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2025-03-31-accounts

Trustees’ Annual Report and Accounts 2024-2025

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Trustees’ Annual Report and Accounts 2024-2025
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Heading
Standfirst
Body text
Sophie, person we support
Being supported by
United Response has
been amazing because
I can live a better life.
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Introduction from Malcolm our operational structure, refreshed our leadership team and begun the work to McCaig

our operational structure, refreshed our leadership team and begun the work to realign our charity.

Along with longstanding members of our executive team, we also said goodbye to some members of

It is my pleasure to introduce this year’s Trustees’ Annual Report and Accounts, aptly titled ‘Living Life to the Full’. It reflects a year marked by transition and purpose.

the Board this year. However, we maintained a core group of seasoned Trustees and senior leaders who have played a vital role in guiding us through a year of transformation. To those who have stepped down during the year, we express our thanks.

From our beginnings in 1973 to today, our core purpose has remained. We are dedicated to providing services for disabled people to live a gloriously ordinary life and working together to break down the barriers that prevent equity and inclusion. To celebrate our rich history, we have captured the life stories of people we support through our National Lottery Heritage Lottery Fund-supported anniversary project. This landmark project is preserving learning disability history for future generations, with voices that confirm the positive impact we are having on not only their individual lives but also on society.

During the year, we were pleased to welcome Andrew Marsden as our new President. Andrew brings a wealth of experience and a deep commitment to our mission, and we are already seeing the positive impact of his advocacy.

As we approached the new financial year, we were delighted to welcome our new permanent Chief Executive, Kate Terroni. She joins us with over 20 years of experience in the social care sector, with a career that spans operational to national leadership roles underpinned by a passion for championing the voices of those drawing on social care. Her appointment marks the start of a new era, one that will see us continue to tackle the external challenges head-on but where we create long-term stability and growth for our charity.

One of the standout achievements of the year was the success of our award-winning campaign, My Vote My Voice. This campaign powerfully demonstrated the importance of civic participation and the strength of our collective voice. It was a shining example of what we can achieve when we come together with purpose and passion.

Finally, a heartfelt thanks to all our supporters and partners for their ongoing support and belief in our mission. Together, we are building a more inclusive future so that disabled people can live their lives to the full.

We continue to navigate the significant funding and resourcing issues facing the social care sector. This challenged us to be fit for the future. And, under the direction of interim CEO Belinda Phipps and transitional CEO Guy van Dichele, we have reshaped

Malcolm McCaig Chair of the Board of Trustees

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Trustees’ Annual Report and Accounts 2024-2025

Getting to know Kate Terroni

Donna, who is supported by

United Response and is an Our Life Stories researcher, sat down with Kate, our new Chief Executive, to hear about her priorities.

You bring a lot of experience to United Response how will you help our organisation?

I’m really delighted to work at United Response, because my passion is social care. I bring a wealth of knowledge and a genuine drive to make our organisation the best it can be for the people we support. I worked in local government for 17 years, where I was a social worker before becoming a director of social services, where my job was to buy the types of services that we provide. I then spent the last six years working at one of our regulators, the Care Quality Commission. Now, working for a provider, which I think of as the third side of the same triangle, I arrive knowing what it’s like to be under pressure in a local authority, where finances are very tight. And I understand what constitutes good quality care, as a regulator. This means I can put all my knowledge into action to run the best organisation possible, ensuring we deliver the most outstanding care.

What plans do you have for the future of United Response?

I’ve got three priorities for United Response. My first priority is quality – It’s really important that the 3000 people we support all get fantastic care. My second priority is financial sustainability. United Response has been here for 50 years. I want to make sure that I do everything I can to do so it’s here for another 50 years. And my final priority is about our strategy. My long-term vision is that we involve the people we support in every aspect of how we run the organisation so we focus on the things that are going to make the biggest difference. Everyone I’ve met at United Response is very values-driven, so they really care about what we’re trying to do.

And, they are motivated to ensure we provide highquality care and remain financially sustainable. My job is to make sure we’ve got the right vision and direction so that we all keep pulling in the same direction, with the people we support.

Can you tell me about some projects you have visited?

I’ve visited Potter’s Den allotment in Bristol, and the best way I could describe it is that just felt quite magic. I spent a few hours with the people we support having an amazing conversation. It happened to be local elections on that day, so we were talking about whether people were going to go and vote. I’ve also visited Boscawen farm down in Cornwall where I walked an alpaca. It was wonderful to see how lovely it is for people to be in that outdoors environment, doing physical activities that they enjoyed. Then I visited our services in York, where we support people who have an interest in media. I met people who were recording a podcast, and someone else was editing a video. I’ve also been to quite a lot of supported living services, to people’s homes, and a couple of our residential homes as well. Everywhere I’ve gone, I have met really dedicated colleagues who work for us and people we support who have a lot of positive things to say about the support they’re getting.

So you’re willing to help people get better achievements?

Everyone deserves to live a great life, and it’s really important we understand what that looks like for the people we support. It could be renting their own home, or living in a place they choose so they can walk to get a coffee or go on a bus. When I was at our People’s Forum in Derby and I asked what our priorities should be, everyone said they wanted to feel as safe on public transport and in the community as they do when United Response supports them. They said our job should be fighting for the rights of all disabled people so that people felt free from hate crime or discrimination. That was a powerful message that came out of the People’s Forum and one that will help us as we set out our new strategy.

And one last question, what do you do in your spare time?

I’m a mum, I’ve got two kids, two daughters, aged 16 and 13...

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Kate
Everyone
deserves to live a
great life.
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…That’s another job, isn’t it?

Yes, another job in itself! I love to run in my spare time, but I’ve never run more than a half-marathon. I know our fundraising team are keen for me to take on the London Marathon to fundraise for our services, so you might see me there one day. I’ve recently started weight training twice a week and I’m absolutely loving that. I also try to meditate most days, if I can. I’ve got a Headspace app on my phone, so I try to do 10 minutes of sitting quietly, just concentrating on my breathing and quietening my thoughts. And then I like to go out and see my friends a couple of times a month to catch up with them.

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Trustees’ Annual Report and Accounts 2024-2025

3,000

people supported

53%

of people supported through our employment programmes moved onto work

£319,000

raised in donations and grants from supporters, donors, trusts and foundations

129

126,000

visits to our website

654

4,030,709 hours of care and support delivered by our dedicated team

students at ROC College across the academic year 121 2024/25

1,009,051

views of our social media posts

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Who

we are

United Response works in communities across England and Wales to provide adult social care and support, as well as housing, education and employment services. Founded in 1973 with just one service, we now support people in 69 local authority areas. Our vision is a society where everyone has equal access to the same rights and opportunities. Our mission is to ensure that individuals with learning disabilities and mental or physical support needs have the opportunity to live their lives to the full. Our values guide the way we work. We are Creative, Responsive, Strong, Honest and United. Our impact will be felt when the people we support can say: � I am connected � I have relationships � I have choice � I have strengths � I am respected

Our stories

relationships

Sophie's story

My passion is creativity. My career aspirations are to become a professional actor and filmmaker. United Response are helping me with this through the Creative Group I attend 3 days per week. At the group we have sessions for acting, dance, writing, improvisation and more. We work on scripts and stories, developing characters and how they fit into the whole show.

I’ve been part of some performances I’m very proud of, including Macbeth, a Charlie Chaplin show and a play called Your World Needs You, which I performed at the Lyceum Theatre in Torquay.

I’ve also learnt filmmaking skills and been part of the crew supporting camera work, lighting and sound, which helps me gain the knowledge I need to turn my own visions into reality.

Joseph’s story

I am connected to my passions

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I’ve been
part of some
performances I’m
very proud of.
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Joseph is supported in Devon. He told us how he is supported to achieve his creative goals:

I always wanted to live in my own flat. I wanted somewhere I could be 100% me, and that I could be proud of. United Response supported me to find the right place, which is in a great location quite central to town. This means I can do all sorts by myself, and I love getting out, travelling by bus, shopping and being able to come home and use skills I’ve been supported to learn like cleaning and cooking.

At home I spend time writing my own scripts, as well as stand-up comedy material. I describe my style as Shane Ritchie meets Jim Carrey. I love creating characters and voices, and am always working to find the comedy in a story as I love to make people laugh.

I share my flat with Michael and we’re like brothers. We share lots of similar interests like dance and drama, and then there’s lots we do separately, but we love living together and on Sundays we will often cook together to share a meal at the end of the week.

I like working with everyone at United Response because they help me get the best from myself and become what I want to be. It’s fun to be with the team at Creative Group and the people who support me at home and that makes a massive difference.

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Sophie's story
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Rhys’s story

choices

I have regained my strength

Donna's story

of support workers. The guidance was not forced, but out of kindness. It was not nice when people looked at me oddly and moved away because of old worn-out clothing.

Donna is supported by our team in London. She is a keen poet and is one of the Our Life Stories researchers.

Two members of staff support me in the Our Life Stories project. They guided me in what to say and do in the interview. I was nervous at first about the interviews. As I got into it, it went smoothly.

I’m Donna and I’d like to tell you about some of the ways that United Response have made a difference to my mental health.

The first lady I interviewed was calming but also nervous. It was challenging but manageable. The second interview was with an autistic woman. One of the support staff pushed me to go ahead, even though I am stumbling with my words.

One of my support workers helped me dress better in public. I used to wear clothes that were so old: they lacked shape and fashion. The clothes that I used to wear had no style. I feel proud with new clothes and gained more confidence and motivation to walk around on the streets.

They help guide me to be independent. They help me with daily task such as bills and answering phone calls. Some support me in other activities. I used to stay in the house and push myself to do more activities. Before I came to United Response, I struggled with mental health a lot and now I can manage it better. When you support someone who has mental health needs, the actions might seem small but it’s helping them walk towards the light of better mental health.

I felt proud with new sense of accomplishment in the fashionable clothes. I appreciated the guidance

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Trustees’ Annual Report and Accounts 2024-2025

I am respected for my capabilities

Rashid's story

Rashid has been supported by United Response to get back into work. He talked to us about his journey to a role that enables him to thrive.

without having to rush. I get to my crossing early to set up cones to make sure people don’t park in front of the school for safety reasons. I never want to be confrontational and tell people to move, so the cones act as a reminder to not park there so I can focus on being a friendly, reassuring face to the students.

If things do happen during the day that can endanger someone I have to report it – thankfully this doesn’t happen often, but I take the safety of the residents and pupils very seriously. I have even started studying the highway code and safeguarding so I know what to do if a situation ever does arise. I’ve developed a strong working relationship with the school, the pupils and their parents, many of whom affectionately call me “The Sheriff”! It means a great deal to me when they acknowledge my efforts, offering kind words, smiles, and waves as they drop their children off at school.

