## ## ## ## ## ## |Charity Name|||The Royal Society for the|The Royal Society for the|Prevention|Prevention||ofCruelty to Animals,| |---|---|---|---|---|---|---|---|---| ||||Guildford
and Epsom Branch|||||| |Other names|charity is known by||RSPCA Guildford|and Epsom||Branch||| |Registered
charity||number|203608|||||| |Charity's
principal||addresses|The Branch does|not have an||address||for members ofthe| ||||public to visit but|can be|contacted||via email or telephone.|| |Charity's
principal||bankers|Lloyds Bank pic|||||| |Independent|examiner||Jim Halliday
FCA|—Chartered||Accountant||| |Names ofthe trustees who|||manage the charity|||||| |Trustee name|||Office (ifany)||Dates acted ifnot for whole|||| ||||||year|||| |Judith Crowhurst*|||||Retired 28 February 2022|||| |Rebecca Greaves|||||Resigned||2|March 2022| |Steven Hooke|||Hon. Treasurer|||||| |Abbi Moore*||||||||| |Cat Pilbeam||||||||| |Lucy Pollard|||Hon. Chair|||||| |Katrina Tully|||Hon. Secretary|||||| |Sarah White||||||||| |Ann Winter||||||||| ## |Sarah|Piggott|Senior Branch|Senior Branch| |---|---|---|---| |||Partnership|Manager| |Trasna|Palmer|President|| |How the charity is|How the charity is||We
are
a separately
registered
charity,
constituted
as
an
unincorporated| |---|---|---|---| |constituted|||association,
working
within
the Rules, Policies and Guidelines
of the national| ||||RSPCA.
Our
governing
document
is the RSPCA Society's Branch Rules.
The| ||||charity operates as an autonomous
branch, responsible
for our own fundraising| ||||and for managing
local animal welfare work| |Trustee selection methods|||The committee
consists ofamaximum
of17individuals,
being:| ||||(1) at least 5 and not more than 14 elected committee
members,
all ofwhom| ||||must be eligible branch members,
elected atthe AGM and| ||||(2) up to 3co-opted committee
members,
who may also be branch members.| |How trustees are recruited|||Elected from branch members
at every AGM to carry on the Branch work for the| |and appointed|||forthcoming
year. Potential trustees are recruited via various methods
including| ||||volunteer
agencies,
RSPCA websites
and Head Office enquiries,
advertising
and| ||||appeals
to members.
Potential
new trustees
are vetted
in accordance
with| ||||Charity
Commission
guidelines
and
sign the recommended
declarations
upon| ||||appointment.| |Policies and procedures|||All trustees
are briefed on their responsibilities
prior to their acceptance ofthe| |adopted for the|induction||role.| |and training oftrustees|||| ||||New trustees
receive appropriate
training
in RSPCA and Branch Policies and| ||||Procedures,
in
line
with
Information
Commissioner's
Office
and
Charity| ||||Commission
guidance.
They also receive support
from other trustees,
guidance| ||||from Head Office and Branch Partnership
Managers
and handover
from retiring| ||||officers ifa
licable.| |The charity's|||Some services
such as those ofthe inspectorate
are carried out by the national| |organisational
structure|||Society whereas
others
are carried
out by a network
of branches
which
are| |and any wider network|||independently
registered
charities
operating
in defined local areas. Our branch| |with which the|charity||is the
Guildford
and
Epsom
branch,
which
is a member
of the South
East| |works|||Regional Board area.| ||||All the work ofthe Branch is carried out by volunteers,
so we have no paid staff.| ||||Decisions are made by the trustees at committee
meetings,
usually
held every 4| ||||to 6weeks. The Branch works with Head Office staff, the Inspectorate,
Millbrook| ||||and other branches
and animal centres in its day-to-day
work.| |Trustees' consideration||of|The main risks facing the Branch are:| |major risks and the system|||| |and procedures|to manage||People. We continue
to have difficulties
in finding
volunteers
willing to act as| |them|||trustees
and
carry
out
welfare
and
fundraising
work.
