United Response Annual Report and Accounts 2020/21 United Response j Charity number: 265249 and 1062 (Isle of Manl Company registration number. 1133776 Tntste¥s Re Objerti¥es and Artivities of the Charty BenefKiartes Promotion ofthe Success of the Organisation to 8enefftlts Members Trustees. Report on 2020121 United Response in 2020121 at a Glance io Strategic Report li Plans for Future Periods 15 Financial Revrew 16 Key Ris*s & How We Manage These Streamlined Energy and Carbon Reporting 22 List of Supporters for 2020121 24 Structure. Governance and Mana8ement 25 Reference and Administrative Details 29 Trustee5' Responsibility Ststement 30 Independent Auditorf5 Report to the Members ofunited Re4￿nse 31 Financial Acc￿nts Consolidated Statement of Financial Activitie5 for the yearended March 2021 Consolidated and Charity Balance Sheets as at 31 March 2021 35 Consolidated Statement of Cashflows for the year ended 31 March 2021 36 Notes to the Accounts for the year ended 31 Marth 2021 37 Iiiimiiiii *AAW9W)' 2311112021 COMPANIES HOUSÉ A16 #110 Objectives and Activities of the Charity United Response 15 a national charity that works with atknlts and young people with learnlng drs•bilitie5 or mentsl hea￿h needs. We are a community-based oryanisation working in England and Wales. providing bespoke residential care. supported livift& day Servi￿5 and ernpltrffjient wppctyrt. Our rn154on 15 to eTh5ure that individuals with leamirg d4sabilitie5. mental or ￿Ysical support needs have the opwrtunity to li4e their li¥es to the full. Our Vision is a society where e¥eryoTre hasequal access tothe same rvdhts and opportunities. Our values are the '8olden threarf rnnnirg throwdh everything ￿ do. We art: Creotive. Responsive. Unite Stronq and Honest. These Set out a dear frnmework for our beha¥iour5 and Ix>w we approach our wor How our actl¥hles deli¥er publk benefft All our artivit*5 a￿ carried out in support of our charitable obiecknvek The core of our WQTk is in supportir people wrth leaming disabilities and those with mental health needs. but we also place a signifKant f(Kus on Investin8 in c¢mmunitie5. We facilitste active community involvement amon8 people we support and we have been increasin8 our contribution to the wmler health and wellbeing wnda. Our redeveloped ser¥ices in York and Richmond. brin8ing new community hubs. artivitrs and spaces. are notable examples of our commrtment to this plactrbased approach. These re4esi8ned promote independence. aspirntion and active Invoknnent for people with learnin8dl￿b1lI1•e￿ We prmiide services prmarity under contracts with local authori￿. the NHS aftd perso￿1 budgets. It is ntral to our ethos and charitable status that we promote and campaign for the wider Publ￿ benefit of our beneficiaries in terms of equality and citizenship. We have tsken into account the guidance in the Charity COMMI￿10n.$ @eneral guidance on Public Benefft when reviewing our aims and objertives and in planning our future artivitie& In particular, the Tn15tees consider how planned aLINit*s will contribute to the aims and objectbves they ￿ve set. F￿dIa[sIng As well as ￿terding fundM)g from local authorities we also fundraise by wrkir¥ corwate contacts. grant. erling trusts. supporters and staff to or8anise and co-ordinate events and activities bsxh in the local communities where we operate and at major charity events. Apart from communicatin8 With people wlK> have supported us inthe past, we use neitherdirect mawketin8 norexternal third partiesto raise funds. Income from fundraising represents lessthan l%oftotsl income and there have been no complaints about fundraisifi artivity during the year. Many donations relate to specift Ical community projects and we ensure that expenditure is restricted to these projects and is spent withrn a reasonable period. We review d)anges in guidan￿ and legislation related to fundrnlsl￿& such as the Fundraising ReguEatorfs Code of Fundraising PractKe and the than8es in GOPR. and we are workin8 to ensure that we are fullycomplÉanL Code of Conduct United Response adheres to prinaples of 8oveffian￿. in particularthe Charity Governance Code. In line with good prartice we undertake periodic reviewsof Lwrgovernance. IK>th com￿l•nte with requirements and adherence to best prartice. This actrrfity is undertaken in part during annual business of the Board ènd tts committees, for example review of cornrniltee Tem)s of Refe￿nce and their perk>rmance and through more in-depth perioditreviews.Trustees receiveupdatesfrom extefnalspecialists inthesectoratBoardAwayDays. Overthe past yealthe Board ha5 continued to implement a Governance Action Plan. which coverthe following area5: Good Governance PractKe' Diversity, St•kehokler Engagement and Impact and Reporting. Progress Teviews a8ainst the plan are undertaken regularly by the Nomination5 Committee and reported to the Board. The Action Plan now incorporates artions to meet the recommendatM>ns olthe Charity Commiswn Guidance on Transparent & Accountsble Governance. June 2020. Beneficiaries Adults and young people with leaming disabilities and mental health needs. who are supwttd by United Response- around 1.9XI indbviduals as at May2021. Their families. carers and ad¥ocate& The wider disability and mentsl heahhcommurtity. The wider communities we work in. e5pecialty ¥ulnerable people withinthem. We provide a range of support ser¥ices includinr. Supporting people to live vthere thrychoose. Supported employment and volunteering opportunities, indudingtraining. Many peopte we support are on the aulistic S1￿M. OUT Staff are trained in recognised tethniwes. so th* they can provide effertive supporL Life skills-supFK)rting people todevelop interests, hot￿le$and skills. indudinB skillsto help mana8ethelr own home and money. Support to develop and maintain relat￿ShIpS with fr*nds andfamil¥. Accessible communicationsto support people to speakup. Advocacy-work•n8 with peo* so they can speak forthem$e￿￿. We have particular expertise in v•orkin8 With people with complex needs Includittg those with profound learning disabilities. We also support a 8rwn8 number of people with learniry disabilit￿$ wlK> also experience mentsl health diffKulties. A lar8e proportion of the people we with have complex bEhavKiur supwirt needs, and we support them to live hjlfilled lives as part of their community. We use artive supwtand positvie behavior 511PPOrt techniques. Many of the people we support have additx)n81 physKal or sensory SUPPDrtneed We support people with a ra￿ of physxal disabilities induding impaired motor skllK and profound and complex physical disabilitie& sUp￿rtIn1 ￿ople whh mentsl health needs We support people with a of mental heakh need& We provide a variety of mental heahh services Worki￿ in partt)etship with dlnical partners. including communtty support and outreath. supported livin& supported housing and vocationaltraining. Our emphasis is on wellness and recovery. and whert possible we f￿5 on early inte￿ent￿n to help prevent more serrous problem5 fromoccurring. We provide supportto your% people ih transition to help them explore theiroptions. try out new activitles. build their Skills and to p￿n for a future of increasin8independence. Our approxh foojses on 8ettin8 to ￿ders￿nd people's •spiratK>ns ar￿ helpry them to achie4e them. We support people to exercise choice and control and empower them to cOntrib￿e to their ovm c¢mmunitbes. We have a strong track record of SUppDrti￿ Peop￿ to ￿1￿1 their independence. We build our approach arourml the preferred routlnes and activities of each ind¢v•dual SUPfK>rt. supporting people asattNe citizens who have the capacity to be engaged in a range of artwitie& This approach is called 'actr¥e 5upporf and is underpinned by our peT50n wor* for and represent our organisation. Risk management assurance frameworks. including regular quality assurance reviews ensufe that ly)th ser¥ice and other organisation objective5 are held to a high stsndard. Trustees adhere to Nolan Prinaples in their conduct of company l)usines United Response takes a zero tolerance èpproath towards fraud. bribery and mptKin, modern slavery and human traffickin8. It is committed to Compl￿ with am applicable laws and re8ul•tions relatiD8 to fraud. bribery and COrrupt￿n wherever it operates includi•vd the Modern Slavery Art 2015. A modern 4a¥ery statement is published annually in accordance with the Act. and published on our website. Our whistle-blowing poliry allows a safe forum for employees to rnise c0￿M$. employees encourage to report any r•sues that they do not belie¥e ale uphoklirg our experted standards. The Trustees complete an￿￿1 Bovernance wirements ¥thich irKbJdes 4 statement on conflicts of interest. Trustees, Report on 2020/21 The past year has been one like no other. Back in Marth 2020. nolxth t(wld have predirted just how profoundty daY-t￿daY lrfe would be affected for so many of us. Life as we knew it tumed on its head during the dosin8 months of our lastfinancial yeor. setting the tone forthe year ahead and beyond. Even in the fao ofthe adverth brot8hton by a gk)balpandemi ¥•e have held true to ourmissron ofensurin8 that individuals with learning disabilities or mental heafth needs have the opportunity to INe fulfilled INes. am overwhelmin8lv Fyoud of the wwk and creatbvity of our tharity. and our success in keepin8 everyone motNated and committed to carin8 forihe people wesupport. We had to raPId￿ shrftourfocvs in March 2020 to dealin8 With the additional issues ueated bythe pandem￿, such as managing the risk of spreading infettion and acquisition of personal protective equipment. We were relentless in ensuring the safety of thff and the people we support. but we a150 needed to find creative ways to continue providing care and operate effKiently. For example. embraced the use of technology. such as video conferencin& at a fast pace and as a way of stayww connected durin8 the ¥ariouslockdowns. In spite of the challenges, I believe we succeeded in our airn of keeping people safe and well. both our staff and the people we support. The dedication and effort of our workforce has shone through more than ever durin8 this uniquely challen8ln8 period. I have been incredibly Impres%d by their continued p•s5ion and energy. and on behalf of the 8oèrd of Trustees I woukl like to note our gratitude. Overall. we have maintained our hiBh stsndards of service qualty. Incidents. which are seldom but do occur from time to tirne, are dealt with Speedi￿ and with a ￿WtO leèrningfor the future. We have a150 mèintsined our commitment to financial sustainability. with another ￿ar ol pogtive financial results and a net contribution to reserves. At the tsil end of the reportin8 year. the Supreme Court dellvered its final ruling on the'sleep ing case and on the question of payment for overntght care. By conduding that such shifts do not attract Natronal Living Wage r•tes. the verdirt brought darity on an important issue that threatened to destabilise our sector. The ruling also served to hi8hli8ht the need for a fvndamenlal rv4iew of how social care is funded. We continue our lobbyin8 of Government on this point. calling fora far reaching pay rerfiew for social care workers to tackle what remains 4 Source of dixontent. More widety. Vlt continued our on8Oiry wo￿ to speak out on behalf of people we SUp￿rt to lry to secure better lights for the learning disabillty community- In March we l•unthed the nation's firstvever Accessible Voting Day to help people with leamiwd disabilrties to tske part in politics and vote. Coinciding with the local elections held in May. we were joined ty other or8anIsa￿ns aThl charities to raise aw?