## **making life more inclusive**
**ANNUAL REPORT & FINANCIAL STATEMENTS : 2021-2022**
**2021-2022: OUR YEAR IN NUMBERS**
**367,000 people visited our information and support website pages**
**19,234 people got in touch with us for information, support and more via our contact centre We delivered 172 deaf awareness and sign language courses to organisations nationwide**
**NEARLY 50,000 ONLINE HEARING CHECKS COMPLETED 76% OF PEOPLE TAKING THE CHECK SAID IT WAS USEFUL**
## **CONTENTS**
## **01**
## **STRATEGIC REPORT**
- **06 Our vision for the future and our values**
- **16 Our plans for 22/23**
- **20 Our achievements and performance in 2021-2022**
- **34 Fundraising and engagement**
## **TRUSTEES AND DIRECTORS REPORT**
- **40 Administrative details: Trustees, senior staff**
- **44 Structure, governance and management**
**48 Risk management**
## **OVER 15,000**
**people signed our petition calling on the Government to make on-demand TV accessible with subtitles and signing**
**Our fantastic RNID Near You volunteers gave**
**5,237 HOURS of support**
**Your kind donations meant we could invest £1 million through our Discovery and Translational Grant research schemes to find new treatments**
**Our funding led to the successful pilot of a new genetic test that could save the hearing of hundreds of newborn babies a year**
- **52 Financial summary and review**
- **54 Statement of Trustees’ responsibilities**
- **56 Independent auditor’s report**
**02**
**60 Financial Statements**
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**FOREWORD**
**FOREWORD**
**A MESSAGE FROM OUR CHAIR AND OUR CHIEF EXECUTIVE**
**Ewen Stevenson** - Chair
**Mark Atkinson** - Chief Executive
## **WE**
started 2021-2022, like most other organisations, having weathered a difficult year negotiating what life in a pandemic looks like for our staff team, our delivery and – most importantly of all – the people we are here to support. Unlike most other organisations, we were simultaneously going through a root-andbranch transformation of our organisation. We completed the transfer of the majority of our care and support services to a new provider. Over the summer of 2021, we underwent a full restructure, reshaping our teams and our delivery model to be able to meet the bold ambition we have set out for the future of RNID. It was a year of change – and of challenging ourselves on what the most effective version of our charity would be.
In the world outside, COVID continued to dominate, as rules on interacting with our communities – and each other – changed frequently. Then, as the year drew to a close, the scale of the cost of living crisis became increasingly clear.
Our teams responded with creativity, empathy and passion for our cause, and we want to thank them for all they have done. Our delivery throughout this year of internal and external change has remained strong. We’ve provided highly-professional, much-needed support, information and connection for our communities, as well as a platform to keep the experiences of people who are deaf, have hearing loss or tinnitus part of our national conversations.
We ended the year in an extremely strong position. Our new structure is embedded, our strategy is clear and based on robust evidence and insight. We are ready to make a step-change in our reach and engagement across our four strategic programmes of inclusion, health, employment and research.
This year also marked the final full year that John Morgan acted as Chair for RNID, having led the Board of Trustees for over five years of significant transformation. As Chief Executive, and new Chair (since June 2022), we extend our profound thanks to him for his strategic leadership, insight and personal commitment to our work over this time. His impact has been huge, and the fact that we are looking to the future with such confidence and positivity is in no small part down to his
**‘It was a year of change – and of challenging ourselves on what the most effective version of our charity would be’**
stewardship of RNID. Our thanks go as well to Thomas McCarthy and Jacqueline Press, two other members of our skilled and supportive Board, who stood down this year.
without your support and, as times ahead look set to remain tough for many, that support has never been more needed.
We are excited to start delivering our new strategy, and connect with many more of the 12 million people in the UK today who are deaf or have hearing loss or tinnitus.
As we look ahead, we also want to thank every single one of our supporters – whether that support is financial, campaigning alongside us for change, or volunteering time to help deliver our services to those who need them most. We could not do what we do
We hope you will join us in that work. Together, we can build a society that is truly inclusive for everyone.
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## **STRATEGIC REPORT**
# **OUR VISION FOR THE FUTURE AND OUR VALUES**
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**RNID: OUR VISON FOR THE FUTURE**
**RNID: OUR VISON FOR THE FUTURE**
**2021-2022 was a transformational year for RNID: one of refocus and strategy development for the future. The Trustees led the charity through the major change and restructuring necessary to rebuild RNID into a strong, stable organisation and reclaim our place as the only national charity here to make life inclusive for the 12 million of us who are deaf or have hearing loss or tinnitus.**
# **A STRONG CHARITY FOR THE FUTURE**
We are now ready to deliver impact on a scale and in a way that fits our communities’ needs; maximising our public benefit. Our new strategy, developed over three months this year, with support from industryleaders New Philanthropy Capital, is grounded in insight and evidence. This positions us for a future where our reach and our ability to change lives can grow quickly.
RNID is now a modern and fully digital charity, with our staff working from home. This allows us access to a UK-wide talent pool, and to be connected to our communities wherever they are. The whole charity also comes together three
times a year for residential in-person summits to celebrate success, share plans, learn together and strengthen our personal connections. Internally, our new structure is a ‘matrix’: four strategic programmes, supported by diverse teams of skilled professionals working across different projects. This allows us to be efficient and effective in making sure we have the right people concentrating on our priorities, and in how we learn and respond.
Having come through some financial instability, we’re confident that our operating model is now secure, and our approach to income generation will assure our sustainability in the short, medium and long term.
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**RNID: OUR VISON FOR THE FUTURE**
**RNID: OUR VISON FOR THE FUTURE**
## **LOOKING AHEAD: OUR STRATEGY**
We are passionate and ambitious about the impact we want to make for the 12 million people in the UK who are deaf or have hearing loss or tinnitus. Our new strategy is based on four programmes of work to bring about tangible change (see page 11). Each is founded on comprehensive analysis of what needs to change and how, informed by knowledge of our diverse communities and their needs, combined with evidence, insight and data from a wide range of sources.
These four programmes form the four strands of our overall strategy: not separate but integrated, and all underpinned by a connective way of working.
**‘Our new strategy is based on four programmes of work to bring about tangible change for our communities’**
We have simplified how we engage with our diverse communities with information and support accessible in a way that suits each individual’s needs and preferences: RNID Online, Contact RNID, and RNID Near You. Our evolving digital capacity means we can reach more people than ever before while still offering faceto-face support, delivered through our dedicated volunteer networks, for those that want it.
Over 2021-2022, we developed the clear vision and goals that will direct the work of RNID for the next five to ten-plus years. We have mapped out in detail the work for the year ahead, to allow us to ensure our commitments are clearly resourced and consistent with our capacity. We are confident that this work has put us in a strong position to start delivering on our plan, building our national reach and impact and connecting with many more of the communities we are here to support.
**INCLUSION:** People who are **HEALTH:** Looking after your deaf, have hearing loss or hearing health needs to be tinnitus should be able to go high on the national agenda. about life enjoying access to We will help more people the same information, spaces identify their hearing loss and services as anyone else. early on, and help them to That is not the case now. take action sooner. We will We will work to make life fully make sure everyone can get inclusive for our communities, the benefits of high-quality and transform public audiology care and treatments understanding and attitudes (such as hearing aids) when in the process. they need them. And we want to strip out the barriers our people face in getting access to healthcare of all kinds.
**EMPLOYMENT:** One in five **RESEARCH:** We want to working age people in see a step-change in what the UK are deaf, or have is possible by getting hearing loss or tinnitus: more medical researchers that’s a huge amount of discovering and developing talent and skill that’s all new treatments for hearing too often left untapped loss and tinnitus. We will by employers. We will help involve our communities leaders understand how to every step of the way and recruit and support people help them demand better into their organisations, and treatments. help them excel when they get there.
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**RNID: OUR VISON FOR THE FUTURE**
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## **OUR PUBLIC BENEFIT**
Our new digital-first strategy means we will grow our reach significantly in the next few years, and this will further strengthen our public benefit.
**RNID is a charity which exists to improve the lives of the one in five people in the UK who are deaf or have hearing loss, and the one in eight who have tinnitus, as well as the wider public.**
Even as we established our new strategic themes in 2021–2022, our new strategy was already growing the impact we create for our communities. For example:
• In our inclusion programme, we continued to push for high-quality subtitled content across on-demand TV (see page 28)
• In our health programme, nearly 50,000 people took our online hearing check (see page 23)
• In our employment programme, we carried out 167 workplace assessments (see page 32)
• In our research programme, our funding generated scientific knowledge published in 29 research papers - bringing better treatments closer (see page 30) This report highlights our other key activities and plans, and demonstrates the impact the charity has had UK-wide for our communities.
2022 Annual Report & Financial Statements | **13**
**RNID: OUR VALUES**
**RNID: OUR VALUES**
## **A VALUES-LED ORGANISATION**
As part of our organisational transformation, RNID has agreed a set of values based on existing cultural principles set out by the Board of Trustees. These values will guide how we make decisions and how we communicate – both internally and externally. Staff at all levels of the organisation have been involved in exploring what our values mean for how we work, from setting individual performance objectives to guiding how we communicate with our diverse audiences.
## **PASSIONATE**
**We’re passionate about our purpose, and dynamic and ambitious about making change happen.**
## **CONNECTED**
**We’re naturally collaborative with colleagues and partners, and deeply connected to our communities.**
**CURIOUS We’re innovative, outward looking and open-minded in everything we do.**
**OUR INSIGHTFUL We’re grounded in evidence and insight, meaning we’re confident in who we are and what we do. VALUES**
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OUR
PLANS
FOR
22/23
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**RNID: OUR PLANS FOR 22/23**
**RNID: OUR PLANS FOR 22/23**
## **LOOKING INCLUSION:** community **AHEAD:**
- Design and launch an online community
- Create and publish guidance on accessible and mainstream technology
- Mature our charity’s approach to insight and evidence by defining and promoting RNID’s approach to gathering ‘better data’
**OUR PLANS FOR 2022–2023**
- Plan how to improve public understanding and awareness.
**Our work in the coming year will be focused around the four areas of our new strategy, aiming to use our charity’s resources to bring maximum benefit to the 12 million people in the UK who are deaf or have hearing loss or tinnitus.**
## **EMPLOYMENT:**
- Engage with industry to influence change in the workplace
- Carry out research with employers to identify what resources they need to become fully inclusive
- Influence the Government to improve support for employers.
## **HEALTH:**
- Design and launch a behaviour change campaign to encourage people to take action on hearing loss
- Design a multi-year programme to improve the audiology pathway by focusing on remote appointments and access to national hearing checks
- Understand current access to mental health services and agree an approach.
## **RESEARCH:**
- Establish a Research Network to involve our communities in research, so that new treatments meet their needs
- Engage the public with our research to raise awareness
- Connect researchers to the support they need to develop new treatments through our Hearing Therapeutics Initiative
- Continue to fund worldclass research and increase the number of scientists working in this field to bring treatments closer.
## **WE WILL ALSO…**
Trusts team from smaller, local service-led fundraising to larger social impact **SUPPORT FROM RNID:** funding linked to our • Continue to improve the programmes of work information and support • Relaunch our Corporate on our website through Partnerships programme, RNID Online
- Relaunch our Corporate Partnerships programme, developing relationships with the commercial sector focused on engaging partners with our strategic programmes.
- Promote our new
- contact centre, giving our communities clear and easy routes to Contact RNID
- Grow the number of RNID Near You volunteer-run services.
## **REACH AND ENGAGEMENT:**
- services. • Map out an ambitious, achievable communications
- **INCOME GENERATION:** strategy to outline our key • Work to develop new audiences, and set targets fundraising propositions on reach and engagement centred around the charity’s for the next one to three cause and test them with years. our communities
## **DATA AND INSIGHT:**
- Refresh and relaunch our Events and Community work, engaging younger audiences with an exciting programme of activity
- Ensure RNID is one of the UK’s leading sources of insight and evidence about our communities through our Better Data project.
- Move the focus of our
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**OUR ACHIEVEMENTS AND PERFORMANCE - IN 2021 2022**
**2021-22 has been a year of change for RNID – but that has not slowed down our delivery of valued services, information and support. Throughout our shift from old to new strategy, our teams have continued to make a positive difference to the lives of people in our communities.**
**This section of our report focuses on our delivery and our impact under a series of broad themes through this transitional year.**
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**RNID: OUR ACHIEVEMENTS AND PERFORMANCE IN 2021-2022**
## **SUPPORT FROM RNID: RNID ONLINE, CONTACT RNID & RNID NEAR YOU**
**Our ambition is to be able to give our communities access to the same high-quality information and support wherever they are, and however they would like to receive it. In 2021-2022 we have made huge strides towards this. Whether people prefer to go online to our website, to contact us directly, or to visit our volunteer-run drop-in services, we want to deliver seamless support to everyone who needs it.**
and information on benefits, technology and assistive devices, and communication tips.
## **RNID ONLINE**
Early indications are that people have reported taking action since completing the check, with some going on to get hearing aids – and an improved quality of life.
This year marked the start of an ambitious and radical push towards becoming the digital-first charity we aspire to be. Over the year, we significantly expanded our digital capability with recruitment from across the UK and also released our first public digital blueprint for action, with a focus on delivering new initiatives and services.
We also unlocked the power of automated journeys for the first time; for example, to apply for a job, to access a gift in wills pack, or to download our ‘Tinnitus Guide’. Automation has freed us from manual processes and unlocked new possibilities, which we are continuing to explore.
We also released ‘Get support online’, a ‘triage’ tool to help people get the most relevant information and support online. Almost 4,000 people have used this website tool, and we are already gathering useful insight from it (for example, that digital support for hearing aids is a popular feature). We are expanding on this in the coming year to improve it further and to support the delivery of hearing aid maintenance by our volunteers in-person.
We launched the first iteration of our new online hearing check – a threeminute test giving users an indication of whether they are likely to have hearing loss or not. There were almost 50,000 checks completed as the year closed, with one in four people who were given the result of possible hearing loss going on to download a certificate to take to their GP. The check was rated ‘useful’ by 76% of users.
We began early work on launches for later in 2022, including a preparation phase for our new online community and exploring how we might deliver deaf awareness training digitally.
We also prototyped a new research library, which will allow all of our research and user insights to be made publicly available in the most accessible way.
The information and support pages of the new RNID website attracted 367,000 users in the 2021-22 period. The most visited pages were the online hearing check
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**RNID: OUR ACHIEVEMENTS AND PERFORMANCE IN 2021-2022**
**RNID: OUR ACHIEVEMENTS AND PERFORMANCE IN 2021-2022**
## **CONTACT RNID**
A couple of weeks later, I collected my hearing aids and I was surprised to hear old and new sounds.
Over the course of 2021-2022, we planned and launched a new contact centre. Now, all our supporters, service users and other stakeholders have a single point of contact for their questions and queries, replacing several previous points of contact.
**TAKING A NEW ROAD: DAVE’S STORY** report to my GP surgery. A few weeks later, I was called in for a hearing test and a tuning **“** fork was stuck on top of my head. Surprisingly, I could only feel the vibrations on one side and I was referred to an audiologist. It was something of a shock when I was told that I had **I** hearing loss in both ears – as well as tinnitus. initially noticed a buzzing noise in my ears when I was working as a coach driver in Europe (I’m now retired). It gradually became louder and it began to take over my life - I found that I needed the volume on the TV turned up, I had problems hearing conversation and the sound was getting louder at night.
I can now hear quiet conversations, I can enjoy the TV or radio at sensible levels, and I no longer have any excuse for ignoring my wife whilst driving. It is nice to have lost the tinnitus that blighted my life for over four decades, and to now hear the birds and the sounds of my grandchildren playing.
Our team can be reached through phone calls, live chat, emails, social media, SMS or BSL video call. It means that people can get trusted, personalised and exceptional support when they need it – and in whatever way is most accessibe for them.
**‘It was nice to be given answers to questions and not just given a fact sheet. It felt more specific to my predicament. I had a very thorough, independent response which I am very grateful for”**
I no longer have to ask people report to my GP surgery. A few to repeat themselves. I am weeks later, I was called in for starting to revisit my old hobby a hearing test and a tuning of model building, as I find I can fork was stuck on top of my concentrate for longer periods head. Surprisingly, I could only now the distracting tinnitus feel the vibrations on one has been negated. side and I was referred to an audiologist. For anyone considering
For anyone considering supporting RNID, your donation could make a significant difference to someone, like me, with hearing loss.” **19,234 TOTAL NUMBER OF INTERACTIONS**
**Phone calls 6,276 Live chat 3,945 Emails 8,640 Social media 233 SMS 133**
After years of being told there was nothing wrong with my hearing, I decided to try RNID’s online hearing check. I was surprised at the result and I forwarded a copy of the
**BSL video call 7**
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**RNID: OUR ACHIEVEMENTS AND PERFORMANCE IN 2021-2022**
**RNID: OUR ACHIEVEMENTS AND PERFORMANCE IN 2021-2022**
## **RNID NEAR YOU**
and volunteers delivered remote support and socially-distanced sessions to help people make the most of their hearing aids and manage their hearing loss effectively. Our social groups continued to provide opportunities for people to connect virtually throughout the year.