We use
volunteer| ||||recruitment
bureaux
and other methods
as described
above to publicise
our| ||||requirements.| ||||Financial.
Income
generation
is vital
for us to continue
our work.
Despite| ||||pressing need, we must evaluate what we can afford to fund.
Insufficient
income| ||||levels
mean that we will have to reduce or cease welfare
activity to remain
a| ||||viable branch. New demands
and requests
for funding
are akey discussion
item| ||||at every committee meeting. Spending
is controlled through
delegated
limits and| ||||required
approvals.| ||||Levels ofpet ownership
grew during the pandemic,
and whilst owning apet is a| ||||great boost to both mental
and physical
health it also comes with a substantial| ||||financial
responsibility,
which
places
additional
pressure
on charities
whose| ||||income has been significantly
impacted
during the same period.| ||||Yet again
we
are
seeing
that
the vets
we work
with
are
struggling
with| ||||significant
shortages
in staff set against
a huge
and
growing
demand
for| ||||appointments.
This impacts our ability to negotiate
on price and may mean that| |---|---|---|---| ||||non urgent procedures
such as neuters
are delayed. Longer term, we expect this| ||||to lead
to more
unwanted
litters
and
conditions
that
require
emergency| ||||treatment
such as tumours
that are hormone
related.| ||||Public opinion. The RSPCA is awell-known
and respected "brand", and we must| ||||ensure
that
we
do
not
tarnish
it.
Mitigating
activities
include| ||||screening/induction
of volunteers,
together
with
appropriate
training
(e.g.| ||||adoption
support
volunteers
must
attend
a course
followed
by one to one| ||||support].
For trustees there is ongoing learning and instruction
(specifically on| ||||their responsibilities
as branch
officials), and potential
conflicts ofinterest are| ||||discussed at every meeting.| ||||Health
and Safety.
We have a duty to take reasonable
care of our volunteers'| ||||health
and
safety
and
that
of others
who
may be affected
by our actions.| ||||Safeguarding
matters are reviewed
at every meeting.
All volunteers
are covered| ||||by the RSPCA's liability
and personal
accident insurance
and are provided
with| ||||appropriate
information
on our health and safety policies and guidelines.| ||||The committee
has identified
and evaluated
risks affecting the Branch and has| ||||set in place policies and procedures
based on guidelines
issued by RSPCA Head| ||||Office and the Charity
Commission
to mitigate
the risks where
possible. The| ||||operation
and relevance ofthese policies and procedures
is reviewed
regularly.| ||||The Branch complies with the Branch Rules as issued by the national
Society and| ||||has a number
of related
financial
transactions
with
this organisation.
Judith| ||||Crowhurst
and Abbi
Moore
are also paid employees
of the RSPCA (national| ||||Society).| |SPOTLIGHT ON|OUR|WORK - here we showcase our rehabilitation
work|| ||||A vet contacted
us with concerns over the welfare ofthis beautiful
cat, who was| ||||being shut out of the family home because of unwanted
behaviour
and child| ||||allergy.| ||||Prince
was
showing
unpredictable
behaviour
and
had
attacked
his carers,| ||||unprovoked.
He spent
many
months
with our trustee
Cat Pilbeam
who is an| ||||experienced
cat fosterer to see ifhe could be helped.
Cat told us "Idiscovered be| ||||had major trust issues and would prefer to attack then retreat if hefelt unsure| ||||about
things.
He was a very confident
cat and seeking
human
interaction,
but| ||||wasn't keen on hands or being touched.| ||||Play was really important
to him, so using feather teasers on a wand, Istarted| ||||interacting
via play,
which
helped
him release aggression
and burn some energy.| ||||He could play for a good 20 minutes
and after every play session
Ifollowed
up| ||||with some positive association
in the way oftreats Ithen slowly worked on touch.| ||||Prince was allowed to touch me but l never actively tried to touch him.| |I spent hours
with|him,|sitting
quietly,
talking
softly to him. He always sat close by or occasionally got on my|| |knee. Then Iintroduced||a|long handled
brush, I would groom
him with this. Also, when
he was eating be would| |allow me to stroke|him.|Which again is positive association
with touch. Slowly he was learning
to trust, we had to|| |move slowly but Iwas confident he was able to be rehomed".|||| |Prince found a wonderful|||home, with experienced
cat people, who were willing to continue
his training.