￿neSS of tt importance of an accessible voting system. With our focus on particular sub*roups. such as people with kaming dlsabtlities. ak)ng with the Increased public attention to gender and ethnic dbver5ity, we have increased the importance we attach to addressing issues felated to equality. diversity and inclusion. At United Response, we have tsken up the challenge of tacklin8 inequèlities experienced by colleagues and people we support. As prt of this commitment. in late autumn 2020 we estsblished a diversity forum to engage with colleagues on dp4etsity and in¢lusiDn issues. In addition. we agreed to channel our irv8rair& 'person centred methods. thus giving u5 a tried and tested way of tsckllng inequallty- We also efflbra￿ diversity at Board lelel. and reco8nise the benefft of havin8 a range of relevant skills and coznitlve abilities around the Board tsble, as well as being truly reflective of the society in which we operate. l am pleased to wekome Satya Samal and Paul Marriner astwo newTru5tees WIK) afeioiningour Board. both brin8ing their experience of information tethnokey and ditsal capabilities as we embark on a major investment to update our systems and waysof workiN8. In the fiearfvture, we intend toenhance our oversight of safeguarding and ol education with furtherapp)intments. For our Direttors. team. we wekorned Andy Ward in Juty 2020 as our new Director of Finance. replacing the oirtgoing Jerome Walls who left after four years of servtce. Andy brings an outrtanding breadth of financial experience and technical knowled8e. as well as a flair for innovation. l exFert he will be a major asset to the organiSat￿n. In October 2020 we ended our fi¥e-year stsy at Hi8hl•nd House ift Wimbledoft and moved into a new l*ad office in Éast CToydon. The new office is ckjse to East Crnydon's Twell-connected train station, and it has brought together fNe functions onto one floor. hamessing the potential of open-plan working and creating a more collaborative work spa￿. Looking forward. we have invested consKlerable thought in a refresh of our fNe year strategy. whilst fetaining our Cofe values of creaiNity. responsiveness, stren8th. honesty and unity. As we come out of the COVID paftdemic. our latest vision aftd supp)rting strategy will be driven forward by our chief execytive rim Q>oper and his team. and we look to a bf%hier and ￿sit￿efutUre. Finalty. I want to use thi5 QPPOrtunity to pay tribute to those who tfa8icaNy lost theiv to Covid-19 dur what has been an incredibly challeft8ingand s•ddeningtime for staff. people we support. families and beyond. Durin8 2020121, we lost 18 individuals who we 5UPPOrt through the virus and a staff member. In Marth 2021 we held a virtual remernbrance event for all those connected to United Response to pay tribute to their passift& and our thoughts remain fimly with them. theirlamilies and kMd ones. And whilst we remember the int￿diblY sad and untimety loss of lrfe during month5 Past, must also recognise the many instsnces where the quality of our care and inteThentx>n meant several who were sick coukl safely leave hospital or be treated successfvlly at home. A heartfvtt ihank you to all our staff W*￿ •lways art with integrity and compa55ion on behalf of those we support. Malcolm Mrfai& 13 Ortober 2021 Chalnnan of the Board United Response in 2020121 at a Glance: Across England and Wales we support awound people at approximately42o10cat￿￿5 We employ around 3.6(M) staff We contract with over 75 k￿1 authorities and ainical Commis5icminBGroups The value of services provpled was £93.2m in 2020121 with the annuali5ed value of new work in 2020121 being£2.7m. HTh7 d4)e5 the Care Quallty Comrri￿ ICQQ rate ourseThires7 We hwe: 61 re8iStered care seThices. 56 of whith have been inspected underthe CQCfr•mework 28 care homes 32 sUPPOrted livi￿dOmICI1Iary care 5eThKes and one Shared iNes 5er¥ice 95% of services are ratsd as"Goo¢r What do people we support and thelr lamlllestlmnk of ow sw¥ices7 Oufyearty satisfartion sup4e¥ did not run in 2020111 due to the pandemK and its imparton our seNices, stsff, the people we support and their families. Respondents were not yet fijlly reaty ftor equipped for an online survey to run, and a paper-ba5ed survey as nom)al was considered a5 a risk and t¢JO impractical due to the virus. spread and staff work10￿. The results of the most recent full suThey from 2019120 are as follows: 96% of people we wpport fett safe when with their wportrtaff 91% of people we support sèid their supp)rt workers listen and tslk tothem 92% of famtlies rated the qtsality of ouf sUPPOrt as good orexcellent 97% of families thought that our staff are carin8 and have the r¥htvalues 88% of people we support said they like where thryli¥e Onlthe awlithtes There were 126.947 ￿n￿lue visits to www.unitedresponse.org.uk 19.151 people visited the site in December 2019to Vtewour easy read Generdl Ejectitin manifestOS- 81% more than the usual monthtyaverage I,￿1 people made tontsco throu8h ourwebsite to ask for 5UPP)rt for themselves or ￿￿eone thev know- 38% more than2018119 We welcoMed￿￿M0re followerstoourtotal socialrnedia audieTh￿ (Facebool Twitter, YouTube and Lirtkedlnl Our social media content wrns seen 1.764.166times People engaged with our s(Kial media content 75.472times 10 Strategic Report Ahead of the 2020121 financial year United Res￿nse set out a brand-new Lwslness plan. outllnin8 four core priorities for the tWe￿e months ahead. These pr40rities would lyjikl on those within the previous strategy. which ran from 2016 through to 2020. The wioritles initialty set for 2020121 we￿. l. Assurir6 the qualty of ourseNKes 2. Achieving financial sustainabilty 3. Plannin8 for the future 4. Speakin8 Out Set within each of these priorities were dear goèls to work towards and target outcomes to achieve, ranging from continued strength iftCQC reports of ourservicesto 5ecurin8 a set levelof income. operatingcontribution and Surplus. some of these Initial Boals and target outcomesfor 2020121 inthded: o Achieve a Good or Outstandin8 CQC ratin8 in 95% of wrservices o Complete effective internal èudits ¢f ourservices o Ensure Ouf h¢)using is safe and comfortable for residents o Eftsure we are compliènt with employment regulations Co-produce with people we wpport ènd their families to developouroffer o Athieve a taT8et incorne of É94m aml a t¢)tal fflargin of14.8% o Produce an improved budget surplu5 o Embed a business perfomwnce culture with revised KP15 arrtl a r￿1 leadershippTogramme Remaln a ioodemp o Record a voluntary staff turno¥er rate of<17% and èn absence rnte of3% Support and ind4Kt new stsff effectNety. recordi￿& a turnover of<7% in stsff with I yeors. swvice Deliver£O.60m of planned new business and Secu￿ É0.75m of newbusiness o Implement a new fundraising strategy and de5r4er knral pilots of projects foryouTr8 people. education and employment Work with partners to launth a new social inpact Iwusingfund Relocate to a ftewcefttral head Offi￿ and ueate • s#>8le re¥enuesteam Develop a new technobgy strategy: implement a new website andwrtranet Enable the voke of people we sUPPQrtto beheanl Build on public-facin8 work to raise awareness of and tackle hate crime and1￿ratIOn o Continue influencing work to h￿Il&ht the need for su5¢ainable fvndin& including for overni8ht care Impart of Co¥ld-19 The outbreak of Covid-19 and Its extraordinary impaLt meant that much of this wider plan and the priorit￿$ within it wefe significanttydisrupted. To manage an e¥er-chan8ing landscape. one whith regularly shifted ltheen fvll natiC+nal kxkdovms to easements and varyin8 restrictions. the organ￿tIon tw?ce revsited its plans and priorities durin8 2020121. At all times a clear focus was placed on managin8 wmWin8 pressures lry wioffitisin& rationalising a￿1 sirnplifying core work on behalf of Cor￿Tate and opeTrtionalcolleagues. H*yw CThld.19 dwnged the wrywe work A key feature of recent United Response Annual flewrts has beeo a transparency in den￿nstrating our successes against the targets we for exh period. A5 the 2020121 strate8y Could not be fully delivered orfocused on in the way it vrds intended. we wlllthis year be unable to accuratety benchmark any achievements against set targets and pr￿TitIeS fortheperiod. Instead. we will this year use this space to detail the posifve leamin8 from Working thnjugh the paftdemie for a full reporting year. We and other prO¥￿eTS are better equipped than ever to plan for fvIU￿ outbreak5. understand the role of tethnology in our M>rk and plan the chawto how we delNer wpport. Seeking to cr&ite our own set of 'certainiie< in a ￿l*j of uncertainty. input from staff. trustees and executples at United Response led to the design of a fresh approach of how we would work 8oin8 forward and What0urp￿ntie$shw1d be- usirqthe countknexperientesand challengesofthe pandemic as a reference: Some of the key stra1￿$ from this approach are detsiled as follow&" The pandemic Showed u5 more than everthe inportance of bein8 able to TAork safely and minimise Infert￿n. Many SFecrfic elements to this renewed ftKus and adapted way of Worki￿ quKkly betame embedded in our daily practice. The everyday use of PP£. for instance. will remain with us for the fi>reseeable future and we have d￿elOped ¢ost*ffertive and lastin8 ways of buyin8 and distributing equipment forthe orB•nisatk)n. Covid has also reinforced the need to have the skilb and c¢)nfKlence to mana8e the health needsof peoplewe support, likewise aC￿sS to the right expertise when and where needed. 2. Meellngs and collabor41Sons wlthcolle•gues: The use of Zoom and other online videoconferentl￿a in￿OSed exponertialty durrrg 2020121. signfficantfy reducing the time and cost of travel for colleagues. It ha5 also increased access and visibilty of stsff acrossthe organi5ation. making us- h> manyway5- mort connected thane¥er. The rise in use of MS Teams has akn hdped staff share and colkniK)r*e n￿re effectY¥ety. somethin8 we plan to roll out to ourfrontline services. 12 In guardlng a8ainst overuse of videocoftferenan& have devebped guidelines to help colleagues make the most effective use of this w way of cornmunicating and being available to others. 