ws WALSINGHAM SUPPORT Trustee Report Financial Statements for the year ending 31st March 2022 *ABWMK58* 2811112022 COMPANIES HOUSE A03 #96 ws Reference and Administrative Information The Trustees submit their Annual Report and Financial Statements for consolidated accounts that include Walsingham Support Community Solution5 {WSCSI, Salters Hill & Hoffman Foundation forAutism forthe yearended 31. March 2022. Administration & Location Established in 1986, Walsingham Support Is a national charity that supports people with disabilities. The charity operates and 15 administered centrally from its headquarters in North London. In 2021122 We had 8 regional offices, Carlisle, Doncaster, Hemel Hempstead. Kingston upon Thames, Middlesbrough. Swansea, Ledbury & Workington. For Subsidiary administrative details, please see page 3 below. Walsingham Support Limited is a charity registered with the Charity Commission {No.2948321 and a company Limited by Guarantee (No. 20162511. The Walsingham Support Board members during the year were as follows- Flnante Assurance Strategy & Committee Committee Governance Committee Remunerntion Committee Donna Clark Jeanette Barrowcliffe Mark Best Liz Edwards Richard Keagan-Bull Allison Heaton Cadanna Llewellyn-Peart Paul Macdonald Charles Kesser Chair (Appointed 07141211 (Resigned 25171221 (Appointed 171111211 (Appointed 17iiinii (R￿1gned 12nn21 IAppointed 171111211 (Appointed Ch31r Desis￿le 26151221 (Appointed 26151221 (Appointed 28171221 Ramya Vadivel Natasha Whitehurst David Walji Robert Longley-cook Sarah Miller Damien 8ridgeman The Executive Leèdership team during the year were as follows: Paul Snell Holly Spiers Mick Burge5S Andrew McLachrie Liz Roe Dave Williams Chief Executive (Resigned 3019120221 Chief Executive Ifrom 1219120221 Director of Operations & Development (Resigned 221101211 Director of Finance IResigned 7110120221 Direttor of People & Engagement (from 614121IIResigned 15/7120221 Interim Director of Operntions & Development Ifrom 2719121 to 3118120221 Company Secretary= Paul Snell ws Registered Office= 120 Cockfosters Road. Cockfosters, 8arnet. EN4 ODZ Telephone Email Website= 020 8343 5600 info@walsingham.com www.walsingham.com Auditors= Bishop Fleming LLP 10 Temple Back. Bristol, 8S1 6FL Bankers= Natwest PLC 2 Gladbeck Way Windmill Hill Enfield Middlesex EN2 7JA Solicitors: Trowers & Hamlins 3 Bunhill Row London ECIY 8YZ Subsidiary details= Walsingham Support Community Solutions IWSCSI (Charity 1176618. iornpany 107047011 120 Cockfosters Road. Cockfosters, Barnet. EN4 ODZ Paul Macdonald, Walsingham Support Community Solutions Chair Salter5 Hill Charity Ltd Icharrty 288379. company 17702521 lupto 24/oBI211 Falcon Lane, Ledbury, Herefordshire, HR8 2JN Liz Edwards, Transitional Board Chair Hoffman Foundation forAutism IHFAI (Domant) (Charity 298166. cornpany 021697831 120 Cockfosters Road, Co¢kfoster5. Barnet, EN4 ODZ Qomar Hamid, Hoffman Foundation for Autism Chair Liz Edwards (Appointed 29n12022) Mark Best (Appointed 1918/2022 ws Objectives and Activities As a national charity, Walsingham Support has been challenging and evolvin8 the support provided to individuals with learning disabilities. autism. brain injuries and complex needs for over 35 year5. We provide personalised support for hundreds of individuals acr055 England & Wales. Our current locations include Cumbria, Gloucestershire, Herefordshire, Hertfordshire, London, Luton, Middlesbrough, South Yorkshire, South Wales, Staffordshire, and Surrey. We do this by providing bespoke, person-centred. support built around each individual's unique needs, abilities, and aspirations. Ensuring all individuals have the opportunity to develop skills, achieve independence and enjoy their life to the full. For us iys not just support. it's happiness. Our Values & Culture We refreshed and consolidated our values to more accurately reflect and drrve our high standards of V￿rk to constantly improve the support we provide. At Walsingham Support we are: Passionate We ensure people are at the heart of everything we do and good quality drives us in ensuring that we impact positively on individuals, lives. Supportive We recognise, appreciate and celebrate what everyone contributes and achieves. Progressive We embrace innovation. posttive risk taking and new ideas alongside making the best Use of our skills. knowledge, experience and partnerships as we continuously develop and impfove. Genuine We value difference in everyone and are open, honest. and respecrful in our engagement and communication. Our Support We offer supported livin& support at home. lifestyle support. extra care, and residential care. Each option is tailored to the needs of each individual we support and designed to improve life skills, strengthen relationships and encourage personal Choi￿$. From this simple foundation we enable each individual to develop their abilities to move on to the next stage in their lives. While their support constantly evolves and adapts around them to meet their changing needs and goals. We work to increase the quality of life and happiness of every person we support. ws Ambition Our ambition is an equal and dNerse society. in which individuals Wlth disabilities are actNe citizens in their own right within their communities and supported to be happy and to live life to the full. How we ochieve our ambition We employ exceptional people across communities to enable unique indNiduals to achieve their full potential. At Walsingham Support we celebrate the fact that everyone is different. We understand that every individual has different needs and the support we provide has to be different for each individual we support. We get to know each person really well, designing practical innovations that enable personal choices, improve life skills and strengthen links with family and the wider community. It's about developing skills. achieving independence, and enjoying life to the full. Ivs delivering 5UPPQrt to help individuals achieve the qijality of life that everyone deserves. Putting people at the heart Angela O'Neil, Service Engagement Manager at Wa15ingham Support, puts people at the heart of everything we do by embedding person centred active support and its principles within all artNities. including recruitment. Angela told us that SUPPOrting individuals to exercise maximum control over their lives begins with colleagues who are able to genuinely promote participation and that it was cwcial that the individuals we support should have direct input into the recruitment proce5S. Angela trialled this in February 2022 when interviewing for a sUPPOrt worker position. The candidate interviewed well but Angela wanted to see him in action and gather feedback from the residents. She introduced him to Sandra. Jeanie and Maureen who immediately asked questions about his favourite activities, his family and whether he lived in the area. For Angela this was an ideal opportunity to observe engagement between the candidate and the individuals he would potentially be supporting as working from a person-centred active support model require5 interaction that fosters participation. Angela noted hi5 relaxed p05ture. the ease with which he answered questions and how he was received by the residents. When the interyiew had finished, Angela listened to the feedback and discussions about the candidate between Sandra, Jeanie and Maureen to ensure they had the platforrn to exercise choice over who sUPPOrted them. The candidate was subsequently successful with his application. working at the home to this day. Angela has since embedded this step into the recruitment proce55 to maximi5e opportunitie5 for the indNidua15 SUPPOrted to make hoices to live the life they choose. Public Benefit The Trustees confirm that in developing and reviewing the strategic plan, objectives and attNlties of Wa15in8ham Support consideration has been given to the public benefit guidance issued by the Charity Commi55ion. All of our activities are in support of our objects: The relief of those who ore in choritoble need through the provision of housing, core