He| |has been avery good boy|||ever since.| |I
a|||||||| |---|---|---|---|---|---|---|---| |Summary|ofthe|Topromote the work and objectives ofthe national
Society Royal Society for The|||||| |objectives|ofthe charity|Prevention
of Cruelty
to Animals
(registered
charity
number||||219099),with|| |set out in|its governing|particular
reference to the area ofthe Branch, in accordance|||with|the|policies of| |document||the|society.||||| |||The|objectives ofthe Branch remain unchanged
from previous||years.||| |Charity's|aim|The||RSPCA as a charity
will, by all lawful
means,
prevent|cruelty,||promote| |||kindness to and alleviate suffering ofall animals.|||||| |Summary|ofthe main|The||Branch
promotes
animal
welfare
in the
local area|primarily||through| |activities|in relation to|veterinary
assistance, neutering
and rehoming.|||||| |these objects|||||||| ||||~|We offer discretionary
support to people in need to help||pay veterinary|| |||||bills.|||| ||||~|We respond
to enquiries
from the public about animals||and|offer free| |||||animal care advice by phone, social media, via leaflets|and at our events,||| |||||which promotes
responsible
pet ownership.|||| ||||~|Where funds permit, the Branch takes in abandoned|animals,||including| |||||pets whose owners suffer ill health or financial
difficulties,||or|pass away.| |||||We also support
the national
RSPCA by caring for animals
taken in by|||| |||||the Inspectorate
ifthere is no space atthe national
animal||centres.|| ||||~|We continue to support the Inspectorate
as a priority.|||| ||||~|We
undertake
educational
presentations
and
workshops
with
local|||| |||||groups and schools.|||| |||More||detail on our activities can be found in section Sbelow.|||| ## ## ## |Eventtype|2022|2021| |---|---|---| |Town centre collections|Nil|Nil| |Store collections|Nil|Nil| |Fetes and local fairs|601|Nil| |Car Bootsales|162|124.50| ## ## ## |Aims and objectives for|Aims and objectives for|the|Our|overriding
aim is to continue
to provide and promote
animal welfare|overriding
aim is to continue
to provide and promote
animal welfare|overriding
aim is to continue
to provide and promote
animal welfare|for| |---|---|---|---|---|---|---|---| |future|||the|local area by providing
financial
assistance
for those on low incomes,|||| ||||continuing
with
our fostering
and rehoming
work to ensure||a healthy||and| ||||happy lifestyle for adopted animals,
and to support the national||Society.||| ||||In January 2021 the committee
agreed our short and medium-term|||priorities|| ||||and|we aligned our goals with the new RSPCA strategy.|||| ||||Our|main
area of focus is to increase
animal
welfare
across|the|Region|by| ||||continuing
and extending
collaboration
with other branches and organisations||||| ||||and|supporting
more people with animals
in need. This is dependent||upon|and| ||||supported
by 4additional
pillars:||||| ||||~|People|||| ||||~|Revenue Generation|||| ||||~|Strong Governance|||| ||||~|Public Engagement|||| ||||The|2019 merger
still presents
significant
challenges
to deliver
this welfare|||| ||||work across the wider geographical
area, as most of the volunteer|||resources|| ||||came from the Guildford
branch area. Consequently,
volunteer||recruitment||is a| ||||key|objective.
