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2021-03-31-accounts

DocuSign Envelope ID: 46FC645F-2729-4DCC-89F6-8DC541E776FB

White Lodge Centre (a company limited by guarantee)

Report and Financial Statements Year Ended 31 March 2021

Charity number: 286238

Company number: 1592351

DocuSign Envelope ID: 46FC645F-2729-4DCC-89F6-8DC541E776FB

Annual report and financial statements – 2020/21

White Lodge Centre

Report of the trustees for the year ended 31 March 2021

The trustees are pleased to present their annual directors’ report together with the financial statements of the charity for the year ended 31 March 2021 which are also prepared to meet the requirements for a directors’ report and accounts for Companies Act purposes.

The financial statements comply with the Charities Act 2011, the Companies Act 2006, the Memorandum and Articles of Association, and Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2015).

Reference and administrative details

Charity number: 286238 Company number: 1592351 (England and Wales) Registered office: Holloway Hill, Lyne, Chertsey, Surrey, KT16 0FA

Our advisors

Auditors: Menzies LLP, Centrum House, 36 Station Road, Egham, Surrey TW20 9EF Bankers: National Westminster Bank plc, 1 High Street, Weybridge, Surrey, KT13 8UA

Directors and trustees

The directors of the charitable company, White Lodge Centre (“the charity”), are its trustees for the purpose of charity law. The trustees and officers serving during the year and since the year ended were as follows:

Stephen Carrodus Chair Stephen Peckham Treasurer and Secretary Juliette Barnes Tim Bevans Sarah Dade Victoria Jones Neil McIntyre Jane Stuart-Palikira Sophie Taylor

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White Lodge Centre

Key management personnel:

Lesleigh Bounds Chief Executive Officer (“CEO”) (appointed 14 July 2021) Lesley Robbins Chief Executive Officer (“CEO”) (resigned 13 July 2021) Terry Broom Head of Services (resigned 12 June 2020) Mike Hey Head of Fundraising Carl Sexton Head of Finance & Support Services

Structure, Governance and Management

Governing Document

White Lodge Centre is a company limited by guarantee governed by its Memorandum and Articles of Association last amended on 10 January 2017. It is registered as a charity with the Charity Commission.

Appointment of trustees

Trustees are required to have experience in an area of disability or bring professional skills in the broader areas of health, care, education, business or administration. The trustees may appoint a new trustee either to fill a vacancy or as an additional trustee provided that the appointment does not cause the number of trustees to exceed ten. At each Annual General Meeting all trustees retire but, if willing to act, each trustee is reappointed unless the vacancy has been filled or unless a resolution for the reappointment of the trustee is not carried. A person cannot be appointed or reappointed as a trustee unless they are recommended by the trustees and have completed not more than five years continuous service. This may be extended where appropriate subject to a resolution being passed at a general meeting.

Trustee induction and training

New trustees receive both an induction course covering all the activities of White Lodge Centre and material detailing all the processes and procedures relevant to the exercise of the function. Before final appointment, the trustee attends a trustee meeting to ensure that neither party has any misgivings. Security checks are undertaken prior to the appointment of any new trustee. Trustees attend external training as they consider appropriate and after which they will share their learning with the other trustees at the next suitable meeting. Two annual away days are organised during which the trustees are updated on topics particularly relevant to the charity’s activities.

Organisation

The board of trustees, which can have not less than four trustees and not more than ten trustees, administers the charity. The board normally meets every six weeks and there are sub-committees covering: Finance; Fundraising; Safeguarding; Health & Safety and Maintenance; HR, Training & Quality Audit; Children’s Services; Adult Services; Trustee Board, Governance and Strategy which meet either quarterly, bi-annually or

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White Lodge Centre

annually depending on the specific sub-group. The trustees approve the overall strategic plan for the charity each year which is then converted into specific operational plans and annual budgets. The plans are formal reports and their contents are reflected in the annual budget, which the trustees also approve.

A CEO is appointed by the trustees who, along with a senior management team and supporting staff teams, manage the day-to-day operations of the charity. The senior management team comprises the departmental heads for services, fundraising and finance. Progress against both budget and departmental targets is reported at trustee meetings where both the CEO and members of the senior management team report in person on a rotational basis throughout the year.

Related parties and co-operation with other organisations

None of the trustees receive remuneration or other benefit from their work with the charity. Any conflict of interest between a trustee and the charity is required to be disclosed to the full board of trustees.

During the year a trustee, Juliette Barnes, provided necessary staff training on an arms length basis at a total cost of £520 (2020: £nil). This transaction was disclosed to and approved by the trustee board.

Pay policy for senior staff

The pay of the senior staff is reviewed annually and changes are made based on factors such as changes in comparable average earnings and the financial position of the charity.

Objectives and Activities

The principal objectives of the charity, as set out in its Memorandum of Association, are ‘to promote the care, welfare, interest, treatment, education and advancement (including through the provision of assistance to parents and carers) in the counties of Surrey, Hampshire and Berkshire, and South West London and other surrounding districts of persons with any form of cerebral palsy or other disability’.

Our vision

A world which is inclusive to all, regardless of ability.

Our Mission

We provide services and support that enable those with a range of disabilities, their families and carers to lead fulfilling lives.

The charity’s activities listed below are derived directly from this vision and objectives:

Children and Young People

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White Lodge Centre

Adult and Community Support

The above activities are undertaken daily with some activities outside of normal working hours and all directly support the charity’s objectives.