ond support services, primarilyfor those who hove leorning disabilities. but olsofor those with otherf0rn7s of disabilAty {includin9 physicol. mentol, sensory and degenerotive disobilities, QUt15m spertrum disorder5 t7nd broin injurie5J t7nd including those with multiple disobilities.. We believe that our work in support of these objects clearly delivers identifiable benefit to our beneficiaries in providing them with the support they require, in some ca5e5 at the most basic level to suNive, to lead full and rewèrding live5. For the wider public the benefits in increased engagement and interaction. By enabling individuals with disabilities to play an active, valued. and productive part in their local communities we not only enhance their lives, but help increase understandin& toleran￿ and inclusiveness in the wTrder society which benefits all. The vast majority of the funding for our serrfices comes from statutory authoritie5. Beneficiaries are subject to means testing by local authorities to determine whether and what level of contribution they are required to make towards their support. However, this assessment is conducted so that no-one is refused acce55 to our services on financial grounds. No private benefit is derived from the activities of the charity by eiiher the Trustees or parties related to them. Details of any reimbursed expenses are set out in notes to the financial statements. ws Injioiiatioii On 20th January 2022. Tracey Simms, who lives at our Hatfield home, started her Brain in Hand journey with her Brain in Hand specialist. Brain in Hand is a digital self-management support system that helps people live more independently by helping thern with their plannin& decision-making and memory. Tracey and her specialist started meeting fortnightly over Microsoft Teams. where they went through Trace(s Brain in Hand workbook, teaching her how to use the app and how to use Microsoft Teams. Before Tracey started having her meetings, she didn't know much about how to Use a laptop or Microsoft Teams. She now says: "I feel much more confident when having my sessions nobrf. Her favourite part of using the Brain in Hand app is the traffic lights system to describe how she is feeling every day. Tracey says it Is normally always green because she is very happy, but if her feelings are amber she will write a comment to say why she was feeling like this. whith she can go back to at a later date to see why she felt this way andlor what she did to make herself feel better. She said it is also reassuring that if she thooses the red traffic light she 8ets a call from someone at Brain in Hand to check she 15 okay and to offer support to help her feel better again. On Trace¢s Brain in Hand app. she has reminders set to help her remember things likes taking her medication and to attend any appointments she may have. She also uses Brain in Hand to plan her day step by step, especially if she is going out in the community independently. as she can add bus infom7ation and emergency contact details to the app. Tracey is currently planning her holiday to Blackpool. using the Brain in Hand app to help her prepare for things like what she needs to pack and where she would like to visit. ws Strategic Report Trustees and the Executive Leadership Team have developed rolling 3 Year Strategic Priorities delivered through an Annual Organisational Plan. Strategic Priorities until 31° March 2025 a￿- Core Strategles .. Quality We strive for excellence in all aspeds of ourwork 3 Year Rolling StTateglc Prioritie$ 2021 to'2025 Ensure our culture. values and behaviours are embedded and maintained across Walsingham Support and in communities where we work Through co-production wtth the individuals we support we strive for excellence in all aspects of our work Ensure our quality, risk and compliance frameworks are effectively embedded across all teams with clear accountabilities and with individuals we support and staff fulfilling an active role Enable people with disabilities as key influencers across socie Through being values led and innovative ways of working become a disability confident leader and liP platinum employer Retain and develop outstanding employee5 through well trained, supported and motivated teams with effective talent management and succession planning processes which develop tomorrow's leaders People We are passionate and committed to meeting the needs of the individuals we support Through self-managing teams effertivety problem solve Volunteering effectively established across Walsingham Support Trustee leadership skills aligned with our strategies Impact We continue to improve. learn. innovate, grow and sUPPOrt more people with disabilities Through partnership and innovation creating personalised Sustainable support solutions nationally for individuals with complex needs. those going through transition and younger adults Continuing to maintain our quality and to grow and develop nationally throuEh local targeted collaborative opportunities across England, Wales & Scotland Sustainable organisation with £35M net annualised income Become full accredited le￿er status in disability employment Responsive and effective infrastructure that effectively meets the needs of the individuals we support Complement our work in Focal communities adding social value through appropriate strategic partnerships Continue to challenge what we do and how we do it and digitally transform to be the best we can ws Core Strategies Engagement We have meaningful and relevant communications with all our stakeholders 3 Year Rolling Strateeic Priorlties 2021 to 2025 Encourage all key audience5 to be active partners of Walsingham Support Successfully build on our community engagement strategy Listen and art on those things that will make a real differen¢e Achievements and Performance Walsingham Support achieved a great deal durin8 2021122, despite being faced with continuing challenges. such a5 increasing wage cost5. pressure from ongoing austerity measures in public expendtture, escalating regulation and the consequent impact on Local Authority spending. As always. our progress has been built on our 5 strategic priorities of Quality. Workforce. Growth, Organisational Development & Engagement. Our income reduced slightly as we ensure our service mix matches our expertise- so we saw our annual income from charitable activities reduce to £28.4m. being an 2.7% decrease. Staying connected At Griffin Close in West Cumbria. Te55 McElroy. Artivities Co-ordinator, and Kari Reay. Service Engagement Manager, and the rest of the team found innovative ways for the home to maintain the routines and events the people we support are used to despite having to endure the lockdowns and restrictions brought about by the Covid- 19 pandemic. In the latter half of 2021, through a constantly evofving process. the team found ways to adapt, create, modify and master new concepts to not only continue to contribute to the SUC￿$5 of Wa15ingham Support, but also maintain safety and well-being for the people we support. They became more innovative in many ways, with examples being growing their own vegetables to limtt the amount of time they would spend going to the shops, and extensively recycling by making use of the materials they had to hand, again. to lirnit the amount of times they had to go out to buy materials. They learned new ways to keep in touch with other Se￿iCe5 virtually. and offered stimulating activities Such as online bingo. Musical Instrument fime and Tea Dance. Pre pandemic Griffin Close would organi5e a carol service followed by a Christmas lunch for all service5 in West Cumbria, but due to restrictions they held this via Zoom. The home had high praise for the vicar. who supported the staff and the people we support through the carol services everyone wos used to. which included carols and readings. Despite the distance between the services, everyone got into the Christmas spirit and dressed up for the occasion, showing that a pandemic wasn't going to dampen their fun. From an organisational development perspective. we continued