3. Impr￿ed atcesstotethnolo8y. Newfound and widespread fiexible working arrangements. suth as Work1￿ from home. required all staff to have easy and rdiable access to both the internet and technokigy a5 soon as wssible from Mèrch 2020. Giving this access to all services. particularty those in ￿MOte arex. TKaS an earty chalben8e one whKh ha5 been tackled with investment in new systems. hardware and practices durin8 the year. A partlcular focus has been placed on reduc1￿ paper-based recordkeepinz. A new website and intrnnet is being supported by future altemètive investment in tschnolo8y. including identifying fundraising opportunit￿5 and income streams. The increased use of technolo￿ meant that senior-level decisions can be made quicker and more effectively through the use of Zoom and other software. Senior stsff are more available for rneetings due to not tfavelling between locatlofts. pla￿￿ 8reaterfotus on shared and concwrent decision makin8. More widefy. other colleagues are artin8 decisivety and with inueased Confiden￿ Ow1￿ to the'biank canva and unique circumstsnce we find Ourse￿e$ in. Keen to support and channel these new ways of Worki￿ we have r￿leWed how we could sU5taiD this approach goire forward. We were incredibly proud of the fantastic and creatr¥e work delivered by colbeagues durin8 the pandemic •nd we will strive to havethis Cofitinue. Staff a￿ findin8 new ways to support arKI enga8e people within their own homes. We have also seen how powerful virtual sessions can be. connettiry people and increasing a¢￿sS to enjoyable and PuT￿selU1 shared artivity. For colleagues normalty office-based. either for some or all of a weeK the past year saw a dramatic shift to working from home. We •re wryidin8 ad¥Ke. guidano and support on how to best mana8e the pros and cons of home working. We recognise that a 8ood work-life balance is important and we are supportin8 colleagues in achievirvd ihi& When it 15 safe to do so. we will reintroduce access to offices- though it is likety that the ￿lance between home and office working has shrfted permanently. This new way of working pr￿ideS us with an opportunity to explore more Ilexible worklng tt> support eollea8ues manage home and worktssks wlth mutual flexibility. In additionthere may be for us to deliver extended hours of availability for business support staff to supportfrontlinecollea8ues. 7. Re¢Tuith¥ and indudin8 new colleasues ¥lrty41r. One of the lesser-reco8ni5ed shifts duri￿& the pandemic has been the need to conduct interytews and Indurtion traini￿ online. in partIcu￿r making good use of video tonferencin8. Feedback from iecruitlng managers and colleagues joining us in this way has been favournble. It has sped up the proces5 and allowed people to be trained up sooner. This online recruitment and induction has now become a pernianent part of how we TworK even as we reintroduce some factrto-face interviewin8 and traini￿4 where ivs necessary. 13 Rapid changes all around us. such as new Govemment policy and guidance, have seen us develop different ways of tommunicatin8 With collea8ues and indeed others outside of the organisation. This involves regular briefings from a single point of contsci the ability forany colleague to raise questions. selen days a week. and 8et a direct response. We have also made increased use of video and text communic*ions and are able to celebrate and share people's achie¥ements more widety. There a￿ lessons in all of thi5 for IN>w we c¢>mmunicate generalty and how requests for actK>n and briefings co1￿$ are communicated through a single thannel. 9. Celebr¥tln8 di¥¢￿It￿. Our online discussion groups seekirg staff views on equality and dp4ersbty at United Response are generating wwerful and positrle idea5 for the future. We have brO￿t together rnany of these ideas to form an action plan to help us ensure that everyone has equ81 opportunities regardless of personal characteristics- and that as an organi￿tKin we ￿lebrate dp*ersity of all fomi5. 10. Confidence In ow abmtyto adapt ￿ndd￿￿. The pandemic has changed the way in which we work and live Qur fv￿5. The paceof change overthe pastyear has probably been greater than at any time in our recent history. In the main these changes have been siiccessful and will give us all confidence that*tcan embrace new ways of workin& capitalise on the beneffts that technology can brin8 and adapt in the face of unprecedented challen8es. We have become a stronger and MO￿ adaptsble organisation prepared for the challen8esahead. 14 Plans for Future Periods Ahead of the 2020121 financial year and before Covid became such a significant fe*ure of all our I1￿5, we spènt a 8reat deal of tirne workin8 With stskeholders inside and outside of United Response to devebp a new strategy forthe future. Ouraim then was forwl workto remain relevant and responsive in theyears to come. We talked with people support. famdies. colleagues and we cornmis5K)ned external per5pectNe on our sector and ourwork Much ofthis approach remained releyart aswemoved into 202V22 iwtthe impart of Covid and ovr learnings from the pandemic will be a hu8e part of the organisation's work for the foreseeablefuture. In the main. we have agreed thot we will: Focus on supporting people with learnin8 disabilitieslrnental health conditiC+n5 to live as artNe members of their bcal Communit￿5. We wll St￿ngthen our'community presen￿. offeriTra SuP￿rt to Ot￿rS in the lOcala￿a. Di¥ersffii our range of seThices on a planned and phased basis. tskir% account of geographical opportunities and both Supply & demand. We will work in a systernatic wty to di¥erMfy where we belI￿e we can make a difference. beln8 mindfvl not to overstretch our finite ￿SoUrCes. Retain our charitable status while operatiry nM)re as a social busines4 adoptin8 a more commercial and entrepreneurial approach. Broaden our funding base. Social care funding will remain core. we will increase revenues from other sources of publtc funds and grow fundraisedltradir% income as a PfOPOrtion of o¥erallrevenues. At the time of writing this re￿rt. most of the UK was dose to easi￿ ts way out of res1￿￿￿￿e restr+ctlve measures and retuming to a workl whKh more thsely resembled 'nomiall￿. In spite of this. there remained real uncertainties about hcMT lon8 the impact of the pandemic will be felt 80in8 forward- both in our sertor and btyond. Trustees have agreed the a￿ve as our overall approach fol the future but we will continue to review any strategic plans in more detail as the longerterm implicatitins of C¢wid-19 continue to be better underst¢Jod. 1S Financial Review This year has been an unprecedented year for United Response. the sector. the country and the world as we have had to come to terms and live with the impatt of the global pandemic whilst continulng to provide care and operate efficrently and safely. The pandemic has had a significant impart on the performance in 2020121. United Response secured additional income fnlm local authorities to deal with the impact of the pandemic on the business of £3.1m. This fundin& and some cost Sayi￿ in ternis of offite running costs. travel and gjbststence and delayed face- to-face trainin8 offset $wificantt¥ increased costs for PPE and other pandemk related costs incurred. The future impart of the pandemic and how S￿Iety will resume remains uncert•in. The UX economy h¥s suffered significantly and levels of debt. unemployment. social care needs are rising rapidty. Specificalty Lotal Authorities are strug81in8 With mountin8 levels of debts facilitated by cuts from central 8ovemment fvndin& lost busine55 rates. council tax holidays ernefgenty payments for hmilies whose income have disappeared a5 well as loss of income from services such as tourism and council owned leisure centres leading to Local Authorities havlng to cut back. Ofte area which they are ha¥¢n8to scrutinise ￿ fundin8 rate increases for social care. As a result of this. more than ever, United Response looks to broaden our funding base although recognizingthat social care fiJndin8 will remains core to owingoperations. Results- buslnes5 Despite the pandemic. we have bEen successful In 8ainw)8 rthv wor* with a Y•lue of £1.9ffl12019no- £2.Oml. Terniination ofcontract5 With a value of £0.2m was lowerthaftexperted12019120-£1.4ml dueto lockdowns. The"51eep In" ruling by the Supreme Court in Marth 2021 has provided clarity and makes a dIffe￿nCe to the amount of free reseThes we have available to support ¢)ur divetsiftstion initiOti¥es and technolo8y projects in pursuit of our lon8temi plan. Government fundi￿ for the Covid 19 pandemic resuhed in the reteipt of £2.8m in cash of which £2.7m has been reco8nised as revenues. 01 this income. 50% related to contractual fijndlng uplifts and premium5 and 50% was given in the form of a grant. primarily the Infection Control Grant. United Response is in the process of confirniin8 the status of remaininE amounts to ensure it has only retsined funds it isfully entitled to due to Costs incurred fromthe pandemiAn additiona1£03rn of grants related tofurloush were received. The Covid 19 pandemic first impacted the UK with the lockdown in March 2020 with a further two lockdowns th* followed in the financial year. Through rnpKlly Shifti￿ our focus to manage ourcost base throu8h dIff￿￿1t and unpredictable tirnes, we were able to ensure that V4e continued to safety provtde person centred supwrt to the people we supwrL The charlty recofded an Inuease in reseThesof £1.7m12019120-an increase of£L4ml. Whilrt this is a modest increase. iTra yearof such uncertalnty. governmentsupportand costsavings have tontritArtedtotheoutcome. The totsl unrestricted operntions. through both 8ener41 and desgnated funds. but before the effect of galns on investmentsand 5alesoffixed a55ets recorded a surplus of£l.3m12019nO- • wrplus of£l.3rn1. The total restricted operations recorded a surplus of £0.4m12019120- a SurP￿S0f£O.1MI. Overall. income grew by £2.5m to £96.9rn ift 2020121 (2019120 - £94.4ml. The principal sources of fvnding continue to be through contractin8 With local authorittes in England and Wales for the provision of statutory seNices for clients with learni￿ disabilities in a svpported living or fesidefitial care environment. In 2020121 16 these Incoming regjuwces of É94.6m. tO8rther wilh Ctr4KI 19 Str￿nment grants of £1.4m. conlrikned 99.1% of the total intome. This was a consistent value to the prior year12019120- £92.8m or 99.4%). Government fundirg for the pandemic cofitrilmrted to £3.Im via premitsms on existing contracts. grants and furlough program5. This ¥ns offset Iw a decline tn le8acie5 of É0.3m and income from investments of£O.Irn. The riw in rates paid by funders partty mitt8ated the c*)st intreases incurred forthe rise in the Thatk+nal living wage of 6.2% to £8.7212019120- £8.21). Throughout the ye•r staff were redepbyed from day ser4ices closed for pandemic lockdowns to botlTr residential and supported livin8 services. Thi5 resulted in staffing efficiencles such as a reduced reliance on a8ency to oftotal staff costs12019120-10%1. Total expenditure increased by £2.2m to £95.2m12019120_ £92.9m) over the same period primarity due the costs of direct charitable expenditure which increased by £3.Im to £82.5m12019120 - £79.4ml. This reflects the impact of the increase of the National Minimum Wage increase. as 14*11 as increased PPE costs over the period. (hernll support Costs offset this increase with a decrease of £0.8rn to £12.4m 12019120 - £13.2ml primarilyfrom sav•ngs in travel, trainirgand otheroffKe costsasa resultofthe requiremertto work remotely. Total net assets increased by É1.7m to £28.7m12019120- £27.Om). The net movement in *YJrking capital saw increases in liquid cash holdings (Cash at bank and in hand plus short-temi fixed deposits) of £5.8m offset against timin8 for debtors decreasing by £2.2m and an increase in creditors of£2.8m. United Response 5er¥ices limited IURS) had gross income of £52.2m12019120 - £33.Iml and recorded a trnding surplus of £l.Om12019120- £0.6m) which has been gift a#Jed to United Response Limlted. URS hokl contrarts wlth local authorities for weffare services which a￿ subard. United Resp¢)nse considers its positN)n to be strongto continue its focus on the SeTh￿S it pro¥i(le& Our good relationships with key funder¥ a pr(wen ability to relain •nd Secu￿ new seThites. combined with stro Ilquidity and sufficient reser¥es underline