Throughout 2021-2022, our local services across the UK adapted to continue to support our communities in person throughout the COVID pandemic. More than 3,000 people accessed our services every month, which provided vital support and social interaction at a difficult time for many.
In Northern Ireland, our tinnitus services delivered tinnitus management and awareness courses online, and one-to-one support
Hearing aid support remains one of our most popular services, and staff
## **A SERVICE TO RELY ON: JANE’S STORY**
**Jane** [not her real name] with Jane to understand is 97, and lives on her own the factors that were near the England/Wales causing her such distress. border. She is reliant on We were able to support hearing aids, but, during her to get a speedy new the pandemic, Jane assessment with her local became unwell, which led audiology department, to her feeling isolated and which led to some brand lacking in confidence. She new hearing aids that she was also unable to get help says have made ‘the world or repairs for her hearing of difference’ to her. She aids at her usual clinics. now has the confidence In her words, she ‘felt that she can rely on RNID forgotten’, and was getting Near You to help her increasingly frustrated. maintain her aids, and she knows who to call and what Our RNID Near You team to say to get the help and had many conversations support she needs.
**“Coming here meant that I could get my aids cleaned and re-tubed ready for Christmas and so I didn’t miss anything with my grand and greatgrandchildren”**
through phone calls, emails and video calls throughout the year. The Middlesbrough Deaf Centre reopened in summer 2021 with seven out of ten of our volunteers returning to support the service. Across the country, our fantastic volunteers provided us with 5,237 hours of support over the year.
Accreditation is important to us and, in Northern Ireland, we successfully renewed our Investing in Volunteers quality standard accreditation. In 2022, we will be working towards renewal of our accreditation in Scotland and our first accreditations in England and Wales, aiming to achieve UK-wide accreditation.
## **TRANSITION SERVICES**
RNID is clear about where we want to focus our work in the future to reach as many people as possible with the services we are best placed to deliver. That means that some services, while hugely valuable, are in the process of transferring to other providers, or closing. Throughout this process, we continue to deliver high-quality direct services to individuals.
## **LIVE WELL**
Our Live Well with Hearing Loss service in Wales provides volunteer-led befriending, advice and guidance and an at-home service. It empowers people who are deaf, have hearing loss or tinnitus to make informed choices, live well and feel less isolated.
We adapted the service to support people both remotely and face-to-face, enhancing our accessibility and extending our reach. We delivered training via webinars to over 90 people, including service users, third sector organisations and statutory services.
|n 2021-22, we supported 1,422 people and provided 1,721 interventions. Everyone who answered our evaluation question agreed they now had the information they needed to make informed decisions about their hearing loss.
## **EMPLOYMENT**
Our employment support services provide person-
**“As volunteers, we really enjoy our ‘work’ helping people to get the best out of their hearing aids which, if not regularly maintained, do not function as effectively as they could... We know we perform a vital service for people and we willingly give up our time to help.”**
51 accredited qualifications or work-related certificates.
centred support for jobseekers and employees or work-related certificates. who are deaf or have hearing loss. We also work with **SENSORY SERVICES** employers to ensure their Our commissioned recruitment processes are sensory services accessible. We enrolled 52 provide assessment, new people onto our projects rehabilitation, training this year, while continuing to and specialist support support existing clients (both to help people with remotely and face-to-face) hearing loss, sight loss through over 1,200 one-toor dual sensory loss live one support sessions. Despite independently and well. the difficult labour market Over 2021/22, we conditions, we secured have supported people employment for 15 people and through a total of 23,526 supported participants to gain interventions.
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**RNID: OUR ACHIEVEMENTS AND PERFORMANCE IN 2021-2022**
**RNID: OUR ACHIEVEMENTS AND PERFORMANCE IN 2021-2022**
## **POLICY AND CAMPAIGNING WORK**
more content accessible to all. The petition reached over 15,000 signatures in 2021/22 and we planned a joint hand-in to the Government with RNIB, who ran a parallel petition focusing on audio description.
**Over 2021-2022, we worked to ensure that RNID has the campaigning and influencing skills to move and motivate governments, regulators, funders and businesses that are key to creating an inclusive society for our communities. Three campaigns formed the core of our work over the year.**
In autumn 2021, an incident at Red Bee Media resulted in the loss of subtitles on TV channels for several months, particularly Channel 4. RNID called on Channel 4 to fix these problems as soon as possible, and met regularly with them to discuss the impact on our communities. We contacted senior Channel 4 representatives, and took an active role in keeping audiences informed through our own channels as well as the media. As a result, Channel 4 provided updates in BSL and included updates on TV, ahead of shows that would
**SUBTITLE IT!** interpretation, which meant a In November 2021, we launched lot of on-demand TV was not a petition calling on the accessible. RNID changed the Government to finally make onlaw so that the Government demand TV more accessible can now set these targets, but for viewers who use subtitles this law is yet to be put into or signing. Before 2017, there action. The petition calls on were no targets for how the Government to enact the much content should include Digital Economy Act 2017 and subtitles or sign language compel broadcasters to make
In November 2021, we launched a petition calling on the Government to finally make ondemand TV more accessible for viewers who use subtitles or signing. Before 2017, there were no targets for how much content should include subtitles or sign language
be available later on-demand, with subtitles. They also committed to subtitling all content on All 4 by the end of the year, to double their signing provision on Channel 4 and E4 from 5% to 10%, and increase the number of boxsets on All 4 that are available in sign language. We continue to meet with Channel 4 to raise any ongoing issues brought to our attention.
In January 2022, Ofcom confirmed that despite the incident, overall, Channel 4 had still managed to meet the subtitling quotas for linear TV. However, Channel 4 fell short of its subtitling quota on Freesat. Ofcom is now launching an investigation into this and how far Channel 4 promoted awareness of the availability of its access services during the crisis. While we are disappointed by this, we are eager to keep working with Channel 4 to make this a priority in the future.
## **BSL ACT NOW**
By working collaboratively with other deaf organisations, led by the British Deaf Association, we successfully campaigned for the BSL Act 2022 to give legal recognition to British Sign Language (BSL). For a number of years, we have worked with organisations across our sector to promote this need. As a result, the BSL Bill was introduced into the House of Commons in January 2022 and passed its second reading
with unanimous support from MPs. The Bill continued its passage through both the House of Commons and House of Lords, receiving Royal Assent and becoming law in April 2022. As well as offering legal recognition to BSL, the Act will also require each government department to report on how accessible they make information to BSL users and to issue guidance on how they should serve and support the Deaf community.
with unanimous support from service will be created to MPs. The Bill continued its allow BSL users to contact passage through both the 999 in their first or preferred House of Commons and language. We used a House of Lords, receiving Facebook group to build a Royal Assent and becoming support base of around 4,000 law in April 2022. As well as people – most of whom are offering legal recognition to Deaf BSL users – to make our BSL, the Act will also require case to the regulator. This led each government department to the introduction of a new to report on how accessible requirement for a video relay they make information to BSL service to be introduced for users and to issue guidance 999 emergency calls. Through on how they should serve and our consultation responses support the Deaf community. and engagement with Ofcom, we have been able to ensure **BSL 999 CONTACT** that the new service will meet As a result of a campaign the needs of Deaf BSL users. we ran with SignHealth, the We are delighted that BSL 999, telecoms regulator, Ofcom, funded by telecoms providers, has announced that a new went live on 17 June 2022.
**“If more on-demand content had subtitles, I would have the freedom to choose what and when I want to watch; just like everyone else. I could enjoy more time watching TV with my family without struggling to find something we all like, which also has subtitles.” - Michelle Hedley**
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**RNID: OUR ACHIEVEMENTS AND PERFORMANCE IN 2021-2022**
**RNID: OUR ACHIEVEMENTS AND PERFORMANCE IN 2021-2022**
## **RESEARCH**
**We know that many of the one in five people who are deaf or have hearing loss, and the one in eight who have tinnitus in the UK want better treatments to prevent hearing loss, improve hearing and silence tinnitus. Our research work aims to bring about these treatments as fast as possible.**
- Discovery of a compound by researchers at the University of Sussex that could lead to a drug able to prevent the damage to hearing caused by a commonly used antibiotic.
## hearing loss.
We are funding cutting-
edge medical research and connecting academia and industry, to ensure there is a strong pipeline of research moving new treatments into and through clinical trials. We are also increasing the number of researchers working on the discovery and development of treatments through our PhD and Fellowship schemes.
The new test means these babies can be rapidly identified and given an alternative antibiotic. Our funding helped to kickstart the development of this test.
- Development of a cellular model of the human middle ear that can be used to discover and test treatments for middle ear infections.
Our research funding has allowed 29 new research papers to be published during the year, sharing new discoveries, including:
Thanks to your generous support, in total we invested £1 million through our Discovery and Translational Grant research schemes, supporting the discovery and development of new treatments. We also invested £300K in our Future Leaders programme, supporting a
A new genetic test was successfully piloted in the NHS that could save the hearing of hundreds of babies a year. Premature babies are often treated with a class of antibiotic that can cause hearing loss. Around one in 500 babies carry a gene that makes them particularly susceptible to this type of
• Identification of a gene by researchers at King’s College London needed to maintain the structure of sensory hair cells that are vital for hearing. This research provides clues that could lead to treatments to prevent some types of hearing loss.
Our recommendations were shared with the community in a workshop report.
- 27 organisations Our recommendations approached the were shared with the syndicate, resulting in 18 community in a workshop connections being made, report. eight new collaborative • We mapped the grant proposals being pipeline for hearing submitted, and one new therapeutics, project underway in New identifying more than Zealand that could lead 80 treatments in to a new device to deliver development and gaining therapies to the inner ear. a better understanding
- • We organised a workshop of the challenges faced in bringing industry and developing treatments. academia together to We published this identify the key obstacles insight in the ‘Drug standing in the way of Discovery Today’ journal.
cohort of 13 PhD students and six Fellows. We hope many will go on to establish their own research groups working on developing better treatments in the future.
In partnership with the Medicines Discovery Catapult, we continued to deliver the Hearing Medicines Discovery Syndicate which aims to rapidly connect researchers to the expertise and infrastructure they need to advance the development of treatments for hearing loss and tinnitus. Through the year:
- We organised a workshop bringing industry and academia together to identify the key obstacles standing in the way of developing treatments and opportunities for collaborative solutions.
**“Cochlear implants have literally changed all our lives – not just Jenson’s, but the whole family’s – for the better. It’s the best decision we’ve ever made. Hopefully, with more research, they will become even more effective. At the moment we are constantly reminded that even implant users will miss chunks of sound, especially in busier environments. I’d love the technology to reach a point where you can hear 99% of a conversation.”**
**-Athena, Jenson’s mum**
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**RNID: OUR ACHIEVEMENTS AND PERFORMANCE IN 2021-2022**
**RNID: OUR ACHIEVEMENTS AND PERFORMANCE IN 2021-2022**
## **OUR WORK WITH EMPLOYERS AND INDUSTRY**
assessments to help employees overcome barriers in the workplace, supporting the employer to demonstrate good practice, quality, and diversity within their organisation. We delivered 172 deaf awareness and sign language courses to organisations, increasing the confidence and skills of thousands of individuals in communicating with people who are deaf or have hearing loss. Our trainers, who are deaf or have hearing loss themselves, help people to identify barriers and solutions to improve accessibility and also demonstrate a range of communication techniques such as lipreading and basic sign language.
**Working with industry and employers has long been a key component of RNID’s activity. Employment is one of our four strategic programmes that will guide all our work over coming years.**
Over the course of 2021-2022, accessibility services including we pulled together existing communication support, strands of work aimed at training and workplace employers to help build the assessments. We provided platform for our new strategic assistive technology solutions focus - including workplace and induction loops to our assessments, providing communities by working in communications support, partnership with Connevans working with tech companies, and Contacta, both leading and building up our corporate suppliers in the technology partnerships to help make market. Our services have change happen. helped organisations to understand the barriers faced **WORKPLACE** by people who are deaf or have **ASSESSMENTS AND** hearing loss and has allowed **COMMUNICATION SUPPORT** them to support, inform and Throughout 2021-2022, we connect with our communities. supported organisations and employers by delivering We carried out 167 workplace
**WORKPLACE ASSESSMENTS AND COMMUNICATION SUPPORT** Throughout 2021-2022, we supported organisations and employers by delivering
Our team provided more than 9,000 people who are deaf or have hearing loss with communication support including British Sign Language/English Interpreters
and translators, lipspeakers, notetakers, speech to text reporters and interpreters for deafblind people. Operating 24/7, 365 days a year, we work with over 600 fully qualified communication professionals and support clients such as the NHS, banking and retail to open up access to services.
## **CORPORATE PARTNERSHIPS**
In 2021-22, we partnered with Smart Energy GB to demonstrate to our communities the benefits of smart meters. Following the success of this short-term relationship, and given the current cost of living crisis and its potential impact on people who are deaf, have hearing loss or tinnitus, we are working towards a second partnership later this year. With the development of our four strategic programmes, we are also building a portfolio of exciting opportunities for corporate organisations to sponsor campaigns, to become more inclusive, and to help raise crucial funds for the communities RNID exists to support.
## **TECH COMPANIES**
We continued to develop relationships with technology partners to help improve the accessibility of everyday devices and software. There is an increasing demand from big brand corporates to help them become more accessible to their customers and employees.
**“Working with RNID has been a very worthwhile and rewarding process. Our employee was very impressed with the assessor and felt completely supported and listened to, and the deaf awareness training helped them become part of our team.”**
**– Hazel Evans, Carers Trust**
## **SAMSUNG**
can help people who are deaf, have hearing loss or tinnitus with accessibility in their homes, as well as how accessibility features of services like video streaming can continue to improve.
Over 2021-2022, we worked with Samsung to better understand people’s experience of using their earbuds as a device to manage hearing loss. While there are some useful features to enhance the audio experience, our research found that there is currently limited benefit of using hearables like this to manage hearing loss. We are continuing to work with Samsung to ensure people have the right information when choosing to use such devices.
## **BLUETOOTH**
We are continuing to work with the Bluetooth Special Interest Group to ensure the new Bluetooth Low Energy (BLE) solution for people with hearing loss is easy to access and use, as well as safe. Potentially transformative new products are planned to come into the market later this year. This includes broadcast audio, where people can use Bluetooth to receive public broadcast messages as well as private audio streaming.
## **AMAZON**
We have been working with Amazon to better understand how their smart home devices
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2022 Annual Report & Financial Statements | **33**
**RNID: FUNDRAISING AND ENGAGEMENT**
## **FUNDRAISING & ENGAGEMENT**
**FUNDRAISING:**
modest while we worked to adapt to the situation that dominated the financial year. Against this backdrop, it is important we recognise the incredible generosity of our loyal supporters, donors and members. Thank you all for your incredible support.
## **ACHIEVEMENTS AND PRACTICE**
Like the rest of the UK charity sector, our fundraising teams continued to work hard through 2021-2022 to adapt to the effects of COVID and the restrictions that have impacted us all. The pandemic has continued to supress income at RNID and investment remained
Over the year, RNID has developed a new fundraising strategy, designed to diversify
the income we generate and deliver year-on-year growth moving forward. We have outlined an ambitious vision for the future of income generation, supporter engagement and integrated working across the charity. We will align our fundraising propositions and products with RNID’s new strategy, focusing our programme on partnership working and our cause, and investing in the growth of our supporter base. This will enable us to support RNID as we grow, delivering more impact, and helping more people than ever before.
## **FUNDRAISING HIGHLIGHTS**
In 2021-22, our income from donations and legacies was £9.9m, a decrease from the previous year (2020-21: £11.2m). This reduction in income (from our mass market fundraising programme) was anticipated and planned for.
Legacy income for 202122 was £7.3m (2020-21: £7.1m). RNID is incredibly grateful to everyone who has
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2022 Annual Report & Financial Statements | **35**
**RNID: FUNDRAISING AND ENGAGEMENT**
**RNID: FUNDRAISING AND ENGAGEMENT**
remembered us in their will. It is the generosity of people who choose to give in this way that continues to have a huge impact on the work we do to support people who are deaf, have hearing loss or tinnitus. Legacy performance has been depressed over the last two years due to the impact of the pandemic, which has caused fluctuations in the UK housing and stock markets
and issues with the probate process, slowing down estate administration. We were also able to generate £3.0m through public fundraising activity in 202122 (2020-21: £2.9m). This growth in income has been driven through our High Value fundraising programmes, which raised £793k (202021: £685k). The growing generosity of individuals, trusts and other partners
**“I run for me. I run to support the deaf community and to show some boundaries can be overcome. I run to support RNID – as they support people like me.”**
**James from the Isle of White, London Marathon runner.**
who choose to support us in this way is having an increasing impact on the lives of the people we exist to support. Over the coming years, growing income from these audiences will be a key strategic focus for RNID.