to invest in improving the quality of the support we provide throuEh the Corporate Service5 departments, namely Finance & Human Resources. We continued to build upon the previous years refocussing of the Finance & Commercial team into the specialist a￿a5 of receivables, payables, benefits. payroll, facilitie5 & IT under the leadership and direction of a Director of Finance & Commercial. The People & Engagement team business partner model has continued to support a collaborative partnership approach ècross recruitment, employee relalions. learning and development and engagement. We continued working in partnership with various Housing Association to provide independent accommodation for individuals to meet their personalised needs. This includes supporting individuals to move out of residential care and hospital settings into supported living. For the individuals we support now, and in the future, this will ensure that we develop per50nolised accommodation solutions. To benefit both the long-term quality of our service provision and support organisational development. Fluctuating Covid-19 restrictions including vaccination requirements continued to place limitations on actNity in relation to properties and works to essential repair5 and maintenance. Despite those continued challenges. we have managed to continue investment in our estate. We continued to maintain safe and 'socially distanced, environments whilst also providing the best levels of care and support possible. Given the importance of certain matters, we completed a fire door replacement project within our residential properties. On top of this critical refresh. we also saw the installation of two new boilers, 4 hoists and manoeuvrability device, 3 commercial cleaning units. and the ￿placement of flooring across 5 of our 14 residential service- all to ensure the people we support remain in a comfortable and up to date facility. A number of planned decorations continued to be placed on hold. and we are hopeful that as restrictions are lifted as we move into 2022, It will be safe to resume such important works. Together with this reduction in covid restrictions, we are also restarting our longer term capital investment planning programme to ensure our properties remain it a healthy condition. We have continued to invest in our IT infrastructure both in sUPPOrt of our overall quality monitoring systems and also to enable the workforce to have access to communication in the most effective way. supporting them to do their jobs more efficiently. Our focus on digital continues to be a central part of our organisational development with the successful launch of a new learner management system providing a platform for engagement in addition to the creation of bespoke learning pathways tailored to the workforce. To ensure the quality of the support we provide continues. we need to attract the best individuals to join oijr team while retainillg our existing highly skilled and well-trained workforce. Walsingham Support employed 988 staff during the year. The sector has faced increasing recruitment and retention challenges Since the launch of Covid -19 which has been further exasperated by lack of clarity relating to mandatory vaccination criteria. As an or8anisation we proactively took artion which enabled us to pay the workforce above the National Living Wage. We have worked collaborativety with commissioners across England & Wale5 to negotiate oppropriate fees. Although our 8 Annual Conference could not take place due to restrictions brought about by Covid-19. the work of the involvement groups continued from March 2021 with monthly regional virtual meetings and bi-monthly national virtual meetings. This maintained a vital opportunity for the individuals we support from all regions to Eet together with those who they would normally connect with at our yearly conference. These events continue to support our engagement and quality priorities through interactive work5hop5 to provide the individuals we support a platform to influence the future direction of the charity- Our staff worked through many difficult challenges to enable the use of technology ranging from online zoom sessions. weekly digital newsletter sessions. peer to peer friendship groups on WhatsApp. io- ws Involvement Group The Covid-19 pandemic halted the live5 of everyone across the country as we adapted to living under lockdown restrictions, preventing tss from seeing the people we love and care for the most. and stopping us from pursuing our interests outside of our homes. Before the pandemic hit UK shore5, Walsingham Support had regional meetings where staff and the people we support would meet up face-to-face every month, and every October a National Conference would be held where all regions would meet. The lockdown5 Put an end to this, so our Involvement Group put a plan together to set up regular Zoom meetings so that the people we support could keep in contact with each other and share updates. In March 2021, the regional Zoom meetings were given the green light to ontinue monthly. and from these meetings the bi-monthly national Zoom rneeting5 were introduced, where the people we support from all regions could get together with those who they would usually have to wait to see at our yearly conference. Whilst most lockdown restrictions were lifted by October 2021. caLFtion was still advised by the Government's medical advisers, so the conference that year was. again, cancelled. So, the regional meetings continued. and it was decided that the bi-monthly national meetings will be made quarterly so that there was enough time to prepare for these and to allow for any technical difficulties. The build up to the April 2022 national meeting be8an in the last quarter of 2021. A newsletter was put together so that it could be presented in the next national meeting for all to see. This newsletter included a story on how a per50n we support had improved the garden area at her home in Wales, and also detailed how two people we support in Ross-on-wye and in London had trodden the boards in a stage production of Joseph ond his Amozing Technicolour Dreamcoot, along with so many more stories of how the people we support had lived their lives to the full despite lockdown restrictions. As well as detailing individual stories. the people we SUPFrfJrt Used the newsletter as an OPFM)rtunity to provide useful information. The people we 5UPPOrt in our Northern homes shared their tIPs on how to plan a holiday. and the people we support from our Central homes showcased their easy read support plan template. A word5earch was also included, whose words were associated with actions on putting the Involvement Group together, with the plan being to present the puzzle in the April call for everyone to 501ve. The newsletter is a wonderful way to keep up-to- date on the happenings at Wa15ingham Support, but the Zoom call to get everyone involved in reading the newsletter will add that personal connedion to others that. even without the pandemic, is a challenge to or8anise in person. Financial Review During the year, the sector continues to operate in an environment of tight finances and COVID has continued to add additional challenges both operationally and financially. We are taking active steps to overcome the challenges. Misstatements relating to previous accounting periods were identified during the course of preparing the financial statements. These misstatements resulted in the overstatement of the charitvs total funds by £1,160k as at 31 March 2021. The misstatements have been corrected via a prior period adjustment and restatement of the comparative amounts. which is detailed in ￿te 7. li- Income Our total consolidated income is £28.4m. which w05 a drop of 2.7%. The group's unrestricted income dropped bv 1.8% from £28.Im to £27.6m. The restricted income decreased from £l.Im to £0.8m. Mix of consolidated Income Residential nother InCr￿e 11 Supported L¢vi Income year on year comparison E3fhn £25m £20m ÉISM £IOm ÉOM 201S 2016 2017 2018 2019 2020 2021 2022 Supported Livia8 