Decisions as to which children and adults would be most suitable to receive the services provided are reasonably and equitably made by the relevant statutory authorities and staff. However, at all times White Lodge Centre retains the ultimate decision as to the children and adults who are to benefit from its services.

Our core values

E Encourage

We believe in being open and honest, working with integrity at all times to earn vital trust from the families, carers and individuals we support.

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White Lodge Centre

We continually strive for excellence in all that we do through expertise, experience and professionalism of our team and support network.

The specific strategies used to fulfil the charity’s objectives are:

In the year ended 31 March 2021, the charity had the following specific aims:

Looking forward beyond this, plans were still in place when funding allows to undertake the following capital projects:

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White Lodge Centre

Use of indicators, benchmarks and milestones by trustees to monitor the progress of the activities

The trustees principally use both the standard financial indicators to monitor progress and the reporting system referred to in ‘Organisation’ on pages 2 and 3 of this report. Management use budgets and targets at departmental level, which are included in the annual service report, and fundraising reports. The trustees review the reports and the departmental work at their meetings but they do not set these detailed measures. Members of the management team take part in several ‘collective’ meetings, where the organisation is able to share information about specific parts of the service and make comparisons on cost and quality. The charity ensures that its standards continue to be very high through the quality assessments provided by independent bodies, those bodies contracting the services and by regular internal quality audits. In the section entitled ‘Achievements and Performance’ below, the trustees approve these objectives and monitor their progress and, with the management team, set and approve the future objectives, both short, medium and long term, as set out under ‘Plans for future periods’.

Public benefit

The trustees confirm that they have referred to the appropriate guidance on Public Benefit issued by the Charity Commission when reviewing White Lodge Centre’s aims and objectives and in the planning of future activities as described in this report. A substantial percentage of White Lodge Centre’s funding is received from statutory bodies and is designed to assist disabled children and adults in the local communities it serves.

Strategic Report

Achievements and Performance

Like many organisations, the impact of COVID19 made it a very challenging but rewarding year. Our original plans had to be put on hold so that we could focus on the needs of our service users and staff to ensure that we kept everyone safe, whilst delivering services in the best possible way.

On the announcement of the first lockdown we put on hold our face-to-face services for 10 days. This gave us time to take stock of the situation and put in place guidelines and procedures to work safely, review the financial implication and plan a clear way forward. Many of our staff were at first furloughed with a skeleton staff on site to support services still operating. Key initial strategies for our services were then:

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White Lodge Centre

By the summer many services returned with face-to-face work with limited numbers, with these numbers gradually increasing over the year where safe to do so. We did not withdraw any further services through subsequent lockdowns as measures had been put in place to run services as safely as possible. Since February 2020, key staff have met regularly to ensure White Lodge has done everything it can to meet its key objectives in a safe way.

There is no doubt that the ‘can do‘ attitude of both our staff and volunteers and their creativity and innovation has been a huge part of why White Lodge has been able to continue to offer so many services throughout this difficult time.

We are also extremely grateful to NHS Surrey, Surrey County Council and other statutory bodies who have continued to support us throughout.

Our Fundraising team changed their focus to run more on-line events, some proving extremely popular, especially our Stay at Home Heroes campaign which raised over £35,000. We have had many generous donations from our supporters and we were able to secure funds from some specific Trusts related to the pandemic.

Due to the pandemic, many Trusts changed their focus and this has impacted on our hydrotherapy pool project where we have now secured over 50% of the funding, this project will continue this year and we are confident we can reach our target. We were delighted to open our new in-house cinema during the year; this has proved invaluable in offering a further activity on site. We have completed part of the refurbishment of Treetops including the outside decking area and were fortunate to purchase a number of pieces of equipment which have given added value to many of our services.

Since the year-end, Lesley Robbins, our CEO, has retired. We would like to record our thanks to her for 12 years of leadership which has seen White Lodge thrive. Her clear direction during the pandemic was outstanding and enables us to emerge reasonably unscathed to continue our work going forward. We have secured the services of an excellent replacement, Lesleigh Bounds, who has started as our new CEO from 14[th] July 2021 and we look forward to the future with confidence.

White Lodge feels in a strong place to move forward and that is down to our supporters, volunteers, Patrons and the wonderful staff team. Thank You.

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Annual report and financial statements – 2020/21

White Lodge Centre

Financial Review

The Statement of Financial Activities (‘SOFA’) for the year ended 31 March 2021 shows:

Incoming resources of £2,421,000 (£151,000 lower than last year’s result of £2,572,000)

The Covid pandemic has had a significant impact on income generated from charitable activities. White Lodge remained open and providing both face to face and remote services throughout the year but it was not possible for all services to operate at their full capacity levels. Key considerations were the need for many individual service users to shield plus the need to run face to face services at lower group sizes to meet social distancing rules. This impacted charitable service income funded by direct purchase agreements and this income fell by £311,000 compared to last year.

This drop in service income was offset in part by payments received under the government’s Coronavirus Job Retention Scheme (“CJRS”) of £135,000.

Fundraising income (including fundraising trading) of £493,000 was £21,000 higher than last year. This is considered a great achievement during the lockdown restrictions and income in this area was bolstered by two extremely successful direct appeals for help in both April-June 2020 and later in November-December 2020 for which we are very grateful.

These events enabled us to maintain fundraising income at an increased level to last year despite a significant drop in face to face fundraising activities and the income that is generated from these. In particular, there was a drop in community and events fundraising of approximately 66% / £100,000 and the challenge for 2021/22 will be to build this fundraising activity back to historic levels.

