Revitaiise - Annual Report & Consolidated Accounts for theyear ended31stJanuary 2022 Registered charity number.. 2950721 Company number, 2044219 Our Vision A Society i n which every disabled person and every carer is able to take the break or holiday they want. Our Purpose To enable disabled people and their families to acce55 and enjoy amazing holiday5, breaks and experiences tailored to them, to escape, relax and have fun. Our Values > We are inclusive. We welcome everyone. > We are change-makers. We make things happen for ourguests and for disabled people. > We are caring. We care about our guests and about each other. We are gLJest obsessed. > We are joyful. Fun, warmth and laughter are at the heart of everything we do. We are hardworking. We strive for excellence, and we do not give up. 2 | Annual Report & Con501idated Accounts The Team Jane Kennedy Chair of the Quality & People Committee Jane joined the Board in 2019 ènd is Chair of the Quality & People Committee. She left her Executive role in july 2017 to pursue 8 portfolio career which has become varied and exciting Including HR and Operations consult3ncy services for a range ol clients, Executive coaching. N ED lor NHS Property Services and Progress, alongside a Vice Chairman role lor Age UK (Hythe and Lyminge). She w3s previously Chief Operating Officer and HR Director ol just Group and Partnership Assurance Services. Jane has also held senior roles in Saga Services, Colonial Mutual Life Assurance, GHL Group, B3rclays Retail Mortgage5 nd Scottish Widows. lane has two sons and lives on the coast with her husband, two dogs and i cat. Outdoor5 is where lane is happiest, 3nd she loves long walks in the Kent countryside and along the beaches ènd is a keen skier. She also enjoys the theatre, ballet and live music. Trustees At the date of signing of these accounts the Trustees of Revitalise are.. George Blunden Chair of the Board ofTrustees George joined the Revilalise B03rd of Trustees as Chair on 5th February 2020, takingover from Mindy Sawhney. He began working l ife a5 an adventure playground worker before establishing his career in the banking, inve51menls and Insurance sectors where he h35 held a number of senior executive and non- executive positions including with Warburg Securities, Union PLC and AllianceBernstein. George hos o long association with the housing and care Sectors in particular, having held a number of non-exeoutive positions whilst working in the City, including as Chair of an olms-houses group In the 1980s, followed by the Chairmanship of Southern Housing Group,. a position he held from 1992 - 2006. For the last nine years, he hos been the Senior Independent Director of the insurance company Beazley plc, the Chair of Ch3rily Bank, the specialist retail bank which lends lo charities and social enterprises, and the Chair of Stonewater Housing Association. He continues as a non-executive director ol the Lloyd's subsidiary ol Beazley and has recently become Chair ol The Housing Finance Corporition, which funds social housing. George h85 a Ilal in Venice and like5 to escape there whenever he can, lo enjoy the most exlraordinèry city in the world. William Maughan Chair of the Brand & Commercial Development Commlttee William joined the Board on 29 january 2020 and Is Chair ol the Brand & Commercial Development Committee and also a member ol the Quality & People Committee. He is the co-founder of the right brain management consultancy Industrial Clairvoyants, where he has 3Cted 35 M3n3ging Partner for over 20 years. The consultancy uses right brain approaches to unlock and realise potential lor clients including The Radi5son Hotel Group, john Lewis Partnership and Virgin Holid3yS, Wlth a focus on helping organisalions to create emotionally intelligent slralegies. William has advised senior leider5 and clients In èrea5 including consumer and employee insight, employee engagement and well-being, employee proposition and service proposition development. William's Ideal holiday is without 3 watch, keys and phone. Il's hot and sunny with some sport or exercise but much more relaxotion, so that he ond his p3rlner gel to escape the routines of everyday life. Annu31 Report & Con501idated Accounts | 3 Adam Wiltshire Chalr of the Finance, Audit & Risk Committee Deborah Wheeler Deborah joined the Board in September 2020 and is a member of the Quèlity & People Committee. Deborah trained as 3 nurse 3t St Bariholomew's Hospital in London, spending her clinic81 career in orthopaedic nursing before moving Into nursing management. She ha5 been director ol nursing at several N HS trusts in London and became Deputy Regional Chief Nurse lor NHS England South Region. More recently she moved back to a Director ol Nursing post at the North Middlesex H05pilal in North London, before retiring from full lime work al the end 012019. She is a Florence Nightingale Foundation Leadership Scholar and received the Chief Nursing Off icer's Gold Aw3rd for lifetime achievement in 2019. Deborah has two adult sons and lives on the London/Essex border. She is 3 Non-Executive Director ol East London N HS Foundation Trust (a mental health and community trust), and is a Trustee of the charity Epilepsy Society, in addition lo Revilalise. Deborah is churchwarden for her local church, where she is also a service leader. In her spare time, she is an avid crafter, making