tIRe5idential Care Expenditure Expenditure decreased in the year by Il% to £27.7m. This is partly due to a reduction in staffing costs lintluding agency and on-costsl from £25.6m to £24m during the year. but also as a result of supressed activity associated with COVID restrictions. ws Operating expenditure was primarily spent directly on the support of individuals with disabilities. Much of the expenditure from funds was spent on the maintenance of residenttal properties, where individuals we support live, the maintenance of vehicles used by individuals we support and for specffic projects provided from the Business Oevelopment Fund. Other costs Expenditure 2021-22 Deprecf Property costs Household & individu31 personal costs of People we gJpport Staff costs (r￿te 61 Operational Performance fiEures The charity track5 its operational performance. a5 defined from budgeted funds, in order to distinguish income and expenditure from the main business of the charity from restricted grants and exceptional one-off costs li.e., the acquisition of the Hoffirann Foundation for Autisrnl. At the end of 31" March 2022, we were supporting over 449 individuals with disabilit?es in around 190 location5 atross England & Wales and employing 1.089 staff across the charity. 1,089 full and part time employees worked for the Group during the year, equating to 803 full time equivalents [￿E1- 954 of these employees provided direct service support and 135 provided managernent and administration across our re8lStered and regional offices or from their home base Operational Performance {Ém) Other Unrestricted (£ml Restrirted (£m) Total (£m) operatia￿al actMIiEs General& [*5ffjnal￿ Fund5 Exa￿diT￿& Operational Pertormance Income . 27.$ 28.3 Expenditure (26.8) 10.01 (1.01 {o.i) (27.71 Surplus/Deficit oble.. Sumtnory olX)FA showing Opefotirtg Perfom￿n(e Movement -13- ws Movement As the statement of financial activities and balance sheet show. a reduction in operating activities led to a reduction of cash during the year. Balance Sheet 2022 IÉTn) 2021 l£m) Movernent l£m) 10.2) Fixed Assets Stock Debtors & Accrued income {0.2 Bank & Cash Total Creditors (3.41 13.3) TOTAL, MOVEMENT IN NET ASSETS Reserves Policy Walsingham Support's reserves consist of the followi￿ fund5: Restricted funds Funds where use is limited to a specifK purpose. This purpose is determined by donors. These are defined in the annual 5tstutory accounts. Designated funds Reserves set aside from unrestricted funds for potential or known future osts. This 15 decided by the Trustees based on advice from management. These are defined in the annual statutory attounts. Unrestrirted funds Reserves available for any actNity within Walsingham Supporfs charitable objects. Unrestricted funds are made up from designated and general funds. Our Reserves Policy is designed to achieve unrestrided reserve5 equivalent to between 1- 3 months of general operating costs. As at 31, March 2022, the balance was £4.74m, representing 1.8 month5 of operating costs. The Property fund represents funds already invested in property and therefore not freely available to be expended in furtherance of the charitrfs objects. The Trustee5 believe that the level of reserves we want to achieve will enable the charity to continue to grow and cover short term risk5 and uncertainties, working capital and other contractual obligations. -14- ws The funds of the charity 2022 l£m) 2021 l£rn) Restricted Income Funds Designated Funds General Funds Investment Policy Walsingham Supporvs Memorandum and Articles of Associat￿n provide the Trustees with the powers to make investments as they see fit. The investment Strategy has been set to ensure liquidity and security of funds whilst maximising income. Where the organisation has surplus funds not needed to fund its immediate charitable activities: they are invested in order to generate extra income to fund future activities. Risks & Uncertainties The Walsingham Support group proartNely manages its risks and has a Risk Management & A55urance Poliry and Framework in place. The Executive Leadership Team IELTI drive the identification of risks and their significance, through a Corporate Risk Register that links to our strategic priorities. which is reviewed quarterly by ELT members. The higher-level risks scored above our risk appetite Iscored > 15- major or severe risks) were reported to all Trustees via the Assurance Committee and at Board Meetings. During 2021122, the severe key risks and uncertainties identified were cent￿d around managing our cash flow due to the pandemic and failing to offercompetitive salaries and rewards to attract, recruit and retain quality workforce, which is a concern acr055 the Adult Social Care Seclor and not unique to Walsingham Support. There were some major risks throughout the year whith were the continued concerns over compliance with mandatory training. due to the pandemic plus the need to ensure the Wa15ingham Support group tried to reduce the risk of Covid-19 impacting on individuals supported, staff and the business. In addition to this. as with any organisation there was also the need to continue to review our leadership and management structures to ensure quality of service5 and due to some organisational restructures. this could have led to the lack of specialist staff in post in specific departments. Each risk continues to be kept under regular review and every effort is made to mitigate the risks through a varietv of approaches including restrurturin& outsourcing seryices to support recruitment, developing leadership programmes and adapting quality pro￿$5 whilst also taking cost saving measures where they do not adversely affect our services. As of 31 March 2022. none of the highest wei8htin8 risks were of undue concern as effective controls were in place which were being regularly monitored and additional controls either being improved or developed. Post year end a whistleblowing incident was raised with the Care Quality Commission and the Charity Commission, this is being collaboratively reviewed with both regulators. 15- Employee Involvement, Diversity & Equality Walsingham Support Is committed to employee involvement and consultation and provides the opportunity for all employees to share good practice. discuss and influence topics of interest and importance to themselves and the organisation as a whole. We also conduct regular anonymous staff surveys to gather views and feedback. We are committed to diversity and equality and welcome applications from all members of the community- All of our employees are offered the same personal development, training. promotion and career development opportunities. If circumstances require. reasonable adjustments are made to support employees in carrying out their duties. -16- ws Our staff Angelo started volunteering at Walsingham Support in March 2021. His role was to design e-learning programs for our Learning Management System. Here is his story on his experience- "In late 2019, 1 applied to volunteer as a Course Trainer for a national tharity- I completed my induction ènd was ready to start delivering course5. but the first lockdown brought this to a premature halt. Because of the lockdowns introduced throughout 2020.1 never officially volunteered for this charity. and as I wa5 moving out of the area to move closer to family I would not have been able to volunteer for them once restrictions were lifted. Fast forward to January 2021, and the country was still in a lockdown. Everything I liked to do in my spare time wa5 closed. and I thought volunteering was another of my interests that I couldn't pursue. On top of this, the house I was buying fell through. and all my belongings were in a storage unit 65 miles away from where I wos livin& $0 all my films, video game5 and craft supplies were inat￿ssible. meaning that I couldn't even pursue my hobbies at horne. I was in regular contact with f[￿ndS and family. but only virtually. I was very fortunate during the lockdowns that I was able to work from home throughout. so I went to do-it.org to look for a volunteer