Resources expended of £2,524,000 (£354,000 lower than last year’s result of £2,878,000)

White Lodge managed its cost base effectively during the year so that where possible this could be reduced to reflect both the drop in service usage arising from the pandemic and to reflect the change in the way that fundraising income was raised.

The key reductions were a drop in staffing costs of £207,000 and a drop in fundraising costs of £82,000. The drop in staffing costs was primarily achieved through a reduction in the need for additional time from staff on bank hour contracts plus the decision not to re-recruit certain positions that became vacant during the year. The drop in fundraising costs mainly arose from appeals for support not requiring the same levels of cost to run compared to face to face activities such as running events.

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Annual report and financial statements – 2020/21

White Lodge Centre

Net deficit of £103,000 (£203,000 improvement on last year’s net deficit of £306,000).

The net deficit breaks down as below:

The net deficit breaks down as below:
Net
deficit
on
services
before
fundraising
and
depreciation
Fundraising surplus
Net surplus / (deficit) before depreciation
Depreciation
Net deficit		 2020/21
£’000s
2019/20
£’000s
(149)
(250)
311
208
162
(42)
(265)
(264)
(103)
(306)

The highlighted net surplus / (deficit) before depreciation is a key financial metric monitored by the trustees with the objective of a positive balance for each year as capital expenditure is largely funded by discrete fundraising activities rather than through on-going operations. This metric therefore provides a barometer on operational performance and the associated impact of this on cash position and freely available reserves.

The Balance Sheet shows total net assets of £5,576,000 compared to £5,679,000 in 2020. The reduction in reserves is due to the depreciation of £265,000 of the tangible fixed assets used by the charity, offset by the surplus before depreciation of £162,000.

The closing cash position improved with cash at bank increasing to £708,000 compared to £314,000 in 2020. The key reasons for this increase were the combination of a net surplus before depreciation flowing through to a positive net cashflow from operating activities of £198,000 plus the arrangement of a new bank loan facility of £250,000 (disclosed at its calculated present value of £249,000).

The bank loan was arranged under the government backed Coronavirus Business Interruption Loan Scheme (“CBILS”) and was considered a prudent response to the cashflow uncertainty that existed for the Charity in the early part of 2020/21 arising from the Covid pandemic. The bank loan has a six-year term with no capital or interest payable in the first 12 months (interest costs being borne by the government for this initial period). The Charity’s intention is to repay the loan early if it becomes clear that cashflow risks are low enough to deem that it is not required and from a first review of this position £150,000 was repaid in May 2021.

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Annual report and financial statements – 2020/21

White Lodge Centre

Reserves policy

Note 13 to the financial statements sets out the allocation of the net assets to the various funds. The unrestricted reserves were £1,096,000 on 31 March 2021 of which freely available reserves, equivalent to unrestricted net current assets less unrestricted creditors falling due after more than one year, were £381,000 (2020: £298,000).

The freely available reserves of £381,000 represent internal funds that need to be held for shortfalls in revenue or unexpected costs. The trustees consider that freely available reserves of £400,000 would normally be required. The trustees are focused on correcting this shortfall over a five-year period

Restricted reserves principally cover the investments made over the years in our land and buildings.

Tangible fixed assets

Any movements in fixed assets are shown in Note 9 to the financial statements. A substantial part of the book value of freehold and leasehold premises is represented by the cost of the relatively new buildings. Overall, and having regard to the specific use of the buildings, the trustees consider that the value of the freehold and leasehold premises is fairly stated.

Investments Policy

All surplus funds are invested between Nationwide, Santander, The Charity Bank and National Westminster Bank instant access accounts. The trustees believe that this is the best strategy to safeguard the necessity of ensuring activities each year are fully funded and that any short term shortfall in fundraising activities does not have immediate repercussions due to the ease of access to the funds.

Going concern

A detailed budget for 2021/22 has been prepared that forecasts a net surplus before depreciation of £36,000. This is based on an assumption that the net services deficit before depreciation will increase to £268,000 as service provision returns to historic levels without significant additional government coronavirus specific support. The fundraising income target is £500,000 with associated costs of £196,000 resulting in a fundraising surplus of £304,000.

A detailed cashflow for 2021/22 has been prepared which indicates that based on achieving a net surplus before depreciation of £36,000 there will be adequate cash resources to meet both usual fluctuations in cashflow and the requirement to commence repayments of capital and interest on the CBILS Loan from May 2021 onwards.

With the above measures in place, White Lodge is fully expected to have adequate cash resources to meet its on-going activity over the next 12 months and accordingly the trustees believe that there is adequate evidence to satisfy any going concern considerations.

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White Lodge Centre

Plans for future periods

The main objectives for the coming year are:

Fundraising Statement

We directly employ a small fundraising team to organise our fundraising campaigns and events and also to co-ordinate the activities of our supporters and volunteers. We do not use professional fundraisers or involve commercial participators to solicit donations and have no plans in the future to do so. There have been no complaints about fundraising activity this year.

We are registered with the Fundraising Regulator and take all appropriate review and training activities necessary to ensure that we comply with the Fundraising Regulator’s Code of Fundraising Practice.

To protect our supporters from unwanted intrusion we only retain personal data if this has been approved by the respective person. We do not sell or pass on our supporters’ personal data and we have never purchased fundraising data from a third party. We usually only undertake direct marketing on a twice yearly basis with the distribution of our Centre Voice magazine.