this. United Response's liquidity is evident with free reseThes which stand at £20.3m12019120 - £19.Im}. of which l(Th12019120 - ILKfAI are held as cash. United Responses free reserves continue to be considered sufficient to pTovide cover for any short unexpected changes in income and expenditu￿. PerfomwrKe to date has been robust in temis of income generntion and also cost control. The trustee5 therefore have a ￿050nable expectation that the charity ha5 a(kquète resources to contsnue in operational existence for the foreseeable hJture being at least twefve months from the date of approval of these financial statements and are not awa￿ of any other material uncert•inttes which may adversely affect the organisation. A5 a resuK the financial statements have been prepared on the8oin8 conorn basis because there is a reasonable expect*ion that United Re5wn5e has adequate re50urce5 to continue in operational existence fortheforeseeable knureand thetrustees believethatthereare no mèteri•l uncertalntiesthatc•ll Into doubt the charity's ability to corbtinue. Key Risks & How We Manage These United Response works to ensure that we effettively identify and manage risks to the organisatiC+n, to the people we support and to our colFea8ues. The risks arnl mitigations are recorded in the corporatr risk ￿giSter. which is produced and maftaged by the Directorg Team and regularty reviewed by the Audit and Risk Committee and Board of Trustees. The Directo￿. Team has responsibl￿ty for assessi￿ the Pro￿bIlIty and impact of Tisk5, for ensuring that apwopriate mitigations are in place and for reporting on this to Board and Committee. As a devolved and growing organisation working within the regulated and high risk supported INin8 sector. the organisatK>n hasdeveboped a risk assurance frarne*K)rkto ensure thatthe wlde ran8e of risks to which the organ￿tIOn is subiert to is bein8 monitored approprI￿ety and that grffKiently robust mitl8•tions are agreed and Implemented. Wrthihe emergenceof COVID 19 the O￿a￿ls?t10n was requiredto quickfy adjust its approath to managing the risks arising from this new situat￿ in a different, but Complementary manner. to the established method of managin8ri5 A summary of the principal risks facing the oryanisation and how United Response mrtyte5 each ofthese risks has been summarised beksw. in no particular order. Description Ye mitigate Malntalnln8 finandal sustainabillty The or8ani5ttioft may be unable to meet sts obligations as and when thev fall due and become financially unsustainable rf increased costs are not matched by increases in income andlor income/c05ts are not managed to budgel. We may be unable to deli¥er strategic prioritres, Core activities to care for the wple we suppoiL If the organ•sation does not have the reht govemance strurtures in pla we may be unable to effectivelv im*ment chart8e prograrnmes in manner that prioritises those that will drrrfe and the most benefft in tems of operational and strntegic requirements to impiove the Ibves of the People We Support. Furtherrnore, various controls a￿ in place across the organisation to both prevent and detect frdud. We undertake a systematic review of contract rates and requested fvnding levelsfrom ￿41 authorities that ensures the financial sustainability of all contrncts. Thi5 is complimented bv an effective budgeting and fwecasting process and we have substsntial reserves in pla￿. Strategy. governance. and fraud As part of the ￿fresh of our five year strategi. we a￿ reviewin8 our @overnance and OfBanisational structures. This will ensure that we protett the charity and our beneficiaries, whilst ensurin8 that we meet charity commission 8uidelines. Delegation of authority is in pla and there ts regular revMv of the organisation< risk environment and risk apwite. A proiert management office help sUPPOrt implementstion of projects that underpin the strategic objectives. 19 Princip31 risks Oescription of risk Haw we mitigate the risk Staff recrultment. reteTrtlon and The or8anisation may be unabje to recruit and retain stsff of the r¥ht calibre in an increasingly competiti¥e labour market. This may irnpairthe Organisat￿n¢ abiltyto provide care to the People We Support at the desired level. ￿￿et its contrattual obl¥ations." and complywith regulatory requirements. We benchmark our pay and beneffts across the sector and have a rewawd and recognition strategy. We regularty re¥iew recruitment and on- ly>arding processes and make improvements where possible. We have implernented a Management and Leadership development programme and wellbeing platfomis arrfl employee assistance facilities are available to all stsff. Buslness contlnulty. dats proteaion and Inadequate cybersecurity measures may lead to vulnerabilrty of IT yistems to internal or external threats which may lead to frauds being perpetrated againrt the organisation or the People We Support. The failure, cornpromise. prolonged non-a¥ailabilityof systems. or loss of data could disrupt business Continuity. causin8 suwimal decision makin& ne8atr4ety wnpact the ability to support front line operations and cause reputational damaee to the OT8anisation. We have a programme of work underway to further upgrade our systems and enhance ourcyber defence5 by obtaining our UK Cyber Essentials aCcredI￿t￿n. Business continuty plans are in place ènd we continue to strengthen our controts delNering compulsory training on cyber security. dats privacy and fraud risks to all staff. Safeiuardi Failure of the or8ani5ath)n to effectr¥efy rnanage safeguarding in respect of the People We Support. This Could be through wovision of poor services, inadequate quality of services provided by operational staff. Of failure to learn from safeBuarding incidents that do occur. so that they are suitably addressed and risk of recurrence is minimized. Operational practi￿ incorporate uarding throughout and these are regularty reviewed to ensure they meet safeguarding requirements and best PTartice. Mand*ory safeguarding training is delivered to all staff. We have strategies and reporting mechanisms in place to react to serious incidents and we iew and reS0￿e all safeguarding inadents to help prevent re¢urrence5. D&%criprion miligate Legal & Regulatory The oryanlsation operates within a highly regulated sector and may be nonrfompliant with one or more of the wide-ranging requirements mandated by several n&ional re8vlator& Non- compliance with statute. regulation or other external requirement may result in personal or corporate penalties, litrgation. reputational damage. invalidat￿n of insuTrnts or restrirtions on United Response's abilty to conduct I￿SineS We have de¥eb)ped i corporate risk assurnnce framework that is managed by the Dire¢torf Team and KIentif￿S the key risks faced by the owganisatrjn. Audit5 against variLWS regulations a￿ conducted by intemal and external teams throughout the Year and findings are reported to Manasement to artion. A follow-up tracker 15 currentty being develoted for all outstsnding attions. We maintsin open and regular ¢ommunicatign with ourvarious re8ulators includin8 the Care Qualty Commission and the Charty Comrnission. Cowr￿ Inability to follow guidance and procedure5 designed to keep Peo We Support and staff safe duri￿ COVID-19 pandemic resultin8 in: the riskto lrfe and limb re8ulatory breaches financial impact breath of human We ensu￿ appropriate emergencv 8ovemance and decision-making strnctures are put in place to allow for thse management of the ever- changing situation and regularty communicate Wbth staff. People We Support and their families. We defwer tsrgeted training to staff on operational and safe8uarding policies and procedures. We remind staff of the dear process for fast reporting of serious incidents. We strengthened our forecasting process With an increased focu5 on cash management. We take advantage of various govemment grants and we maintsin focussed on'making life happen. for the People We Support duringthts challengingtime. Streamlined Energy and Carbon Reporting Energy and Carbon cOns￿￿Ption In accordance with st￿aMIl￿ed Enew & Carbtrn Re¥￿ti￿ ISECRI le8islative rep)rtin8 requirements the below details relètsd to the activities for United Res￿nSe forthe year ended 31 March 2021. 3.rA)5￿.o I.00.￿03 4255,425.9 232 35J) I140282.1 11403 232 335XI 72.LThX9 722 &3¥A 552381A 553 si5￿79.• 515.1 45.17% ICQie United Response's total C02e ernission breakdown is highlighted below. The primary Scope l and 2 emitters of carbon are Gas and Electricity consumption, needed for operational t￿lIdIn85 and residences used for supportln8 people with disab•lit*s. Thiscornbined consumptx>n equate5 to 93.7%of total C02e emisSK•ns with the remainin8 6.3% emitted via the transw>rtation of Staff members alongside thal associated with supported learning and Ir¥ingfacilitie> Annual Comparison 6.33% 45.17% 48.50%. When tomparing the previous ￿arf5 coThsumpt￿, t*e can see that there has been little change in the operational enerBY use desptte there being slightly fewer sites. This is most likely due to the arcumstances surrounding lockiknwn and the requirement for resldents for spend longer inside. Milea8e has dropped comparatively due to travel restrirtions. Intensity metri An inteftsity metit gives United ftes￿nse an indicator of carbon performants based on an operational figure. We have used the number of staff members to indicate this perforrnan￿ with 3380 mernbers ernittin8 on average 337.4 kg C02e each. This will be measured annually and compared against wevious years. Intens*ly mèltic 2020 2021 umbEr of %￿ff kgCO2e A yefaEe k8CO * 140.2111 3492 337.4 Avefay k8COo 3ty10 25QO Bzmo J(*Jo $0 Unlted Response InlUatl¥es This section highlights enew and cart￿n impru4emert woiects undertaken during the year or those that are currently undeTh¥ay. Head offlce downslzlng In response to the changes that COVID has brought to how we operate as a company we have found that working from home is now a fea&ble and encouraged Pract￿ in some cases. We have therefo￿ doWns￿ed offices and upgraded the li8htin8 in the new space to dramaticalty reduce energydemand. In order to manage our energy and cartrx)n footprint more effiC￿ntlY we have beBan systemizing the collection and reviewof energy data. This will ensure we are t￿th proactrle in the event consumption spikes and accurate in ourènatysis. Energy data wascollected and collated by ourenergy brokers. In some cases. electrKty and gas consumptlon ha5 had to be estimated by using an enew average cakutation whkh estimates usage based on PTevbous metef readings. Travel mileage is collected internally. Calculation5 United Response are measuring scope 1. 