opportunity that I could also do from home. It was slim pickings until I found the E-Learning Designer opportunity advertised at Walsingham Support. I thoLsght this was perfect, as it was something I had never done before but thought my skills in training could be utilised. plus l am very creative and had experien￿ in design. On top of that, I could do all this from my laptop at home. I was lucky enough to be successful in my interview. and started volunteering in March 2020. I cannot put into words how muth volunteering at Walsingham Support meant to me. There was only so much TV I could watch and cleaning l could do to pass the time during the lockdowns. so creatin8 e-learning programs from scratch filled my spare time construrtively. as I learnt new skills whilst devoting time to a worthy cause. I had regular feedback on my work wtth Kim. the Head of Learning & Engagement. and with her guidance I was able to make these pmgrams the best they can be for the staff at Wa15ingham Support. The Volunteer Co-ordinator at the time a150 kept in regular contact to check that everything was going smoothly. l am very proud to say that I now work forwalsingham Support as the Senior Engagement & Communications Officer. Having the experience of working as a volunteer 8ave me an invaluable insight on how the organisation is run, and gave me first-hand experience of producing work for them on my own and as part of a team. I left an organisation I had been working with for eight years before joining Walsillgham Support. and whi15t it was still a big step to take. I knew that it would be the right decision to leave as I had nothing but a positive experience from my volunteering- an experien￿ I will continualty be grateful for. I have always been an advocate of volunteering if you are looking to leam new skills for a career you have always dreamed of. or to fill a gap in a CV if you ère seeking work. On top of it being just a worthwhile use of your freè time. there are so many benefits you can gain from it personally and professionally. This has certainly been mv experiencel" Going Concern The Trustees consider that based on normal operating circumstances there are no material uncertainties surrounding the organisation's ability to remain a going concern for the foreseeable future for at least 12 months from the approval of these accounts. However, the COVID 19 pandemic has developed rapidly since 2020 and tt is uncertain continued to impact on performance in 21122. The resulting impoct of the virus on the operations and measures taken by the -17- government to contain the virus. as well as the impact on supporting highly vulnerable people, have negatively affected the group's results in the 2021-22 period. The currently known imparts of COVID 19 on the group's accounts are.. A change of SUPF)Ort needs for individuals. either through changes to ￿¢101 and Community activities or delay5 in filling residential occupancies. resulting in delays or changes to care contracted income Walsingham Support Community Solutions trading income rernained supre55ed during 21122. We are in the process of integrating this activity in Walsingham Support. An increase in expenditure relating to PPE produrts, cleanin& and other related Health & Safety needs A restructuring of staffing to ensure that Walsingham Support's expenditure meets the change5 of income, resulting in redundancy and related severance c05ts A significant restriction on the ability to recruit safely to fill staffing voids in care and support either as a substitute for staff isolating or to fill vacancie5 relating to contract hour changes These impacts have inevitably put additional pressures on the group's financial ability to reart to the changing operating environment which Trustees have fully considered in respect of going concern and in response to these matter5 the group has taken the following actions: we have made use of the governments furlough scheme where appropriate we have reduced office accommodation and travel (where possible) including associated costs of meetings, hotel. and subsistence, in order to manage our available cash reserves we have taken advantage of various government initiatNes to support cash flow we have restrurtured management and organisational overhead staffing to meet the needs of the group, whilst realising efficiencies with the use of new technology, working practices and processes we are taking active steps to realise funds from the sale of non-core propertie5 18- ws The Future The specific Strategic Priorities for 2022123 are= Year I StrategK Prioritse5. 2022123 Core Strategles Quality Ive strive for excellence li all aspects of our EiJork Ensure a consistent culture across all teams Ensure a personalised outcome framework Establishing through co-production what good looks like across all areas of our work and with local communities Evolve the assurance (quality. risk and compliance) framework across all areas of our work Embed accountability framework acr055Walsingham Support Éstablish expert by experience roles across the leadership teams Establish and develop quality and compliance roles for experts by experience. individuals with disabilities and staff Ensure all aspects of how we work encompass our values and diversity, promote equality and empower individuals Actively engage with colleagues across the or8anisation and external stakeholders to build on the two key themes of recruitment and development to ensure readiness for Disability Confident Efflployer assessment Establish a People Strategy to ensure we have the right skills to meet current and future needs Continue to implement and embed staffing structures and ensure they are effertive with appropriate respon5ibilitie5, accountabilities, controls. systems, processes and oversight Implement the pay and reward stratebry in support of sustainable recruitment and retentton Strategies Ensure an agile approach to how we work Ensure effective learnin& development and networking is in place to ensure organisation wide compliance and that staff and management are appropriately qualified and developed Enhance our governante structures, processes. roles, responsibilities and accountabilities alongside leadership succession planning Effectively integrate Walsingham Support Community Solutions workstreams into Walsingham Support fieople I￿.e are passionate and rommitted to meeting the. needs of the people e support Impact 'e continue to improve, learn. '.iinovate, grow and siipport more people iith disabilities Stabilise our services where appropriate based on long term financial sustainability Ensure that our systems and processes address auditors. feedback, support our 5UStainability through overhead allocation and operating surplus across all budget5 Develop a longer-tem financial plan that details a route to annual sustainable surpluses before any reinvestment or growth, together with key KPI'S to ensure the organisation operates within its reserves policy and promotes financial flexibility Ensure through understanding and meeting market needs. intelligence., research and local connections effective busines5 developmerbt and a commercial mindset Transition our approach to financial reporting to better suit continued development and io drive continuous financial improvement Review our existing systems and where ap ropriate incorporate digital technologies 19- ws Core Straiesl¢s"' Engagement Ve have meaningful cind relevant ommunications with all i)Uf Stakeholders Y¢ar I Stratets Priorities: 2022123 Ensure that the engagement team is effectively embedded Develop and implement our internal communications strategy.12 way / regionally and nationally I staff forums / connecting teams and sharing best practice l encompassing all views and opinions) Establish ways to monitor and further improve our engagement Walsingham Support has a clear strategic ambition. a focus on continuous improvement and qualityand an ongoing Browth plan. With this plus the passion and energy of our ￿0mmitted workforce and by working widely with our partners we know that Walsingham Support