Principal risks and uncertainties

The trustees consider that the principal challenges faced by White Lodge Centre, and the risks associated therewith, are the need to:

The trustees and management have conducted a review of the major risks to which White Lodge Centre is exposed arising from the above challenges. Detailed procedures are in place to mitigate these risks and they are assessed under the headings of governance and management risk, operational risk, financial risk and compliance risk. The information outlined below is designed to provide the information needed to monitor these challenges, contain the risks, and take any necessary corrective action.

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White Lodge Centre

At the regular six weekly meetings, the trustees receive and consider:

The trustees also annually evaluate their performance both as individuals and as a Board.

The trustees consider that the information they receive, the internal control systems that are established and the action the trustees take all combine to enable them to confirm that the major risks to which the charity is exposed are reviewed annually and systems are in place to mitigate those risks.

Trustees’ Responsibilities

The charity’s trustees (who are also the directors of White Lodge Centre for the purposes of company law) are responsible for preparing a trustees’ annual report and financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

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

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White Lodge Centre

The trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charity and to enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charity and hence taking reasonable steps for the prevention and detection of fraud and other irregularities.

The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

Statement of disclosure of information to the Auditor

In so far as the trustees are aware at the time of approving our trustees’ annual report:

Strategic Report

The company has chosen in accordance with Section 414C(11) of the Companies Act 2006 (Strategic Report and Directors’ Report) Regulations 2013 to set out within the Strategic Report the Company’s Strategic Report Information required by Schedule 7 of the Large and Medium Sized Companies and Groups (Accounts and Reports) Regulation 2008. This includes information that would have been included in the business review and details of the principal risks and uncertainties.

The Trustees’ Report (incorporating the Strategic Report) was approved by the Board of Trustees (which is also the Board of Directors) on 27[th] July 2021 and signed on its behalf by Stephen Carrodus (trustee).

By order of the board of trustees

Stephen Carrodus 27[th] July 2021

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White Lodge Centre

Independent auditor’s report to the members of White Lodge Centre

Opinion

We have audited the financial statements of White Lodge Centre (the ‘charitable company’) for the year ended 31 March 2021 which comprise the Statement of Financial Activities, Balance Sheet, 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:

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the director'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.

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White Lodge Centre

Other information

The other information comprises the information included in the annual report, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

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

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the trustees’ report.

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

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White Lodge Centre

Responsibilities of directors

As explained more fully in the trustees’ responsibilities statement set out on page 12, the trustees 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 directors 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.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The specific procedures for this engagement and the extent to which these are capable of detecting irregularities, including fraud is detailed below:

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White Lodge Centre

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.

A further description of our responsibilities is available on the Financial Reporting Council’s website at: https://www.frc.org.uk/Our-Work/Audit/Audit-and-assurance/Standards-andguidance/Standards-and-guidance-for-auditors/Auditors-responsibilities-for-audit/Descriptionof-auditors-responsibilities-for-audit.aspx.

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White Lodge Centre

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.

Janice Matthews FCA, Senior Statutory Auditor

For and on behalf of Menzies LLP, Statutory Auditor Chartered Accountants Statutory Auditor Centrum House 36 Station Road Egham Surrey TW20 9LF

Date: 02-Aug-2021

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White Lodge Centre

Statement of Financial Activities (including income and expenditure account) for the year ended 31 March 2021

Note
Unrestricte
d
funds
2021
£000s
Incoming resources:
Incoming resources from
generated funds
Donations and Legacies
2
320
Other trading activities
29
Income from charitable activities
3
1527
Income from Investments
-
Other income
4
141
Total income and
endowments
2,017
Resources expended:
5
Expenditure on Raising Funds
182
Expenditure on Charitable
activities
1,792
Total resources expended
1,974
Net outgoing resources, net
expenditure for the year and
net movements in funds
43
Reconciliation of funds:
Total funds b/fwd
1,015
Transfers
12
38
Total funds c/fwd
1,096		 Restricted
funds
2021
£000s
144
-
260
-
-
404
-
550
550
(146)
4,664
(38)
4,480		 Total
2021
£000s
464
29
1,787
-
141
2,421
182
2,342
2,524
(103)
5,679
-
5,576		 Total
2020
£000s
364
108
2,098
2
-
2,572
264
2,614
2,878
(306)
5,985
-
5,679

All of the above results for the years ended 31 March 2021 and 31 March 2020 are derived from continuing activities. All gains and losses recognised in the year are included above.

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White Lodge Centre

The notes on pages 23 to 36 form part of these financial statements.

Balance Sheet as at 31 March 2021

Note
Fixed assets
Tangible assets
9
Current assets
Stocks
Debtors
10
Cash at bank and in hand
Less: Liabilities
Amounts falling due within one year
11a
Net current assets
Total assets less current liabilities
Creditors: Amounts falling due after
more than one year
11b
Unrestricted Funds
Building fund
12/13
General fund
12/13
Total Unrestricted funds
Restricted Funds
12/13		 2021
£000s
5,156
5,156
-
120
708
828
(200)
628
5,784
(208)
5,576
554
542
1,096
4,480
5,576		 2020
£000s
5,368
5,368
1
136
314
451
(140)
311
5,679
-
5,679
570
445
1,015
4,664
5,679

The notes on pages 23 to 36 form part of these financial statements.