We have seen a dramatic increase in the number of people contacting our helpline, searching our website for advice and support and viewing our online information sessions. Generous grants from charitable trusts and foundations have supported the vital work of our Information Helpline, which now sits within Contact RNID (see page 23), and helped us to expand our digital reach. We have also continued to receive vital grants from trusts and foundations towards our essential medical research programme.
Despite the ongoing impact of COVID delaying investment in the area, mass market fundraising activity raised £2.2m (2020-21: £2.3m). This decline was largely driven by a reduction in income from cash appeals; a trend seen across the UK charity sector following an increase in income through these kinds of activity during the first year of the pandemic. We also saw an anticipated decline in income through our regular giving programme, where investment was delayed. Over the coming years, growing this area of the programme will be a priority for the team.
At the end of the 2021-22 financial year, we began to test new methods to engage new audiences and recruit regular giving supporters, such as RNID’s new Tinnitus Guide. These have proved to be incredibly popular with our communities and these initial results are encouraging as we work to deliver income generating activity which is more aligned to our cause.
We are also incredibly grateful to the people who took part in, and organised, events supporting RNID in 2021-22. We continued to see this part of our programme transition towards people supporting us in new ways. Virtual events like Challenge RNID will form an important part of our plans for a more flexible, innovative approach to community and events activity in the future.
## **FUNDRAISING CONTROL AND REGULATION**
We continue to be members of the Chartered Institute of Fundraising and of the Fundraising Regulator and follow their standards and guidelines (including the Code of Fundraising Practice), as we strive to achieve best practice in all we do. We are also regulated, and audited, by the Gambling Commission.
We regularly review our processes and procedures to ensure we, and everyone we work with, provide our supporters with the best
possible experience and consistently uphold the highest ethical standards.
ensure that contracts are set up to comply with current regulations and with RNID’s own policies and practices. Existing contracts are also regularly reviewed to ensure they continue to meet our high standards.
## **USE OF AGENCIES AND THIRD PARTIES**
Like many charities, we work with carefully selected professional fundraising agencies for telephone fundraising.
We have clear controls in place to monitor our partners’, and our own, performance. This includes mystery shopping, random call monitoring, and close monitoring of feedback to identify and resolve the causes of any issues that people may experience and to make sure that everyone who works with us to raise funds complies with our high standards. We do not use agencies for street fundraising.
We also work with agencies to help us process responses to appeals and donations received, to print and mail items on our behalf, maintain our supporter database, and help us monitor the effectiveness of our fundraising activities.
We work with any newlyappointed agencies to
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2022 Annual Report & Financial Statements | **37**
**RNID: FUNDRAISING AND ENGAGEMENT**
**RNID: FUNDRAISING AND ENGAGEMENT**
offer everyone we contact simple ways to opt out of any further communication.
## **MANAGING SUPPORTER COMMUNICATIONS**
seriously. Members of our Contact RNID team are all trained to respond sensitively and appropriately to any individual showing signs of distress, confusion or vulnerability.
Many of our supporters want to know how their donations are supporting our work and how they are making a difference to the lives of people who are deaf, have hearing loss or tinnitus.
We continue to ensure that our processes are developed and implemented in line with the Fundraising Regulator’s code of practice and, where required, we update our processes so that they continue to be compliant.
We also have contracts and controls in place to ensure all agencies that may come into contact with vulnerable people treat them in line with our policies and values.
Keeping our supporters’ best interests in mind, we offer people the choice of whether they would like us to keep them up-to-date with our work, telling them how they have helped, and how they can continue to help, in the future.
We do not sell or exchange lists of data with any other charities or companies for their marketing or fundraising purposes.
charities or companies for This year, we also developed their marketing or fundraising a new ‘Supporters in purposes. Vulnerable Circumstances’ policy. This provides up-to- **PEOPLE IN VULNERABLE** date guidance to staff and **CIRCUMSTANCES** third-parties on how we We take our responsibility define and identify a person towards supporter care and who may be vulnerable, and to vulnerable people very outlines the processes we
We offer new supporters the opportunity to choose how we communicate with them and for what purpose. We also
**“We are so lucky to have a magazine which presents our world so sensibly and so helpfully – and in such an entertaining way. Keep up the great work and thank you RNID!” Kay from Birmingham, RNID Member**
have in place to help support them.
**COMPLAINTS** We take every complaint we receive seriously and make **OUR** sure that we investigate fully and respond promptly. For the 12 months to 31 **THANKS TO:**
For the 12 months to 31 March 2022, we received ten fundraising-related complaints, largely focused on issues with people’s membership and problems with payments. These have all now been resolved. We received no official complaints via the Fundraising Regulator. Over the same period, we received 28 complaints relating to our commercially traded services. These were largely focused on payment issues and the delivery of communication services; they have now been resolved.
**the many organisations and individuals who have supported us... including those who want to remain anonymous.**
**Major donors: Prof Elizabeth Russell**
**Jeff Horne**
**Mr and Mrs John Walton**
**Mr and Mrs Keith Butler Wheelhouse Mrs Nicolette Richards Mrs Margaret Starkie Dr Roger Allport**
In order to ensure that we provide the best level of service to the people who support our work, we regularly monitor the level and nature of feedback that we receive.
**Trusts/foundations: The Exilarch’s Foundation The Galanthus Trust**
## **OUR COMMITMENT**
We will continue to monitor all our fundraising activities closely to ensure they are performed to the highest standards and reflect the wishes and preferences of all our generous supporters. We welcome any feedback or comments people may have. To get in touch by post or email, see the last page of this report for contact details.
**Corporate partners: Smart Energy GB**
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2022 Annual Report & Financial Statements | **39**
## **TRUSTEES AND DIRECTORS REPORT**
- **ADMINISTRATIVE DETAILS, FINANCIAL SUMMARY, TRUSTEES RESPONSIBILITIES AND AUDITOR’S REPORT**
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2022 Annual Report & Financial Statements | **41**
**RNID: ADMINISTRATIVE DETAILS: TRUSTEES, SENIOR STAFF**
## **ADMINISTRATIVE DETAILS: TRUSTEES, SENIOR STAFF**
## **TRUSTEES**
The following table provides details of all Trustees who were in place during the financial year until the point at which these accounts were signed in September 2022, and their membership of the committees as at the date of signing:
|**Name**|**Resource**
**Commitee**|**Nominations**
**commitee**|**Audit**
**Commitee**|
|---|---|---|---|
|John Morgan (Chair,
stood down in May2022)||Chair||
|Ewen Stevenson (Chair,
from June 2022)||||
|Claire Bailey (Treasurer)|Chair|||
|Lindsay Foster (Vice-chair)|||Chair|
|Dr. Brian Caul||||
|Gideon Hofman||||
|Gill Budd(from June 2022)||||
|Julian Meekings
(from June 2022)||||
|Nick Waring||||
|Ita Murphy||||
|Sally Harris||||
|Thomas McCarthy (stood
down in November 2021)||||
|Jacqueline Press (stood
down in November 2021)||||
## **EXECUTIVE GROUP**
The Trustees delegate the implementation of policies and the day-to-day management of the charity to the Chief Executive who is assisted by the Executive Group, the charity’s key management personnel. The Executive Group in place during 2021-22 are:
- **Mark Atkinson**
- Chief Executive
- **Harriet Oppenheimer** – Deputy Chief Executive and Director of Strategy and Impact
- **James Abbott** – Director of Performance and Corporate Services and Company Secretary
- **Ralph Holme** – Director of Research and Insight
- **Tim Willett**
- Director of Funding and Innovation (stood down December 2021 – replaced by Nick Radmore )
- **Steve Maiden**
- Executive Director of Governance Risk and Assurance (stood down May 2021)
- **Noelia Fernandez** - Executive Director of People (stood down August 2021)
## **PRINCIPAL PROFESSIONAL ADVISERS SOLICITORS**
Bates Wells Braithwaite – 10 Queens Street Place, London, EC4R 1BE
**INDEPENDENT AUDITORS** Crowe UK LLP – 55 Ludgate Hill, London, EC4M 7JW **BANKERS**
Lloyds Banking Group – 10 Gresham St, London, EC2V 7JD
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2022 Annual Report & Financial Statements | **43**
**RNID:STRUCTURE, GOVERNANCE AND MANAGEMENT**
**RNID: STRUCTURE, GOVERNANCE AND MANAGEMENT**
## **STRUCTURE, GOVERNANCE AND MANAGEMENT**
## **STRUCTURE**
again in the future depending on its operational activities.
RNID is a trading name of the charitable company limited by guarantee, the Royal National Institute for Deaf People (RNID), registered in England and Wales No.454169. It is registered as a Charity (No.207720 in England and Wales and SC038926 in Scotland).
The Board of Trustees is responsible for the overall governance of RNID. The Board has a maximum of ten Trustees at one time. All Trustees are appointed for a term not exceeding three years, at the end of which they are eligible for reappointment for a second term. Trustees are only eligible for a further term in exceptional circumstance and only for a maximum of three years.
RNID is governed by its Articles of Association, adopted on 14 May 1948, and last amended on 11 December 2019. The registered office address is Brightfield Business Hub, Bakewell Road, Orton Southgate, Peterborough, PE2 6XU.
The Board is committed to overseeing equality, diversity and inclusion not only in the workforce but also on the Board itself. The Trustees recognise that greater representation from under-represented groups is required, and that more diversity will strengthen our decision-making processes. Internally, the team is rolling out the new People Strategy which has clear aspirations and emphasis on diversity and inclusion.
RNID has six wholly owned subsidiary companies: 1. RNID Services Ltd
2. RNID Activities Ltd
3. Hearing Research Trust
4. Sound Advantage Ltd
5. Action on Hearing Loss Ltd 6. Sussex Deaf Association
None of these companies traded in 2021/2022, and all of them remain dormant. RNID may use these subsidiaries
## **GOVERNANCE**
The Board of Trustees has adopted the Charity Governance Code and keeps areas of recommended practice under constant review. A full audit review of the adopted practices by the Board will be undertaken in 2022-23 in the form of an internal audit.
The Board of Trustees has driven forward improvements to the charity’s arrangements throughout the course of the year. The Country Advisory Groups were relaunched as Country Advisory Panels. The new structure will allow the panels to focus effort on supporting meaningful local impact, directly supporting local teams to extend their reach and influence, and also bring benefit from a greater alignment between purpose and structure.
The Board’s Rules, Delegated Authority Signing policy and the Committee Terms of Reference set out the delegation of the decision making to the Executive and to individual Committees. The Rules include a statement of reserved powers for the Board. Trustees are required to meet at least three times a year. In the year up to 31 March 2022, they met four times.
## **BOARD RECRUITMENT,**
## **INDUCTION AND TRAINING**
Trustees are appointed through an open and transparent process which involves advertising vacancies
## through prominent
recruitment websites across the UK, as well as using specialist recruitment firms. All vacancies are informed by a skills gap analysis and succession planning exercise which is led by the Nominations Committee on an annual basis.
Throughout the year, the Executive Group provided the Board of Trustees indepth sessions to discuss certain strategy areas as well as parts of the charity.
New Trustees receive an induction pack containing detailed information about the charity, how we are organised and our work. They are invited to spend time with the Executive Group and the Senior Leadership Team to familiarise themselves with our activities and to prepare themselves for effective and informed decision-making.
## **COMMITTEE STRUCTURE**
The Board delegates certain powers in connection with the charity’s management and administration. Committees provide meeting minutes and report back regularly to the Board. Details of each Committee are described below.
- Audit Committee: made up of two Trustee members and two independent members. When required, they are advised by our
External Auditors from members, one of which is Crowe and our Internal the Treasurer and the Audit consultants from Chair of the Committee, RSM. All members of the Claire Bailey. The Committee are Committee assists the independent of Board in its duty to management and the oversee the charity’s Committee is chaired by resources and in Lindsay Foster, the Viceparticular its financial Chair. The Committee is affairs and strategicresponsible for providing people related matters. the Board of Trustees with assurance that • Nominations Committee: there is an effective made up of five Trustees. system of governance, The Committee oversees risk management and and makes recommendations control across the whole to the Board on all matters of the charity’s activities. relating to the recruitment and appointment of • Resources Committee: Trustees and Independent made up of three Trustee Committee members.
- Resources Committee: made up of three Trustee
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**RNID: STRUCTURE, GOVERNANCE AND MANAGEMENT**
**RNID:STRUCTURE, GOVERNANCE AND MANAGEMENT**
**MANAGEMENT AND OUR PEOPLE** This financial year, our consolidated Executive Group has continued to strengthen our new purpose. Our managerial focus has been largely on restructuring the organisation to meet our new operating model. As employees and volunteers continued to face professional and personal challenges throughout the pandemic, we empowered our managers to support their teams to deliver key services to our communities.
Launching our in-person staff summit events has been instrumental in delivering key messages and important information in real-time to our geographically dispersed teams. Using a mix of digital meetings via Microsoft Teams and face-to-face contact in our staff summits has increased people’s motivation and connection – 83% of staff survey respondents said they ‘felt proud to work for RNID’.
We have supported staff and volunteers who were formerly office-based to work from home, providing the systems and technology they need. Where people’s circumstances mean they cannot work from home, we find a solution that
Increased visibility through the introduction of regular, all-staff virtual meetings has continued to build trust and confidence.
**We are launching a new programme of activities that focuses on making RNID a great place to work – and working closely with our staff groups to improve the way we attract, engage, retain and develop our people.**
**We recognise that the work we do, and all our achievements, rely heavily on the support of our volunteers, many of whom have been critical in enabling us to support people remotely this year... and continue to be an integral part of our structure.**
works for them (such as local shared office space).
We recognise that the work we do, and all our achievements, rely heavily on the support of our volunteers, many of whom have been critical in enabling us to support people remotely this year. Others made the decision to pause their activities with us at the height of the pandemic but continue to be an integral part of our structure. We are working to re-engage former volunteers with the charity and to restart our volunteer recruitment programme to support our new drop-in services (see page 26).
While we have transferred most of our care and support services to a new provider (see details on page 47), our remaining team in Northern Ireland continued to demonstrate incredible commitment during this difficult and unsettling time; their dedication to the wellbeing of the people we support has been inspiring.
We have invested in our senior leadership team, committing to a year-long development programme with the focus on skills and insight, collaboration and connection, and coaching and reflection.
We have launched a new training e-learning platform for all our staff to effectively access important mandatory training.
## **TRANSFER OF CARE AND SUPPORT**
To realise our new strategy, we knew that we could not continue to do everything we did before. For this reason, our Board of Trustees proposed to transfer our care and support services in England and Wales to a new provider.
We wanted to find an organisation that shared our values, our ethos and our commitment to highquality, person-centred care. The Board identified Achieve Together, a leading provider of specialist support for people with learning disabilities, autism and associated complex needs, as best placed to invest in our services, support them to grow and continue to run them in the future.
The transfer of care and support, along with our amazing colleagues who worked in those services, was completed successfully in June 2021. Their inspiring work, delivering specialist support for people who are deaf or have hearing loss, continues.
## **EQUALITY, DIVERSITY AND INCLUSION**
Our equality, diversity and inclusion (EDI) plans prioritise our ambition to make life more inclusive for people who are deaf, have hearing loss or tinnitus. This begins with a review of access to British Sign Language (BSL) training, including introducing BSL for
beginners to all our staff in April 2022. We also plan to:
establish engagement champions through our staff groups.
- Design and consult on the introduction of an ‘adjustment passport’ for all staff, setting out their communication preferences and any other adjustments needed to work effectively in a way that suits them
Our People Plan has been reviewed to reflect the organisation’s priorities and we are launching a new programme of activities that focuses on making RNID a great place to work. We are working closely with our staff groups to improve the way we attract, engage, retain and develop our people. Investment in two new systems will increase our insight with the aim of making even better decisions that clearly match our strategic priorities. We are passionate about our purpose, and objectives have been set which concentrate on making the biggest impact possible for the communities we serve.
- Advertise all jobs in publications that are related to deafness and hearing loss
- Increase the EDI data we hold on our own staff
- Improve employee feedback opportunities through the introduction of a new employee engagement survey and
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2022 Annual Report & Financial Statements | **47**
**RNID: RISK MANAGEMENT**
## **RNID: RISK MANAGEMENT**
## **PRINCIPAL RISK AREA 2: CHARITY RESOURCING**
## **RISK MANAGEMENT**
The pandemic delayed our legacy income, and meant that the recovery of our financial performance has taken longer than initially expected. To mitigate this risk, a new detailed fundraising strategy is being implemented and we’re working to speed up the legacy income pipeline.