I came across United Response about two years ago through my social prescriber as I was keen to get back into work. At that time, my confidence was really low, and from previous roles I had lost my faith in people. I had also been labelled as ‘limited capacity for work-related activities (LCWR)’ after an assessment by Department of Work and Pensions. This means that I can’t work full-time, but I can still work 16 hours or less – that isn’t an easy role to find.

What I found really good about United Response was there was no pressure, but they did encourage me. Some days my mental health wasn’t letting me get out of the house, even if I had an appointment. And when I would tell my key worker this, they would give me different options: someone could come to me, someone could come with me to my appointment and that support really helped. Working with United Response helped to rebuild my confidence so I was ready to look for a new role.

Now that I have found this role, I am so much happier and would gladly stay here until retirement. I receive really nice feedback from parents who see me doing my job every day – someone recognised me the other day in a shop and took the time out to tell me I do a good job.

We looked at a few different things that didn’t work out, but then we started looking at a school crossing patrol role which I got an interview for. My key worker supported me with interview preparations and also came along with me to the interview which was great for moral support.

After I passed the interview, DBS and safeguarding checks, I was offered the job and I just love it. I wake up every morning knowing the importance of my role and knowing that the people of this area rely on me. From day one, the community truly welcomed me, and the positivity and support from local residents and the school has been amazing.

I like to get up early – my morning shift is 8am-9am, but I like to get up around 5am so I can get ready

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Trustees’ Annual Report and Accounts 2024-2025 15
I wake up every
morning knowing that
the people of this area
rely on me.
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Our priorities and progress

In 2024/25 we entered a transformation year to improve the way we work together and put us on a path to financial sustainability, ready to develop our next organisational strategy. Across the year, we had seven priorities.

1 Offer excellent person-centred support

During the year, 94.1% of services were rated Good by the CQC. Nourish, our digital care management system, was rolled out, improving real-time data access and reducing administrative burden. We transformed our Quality function to expand our clinical expertise and focus on audit, incident management and regulatory compliance.

ROC College received a “Requires Improvement” Ofsted rating but with several areas highlighted as “Good”, particularly around behaviour and personal development.

Our Supported Employment services had a 53% success rate, above the national average of 31%.

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Trustees’ Annual Report and Accounts 2024-2025

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Forging a path to financial sustainability

The 2025/26 budget forecasted a £1.4 million deficit, driven primarily by increased National Insurance and Living Wage costs, without which the organisation would have been on track for a surplus. We ended the year in a better position, with a £1.3 million deficit.

Significant progress was made in cost control, with agency spending reduced by over 60% in the past two years and active management of void losses, helping us move to a more positive position.

To manage financial risk, a contingency framework is in place and the Executive team continues to drive financial improvements.

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Trustees’ Annual Report and Accounts 2024-2025

3 Building strong leadership teams

Embedding a culture of accountability and transparency across all levels of the organisation remains a priority focus as United Response continues to evolve.

We have made significant strides in building strong leadership teams, beginning with the implementation of a single operations directorate in 2023/24.

This year, we completed a significant restructuring of our operational leadership, reducing the number of management layers to strengthen oversight and accountability.

During our transformation year, we also introduced several interim Director roles to support the organisation through this period of change in preparation for the permanent CEO to confirm their top team.

4 Establishing our 5 Strengthening our digital and data governance foundations

Our governance review, led by Board Alchemy, identified several key areas for improvement across United Response’s governance framework. Recommendations include enhancing the Board’s skills matrix to include soft skills, behaviours, and diversity characteristics, and introducing a formal schedule of matters reserved for the Board, aligning governance practices with Charity Commission guidance. These changes aim to strengthen the Board’s effectiveness, improve transparency and ensure our governance structure is fit for purpose as the organisation evolves.

We made progress with our digital transformation, recognising that our fragmented systems were a significant barrier to efficiency and quality.

Projects for key systems were initiated and work to improve our data infrastructure was identified as a priority before the projects could be fully implemented.

We also began simplifying our Microsoft Teams environment to reflect a more integrated and transparent way of working.

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Trustees’ Annual Report and Accounts 2024-2025

6 Promoting good wellbeing at work

We continued to place a strong emphasis on promoting wellbeing at work and empowering our workforce. The People and Inclusion team led a range of initiatives aimed at improving recruitment, retention, and staff experience, such as strengthening our Equality, Diversity, and Inclusion (EDI) efforts through new e-learning modules and awareness campaigns.

Locality-based ‘people plans’ were developed to support succession planning and address skills gaps, thereby embedding performance management processes. We also placed a renewed focus on reward and recognition, including analysis of staff feedback to lay the foundation for a more inclusive, motivated and capable workforce.

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7 Ensure the voices of people we support are heard and respected

which positioned United Response as a leader in promoting democratic participation among people with disabilities.

In parallel, we pioneered two lived experience research projects. Our Life Stories, a peer-led oral history project funded by the National Lottery Heritage Fund, continued to gather life stories of people we support for archiving at the British Library and showcasing them in a national exhibition in February 2026. The lived experience researchers on our Motability Funded project, Journey To Safety, gathered the experiences of victims of disability hate crime on public transport, highlighting the continued need for systematic change.

We have made significant strides in our commitment to ensuring that people we support are not only heard but also actively shape our charity’s direction and priorities.

Our People’s Forum continued to grow in influence, holding national and local meetings and contributing to key organisational decisions, including director interviews. The people we support played a central role in My Vote My Voice,

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Trustees’ Annual Report and Accounts 2024-2025

Looking ahead

We are navigating a complex landscape shaped by both internal and external pressures.

1 An outstanding provider of care, support and education, offering excellent experiences to more people

2 The most coproduced social care charity in the UK

3 An organisation that makes the lives of all disabled people better through our work.

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Financial review

Over the last year, we have undertaken a significant programme of transformation and financial improvement. This has seen teams reshaped, decision-making streamlined and weaknesses concerning agency reliance addressed. We have made good progress in recent years with centralising functions, delivering savings through efficiencies in improved processes, and reducing costs through central procurement. Underlying market-driven and structural vulnerabilities remain, particularly around digital, but as we enter 2025/26, the organisation is better prepared to move forward with confidence.

The external environment for our work remains challenging, not least in the increases in employers’ National Insurance contributions announced in the 2024 Autumn budget. Concerns remain about the long-term sustainability of some care homes due to rising costs and other market factors. Along with our fellow providers, we are working with partners and funders to address the challenges this poses.

Looking ahead, the Board has set a target to return to operating surplus. Investments in better use of digital technology will continue but at lower levels than before and a specific project team has been established to guide the organisation back to financial sustainability. In addition to the recovery plan, we now have an agreed framework to support

the reduction and growth of the services we provide, which will be reflected in our organisational structure.

The financial position of the company at the end of the year

United Response recorded a decrease in reserves of £1.3m in 2024/25, which is an improved position from 2023/24 (£2.7m). This deficit reflects £0.8m in planned investments for digital platforms, with the remaining amount driven by transformation efforts to support long-term sustainability. Total unrestricted operations, excluding investment gains and asset sales, showed a deficit of £1.4m (2023/24: £2.7m).

Income remained flat at £106.7m (2023/24: £106.5m), with slight reductions in activity due to contract handbacks and limited growth. Contractual income accounted for 99% of total revenue at £105.6m (2023/24: £104.1m/98%). Expenditure decreased to £108.0m (2023/24: £109.4m).

Direct charitable activities rose by £1.5m to £92.2m (2023/24: £90.7m) due to a 9.8% increase in the National Living Wage. Encouragingly, agency usage declined to 9.2% of staff costs (2023/24: 12.1%), yielding significant savings. Support costs also dropped by £1.8m to £15.1m (2023/24: £16.9m), partly due to a £1.7m one-off Oracle contract cost last year and tighter cost controls.

Total net assets fell by £1.3m to £16.7m (2023/24: £18.0m). Working capital changes included a £0.9m drop in Creditors <1 Year, a £1m drop in Debtors, a £0.7m decrease in cash at bank, and zero net investment activity (2023/24: £1m used). Unrestricted freehold property held within designated reserves retained a net book value of £4m (2023/24: £4m). These properties likely command a premium above book value in the current market.

United Response Services Limited (URS) reported gross income of £59.0m (2023/24: £56.6m) and a trading surplus of £1.2m (2023/24: £1.1m), which was gift-aided to United Response Limited. URS holds contracts with local authorities for welfare services subcontracted to United Response. In April 2025, HMRC issued a notice changing its view on VAT groups involving charities contracting with nonstate-regulated entities. United Response typically reclaims over £1m in VAT annually. While HMRC has not directly approached the charity yet, the ruling requires extensive contract renegotiations, which will take time.

Investment policy and performance

The Trustees hold broad investment powers as outlined in the Memorandum and Articles. The Board is responsible for establishing the Charity’s investment policy and reviewing the target return annually. In line with the Charity’s investment strategy, surplus funds have been allocated between short-notice money market investments and a longer-term investment in a multi-asset fund

managed by Brewin Dolphin. During this period, an additional £0.5 million was invested in the fund following the formal transfer of the Club of Saint Raphael’s assets to the Charity. As of 31st March 2025, the market value stood at £2.7 million, achieving a net return of 4.1%.

Oversight of these long-term investments will continue to be provided by the Finance and Resources Committee.

Changes in fixed assets

Changes in the charity’s fixed assets are shown in notes 11 and 12 to the accounts.

Reserves

The total funds held by United Response at 31 March 2025 were £16.7m (2023/24 - £18.0m), of which £1.9m was held in restricted funds (2023/24 - £2.2m). Please refer to the details of restricted funds in note 18 to the accounts.

The Trustees have designated some reserves for specific purposes; on 31 March 2025, the total designated reserves were £5.6m (2023/24: £5.9m). Due to the nature of the funds, the total has not changed significantly over the last two years, see details in note 20 to the accounts.

Our free reserves represent unrestricted general funds which have not been designated for a specific purpose and are therefore available for use within the charity’s objectives.

Our charity needs reserves to protect our operations against risks and to ensure financial sustainability, including an adequate level of working capital to provide a financial buffer, particularly in such times of uncertainty. Reserves also enable us to take advantage of opportunities to develop our activities and to enhance support to people, over and above that which we can provide from income received under contract.