handmade cards which she Sells to raise lund5 for the church. Adam, who joined the Board in April 2020 is Chair of the Finance, Audit & Risk Committee and is also a member ol the Brand & Commercial Development Committee. He is a Chartered Accountant and rnernber of the Association of Corporate Treasurers. Adam started his finance career with Price W3lerhouse working in both audit and consultancy, before moving into industry, where he worked lor N3tional Grid lor eighteen years. During this lime, he had a range of roles including Finance Director ol the gas distribution division and Group Treasurer. He a150 gained Trustee and non-executive experience as Chair ol the National Grid UK Pension Scheme and of Aerion Fund Management. Adim's ideal hol id3y involves 3 journey with a Sense of freedom and adventure, exploring the world with his family by campervan, car or bicycle. Kevin McGuirk Kevin re-joined the Board in 2019, having previously been a Trustee until 2011/12, and 15 3 rnember of the Finance, Audit & Risk Committee. A qualified Chartered Accountènt and Board Director, he spent rnuch of his early career with KPMG, working with clients on large busine55 transformation projects in Europe, New Zealand ènd Asia, and ran their Telecom Consulting practice in Hong Kong. Since leaving KPMG, Kevin has held Regional Director. Finance & Resources roles for Verizon Business in both Asia Pacific and EMEA, worked as COO lor a last-growing consulting business, as Commerci310irector lor a highly leveraged private equity owned SM E, as well as Europeon CFO lor a medium sized mu Iti-layer rnarketing org3nisation based in the Netherl3nd5, and CFO ol The Kennel Club in London. Kevin is a keen hiker and tennis player. Trustees who a150 served during the year to 31st January 2022 are.. Mike Ashton Chair ol the Brand & Commercial Development Committee, retired 2nd February 2021 Linda Beaney Trustee, retired 31st March 2021 Philip White Vice Chair, retired 31st March 2021 Lesley Lindberg Chair ol the Guest Quality Committee, retired 19th May 2021 Catherine Fallon Trustee, retired 2nd November 2021 4 | Annual Report & Con501idated Accounts Senior Management Team Honorary Ambassadors Dan Bentley Dan has been involved with the sport ol Boccia for over 12 years, being a member of the Paralympic5 GB team in London in 2012 and winning a gold medal al the Paralympics In Beijing in 2008. None of the following are director5 Wlthin the meaning ol the Comp8nies Act. At the d3te ol signing ol these accounts the senior team al Revitalise are.. Janine Tregelles CBE Chief Executive Officer Nick Skelton CBE Alex McDowell Director ol Fundraising Nick's incredible show jumping achievements include 3 te3m show jumping gold medal at the London 2012 Olympics. surpassed by an individual gold in Rio in 2016 - making him the oldest British Olympic gold medallist since 1908. Nick received an OBE for services to equestrian sport in 2012, later elevated to a CBE Helen Giles MBE Director of People and Culture Kate McLeod Chief Financial Officer Rebecca Young Director ol Strategy, I mpacl and External Affairs David Smith MBE David is the joint most successful British Bocci3 player in history. He was a member ol the British Boccia team that won a gold medal at the 2008 Summer Par31ympics in Beijing. David cornpeled in the 2012 Summer Paralympics in London, winning a team bronze medal and an Individual silver medal. At the 2016 Rio Summer Paralympics, David won an individual gold med31. Patron Samantha Cameron Vice Presidents Dame Judi Dench CH DBE Tim Prideaux JP DL Dame Esther Rantzen DBE John Spence CBE DL The Rt. Hon. The Lord Crawshaw Hugh Kemsley OBE Denis Green Arthur Smith Sir Andrew Buchanan Bt Annual Report & Con501idated Accounts | S Advisers Solicitors Bankers Statutory Auditors H3ysmacintyre LLP 10 Queen Street Place London EC4R IAG Anthony Collins 134 Edmund Street Birmingham Barc13ys Bank 1 Churchill Place London E14 5HP BB 2ES Centres Revitalise Jubilee Lodge Grange Farm High Road Chigwell Essex IG7 6DP Revitalise Netley Waterside Abbey Hill Netley Abbey Southampton Hampshire 50315FA Revitalise Sandpipers Fairway Southporl Merseyside PR9 OLA Administration and Registered Office Revitalise Respite Holidays, Stroke Association House, 240 City Road. London ECIV 2PR 6 | Annual Report & Consolidated Account5 Thankyou to all our supporters Revitali5e is grateful for the support it receives from individua15, trusts, local councils and companies and we would like to place on record our thank5 to everyone who has kindly supported our work over the past year. This includes anyone who has included Revit31ise in their will and everyone who has arranged or participated in fundraising event5 on our behalf. Amongst other positive impacts for disabled people and their carers, these gift5 help Revilalise subsidi5e hotel stays lor guests less able to alford the respite holidays they urgently need. We would like to extend a Special thank you to the Friends ol Jubilee Lodge and Friends ol Sandpipers for their ongoing dedication and commitment lo our mission as well as the following trusts, foundations, granl-making bodies and companies lor their support during 2021/22. ABF The Soldiers, Charity Balcombe Charitable Trust The Liz and Terry Bramall Foundation Longleigh Foundation The Louis and Valerie Freedman Charitable Settlement Broome Family Charitable