The trustees, who are also the directors of the Company, authorised for issue on 27[th] July 2021, and signed on their behalf by, approved the financial statements:

Stephen Carrodus Chair

Stephen Peckham Treasurer

Registered company number: 1592351

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White Lodge Centre

Statement of Cash Flows for the year ended 31 March 2021

Note
Cash flows from operating activities
Net cash provided by / (used in) operating activities
(a)
Cash flows from investing activities
Dividends and interest from investments
Purchase of property, plant and equipment
Net cash provided by / (used in) investing activities
Cash flows from financing activities
New bank loans
Net cash provided by / (used in) financing activities
Change in cash and cash equivalents in the reporting
period
Cash and cash equivalents at the beginning of the
(b)
reporting period
Cash and cash equivalents at the end of the
(b)
reporting period
Notes
(a) Reconciliation of net income/(expenditure) to net
cash flow from operating activities
Net income / (expenditure) for the reporting period (as
per Statement of Financial Activities)
Adjustments for:
Depreciation charges
Dividends and interest from investments
(Increase) / Decrease in stocks
(Increase) / Decrease in debtors
Increase / (Decrease) in creditors
Net cash provided by / (used in) operating activities
(b) Analysis of cash and cash equivalents
Cash in hand
Total cash and cash equivalents		 2021
£000s
198
-
(53)
(53)
249
249
394
314
708
(103)
265
-
1
16
19
198
708
708		 2020
£000
s
(19)
2
(65)
(63)
-
-
(82)
396
314
(306)
264
(2)
1
48
(24)
(19)
314
314

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White Lodge Centre

(c) Analysis of changes
in net cash / (debt)
Cash
Loans falling due within
one year
Loans falling due after
more than one year
Total net cash		 At 1st
April
2020
£000s
314
-
-
314		 Cash-
flows
£000s
198
-
-
198		 Acquisition
of assets
£000s
(53)
-
-
(53)		 New
finance
loans
£000s
249
(41)
(208)
-		 At 31st
March
2021
£000s
708
(41)
(208)
459

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White Lodge Centre

Notes forming part of the financial statements for the year ended 31 March 2021

1 Accounting policies

White Lodge Centre is a charitable company limited by guarantee and is incorporated in England and Wales. Details of the company’s registered office and principal activities are set out in the Report of the Trustees.

The following are the accounting policies adopted by White Lodge Centre.

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2015) – (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102), and the Companies Act 2006.

The charity meets the definition of a public benefit entity under FRS 102.

The financial statements are prepared on a going concern basis under the historical cost convention, modified to include certain items at fair value. The financial statements are prepared in sterling, which is the functional currency of the charity.

The significant accounting policies applied in the preparation of these financial statements are set out below. These policies have been consistently applied to all years presented unless otherwise stated.

The general fund comprises the accumulated surpluses of unrestricted incoming resources over resources expended, which are available for use in furtherance of the general objective of the charity.

Designated funds are a particular form of unrestricted funds consisting of amounts which have been allocated or designated for specific purposes by trustees. The use of designated funds remains at the discretion of the trustees.

Restricted funds are funds subject to specific conditions imposed by donors. The purpose and use of restricted funds are set out in the notes to the accounts. Amounts unspent at the year-end are carried forward in the balance sheet

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White Lodge Centre

c) Incoming resources

All incoming resources are included in the SOFA when the charity is legally entitled to the income and the amount can be quantified with reasonable accuracy. Gifts in kind are included at valuation. No amounts are included in the financial statements for services donated by volunteers. Amounts donated for the acquisition of fixed assets are treated as income, in accordance with the requirements of the SORP, and the relevant expenditure is capitalised.

d) Resources expended

All expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to that category. Where costs cannot be directly attributed to particular headings they have been allocated on a basis consistent with the use of the resources, primarily by reference to areas occupied or numbers of staff, depending on the nature of the cost.

Fundraising costs are those costs incurred in seeking voluntary contributions.

Charitable expenditure comprises those costs incurred by the charity in the delivery of its activities and services for its beneficiaries. It includes both costs that can be allocated directly to such activities and those costs of an indirect nature necessary to support them.

Allocation of support costs are determined by estimated time spent by direct personnel in the supporting of each activity and all other central costs are allocated on the basis of total indirect personnel salaries.

Governance costs are those costs relating specifically to the charity, as distinct from the service provided by the charity, and include the costs of compliance with constitutional and statutory requirements.

e) Tangible fixed assets and depreciation

Tangible fixed assets costing £500 or more are capitalised and included at cost.

The buildings are situated on land that is both leasehold and freehold. All costs relating to these buildings, including the substantial rebuilding expenditure of recent years, has been allocated accordingly. Land and building expenditure is depreciated as set out below with treatment of freehold premises being the same as leasehold premises, as the freehold premises would not operate independently of the leasehold premises.

Structure straight line over remaining leasehold life to 31[st] December 2042 Roof straight line over remaining estimated life to 31[st] March 2035 Fixed plant straight line over remaining estimated life to 31[st] March 2030

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White Lodge Centre

Freehold land Not depreciated

The other fixed assets are written off over their expected useful lives at the following annual rates:

Equipment 10% on cost Computers 25% on cost Motor vehicles 25% on reducing net book value

The charity reviews the carrying amount of its tangible and intangible assets at the end of each reporting period to determine whether there is any indication that those assets have suffered an impairment loss. If any such indication exists, the recoverable amount of the asset is estimated in order to determine the extent of the impairment loss (if any).

g) Stock

Stock consists of purchased goods for resale and is valued at the lower of cost and net realisable value. Items donated for resale are not included in the financial statements until they are sold.

h) Going concern

An assessment has been made of the impacts of the Covid 19 pandemic on the charity to determine whether it is appropriate to continue to prepare the financial statements on a going concern basis. In undertaking this assessment 24 month financial projections have been prepared through to 31[st] March 2023.