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Trustees’ Annual Report and Accounts 2024-2025

On 31 March 2025, the balance of free reserves was £9.2m (2023/24: £10m) and cash holdings, including investments, were £14.8m (2023/24: £15.5m). This exceeded the minimum reserves target of £7.0m set by the Finance and Resources Committee in June 2022. This calculation of free reserves also excludes unrestricted freehold property that had a net book value in March 2025 of £4.8m (2023/24: £4.9m).

The cost of winding up the organisation in an orderly fashion is estimated at £6.5m. The Trustees consider such an event a remote possibility as most services supplied are statutory, and staff would be transferred under TUPE regulations to an alternative provider, thus significantly reducing the exposure.

Going concern

United Response remains financially strong, supported by healthy liquidity, committed funders and a clear strategy. Liquidity is evident with £14.8m in unrestricted reserves (2023/24: £15.9m), 100% of which are in cash and investments. The organisation therefore maintains sufficient reserves to manage short-term financial shocks.

Amidst challenging conditions, we have contingency measures, rigorous monitoring, and robust risk management. The dedicated recovery team and structural framework will ensure operational efficiency and service quality. Services that are either no longer viable or do not align with our future strategic direction will be gradually phased out, and we will maintain and grow only where it is financially viable, there is demand, and we are confident of our offering.

Alongside an organisation-wide focus on financial improvement, we have set ambitious savings targets and will continue to monitor and press key performance levers such as voids and agency usage. In conclusion, the financial statements are prepared on a going concern basis, as the Trustees believe the charity has adequate resources and no material uncertainties affecting its operational continuity.

Fundraising

In 2024/25 the Fundraising Team raised £319,000 through:

In 2024/25, we paused fundraising activity for eight months and made changes to streamline the team. These decisions were part of United Response’s wider transformation plans and inevitably had a big impact on what we were able to do. Despite this, we were able to continue delivery of our key fundraising activities, secure vital income from new funders and lay strong foundations for future growth through the development of a new, strategic approach.

We were proud to begin new partnerships with The Electoral Commission, the Hobson Charity and NHS Nottingham and Nottinghamshire Integrated Care Board. We are also grateful for the continued support of long-standing partners, including the Clothworkers’ Foundation, the Motability Foundation and the National Lottery Heritage Fund. Many more people and organisations have supported us, and we are truly grateful to every one of them.

Thanks to funding from the Motability Foundation, we delivered a high-impact peer research project investigating the experiences of disabled people facing hate crime on public transport. This project resulted in a series of evidence-based recommendations rooted in lived experience, published in our report Journey to Safety. The findings received strong media attention and laid the groundwork for further funding opportunities.

We are thankful to the Electoral Commission for supporting our flagship My Vote My Voice campaign. Their funding enabled more organisations to join the coalition, expand our campaigning reach and create new participation opportunities for people with learning disabilities.

We are also making great progress with two projects funded by the National Lottery Heritage Fund. In Cornwall, heritage crafts are now a part of our education offer, giving people the chance to learn new creative and cultural skills.

Nationally, our peer-to-peer oral history project has empowered people supported by United Response to share their life stories, which will become part of the national collection at the British Library.

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J urney
to Safety
Hate Crime on Combating Disability
Public Transport
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Trustees’ Annual Report and Accounts 2024-2025

This year, 19 incredible individuals took on the challenge of running the iconic London Marathon in support of United Response. Together, they raised £24,403. We are deeply grateful for their determination and generosity.

We are also grateful for the legacy gifts we received this year, totalling £63,000. These generous and lasting contributions are a powerful reflection of the care and commitment shown by those who chose to support United Response and the people we support through their wills. We are honoured by their trust and thankful to the individuals and families whose legacies will help shape a brighter future for those we support.

In compliance with charity Law, we transferred a legacy of £22,000 back to an estate. This legacy was specifically designated for a service no longer delivered, so the funds were returned to support the purpose originally intended.

As we continue our organisational transformation, our fundraising activity will evolve to meet the needs of the people we support and adapt to changes in the external landscape. With the continued backing of our supporters, we are confident in our ability to meet the challenges ahead and create even greater impact in the years to come.

We received no complaints about our fundraising during the year. We follow the Fundraising Regulator’s Code of Fundraising Practice and GDPR legislation, ensuring our data is efficiently and securely captured and stored.

We would like to extend our heartfelt thanks to all of our funders, donors and supporters. Your generosity enables us to deliver on our mission of supporting people to live a good life and work towards our vision of a society where everyone has equal rights and opportunities.

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Trustees’ Annual Report and Accounts 2024-2025 33
Daniel,
fundraiser
What I’ve learnt about
United Response is how
many different approaches
there are to helping people.
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Structure, Governance and Management

� The impact of the company’s operations on the community and the environment

United Response is incorporated

as a company limited by guarantee and a registered charity. Its Memorandum and Articles of Association govern it. United Response Services Limited is a company limited by shares, with United Response being the only shareholder. The directors of this subsidiary are Joseph Anichebe, Director; Michael Henshaw, Company Secretary; and Kate Terroni – Director (Appointed 12 June 2025)

How we are organised and governed

A Board of Trustees governs United Response. With the powers and obligations of directors under the Companies Act 2006, the Trustees are responsible for United Response’s leadership and strategic direction, stewardship, overall financial and organisational control, monitoring progress and ensuring compliance. The Board is also responsible for protecting the organisation’s reputation and values, setting the long-term vision, and holding the Chief Executive and the directors’ team to account while maximising their performance in delivering United Response’s policies, strategies, and objectives.

Our Board of Trustees uphold and promotes the principles of the Charity Governance Code. The Trustees operate by Section 172 (1) of the Companies Act, they act in a way they consider would most likely achieve the organisation’s purposes. In making this assessment, the Trustees have considered the following:

The Board of Trustees meet at least four times per year. Six committees feed into the work of the board:

Committee is responsible for overseeing and scrutinising our education, skills, and employability provision.

Audit and Risk Committee

- Jon Barton (and co-optee to the Board) Education, Skills, Employment and Enterprise Committee

Housing and Property Committee

United Response adheres to principles of good governance, in particular the Charity Governance Code. In line with good practice, we undertake periodic reviews of our governance, both compliance with requirements and adherence to best practice. This activity is undertaken in part during annual business of the Board and its committees, for example review of committee Terms of Reference and their performance and through more in-depth periodic reviews.

Each committee can appoint co-optees to enhance their work should the Nominations Committee chair and members feel this would add value to the committee’s work. During this year, the co-optees were:

Independent Safeguarding Adviser

- Patricia Dennison

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Trustees’ Annual Report and Accounts 2024-2025 35
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34

Trustee Induction and Training

Trustees are recruited through a robust panel process, which includes the involvement of people we support. Over the past year, all trustees have completed safeguarding training and participated in a skills audit to identify their strengths and areas for development. They have also undertaken Insights profiling to gain a deeper understanding of how the Board works together from a behavioural perspective.

All trustees follow a comprehensive recruitment and induction checklist, ensuring they receive the necessary governance policies, organisational information and materials to carry out their roles effectively. In addition, our Board away days provide further opportunities to review strategic priorities, reflect on performance, and ensure trustees remain engaged and effective in their oversight of the charity’s work.

This structured approach, combined with ongoing development opportunities, supports trustees in fulfilling their governance responsibilities.

The Executive team

The Chief Executive leads the executive team, reporting to the Chair of the Trustees. Through the Chief Executive, the directors are responsible for the day-to-day management and implementation of the strategy approved by the board, as well as leadership of the organisation and key decisions. They are the most senior paid employees of the organisation. Members of the executive team attend board and subcommittee meetings to brief the Trustees on organisational matters. As we sought to strengthen our leadership team we had several interim Director roles to support the organisation through this period of change, during the year the Directors were:

Interim Chief Executive

Belinda Phipps (Resigned February 2025)

Interim Chief Executive

Guy Van Dichele (Appointed May 2025)

Director of Finance and Company Secretary Pete Thomas

Director of People and Inclusion Jennifer Tremewan

Interim Director of Quality, Education, Skills and Employment Sally Cornish (Appointed April 2024)

Interim Director of Communications and Marketing Ali Gunn (Appointed September 2024)

Interim Director of Business Development Sarah Frost (Appointed September 2024)

Interim Director of Housing and Development Mark Nightall (Appointed September 2024)

Director of Operations

Sarah Allen (Appointed December 2024)

Director of Housing and Development Be McCarrol (Resigned September 2024)

Director of Communities Julia Casserly (Resigned October 2024)

Director of Quality and Practice Sarah Battershall (Resigned October 2024)

Remuneration of the directors’ team

The Nominations Committee is responsible for overseeing the pay and rewards of the Chief Executive and directors. The committee undertakes benchmarking with multiple sources, utilising external advice, to ensure that the pay of senior staff is appropriately reviewed against comparable organisations in the charitable sector and is proportionate to the overall pay rates in the charity. The committee reports its findings to the Board of Trustees.

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Trustees’ Annual Report and Accounts 2024-2025 37
United Response
makes me happy.
Cheryl,
person we support
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36

Stakeholders and relationships

The relationships forged and maintained by United Response are the backbone of our history and future, and are deeply rooted in all our work, both at regional and national levels. Maintaining and fostering each of these relationships is a key priority for our charity. Our priorities and the decisions we made during the financial year carefully consider the importance of these relationships.

Stakeholder How we engage Our aims People we Our support is person-centred. This means that Through our work, we support people to exercise support people drive our support choice and control. We work and what they want for their alongside them so they can life, no matter their support achieve the outcomes they needs. People we support want and meaningfully don’t just have a say in how contribute to their they are supported in their communities so they can be service, they also have a say active citizens. People we in how the organisation as a support should be able to whole supports people. They say that as a result of access do this by taking part in our our services: People’s Forum, working as Quality Checkers, and � I am connected helping us interview and � I have relationships train new staff. � I have choice � I have strengths � I am respected

38

Stakeholder

How we engage

Our aims

Families and circles of support

Stakeholder

Our aims

How we engage

Communities We work with 129 local authorities We aim to use our providing support for people who knowledge and experience we work have learning disabilities, are autistic to highlight how the social or who need mental or physical care sector and wider in and support needs. societal attitudes can be potential improved so that people can We reach the communities we have a better quality of life. people we work by: We work with our partners support � Engaging with local partners and funders so people can including, the NHS, other support gain access to high quality providers, local groups services and support. � Social media and digital marketing We are recognised as experts � Through our campaigning and in producing accessible media work to improve the social information and are often care sector, reduce stigma and commissioned to produce challenge negative stereotypes Easy Read translations. � We share our practice resources with others in the UK

Heading

Standfirst

Body text

Our support is person-centred. This means that people drive our support and what they want for their life, no matter their support needs. People we support don’t just have a say in how they are supported in their service, they also have a say in how the organisation as a whole supports people. They do this by taking part in our People’s Forum, working as Quality Checkers, and helping us interview and train new staff.