Future controls are to implement impact measurement and reporting, and the delivery of the 202223 plan, which includes our programme priorities based on identified user needs.
The Board of Trustees has overall responsibility for risk management and delegate authority in this area to the Audit Committee.
We also need to have the right people to deliver our strategy. We’ve recruited for critical vacant roles and a new People strategy is being implemented. Staff engagement and internal communication has been strengthened, including inperson staff summits and a new intranet.
The Board of Trustees supported the delivery of a change programme and strategy to make RNID more sustainable in the longer term, become more efficient, and fit for purpose. As part of this, we have become smaller and do less but will deliver greater impact. The level of risk has reduced accordingly.
Throughout 2022-23, we will deliver an Equality, Diversity and Inclusion programme.
The transfer of the England and Wales care and support services in June 2021 has provided the greatest reduction in risk.
We reviewed the impact of remote working on our staff and charitable objectives,
The charity’s risk register is broken into three principal areas as a way of framing our risk management activities:
**PRINCIPAL RISK AREA 1: STRATEGIC DELIVERY** The main risk is RNID not having a clear focus and strategy and lacking the insight to be relevant to our communities. The leadership team has developed a clear corporate plan defining what impact we are trying to achieve and ensuring resources are deployed on activities which create the most impact.
and considered the costs of getting back into our office spaces across the UK. With the aim of becoming a digital first charity, we are, therefore, closing existing offices when leases end. The money saved on property will be invested in our people and our purpose.
## **PRINCIPLE RISK AREA 3: EFFECTIVE ORGANISATION**
To be an effective organisation, we must have the right culture and ways of working. Equally, we need an effective or proportionate control environment to minimise the risk of noncompliance.
Trustees have taken action to strengthen governance and leadership. The new structure and operating model includes enhanced Trustee training and a new governance and compliance team. A rolling internal audit programme supports our compliance, and the Audit Committee scrutinises all audit recommendations. Key policies have been updated, including financial control and safeguarding. The wider policy framework will be implemented throughout 2022-23.
We have improved system security, including new hardware and the introducuction of multifactor authentication. Mandatory staff training has been reviewed and a new training platform rolled out.
## New CRM (Customer
Relationship Management), finance, and human resources systems are to be implemented.
> finance, and human **To be an effective** resources systems are to be implemented. **organisation, we must have the** Overall, our systems are being modernised which will **right culture and** build on progress already
> made in strengthening our **ways of working.**
> internal control framework. **Equally, we need an**
> **GOING CONCERN effective control** Trustees are required to
> consider the charity’s **environment to** financial stability. As part **minimise the risk of** of this process, they have
> produced a going concern assessment, which **non-compliance** considers our expected financial performance through to 31 March 2024. As a result of these factors,
through to 31 March 2024. As a result of these factors, the Trustees consider that Trustees implemented it is appropriate for the a financial recovery financial statements to be plan in 2019. With the prepared on a going concern implementation of our new basis. operating model in 2021, this work is now complete and **PENSIONS** we are confident we have The RNID defined benefit a sustainable charity ready pension scheme closed to for growth. Although the new entrants on 1 October pandemic continues to affect 2001, and to new accruals on the timing of some income 31 March 2010. The notional (especially gifts in wills), surplus or deficit on the we consider the charity to funding of the scheme is be financially sustainable deducted from unrestricted because: funds in the balance sheet.
The RNID defined benefit pension scheme closed to new entrants on 1 October 2001, and to new accruals on 31 March 2010. The notional surplus or deficit on the funding of the scheme is deducted from unrestricted funds in the balance sheet.
1. Our new operating model has removed significant cost and risk from the charity. 2. Our income pipelines are strong, aligned with our budgets, and growing. 3. Our cash and free reserves position is strong enough to mitigate unexpected income decline.
The last detailed actuarial triennial valuation was carried out at 31 March 2021. Following this, an updated revised funding plan was agreed with the pension scheme Trustees. As a result, the charity’s annual contribution to the pension deficit remains the same.
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2022 Annual Report & Financial Statements | **49**
**RNID: RICK MANAGEMENT**
**RNID: RISK MANAGEMENT**
Additional contributions which covers our expenditure were made to the scheme for a period of between four following the transfer of care and eight months (planned and support services (and cash outflows, excluding associated sale of RNID’s directly funded services). freehold properties) in order This means the target is to to reduce the charity’s liability hold free reserves of between and increase pension scheme £4.1m and £8.2m. security. Total contributions to the scheme in 2021-22 were Free reserves are calculated £7.1m. as our unrestricted funds excluding fixed assets (at net As part of the Trustees’ Report book value) and any deficit on and Accounts preparation the pension scheme. process, an actuarial valuation Following changes to our was carried out on 31 March operating model (including 2022 using methodology the transfer of our care recommended by the Financial and support services) free Reporting Standard 102. This reserves have increased in valuation showed market the year to £2.7m on 31 March value of assets to be £80.6m 2022 (2021: £1.5m), but remain (2021: £75.9m), and the below the target range. current value of liabilities to be As a result of our work on £77.5m (2021: £79.1m). The net financial sustainability and surplus was £3.2m, compared our new operating model, to a net deficit of £3.2m at Trustees anticipate that free March 2021. Further details reserves will be within the are included in Note 18. target range during 2024.
## **RESERVES POLICY**
## **GRANT MAKING POLICY**
Free reserves are held by the We award research grants charity to help us manage to fund world-class medical financial risk and income research projects and to unpredictability. We aim to increase the numbers of hold free reserves at a level trained research staff.
**As a result of our work on financial sustainability and our new operating model, Trustees anticipate that free reserves will be within the target range during 2024**
Universities, non-profit research institutes and technology-led small businesses worldwide are eligible for funding, except where geographical and organisational-type restrictions are stated for specific funding schemes.
We widely publicise our calls for grant proposals, which are then subjected to an appropriate level of expert peer review, typically involving independent, external reviewers and a voluntary, independent grant-review panel.
Each review panel is made up of experts who serve for three-to-five-years and the panel members are listed on our website. We make the final decision about each award based on this expert advice, the relevance of the research to our research strategy, and our available budget.
Everyone involved in the grant-application and review process is asked to abide by our Research Programme’s Code of Conduct and Conflict of Interest policy.
We occasionally award a small number of grants for social and technical research to help provide the evidence basis for campaigning and policy development. We also award grants to develop our library collection, currently housed and managed by University College London.
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2022 Annual Report & Financial Statements | **51**
**RNID: FINANCIAL SUMMARY AND REVIEW**
**RNID:FINANCIAL SUMMARY AND REVIEW**
operating these services in the year, they generated a net deficit of £0.7m as the pandemic continued to impact demand for the services.
## **FINANCIAL SUMMARY AND REVIEW**
Our net income for the year was £1.3m (2021: net expenditure £1.5m). We generated a surplus as a result of the financial gain on the transfer of care and support to another provider.
position is much improved, As a result of our additional ensuring RNID’s long-term contributions to the sustainability. defined benefit pension scheme, a loss of £3.6m The implementation of (2021: £3.7m loss) has our new operating model also been recognised for reduced our expenditure the scheme. This means to £21.9m (2021: £36m), as that RNID’s total reduction our digital-first strategy in funds in the year was enables us to deliver our £2.3m (2021: £5.2m). services more These additional pension cost-effectively. scheme deficit payments have improved the Our unrestricted income underlying position of the from donations and legacies scheme and, as a result, reduced marginally to £9.4m no liability is recognised on our balance sheet.
The changes to the charity in 2021-22 have significantly transformed our finances.
• The transfer of care and support services to another provider has removed our freehold property from our balance sheet, and enabled us to pay off our bank loans, mortgage and other creditors. It also enabled us to make additional payments to reduce the deficit on our defined benefit pension scheme. Other than our businessas-usual trade creditors (and our ongoing commitment to the pension scheme), the charity is now debt-free.
Our unrestricted income from donations and legacies reduced marginally to £9.4m (2021: £9.7m). Ongoing external delays with the probate process mean it has taken longer than usual for some gifts left to us in wills to reach us. The impact of this has been felt across the sector, although it is expected to improve significantly in the next few months. As a result, legacy income has not yet returned to its pre-pandemic levels.
The surplus in the year (largely the result of the gain on care and support transfer), contributed to our free reserves increase to £2.7m (2021: £1.5m). This is described in more detail in the ‘Reserves Policy’ section on page 50.
• The implementation of our new operating model means we will be able to reach more people and have a greater impact more cost-effectively, reducing our committed annual expenditure.
Full details of our financial performance for the year ended 31 March 2022 are shown in the financial statements and notes from page 60 onwards.
expenditure. Our transferred care and support are presented As a result of these under ‘discontinuing changes, our financial operations’. During our time
**----- Start of picture text -----**
HOW WE RAISE MONEY
(Amount £’000) £339
£98 Trading activities
Other charitable (our weekly lottery)
AT A £2,082 income
Gain on £9,886
transfer of care
Legacies and
and support to donations
new provider
GLANCE: (from
(see p47) individuals,
foundations,
trusts and
HOW WE companies)
RAISE £23,165
£5,070 TOTAL INCOME
Care and
MONEY support
£543
AND Government
£2,583 grants (COVID related for
Transition Services furlough and
WHERE IT (see p27) research)
£637
£1,664 £263 RNID Near
IS SPENT Communication Research You (see p26)
Services (see p32)
(see p30)
**----- End of picture text -----**
**----- Start of picture text -----**
RNID works hard to ensure HOW THE MONEY IS SPENT
the money we get from (Amount £’000)
£2,737
generous individuals, trusts,
Programme activities
foundations, companies and £2,946 (see p11)
statutory funders is used to Raising funds
create a society that is more (see p35) £2,367
inclusive for people who are Communication Services
deaf, have hearing loss or (see p32)
tinnitus.
Thank you to everyone who
supported our work in 2021/22. £21,889
You made it possible for RNID TOTAL EXPENDITURE
to make a difference to tens of
thousands of lives across the
UK. £2,303
£6,252 RNID Near You
These charts summarise Care and (see p26)
our income and expenditure. support
(see p47)
You can see our full financial £798
statements from page 60 to Contact RNID
page 90. £4,486 (see p25)
Transition Services
(see p27)
**----- End of picture text -----**
**52** | rnid.org.uk
2022 Annual Report & Financial Statements | **53**
**RNID: STATEMENT OF TRUSTEES RESPONSIBILITIES**
**RNID: STATEMENT OF TRUSTEES RESPONSIBILITIES**
of Recommended Practice: Accounting and Reporting by Charities (2015);
## **STATEMENT OF TRUSTEES RESPONSIBILITIES**
3. Make judgements and estimates that are reasonable and prudent;
4. State whether applicable UK Accounting Standards, comprising FRS 102, have been followed, subject to any material departures disclosed and explained in the Financial Statements; and
**The Trustees (who are also directors of RNID for the purpose of company law) are responsible for preparing the Trustees’ Report and Accounts (including the Strategic Report) and the Financial Statements in accordance with applicable law and regulation.**
5. Prepare the Financial Statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business.
The Trustees are responsible for keeping adequate accounting records that are sufficient unless they are satisfied to show and explain the that they are given a charitable company’s true and fair view of the transactions and disclose state of the affairs of the with reasonable accuracy charitable company and of at any time the financial the incoming resources and position of the charitable application of resources, company and enable them including the income and to ensure that the Financial expenditure, of the charity Statements comply with for that period. In preparing the Companies Act 2006, these Financial Statements, Charities and Trustee the Trustees are required Investment (Scotland) Act to: 2005 and the Charities Accounts (Scotland) 1. Select a suite of suitable Regulations 2006 (as accounting policies amended).
Company Law requires the Trustees to prepare Financial Statements for each financial year. Under that law, the Trustees have prepared the Financial Statements in accordance with United Kingdom Accounting Standards, comprising FRS 102 “The Financial Reporting Standard which is applicable in the UK and Republic of Ireland”, and applicable law (United Kingdom generally accepted Accounting Practice).
1. Select a suite of suitable accounting policies and then apply them consistently;
consistently; They are also responsible for safeguarding the 2. Observe the methods and assets of the charitable principles in the Statement company and hence for
Under Company Law, the Trustees must not approve the Financial Statements
from legislation in other jurisdictions. By order of the Board of Trustees, the Trustees’ Report (incorporating the Strategic Report) has been approved by the Board of Trustees and signed on its behalf by:
aware of any relevant audit information and to establish that the company’s auditors are aware of that information.
taking reasonable steps for the prevention and detection of fraud and other irregularities. In so far as the Trustees are aware:
1. There is no relevant audit information of which the company’s auditors are unaware.
The Trustees are responsible for the maintenance and integrity of the charitable company’s website. Legislation in the United Kingdom governing the preparation and dissemination of Financial Statements may differ
2. They have taken all the steps they ought to have taken as Trustees in order to make themselves
**Claire Bailey** Honorary Treasurer 07/09/2022
**54** | rnid.org.uk
2022 Annual Report & Financial Statements | **55**
**RNID: FINANCIAL SUMMARY AND REVIEW**
**RNID:FINANCIAL SUMMARY AND REVIEW**
## **INDEPENDENT AUDITOR’S REPORT**
**Independent Auditor’s Report to the Members and Trustees of the Royal National Institute for Deaf People**
## **OPINION**
- give a true and fair view of the state of the charitable company’s affairs as at 31 March 2022 and of its incoming resources and application of resources, including its income and expenditure for the year then ended;
We have audited the financial statements of The Royal National Institute for Deaf People (RNID) for the year ended 31 March 2022 which comprise Statement of Financial Activities, Balance Sheet, Statement of Cash Flows and notes to the financial statements, including a summary of 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).
- 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 (amended).
## **BASIS FOR OPINION**
In our opinion the financial statements:
We conducted our audit in accordance with International Standards
on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
## **CONCLUSIONS RELATING**
**TO GOING CONCERN**
In auditing the financial statements, we have concluded that the Trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate.
Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the 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 contained within the annual report. 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 information is materially inconsistent with the financial statements or our knowledge obtained in 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
(Scotland) Regulations 2006 require us to report to you if, in our opinion:
this other information, we are required to report that fact. We have nothing to report in this regard.
- adequate and proper accounting records have not been kept; or
**OPINIONS ON OTHER MATTERS PRESCRIBED BY THE COMPANIES ACT 2006** In our opinion, based on the work undertaken in the course of our audit:
- the 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
- the information given in the Trustees’ report, which includes the directors’ report and the strategic report prepared for the purposes of company law, for the financial year for which the financial statements are prepared is consistent with the financial statements; and
- we have not received all the information and explanations we require for our audit.
## **RESPONSIBILITIES OF TRUSTEES**
is consistent with the As explained more fully in financial statements; and the Trustees’ responsibilities • the strategic report and statement set out on page the directors’ report 54, the Trustees (who are included within the also the directors of the Trustees’ report have been charitable company for prepared in accordance the purposes of company with applicable legal law) are responsible for the requirements. preparation of the financial statements and for being **MATTERS ON WHICH WE** satisfied that they give a **ARE REQUIRED TO REPORT** true and fair view, and for **BY EXCEPTION** such internal control as In light of the knowledge the Trustees determine is and understanding the necessary to enable the charitable company and preparation of financial their environment obtained statements that are free in the course of the audit, from material misstatement, we have not identified whether due to fraud or error. material misstatements in In preparing the financial the strategic report or the statements, the Trustees are directors’ report included responsible for assessing within the Trustees’ report. the charitable company’s We have nothing to report ability to continue as a in respect of the following going concern, disclosing, matters in relation to which as applicable, matters the Companies Act 2006 related to going concern and the Charities Accounts and using the going concern
- the strategic report and
## **MATTERS ON WHICH WE ARE REQUIRED TO REPORT BY EXCEPTION**
In light of the knowledge and understanding the charitable company and their environment obtained in the course of the audit, we have not identified material misstatements in the strategic report or the directors’ report included within the Trustees’ report. We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 and the Charities Accounts
**56** | rnid.org.uk
2022 Annual Report & Financial Statements | **57**
**RNID: FINANCIAL SUMMARY AND REVIEW**
**RNID:FINANCIAL SUMMARY AND REVIEW**
basis of accounting unless the Trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.
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.
## **AUDITOR’S RESPONSIBILITIES FOR THE AUDIT OF THE FINANCIAL STATEMENTS**
Details of the extent to which the audit was considered capable of detecting irregularities, including fraud and noncompliance with laws and regulations are set out below.
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists.