will continue to provide personalised choices, greater independence, and a happier life to all of the individuals we support. Statement of Trustees, Responsibilities and Corporate Governance During 2021122 the Walsingham Support Group comprised Walsineham Support and Walsingham Support Community Solutions IWSCSI Each of the charitable companies had a Board of Trustees and local management team with Walsingham Support having overall management responsibility. In addition to holding separate Board Meetings the Walsingham Support Community Solutions 8oard's work was reported into and overseen by Wa15ingham Support's Board of Trustees. Walsin8ham Support's work focusses on enhancing the lives of individuals with disabilrties across England & Wales. Salters Hill does likewise with a focus on individuals with learning disabilities in Herefordshire & Gloucestershire as does Hoffman Foundation for Autism in several London Boroughs including Brent. Harrow. and Tower Hamlets. Walsingham Support Community Solutions has been established to enhance the lives of citizens within local areas through education and facilities support of social welfare for recreation and leisure time. The Trustees are Directors of the Company for the purposes of the Companies Act 2(X)6 and Trustees of the charity for the purposes of the Charities Act 2011. A full list of Trustees is given on Page l. Trustee recruitment is centred around skill requirernents of each Board and nominations are overseen by the Strategy & Governante Committee and includes a formal inteNiew process and recommendatTrons being made to the relevant Board. All Trustees complete a skills profile. which 15 reviewed by the Chair & Chief Executive. Additionally* Trustees take part in our internal mentoring scheme, attend training course5 and conferences on matters specific to their areas of responsibility and expertise and take part in internal workshops on specific topics. The Board of Trustees continue to meet both virtually and face to face 6 tiffles during the year plus an away day to provide a higher level of governance. Trustees continued to have presentations from and discussions with individuals we support on the impact of our work on their lives. The Assurance Committee takes responsibility for the quality-of-service provision to the individuals we support. workforce planning and internal quality audit. The charity has a Complaints Policy which is monitored by the committee. The Finance Committee takes responsibility for the financial management and rnonitoring of the charitvs financial performance and IT and also make recommendations to the Board on remuneration. -20- ws The Strategy & Governance Steering Group ensures that all aspects of governance and executive remuneration are kept under review. The charity aims to attain its objectives by having the high standards of quality through a skilled and value driven workforce, who are committed. competent and well-motivated. Executive contracts includin8 key management personnel and Salaries are externally benchmarked and recommended by the Remuneration Committee to the Board annually and any pay award is made subjert to market analysis and available funds. A Scheme of Delegation is in place which cleariy outlines where decisions are made and levels of delegated authority between the Board, committees & CEO. The committees all meet regularly and consider governance issues in between Board meetings and 311 meetings are minuted. In addition, there are Participation and Involvement groups which meet regularly both bcalfy and nationally and family forums have also been established in local areas. The charity has a Fundraising Policy in place in respect of events. tfusts. grants. and le8acies and is looking to further develop this area of our work in the coming year. t)onations received during 2021122 were Monitored through the Finance Committee. The charity does not use thircl parties to fund raise. and there have been no complaints in the year. The Trustees are responsible for preparing the Annual Report and the financial statements in accordance with the Companies Act 21x16 and for being satisfied that the financial statements give a true and fair view. The Trustees are also responsible for preparing the financial statements in accordance with United KinEdorn Accounting Standards Iunited Kingdom Generally Accepted Practice). Company law requires the Trustees to prepare finantial statements for each financial year which give a true and fair view of the state of affairs of the charrtable company and of the incoming resources 3nd application of resources, including income and expenditure, of the charitable company for that period. In preparing these financial statements. the Trustee5 are required to- Select suitable accounting policies and then appiy them consistent￿. Observe the methods and principles in the Charities SORP. Make judgments and estimates that are reasonable and prudent. State whether applicable UK Accounting Standards have been followed. subject to any material departures disclosed and explained in the financial statements.. and Prepare the financial statements on the going concern. bas15 unle55 it 15 inappropriate to presume that the charitable company will continue in business. The Trustees ore responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial posltion of the charitable company and enable them to ensure that the financial statements cornply with the Companies 2(K16. They are a150 responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the preveii tion and detertion of fraud and other irregularities. All the current Tnjstees have taken reasonable steps which, to the best of their knowledge and belief they ought to have taken to make themselves aware of any information needed by the charFty's auditors for the purpose of their audit and to establish that the auditors are aware of that information. The Trustees are not aware of ary information which they understand would be relevant to the audit of which the auditors are unaware. 21- ws Organisational Changes Board of Trustees In 2021122 we welcomed Trustee5 to Walsingham Supporys Board of Tru51ee5: Charles Ke55er IAppJlrted 071041211 (Resigned 251071221 (Appoin￿d 17/iinii IAppointed 171111211 {Re*gned 12107r221 IApp)inted l?1111211 {Ap￿l￿ted Chair Designate 261051221 IAppointed 261051221 IAppointed 28171221 Ramya Vadivel Natasha Whitehurst David Walji Robert Longley-cook Sarah Miller Damien Brid8eman The Trustees, Report and Strategic Report were approved by the Trustees in their capaclty a5 Dirertors of the company on 2q.Oq.IL and are slgned on behalf by: Donna Clark Chair of Board of Trustees -_22- ws INDEPENDENT AUDITORS, REPORTTO THE MEMBERS OF WALsfNGHAM SUPPORT optNION We have audited the fmancial statements of Walsingham Support (the 'parent charitable company,) and tts subsidiaries (the 'group') for the year ended 31 March 2022 which comprise the Consolidated Statement ot. Financial Activities, the Consolidated Balance SheeL the Charity Balance Sheel, the Consolidated Statement of Cash Flow5 and the related notes, including a SUMM￿ of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards. Including Financial Reporting SLqndard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland, (United Kingdom Generally Accepted Accounting Practice). In our opinion the financial staternents". give a true and fair view of the state of the Group's and of the parent charitable company's affairs as at 31 March 2022 and of the Group's incoming ￿sOurceS and application of resources, including its income and expendilure for the year then ended- have been properly prepared in accordance with United Kingdom Generally Acc"epted Accounting Practice; and have been prepared in accordance with the requirements of the Companies Act 2CO6. BASIS FOR OPINION We conducted our audit in accordance with International Standards on Auditing (UK) (ISAS (UK)) and applicable law. OUT responsibilities under those standards are fither described in the Auditors, 'esponsibilities 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 United