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Trustees’ Annual Report and Accounts 2024-2025

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Janette, staff
The most rewarding part
of my job is seeing the
people I support reach
their potential.
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Stakeholder How we engage Our aims
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Our funders

Our

We ensure that we comply and We maintain strong governance and engage with our regulators by: compliance with our regulators, which includes:

regulators

Our staff

We engage, reward and recognise We aim to recruit and retain a skilled our staff in a number of ways: workforce who are signed up to our vision, mission and our values.

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45

Trustees’ Annual Report and Accounts 2024-2025

decision-making by clarifying the level of risk we are prepared to accept in pursuit of our objectives, helping to balance innovation with control.

Risks and how we manage them

To assure that risks are being effectively managed, we deliver a comprehensive annual plan of assurance activity, including a targeted programme of internal audits aligned to our strategic priorities and risk profile. This is complemented by regular reviews of risk registers, deep dives into priority areas, and ongoing engagement with operational and support teams. Together, these mechanisms form a dynamic and responsive risk management framework that supports informed decision-making, strengthens accountability, and enhances our ability to deliver safe, high-quality services and efficient, effective corporate services within a complex and ever-changing environment.

We apply a structured and proactive approach to risk management, ensuring that key risks are identified, assessed and addressed at the appropriate level of the organisation.

Each department maintains its risk register, enabling local ownership and early identification of emerging issues. Risks that exceed our tolerance levels or have cross-organisational implications are escalated through clear channels to the corporate risk register, where they receive senior oversight and strategic attention. Our risk appetite statements guide

Description of risk
Safeguarding
Safeguarding remains a critical and
ongoing priority for the charity,
underpinning our commitment to
delivering safe, effective, and high-quality
care. The evolving range of needs among
the individuals we support, alongside
workforce challenges and sector-wide
recruitment pressures, presents a
persistent risk to maintaining consistently
high safeguarding standards.
We continue to evolve to ensure that our
policies, standards, training and reporting
procedures are of the highest possible
quality. Despite fnancial challenges, we
continue to invest in safeguarding to
ensure that we identify, mitigate and learn
from risks both proactively and where
required, reactively.		 Annual
trend
Stable		 How we’ve mitigated
the risk
�
We have reshaped our Quality
team (increased audit capacity,
increased health capacity,
increased safeguarding and data
team capacity) and review of
management structures within
operations.
�
We have commissioned an
independent safeguarding review
�
We have escalated the
safeguarding risk in our risk
register to retain continuous
oversight
�
We have reviewed and improved
a number of our safeguarding
related processes including
complaints, incidents and
digital reporting.
Financial sustainability
United Response continues to be
impacted by a long-standing risk related
to fnancial sustainability, driven in large
part by a persistently volatile economic
climate. This year, the risk has been
exacerbated by two external events
related to changes to National Insurance
for employers (Oct 2024) and more
recently VAT novation and recovery (April
2025).
These developments, alongside ongoing
challenges related to pressures within
both the care sector and local authority
funding highlight the need for sustained
focus and vigilance.		 Worsened �
We have continued our
application of a fnancial
adversity recovery plan via a
framework of triggers that
enable United Response to act
accordingly when its fnancial
position changes or economic
events occur
�
We continue to hold ongoing
negotiations with local
authorities for new and renewed
contracts. The viability of our
contracts is reviewed consistently
�
We run a proactive programme
of fnancial performance
monitoring
�
We have enhanced our focus on
fnancial controls and processes
�
We have undertaken some
organisational reshaping in
appropriate areas.

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Trustees’ Annual Report and Accounts 2024-2025

----- Start of picture text -----
Description of risk Annual How we’ve mitigated
trend the risk
----- End of picture text -----

Maintaining the quality of our � We have reshaped our services organisational Quality function � We are in the process of We are actively strengthening the developing and embedding a consistency and quality of care across Stable robust quality management our services. We are using outputs from framework Internal Assurance activity and regulatory � We are continually looking to assessments to enhance key aspects improve our use of digital care of our services, particularly in the use planning of digital care planning tools, staffing � We have increased use of Internal capacity, and elements of our quality Audit to provide assurance that management framework. In response, our services are operating safely we have launched a targeted programme and to a high standard. of quality improvement, enhanced our internal audit methodology, and are investing in workforce capability and system-wide learning. These actions will support more consistent practice and better outcomes for the people we support, and remain a key focus for the year ahead.

Data management

We are a large nationwide charity with a diverse operational network and several legacy systems, many of which are not integrated. We are now delivering a programme of digital improvement, with gaps in our data management practices being patched in order to mitigate risk concerning transparency, compliance and performance.

Stable

Improving the accuracy and reliability of our data in areas such as housing and facilities, compliance, quality and incidents will enhance our assurance regarding some critical business units and functions.

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Description of risk Annual How we’ve mitigated
trend the risk
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Trustees’ Annual Report and Accounts 2024-2025

Heading Our performance

Quality management and safeguarding

Quality improvement

50

51

Safeguarding

Our People and Culture

United Response is committed to embedding a culture of safeguarding and learning across our organisation. We do this by training and supporting our staff to follow our safeguarding and whistleblowing policies and procedures, implementing various control measures and processes such as risk assessment, person-centred planning and positive behaviour support planning. We encourage and welcome the involvement of the families and friends of the people we support. This acts as a safeguarding measure and is essential to their quality of life.

This year, we appointed a dedicated Equality, Diversity and Inclusion (EDI) Specialist to lead the implementation of our EDI strategy and support the cultural transformation required to become a truly inclusive employer. As a result, we have achieved the following:

In 2024/25 we examined 271 safeguarding incidents that involve the people we support. Of these:

We are transparent in our approach reporting EDI data to the Finance and Resources Committee as well as capturing and acting upon this data as part of People and Inclusion KPI’s.

Improving Wellbeing and Engagement

We recognise that many of our frontline colleagues face challenging and often stressful situations both at work and at home. In response, we introduced BUPA counselling services to offer timely access to professional mental health support.

Our commitments

We fully comply with the obligations under the Modern Slavery Act 2015. Our annual transparency statement for the year ended 31 March 2024 is on our website. United Response takes a zero-tolerance approach towards fraud, bribery and corruption. It is committed to complying with all applicable laws and regulations relating to fraud, bribery and corruption wherever it operates.

We also strengthened our employee voice by continuing to work closely with United Voice, our employee forum. This year, we welcomed three new convenors and developed United Voice Digital. This made the forum more accessible and engaging through features such as polls, breakout rooms and opportunities to submit questions before and during meetings.

To better understand our workforce and monitor engagement, we conducted three themed pulse surveys:

Each survey included six core questions to assess engagement. 74% of respondents said they would recommend United Response as a great place to work.

We also celebrated UR Stars, apprenticeships and long service at our annual celebration event in October. The event was well attended including people we support, trustees and our President, Andrew Marsden.

Gender Pay Gap

At United Response, our Mean Gender Pay Gap decreased significantly from 2.26% in 2023 to just 0.1% in 2024 indicating that, on average, men and women now earn almost exactly the same hourly rate.

Inclusive employment opportunities for disabled people

We are proud to hold Disability Confident Leader status (Level 3 of the UK Government’s Disability Confident Scheme), demonstrating our commitment to disability inclusion in recruitment and Employment. As a Disability Confident Leader, we:

We are investing in inclusive recruitment and development programmes to ensure equitable access to opportunities. This commitment is embedded within our Recruitment Policy and Equality and Diversity Policy, ensuring fairness and accessibility across the employment cycle. We also provide reasonable adjustments in recruitment and workplace support for staff who become disabled, enabling them to remain in their roles and progress in their careers.

These measures demonstrate our determination to foster an inclusive workplace where disabled employees are supported to thrive.

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53

Our environmental impact

Quantification and Reporting Methodology

We have followed the 2019 UK Government Environmental Reporting Guidelines to include Streamlined Energy and Carbon Reporting Guidance. We have also reported on some aspects of the GHG Protocol Value Chain (Scope 3) but we are not yet able to report on all categories that may be relevant. The figures relate to the Scope 3 emissions, where information has been made available from the required elements.

We have used the UK Government GHG Conversion Factors for Company Reporting (2024).

Emission scope breakdown

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Scope 1 Scope 2 Scope 3 Market scope 1 Market scope 2
----- End of picture text -----

526.71 242.89 177.23 n/a n/a

Degree day information

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Current year Year past Difference
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Heating demand 2031.4 1856 n/a

Fuel type emissions table

----- Start of picture text -----
Current year Year past Difference
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GAS (CNG) 0.1829 0.18256 n/a
ELECTRICITY 0.20705 0.20707 n/a

Annual result

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Current year Year past Difference
----- End of picture text -----

Total annual co2e 769.60 786.82 17.22
tonne
TOTAL ANNUAL 3,904,287.39 4,052,921 80,041
ENERGY USED kwh

Intensity ratio

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Current year Year past Difference
----- End of picture text -----

Tonnes of co2e 0.26 0.228 -0.03
per fte
Tonnes of co2e per 0.38 0.42 0.04
degree day

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Annual reduction target 30.708 Tonne
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Trustees’ Annual Report and Accounts 2024-2025

----- Start of picture text -----
Activity Annual kWh Annual CO2e (Kg)
----- End of picture text -----

Scope 1 Gas (CNG) 2330668 426.28
Vehicles 400530 100.43
(Company)
Microgeneration 0 0
Total 2731198 526.71
Scope 2 Electricity 1173089 242.89
Electricity From PV 0 0
Total 1173089 242.89
Scope 3 0 0.00
Vehicles (Grey) 657495 177.23
Tranmission and
Distribution 1173089 0.00
Total 1830584 177.23
Gross 3904287.39 769.60
Exported Renewables 0.0 0.0
Total Metric Tonnes 3904287.39 769.60
Full time
employees (FTE) 3002
Degree Days 2031.4

Reporting methodology

The following methodology was used to determine the Energy and Carbon use by United Response. The sum of these figures was calculated to provide a figure. The following methodologies have been used to calculate annual energy consumption.

Electricity Metered Data

Data was provided in the form of an invoice for each Meter Point Administration Number (MPAN) by the power supplier for the period. Where this data was not complete estimates have been used based on seasonality and historic consumption. Where no invoicing was available, data was provided by the Meter Operator, the Data Aggregator and the Data Collection Provider based on historic measured consumption. The quantity of energy is calculated in Kilowatt Hours (kWh) and multiplied by the conversation factor stated in UK Government GHG Conversion Factors for Company Reporting Version 2, 2024.