A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at: www.frc.org.uk/ auditorsresponsibilities. This description forms part of our auditor’s report.
## **EXTENT TO WHICH THE AUDIT WAS CONSIDERED CAPABLE OF DETECTING IRREGULARITIES, INCLUDING FRAUD**
Irregularities, including fraud, are instances of noncompliance with laws and regulations. We identified and assessed the risks of material misstatement of the financial statements from irregularities, whether due to fraud or error, and discussed these between our audit team members. We then designed and performed audit procedures responsive to those risks, including obtaining audit evidence sufficient and appropriate to provide a basis for our opinion.
We obtained an understanding of the legal and regulatory frameworks within which the charitable company operates, focusing on those laws and regulations that have a direct effect on the determination of material amounts and disclosures in the financial statements.
The laws and regulations we considered in this context were the Companies Act 2006 together with the Charities SORP (FRS 102) and the Charities and Trustee Investment (Scotland) Act 2005. We assessed the required compliance with these laws and regulations as part of our audit procedures on the related financial statement items.
In addition, we considered provisions of other laws and regulations that do not have a direct effect on the financial statements but compliance with which might be fundamental to the charitable company’s ability to operate or to avoid a material penalty.
We also considered the opportunities and incentives that may exist within the charitable company for fraud. The laws and regulations we considered in this context for the UK operations were General Data Protection Regulation (GDPR), Care Quality Commission (CQC) regulations, employment legislations and taxation legislations.
Auditing standards limit the required audit procedures to identify non-compliance with these laws and regulations to enquiry of the Trustees and other management and inspection of regulatory and legal correspondence, if any. We identified the greatest risk of material impact on the financial statements from irregularities, including fraud, to be within the timing of recognition of income and the override of controls by management. Our audit procedures to respond to these risks included review of grant expenditure monitoring in place, enquiries of management, and the
Audit Committee about detect non-compliance with their own identification and all laws and regulations. assessment of the risks **USE OF OUR REPORT** of irregularities, sample testing on the posting This report is made of journals, reviewing solely to the charitable accounting estimates for company’s members, as a biases, reviewing regulatory body, in accordance with correspondence with Chapter 3 of part 16 of the the Charity Commission, Companies Act 2006, and recording the impact of the to the charitable company’s CQC regulatory reviews and Trustees, as a body, in reading minutes of meetings accordance with Regulation of those charged with 10 of the Charities Accounts governance. (Scotland) Regulations
This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of part 16 of the Companies Act 2006, and to the 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 charitable company’s members and Trustees those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company, the charitable company’s members as a body and the charitable company’s Trustees as a body, for our audit work, for this report, or for the opinions we have formed.
Owing to the inherent been undertaken so that we limitations of an audit, might state to the charitable there is an unavoidable company’s members and risk that we may not have Trustees those matters detected some material we are required to state to misstatements in the them in an auditor’s report financial statements, even and for no other purpose. To though we have properly the fullest extent permitted planned and performed by law, we do not accept our audit in accordance or assume responsibility with auditing standards. to anyone other than the For example, the further charitable company, the removed non-compliance charitable company’s with laws and regulations members as a body and (irregularities) is from the the charitable company’s events and transactions Trustees as a body, for our reflected in the financial audit work, for this report, statements, the less likely or for the opinions we have the inherently limited formed. procedures required by auditing standards would identify it. In addition, as with any audit, there remained a higher risk **Naziar Hashemi** of non-detection of Senior Statutory Auditor irregularities, as these may involve collusion, forgery, For and on behalf of intentional omissions, **Crowe U.K. LLP** misrepresentations, or the Statutory Auditor override of internal controls. London We are not responsible for preventing non-compliance Date: 13th September 2022 and cannot be expected to
**58** | rnid.org.uk
2022 Annual Report & Financial Statements | **59**
# **FINANCIAL STATEMENTS**
2022 Annual Report & Financial Statements | **61**
**60** | rnid.org.uk
**FINANCIAL STATEMENTS**
**FINANCIAL STATEMENTS**
**Statement of financial activities for the year ended 31 March 2022** (incorporating an income and expenditure account)
## **Balance sheet as at 31 March 2022**
## **The Royal National Institute for Deaf People - Company number: 454169**
||**Note**|**Unrestricted funds**|**Unrestricted funds**|**Restricted**
**funds**
**(£’000)**|**Total funds**
**2022**
**(£’000)**|**Total funds**
**2021**
**(£’000)**|
|---|---|---|---|---|---|---|
|||**Discontinued**|**Continuing**||||
|||**(£’000)**|||||
|**Income from:**|||||||
|Donations and legacies|5|-|9,404|482|**9,886**|11,179|
|Governmentgrant|5|62|481|-|**543**|874|
|**Income from charitable activities:**|||||||
|RNID nearyou|5|-|608|29|**637**|285|
|Research|5|-|(29)|292|**263**|155|
|Communication services|5|-|1,664|-|**1,664**|1,269|
|Other charitable income|5|-|90|8|**98**|267|
|Transition services|5|-|1,556|1,027|**2,583**|2,526|
|Care and support|5|4,474|596|-|**5,070**|17,626|
|Gain on transfer of C&S|5|(496)|-|2,578|**2,082**|-|
|Income from tradingactivities|5|-|339|-|**339**|329|
|**Total income**||4,040|14,709|4,416|**23,165**|34,510|
||||||||
|**Expenditure on raising funds**|6/7|-|2,832|114|**2,946**|3,058|
## **Expenditure on charitable activities:**
|**Expenditure on charitable activities:**|||||||
|---|---|---|---|---|---|---|
|Inclusionprogramme|6/7|-|269|55|**324**|235|
|Healthprogramme|6/7|-|654|22|**676**|648|
|Employmentprogramme|6/7|-|318|3|**321**|272|
|Researchprogramme|6/7|-|733|683|**1,416**|1,351|
|Communications services|6/7|-|2,319|48|**2,367**|2,455|
|RNID nearyou|6/7|-|2,009|294|**2,303**|2,774|
|Contact RNID|6/7|-|683|115|**798**|1,107|
|Transition services|6/7|-|3,039|1,447|**4,486**|5,412|
|Care and support|6/7|4,927|1,227|98|**6,252**|17,626|
|Loss on transfer of C&S||-|-|-|**-**|1,070|
|**Total**||4,927|11,251|2,765|**18,943**|32,950|
||||||||
|**Total expenditure**||4,927|14,083|2,879|**21,889**|36,008|
||||||||
|**Net income /(expenditure)**||(887)|626|1,537|**1,276**|(1,498)|
|Actuarial gains / (losses) on defned
beneft pension schemes
18
-
(514)
(3,050)
**(3,564)**
(3,743)|||||||
|**Net movement in funds**||(887)|112|(1,513)|**(2,288)**|(5,241)|
|**Reconciliation of funds:**|||||||
|Funds brought forward at 1 April 2021||-|4,185|3,161|**7,346**|12,587|
||||||||
|**Funds carried forward at 31 March 2022**||**(887)**|**4,297**|**1,648**|**5,058**|7,346|
Results for the year ended 31 March 2022 are shown in corresponding Notes to the Financial Statements.
||**Note**|**2022(£’000)**|**2021(£’000)**|
|---|---|---|---|
|**Fixed assets**||||
|Intangible fxed assets|11|**511**|192|
|Tangible fxed assets|12|**229**|7,141|
|||**740**|7,333|
|Current assets||||
|Debtors|13|**1,421**|3,035|
|Cash at bank and in hand||**6,514**|7,118|
|||**7,935**|10,153|
|**Current liabilities**||||
|Creditors fallingdue within oneyear|14a|**3,500**|4,734|
|||||
|**Net Current assets**||**4,435**|5,419|
|**Liabilities**||||
|Amounts fallingdue after more than one year|14b|**-**|1,949|
|Provision for liabilities|17|**117**|290|
|||||
|**Total assets less liabilities (excluding pension liability)**||**5,058**|10,513|
|||||
|**Defned beneft pension scheme asset/(liability)**|18|**-**|(3,167)|
|||||
|**Total net assets**|16|**5,058**|7,346|
|||||
|**The funds of the charity**||||
|Endowment funds|19|**68**|68|
|Restricted funds|19|**1,580**|3,093|
|||**1,648**|3,161|
|||||
|**Unrestricted funds**||||
|Unrestricted funds excluding pension liability||**3,408**|9,299|
|Revaluation reserve||**2**|2|
|Pension reserve||**-**|(3,167)|
|Loan||**-**|(1,949)|
|**Total unrestricted funds**||**3,410**|4,185|
|||||
|**Total charity funds**||**5,058**|7,346|
The notes on pages 65-90 form part of these Financial Statements.
The Financial Statements were approved by the Board of Trustees and authorised for issue on 7 September 2022 and signed on their behalf by:
**Claire Bailey** Honorary Treasurer
**62** | rnid.org.uk
2022 Annual Report & Financial Statements | **63**
**FINANCIAL STATEMENTS**
**FINANCIAL STATEMENTS**
## **Statement of cash flows for the year ending 31 March 2022**
||**Note**|**2022**
**(£’000)**|**2021**
**(£’000)**|
|---|---|---|---|
|**Cash fows from operating activities:**||||
|Net cash (used in)/generated from operating activities
22
**(4,497)**
1,011
**Cash fows from investing activities:**||||
|Interest received||**1**|3|
|Proceeds from sale of tangible fxed assets||**4,716**|6|
|Purchase of intangible fxed assets
||**(492)**|(40)|
|Purchase of tangible fxed assets||**(300)**|(281)|
|**Net cash provided by / (used in) investing activities**||**3,925**|(312)|
|**Cash fows from fnancing activities:**||||
|Interest paid
||**(32)**|(89)|
|**Net cash used in fnancing activities**||**(32)**|(89)|
|||||
|**Change in cash and cash equivalents in the reporting period**|22|**(604)**|610|
|Cash and cash equivalents at the beginning of the reporting period
**7,118**
6,508||||
|**Cash and cash equivalents at the end of the reporting period**||**6,514**|7,118|
|**Cash and cash equivalents consists of:**||||
|Cash at bank and in hand||**6,514**|7,118|
|**Cash and cash equivalents**|22|**6,514**|7,118|
The notes on pages 63-89 form part of these Financial Statements.
## **Notes to the Financial Statements**
## **Note 1. General Information**
RNID is the largest charity representing people who are deaf, have hearing loss or tinnitus in the UK.
The charity is a private company limited by guarantee without share capital and is incorporated and based in the UK, number 454169.
RNID is a registered charity in England and Wales (207720) and Scotland (SCO38926). The address of its registered office is Brightfield Business Hub, Bakewell Road, Orton Southgate, Peterborough, PE2 6XU
In the event of the charity being wound up, the liability in respect of the guarantee is limited to £1 per member of the charity.
## **Note 2. Statement of compliance**
The Financial Statements are prepared under the historical cost convention, modified to include the revaluation of investments to fair value, and in accordance with applicable accounting standards in the United Kingdom. These are the Statement of Recommended Practice (SORP) ‘Accounting and Reporting by Charities 2015’ and Financial Reporting Standard (FRS) 102, together with the reporting requirements of the Companies Act 2006, the Charities Act 2011, the Charities and Trustee Investment (Scotland) Act 2005, and the Charities Accounts (Scotland) Regulations 2006 (as amended).
The charity has adapted the Companies Act formats to reflect the charities SORP FRS 102 and the special nature of the charity’s activities.
## **Note 3. Accounting policies**
## **Going concern**
Trustees are required to consider the charity’s financial stability. As part of this process, they have produced a going concern assessment, which considers our expected financial performance through to 31 March 2024.
Although the pandemic continues to affect the timing of some income, Trustees consider the charity to be financially sustainable because of the strength of our income pipeline; the reduction of our cost base in line with our new operating model; and our stabilising cash and free reserves position. This is described in more detail in the Trustees’ report.
As a result of these factors, the Trustees consider that it is appropriate for the financial statements to be prepared using a going concern basis.
## **New operating model**
In 2021-22, RNID implemented its new operating model. This includes the work of our four strategic programmes, and the teams that support them. These activities are presented in the financial statements as continuing operations. RNID also transferred its care and support services in England and Wales to another provider in June 2021. These activities are presented in the financial statements as discontinuing operations. The SoFA has been updated to reflect these changes in our operating model, and the prior year restated accordingly.
## **Income**
Income is accrued and included in the SoFA when the charity is entitled to the income, receipt can be quantified and income is probable. It is deferred when they relate to future accounting periods.
**64** | rnid.org.uk
2022 Annual Report & Financial Statements | **65**
**FINANCIAL STATEMENTS**
**FINANCIAL STATEMENTS**
## **Notes to the Financial Statements**
## **Donations**
General donations, gifts, donations from fundraising events, trusts and corporate income and direct marketing income are accounted for on a received basis. Gift Aid receivable is included when claimable.
## **Legacy**
Pecuniary legacies are recognised as receivable once probate has been granted or notification has been received.
For residuary legacies, the charity recognises legacy income on the earlier of the final legacy accounts being issued, or cash being received, to ensure income can be reliably measured.
When the criteria for income recognition have not been met, then the legacy is treated as a contingent asset (see Note 15).
## **Contracts**
Where contracts contain the right to receive periodic payments, these receipts are recognised when they fall due and on completion of the charity’s contractual obligations for the period. Income is accrued if the charity is entitled to the income.
## **Grant income**
Income from grants is credited to the SoFA. It is recognised when the charity has entitlement to the funds, any performance conditions have been met, it is probable the income will be received and the amount can be measured reliably. If the grant relates to a specific future time period it will be deferred.
RNID received government grants that were performance-related grants. Performancerelated grants are recognised in income under “charitable objectives”.
Income from performance-related government
grants is recognised when the charity has entitlement to the funds, any performance conditions have been met, it is probable the income will be received and the amount can be measured reliably and is not deferred.
The nature of these grants is disclosed in Note 5 and 19. There were no unfulfilled conditions or special criteria.
Other forms of government assistance from which the charity has directly benefited are Access to Work payments, local authority payments for local service agreements and care and support contracts.
RNID has benefited from the CJRS and grants for PPE.
## **Trading activity**
Income from trading activities is credited to the SoFA when received or receivable, whichever is earlier, unless it relates to a specific future period, in which case it is deferred. Income from lotteries is recognised when the draw is made. Income received in advance for future lotteries is deferred until the draw takes place. Trading income from the gift catalogue is recognised when invoiced or received, depending on the customer. All other income is accounted for on an accruals basis.
## **Donated services and facilities**
On receipt, donated professional services and donated facilities are recognised on their commercial value when this can be quantified.
Donated services and gifts in kind over £20,000 are included as both income and expenditure in the relevant category.
A valuation of volunteer time given to the charity is not recorded in the Financial Statements.
## **Notes to the Financial Statements**
## **Expenditure and irrecoverable VAT**
Expenditure is accounted for on an accruals basis in the period in which they are incurred. Expenditure on raising funds includes the costs incurred in raising donation income, legacy income, grant income and income from trading activities, including apportioned support costs.
Expenditure on charitable activities comprises the costs incurred on charitable activities including the apportioned support costs.
Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred.
Termination benefits are recognised at the leaving date of the member of staff and measured at the best estimate of the expenditure required to settle the obligation at the reporting date.
## **Allocation of expenditure**
Expenditure is allocated to the particular activity to which the cost relates. When expenditure relates to more than one area of activity, the costs are allocated to each of the activities on the basis of estimated staff time.
## **Governance costs**
Governance costs are the costs associated with constitutional and statutory requirements and with the strategic management of the charity’s activities.
## **Grant Commitments**
Grants are generally made to organisations to facilitate research into hearing loss and tinnitus. Grants payable are payments made to third parties in the furtherance of the charitable objectives of the charity. The grants are accounted for where either the Trustees have agreed to pay the grant without condition or up
to the point at which the conditions have been fulfilled. The key condition is a regular review by the charity, and this can be on a six-month or 12-month basis, as specified in the grant award letter.
## **Taxation**
The activities of the charity and its charitable subsidiary are exempt from corporation taxation under section 505 of the Income and Corporation Taxes Act 1988 to the extent that they are applied to the organisation’s charitable primary objectives, if these profits are applied solely for charitable purposes. The trading subsidiary does not generally pay UK corporation tax because its policy is to pay taxable profits as Gift Aid to the Charity.
## **Intangible assets**
Intangible assets are stated at cost, less accumulated amortisation. The charity only capitalises items costing more than £5,000, unless the asset cost is below this value but is part of a larger project where the value would be more than £5,000 in total, then it is capitalised.
Amortisation is calculated, using the straightline method, to allocate the depreciable amount of the assets to their residual values over their estimated useful life as follows:
|**Intangible asset**|**Duration**|
|---|---|
|Software
(Costs associated with
maintaining computer software
are recognised as an expense
as incurred.)|5 years|
Intangible assets are subject to review for impairment when there is an indication of a reduction in their carrying value.