Consideration has been made of:

The trustees have concluded from this review that it is appropriate to continue to prepare the financial statements on a going concern basis and that the charity

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White Lodge Centre

will have adequate cash resources to meet its on-going activity over the 12 months from the approval of these financial statements.

Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value.

k) Tax

The charity is an exempt charity within the meaning of schedule 3 of the Charities Act 2011 and is considered to pass the tests set out in Paragraph 1 Schedule 6 Finance Act 2010 and therefore it meets the definition of a charitable company for UK corporation tax purposes.

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

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

The main accounting estimate for the charity is depreciation.

m) Legal status

White Lodge Centre is a private company limited by guarantee without share capital, incorporated in England and Wales.

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White Lodge Centre

n) Pension contributions

The charity makes a contribution into defined contribution pension schemes on behalf of some employees. The assets of the scheme are held separately from those of the charity in independently administered funds. The amount charged to The Statement of Financial Activities in respect of pension costs is the total contributions payable for the year.

o) Employee benefits

The costs of short-term employee benefits are recognised as a liability and an expense, unless those costs are required to be part of the cost of stock or fixed assets. The cost of any unused holiday entitlement is recognised in the period in which the employee’s services are received. Termination benefits are recognised immediately as an expense when the charity is demonstrably committed to terminate the employment of an employee or to provide termination benefits.

p) Government grants

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White Lodge Centre

2 Voluntary income

Charitable foundations
Other donors
Legacies
Gift in kind
Revenue funding		 2021
£000s
80
285
-
25
74
464		 2020
£000s
23
244
2
-
95
364

Voluntary income was £464,000 of which £144,000 (2020: £108,000) was restricted and £320,000 (2020: £256,000) was unrestricted.

During 2020/21 Together for Cinema in partnership with proAV, designed, supplied and installed a cinema room facility within our Rendezvous Building free of any charge. This gift in kind has been valued at £25,000 and recorded as part of restricted voluntary income for the year as it has been donated for the specific purpose of providing our adults and young people with a cinema experience that they might not ordinarily be able to have. The associated asset has been capitalised as equipment and will be depreciated over 10 years in line with the equipment depreciation policy.

3 Incoming resources from charitable activities

Childrens’ services
Adults’ services
2020		 Statutor
y bodies
£000s
1,377
188
1,565
1,671		 Other
sources
£000s
94
128
222
427		 Total
2021
£000s
1,471
316
1,787
2,098		 Total
2020
£000s
1,652
446
2,098

Incoming resources from charitable activities was £1,787,000 (2020: £2,098,000) of which £260,000 (2020: £265,000) was restricted and £1,527,000 (2020: £1,833,000) was unrestricted.

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White Lodge Centre

4 Other income

Government grants:
Coronavirus Business Interruption Loan
Scheme (“CBILS”)
Coronavirus Job Retention Scheme (“CJRS”)
5
Expenditure on Charitable Activities
Direct
costs
Support
costs
£000s
£000s
Cost of generating voluntary
income
146
23
Fundraising trading
13
-
Charitable activities:
Childrens’ services
1,529
226
Adults’ services
486
48
Governance costs
45
8
Total resources expended
2,219
305
The above costs comprise:
Fundraising trading
13
-
Staff costs:
Salaries
1,625
111
Social security costs
99
8
Other staff costs
67
13
Depreciation
160
105
Other costs
255
68
2,219
305		 Government grants:
Coronavirus Business Interruption Loan
Scheme (“CBILS”)
Coronavirus Job Retention Scheme (“CJRS”)
5
Expenditure on Charitable Activities
Direct
costs
Support
costs
£000s
£000s
Cost of generating voluntary
income
146
23
Fundraising trading
13
-
Charitable activities:
Childrens’ services
1,529
226
Adults’ services
486
48
Governance costs
45
8
Total resources expended
2,219
305
The above costs comprise:
Fundraising trading
13
-
Staff costs:
Salaries
1,625
111
Social security costs
99
8
Other staff costs
67
13
Depreciation
160
105
Other costs
255
68
2,219
305		 Government grants:
Coronavirus Business Interruption Loan
Scheme (“CBILS”)
Coronavirus Job Retention Scheme (“CJRS”)
5
Expenditure on Charitable Activities
Direct
costs
Support
costs
£000s
£000s
Cost of generating voluntary
income
146
23
Fundraising trading
13
-
Charitable activities:
Childrens’ services
1,529
226
Adults’ services
486
48
Governance costs
45
8
Total resources expended
2,219
305
The above costs comprise:
Fundraising trading
13
-
Staff costs:
Salaries
1,625
111
Social security costs
99
8
Other staff costs
67
13
Depreciation
160
105
Other costs
255
68
2,219
305		 2021
£000s
6
135
141
Total
2021
£000s
169
13
1,755
534
53		 2020
£000s
-
-
-
Total
2020
£000s
223
41
1,826
743
45
2,219
13
1,625
99
67
160
255
2,219		 305 2,524
13
1,736
107
80
265
323
2,524		 2,878
-
111
8
13
105
68		 41
1,925
120
85
264
443
305 2,878

Expenditure on charitable activities was £2,342,000 (2020: £2,614,000) of which £550,000 (2020: £584,000) was restricted and £1,790,000 (2020: £2,030,000) was unrestricted.