Gas Metered Data

Data was provided in the form of an invoice for each Meter Point Registration Number (MPRN) by the power supplier for the period. Where this data was not complete estimates have been used based on seasonality and historic consumption. Where no invoicing was available, data was provided by the Data Aggregator and the Data Collection Provider based on historic measured consumption. The quantity of energy is calculated in Kilowatt Hours (kWh) and multiplied by the conversation factor stated in UK Government GHG Conversion Factors for Company Reporting Version 2, 2024.

purchases via a fuel card is recorded in litres, fuel purchased by an employee for business is paid for per mile – the data provided has been converted to kWh and the conversion factor applied for each fuel type to calculate scope 1 emissions. Where staff have claimed mileage for grey fleet, we have converted the mileage to kWh on a basis on 1kW = 1mile and converted this to litres using an estimate of 10kW per litre.

Degree Day Data

Degree Day Data is generated from the temperatures recorded Kenley, England, GB (0.09W,51.3N)

Vehicles

Fuel consumption for vehicles owned and operated by United Response is recorded in two ways – fuel

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Trustees’ Annual Report and Accounts 2024-2025

Reference and administrative details

United Response is a Charity registered with the Charity Commission and a company limited by guarantee.

Bankers

Lloyds Bank 3rd Floor 25 Gresham Street London EC2V 7HN

Company and VAT number 01133776 / GB317764974

Charity number 265249

Auditors

Trustees

Crowe U.K. LLP 55 Ludgate Hill London EC4M 7JW

During the year the trustees were:

Registered address and office

Unit CO.3B Corinthian House 17 Lansdowne Rd Croydon CR0 2BX

financial statements on pages 66 to 89. In preparing the report, we aim to meet our overall obligations under the rules and regulations.

About this report

This report outlines the aims, objectives and performance of United Response for the year 2024 to 2025. Through this report, we aim to highlight what we do, the outcomes of our work and how we use the money we receive to deliver our charitable objectives.

As far as the Trustees are aware, there is no relevant audit information of which the auditors are unaware, and the Trustees have taken all reasonable steps to ensure that all relevant information has been disclosed appropriately to the auditors.

Statement of Trustees responsibility

The Trustees (who are also directors of United Response for the purposes of company law) are responsible for preparing the Trustees’ Report, the Strategic Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

This report provides evidence of the charity’s activities, which are all for the public benefit and are delivered on a not-for-profit basis. The objects of the charity are to support people with learning disabilities or physical disabilities, autistic people, and those with mental health needs to live the life they choose in their own community. We do this by delivering care and support services encompassing residential care, supported living, housing, employment support, day opportunities, skills and wellbeing activities and further education.

Company law requires Trustees to prepare financial statements for each financial year which give a true and fair view of the state of the affairs of the charitable company and the group and of the incoming resources and application of resources, including the income and expenditure, of the charitable group for that period. In preparing these financial statements, the Trustees are required to:

The report is presented by the Board of Trustees of the charity under UK charity law who are also directors under UK company law. In this report we refer to the members of the Board as “the Trustees”. The report includes the reference and administrative details on page 58, the Statement of Trustees responsibilities on page 59 and 60 and the

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Trustees’ Annual Report and Accounts 2024-2025 59
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58

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

In so far as each of the Trustees of the charity at the date of approval of this report is aware there is no relevant audit information (information needed by the charity’s auditor in connection with preparing the audit report) of which the charity’s auditor is unaware. Each trustee has taken all of the steps that he/she should have taken as a trustee in order to make himself/herself aware of any relevant audit information and to establish that the charity’s auditor is aware of that information.

Public Benefit Statement

United Response exists entirely for the public benefit. All our activities are carried out in support of our charitable objectives. The core of our work is in providing services for disabled people. We provide social care services primarily under contracts with local authorities, the NHS and personal budgets. It is central to our ethos and charitable status that we promote and campaign for the wider public benefit of our beneficiaries in terms of equality and citizenship. We have taken into account the guidance in the Charity Commission’s general advice on Public Benefit when reviewing our aims and objectives and in planning our future activities. In particular, the Trustees consider how planned activities will contribute to the aims and objectives they have set.

With thanks

The Trustees would like to express their thanks to everyone who contributes to United Response’s work; the people we support and their families, our staff, our commissioners, funders, donors and partners. We are grateful for your tireless dedication and support for our cause. The Trustees’ Annual Report and the strategic report contained within was approved by the Trustees of United Response on 22 October 2025 and signed on its behalf by

Malcolm McCaig, Chair;

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Trustees’ Annual Report and Accounts 2024-2025 61
I have no worries or concerns
for my brother’s future. He’s in a
wonderful place – the best place
he’s ever been – and he doesn’t
worry about anything.
Sandra,
sister of someone we support
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60

Independent Auditors Report

Basis for opinion

Opinion

We have audited the financial statements of United Response (‘the charitable company’) and its subsidiaries (‘the group’) for the year ended 31 March 2025 which comprise the Group Statement of Financial Activities, the Group and Company Balance Sheets, the Group Statement of Cash Flows and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice). 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 group 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 trustee's 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.

Matters on which we are required to report by exception

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 this other information, we are required to report that fact.

In light of the knowledge and understanding of 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 with respect to the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

We have nothing to report on in this regard. Opinions on other matters prescribed by the Companies Act 2006

In our opinion based on the work undertaken in the course of our audit

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Trustees’ Annual Report and Accounts 2024-2025

Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement set out on page 59 , the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

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

Auditor’s responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

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 and group operates, focusing on those laws and regulations that have a direct effect on the determination of material amounts and disclosures in the financial statements, including financial reporting legislation and the Charity SORP (FRS 102), and [local] tax regulations. 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 necessary to the group’s ability to operate or to avoid a material penalty. 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 also considered the opportunities and incentives that may exist within the group for fraud. We identified the greatest risk of material impact on the financial statements from irregularities, including fraud, to be within the timing of recognition of contract income, recording the impact of CQC regulatory reviews and the override of controls by management. Our audit procedures to respond to these risks included enquiries of management, internal audit and the Audit & Risk Committee about their own identification and assessment of the risks of irregularities, sample testing on the posting of journals, reviewing accounting estimates for biases, reviewing regulatory correspondence with the Charity Commission and reading minutes of meetings of those charged with governance.

Owing to the inherent limitations of an audit, there is an unavoidable risk that we may not have detected some material misstatements in the financial statements, even though we have properly planned and performed our audit in accordance with auditing standards. For example, the further removed non-compliance with laws and regulations (irregularities) is from the events and transactions reflected in the financial statements, the less likely the inherently limited procedures required by

auditing standards would identify it.

In addition, as with any audit, there remained a higher risk of non-detection of irregularities, as these may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal controls. We are not responsible for preventing non-compliance and cannot be expected to detect non-compliance with all laws and regulations.

Use of our report

This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

Vincent Marke

Senior Statutory Auditor For and on behalf of Crowe U.K. LLP Statutory Auditor London

12.11.2025

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United Response Consolidated Statement of Financial Activities

For the year ended 31 March 2025 (incorporating a consolidated income and expenditure account)

----- Start of picture text -----
Unrestricted Restricted Total Total
Funds Funds Funds Funds
2025 2025 2025 2024
Notes £’000 £’000 £’000 £’000
----- End of picture text -----

Income from:
Donations and legacies 2 118 201 319 570
Charitable activities 5 105,857 - 105,857 105,377
Investments 3 515 - 515 560
Other activities 4 - - - 1
Total income 106,490 201 106,691 106,508
Expenditure on:
Raising funds 6 304 - 304 288
Charitable activities 6 106,862 99 106,961 107,333
Other activities 6 762 - 762 1,743
Total expenditure 107,928 99 108,027 109,364
Net defcit on operations (1,438) 102 (1,336) (2,856)
Net gain/(loss) on investments 21 23 - 23 166
Net (expenditure)/income (1,415) 102 (1,313) (2,690)
before transfers between funds
Transfers between funds 21 370 (370) - -
Net movement in funds (1,045) (268) (1,313) (2,690)
Reconciliation of funds:
Total funds at 1 April 2024 15,861 2,163 18,024 20,714
Total funds at 31 March 2025 18 14,816 1,895 16,711 18,024

The notes on pages 70 to 89 form part of these accounts. All the above results are derived from continuing activities. All gains and losses recognised in the year are included above. If income and expenditure from Other Activities are ignored, the net deficit would be - £574,000 (2023/24 deficit of -£1,114,000).

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Trustees’ Annual Report and Accounts 2024-2025

United Response Consolidated Statement of Cashflows - For the year ended 31 March 2025

United Response Consolidated and Charity Balance Sheets - As at 31 March 2025

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Group Charity
2025 2024 2025 2024
Notes £’000 £’000 £’000 £’000
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Fixed assets
Intangible assets 11 - 1 - 1
Tangible assets 12 5,139 5,422 5,139 5,422
Investments 13 2,743 2,814 2,743 2,814
Total fxed assets 7,882 8,237 7,882 8,237
Current assets
Stocks - 40 - 40
Debtors 14 10,473 11,433 6,493 7,902
Cash at bank and in hand 12,052 12,728 12,047 12,722
Total current assets 22,525 24,201 18,540 20,664
Creditors - amounts falling due 15 (11,388) (12,299) (7,407) (8,764)
within one year
Net current assets 11,137 11,902 11,133 11,900
Total assets less current liabilities 19,019 20,139 19,015 20,137
Provision for liabilities 17 (2,308) (2,115) (2,308) (2,115)
TOTAL NET ASSETS 18 16,711 18,024 16,707 18,022
FUNDS OF THE GROUP:
Restricted funds
Restricted funds 19 1,089 1,333 1,089 1,333
Restricted property fund 20 806 830 806 830
Total restricted funds 19 1,895 2,163 1,895 2,163
Unrestricted funds
General funds 21 9,172 9,858 9,168 9,856
Designated funds 21 5,644 6,003 5,644 6,003
Total unrestricted funds 14,816 15,861 14,812 15,859
TOTAL GROUP FUNDS 18 16,711 18,024 16,707 18,022

The notes on pages 70 to 89 form part of these accounts. The deficit for the financial year, dealt within the financial statements of the parent charity, with company number 1133776, was £1,313,000 (2023/24 deficit of - £2,690,000) after gift aid from subsidiaries. These financial statements were approved by the Board and authorised for issue on 22 October 2025.