Meanwhile
we
have
plans
to
incrementally|expand||and| ||||consolidate
existing activities across the wider area.||||| ||||Financial
sustainability
is primarily
about
revenue
generation||and|spending|| ||||control to fund the welfare work that we do. Our goal is to ensure the Branch||||| ||||remains
in existence for (many) years to come. We review the||best|sources of|| ||||income in order to best target our limited volunteer
resources.||||| ||||The|Plan is reviewed
regularly
and adapted
to reflect changing|circumstances||| ||||and|priorities.|||| |Activities|planned|to|||||| |achieve the objectives|||||||| |1.People|||~|Expand and effectively
manage,
utilise, and retain our volunteer||network|| |||||and membership|||| ||||~|Define clear roles and responsibility
for trustee and volunteer
roles with a|||| |||||focus on succession planning|||| |2.Revenue|Generation||~|Set up
a fundraising
working
group
to provide
a dedicated||focus|on| |||||revenue generation
ideas|||| ||||~|Develop
a compelling
fundraising
plan (including
an emphasis||on digital)|| |||||to rely less on door-to-door
income|||| ||||~|Empower
and engage
members
and volunteers
to spread|our|messages|| |||||and support
fundraising
efforts|||| ||||~|Diversify income generation
by exploring
alternative
revenue streams|||| ## ## ## ## ## ## ## ## ## ## ## ||||||NOTE|Tota
I|Total| |---|---|---|---|---|---|---|---| |||||||funds|funds| |||||||2022|2021| |||||||f|f| |INCOMING
RESOURCES|||||||| |Collecting
Boxes|||||||49| |Sales of New and Donated Goods|||||||25| |Branch Fundraising
Events||||||762|604| |Branch Adoption
Fees||||||3,215|1,435| |Donations
via HQ Door to Door|Fundraising|||||46,436|48,268| |Donations
refunded
from Branch Emergency|||Fund||||5,561| |Other Donations||||||3,038|2,847| |Legacies||||||3,137|2,300| |Membership
Subscriptions||||||378|362| |Investment
Income|||||3|3,821|3,215| |||||||60,787|64,666| |RESOURCES EXPENDED|||||||| |Charitable
Activities|||||||| |Veterinary
Treatment
on Branch Voucher Scheme||||||33,133|29,602| |Neutering
on Branch Voucher Scheme||||||9,969|10,806| |Voucher Scheme and Charitable|Expenses|||||260|594| |Veterinary
Treatment
and Neutering||of Unowned||Animals||7,731|9,935| |Boarding and Food||||||4,606|3,759| |Wildlife||||||7,461|4,934| |Donations||||||3,501|22,869| |Branch Contribution
to RSPCA Headquarters|||and Region|||3,308|551| |||||||69,969|83,050| |Cost ofGenerating
Funds|||||4|20|17| |Governance
Costs and Depreciation|||||||| |AGM/Annual
Reports||||||214|297| |Administrative
Expenses||||||510|508| |Depreciation||||||117|117| |Insurance||||||577|525| |||||||1,418|1,447| |TOTAL EXPENDITURE||||||71,407|84,514| |NET MOVEMENT
IN FUNDS FOR THE||YEAR||||(10,620)|(19,848)| |TOTAL FUNDS Balance Brought|Forward|||||277,394|297,242| |TOTAL FUNDS Balance Carried|Forward|||||266,774|277,394| ## ## ||NOTE|2022|2021| |---|---|---|---| |||f|f| |FIXEDASSETS|||| |Tangible fixed assets|6|60|177| |CURRENT ASSETS|||| |Debtors|7|3,476|2,262| |Investment
Bank Accounts||255,000|286,047| |Cash at bank
—Current Account||15,732|20,364| |||274,208|308,673| |CREDITORS (falling due within 1year)|||| |Creditors||(7,494)|(31,456)| |NET CURRENT ASSETS||266,714|277,217| |NET ASSETS||266,774|277,394| |UNRESTRICTED FUNDS||266,774|277,394| ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## |EQUIPMENT||2022|2021| |---|---|---|---| |||E|E| |COST|||| |At 1January||469|469| |At 31December||469|469| |DEPRECIATION|||| |At 1January||292|175| |Charge for year||117|117| |At 31December||409|292| |NET BOOK VALUE|||| |At 31December||60|177| |DEBTORS|||| |||2022|2021| |||E|E| |Prepayments|and accrued income|2,563|1,263| |Other debtors||913|999| |||3,476|2,262| ## ## ## This page is intentionally blank