**66** | rnid.org.uk
2022 Annual Report & Financial Statements | **67**
**FINANCIAL STATEMENTS**
**FINANCIAL STATEMENTS**
## **Notes to the Financial Statements**
|**Tangible assets**
Tangible assets are stated at cost, less
accumulated depreciation. The charity only
capitalises items costing more than £5,000,
unless the asset cost is below this value
but part of a larger project where the value
would be more than £5,000 in total, then it is
capitalised.
Depreciation is provided so as to write-of the
cost of fxed assets on a straight-line basis
over their expected useful lives, as follows:
**Tangible asset**
**Duration**
Assets under construction are not
depreciated and comprise expenditure on
the purchase or creation of intangible and
tangible assets not brought into use at the
balance sheet date. Transfers are made
from assets under construction to the
relevant category of tangible and intangible
asset when the asset is brought into use.
Tangible assets are subject to review for
impairment when there is an indication of a
reduction in their carrying value.
Freehold land and buildings
Improvements to freehold and
long-leaseholdproperties
Leasehold properties
Fixtures, ftings, furniture
and other equipment
Computer equipment
Not depreciated
(land) or 50
years(buildings)
25 years
50 years or lease
period if shorter
5 years
5 years|**Leased assets**
Payments under operating leases are
charged to the SoFA on a straight-line basis
over the period of the lease.
**Investments**
Investments in subsidiaries are recorded at
cost in the charity’s balance sheet.
**Fund accounting**
Unrestricted funds are available to spend on
activities that further any of the purposes of
the charity. Restricted funds are funds that
the donor has specifed to be solely used for
particular areas of the charity’s work.
Permanent endowment funds are capital
funds where Trustees have no power to
convert the capital into income.
**Pension costs**
The charity operates three funded
pension schemes in the UK (the “Scheme”).
One Scheme has both defned beneft
and defned contribution sections and
the others just have defned contribution
sections.
The current service cost of the charity’s
defned pension scheme is charged to
the SoFA.
The charity operates a defned beneft plan
for certain employees. A defned beneft
plan defnes the beneft that the employees
will receive on retirement, usually
dependent on certain factors including age,
length of service and remuneration.
A defned beneft plan is a pension plan that
is not a defned contribution plan.
An actuarial valuation of the Scheme was
carried out at 31 March 2022 by a qualifed|
|---|---|
An actuarial valuation of the Scheme was carried out at 31 March 2022 by a qualified
## **Notes to the Financial Statements**
independent actuary, based on membership data and projected cashflows from 31 March 2021 but amended to make an approximate allowance for benefit outgo and member movements during the period. Actuarial gains and losses are recognised on the face of the SoFA as net actuarial gain or loss on pensions.
The defined benefit obligation is calculated using the independent actuary’s valuation model, which forms a representation of the future benefit payments of the Scheme, which are then discounted to the valuation date. Annually, the charity engages independent actuaries to calculate the obligation.
The present value is determined by discounting the estimated future payments using a single weighted average discount rate assumption of 2.6% per annum, derived from the full Merrill Lynch UK AA corporate bond yield curve as at 31 March 2022.
The liability recognised in the balance sheet in respect of the defined benefit plan is the present value of the defined benefit obligation at the reporting date less the fair value of the plan assets at the reporting date.
Accrual of benefits under the defined benefit section of the Scheme ceased with effect from 31 March 2010.
The charity operates two defined contribution plans for its employees. A defined contribution plan is a pension plan under which the employees and the charity pay fixed contributions into a separate entity. Once the contributions have been paid, the charity has no further
payment obligations. The contributions are recognised as an expense on the SoFA when they are due. Amounts not paid are shown as outstanding in the balance sheet.
The assets of the plan are held separately from the charity in independently administered funds.
## **Short-term employee benefits**
Short-term benefits, including holiday pay and other non-monetary benefits, are recognised as an expense in the period in which the service is received.
## **Contingencies**
Contingent assets are disclosed in the Financial Statements when an inflow of economic benefit is probable. The only contingent asset of the charity relates to legacies (Note 15).
## **Financial Instruments**
The charity has taken advantage of the exemptions in FRS 102 from the requirement to present certain disclosures about the charity’s financial instruments. The charity has financial assets and financial liabilities of a kind that qualify as basic. These are initially recognised at transaction value and subsequently measured at their settlement value. Financial assets that are measured at fair value include investments. Financial assets that are debt instruments measured at amortised cost include trade debtors and other debtors. Financial liabilities measured at amortised cost include trade creditors, other creditors, current and long-term loans.
## **Related party transactions**
RNID discloses transactions between the charity and related parties. Where
**68** | rnid.org.uk
2022 Annual Report & Financial Statements | **69**
**FINANCIAL STATEMENTS**
**FINANCIAL STATEMENTS**
## **Notes to the Financial Statements**
appropriate, transactions of a similar nature are aggregated unless, in the opinion of the Trustees, separate disclosure is necessary to understand the effect of the transactions on the Financial Statements (Note 23).
## **Related undertakings**
R.N.I.D. Activities Limited (913439), Sound Advantage Ltd (02437205), Action on Hearing Loss Ltd (07566245), The Hearing Research Trust Ltd (07146209), Sussex Deaf Association(09740664) and RNID Services Ltd (11769135) are wholly owned, dormant subsidiaries, and have therefore not been consolidated.
## **Critical accounting judgements and estimation uncertainty**
Estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances.
## **Critical accounting estimates and assumptions**
The charity makes estimates and assumptions concerning the future. The resulting accounting estimates will, by definition, seldom equal the related actual results. The estimates and assumptions that have a significant risk of causing a material adjustment to the carrying amounts of the assets and liabilities within the next financial year are addressed below.
## **1. Legacy Income**
The charity has elected to continue recognising residual legacy income on receipt of final estate accounts, or when cash has been received, when entitlement conditions have been met, due to the nature of underlying assets and liabilities and the
time that may elapse between probate and closure, and other contingencies that can contest the estate.
## **2. Defined benefit pension scheme**
The charity has an obligation to pay pension benefits to certain employees. The cost of these benefits and the present value of the obligation depend on a number of factors, including: life expectancy, asset valuations and the discount rate on corporate bonds. Our pension actuary estimates these factors in determining the net pension asset in the balance sheet. The assumptions reflect historical experience and current trends.
## **3. Short-term compensated absences**
FRS 102 requires the cost of short-term compensated absences to be recognised when the employees render the service that increases their entitlement. At the end of the financial year, actual holiday to be carried into the following year was determined. This was reviewed together with salary costs per employee, to determine the value of any holiday pay accrual.
## **4.Provision for doubtful debts**
Trade debtors and other receivables are recognised at their transaction value, less any provision for doubtful debts. The provision for doubtful debts is based on a review of aged items, by type of debt, which takes account of credit control activities to collect the amounts outstanding, including any indications that debt will not be fully recovered.
## **Notes to the Financial Statements**
## **Note 4. Restated statement of financial activities for the year ended 31 March 2021**
|**Note 4. Restated statement of fnancial activities for the year ended 31 March 2021**|**Note 4. Restated statement of fnancial activities for the year ended 31 March 2021**|**Note 4. Restated statement of fnancial activities for the year ended 31 March 2021**|**Note 4. Restated statement of fnancial activities for the year ended 31 March 2021**|
|---|---|---|---|
|(incorporating an income and expenditure account)||||
||**Unrestricted funds**
**2021 (£’000)**|**Restricted funds**
**2021 (£’000)**|**Total funds 2021**
**(£’000)**|
|**Income from:**||||
|Donations and legacies|9,731|1,448|11,179|
|Governmentgrant|874|-|874|
|Income from charitable activities:||||
|RNID nearyou|285|-|285|
|Research|155|-|155|
|Communication services|1,269|-|1,269|
|Other charitable income|33|234|267|
|Transition services|1,415|1,111|2,526|
|Care and support|13,058|4,568|17,626|
|Income from tradingactivities|329|-|329|
|**Total income**|27,149|7,361|34,510|
|||||
|**Expenditure on raising funds**|3,043|15|3,058|
|||||
|**Expenditure on charitable activities:**||||
|Inclusionprogramme|232|3|235|
|Healthprogramme|606|42|648|
|Employmentprogramme|262|10|272|
|Researchprogramme|982|369|1,351|
|Communications services|2,407|48|2,455|
|RNID nearyou|2,284|490|2,774|
|Contact RNID|1,005|102|1,107|
|Transition services|4,317|1,095|5,412|
|Care and support - continuing|12,071|5,555|17,626|
|Loss on transfer of C&S|1,072|(2)|1,070|
|**Total cost of charitable activities**|25,238|7,712|32,950|
|||||
|**Total expenditure**|28,281|7,727|36,008|
|||||
|**Net(expenditure)/income**|(1,132)|(366)|(1,498)|
|Net actuarial gain/ (loss) on pensions
(3,743)
-
(3,743)||||
|**Net movement in funds**|(4,875)|(366)|(5,241)|
|||||
|**Reconciliation of funds:**||||
|Funds brought forward
9,060
3,527
12,587||||
|**Funds carried forward**|4,185|3,161|7,346|
**70** | rnid.org.uk
2022 Annual Report & Financial Statements | **71**
**FINANCIAL STATEMENTS**
**FINANCIAL STATEMENTS**
## **Notes to the Financial Statements**
## **Note 5. Income**
|**Donations and legacies**|**Unrestricted funds 2022**|**Unrestricted funds 2022**|**Restricted**
**funds 2022**
**(£’000)**|**Total funds**
**2022**
**(£’000)**|**Unrestricted**
**funds 2021**
**(£’000)**|**Restricted**
**funds 2021**
**(£’000)**|**Total funds**
**2021**
**(£’000)**|
|---|---|---|---|---|---|---|---|
||**Discontinued**
**(£’000)**|**Continuing**
**(£’000)**||||||
|Donations and legacies|-|9,404|482|**9,886**|9,731|1,448|11,179|
|Governmentgrant|62|481|-|**543**|874|-|874|
||62|9,885|482|**10,429**|10,605|1,448|12,053|
|**Income from charitable**
**activities**|**Unrestricted funds 2022**|**Unrestricted funds 2022**|**Restricted**
**funds 2022**
**(£’000)**|**Total funds**
**2022**
**(£’000)**|**Unrestricted**
**funds 2021**
**(£’000)**|**Restricted**
**funds 2021**
**(£’000)**|**Total funds**
**2021**
**(£’000)**|
|---|---|---|---|---|---|---|---|
||**Discontinued**
**(£’000)**|**Continuing**
**(£’000)**||||||
|RNID nearyou|-|608|29|**637**|285|-|285|
|Research|-|(29)|292|**263**|155|-|155|
|Communication services|-|1,664|-|**1,664**|1,269|-|1,269|
|Other charitable income|-|90|8|**98**|33|234|267|
|Transition services|-|1,556|1,027|**2,583**|1,415|1,111|2,526|
|Care and support|4,474|596|-|**5,070**|13,058|4,568|17,626|
|Gain on transfer of C&S|(496)|-|2,578|**2,082**|-|-|-|
||3,978|4,485|3,934|**12,397**|16,215|5,913|22,128|
|||||||||
|**Income from**
**trading activities**
||||||**Unrestricted**
**funds 2022**
**(£’000)**|Unrestricted
funds 2021
(£’000)|
|**Weekly lotery**||||||**339**|329|
## **Notes to the Financial Statements**
## **Note 6. Expenditure**
|**Expenditure on raising funds**|**Direct costs(£’000)**
**Support costs(£’000)**
**Total(£’000)**|**Direct costs(£’000)**
**Support costs(£’000)**
**Total(£’000)**|**Direct costs(£’000)**
**Support costs(£’000)**
**Total(£’000)**|**Direct costs(£’000)**
**Support costs(£’000)**
**Total(£’000)**|**Direct costs(£’000)**
**Support costs(£’000)**
**Total(£’000)**|**Direct costs(£’000)**
**Support costs(£’000)**
**Total(£’000)**|
|---|---|---|---|---|---|---|
||**Staf**|**Other**|**Staf**|**Other**|**2022**|**2021**|
|Raisingfunds|1,068|830|635|413|**2,946**|3,058|
|Charitable activities|||||||
|Inclusionprogramme|86|22|146|70|**324**|235|
|Healthprogramme|53|21|530|72|**676**|648|
|Employmentprogramme|48|22|203|48|**321**|272|
|Researchprogramme|32|1,317|37|30|**1,416**|1,351|
|Communication services|487|1,366|303|211|**2,367**|2,455|
|RNID nearyou|557|76|1,316|354|**2,303**|2,774|
|Contact RNID|286|23|350|139|**798**|1,107|
|Transition services|1,544|902|1,284|756|**4,486**|5,412|
|Care and support - discontinued|3,503|999|307|142|**4,951**|-|
|Care and support - continuing|454|69|451|327|**1,301**|17,626|
|Loss on transfer of C&S|-|-|-|-|**-**|1,070|
||7,050|4,817|4,927|2,149|**18,943**|32,950|
||||||||
|**Total expenditure**|**8,118**|**5,647**|**5,562**|**2,562**|**21,889**|36,008|
Expenditure on charitable activities was £18.9m (2021: £33m) of which £16.2m was from unrestricted funds (2021: £25.2m) and £2.8m was from restricted funds (2021: £7.7m).
Other costs consists mainly of travel and subsistence, rent, rates and legal fees.
The care and support - discontinued total of £4,950k is the total of unrestricted expenditure of £4,927k and restricted expenditure of £24k.
**72** | rnid.org.uk
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**FINANCIAL STATEMENTS**
**FINANCIAL STATEMENTS**
## **Notes to the Financial Statements**
## **Note 7. Support costs**
|**2022**|**Insight**
**and policy**
**(£’000)**|**Marketing and**
**communications**
**(£’000)**|**Digital and**
**innovation**
**(£’000)**|**Localities**
**(£’000)**|**Corporate**
**Services**
**(£’000)**|**Total 2022**
**(£’000)**|
|---|---|---|---|---|---|---|
|Raisingfunds|110|196|-|-|741|**1,047**|
|Inclusionprogramme|73|79|-|-|65|**217**|
|Healthprogramme|365|39|169|-|28|**601**|
|Employmentprogramme|146|39|28|-|37|**250**|
|Researchprogramme|-|39|-|-|28|**67**|
|Communication services|-|79|28|-|407|**514**|
|RNID nearyou|-|79|169|782|641|**1,671**|
|Contact RNID|37|39|169|-|245|**490**|
|Transition services|-|157|-|287|1,597|**2,041**|
|Care and support - discontinued|-|16|-|-|431|**447**|
|Care and support - continuing|-|24|-|-|755|**779**|
|Total|731|786|563|1,069|4,975|**8,124**|
## **Notes to the Financial Statements**
## **Note 8. Net expenditure for the year**
|**This is stated after charging/(crediting):**|**2022**
**£’000**|2021
£’000|
|---|---|---|
|Interestpayable:|||
|Bank interest,bank loans and overdrafts whollyrepayable within fveyears|32|89|
|
Depreciation/Amortisation charge for theyear|178|455|
|(Proft)/Loss on disposal of fxed assets|(2,485)|187|
|
Payments under operatingleases:|||
|Land and buildings|362|795|
|Vehicles and equipment|97|194|
|Loss on foreign exchange|1|-|
|Auditors’ remuneration:|||
|Statutoryaudit fee|48|54|
|Other non-audit fee|15|25|
|**2021**|**Insight**
**and policy**
**(£’000)**|**Marketing and**
**communications**
**(£’000)**|**Digital and**
**innovation**
**(£’000)**|**Localities**
**(£’000)**|**Corporate**
**Services**
**(£’000)**|**Total 2021**
**(£’000)**|
|---|---|---|---|---|---|---|
|Raisingfunds|119|188|-|-|156|**463**|
|Inclusionprogramme|79|75|-|-|18|**172**|
|Health programme|396|38|180|-|7|**621**|
|
Employment programme|158|38|30|-|15|**241**|
|Researchprogramme|-|38|-|-|-|**38**|
|Communication services|-|75|30|-|179|**284**|
|RNID nearyou|-|75|180|994|201|**1,450**|
|Contact RNID|40|38|180|-|85|**343**|
|Transitionservices|-|151|-|365|445|**961**|
|Care and support - continuing|-|38|-|-|4,516|**4,554**|
|Total|792|754|600|1,359|5,622|**9,127**|
Support costs were apportioned to activities on the basis of headcount for corporate services and staff time allocation for capabilities (insight and policy, marketing and communications, digital and innovation and localities).