Malcolm McCaig - Chair

Joe Anichebe - Treasurer

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2025 2024
Notes £’000 £’000
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Cash fows from operating activities:
Net cash used in operating activities A (677) 374
Cash fows from investing activities
Dividends and interest from investments 64 52
Purchase of Investment Portfolio (124) (2,036)
(Decrease) / increase in cash held for reinvestment 218 1,382
Purchase of property, plant and equipment (157) (332)
Net cash generated / (used) in investing activities 1 (934)
Change in cash and cash equivalents in the (676) (560)
reporting period
Cash & cash equivalents at the beginning of the 12,728 13,288
reporting period
Cash and cash equivalents at the end of the B 12,052 12,728
reporting period
A. Reconciliation of net income to net cash fows from
operating activities
Net income for the reporting period (as per the (1,313) (2,690)
Statement of Financial Activities)
Adjustments for:
Depreciation and amortisation charges 217 382
Returns on investments (23) (166)
Dividends and interest from investments (64) (52)
(Gain) / loss on sale of fxed assets 82 -
Decrease / (increase) in stocks 40 -
Decrease / (increase) in debtors 960 (131)
(Decrease) / Increase in creditors (911) 1,241
Increase / (decrease) in provisions 335 1,790
Net cash provided by operating activities (677) 374
B. Analysis of cash and cash equivalents
Cash in hand 103 87
Cash at bank 11,949 12,641
Total cash and cash equivalents 12,052 12,728

The notes on pages 70 to 89 form part of these accounts.

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United Response Notes to the Accounts for the year ended 31 March 2025

A separate statement of financial activities and income and expenditure account are not presented for the charity itself following the exemptions afforded by section 408 of the Companies Act 2006.

Charity Information

United Response is a public benefit entity registered as charity in England and Wales and a company limited by guarantee.

c) Preparation of the accounts on a going concern basis

It was incorporated on 11 September 1973 (company number: 1133776) and registered as a charity on 2 October 1973 (charity number: 265249).

We have set out in this report a review of United Response’s financial performance, the reserves position and principal risks and uncertainties.

The address of the registered office is 3rd Floor, Suite B Corinthian House, 17 Lansdowne Rd, London CR0 2BX.

Going Concern is considered for the period 12 months from the date of approval.

1. Accounting Policies

United Response’s liquidity is evident in review of the consolidated reserves which stand at £16.7m (2023/24 - £18.0m) and £8.9m as free reserves (2023/24 - £9.9m), of which almost all is held as cash and short-term fixed deposits.

a) Basis of preparation

These accounts have been prepared under the historical cost convention with items recognised at cost or transaction value unless otherwise stated in the relevant note(s) to these accounts.

The current economic climate has been challenging due to a soar in the cost of living, the disruption of global supply chains and a recruitment crisis. We have maintained some remedial actions, using reserves and proceeds of sold properties from services we handed back where local authority fees did not meet the total cost of delivering good quality care and support. United Response’s free reserves continue to be considered sufficient to provide cover for any short term unexpected changes in income and expenditure.

The financial statements have been prepared in accordance with the second edition of the Charities Statement of Recommended Practice issued in October 2019, the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102) and Companies Act 2006.

The charity has taken advantage of the exemptions in FRS 102 from the requirements to present a charity only Cash Flow Statement and certain disclosures about the charity’s financial instruments.

The trustees therefore have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future being at least twelve months from the date of approval of these financial statements and are not aware of any other material uncertainties which may adversely affect the organisation. Accordingly, the financial statements continue to be prepared on the going concern basis.

The charity constitutes a public benefit entity as defined by FRS 102.

b) Group financial statements

These financial statements consolidate the results of the charity and its wholly owned subsidiaries: United Response Services Limited, United Response in Business Limited (dormant) and Robert Owen Communities (dormant) and are referred to as “the Group”.

d) Critical accounting judgements and key sources of uncertainty

In the application of the charity’s accounting policies, trustees are required to make judgements, estimates and assumptions about the carrying value of assets and liabilities that are not readily apparent from other sources. The estimates and underlying assumptions are based on historical experience and other factors considered to be relevant. Actual results may differ from these estimates.

The estimates and underlying assumptions are reviewed on an on-going basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period, or in the period of the revision and future periods if the revision affects the current and future periods.

In the view of the trustees, other than those matters disclosed above, there are no assumptions concerning the future or estimation uncertainty affecting assets and liabilities at the balance sheet date likely to result in a material adjustment to their carrying amounts in the next financial year.

e) Income

Any funds received are accounted for as income when United Response can meet the following recognition criteria: it has entitlement, there is probability (more likely than not) that it will be received, and the monetary value can be measured with sufficient reliability.

Sources of funds include Charitable contractual income, Grants, Legacies, Gifts in kind/Donation and investment income. Any funds received in advance are deferred until the contracted service has been provided at which point United Response is entitled to record it.

Where there are terms or conditions attached to incoming funds, particularly grants, then these terms or conditions must be met before the income is recognised. Where terms or conditions have not been met or uncertainty exists as to whether they can be met then the relevant income is not recognised in the year but deferred and shown on the balance sheet as deferred income.

Grants are recognised on the performance model, when the charity has complied with any conditions

attaching to the grant and the grant will be received. See Note 4 for revenues recorded related to additional Government grants and funding for the pandemic.

f) Expenditure

Costs of raising funds are those costs incurred in attracting voluntary income. Charitable activities include expenditure associated with the provision of support to people with learning disabilities or mental health needs and include both the direct and support costs relating to these activities. Governance costs are primarily associated with constitutional and statutory requirements. Where support costs cannot be directly attributed to one of the charity’s activities they have been allocated on the basis of estimated time spent.

g) Operating leases

Rental costs under operating leases are charged to the statement of financial activities on a straight line basis over the period.

h) Pension schemes

United Response operates a non-contributory stakeholder pension scheme for eligible staff members. Current employer’s contributions amount to 3% of pensionable earnings. The charity also contributes to the NHS pension scheme, the West Yorkshire Pension Fund and the Nottinghamshire County Council Pension Fund in respect of staff members who have transferred from other employers. These are defined benefit schemes which we account for as defined contribution schemes as it is difficult to identify the charity’s share of the underlying assets and liabilities; we hold £100,000 in reserve relating to these schemes should we be required to supplement our contributions.

i) Intangible fixed assets

Computer software costs have been capitalised within intangible assets as they can be identified with a specific project anticipated to produce future benefits.

Once brought into use, they are amortised on the straight line basis over four years, which is in line with the useful life of the technology, with the application since moving to a SAAS platform and any costs related to this are recognised in the SOFA.

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j) Tangible fixed assets and depreciation

Tangible fixed assets costing more than £2,000 are capitalised and shown at cost. Depreciation has been charged to write off all fixed assets, except for freehold land, over their estimated useful lives, at the following rates:-

Freehold buildings and 2% to 25% on cost improvements Leasehold buildings over period of lease Furniture and equipment 25% on cost Motor vehicles 25% on cost

k) Impairment Review

An impairment review will be performed an annual review of the economic value of assets on the asset register. This review will be designed to identify assets where the value has been impaired by changes to business activities or by other events.

m) Stock

All stock is held at the lower of cost and net realisable value.

Since 2016, stock holdings included farm stock from the Robert Own Communities (ROC) acquisition and small supplies for the Café.

As a result of the pandemic, stock now includes holdings of Personal Protective Equipment (PPE) in a privately managed distribution warehouse. Once PPE is distributed to the services, it is recorded as an expense.

n) Provisions

United Response has commitments to make good dilapidations and carry out repairs under various property leases. A provision is made for all leased properties that may be subject to a potential dilapidation charge and is based on the experience of recent actual costs incurred when vacating premises.

o) Funds

A charge will be made to reflect any diminution in value that is identified.

l) Financial instruments

United Response has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at amortised cost using the effective interest method. Financial assets held at amortised cost comprise cash at bank and in hand, together with trade and other debtors. Financial liabilities held at amortised cost comprise overdrafts and trade and other creditors.

Income received subject to specific conditions imposed by the donor is included in restricted funds. Revenue expenditure is allocated against these funds as incurred. Restricted funds which have financed fixed assets are reduced by amounts equivalent to any depreciation charge over the expected useful lives of the assets concerned. The analysis of restricted funds is shown in note 17 to the accounts.

p) Cash at bank and in hand

Liquid resources are defined as cash at bank and in hand immediately available to meet working capital needs. Other cash not required for working capital requirements are classified as investments.

Investments, including bonds held as part of an investment portfolio, are held at fair value at the balance sheet date, with gains and losses being recognised within income and expenditure. These are detailed in note 12 to these accounts. Investments in subsidiary undertakings are held at cost less impairment.

All investments held are included in the balance sheet at market value.

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2. Analysis of Donations and Legacies

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Total Total
2025 2024
£’000 £’000
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Donations from trusts
Clothworkers’ Foundation 45 35
Electoral Commission 49 -
Joseph Rowntree Foundation - 16
The National Heritage Lottery Fund 73 27
Motability Grant - 200
Peter Harrison Foundation - 20
Other 2 34
Total donations from trusts 169 332
Legacies
Mary Parkin 38 -
Harry Myers 25 -
Other 1 -
Total donations from legacies 64 -
Total other voluntary income 86 238
Total donations and legacies 319 570

3. Analysis of Income from Investments and Other Activities

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2025 2024
£’000 £’000
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Investment income is made up as follows:

Bank interest 473 522
Dividend received 42 38
Total investment income 515 560

4. Income from other activities

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2025 2024
£’000 £’000
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Gain on sales of fxed assets - 1
Other income/(expenditure) - 1

5. Analysis of Income from Charitable Activities

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Contractual Trading Total Total
Income Grants Income 2025 2024
£’000 £’000 £’000 £’000 £’000
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Learning disability 9,933 - - 9,933 12,471
residential services
Learning disability supported 83,661 - - 83,661 76,719
living services
Other learning disability services 7,660 25 - 7,685 6,080
Mental health services 1,555 - - 1,555 1,425
Employment Opportunities - 2,561 - 264 2,825 2,236
people we support
Government funding - - - - 497
Capital Grants 198 - - 198 421
Total income from charitable 105,568 25 264 105,857 99,849
activities
2025 2024
£’000 £’000
Contractual income is made up
as follows:
Income from statutory authorities 99,825 93,851
Income from people we support 5,743 4,920
and other sources
Total contractual income 105,568 98,771

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2025 2024
£’000 £’000
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Grant income is made up as
follows:
Government funding - Covid 19 - 6
& WRRF
NHS England property grants - 108
Skills for care - 12
Nottingham Local Authority 21 -
Grants to support employment - 3
(various)
St Raphaels - 861
Other small grants 4 -
Total grant income 25 990

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6. Analysis of Total Expenditure

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Direct Support Total Total
Costs Costs 2025 2024
£’000 £’000 £’000 £’000
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Raising funds 295 9 304 288
Charitable activities
Learning disability residential services 9,087 1,274 10,361 12,550
Learning disability supported living services 71,879 12,319 84,198 83,595
Other learning disability services 6,728 992 7,720 6,622
Mental health services 1,241 216 1,457 1,572
Employment Opportunities - people we support 2,407 287 2,694 2,402
Governance costs 527 - 527 592
91,869 15,088 106,957 107,333

Governance costs have been allocated to activities on the basis of estimated time spent.