2 and partially scope 3 emi5SiDn> All energy data was collated by our energy suppliers with transport dat• and staff numbers collated intemalfy. Scope I: Fleet vehicle& Scope 2: Electr￿ and Gas supply. Scope 3: Grey fleet. Gas 183997 Elprtricity P¢trctl 2.31 io List of Supporters for 2020/21 Trusts & F￿ndatIOnS Active Londoners Fund- Mayor of London 8&Q Foundation Card Factory Foundat*)n The Clothworker5' Foundation The Feoffee5 of St Michaefs Spurriergate The George A MO0￿ Foundation Gloucestershire County Council Emotional Health and Wellbeing Grant Grace Trust Trafford VCSE Digitsl Grant The Morrisons Foundation MJB Foundation Persimmon Community Champions The Purey Cust Trust Rothley Trurt Tesco Bags of Help Trafford HousingTrust Wiltshire Digital Drive Yorkshire Buildin8 S¢￿ty Charitsble Foundati¢)n Avon Cornish Mutual Haribo Konditor Monte2uma's NNea Stanley Picker Gallery Tayb)rs of Harrogate Twro College Whirlpool Zamu Events A nufflber of regular everts were Can￿lled because of Co¥id-19. These include the London Marathon. ROCSk run and Ride London. Legades From the late Roy Emest Bousell Participants of these events. when they are heduled and completed. will be included ift next yearfs annual report- providing they tske place durin8 202V22 as planned. Structure, Governance and Management During 2019120 United Resp)nse commenced the novation of its L￿1 Authority contracts to its wholly owned subsidiary company. United Response Ser4ices Limited. The contracts were then subcontracted to the charty to delbver the services in the usual way. This stfucture ha5 been kmrt in place to ensure that United Response is set up in the most effertive way in respect of taxation. Unsted Response Services Limited is a company limited by shares with united Response being the onty shareholder. The directors of this subsidiary are the Chief Exeojtive. the Director of Finance and two trustees of UnitedReswnse. The charty 15 Incorporated as • company limited by s￿rantee and is govemed in accordance with its MemorarÈtlum and Articles of Association. United Response in Business L•mited is a wholty owned subsidiary of United Response. The organisation is governed by a board of trystees. led by the alair. The trustees, who have the powers and Obligat￿nS of Oirectors underthe Companies Acts 2(K)6, have ultimate responsibility for United Response's leadership and strategic direttion. for tts stewardthip. overall financial and organisational control. monitoring [￿0@re$S and ensuring compliance. The Board also has responsibility for protecting the reputstion and values of the oryanisation. sets the lore terni visÈon, and holds the Chief Executive and Director< Team to ac£ount whi15t rnaxwnlsl￿ their perfornwnce for delwering United Response's policies, strategies and obiertives. United Response appointed two new Trustees durin8 2020121. each brrn8in8 5ki115 and experience in deital technology and bu5ine55 SV5tems in 5UPPOrt of organisation's strategic intent. Our Education and Skills Sttutiny Group which oversees our adult education. skills and employment acti¥it*s was stiengthened in the year with the appointment of two external members to join the Iwo trustees already on this group. The Scrutiny Group is ex[￿tted to make è stron8 contribution to the governan￿ and scrutinv of our deleloping education. skills and empknymentpro8ramffle& Recruttment for the wthpendent Chair ofthe Safeguarding Forum was delayed because of the pandemic but the role will be filled in the earty part of 2021122. The board of tnJstees meet at least four tlmes per annum and are supwrted by four committee5. The Finance and Resour￿ Committee has overstght of the key financsal aspects of our work which stem from the fiftanctal. HR. investment and other resource related strate8ie& The Operations Committee focuses on quality and safety of services to the r*ople we support. using and anterrogatin8 a wide varW of data SoU￿e5 to triangulate and provide assurance. Its purpose Is to scrutini5e Information that assures trustees that we are providing safe. high quality, effective 5ervKes consistefttty and routinely. that we meet regulatory requirements ènd that we are providing best Prattl￿ models wherever possible that reflect and invofve the views of the people we supwrt. their fafflilies and carers The Audit and Risk Committee has oversv8ht of exlern•l audit and of internal colrtrols across United Response includivtB quality assurance Ymems and ￿alth and safety anan8ement The Nominationscommitteeactson behalfofthe Boanl to ensurethat appropriate governance arrangements a￿ in place, includiNd the recruitment of thewtnjstees. Each committee is able to appoint up to Iwo c0￿pteeS1sper1•Il5t advisots to enhafi￿ their work. shoukl the committee d￿1r and commkttee members feel this would •dd value to the work of the commlttee. This also provrdes uswith greaterllexibllity enabling usto draw on a br￿der ra￿of skills and involve advisots without them havingto assume *ider 8ovemance responsibili Remw*r¥tK*Th ofth• The Finance and Committee h45 resp)nsibility for overseeiffd the pay and reward of the Chief ExecutNe and Executive Dirertors. The Committee undertakes benthmarting with multiple sources, using external advice. to ensure that pay and reward of senior staff is appropriatety reviewed against comparable organisations in the charitable sectOT and 15 P¥OPOrtionate to the pay and reward of staff overall in the chafty. The Committee reports ts findi￿ to the board oftnjstees. Equality United Response 15 proud ofthe sUPWrt it provKles thrwh • diverse workforce matched to the communities in which we support. Through clear engagernenL trainin8 and leadership our wothrce is adept at bell inclusive and recognising that diversty brings strength and opportunity for people to achieve their best. United Response works tirelessfy to evofve our inclusive culture furtherthrough adopting the Disabilrty ConfKlent framework, Mindfvl Employer charter and actNely works to encourage peopte we support to gain meaningful employment. UnFted Response embeds the PTinciples of the Equalty Act throughout the organisatron. In response to the Black L￿eS Mattef movement estaLq1sl￿d in 2020 and in response to thedeath of knieTican citiien George Floyd, we worked to tsckle inequalities of all kinds faced ty colleagues ar￿ people we support at United Response. We have established new regular diversty forums to engage with colleagues on quality and diveTsity issues. We are aly) seeking to channel and transfer our iryrainÈd 'person centred. method into all of our worL ￿n8 its tr*d and terted rneans oftacklin8 inewality and approachinBdbver5ity. We also made a cornmitment to further strengthen the di¥er5ty of the 8oard of Tnjstees. seeking to attract people from black and ethnic minority communities or with lived experience of a disabilty- or even toth. To this end. we were delighted to finalise the app)intmentsof Paul Marrinerand Satya Samal astwo new Trustees durin8 the year. Paul and Satya would fornialty begin as Trustees in the summer of 2021. each bringing their own personal experience in these tafgetarea& Employee ETh8a8emenl United Response acknowledged the ￿lIlence afid response of the workforce in the face of the unexpected pandemic, and issued an additional but small reco8nititsn payment to all staff durin8 the finantial year. stsff engagement and wellbein8 have continued to besupportedthrou8h a rd￿e0f initiati¥esdurin8 2020121. includes using specialist WellbeiTha and Resifience traini￿ pmider5. devek+ping our Mentsl Health Awarenesstrainins and the continued recognition of staff - by way of small hamper packs, shout outs and atso engagement conwetibons tlwough theyear. Engagement to infomi and support ky Strategic con5ideration5 such as IT. Dr¥er5ity and Wellbeing have been supported throu8h our Orgbtèl Fontrm. Dbveryty Forurn and Wellbein8 Fofum and our regular con5ultatK¥e forum of United Voice. The latter meets on a quartertyksis to discuss Staff concems with seniof management. Those in this group are consulted on all wlicy chaTrdesaffertingstaff soviews can ￿ taken into account ahead of decisions which rnayaffettthe interests of the(h￿ty$WiderW0rkforce. Engagement pulse sup4eys have been deployed and reflect continued high levels of engagement despite the pèndemic. An insightfvl home•workin8 suNey o)nducted after the first lotkdown affirmed the stèff preference, forthose who can. to continue a fkxible or hybrid #yle of wor*in8 Iwnd the pandemic. Staff continue to be regularly and systemalicalty 8iven infommtion relalin8 to matters of concern to them as employees. The Chief Executive cascades a regular monthly briefing of the key develow*nts and Issues facin8 the organisation. induding financial and economK factors affecting itsperforniance. Stskelm￿dets and Alationships The relatlonships for8ed and held by United Response are the backbo￿ of the organi5atK)n's hiAory and future. and are deep-rooted in all of our workon both a regional and national I￿e1. Amongthese are business relationships with local authorrties. commissionefS, funde￿ and partnerin8 heatth organi5ations. No le5S significant are the ties held with the charl￿$ core stakeholders- the people we 5UPPOrt. their families and the WKlercommunty. Maintaining and fostering each of ihese rehtr)nships is a key pr¥)rity for the charity. its Directors, Team and board. Principal decisions taken lry the company during the finandal year carefulty take into account the importance ofthese relationshi￿. Boxd of TrU￿eeS The trustees who seNed during the yearwere as follows: Chair- Makolm Mccae Vice-Chair- David Willis (Chair of Finance and Resources Committee) Vice-Chair~ Helen England (Chair of Operations Committee) David Altman (Chair of Audit and Risk Committee)- rtepped down in July 2020 Honorary Treasurer- Charles Garthwaite Brona8h Scott Alastair 8aknty Bill Hodson Katherine Rake Mark McLaughlin (Chair of Audit and Risk Cofflmittee from Juty 20201 Alison Handley Deborah Twana Guy Van Dic OlrectorfTeam United Response Is rnanaged by the Directorf Team consisting of the senior paid empltyees of the organisation. The Directorf Team 15 led by the Chief Executfft. who ￿pOrtS to the Chair of the Trustees. The Directors. Team through the Chief Executive is responsible for the day to day rnanagement and implementstion of the strategy approved by the Board and leadership of the organisatton. for drawing up and implementing the corporate plan and budget and for proposing any stfttegic changes not encornpassed within the corwrate plan. Members of the Di￿rtorS. Team attend board and Sub-committee meetings. to brief the trustees on ofganisatlonal matter The Dlrertornsibililies for the audit of the financial statements is located on the Financial Reportin8 Council's website aL- w4vw.frc.org.uk/auditorsresponsibilit*s. This description forn￿ part of our auditorf5 report. Extent to whlthihe audlt TRAS ctybsidered (apable of irrewaiilies Inch￿1￿ fraud Irregularities. induding fraud, are instance5 of noneen undertaken 50 that * might state to the charitable coMpan￿S members those matters we are required to state to thern in an audii0rf5 re￿}rt and for no other purpose. To the fullest extent permitted by law. we do not attept or assume responsibility to anyone other than the charitable company and the charitsble companvs members as a bth. for our audit work. for this report. or forthe opinions we have forn￿d. rim Redwoo Senior Statutory Auditor For and on behalf of Crowe U.K. LLP Statutory Auditor London 20 Othjbw 2021 United Response Consolidated Statement of Financial Activities For the year ended 31 March 2021 (incorporating a tonsolldated income and expenditure account) Unrestriaed Restrirted Funds Funds Total Funds 2021 2021 2020 2020 £'ooo 2020 £'ooo Notes Incomèfvom: Donations and legaoes Charitable attivitTr¢s Investments Other Totsl Int¢*￿• i( 161 1311 381 93.392 139 297 94209 147 528 93,392 139 297 94356 96S97 37 37 95A29 L472 96Jn 147 EmpendItu￿ on: Ralsin8 fund5 Charitsble activities 216 216 93,871 1.