**74** | rnid.org.uk
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**FINANCIAL STATEMENTS**
**FINANCIAL STATEMENTS**
## **Notes to the Financial Statements**
## **Note 9. Grants payable**
The aggregate amount of grants made during the year ended 31 March 2022, analysed by recipient was:
|**Medical research into hearing loss**
**Institution**|**2022**
**Number of grants**|**2022**
**Total**
**(£’000)**|**2021**
**Total**
**(£’000)**|
|---|---|---|---|
|UniversityCollege London
|6|206|261|
|Universityof Shefield|4|118|91|
|Universityof Cambridge|3|90|30|
|Stanford University|2|130|-|
|Universityof Sussex|2|96|60|
|Universityof Manchester|2|65|100|
|Universityof Oxford|2|38|50|
|Newcastle University|2|38|25|
|Anida Pharma|1|91|-|
|Brigham and Women’s Hospital|1|66|33|
|Johns Hopkins|1|54|-|
|Indiana University|1|54|53|
|Universityof Western Ontario|1|53|53|
|Flinders|1|53|25|
|KCL|1|50|-|
|Institute Pasteur|1|46|69|
|Cardif University|1|15|13|
|Imperial College London
|1|14|-|
|Universityof Notingham|1|13|25|
|Purdue University|1|10|-|
|UniversityMedical Centre Groningen|1|10|-|
|Radboud UniversityMedical Center|1|10|-|
|King’s College London|-|-|150|
|Universityof Michigan|-|-|56|
|Bionics Institute|-|-|55|
|Johns Hopkins University|-|-|54|
|National Center for Biological Sciences,TIFR|-|-|41|
|Brunel University|-|-|14|
|Universityof Southampton|-|-|13|
|Universityof Zurich|-|-|10|
|||||
|**Total grants**|**37**|**1,320**|**1,281**|
In addition to the above, the charity expects to fund future grants totalling £2.22m (2021: £1.92m), which have been awarded subject to satisfactory reviews during the course of the project being funded. These have not been provided for in RNID’s Financial Statements.
The expenditure for grants sits within the ‘Research programme’ line for charitable expenditure within the SoFA.
## **Notes to the Financial Statements**
## **Note 10. Employees and trustees**
|**Employees**
**Staf costs consist of :**|**2022**
**(£’000)**|**2021**
**(£’000)**|
|---|---|---|
|Wages and salaries|**11,825**|22,346|
|Social securitycosts|**1,040**|1,655|
|Pension costs|**101**|408|
||**12,966**|24,409|
Total redundancy costs in the year were £169,903 (2021: £186,363) of which £12,835 were accrued costs at the year end (2021: £4,307).
|**The average headcount of**
**employees, analysed by function, was:**|**2022**
**(Number)**|**2021**
**(Number)**|
|---|---|---|
|Insightand policy|**14**|17|
|Marketingand communications|**11**|12|
|Digital and innovation|**9**|10|
|Localities|**27**|39|
|Corporate Services|**34**|55|
|Income andpartnerships|**27**|24|
|Programme management|**6**|5|
|Communication services|**15**|25|
|RNID nearyou|**23**|30|
|Contact RNID|**9**|12|
|Transition services|**57**|61|
|Care and support|**179**|608|
||**411**|898|
|**The number of employees whose remuneration**
**was over £60,000 (excluding employer pension**
**contributions) fell within the following bands:**|**2022**
**(Number)**|**2021**
**(Number)**|
|---|---|---|
|£60,001 to £70,000|10|6|
|£70,001 to £80,000|4|-|
|£80,001 to £90,000|1|5|
|£90,001 to £100,000|-|3|
|£101,001 to £110,000|2|-|
|£110,001 to £120,000|1|-|
|£160,001 to £170,000|-|1|
|£180,001 to £190,000|1|-|
None of these employees (2021: nil) are in the defined benefit pension scheme, and all (2021: all) are in the defined contribution pension scheme. Contributions in the pension year to the defined contribution scheme were £53,899 in respect of all employees (2021: all with contributions of £46,682).
**76** | rnid.org.uk
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**FINANCIAL STATEMENTS**
**FINANCIAL STATEMENTS**
## **Notes to the Financial Statements**
## **Note 10. Employees and trustees (cont.)**
|**Remuneration and benefts for the**
**Chief Executive Oficer and other**
**Key Management Personnel**|**Inc. pension contributions**|**Inc. pension contributions**|**Excl. pension contributions**|**Excl. pension contributions**|
|---|---|---|---|---|
||**2022**
**(£’000)**|**2021**
**(£’000)**|**2022**
**(£’000)**|**2021**
**(£’000)**|
|Key management personnel|789|784|766|758|
Key Management Personnel is defined as members of the Executive Board. There were 4 Executive Officers in post in the year (2021: 8).
## **Trustees**
None of the members of the Board of Trustees received any remuneration during this year (2021: £nil). During the year, no Trustees (2021: 0) received reimbursements of non-private travel and subsistence expenditure amounting to £nil (2021: £nil). The value of expenses waived was not material.
Total donations in the year from Trustees amounted to £60 (2021: £60).
## **Note 11. Intangible fixed assets**
||**Computer**
**software**
**(£’000)**|**Assets under**
**construction**
**(£’000)**|**Total**
**(£’000)**|
|---|---|---|---|
|**Cost**||||
|At the beginningof theyear|1,421|51|**1,472**|
|Additions|-|492|**492**|
|Disposals|(257)|(3)|**(260)**|
|Transfer|-|(40)|**(40)**|
|**At the end of the year**|**1,164**|**500**|**1,664**|
|||||
|**Accumulated amortisation**||||
|At the beginningof theyear|(1,280)|-|**(1,280)**|
|Charge foryear|(43)|-|**(43)**|
|Disposals|170|-|**170**|
|**At the end of the year**|**(1,153)**|**-**|**(1,153)**|
|||||
|**Net book value at 31 March 2022**
**11**
**500**
**511**||||
|||||
|Net book value at 31 March 2021
141
51
**192**||||
|||||
Assets under construction are not amortised and comprise expenditure on the purchase or creation of intangible assets not brought into use at the balance sheet date. Transfers are made from assets under construction to the relevant category of intangible asset when the asset is brought into use.
## **Notes to the Financial Statements**
## **Note 12. Tangible fixed assets**
||**Freehold**
**(£’000)**|**Long leasehold**
**(£’000)**|**Short leasehold**
**(£’000)**|**Assets under**
**construction**
**(£’000)**|**Total property**
**(£’000)**
|**Fixtures, ftings &**
**furniture**
**(£’000)**|**Other equipment**
**(£’000)**|**Computer equipment**
**(£’000)**|**Motor vehicles**
**(£’000)**|**Assets under**
**construction**
**(£’000)**|**Total other**
**(£’000)**|**Grand total**
**(£’000)**|
|---|---|---|---|---|---|---|---|---|---|---|---|---|
|**Cost**|||||||||||||
|At the
beginning
of theyear|10,179|242|120|36|**10,577**|1,339|106|364|4|248|**2,061**|**12,638**|
|Additions|23|-|-|261|**284**|-|-|16|-|-|**16**|**300**|
|Disposals|(10,202)|(242)|(24)|(272)|**(10,740)**|(700)|(84)|(216)|(4)|(3)|**(1,007)**|**(11,747)**|
|Transfer|-|-|-|-|**-**|-|-|285|-|(245)|**40**|**40**|
|**At the end**
**of the year**|-|-|96|25|**121**|639|22|449|-|-|**1,110**|**1,231**|
|Accumulated
depreciation|||||||||||||
|At the
beginning
of theyear|(3,598)|(98)|(118)|-|**(3,814)**|(1,250)|(106)|(323)|(4)|-|**(1,683)**|**(5,497)**|
|Charge
foryear|(55)|(2)|(1)|-|**(58)**|(21)|-|(62)|-|-|**(83)**|**(141)**|
|Disposals|3,653|100|23|-|**3,776**|632|84|140|4|-|**860**|**4,636**|
|**At the end of**
**the year**|-|-|(96)|-|**(96)**|(639)|(22)|(245)|-|-|**(906)**|**(1,002)**|
||||||||||||||
|**Net book**
**value at 31**
**March 2022**|-|-|-|25|**25**|-|-|204|-|-|**204**|**229**|
||||||||||||||
|Net book
value at 31
March 2021|6,581|144|2|36|**6,763**|89|-|41|-|248|**378**|**7,141**|
Assets under construction are not depreciated and comprise expenditure on the purchase or creation of tangible assets not brought into use at the balance sheet date. Transfers are made from assets under construction to the relevant category of tangible asset when the asset is brought into use.
Within tangible assets are property under construction with a cost of £25k (2021: £36k).
Within intangible assets are computer software under construction with a cost of £500k (2021: £11k).
**78** | rnid.org.uk
2022 Annual Report & Financial Statements | **79**
**FINANCIAL STATEMENTS**
**FINANCIAL STATEMENTS**
## **Notes to the Financial Statements**
## **Note 13. Debtors**
||**2022**
**(£’000)**|**2021**
**(£’000)**|
|---|---|---|
|Trade debtors|**509**|1,869|
|Other debtors|**26**|20|
|Prepayments and accrued income|**886**|1,146|
||**1,421**|3,035|
## **Note 14. Creditors**
|**(a) Amounts falling due within oneyear**|**2022**
**(£’000)**|**2021**
**(£’000)**|
|---|---|---|
|Trade creditors|**1,809**|1,038|
|Accruals forgrantspayable|**127**|-|
|Taxation and social security|**207**|410|
|Loan|**-**|450|
|Other creditors|**383**|198|
|Accruals|**801**|1,348|
|Deferred income|**173**|1,290|
||**3,500**|4,734|
|Deferred income at the beginningof theyear
**1,290**
1,049|||
|Amount released to income earned from charitable activities|**(1,290)**|(1,049)|
|Amount deferred inyear|**173**|1,290|
|**Deferred income at the end of the year**|**173**|1,290|
||||
|**(b) Amounts falling due after more than oneyear**|||
|Net obligations under bank loan is as follows:|||
|between one and twoyears
|**-**|786|
|between two to fveyears|**-**|397|
|over fveyears|**-**|766|
||**-**|1,949|
Amounts falling due after one year relates to a mortgage of £nil (2021: £2.7m) payable over 25 years, commencing 4 May 2016, to purchase five properties and to enable the transfer of adult services in Westgate on Sea.
The mortgage was secured over the five properties and two other properties and was repaid during 2021/22.
At 31 March 2022, the total amount owing on the loan is £nil (2021: £0.9m). Interest was charged at base rate plus 3.25%. The base rate was 0.75% (2021: 0.1%).
The SIB resilience loan taken out during 2020/21 for £1.5m was fully repaid during 2021/22.
## **Notes to the Financial Statements**
## **Note 15. Contingent assets - legacies**
The Trustees have been notified that the charity is a beneficiary of a number of estates for which the amounts to be paid to the charity have not yet been confirmed. In view of the uncertainty over the amounts that may be received, the Trustees have concluded that the conditions for recognition of these legacies have not yet been met and accordingly these legacies are not reflected in these Financial Statements. Provisional estimates indicate a potential value of these legacies of £7m (2021: £6.2m).
## **Note 16. Analysis of group net assets between funds**
|**Fund balances at 31 March 2022 are**
**represented by:**|**Unrestricted**
**funds**
**(£’000)**|**Restricted**
**funds**
**(£’000)**|**Endowment**
**funds**
**(£’000)**|**Total funds 2022**
**(£’000)**|
|---|---|---|---|---|
|Intangible fxed assets
|511|-|-|**511**|
|Tangible fxed assets|229|-|-|**229**|
|Current assets|6,281|1,586|68|**7,935**|
|Current liabilities|(3,494)|(6)|-|**(3,500)**|
|Provision for liabilities and charges|(117)|-|-|**(117)**|
|**Group net assets**|**3,410**|**1,580**|**68**|**5,058**|
|**Fund balances at 31 March 2021 are**
**represented by:**|**Unrestricted**
**funds**
**(£’000)**|**Restricted**
**funds**
**(£’000)**|**Endowment**
**funds**
**(£’000)**|**Total funds 2021**
**(£’000)**|
|---|---|---|---|---|
|Intangible fxed assets
|192|-|-|**192**|
|Tangible fxed assets|6,660|481|-|**7,141**|
|Current assets|6,519|3,566|68|**10,153**|
|Current liabilities|(4,719)|(15)|-|**(4,734)**|
|Long-term liabilities|(1,949)|-|-|**(1,949)**|
|Provision for liabilities and charges|(290)|-|-|**(290)**|
|Pension liability|(3,167)|-|-|**(3,167)**|
|Bath CharityLoan|939|(939)|-|**-**|
|**Group net assets**|**4,185**|**3,093**|**68**|**7,346**|
## **Note 17. Provision for liabilities**
**----- Start of picture text -----**
Balance 31 Charged to Spent Balance 31 March
March 2021 income and 2022
expenditure
(£’000) (£’000) (£’000) (£’000)
Provisions for dilapidations 290 (173) - 117
**----- End of picture text -----**
As part of the Charity’s property leasing arrangements there is an obligation to repair damages, on certain properties, incurred during the life of the lease, such as wear and tear.
**80** | rnid.org.uk
2022 Annual Report & Financial Statements | **81**
**FINANCIAL STATEMENTS**
**FINANCIAL STATEMENTS**
## **Notes to the Financial Statements**
## **Note 18. Pensions - Group and Charity**
RNID operates a funded pension scheme in the UK (the 'Scheme'). The Scheme has a Defined Benefit Section, and previously a relatively small Defined Contribution Section where all benefits were transfered to a new MasterTrust arrangement with effect from 1 August 2018. Pension benefits in the Defined Benefit Section are related to the members' final salary at retirement (or earlier if they leave the Scheme before retirement) and their length of service. Accrual of benefits under the Defined Benefit Section of the Scheme ceased with effect from 31 March 2010.
The Scheme Trustees are responsible for the operation and governance of the Plan, including making decisions on the Scheme’s funding and investment strategies in conjunction with RNID. RNID is required to meet any additional funding payments that may be necessary as assessed by a formal scheme funding valuation every three years. The most recent scheme funding valuation as at 31 March 2021 revealed a deficit and RNID agreed to make an additional contribution to the Scheme to remove this deficit and meet expected Scheme expenses. Contributions of £7.13m were paid into the Scheme for the year ending 31 March 2022 including a special additional contribution of £5.84m that was agreed. Under a new recovery plan, further funding and expense contributions totalling £1.29m each year are required from 1 April 2022 to October 2030.
An actuarial valuation of the Scheme was carried out at 31 March 2022 by a qualified independent actuary, based on membership data and projected cashflows from 31 March 2021 but amended to make an approximate allowance for benefit outgo and member movements during the period.