Other - 762 762 1,743
Total expenditure 92,164 15,859 108,023 109,364

Other costs of £680k (2023/24 - £1,743k) relates to the contracted costs of the proposed Oracle Enterprise system and Nourish IT Systems. The remaining £82k (2023/24 - £0) relates to the write-off of disposed assets.

7. Analysis of Support Costs

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2025 2024
£’000 £’000
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Regional support and training 4,990 5,807
Service development and quality 2,012 1,114
Communication and policy 596 512
Financial, HR and legal 4,197 3,817
Information Technology 2,254 1,882
General management 1,050 1,186
Total support costs 15,099 14,318

Support costs have been allocated to activities on the basis of estimated time spent.

8. Net Deficit on Operations for the Year

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2025 2024
£’000 £’000
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This is stated after charging:

Depreciation and amortisation 358 355
Auditors' remuneration including VAT 51 50
Other fees paid to Auditors including VAT 13 13
Amounts paid under operating leases
- Land and buildings 946 1,053
- Motor vehicles 238 256

9. Trustee benefits and expenses

A total of £403 was paid to 5 trustees during the year (2023/24 - £2,401). The expenses reimbursed to trustees cover travel and subsistence costs only. Indemnity insurance is provided for the trustees as part of the overall management liability policy, the total premium paid during the year amounted to £16,654 (2023/24 - £18,956).

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10. Staff costs

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2025 2024
£’000 £’000
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11. Intangible Fixed Assets

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Total
£’000
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Total staff costs for the year were as follows:

Wages and salaries 78,793 74,808
Social security costs 6,966 6,433
Pension contribution costs 1,732 1,548
Total 87,491 82,789

Wages and salaries include £1,183,000 (2023/24 - £524,000) of redundancy and termination payments which were paid out in accordance with our redundancy policy and legal requirements.

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2025 2024
Number Number
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Average number of staff employed

Direct charitable activities 3,053 3,134
Support and governance 303 308
Generating voluntary income 2 4
Total 3,358 3,446
Number of employees whose remuneration (including
taxable benefts) exceeded £60,000 during the year
£60,000 - £70,000 14 14
£70,001 - £80,000 8 12
£80,001 - £90,000 4 2
£90,001 - £100,000 - 1
£100,001 - £110,000 1 3
£110,001 - £120,000 - 1
£120,001 - £130,000 1 1
£130,001 - £140,000 - -
£140,001 - £150,000 - 1
£150,001 - £160,000 - -
£160,001 - £170,000 1 -
Total 29 35

Total pension contributions outstanding at the year end were £270,000 (2023/24 - £266,000). The executive team for the year 2024/25 consisted of the Chief exec, Director of Finance, Director of People and Inclusion, Director of Operations, interim Director of Communications and Marketing, interim Director of Business Development, interim Director of Quality, Education, Skills, Supported Employment and Enterprise, Director of Housing

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2025 2024
£’000 £’000
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Executive Team Remuneration

Cost
1 April 2024 419
Additions -
Disposals (419)
31 March 2025 -
Amortisation
1 April 2024 418
Additions -
Disposals (418)
31 March 2025 -
Net Book Values (Group & Charity)
31 March 2025 -
31 March 2024 1

Intangible assets relate to capitalisation of computer software costs, and are no longer in use.

12. Tangible Fixed Assets

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Freehold Leasehold Furniture & Motor
Property Property Equipment vehicles Total
£’000 £’000 £’000 £’000 £’000
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Cost
1 April 2024 6,550 1,337 2,219 60 10,166
Additions 107 27 23 - 157
Disposals - (8) (425) - (433)
31 March 2025 6,657 1,356 1,817 60 9,890
Depreciation
1 April 2024 1,701 1,109 1,878 56 4,744
Charge for the year 151 92 112 3 358
Disposals - (8) (343) - (351)
31 March 2025 1,852 1,193 1,647 59 4,751
Net Book Value (Group)
2025
2024		 4,804
4,849		 163
228		 170
341		 1
4		 5,139
5,422
Net Book Value (Charity)
2025 4,804 163 170 1 5,139
2024 4,849 228 341 4 5,422

Freehold property includes three properties with a net book value of £807,000 (2023/24 - £831,000 - two properties) which are subject to the restrictions set out in note 18.

Total pay and benefits of the Senior Executive Team 440 1,034

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13. Fixed Asset Investments

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2025 2024
£’000 £’000
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Market value at beginning of year 2,814 1,994
Purchases at cost 926 2,036
Disposals at book value (802) -
(Decrease) / increase in market value 23 166
Increase / (decrease) in cash held for reinvestment (218) (1,382)
Market value at end of year 2,743 2,814

The value of the investment was made up as follows:-

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Historical cost Market Value
2025 2024 2025 2024
£’000 £’000 £’000 £’000
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UK Bonds 185 133 187 141
Overseas Bonds 296 235 295 234
UK Equities 463 392 453 402
Overseas Equities 1,357 922 1,495 1,041
Global Investments Funds 94 73 81 94
Absolute Return Funds 27 20 28 20
Cash 47 61 47 61
Property 86 62 85 64
Other 42 142 72 757
Total investments 2,597 2,040 2,743 2,814

14. Debtors

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Group Charity
2025 2024 2025 2024
£’000 £’000 £’000 £’000
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Trade debtors 7,408 8,263 3,202 4,251
Amounts owed by group & associated undertakings - - 1,353 1,518
Prepayments 683 124 683 124
Accrued income 2,030 1,740 903 703
Other debtors 352 1,306 352 1,306
Total 10,473 11,433 6,493 7,902

Trade debtors are stated net of a general doubtful debt provision based on the age of debts of £377,000 (2023/24 - £219,000). Accrued income is an estimate of income earned but not yet invoiced.

15. Creditors - Amounts Falling Due Within One Year

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Group Charity
2025 2024 2025 2024
£’000 £’000 £’000 £’000
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Trade creditors 996 637 996 637
Accruals 3,344 4,701 3,344 4,693
Deferred income 1,809 1,043 839 635
Taxation and social security 3,574 3,697 562 798
Other creditors 1,665 2,221 1,666 2,001
Total 11,388 12,299 7,407 8,764
16. Deferred Income
Opening balance 1,043 1,133 635 694
Utilised in year (12,333) (12,853) (7,056) (6,990)
Additional amount provided 13,099 12,763 7,260 6,931
Closing balance 1,809 1,043 839 635

Deferred income reflects income received in advance of the period it relates to. The majority of United Response's income is billed 4 weeks in advance, therefore defer income to the balance sheet and released to the SOFA in the next period.

17. Provision for Liabilities and Charges

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Oracle Dilapidation Total Total
Provision Provision Provision Provision
2025 2025 2025 2024
£’000 £’000 £’000 £’000
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Opening balance 1,730 385 2,115 413
Utilised in year (14) (89) (103) (88)
Released unused during the year - (40) (40) -
Additional amount provided 284 52 336 1,790
Closing balance 2,000 308 2,308 2,115

The provision for dilapidations provides for the cost of repairs arising as a result of obligations under property leases. This provision applies to both Group and Charity accounts. The Charity identified that a contract for the upgrade of the in-house accounting software system, became onerous due to a significant issue in regards its suitablility. The provision for this onerous contract has been calculated as follows: Description of the Contract: Oracle Cloud Service Agreement.

Reason for Provision: Cancellation of implementation of Oracle Service Agreement. Total Provision: £2.0m (discounted at 4.25% NPV).

Calculation Basis: The provision represents the unavoidable costs of the remaining service contract of £2.1m discounted at 4.25% NPV (based on latest research at time of calculation).

Expected Settlement Date: The provision is currently in negotiation, and could become payable in full subject to agreement.

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18. Analysis of Net Assets between Funds

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Total 2025
General Designated Unrestricted Restricted Total
Funds Funds Funds Funds Funds
£’000 £’000 £’000 £’000 £’000
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Intangible fxed assets - - - - -
Tangible fxed assets - 4,333 4,333 806 5,139
Investments 2,743 - 2,743 - 2,743
Current assets 20,125 1,311 21,436 1,089 22,525
Current liabilities (11,388) - (11,388) - (11,388)
Provisions for liabilities & charges 2,308 - (2,308) - (2,308)
Total net assets 31 March 2025 9,172 5,644 14,816 1,895 16,711

2024 Comparative Disclosures

2024 Comparative Disclosures
Intangible fxed assets - 1 1 - 1
Tangible fxed assets - 4,592 4,592 830 5,422
Investments 11,609 - 11,609 - 11,609
Current assets 12,663 1,410 14,073 1,333 15,406
Current liabilities (12,299) - (12,299) - (12,299)
Provisions for liabilities & charges (2,115) - (2,115) - (2,115)
Total net assets 31 March 2024 9,858 6,003 15,861 2,163 18,024

19. Restricted Funds

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Balance Transfers Generated Utilised Balance
31 March during the during the during the 31 March
2024 year year year 2025
£’000 £’000 £’000 £’000 £’000
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The purposes of the principal funds shown above are as follows:

Time for You - this is a grant from Ipswich Borough Council in relation to the Suffolk Short Break Demonstrator Project, involving the provision of respite to family carers of people with learning disabilities. The grant was originally awarded to Ipswich Council for Voluntary Service, but was transferred to United Response during 2012.

Accessible Voting - this is a grant from the UK Democracy Fund a Joseph Rowntree Reform Trust initiative. This is a grant to develop a campaign to get people with a learning disability and autistic people registered to vote and casting their vote in the next general election.

North Division - the largest element of the income and expenditure relates to York training and Community Services. The offering consists of a Café, Health & Wellbeing Outreach, The Base for independent living workshops, the Autism Hub, supported employment coaching and the media centre. Grants have also been provided by Trafford MBC, Knowsley MBC and Wigan MBC to enable us to develop employment and social opportunities for people with autism. As well as Liverpool to tackle bullying.

