805,331|233,997|1,039,328|
|Transfers between funds||||
|**Net movement in funds**|805,331|233,998|1,039,328|
|Total funds brought forward|505,024|181,980|687,005|
|**Total funds carried forward**|1,310,355|415,978|1,726,333|
## **Legal and Administrative Details**
Walking With The Wounded (WWTW) is a charity which operates as a company limited by guarantee, charity number 1153497 and is governed by its Memorandum and Articles of Association.
During 2018, the charity registered with the Office of the Scottish Charity Regulator, no. SC047760.
The charity wholly owns Walking With The Wounded Trading Limited, registered at Companies House, no. 8612989.
## **Other Information**
Registered office Stody Hall Barns Stody Melton Constable Norfolk, NR24 2ED
Solicitors Birketts LLP 24–26 Museum St Ipswich Suffolk, IP1 1HZ
Independent auditors Saffery Champness LLP 71 Queen Victoria St London, EC4V 4BE
## Bankers
Clydesdale Bank 35 Regent Street Piccadilly Circus London, SW1Y 4ND
Barclays Bank 17 Market Place Fakenham Norfolk, NR21 9BE
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## **Keep in touch**
WalkingWithTheWounded Supportthewalk Walking With The Wounded WalkingWithTheWounded
## **Contact us**
WWTW Head Office Walking With The Wounded Stody Hall Barns Stody, Melton Constable Norfolk NR24 2ED Tel +44 (0) 01263 863 900
Walking With The Wounded is registered as a Charity in England and Wales (No.1153497) and in Scotland (No.SC047760)
## **Need support?**
Visit our website: **wwtw.org.uk**
Manchester Hub 42 Canada Street Manchester M40 8AE
## North Shields
Veterans Support Services, The Walker Building, North Shields, Tyne and Wear NE29 6LL