Kingdom, including the Financial Reporting Council's Ethical Standard, and we have ￿lfilled our other ethical responsibilities in accordance with these requirements. We believe that the me from tnveslJnents ar¥1 other activities {previous yearl Unrestrtcted RestrLted Rent for surplus spa RentaVHire inra)me ICCxnff￿nty Centre) Café arKI other sales 126 Other adivitses 175 36- ws Notes to the Financial Statements for the Year ended 31st March 2022 cont. S Analy¥is of •X￿nditUrn leurrent year) Chantable £tNit*s TradtrMJ Acaivrties Govemance Costs Support Costs £'ocM) 2022 Total Staff costs (Noie 61 19.282 4.597 23.879 Depr￿JatiOn 252 252 Property & maintenance 261 261 Other dired costs 3,482 151 4.271 Totsl expenditure 21763 1.515 5.748 28.662 Signthcwt support costs irbduded in other dired costs inthde Ira"ning of £176k 9Ener* Iransport CgSt5 of £53k. Analy¥i$ of expendiiure IprevkAts year) Charitstle A¢liwt*s Trading Govemar Activities Costs £'o Support Costs 2021 Totsl £'ooo Staff costs (Note 61 2S. 246 25.555 Depreoation 224 224 Propety & rTraintenance 239 239 Other direct cost5 4.252 282 5.080 Totsl expÈnditure 29.561 31.098 Significant SUPPOn costs included in othèr direcl costs indude training of £18S* and general transport Costs of £9C*. Handing over of grant funded propertres to a ￿)using a550ci81ion is also induded a5 a c051 of £554k 37- ws -Notes to the Financial Statements for the Year ended 31st March 2022 cont. Net in¢omeM¢xp•ndityre) lor year beforn other rncognised gains and losses This 1$ stated after chargiThJ I csediti'ng.. 2022 2021 £'ooo DepreciatB)n 2S2 224 Profil l Loss ￿ disposal of r￿ed assels (4251 554 OperatirrfJ lease rentsls.. Propety 155 156 Other Audrtors. ren¥Jneration leXdL￿lng VAT) for group aLrounts.' Walsngham Supwi 22 Walsingham Support prior year uThJer-kwovtsion 16 wscs Audrtors. remuneration lexduding VATI for Hoffmann AS5￿￿110n for Aub"sm Prior Year Adjustrnent During Ihe course of preparing the 2022 Statutory Accounts. certain eryor5 were dtscovered in the reporting for the previou5 period, as desuibed below. The effect of correcting these errors is lo reduce the reported Unrestricted Funds ol the Charity. The e¥rors thscovered wefe.. Property Costs were oveiststed by £320k as at 31 March 2021. Propety Depreciation understated by £94k as at 31 March 2021. Trade Debtors were overstated by £490k as at 31 March 2021. Cash at Bank and in hand was over o¥erstated by £347k as at 31 March 2021. Accruals were overstated by £266k as at 31 Marth 2021. None of these adjustment$ relaie to any ¢a$h loss for the ¢hanty. The overall e￿tOff these errors was lo overstsie Ihe restricted and unrestricted funds of the group by £1.153k. -38- ws Notes to the Financial Statements for the Year ended 31st March 2022 cont. 2021 as reported s Testated £'o adjustment £'ooo Pioperty Cost 1320) 6,526 Property Deprecration 12.03n (1.9431 Trade Debtors 2,351 14901 1.861 Cash at Bank and ￿ hand 429 {34n 82 Accruals {581 12661 13241 2022 2027 as reported as reslate(I adjuslrrerit Restricted Income Funds 1.471 (2261 1,245 General Fund 1928) 12 B An8tysis of staff costs. tntstee remuneration and expenses. and the ¢o¥t of key m¥nagèm¢nt ￿￿Ortne1 2022 £'ooo 2021 £ooD Staff Costs were as follows.. Salaries wages 19.022 21.053 Redundan￿ & temiination costs 30 178 Social security costs 1.623 1,797 Pension contributions 676 Total roll dirèe 21,316 23.704 Other costs lin¢ludtng agency worke￿) 2.S63 1,851 23,879 25.555 Employees wth Èmohjrn￿ts over £60.(￿￿• during the yeaf. exLknIHI9 employws ￿n￿on costs and enN)loyerfs nalion81 insuran￿. were as fOll￿s-. 2022 2021 No. £60,001 - £70.OIx) £80,000- £￿.000 £90,001 - £100.QXX) £100.(K)1 . £110,000 -39- ws Notes to the Financial Statements for the Year ended 31st March 2022 cont. The key managèment personnel of the tharity comprise the Trustees. the Chief Executive, Director of People & Engagernent, Interim Director of Operations and Development and Director of Finance & Commercial. The total employee benefits induding penston contributi0rt5 and National Insuran￿ of the key management personnel were £483k12021'. £337.4kl. Trustees were not paid and did not receive any other benefits from the tharity in the year. No Trustees received payment for profèssional or other services supplied to the tharity during the year £Nil12021.. £Nill. Trustees, reimbursed expense5 represents the reFmbursement of travel and subsistence costs of £562.0916 people) 12021.. £Nill. 9 Staff nurnbe The average number of•mployee5 (head count based on number of staff efflploye ducing the year wa5 as follows.. 2022 No. 2021 No. Charilable activities 921 954 Man8gement and off￿S 145 135 1,066 1,089 The average number of employees {full-tKne eowv8Jentl du￿9 the year was as folbws.. Charitable aLttiwties 656 688 Man3geFnenl and offices 126 115 782 803 10 Related partjl transxtions Related paty tranSac*(￿S for 2022 c￿e 10 £219k for the Wassngham Support gr￿jp(£74sk in 2021).. Payments made to Wa15ingharn SupF*Jrt Cc¥nmLFnity so￿tIons mainty reFated to slaffin9 costs. There were no trarsactions 7Mth Trustees other than those dysdosed in Nott 6. -40- ws Notes to the Financial Statements for the Year ended 31st March 2022 cont. 11 Taxation The charrtable comp8ny 15 exempt from corForat*)n tax as all its is appl￿ for d)aritable purposes. 12 Tanglble fixed assets {groupl Freehold propety and fittings CornwteT equiprneni Total rooo Cost At the start oflhe year 6.526 2.016 1,401 9,943 Additions in year 129 19 148 Di$posals in year {3511 13511 Al the end of the year 6.175 2.145 1.420 9.740 0opTrciation At the Start of the year 1.943 1.707 1.122 4,n2 Charg¢ fty Ihe year Eliminated on disposal 83 73 {1671 11671 Al the end of the year 1,868 1.195 4,853 Net book valuo At the end of the year At the start of the year 4.307 4.584 355 226 279 4.887 Land with a value of £1.6m12021. £1.6m} is mdude¢1 wthin freemd property and not depreciated. All of the above assets are used for clw"iable rAArposes. -41- ws Notes to the Financial Statements for the Year ended 31st March 2022 cont. 12 Tangiblè fixèd Assèts Ichafrtyl F￿ehokl property Fixtijres and fittsngs Ctynputer 8quipm¢nt £￿0 Total £'ooo Cost Al the $lart of the ye¥ 6.526 2.016 1.401 Additions in yèar 129 19 DisposaL% in year 1351) 13511 At the eftd of th¢ 6.175 2.145 1.420 9,740 Oepreciation At the start of Ihe year 1.707 1.122 4,772 Charge for Il* year 93 83 73 248 Eliminatgd on disposal 1167) 11671 At the end ol the year 1,790 4.853 Net book valts• At the end of the year 4,307 355 226 4.887 At the start ofthe year 279 5.171 -42- ws Notes to the Financial Statements for the Year ended 31st March 2022 cont. 13 Debtors Group 2022 É'ooo Charity 2022 rooo 2021 £'wo 2021 £'OOD Trade debtors 1,442 1.861 ,1.424 1,847 Other debtors 149 191 226 188 Mon￿5 due from pe￿4e we gJpp)rt Prepayments 331 224 331 215 Accrued income 637 417 637 417 1559 2.699 2,618 2.673 14 Creditors: amounts falJlThJ due within one year Group 2022 £'ooo Charity 2022 2021 2021 £roo £'ooo £ CKJO Trade crethtors 1.466 1.241 1.241 Taxation and social securtty 526 373 526 373 Other (xedito 441 402 302 261 Accrual$ 324 321 Loans (CBILSI 500 2.917 2.841 2,780 2.697 ws Notes to the Financial Statements for the Year ended 31st March 2022 cont. IS Creditors: amounts falling after more than one year Group 2021 Charity 2022 £'ooo 2021 2021 £'oo(I Loans (CBILSI 500 500 Loan tefm$ Loan Amounl.. £458.333.35 Interesi Rate.. 3.53% p.a. over Base Rate. On 21 Marth 2021 Base Rate was 0.75% p.a. ￿ere 8ase Rate is below zero, il will be deerTEd lo be zero. In relats'C￿ lo the first 12 months Ihe annual inlerest rate apPI￿￿e during that pèriod is, in effect, 0%. Repayment Datè.. 22nd June 2026. Dale drawn.. 