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White Lodge Centre

6 Governance Costs

Audit fee
Salaries/NIC
Other costs
Support costs		 Total
2021
£000s
10
18
17

8
53		 Total
2020
£000s
10
19
9
7
45

7 Additional staff information

The average number of employees, based on both total head count (“Total”) and on a full time equivalent (“FTE”) basis, analysed by function was:

Charitable activities
Support for those services
Generating voluntary income and
governance		 2021
2020
2021
2020
Total
Total
FTE
FTE
199
248
67
68
13
13
7
7
9
11
8
7
221
272
82
82
Staff costs for the above persons
Wages and salaries
Social security costs
Pension costs
Other staff costs		 2021
2020
£000s
£000s
1,736
1,925
107
120
34
37
46
48
1,923
2,130

One employee (2020: one) earned £60,000 or more. The remuneration for key personnel was £159,316 (2020: £192,366).

8 Trustees

The trustees are not employed by the charity. The trustees neither received nor waived any emoluments during the year and were not reimbursed for their expenses (2020: £nil).

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White Lodge Centre

9 Tangible fixed assets

Cost
At 1 April 2020
Additions
Disposals
At 31 March 2021
Depreciation
At 1 April 2020
Charge for year
Disposals
At 31 March 2021
Net book values
31 March 2021
31 March 2020		 Freehold
premise
s
£000s
4,143
-
-
4,143
1,022
124
-
1,146
2,997
3,121		 Short
Leasehold
premises
£000s
3,312
-
-
3,312
1,212
101
-
1,313
1,999
2,100		 Equipmen
t
£000s
361
53
(49)
365
222
38
(49)
211
154
139		 Motor
vehicles
£000s
97
-
-
97
89
2
-
91
6
8		 Total
£000s
7,913
53
(49)
7,917
2,545
265
(49)
2,761
5,156
5,368

Short leasehold property relates to the cost of buildings standing on leasehold land with a lease that expires on 23[rd] October 2062.

10 Debtors

Amounts due within one year:
Amounts due for services
Other debtors
Prepayments and accrued income		 2021
£000s
74
6
40
120		 2020
£000s
82
13
41
136

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White Lodge Centre

11 (a) Creditors: Amounts falling due within one year

Bank loan
Amounts payable
Payroll taxes, pensions and social
security
Accruals and deferred income		 2021
£000s
41
37
27
95
200		 2020
£000s
-
43
30
67
140

Accruals and deferred income include deferred income of £21,000 (2020: £24,000) relating to both charitable services and fundraising events undertaken after 31 March but that have been either paid for or invoiced in advance of 31 March.

Movement in deferred income:
Amounts b/fwd
Income deferred in current period
Income released from previous periods
Amounts c/fwd		 2021
£000s
24
21
(24)
21		 2020
£000s
33
24
(33)
24

11 (b) Creditors: Amounts falling due after more than one year

Bank loan 2021
£000s
208
208		 2020
£000s
-
-

The Charity borrowed £250,000 on 19[th] May 2020 from National Westminster Bank on a 6 year term loan provided through the government’s Coronavirus Business Interruption Loan Scheme (“CBILS”). Under CBILS terms the first 12 months of interest costs on the loan are met by the government. The loan capital is repayable in equal amounts over 60 months from June 2021 to May 2026. Voluntary early capital repayments can be made at any point without financial penalty. The interest rate on the loan is 2.81% per annum over the bank’s base rate.

The loan is repayable as follows:

Within one year
Between two to five years
More than five years		 2021
£000s
41
200
8
249		 2020
£000s
-
-
-
-

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White Lodge Centre

12 Total income funds
Current Year
Restricted income funds
Buildings: Pathways
Buildings: Treetops
Buildings: Rendezvous
Equipment
MASC
Health grant
Other revenue funding
Unrestricted income funds
Building fund
General funds
Total funds
Prior Year
Restricted income funds
Buildings: Pathways
Buildings: Treetops
Buildings: Rendezvous
Motor vehicles (minibuses)
Equipment
MASC
Health grant
Other revenue funding
Unrestricted income funds
Building fund
General funds
Total funds		 1 April
2020
£000s
1,818
1,150
1,683
12
1
-
-
4,664
570
445
1,015
5,679
1 April
2019
£000s
1,905
1,220
1,738
10
108
5
-
-
4,986
584
415
999
5,985		 Incoming
resources
£000s
-
-
-
70
-
260
74
404
-
2,017
2,017
2,421
Incoming
resources
£000s
-
-
-
-
13
-
265
95
373
-
2,199
2,199
2,572		 Resources
expended
£000s
(92)
(48)
(70)
(6)
-
(260)
(74)
(550)
(16)
(1,958)
(1,974)		 Transfers
£000s
-
-
-
(38)
-
-
-
(38)
-
38
38
-
Transfers
£000s
-
-
-
(10)
(101)
-
-
-
(111)
-
111
111
-		 31 March
2021
£000s
1,726
1,102
1,613
38
1
-
-
4,480
554
542
1,096
(2,524)
Resources
expended
£000s
(87)
(70)
(55)
-
(8)
(4)
(265)
(95)
(584)
(14)
(2,280)
(2,294)		 5,576
31 March
2020
£000s
1,818
1,150
1,683
-
12
1
-
-
4,664
570
445
1,015
(2,878) 5,679

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White Lodge Centre

12 Total income funds (continued)

Pathways, Treetops and Rendezvous funds are Capital Appeal funds that were raised for the purposes of major rebuild projects over the past twenty-five years. Ongoing resource expended relates to the depreciation of the capital cost of these projects.

The motor vehicles fund results from the donation, as gifts in kind, of minibuses.

The equipment fund relates to donations where the donor has requested that specified equipment is acquired out of the donation.