(188 94.959 94MT ISA8 95.175 244 92.641 92￿$ 92.687 92,931 Ln6 1324 IA25 Transfers between fw Net mo%wnent in funds L726 ioi Reconclllatlon of fvnd% Totsl funds at l April 2020 25￿28 1334 24,304 1.233 25.537 Totsl fvnds at YI Marth 2021 16 26,970 L718 28. 25.628 1334 26.962 Thè notes on pages 36 to 54 forrn part of these accoun l the abo¥e rewltsare derived from ¢￿tInuIng arti￿lIe* AY eains aThl lossesrecogntsed in the￿r are lfiduded above. United Response Consolidated and Charity Balance Sheets As at 31 March 2021 Chav Fixed Assets Intangible assets Tan8lble assets Investments Total fixed assets io li 12 5.623 11267 5.478 11,244 16,725 5.621 18,267 23,888 5,475 11.244 16.722 Stocks Debtors Cash at bank and in hand T•)tal current assets Creditors- amounts falllng due within one year 51 6.276 7M7 14,214 10.114 12.349 9.121 21A76 9,431 075 1&520 14 {IU64) 110.7341 17.7781 Net current a55ets 5211 29,1 14131 10.742 27,467 10.742 Totsl assets less ¢urrent Uawlllles 29,09Y {413) Provisions for liabilities 15051 26.959 16 26,962 FUNDS OF THE CHARIIY: Restrfrted Fynds Restricted funds Restrirted property fund Total reslrfcted fv 17 18 1526 192 L718 192 L718 196 196 L334 Unrestrlrted Funds General Funds Designated funds Total unrestrlrted fimds 19 19 19 20275 695 19J)75 6.553 25￿28 20.271 6,695 19,072 6.553 25,625 TOTAL CHARITY FUNDS 16 24688 26,962 24684 26.959 The n¢tes M pa8e$ 37 to 55 form part of these acC￿nts. The surplus ft>r the finanual year. dealt within the financial statements of the parÈnt charity. with ompany number 1133776, was £1.726.(MKI12020- £I.425.1￿0) after grft aid from subsidiaries. These financial statemerrts were approved by tt* board and auth(Yised for i55ue on 13 October 2021. Malrnlm Mcc* - Chalr United Response Consolidated Statement of Cashflows For the year ended 31 March 2021 2021 2020 Net cash generated In opefatlng artl¥itles I￿50 Cash flow5 frIKn invesiini a(tlb41 Dividends and interest from investments Proceeds from the sale of property, p&nt and equipment (Decrease) I Increase in property. plant and equipment {Decreasel l increase in cash held for reirNestment 14et ￿5h generated I Iused) In Inve510r¥ a¢tl¥itl•s 37 139 {1941 3.913 3) (7.4321 (hawe In cash and osh equlvalents In the repth perlod Cash & cash equivalefits at the bew'nning of thè reportir% period Cash and cash equl4•lents * the end ofthe repMin8 Period 6.332 2.789 9,121- 9.121 Re¢on¢lllation ¢rf net Income to nrt (ash Ilows from owatlng actl¥llles 14et ino>me trthe reportlng p•rlod las perthe 5taiemert of Hnanda Athltl•s) Adlustments for. Depreciatlon and amortisatlon ch￿S Returns on investments Di￿dendS and interest from investments (Gainl I loss on sale of fixed a55ets Decrease I linueasel in stocks Decrease l (increase) in debtors Inuease I Idecreasel In creditors Increase/ (deueasel in provisi¢Jns 1.425 (37) 32 11391 12971 2.235 1130 1921 6.220 12.3(M)) 2.674 38 L850 Cash in hand Cash at bank Total ¢ash and osh equl¥alents 74 65 9,121 The notes on pages 37 to 55forni partof these a¢¢ounts. Net cash generated in operating actNities indudes Government fundlry forthe pandemic United Response Notes to the Accounts for the year ended 31 March 2021 Charfty IAforn)atbon United Response FS a public benefit entity registered a5 charity in En8l•nd and Wales ènd a company limlted by Buarantee. tt was incorporated on 11 September 1973 (company number: 11337761 and re8Stered as a charity on 2 Octobef 1973 (charity number: 265249) and in Isle of Man 10 August 2010 (charity number: 10621. The addres5 ofthe reglstered offKe is 7th Floor- Knollys House. 17 Addi5cornbe Road. Croydon. London, England. CAO 6SR. ¢￿￿tIng Po14cI•s a) B•sls of preparalion These accounts have been prepared underthe hlstorlral costconventlon with Items recognised atcost or trnnsartion value unless otherwise stated in the relevant note(sl tothese x£ounts. The financial statements have been prepared in attordancÈ with the second edltion of the Charltlès Statementof Recommended Practke ssued In october2019.the Flnanch?l Reportingstandard appllcable in the Uniied Kingdom and Republic of Ireland {FRS 1021 and the Charities Art 2011. The charity has taken odvant•8e of the exemptions in FRS 102 from the requirements to present a chafity onfy*Cash FlowStatementand¢ertoin disd05ure5 abou¢thechaiity'5financial bnstruments. The charity constitute5 a publrc benefit entity as defined by FRS 102. bl flnand•l smemefits Thesefinanualstatements ¢onsolidatethe resultsof the d￿rIty*nO its whollyowtsedsubsidiar•es." Vnrted Response Se￿1￿ Limited. United Respotw In Buslnes5 limited and Robert l)*4en Communlties Idorniantl and •re referred to as "theGroup". A separate statement of financial activities and income •nd expenditure attount are not presented for the charity itselffollowing the exeMPt￿n$ afforded by seLtknn 408 ofthe Cornpanies Art 2(M)6. We have set out in thi5 report a revlew of United Reswm￿e'S financial performance. thè reseDM p￿IllOn and principal risks and uncertaintles. Based on the osse$5ment of these, United Re5pon5e considers its posltion to be slrore to contlnue Its focus on the se￿Ite$ it provides. Our good relat￿nshIpS With key funders. a proven ability to retain and 5e¢ure new services. combined wlth strong liquidity and sufficTrent reser¥es underline this. United Response's liquidity is evident in review of the consolidated reser¥es Wh￿ stand at £27.Om 1201912020 - £25.6ml and £20.Im as free reseF¥es12019no - £19.Im). of whlch almost all is held as cash. Cash holdlngs were maintsined in respectto theuncertaintyofthe S￿￿FInS case. The mlln8onthts itt Mar¢h 2021 has effertively freed up reserves that may have been needed in the case of an advètse rulin8. Trustees will review the in¥estment pollcy 8oingforward. Unlted RespO￿e'S free reser¥e5 continue to be consklered sufficient to provide c¢¥erfor any short terrn unexpected thanges irt income and expellditure. Covid 19 has been an example of how the or8anisatlon has been able to endure. whilst still providing required levels of service. 37 United Response Notes to the Accounts for the year ended 31 March 2021 L Accwntln¢Polkles{¢ontlnued) c) Preparatlon olthoaccounts on a Eokngcon(ern b•51s Icontlnuedj Notwithstandingthe pandemic. perforniance to date has been robust in terms of Income generation and also Cost control. The trustees therefore havea reasofi•bleexpectationth•tthecharity hasadequate resources tocontinue In oper*ional e)tisten¢e for the foreseeable firture beFn8 at least twefve nM>nths from the date of approval of these financial Statements and •fe not aware of any other materlal yn¢ertalntles whlch may adversely afFett the organisation. ACCordi￿lY. the financial statements continue to be prepared on the golng concern bas15. In the application of the charity's accounti￿ policies. trustee5 are required to make judgements. estimates and a55vmptions about the car￿n8 value of assets and liabilitie5 that are not readlly apparert from other sources. The estimates and undertylng assumptlons a￿ based on historlcal experience and otherfartors consldered to be ￿leVant. Actual results May differfrorn these estimate5. The estlmates and undertyin8 assumpth)ns are reviewed on an oTrgoin8 basi5. Revisions to accounting estlmates are recognised in the period in which the estimate is revised rf the revision affects only that perlod, or in the perlod of the re¥￿10n and firture if the re¥sshon affett5 C￿￿ent and futyre period The followin8 rnatters c¢ntaln a￿uMptionS Concerni￿ the future. or estimation affecting assets and Ilabi14ties at the balance sheet date. that may resuk in a material adjusiment to iheircarryin8 amounts In the next financlal year: Note 3 & 14 Income and othercreditors- Governmerrtfundlng-C4%1d 19 Note 13 Debtors- Accrued income and Doubthil Debt pr(wiS￿D Note 15 Pr￿lsIOn5- Dijapidatiofts In the ¥iew of the tmstees. other thao tlbose matters disclosed abo¥e. there are no assurnptlons concerning the future or estimatlon uncertaSnty affectin8 assets and liabilities at the balance sheet date Ilkely to result In a materfial adjustment to thelr carryin8 amounts In the next financial year. e? Income Any funds received are accounted for as income when United Response can meet the followlng reco8nitron criteria: it has entrtlement. the￿ Is probability (more ljkely than not) that it will bere￿iVed. and the monetary value cari be measured with SUff￿lentrellabl1lty. Sour¢es of funds include Charitable contractual income. Grants. Legacies. Gifts in kbndlDonatign and investment Income. Any fvrKls received in advano are deferred until the Contracted service has been provided at which polnt UnSted ReS￿se is entltled to ffjCOTd it. Where there are terms or condition5 attached to incomin8 funds, partbcularly grants. then these terms or condition5 must be met before the Income é5 rec¢8nised. Where terms or condltions have not been met or uncertainty exists as towhethertheycan be met thenthe relevant Income ts not reuwiised in the year but deferred and shown on ihe balarlce Sheet as deferTed income. Grants are recognised on the perfomiance model, when the dHTity has complled wlth any ¢onditlons attathingtothe grarrt and the grantwill be received. The grant in connectlon to thejob retentlon scheme has been recognised in the perfod to which the urxlerlylnBlurknu8l•ed staff wsts relate to. See Note 4 for revenues recorded relatedtoadditionalGo*rnment grantsandfundingforthe pandemlc. United Response Notes to the Accounts for the year ended 31 March 2021 A(CouhtingPolldes(cort￿) E¥￿tE￿re Costs of raisin8 fund5 are ihose costs incurred Sn attractlft8voluntary income. Charitable aCtIv￿oeS indude expendlture associated with the provislonof support to people with leamiwdisabillties or mental health needs aThl include both the dirert and sUPPOrt costs relatlng to these actlvlties. Governance costs are primarily associated with constrtut￿a1 and statutory requiremen￿ Where support costs cannot be directly attributed to one of the charlty's acl•¥ities they have been allocated on the basis of estimated tlme spent. ) Operaling lease5 Renial costs under operat￿B leases are charged to the statement of financlal activities on a stralght line basls overthe period. h) PeThslon schemes Unfted Response operates a nOD-contTib￿0ry stskeholder pension stheme for eli81b￿ staff member& Current emptoyer's contributions amountto 3% of pensionable earnings. The charity also tontributes to the NHS pension xheme, the West Yorkshire Pension Fund and the Nottin8ham5hire County Council Pension Fund in respert of staff memberswho have transferred frorn other emph)yers. These are defined benefrt schemes which we account for as defined contribution schemes as IQ is difficult to identfy the harity's share of the undertying assets and liabilities." we hold £IW.OCKI in reserve relatin8 to these schemes should we be requlred to supplement ourcontTiIMrt•ons. l) Intangible lJxed assets Computer software costs have been capitallsed within Intangible assets as they can be identrfied wlth a spec6fic project anticlpated to Produ￿ fviure beneffts. Once brou8ht into use.they are amortised on the stra48ht Ilne basis over four yeafs. Tanglble fixed assets cost1￿ more than £2,CKX) are capitalised and shown at C05t. Depreciation has been charged to write off au fued a55ets. except lof freehold land. over their estirnated useful lives. at the following rates:_ Freehold Iwildln8sand Improvements Leasehold buildings Furniture and equlpment Motor¥ehlcles 2% to 25% on cost overperiod