23rd June 2020 ws Notes to the Financial Statements for the Year ended 31st March 2022 cont. 16a. Analysis of Group net assets between funds {current yearl 2021-22 General Designated funds funds £'oco Restricted Total funds £'ooo £'wo Tangible fixed assets 1.399 2338 1151 4.887 Net current assets 264 259 313 836 Long-term liabilities 14581 14581 Net assets al the end of the year 2022 1.954 5,265 Analysis of Group net assets between fvnds Iprioryearl 2021>21 General De5Bnated funds funds Restricted Totsl funds £'ooo £'ooo Tangible fixed assets 1,416 2,834 921 5.171 Net current assets 521 324 1591 Long-term liabilities 15Crf)I 15001 Net a55ets at the end af the year 2021 12 3.355 1,245 4,612 16b. Analysls of parent Charlty net assets b¢￿een fvnds Icuttent yearl 2021-22 General Designated funds funds Restricted Total funds £'ooo £D)o £'ocM) Tangible fixed assets 1.399 2338 1151 4W7 Net current assets 144 259 499 .902 Creditors due after one year 14581 14581 Net assets at the end of the year 2022 761 3.143 1.427 5,331 -45- ws Notes to the Financial Statements for the Year ended 31st March 2022 cont. Analysi5 of parent Charlty net assets betwn funds (prior year) 2020-21 General Designated funds funds Total funds £'0080 Restricted £Doo rangible fixed assets 1.416 2.834 921 5.171 Net current assets 19131 51S 266 11331 Creditors due after one year 15th)) 15001 Net assets at the end of the year 2021 3.349 1,181 4.sa9 16c. Wa15in8ham Support Q>mmunity Solutions 2022 2021 rooo £'o Total income 385 Total expenditure 13251 13231 {Defititl/Surplus In year 1139) 62 SUMMARY BALANCE SHEET Fixed Assets Debtors 21 25 Cash at Bank 192 Creditors 12191 11501 Net assets 1661 67 Unrestrirted Funds 1561 iioi io Rèstrirted Funds 57 Net assets 1661 67 -46- ws Notes to the Financial Statements for the Year ended 31st March 2022 cont. Walslngham Support Communily Solutiofts Company Registration Number.. Charity Registration Number-. Registerecl ofFice- 10704701 IEngland and Wales) 1176618 120 Co(*f05ters Road, Cockfosters. Barnet. EN4 ODZ Activities: The Charitvs objectives and principal actrvtties are io furthèr of benefit the residents of the afeas in which the charity operate5, without distinction of sex. sexual orientation, race or of political, feligious or other opinions by assoaating together the said residents and the local authorities, voluntary and other orBanisations in a cornmon effort to advance education and to provide facilities in +he interests of social welfare for recfeation and leisure time occupation with the objective of improving the conditions of life for the resKlents. The Artivities of WSCS are being integrated into WS during 22123. wilh a view that all existing obligations are fulfilled and WSCS is then wound up durints 2V23- 23124. -47- ws Notes to the Financial Statements for the Year ended 31st March 2022 cont. 17 Mo¥Èments in funds (transfers between funds) The signifficant transfers between funds are as folkJws'. 2022 £'ooo 2021 £'ooo Walsingham Support From Grant Funded Properties (Restricted Fund) to Fixed Asset Fund (Designated Fund) £225k Original restiict#)ns rdaling to gt3nts fDrtJuiRlifu WO￿ lo The Bam, Pound Fam7 and Ryelands, as ￿CeiVed by Salters Hill Charitypriorto the AcquisitK￿ by W8INngh8m Siipportis now safvsfied. and that these pftjpe￿eS a￿ now conshlered tsnffstncted From COVNJ Grants (Restricted Fu￿) lo Ger￿1 Fund '£726k £838k Grnnts ￿eeNwed fmm l0calautt￿S due to the CovKIpa￿m￿ wem rncort*8ds8parnt&ly artl used to offset e¥penditure relating lo PPE. deep cleans. iwlating staff and to ￿StriCt the m0ven￿￿t of staff behveen sernices to duce risk ofsp￿8¢*.￿9 the infection Ihrough the use of agency kvolkers From Genèral Funds to Planned MaInlenan￿ IDe￿nated Fur £35k Each yearserrit>s ￿"Ih pwrty erfherowned by the o0arnSah￿ orwhere the tenanty plaNned mèinlenance, contribute towards the organtisatws sinking fijnd. Efforts are made to use this fund within the.yoar to allow a ￿gUlarMalnÈenance prn9￿mme. but this fund is 8lsG 311owett to build up in 0￿eTt0 coverlarger, less ￿Ular plannedmaintenance ￿ents"￿ed thwh annual suryeys. From General Funds lo General TranS￿)rt Furyj (Restricted fund) £14k Whilst the majorify of lTrnsport cosls a￿ covered by by k￿￿lSUI￿oI￿N￿s 8nd tndtvitluals we support. any add￿lon81eOsts exGepfvwl to the nom￿PatreM am covernd bygon9￿fvnoS. 2019r20 Trquired such a Iransfèr Wal$ingham Support Community Solutions From General Funds to Volunteerin9 Project (rime io Grve} (Restricted fvnd) The granl fvndetenance responsibilities. Works arè carried out in line with a thirty-year survey outlined by service and reviewed on an annual basis. 53- ws Notes to the Financial Statements for the Year ended 31st March 2022 cont. Walsingharn House Maintenance Fund Represents monies set aside to provide for the costs of internal & external decorations and repairs of charities head office building required under tem)s of the lease. This fund has now ceased. Bill McLaughlin's Memorial Fund Used to fur.d in6tiatives to improve the quality of life of the individuals the charity supports. in memory of Bill McLau8hlift. Fixed Asset Fund Represents the net book value of the charity's unrestricted fixed assets. depreuation is charged against this fund. Willesden Lane F¢Jnd Represenls the incorne raised from dilapidation of Willesden Lane from the tenants exiting their lease in September 2015. Property Portfolio Fund Established during 2016-17 from funds generated from the sale of the Investment property. OepreciatK)ft from eight properties is currently allocated to this fund 30th & 35 Annivèrsary Fund The 3￿ Fund was launched in 2017 to celebrate the 30 years of Walsingham Support. A second donation program was launched in 2021 to celebrate 35 years of the Charity- Both funds aim to direttly support people with learning disabilities.in a number of ways including expÈrtences. projects. and technology. 18 Operatlng lease commltments The charity's total futuie minimum lease payments under non-cancellable operating leases are as follows for each of the following periods Property 2022 Equipment & Vehicles 2021 2021 2021 £'C(ID £'ooo £'ooo Less than I year 1-5Years 151 25 236 32 13 120 387 58 18 19. Capital commltments At the balan￿ sheet dale. the tharity had no commitments in respect of property and other fixed assets. ws Notes to the Financial Statements for the Year ended 31st March 2022 cont. Co•)tingent a55et5 or liabilities The inclusion of Brant funded properties in the balance sheet ueates a contingent liability since these properties are all subject to charges or co¥enanis restri¢tin8 their use for people with learning disabilities. In the event of these woperties ￿asIng to be used for people with learning dbsabilities.. I Properties with a net book valve at 31st March 2022 of ¢924,679 would have to be handed over to the Secrerary of State for Health or their successor 21. Penslon note The charity operates a defined contribution pension scheme. The assets of the scheme are held sep￿atelY from those of the company in an independentty administered fund. Employer contfibutions to thrs fund amounlèd'to £495.461 during the year12021 - £461.6811. Contributions are thargèd to the Staternent of AttÈvsties in the period they are payable. The charity is also an approved orBanisation. for the purpose of the National Health Service 15uperannuationl Regulations 1980, making contributions to the National Health Service Pension Scheme for a srnall number of ex-NHS employees. The Scheme is regarded as a statutory scheme by the HMRC and is covered by Section 22 0( chapter 3 of the 1970 Finance Act. The contributions of the employer and employee are 14% and.G% respectively. As a statutory scheme. benefits are fully guaranteed by the Government. Coniributions from both members and employers are paid to the Exchequer which meets the cost of the scheme benefits. The Exchequer also pays for the cost of increasing benefits each year by the rate of inflation. This extra cost is noi met by tontributions from scheme members and employees. The company made contributions to this scheme of £148,528 during the year12021- £214.3331. Contributions to each of the schemes are charged to the Ctatement of Finanaal Activities in the period thal they ale payable. as described in Note 6 to the account5. 22. legal status of the charity The charity 15 a company limited by guarantee and has no share capital. The liability of each member in the event of winding up is limited to £5.