South Division - the largest element of the income and expenditure relates to the Donation Station, our charity shop, which raises money for The Community Network, and teaches employment skills to the people we support.

Devon ESE - in 2016 United Response merged with Robert Owen Communities and this fund represent the balance of restricted funds acquired at that time and the net movement in restricted revenue funds since. ROC College is a specialist college that provides education for young people between the ages of 16 and 25 within Cornwall, Devon and Somerset. We also offer other supported employment opportunities and services such as Boscawen Farm where People we Support and Students can learn transferable skills.

Funds Transferred within the year - represents the re-allocation of restricted expenses related to restricted funds, following completion of projects reported back to funders.

Funds represented by tangible fixed assets - these funds relate mainly to improvements to properties, including houses owned by United Response in West Sussex and Devon and leased in Suffolk, Essex and Kent.

Time For You 15 - - - 15
Accessible Voting 22 15 - - 37
North Division 304 (140) 26 (17) 173
South Division 519 (80) 92 (56) 475
Devon ESE (formally ROC) 212 30 41 (-) 283
Other restricted funds 77 (13) 42 - 106
Subtotal 1,149 (188) 201 (73) 1,089
Represented by tangible fxed
assets:
- North Division 2 - - (2) -
- South Division 182 (182) - - -
- Other restricted funds - - - - -
Total excluding restricted 1,333 (370) 201 (75) 1,089
property fund
Restricted property fund (see 830 - - (24) 806
note 18)
Total 2,163 (370) 201 (99) 1,895

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19. Restricted Funds (continued)

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Balance Transfers Generated Utilised Balance
31 March during the during the during the 31 March
2023 year year year 2024
£’000 £’000 £’000 £’000 £’000
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21. Unrestricted Funds

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Balance Transfers Generated Utilised Net gain Balance
31 March during the during the during the (loss) 31 March
2024 year year year year 2025
£’000 £’000 £’000 £’000 £’000 £’000
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2024 Comparative Disclosures Property fund 1,061 - - - - 1,061
Pension fund 100 (100) - - - -
Time For You 15 - - - 15 Maintenance fund 250 - - - - 250
Accessible Voting 21 - 1 - 22 Intangible Fixed - - - - - -
North Division 298 40 6 (40) 304 Assets
South Division 420 - 101 (2) 519 Tangible fxed assets 4,592 (259) - - - 4,333
COVID-19 Funding - - - - Total designated 6,003 (359) - - - 5,644
Devon ESE (formally ROC) 276 (40) - (31) 212 funds
Other restricted funds - - - (10) 77 Unrestricted general 9,858 729 106,490 (107,928) 23 9,172
Subtotal 1,082 - 150 (83) 1,149 funds
Represented by tangible fxed Total unrestricted 15,861 370 106,490 (107,928) 23 14,816
assets: funds
- North Division 10 (8) - - 2
- South Division 147 8 152 (125) 182
- Devon ESE (formally ROC) 184 - - (184) - Funds have been designated for the following purposes:-
- Other restricted funds - - - - -
Total excluding restricted 1,423 - 302 (392) 1,333 Property fund- to help fund the purchase of properties to support the development of the charity's
property fund activities. These funds are likely to be utilised over the next fve years.
Restricted property fund (see 605 - 250 (25) 830
note 18) Pension fund- to cover the potential liability associated with membership of one multi-employer defned
Total 2,028 - 552 (417) 2,163 beneft local government pension schemes. It cannot be estimated when this will be utilised.

20. Restricted Property Fund

Maintenance fund - to provide funding for major repairs of properties which the charity has responsibility for. These funds are used, reviewed and maintained ongoing.

Intangible fixed assets - relates to the portion of reserves invested in intangible fixed assets to be used

The original restricted property fund of £179,000 (2023/24 - £182,000) represents the value of a freehold property provided by the South East Kent District Health Authority to house a service in Folkestone. The property, which was acquired at no cost to United Response, is registered in the name of the charity and has been included in fixed assets at the cost of acquisition and refurbishment borne by the Health Authority, less depreciation. In the event of the service terminating, United Response has undertaken to transfer the property back to the Health Authority for £nil consideration.

In FY 22/23 restricted property funding was received from NHS England for the purchase of a property in Aylesbury with a Net Book Value of £391,000 (2023/24 - £399,000). The property, which was acquired at no cost to United Response, is registered in the name of the charity and has been included in fixed assets at the cost of acquisition and refurbishment borne by NHS England, less depreciation. In the event of the service terminating, United Response has undertaken to repay a 100% portion of the market value of the property back to NHS England less disposal costs.

by United Response in its operations.

Intangible fixed assets - relates to the portion of reserves invested in intangible fixed assets to be used

by United Response in its operations.

Tangible fixed assets - relates to the portion of reserves invested in unrestricted tangible fixed assets to be used by United Response in its operations. This decreased during the year by £148,000 due to a transfer from unrestricted general funds.

Last year a restricted property funding was received from the Trustess of Ipswich St Raphaels Club at a value of £250,000. The property, which was acquired at no cost to United Response, is registered in the name of the charity and has been included in fixed assets at the cost of acquisition of £250,000. The Ipswich St Raphaels Club is restricted in nature, any change of use, or disposal, can only be actioned on the consent of the Charity Commissioners.

No addition funding acquired during the current year.

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21. Unrestricted Funds (continued)

24. Subsidiary Undertakings

----- Start of picture text -----
Balance Transfers Generated Utilised Net gain Balance
31 March during the during the during the (loss) 31 March
2023 year year year year 2024
£’000 £’000 £’000 £’000 £’000 £’000
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2024 Comparative Disclosures

All subsidiaries have their registered address as the same as United Response: 3rd Floor, Suite B Corinthian House, 17 Lansdowne Rd, London CR0 2BX.

In January 2019, United Response Services Limited (URS) was formed as a wholly owned subsidiary of United Response. URS is registered as company number 11788717 and £100 share capital was invested by United Response. On 1st April 2019, the entity commenced trading. United Response Services Limited carries out trading activities with local authorities on behalf of United Response Limited.

In 2016 the charity acquired Robert Owen Communities (ROC), a UK charitable company with registered charity number 517845 and company number 02038915. ROC has been dormant since 2019.

Business development
fund - general		 - - - - - - The tables overleaf show the impact of the subsidiaries on the results of the Group.
IT strategy fund - - - - - -
Property fund 1,061 - - - - 1,061
Pension fund
Maintenance fund		 100
250		 -
-		 -
-		 -
-		 -
-		 100
250		 2025
Intangible Fixed Assets - - - - - - URS
Tangible fxed assets 4,611 (19) - - - 4,592 £’000
Total designated 6,022 (19) - - - 6,003
funds
Unrestricted general 12,664 19 105,956 (108,947) 166 9,858 Financial activities of Subsidiaries in 2025
funds
Total unrestricted 18,686 - 105,956 (108,947) 166 15,861 Sales revenue 59,013
funds Other income -
Total turnover 59,013
Salaries and wages -
22. Capital commitments Other costs
Total operating costs		 57,842
57,842
There were no capital commitments in the year 2025. Trading proft 1,171
Gift aid due to parent (1,171)
Retained proft -
23. Operating Lease commitments
Retained loss brought forward -
Land and buildings Vehicles Retained proft carried forward -
2025 2024 2025 2024 Gross Assets 5,338
£’000 £’000 £’000 £’000 Gross Liabilities (5,338)
Total Net Assets -

Total of future minimum lease payments under non cancellable operating leases:

within one year 521 333 124 124
within two to fve years 408 97 122 192
after fve years - - - -
Total 939 430 246 316

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24. Subsidiary Undertakings (continued)

----- Start of picture text -----
2024
URS
£’000
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2024 Comparative Disclosures

27. Consolidated Statement of Financial Activities for the year ended 31 March 2024 (incorporating a consolidated income and expenditure account)

----- Start of picture text -----
Unrestricted Restricted Total
Funds Funds Funds
2024 2024 2024
£’000 £’000 £’000
----- End of picture text -----

Financial activities of subsidiaries in 2024

Financial activities of subsidiaries in 2024
Sales revenue 56,563
Other income -
Total turnover 56,563
Salaries and wages -
Other costs 55,432
Total operating costs 55,432
Trading proft 1,131
Gift aid due to parent (1,131)
Retained proft -
Retained loss brought forward -
Retained proft carried forward -
Gross Assets 5,115
Gross Liabilities (5,115)
Total Net Assets -

25. People we support bank accounts

The charity administers holding bank accounts on behalf of residents for the receipt and payment of the residents' personal allowances. These bank accounts have not been reflected on these financial statements as an asset or liability. The value held at 31 March 2025 was £579,719 (2023/24 - £565,449). The bank accounts are held separately from those of the charity.

26. Transactions with Related Parties

Income from:
Donations and legacies 18 552 570
Charitable activities 105,377 - 105,377
Investments 560 - 560
Other activities 1 - 1
Total income 105,956 552 105,508
Expenditure on:
Raising funds 288 - 288
Charitable activities 106,916 417 107,333
Other activities 1,743 - 1,743
Total expenditure 108,947 417 109,364
Net defcit on operations (2,991) 135 (2,856)
Net gain/(loss) on investments 166 - 166
Net (expenditure)/income before transfers (2,825) 135 (2,690)
between funds
Transfers between funds - - -
Net movement in funds (2,825) 586 (2,690)
Reconciliation of funds:
Total funds at 1 April 2023 18,686 2,028 20,714
Total funds at 31 March 2024 15,861 2,614 18,024

There have been no related party transactions in the year to 31 March 2024 that require disclosure other than transactions with the subsidiary companies, URS and UR's trustees. Transactions with URS are set out below and those with the trustees are disclosed under note 8 of the accounts.

In 2024/25, the charity charged URS £59,013,000 (2023/24 - £56,563,000) in respect of the delivery of operational services.

In 2024/25, URS paid the charity £59,279,000 (2023/24 - £52,126,000) of monies collected on invoices settled.

In 2024/25, under a deed of covenant, URS will make a gift aid payment to the charity of £1,171,000 (2023/24 - £1,131,000). Payment will be made to the parent charity during the 9 months following the relevant reporting date.

As at 31/03/2025, URS owed the charity £1,255,000 (2023/24 - £1,521,000).

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If you or someone you know is interested in being supported by United Response, email us at: get.support@unitedresponse.org.uk

Professional United Response photos © Mark Crick Stock photos © Getty Images