of lease 25% oncost 25% oncost k) Finandal instruments Unlted Response has finandal assets and financial l•abilities of a kind that qsjalify as bastc financlal Instruments. Basic finanaal instruments are initially reco8nised at transactitin value and subsequentlv rneasured at amortised cost using the effective interest method. Financial assets held at amortised cost comprise cash al bank and in hand. together with trade and other debtors. Financial liabilities held at amortbsèd cost ¢ompri5e overdrafts and trade and other Creditor Investments. Indudin8 bonds held aspartof an investrnent portfolio. awe held atfairv•lue atihe balance sheet date.wlth gains and losses bein8recognised wlthin income athd expendItu￿. These aredetsiled in n¢)te 12toihese accounts. Im*rtments in 5ubsldlaryundertakln8s are heldat cost less impairment. United Response Notes to the Accounts for the year ended 31 March 2021 A(C(￿ntIn¥pO1￿1e$l(OntlnI1ed) In¥estmerrts All Investments held are induded In the balan¢esheet at market value. All Investments currently held a in cash dep¢silS With UK dearin8 banksto ethsure adequate secuiity and Iw4vKlity is maintained. m) Stock All stock Is held * the lower of ￿$1 and net realisable value. Since 2016. stock holdings induded farm stockfrom the Robert Own Communities IROC) acqulsltlon and small supplies for the Calé. % a ￿%￿lt of the pandemic. stock now indudes holdings of Personal Pmtectlve Equlprnent IPPEI In privately mana8ed distribution ware1￿uSe. on￿ PPE 15 distriiwjted to the seplices. it is recorded as an expense. n) Provlslons United Response has comm4tments to make 8ood dilapidations and carry out repairs under various property leases. A provisK¥n 15 rnade for all leased properties that may be subie¢t to a potentol dilapidation cha￿e and is based on the experiÈn¢e of re¢ent a¢tual ¢osts incurred when vacating o) Funds Income ￿CeIved 5ubjert to S￿1￿C conditlons Im￿sed by the donor Is Included In restrtrted funds. Revenue expenditure Ss allocated against these funds as incurred. Restrirted funds which have flnanced fixed assets are reduced by amounts equwalentto any depreciation charge overthe expected useful Ilyes of ihe assets Concerned. The analysis of re5trKted funds s showft in note 17to the attounts. p) Cash at bank and Inhand Liquid resources are defined as ¢a5h at bank and in hand Immedlatety avallable to meet worklng capltal needs. Other cash not required for working cawtal requirements are dassif￿1 as investments. United Response Notes to the Accounts for the year ended 31 March 2021 Anal¥sisof Donatlonsand Logacl•s Total 2021 Totsl 2020 . Donatlons from trusts Clothworkers. Foundation Trafford HousingTnJst The Morrison FourKlation Feoffees St Michael The PureyCustTrust MJB Charttable Trust GroundworkTrust People's Postcode Other Total donatlonsfroffltn￿5 35 io io 12 13 14 74 124 Legacles - Mi R. E. Bousell - Mrs J.M. Rowe - Other Totsl donatlonsfrom 37 60 41 267 143 Totaldon*ions•nd lepctes 267 528 2021 £'wo 2020 Bank interest Totalinvestmertlncome 37 37 139 139 Othorlncom• Is made upasfotl0¥￿. 2021 2020 Galn on sales offixed assets Otherlntome 297 297 41 Un ited Response Notes to the Accounts for the year ended 31 March 2021 TrndiN4 Income Totsl 2021 Total Income Grnnts t( £'ooo Learning disabilityresidentialservi Learnlng disabiltysupportedlr•ine services Government funding-covid 19 Other learningdisabllltyservice5 Mental health ser¥ices 12.821 19 12040 12.298 103 181 70.524 72.702 1.421 4.323 2.562 2.414 2A14 Employment Opp)rtunities- People We Support Totallncomefrom charhableaL*lvltles 32 25 1.507 94,569 93.392 Government funding for Covid 19 related to uplifts and premiums on existing contTartual service agreements which included £1,311.(KKI of Grants with restriction5. Contra¢tval income includes £65.094 (2019120- £65.094) in respert of contracts wlth the Isle of Man Govemment. 2021 Income fromstatutoryauthorlties Incomefrom people we sUPPOrt andothersources Totalcontrartual Income 89,168 5.401 94569 87,836 4,955 91791 Grantlnq>rne1srnade upasfollrn. 2021 Government fundln8-Covtd 19 Government funding- Furlou8h Skllls for care Grantstosupporternployment {¥aTiOUS) Total8rant In 56 65 Government funding for Covid 19 8rants consisted of Main￿ Infection Control Grants. Furlou8h was also received for employees unable to perforni their work. For details on the other grants. see note 17. 42 United Response Notes to the Accounts for the year ended 31 March 2021 AnaW5 of Total Ejtpendlture pport Total 2021 Total 2020 Aalsin8 funds 244 Charftable actl¥ltles Learning disability residentFal services Learnin8 dtsability 5UPPOrted li¥in8 seThtces her learnin8 disability services Mental health ser¥i¢es Employmertt Opportunltles- People We 5upi Governart¢e Costs 11.0 64.369 4.161 2.154 974 365 83.035 IL924 Total resoyrtes expended 83237 IL938 95,175 Included in Charrtable activities is £I.(141.C￿ which is identified as spènd in relat￿n to Covld 19. Other leamlng dlsablllty seprf•ces Includes total expenditure of £3625712019120- £40,149) in respert of contracts with the Isle ot Man Government. 12.021 74043 11,573 72,617 3.908 3,043 1.237 309 92,687 91931 9.674 428 707 106 . Anatysts th Supportcosts 2020 Regional support and tra5nln8 SeThKe development and quality Communitatlon and polkv Flnancial, HR and legal Information Technok8V General management 5249 6.478 834 433 3.318 3.491 1.581 460 11924 13344 Supportcost5 have been allocatedto activities on the basts of estlmatedtime spent. Net Surplus on Operatlonsfortheyear 2021 This is 5tsted after thar8in8: Des)redatlon and amortlsatlon Audltors, remuneratlon induding VAT Other fees paid to Auditor5 indudir* VAT Amounts paid under operatin8 leases Land and buildings - Motor vehicles 272 53 51 32 219 211 United Response Notes to the Accounts for the year ended 31 March 2021 No remtsneratK￿ was pald totrnstees. Atotalof £298wa5 paid totwo truslees durlngtheyeaT {2019120- £3,882 pald to 6 trustees). The expenses reSmbursed to tnjstees cover travel and subsistence costs ontrv. Indemnity insurance is provided for the trustees as part of the overall m•na8ement liability polèty. the total premlum paid during the year amounted to £17.25912019120- £11,157). Staff Costs 2021 Wages and salaries ' Social security costs Pension contribution costs Total 68.954 65,332 5,142 1,951 nA25 1,64Z 76.104 Wa8es and salarfies includes £94.1￿{2019120- £337.(YX)l ol redundancy and teminatiDn payments whKh were paid out in accwdance with our redundancy poliry and legal requirements. Average numt*r of #aff employed 2021 Number Number Directcharitableartivities Support and governan¢e Generatlftg ¥oluntary incorne Totsl 3387 241 3,367 254 3,632 3.624 Number ol emphyees T*hose rtmuneratlr￿llthtkn1Iw taxable beneflts)exceeded£60.U￿d￿I￿EtheVe￿v £60.000- £70,CJ)O £70.001- £80.000 £80.001- £90.(X)o £90,CK)i- £iOO,000 £i(L).ooi-£iio.o £110,001- £120,0￿) £120.001- £130.OC(I £I40.C￿1-£￿0.C Total Pluml￿ Number 21 17 Total pension contrlbutions outstanding at the year end were £348,QX)12020- £308.0001. 2020 Total pay and benefrts ofthe SeniorExecutive Team 807 The Executive Team conststs of the Chief Executrrfe. Director of Finance. Director of Operations North, J)irector of Operations South. Direclor of Quality and Pradice Devek*pment, and the Dirertor of Corporate Services. 765 United Response Notes to the Accounts for the year ended 31 March 2021 10. Intanglble Fixed Assets 2021 2020 l April 2020 Additions Disposals 31 Mafch 2021 425 116) 425 l April 2020 Char8e for the year Dlspos•L% 31 Marth 2021 363 59 116} Net Book Vthes1Chwlty & Group) 2021 Intan8ible assets ￿late to capitallsation of computer software costs. Duringtheyear. disposals of £16,267 related to oldassetswlth a net bookvalueof zero. ¢onfimied as no longer being used by thegfOUP. 11. Tan8lble Flxed Assets l April 2020 Additions Disposals 31 March 2021 6.154 1.146 161 1381 2.288 227 {503) 2,012 11191 141 9.418 Depreclatlon l April 2020 Charge forthe year Disposa 31 March 2021 2.020 82 14711 1.631 45 4.158 269 1632) 105 11191 79 {381 14) Net eook Value (Group) 2021 2020 4790 4.845 381 5.623 5A78 362 Net 8ook Value (Charlty} 2021 4790 4.845 379 265 SMI 5,475 2020 362 Freehold property inthdes a property with a net book value of £192,1W12019120- E196.0(Kil which is subject to the restrirtions set out in note 18. During the year. disposals included items to the ¥a￿e of £￿)?.369 that had a net book value of Zero. confirmed as no longer bel￿ used by the group. United Response Notes to the Accounts for the year ended 31 March 2021 2021 2020 Market value ai beglnning of year Purchases at ¢ost Dlsposals atbookvalue Increase/{decreasel In cash held forreinyestment Marketvalueatend of year 15,157 7J)23 14267 13.9131 11.244 2021 £'wo £.(￿0 Inthe UK- Interest beaTin8deposlts 18.267 18267 11.244 11,244 United Response Notes to the Accounts for the year ended 31 March 2021 Group 2021 2020 2021 2020 Tfade debtors Amounts owed by group & associated undertakings Prepayments Accfued incorne Other debtors Totsl 9.627 2,960 2.020 528 391 377 4.293 4.063 437 441 197 437 2.088 197 378 10.114 IZJ49 Z76 9A31 Trade debtors ère stated net of a genernl doubtlul debt provision based on the age of debts of £924.(LKI 12019120- £829,(KKII. Accrued income is an estimate of IrKome earned I￿t not yet invoKed. IQ Credltors. Amounts Fankni fx* Wfthln Ch•rttv 20Zi Trade credito Accrnals Oeferred income Taxation and sodal securlty her creditors Totsl 1.178 4Jii 13n 1.183 3.219 1.247 3.511 1.574 10.734 1.178 4.251 781 346 2,449 1.180 3.209 766 1.056 1.567 All deferred income as at 31 March 2020 was released during the year. Other ¢￿dItO¥S at March 2021 includes Government funding for Covid 19 forwhlch United Response must first ensure it's entitled to before reco8nisirwd as Income. . l& Provwon for Uabilltle5 and aw8es Totsl DN•pld•ikbns Pr￿1$10￿ Pwo¥l￿n 2021 Opening balance Utilised in year Released unused durin8the year Addltional amount provided Closing balance 505 1921 467 1221 413 413 505 The provislon for dilapidations provides for the cost of repalrs arising a5 a re5uft of obl￿￿tionS under property leases. 47 United Response Notes to the Accounts for the year ended 31 March 2021 I& A￿1¥$1$ of NetA55ets bet¥*en Tot•1 2021 Funds Fund5 Tangible flxed as5¢ts Investments Current assets Current liabilities Provisions for liabilities& tharBes Totalnet assets31March 2021 339 18.267 15,285 1ts.864) 14131 20,275 18.267 16.696 112.864) {4131 26.970 Total 1&267 18.075 (iia64) 1413) 1.411 1.379 1.718 2020 Tolal Funds Fund5 Funds Funds Intang5bleflxed assets Tangiblefixed assets Investments Current assets Current liabilities Pfovlsions lor liabilities& ¢har8es Totalnet assets31 Mar¢h Z020 5.139 5.139 11,244 20.481 (10,734) 15051 339 5.478 11,244 21.476 {10.7341 15051 26.962 11.244 19.070 (10.7341 1.411 19.07S 6553 17. 