Contributions to the Scheme for the year beginning 1 April 2022 are expected to be £1,292,000. Except where stated otherwise, the remainder of this FRS 102 pensions note relates only to the Defined Benefit Section of the Scheme.
|**The major assumptions used by the actuary were**
**(in nominal terms) as follows:**|**As at**
**31/03/2022**|**As at**
**31/03/2021**|
|---|---|---|
|Discount rate
|2.60%|1.90%|
|Infation assumption (RPI)|4.00%|3.30%|
|Future LPIpension increases|3.80%|3.20%|
|Revaluation in deferment (RPI)
4.00%
3.30%|||
|**Assumed life expectancies on retirement at age 65 are:**|**As at**
**31/03/2022**|**As at**
**31/03/2021**|
|Retiringtoday- Males|21.3|21.3|
|Retiringtoday- Females|23.4|23.7|
|Retiringin 20years time - Males|22.6|22.6|
|Retiring in 20 years time - Females|24.9|25.2|
The fair value of the Scheme’s assets, which are not intended to be realised in the short term and may be subject to significant change before they are realised, and the present value of the Scheme’s liabilties, which are dervied for cash flow projections over long periods and thus inherently uncertain, were:
## **Notes to the Financial Statements**
## **Note 18. Pensions - Group and Charity (cont.)**
||**Value at**
**31/03/2022**
**£000s**|**Value at**
**31/03/2021**
**£000s**|
|---|---|---|
|Equity|15,622|18,603|
|Structured equity|16,025|15,656|
|Fixed Interest|29,421|27,341|
|Index Linked Gilts|8,995|7,213|
|LiabilityHedging|(2,382)|(2,156)|
|CurrencyHedging|(100)|111|
|Insured Annuities|567|414|
|Property|2,338|2,123|
|Cash|4,129|1,390|
|Alternatives
5,989
5,250|||
|**Fair value of Scheme assets**|**80,604**|**75,945**|
||||
|**The actual return on assets over the period was:**|**970**|**4,686**|
None of the assets of the Scheme are invested in RNID’s own financial instruments and none of the assets are properties or other assets used by RNID.
|Present value of funded obligations|77,450|79,112|
|---|---|---|
|Fair value of Scheme assets|80,604|75,945|
|**Surplus/(defcit) in funded scheme**|**3,154**|**(3,167)**|
|Present value of unfunded obligations
-
-|||
|Unrecognised actuarialgains(losses)|-|-|
|Surplus/(defcit)in funded scheme|3,154|(3,167)|
|Adjustment in respect of asset ceilingand minimum fundingrequirement|(3,154)|-|
|**Net asset / (liability) in balance sheet**|**-**|**(3,167)**|
|**Reconciliation of opening and closing balances**
**of the present value of the defned beneft obligation**
|**31/03/2022**
**£000s**|**31/03/2021**
**£000s**|
|---|---|---|
|Beneft obligation at beginningofyear|79,112|71,923|
|Current service cost|-|-|
|Interest cost|1,474|1,625|
|Contributions bySchemeparticipants|-|-|
|Actuarial(gains)/losses|(98)|8,128|
|Beneftspaid|(3,038)|(2,564)|
|
Past service cost|-|-|
|Setlements|-|-|
|Business combinations|-|-|
|Exchange rate|-|-|
|**Beneft obligation at end of year**|**77,450**|**79,112**|
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**FINANCIAL STATEMENTS**
**FINANCIAL STATEMENTS**
## **Notes to the Financial Statements**
## **Note 18. Pensions - Group and Charity (cont.)**
|**Reconciliation of opening and closing balances**
**of the fair value of Scheme assets**|**31/03/2022**
**£000s**|**31/03/2021**
**£000s**|
|---|---|---|
|Fair value of Scheme assets at beginningofyear|75,945|73,253|
|Interest income on Scheme assets|1,478|1,662|
|Return on assets,excludinginterest income|(508)|3,024|
|Contributions byemployers|7,131|940|
|Contributions bySchemeparticipants
|-|-|
|Beneftspaid|(3,038)|(2,564)|
|Scheme administrative cost|(404)|(370)|
|Business combinations|-|-|
|Setlements|-|-|
|Exchange rate|-|-|
|**Fair value of Scheme assets at end of year**|**80,604**|**75,945**|
|**The amounts recognised in proft or loss:**
|**31/03/2022**
**£000s**|**31/03/2021**
**£000s**|
|---|---|---|
|Service cost - includingcurrent andpast service costs,and setlements|-|-|
|Service cost - administrative cost|404|370|
|Net interest on the net defned beneft liability|(4)|(6)|
|**Total expense**|**400**|**364**|
|**Amount recognised in Statement of Financial Activities (SoFA):**|**31/03/2022**
**£000s**|**31/03/2021**
**£000s**|
|---|---|---|
|Actuarial(gains)/losses on the liabilities|(98)|8,128|
|Return on assets,excludinginterest income|508|(3,024)|
|Changes in the efect of the asset ceilingexcludinginterest income|3,154|(1,361)|
|**Total actuarial (gain)/loss to be shown in SoFA**|**3,564**|**3,743**|
|**Sensitivity analysis**|||
|---|---|---|
|**A sensitivity analysis of the principal assumptions**
**used to measure the scheme liabilties**|**Change in**
**assumption**|**Impact on scheme**
**liabilities**
**3/31/2022**|
|Discount rate|Increase by0.25%|Decrease by£2.9m|
|Rate of infation(RPI)|Increase by0.25%|Increase by£1.5m|
|Assumed life expectancy at age 65|Increase by 1 year|Increase by £4.7m|
## **Notes to the Financial Statements**
## **Note 19. Statement of funds - restricted and endowment funds**
## The purposes of these funds are explained on pages 85-87.
|**Restricted**|**Balance 1**
**April 2021**
**£’000**|**Income**
**£’000**|**Expenditure**
**£’000**|**Balance 31**
**March 2022**
**£’000**|
|---|---|---|---|---|
|Sussex Deaf Association|433|-|(27)|**406**|
|Scotland|265|46|(129)|**182**|
|FoleyTrust - Roper House Improvement|400|-|(246)|**154**|
|Hear to Inform and Support - National LoteryCommunityFund|131|1|(16)|**116**|
|Jobsense|429|612|(938)|**103**|
|Tinnitus Research|48|150|(129)|**69**|
|G101 Univ of Sussex|-|61|-|**61**|
|G102 Research Discovery grant at Cambridge|-|60|-|**60**|
|Harlow Trust Fund|28|-|-|**28**|
|Legacyrestricted to the South West region|27|-|-|**27**|
|LegacyLeeds|46|-|(19)|**27**|
|Hear to HelpBirmingham|25|-|-|**25**|
|Specialist Employment Project(ESF)|31|108|(115)|**24**|
|Specialist Employment Project(matched funds)|6|71|(62)|**15**|
|Access to Health Salford|24|-|-|**24**|
|Biomedical research|-|110|(90)|**20**|
|Summer Studentships 2022|20|-|-|**20**|
|Restricted legacy (purpose under discussion)|19|-|-|**19**|
|Devon & Cornwall|17|-|-|**17**|
|Employment in Hampshire|24|-|(10)|**14**|
|CommunityNavigator Project|13|-|-|**13**|
|Prof King- Universityof Oxford|63|12|(62)|**13**|
|Hear For Welfare|11|1|-|**12**|
|Dr Du - Brunel University (S47)|11|-|-|**11**|
|Manchester Hear to Help|11|-|-|**11**|
|Glasgow Employment|11|-|-|**11**|
|Salford CCG Innovation Fund|10|-|-|**10**|
|North of Tyne Hear to Help|10|-|-|**10**|
|RNID/Masonic Charitable Foundation StudentshipAward - Dr Sedley-|46|-|(38)|**8**|
|Newcastle University
Robertson Trust - GISS Hear to HelpGlasgow|-|17|(10)|**7**|
|Wales - PPE Grant from WCVA|15|-|(10)|**5**|
|Glasgow Click & Collect|-|10|(4)|**6**|
|Live Well with HearingLoss|(2)|216|(210)|**4**|
|Aged Veterans HealthyLiving|59|-|(59)|**-**|
|Information Line|85|-|(85)|**-**|
|MRC BIES funding*|-|292|(292)|**-**|
|Localities - DoH Grant|-|22|(22)|**-**|
|Rosetrees Trust - Dr Shekhawat - Flinders University|13|13|(26)|**-**|
|Biomedical research - UK only|3|12|(15)|**-**|
|Glasgow ISS|**10**|**6**|**(16)**|**-**|
**84** | rnid.org.uk
2022 Annual Report & Financial Statements | **85**
**FINANCIAL STATEMENTS**
**FINANCIAL STATEMENTS**
## **Notes to the Financial Statements**
## **Note 19. Statement of funds - restricted and endowment funds (cont.)**
|**Restricted**|**Balance 1**
**April 2021**
**£’000**|**Income**
**£’000**|**Expenditure**
**£’000**|**Balance 31**
**March 2022**
**£’000**|
|---|---|---|---|---|
|BefriendingProject NI|18|2|(20)|**-**|
|The Bath Charity|481|-|(481)|**-**|
|Hear to Inform and Connect BLF|81|-|(81)|**-**|
|CityBridge Inform & Connect Ldn
|30|-|(30)|**-**|
|Prof Rivolta - Universityof Shefield|25|-|(25)|**-**|
|Information Services
|25|-|(25)|**-**|
|Impact FundingPartners - Scotish Government|11|-|(11)|**-**|
|Hear 2 Inform&Conn Forrester|10|-|(10)|**-**|
|Other restricted funds|70|16|(38)|**48**|
|**Restricted Funds**|**3,093**|**1,838**|**(3,351)**|**1,580**|
||||||
|**Endowed**|||||
|The Wennington Charity|68|-|-|**68**|
|**Endowed Funds**|**68**|**-**|**-**|**68**|
||||||
|**Total Restricted and Endowed Funds**|**3,161**|**1,838**|**(3,351)**|**1,648**|
*Government-funded
## **Note 19. Statement of funds - restricted and endowment funds (cont.)**
General funding for **research into tinnitus** . Investigating ototoxicity ( **G101** ). Investigating changes in the hearing brain ( **G102** ).
## **Sussex Deaf Association** donation is
restricted to the relief of persons residing in the counties of East and West Sussex and the City of Brighton and Hove who are deaf or hard of hearing.
General donations restricted to use in **Scotland** .
The **Harlow Trust** provides funding for people who are deaf or have hearing loss to participate in financial qualification courses.
**Foley Trust - Roper House Improvement Fund** is to be used to renovate Roper House.
A legacy restricted to funding in the **South** . **West region**
## **Hear to Inform and Support - National Lottery Community Funding for Devon and Cornwall**
For the use and benefit of the **Leeds** branch.
to help people with hearing loss improve their confidence and knowledge on how to better manage their hearing loss.
General restriction to **Hear to Help** service in **Birmingham.**
**Jobsense** is a EU funded project to support people into employment.
## **Notes to the Financial Statements**
## **Note 19. Statement of funds - restricted and endowment funds (cont.)**
engagement and community cohesion; address imbalances in representation in all aspects and levels of public life.
**The Specialist Employment Programme** is aimed at enhancing the employability of people who are deaf, have a hearing loss and/or tinnitus through the provision of specialist support. The Service is funded by the European Social Fund with Match Funding from the Disability Employment Service.
Research into cochlear implant fitting (S47).
**Manchester Hear to Help** is a volunteer-led service that provides hearing aid support on a one-to-one basis and drop-in settings in communities across Manchester.
**Access to Health Salford** was set up and deliver a pilot project to improve awareness amongst GPs, healthcare professional; amid staff working in GP Practices and health centres of the barriers encountered by residents of Salford who are deaf or experience hearing loss.
To provide funding in **Glasgow** for improving the health, wellbeing and life skills of, and increasing access to information and services, for people who are deaf or have hearing loss. The project works with other agencies to provide information and advice in provision of healthcare, social care, education, training, employment and leisure. It will also fund delivery of a programme of accredited training courses, develop a user forum, support work placements and encourage peer support within central Scotland.
**Research** into treatments for hearing loss or tinnitus.
Funding specifically for **Summer studentships in 2022** .
**A restricted legacy** (purpose is under discussion).
**Salford CCG Innovation fund** is a grant provided to recruit a project co-ordinator to deliver support on hearing loss, including hearing screening and training for staff and volunteers across Sheltered Housing Schemes in Salford as response to our Hearing Matters report.
General restriction to support elderly people with hearing loss in **Devon & Cornwall** .
General restriction to **Employment** services in **Hampshire** .
General restriction to **Hear to Help service in North of Tyne** .
**Community Navigator Project** aims to develop creative approaches to reducing social isolation for older people in Greater Manchester.
**PhD studentships** on finding an objective measure for tinnitus (S57) and understanding how mitochondria are involved in hearing loss (S60).
**S55 King fund** is Biomed research project at Oxford university.
Towards the **Hear to Help Service in Scotland** .
The grant **Hear For Welfare** aims to reduce discrimination against people who share protected characteristics; reduce levels of hate crime; increase community participation,
Restricted donation from **WCVA to purchase PPE** and other essential items to enable a return
**86** | rnid.org.uk
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**FINANCIAL STATEMENTS**
**FINANCIAL STATEMENTS**
## **Notes to the Financial Statements**
## **Note 19. Statement of funds - restricted and endowment funds (cont.)**
to the office and safe face-to-face working in the community. Funding to provide a six month **click and collect** . **pilot in Glasgow**
**The Bath Charity** is restricted to providing relief for the charitable needs of people who are deaf or have hearing loss by the provision of services.
**Hear to Inform and Connect** is enabling us to proactively expand our face-to-face information provision for older people (aged 50+) with hearing loss, particularly those who we have found are harder to reach. This includes older people from black, Asian and minority ethnic communities, older people living in care homes and older people living in rural or remote areas.
**LiveWell** is a project which provides specialist support in Wales to deaf people and those with hearing loss and tinnitus.
**Aged Veterans Healthy Living** is a project to provide information to older veterans with hearing loss.
**City Bridge Inform & Connect Ldn** is a fund towards staffing and operational costs of the Hear to Inform and Connect project for older people in London.
**Information Line service** - large grant from Hollyhock Charitable Foundation to support the Information Line service. Budget includes costs towards three roles.
Covid Medical Research Charity Support funding Research into restoring hearing. allocated to 7 research projects (G102, G94, PA25, G101, G104, G92, G93). **Information services**
**Information services** - £25,000 grant from the Garfield Weston Foundation to support the Information Line service, new digital self-help toolkit and new digital hearing check.
**Department of Health NI Core Grant** is funding towards the salary for RNID’s Director, NI.
**Impact Funding Partners - Scottish Government** is funding to employ a Trainer to work with Sky Television on the Working for change project.
Investigating neuromodulation to silence tinnitus (G96).
**UK research** into treatments for hearing loss or tinnitus.
**Hear 2 Inform & Connect** project aim to reduce the barriers often faced by people with hearing loss, supporting them to remain connected with their families, friends and the world around them, ultimately reducing feelings of isolation.
**Glasgow Integrated Sensory Services** support people with sensory impairment living in the Greater Glasgow and Clyde area by strengthening existing structures, introducing additional support services such as Hear to Help, and by raising awareness and the profile of sensory impairment in the region.
**Other restricted funds** comprises 35 restricted funds providing income in support of RNID activities.
## **Notes to the Financial Statements**
## **Note 20. Capital commitments**
||**2022**
**(£’000)**|**2021**
**(£’000)**|
|---|---|---|
|Contracts for future capital expenditure not provided in the Financial
Statements - property, plant and equipment|**-**|229|
## **Note 21. Operating leases**
As of 31 March 2022, RNID had a total value of minimum future lease payments as set out below:
|**Payments due**|**2022**
**(£’000)**|**2021**
**(£’000)**|
|---|---|---|
|Within oneyear
|**427**|616|
|Between one and fve years|**426**|827|
||**853**|**1,443**|
## **Note 22. Notes to the cash flow statement**
||**2022**
**(£’000)**|**2021**
**(£’000)**|
|---|---|---|
|Net expenditure for the reporting year
(asper the statement of fnancial activities)|**1,276**|(1,498)|
|**Adjustments for:**|||
|Depreciation charge for theyear on tangible assets|**141**|345|
|Amortisation charge for intangible assets|**43**|110|
|Interestpaid|**32**|89|
|Interest/dividend received|**(1)**|(3)|
|Gain on disposal of intangible/tangible assets|**2,485**|-|
|Decrease in stock|**-**|2|
|Decrease in debtors|**1,614**|1,990|
|Decrease in creditors|**(1,234)**|(458)|
|(Decrease)/increase in non-current long-term loan|**(1,949)**|1,010|
|Decrease inprovisions for liabilities and charges
|**(173)**|-|
|Pensions reserve fundingdefcit movements|**(6,731)**|(576)|
|**Net cash used in/(generated from) operating activities**|**(4,497)**|1,011|
|Analysis of cash and cash equivalents
**At 1 April 2021**
**(£'000)**|**Cashfows**
**(£'000)**|**At 31 March 2022**
**(£'000)**|
|---|---|---|
|Cash at bank and in hand
7,118|(604)|**6,514**|
**Befriending Project NI** provides funds for befriending in NI.
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**FINANCIAL STATEMENTS**
## **Notes to the Financial Statements**
## **Note 23. Related party transactions**
Mark Atkinson is the Chief Executive (appointed in October 2018) and is also Director of Habinteg Housing Association Ltd (appointed in Jan-20). There was £15,145 charged for housing association fees (2021: £24,353).
Lindsay Foster is a Charity Trustee (appointed in August 2018) and is also the Executive Director of Signature (trading arm of CACPD). There was £1,998 charged for agency fees, training and attendance at conferences (2021: £231).
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2022 Annual Report & Financial Statements | **91**
## **RNID is the charity making life fully inclusive for deaf people and those with hearing loss or tinnitus.**
Together, we campaign for an inclusive society. We connect people to practical advice and fund research to pioneer new treatments for hearing loss or tinnitus.
If you or someone close to you are deaf, or have hearing loss or tinnitus and need free confidential and impartial information and support, contact RNID. We are open 8:30am to 5.00pm, Monday to Friday.
**Chat to us on the RNID website:** www.rnid.org.uk
**Call:** 0808 808 0123
**Email:** contact@rnid.org.uk
**Book a BSL video call via our partners at Sign Live:** create an account at the SignLive website or download the SignLive app for Android or the SignLive app for iOS
**SMS/text:** 07360 268988
**Relay UK:** 18001 then 0808 808 0123
**Write:** RNID, Brightfield Business Centre, Bakewell Road, Orton Southgate, Peterborough PE2 6XU
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**RNID is the trading name of**
**The Royal National Institute for Deaf People.** A registered charity in England and Wales (207720) and Scotland (SC038926).