The MASC fund relates to restricted donations received when the Millennium After School Club charity transferred all residual cash balances to White Lodge Centre.

Health grants are statutory grants renewed annually in respect of the activities in furtherance of charity’s objectives.

Other revenue funding relates to restricted donations received in the year to fund specific charitable operational services deficits for that year and are therefore always spent in full in the year.

The building fund relates to the unrestricted element of the property to allow clear representation of the unrestricted funds position.

Transfers of £38,000 (2020: £111,000) relate to capitalised expenditure from restricted reserves where there is no on-going restriction relating to the asset once it has been purchased.

13 Net assets of funds

Current Year
Restricted income funds
Buildings: Pathways
Buildings: Treetops
Buildings: Rendezvous
Equipment
MASC
Unrestricted income funds
Building fund
General funds
Total funds at 31st March 2021		 Fixed
assets
£000s
1,726
1,102
1,613
-
-
4,441
554
161
715
5,156		 Net current
assets
£000s
-
-
-
38
1
39
-
589
589
628		 Creditors:
Amounts
falling due
after more
than one
year
£000s
-
-
-
-
-
-
-
(208)
(208)
(208)		 Total
£000s
1,726
1,102
1,613
38
1
4,480
554
542
1,096
5,576

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White Lodge Centre

13 Net assets of funds (continued)

Prior Year
Restricted income funds
Buildings: Pathways
Buildings: Treetops
Buildings: Rendezvous
Equipment
MASC
Unrestricted income funds
Building fund
General funds
Total funds at 31st March 2020		 Fixed
assets
£000s
1,818
1,150
1,683
-
-
4,651
570
147
717
5,368		 Net
current
assets
£000s
-
-
-
12
1
13
-
298
298
311		 Total
£000s
1,818
1,150
1,683
12
1
4,664
570
445
1,015
5,679

14 Capital commitments

Capital expenditure authorised but not provided in the financial statements was £nil (2020: £nil).

15 Operating leases

The total of future minimum lease payments under non-cancellable operating leases was as set out below.

Leases expiring:
Within one year
Between two and five years
After five years		 2021
£000s
9
14
-
23		 2020
£000s
9
23
-
32

Resources expended includes lease payments of £9,057 (2020: £9,057).

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White Lodge Centre

16 Related party transactions

Children of trustees can receive services at White Lodge Centre funded by statutory authorities who refer them to White Lodge Centre to receive their care package.

During the course of a year most trustees make small donations to White Lodge. Such donations are made without condition or restriction, and some are made anonymously and the amounts during the year are not significant.

During the year a trustee, Juliette Barnes, provided necessary staff training on an arms length basis at a total cost of £520 (2020: £nil). This transaction was disclosed to and approved by the trustee board.

17 Contingent Asset

White Lodge Centre has been notified by the Executors of the respective estates of two potential legacy gifts, the first being notified in January 2021 and the second being notified in February 2021.

At the date of approval of the 2020/21 financial statements no monies have been received and it has not been possible to clarify with reasonable certainty the exact value of the gifts as receipt of both legacies are contingent upon grant of probate, uncontested wills and the completion of asset sales including both property and equity portfolios. Our estimate is that this might realise income for White Lodge of between £90,000 and £140,000.

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White Lodge Centre

Acknowledgements

We acknowledge and thank the many organisations and people who help us in our daily running of the charity through their very generous donations, both those who prefer to remain anonymous and those listed below [covering 2020/21 and 2019/20]:

1. The Walton Charity

Donated £6,000 in 2020/21, (2019/20: £12,000) towards the Elmbridge play, youth and weekend schemes. Part of a three year grant which will total £36,000.

2. St Faith’s Trust

Donated £15,000 in 2020/21, (2019/20: £10,000) as elements of a £30,000, 3 year grant for intensive support for disabled children aged 2-5 years.

3. BBC Children in Need

Donated £30,000 in 2020/21 (2019/20: £30,000) for 4-18 play and youth schemes.

4. The Community Foundation for Surrey

Donated £10,000 in 2020/21 to support Covid 19 emergency response measures.

5. Garfield Weston Foundation

Donated £25,000 in 2020/21 to help cover core organisational costs.

6. Heathrow Community Trust

Donated £1,250 in 2020/21, (2019/20: £11,250) to help support staffing costs for our new 18-25 year old day service, this being part of a £25,000 grant.

  1. The Foyle Foundation

Donated £13,000 in 2019/20 towards the cost of a Nursery Support Worker.

8. Three Guineas Trust

Donated £10,000 in 2020/21 to support our play and youth schemes.

9. The Manali Charitable Trust

Donated £10,000 in 2020/21 (2019/20: £10,000) to support core organisational costs.

10. The Belron Charitable Foundation

Donated £6,438 in 2020/21 to support core organisational costs.

11. The Masonic Charitable Foundation

Donated £5,000 in 2020/21 to support core organisational costs.

12. The Ratcliffe Trust

Donated £2,000 in 2020/21 to support core organisational costs.

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DocuSign Envelope ID: 46FC645F-2729-4DCC-89F6-8DC541E776FB

Annual report and financial statements – 2020/21

White Lodge Centre

Acknowledgements (continued)

13. BUPA

Donated £2,500 in 2020/21 to support a childrens therapy assistant.

14. The Childwick Trust

Donated £15,000 in 2020/21 to support adult physiotherapy and fitness provision.

15. Together for Cinema in partnership with proAV

Donated equipment and staff time in 2020/21 to supply and install our new cinema room at a value of £25,000

For all the donations, we are extremely grateful.

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