8alan(e 31 Marth 31 Marth 2021 Tme Foryou Cornwallsupponed Employment Carers, Projert North East Division South West Division South EastDNision North West Divislon COVIO-19Fundir Devon Other restrictedfi•nds 15 15 98 28 174 iii 39 51 1311 195 (21 {1.0401 1221 271 125 799 IN72 IL0831 Represented by tan8hble fued asset5: North E45t Division South West Division South East Division North West Division Oevon Iformerty ROCI Total excludlng restrkted propertylund Restricted property fund (see note 181 Totsl 14 140 L138 196 ' 1.527 192 1.719 L472 United Response Notes to the Accounts for the year ended 31 March 2021 17. Re#rfrted Funds It(mtTrwed) The purposes of the prlndpal funds shown above a￿ as foltows: Tlme for You - thbs is a 8rnnt from Ipswith Borough Council in re￿tk￿ to the Suffolk Short Break Demonstrator Project. involvln8 the provision of sUPPOrt to family carers of people w￿h learnlng disabilit*s. The grant was orrglnally awarded to Ipswich Council for Voluntsry Ser4fi¢e. but was transferred to United Response during 2012. Cornwall Supported Empltyfft￿1 . this servKe provide5 5UPPOrt to enable people wlth learnlng dlsabilities to secure paid employment workinB with many partnets including Workin8 Links. PLUSS. Prospects, Comwall College and the Ernployn)ent and Skills Board. Funding sources indude the DIVP. the Skills Fundlng*ncy. the European Social FundandvafiOUS independent capacity-building grnnts. Carer5' ProJett- thls is a projeLt. funded by a donatlon from the David Lafnbert Trust. desEned to provlde respite forthe famity careFS of youn8 with severe mental health problems. working in partnershlp wsih the lo¢al pcr, prior to disbbnding in 2011. We are now explorin8 alternatwe way5 of taking it fonward. workin8 With other statutoryagendes. Plorth West Oi¥lslon . the incorne and expeThlittsre relate prfincipally to grants provlded to support our SUPPOrted employment work In Greater Manctr*sw. Grants have also been provided by Knowsley MBC and Wigan MBC to enable us to de¥eknp empknymerf and Social opportunitie5 for people with autbm. COV1￿19F￿ThdIn£-the income andexpenditure relate principallytogrants provided to 5UPPOrtour a¢tivitiesdurin8theCovid 19 pandemic. Vnited ReS￿nSe Is inthe process of confsmiingtheststusof remainin8 restricted arnount to eThSu￿ it has tyity retained fvnds it ts fulty entitled to due to costs incurred from the pandemic. - in 2016 United Response rner8ed with Robert Owen Communltles and thls fund represent the balance of re5tiicted funds acqulied atthattimeandthe net MO￿)entIn restricted ￿venUelUndS since. Funds ¥ewe*nted by tangth ftmed as%ets. these funds relate mainty to Improvements to properties. indudln8 houses owned by VTrlQed Resw>n5e In West Sussex and De￿1 and leased Sn Suffolk. Essex and Kent. .United Response Notes to the Accounts for the year ended 31 March 2021 17. ReArlLted Funds Icontlm*dJ 2020Comparti* Dlsd(•surns Balafice 31 March 2019 8alanc* ai Marth 2020 £￿00 15 Twan51ers Income Expendityre £'ooo rime For You Cornwall Supported Employment Carers, Project North East Division South West Division South East Division North West Di¥i5ion De¥on Other restricted funds Subtotal Represented by tangible Ilxed assets: North East Dbvlsion South West Division South East Dtvislon North West Drvtsion Devon (fornierly ROCI Total excludlng rnstrlrted property fund Restricted property fund (see note 181 T(¥tal 15 98 63 29 129 72 157 125 98 88 28 174 84 26 16) {221 {31 (71 67 15 125 147 139) 140 140 189 iii 188 147 2(A) 141 196 147 18. RestTKted Prtyerty Fund The ￿Stricted property fvnd representsthevalue of a freehold property Pftyided bythe South East Keffit Distrirt Health Authorityto house a service in Folkestone. The property. which was acquired at no cost to Untted Response. ts registered in the narne of the tharity and has been induded in fixed assets at the cost of acqu5sltion and fefurbishment borne by the Health Authority. le$5 depreciation. In the event of the SeThj￿ terminatln& United Response ha5 undertaken to transfer the property back to the Health Authorily for Enil consideration. United Response Notes to the Accounts for the year ended 31 March 2021 19. Vnrestricted Funds 31￿￿kn dwitythe durlrythe 31Maff 2021 Propertyfvnd Pension fund Maintenance fund Intan8ible Flxed Assets Tangiblefixed assets Totaldesl8natedfunds UnrestriLted generalfunds Totalunrestricted 1.061 i(M) 250 13) 145 5.139 19.075 25,628 1142) 26,970 Funds have been designated for the folk)win8 purp05es:_ Property furtd - to help f¥Jnd the purchase of propertie5 to support the development of the chaTIty's activitie5. These funds are used. reviewed and malntained on8oing. Pemslortfvnd-to covèrthe potential liability associ3tÈdwith mtrmbetship of ont multlthÈmployerdefined benefit local government pension schemes. It cannot be estimated when th￿ will be u5itillsed. Ma(ntenancefund-to provldefufftdlngfor mak*r repalts of propÈrtieswhKhthetharlty hasresponslblllty for. These fvnds are used, reviewed and rnaintainedo￿o1n￿. Intan8lblellxed assets- felatestothe portk)nof resep4es invested in Intan8ible assetsto be used by Unlted Response in Its oper*ions. TaTr8lble flxed assets- re￿eS lo the portion of reseThes invested irt unrestrkted t4reible flxed assets to be used by United Response in its oper*lons. This ift￿•$ed durin8 the year by £146.0(Kl due to a transferfrom vnrestrirted general funds. Balance Transfers Utilised Balance 31 March 2019 durin8the year duringthe vear £'ooo 31 Marth 2020 Business developrnent fvnd- 8eneral IT Strate￿ fvnd Property fvnd Pension fund Maintenance fvnd Ir)tangible Fixed Assets Tangible fixed assets Total deslgrhited iilnds Unrestricted general funds Total unrestrfLted funds 28 79 1.061 Ic 250 62 128) {791 250 159) 15091 5,139 6,553 675 1,324 1.324 24304 25,628 51 United Response Notes to the Accounts for the year ended 31 March 2021 20. C•pltsl ¢ommitments Therewere nocapltal commitments in either2020or2021. Land arnl bulldlngs 2021 2020 Vehlcles 2020 2021 Total of future mlnlmum lease payments urtder non Cancèllable operating leases-. within one year within twoto five years after fwe years Tth¥l 1.038 1.298 126 921 1.207 134 188 96 176 119 1462 1262 22. Subsidiary Undertaklngs Allsubsidiaries havetheirre8iSteredaddress4sthe sameas United Reswnse=7th Floor Knolly's House. 17 Addisc¢)mbe Rd. Croydon. CRO 6SRI In January 2019. Unlted Response ServKes Llmited IUAS) was fomied as a wholly owfted subsidiary of United Response. URS is ￿1rtered as company number 11788717 hnd £1(￿• share capital was invested by Unlted Response. Ort 1st April 2019. the entrty commenced trading. United Response Services Llrnited cafrles ¢Uttradi￿art)witieS with local •￿hOlitIeS on behalf of Unlted fte5ponse Llmited. ijnlted Response has a wholly owned tTrdln8 subsidiary. Un•ted Response in Buslness Llmlted. Company numbef 3787676. 11 was incorporated Sn Great Britain and urrles on trading activitles kn accordan wtthin the objetts of the charity. The purpose of Unlted Response Business Limited was to provide employment opportunities for people with learning disabilfties or mental health needs, and to carry out otber artivities in support of the charity's Wofk. The prrnc•pal activities in 2020 wefe the ¢peration of a café in York, fvffilment and disability consultancv ser¥lces and the PfOVi5ion of motor vehicles to people with Feaming disabilrties supported by the charity. Thts activity was 8reattry reduced In 2021 ty the pandemi¢ and as artivlties are transferred into the operations ol Unlted Re5pon5e. The irtention of the group 15 to close seperate entty. hence its accounts are not prepared on a going concernb45i5. In 2016 the charity acquired Robert Owen Communsties IROCI. a UK charltable ￿mpafty with re81ste￿d charity number 517845 and company number 02038915. ROC ha5 been dormant since 2019. The tables ¢¥ethaf show the Impact of the subsidiarles on the results of the Group- United Response Notes to the Accounts for the year ended 31 March 2021 21 &bbgdlary LlndertaklnF l¢onthwed Anandal artl¥*les ol Subsldlarles In 2021 2021 . 2021 URIB 2021 Totsl . URS Sales fevenue Other income. Total turno￿r Salaries and wages Other costs ITotal O￿TatI￿ Costs 50.206 1,982 51188 192 39 231 31 200 231 50.398 2,021 51419 31 51,351 51,382 51.151 5¥151 Trndlng {loss)Iprofft Gift aid due to pareftt Relalned profft I Iloss) 11.037) 11.0371 Retained loss brought forward Retained profft I_(1(￿5) ￿TrIed forwanl Gross Assets Gross L￿bIlItIeS 'Total Net Assets 1981 {98) (98) 5.821 15.821) 72 170) 5,893 15,8911 2020 URS zozo ROC 2020 URIB 2020 Total £'ooo Flnandal artmtles of ￿b$IdI￿rIes kn 2020 Sales revenue Other income Total tvrnover SaFaries and wa8 Other costs Total operntlng costs 33.056 466 27 493 33.522 27 33,549 112 32,844 W56 33A156 32,463 381 493 Tradiry110ssl/profft Gift aid due to parent Retalned yofft / {10ss} 593 (5931 593 15931 Retained loss brought foThvard Relalned profft / Iloss> carrled forwaffd 1991. 199) Gross Assets Gross Llabililies Total Net Assets 6,947 16.947) 77 1751 7.024 17,0221 United Response Notes to the Accounts for the year ended 31 March 2021 23. People We Stspport bwka¢counts The charity adfflinister5 ho￿1￿8 ￿nk accouttts on behalfof resldents forthe rffelpt and payment ofthe residents. personal allowances. These bank accounts have Th>t been reflected on these tiftan¢lal staternents as an asset or liability. The value held at 31 March 2021 was £342.(MX>12019120- £333,(m). The bank accounts are held Separate￿ frorn those of the tharftv. 24L Transartlons wlth Related Partles There have been no related party transactions in the yearto 31 March 2021 that requlre disclosure other than transaction5 With the 5¥bsidiary companies. VR18. ROC. URS and UR'S trustee& Transactions with URI8, ROC and URS are Set out below and those with the trustees are disclosed under note 8 of the accounts. In 2020121. the tharity thar8ed URIB with mana8ement fees totall1￿ £O12019120- £22.000). Last year thi5 was cakulated as the estimated time de¥oted to UR18 M a percenta8e basb5 of salarie5 induding National Insurance and pensron contfibution5. In 2020121. the charlty paid £50.ty￿ of ¥ehide u>sts on behalf of URiB12019120- £01. In 2020121.thethaiity PTu4ided grants lo URIBtotalllng£38.61012019120-£27.253). Thls Is to coverthe l0sse5 made by UR18 and payments by Stat￿Ory bodies for people we support on placements at the tradlftg café. These payments are rnade to the charity and paid over to URIB. In 2020121. URl8chargedthetharity£3012019120-£1.IJXII In respertof servlces provided. As at 3110312021. thecharltyowed URiB£S.87312019120- URiBowedthecharlty£49.1501. In 2020121. the charity charBed URS £51.144.LW12019no- £31458.(XXI) In resi*rt ofthe dellvery of operational services. In 202012L UR5 paid the charity £54.453.ffj) (20tsm- £32.977.IMK>) of monies collÈ¢ted on in¥olces settled. In 2020121. under a deed ol covenaftt, URS will make a gift aid poyrnent to the tharity of £1.037,OQl 12019120 - £593,IXKJI. Payment WHI be made to the ￿4￿nI tharity duiing the 9 months followin8 the refevant reporting date. As at 3V031202L URS owed the tharity £2XB7.(W (2019120- £4.014Aml. United Response Notes to the Accounts for the year ended 31 March 2021 (incor￿ratl￿ a Cor￿lIdated income and expenditi*e accfrtrtl GeneTrl DeS￿hated Unrestricted Resirlrted Funds Funds Fuftds Funds 2020 2020 2020 2020 £'ooo Funds 2020 Inwme from: Donations and legacies Charitable activities Investments Other 381 93.392 139 297 381 93.392 139 297 147 528 93392 139 297 Totsl Income 147 ExPendI￿re tyi: Raising fvrtds Charitable artW4ities 244 92.641 244 92.687 92.641 46 Totsl ex￿dftuIe Net deficlts on opératlons 92J85 92.931 L324 ioi IA25 Net losses on investments Net In¢Omellexpendltu￿) before trdnsle L324 L3Z4 ioi 1,425 Transfers between fund5 675 1675) rNet movement in funds 1675} 1324 ioi Recondllatlon of funds: Toial fund5 at l April 2019 17.076 7.228 24.304 1.233 25,537 Total fund5 at 31 March 2020 75 553 25.628 26J62