Trust Bruce Wake Charitable Trust The Calleva Foundation Marjory Boddy Charitable Trust Masonic Charitable Foundation Charles S French Charitable Trust Derby & Derbyshire Disabled Soldiers Settlement National Lottery Community Fund Peacock Charitable Trust Donald Forrester Trust Richard Lawes Foundation The Eveson Trust Royal Airforce Benevolent Fund The Royal Navy and Royal Marines Charity The Royal Naval Benevolent Trust Victoria Convalescent Trust The Francis Winham Foundation The Guthrie Essame Charitable Trust The Helen Roll Charity Stonewater Group We also th3nk the many volunteers who gave their lime and energy, lun and compassion, through their work at the Revitalise shops and centres this year. You are all, unquestionably, at the heart ol the Revitalise magic. Every donation helps more disabled people and carers to gel the break they deserve and need. To make a donation or find out more about the volunteering opportunities we offer, please visit WWW.re￿tal15e.Org.llk. Annual Report & Con501idated Accounts | 7 8 1 Annual Report & cons0lid3ted Account5 Contents Chair'5 Review 10 Chief Executive's Review 12 Strategic Report 16 Trustees Report 25 Statement ol Trustees, Responsibi lities I ndependent Auditors, Report 36 Statement ol Financial Activitie5 40 Balance Sheet 41 Cash Flow Statement 42 Notes to the Accounts 43-63 Annual Report & Consolid3led Account5 | 9 Chair's Review l am very pleased to submit my report for the financial year 2021/22 and to have an opportunity to describe some of the wonderful work and achievements undertaken at Revitalise during this time. We learned a great deal during the project, most significantly that the need lor wh3t Revitalise offers has never been 50 great, but the barriers are equal ly so. Thus, our new Theory ol Change focu5es on expanding our own offering and capacity to support our guests with both holidays and funding, with 3 longer-term societ31 change ambition lo ensure every disabled person and carer can take the break or holiday they want. As part ol that collective assessment, we also agreed the need for 3 wholesale transformation of our existing estate, which, particularly alter two years ol delivering high-dependency step-down care models, is tired and in need ol moderni5ation. However, our plan5 are lar more ambitiOU5 and vi5ion3ry than that, seeking as they do lo re-envision respite holidays and provide an exemplar for others to follow across acce55ibilily, care support and hospitality, whilst also increasing the number of guests we can support each year. This year has been a year of two themes- dealing with COVID and planning the future of Revitalise. It is to the second of those that I turn first because 2021 marked a major milestone for the organisation. This includes the provision of a new'family lodges, offering, since our guests have told us that there is a reèl need for accessible family holiday options so that they do not lace the prospect of having to holiday wilhoul their disabled loved one, just because that person needs care. These sell-calering lodge5 will be located on the 511es ol our centres, with the option for guests to avail of our13cilities and expert carers. The18st time I wrote, Revilalise had conducted the first portion ol a significant research project, aimed at ensuring we continue to be 3tluned to the needs of our guests. as well as understanding some of the barriers they might lace in toking a holiday. We continued this research across 2021, using this in5i8ht to shape our new Corporate Strategy, which the Board approved in October Despite the restrictions ol COVID, it was so pleasing to have been able to lully engage our guest audience and our colleagues in i truly collaborative effort to build our future. Significant preparation lor this programme started in 2021, including planning the major capital fundraising programme, the Give me a Break appeal, which will support it. I look forward to reporting on our progress and achievements in this regard in next year's report and lo engaging with all ol our supporter5 and donors during the course ol the appeal. 10 | Annu31 Report & Con501idated Account5 Netley Waterside House offered a 'Designaled Setting service until the end ol March., this entailed caring lor people disch3rged from hospital with non-acute COVID-19 until they were well enough to return home, thereby freeing up beds for acute COVI D patients. This was delivered from one half of the building whi151 in the other hall we ran a 5tep- down service lor disabled and elderly people being discharged from hospital who needed care until their ongoing Support arringemenls had been established. It was an incredible undertaking a5 our teams transformed their existing ways of working to run the new model, whilst at the same time taking a personal risk to care for people with Coron3virus. It is your support that will make our ambitions a reality for those we support. Turning to my second theme - navigating through Covid lor a second year - l am incredibly proud of the way in which the whole org3nisation came together to steer Revitalise through 2021. Not only did we continue to offer is many urgently needed respite breaks as possible and Support the NHS 5 response to the pandemic, but our collective, relentless determination hos also resulted In us exceeding our budget by £150,000 to give a final position of 3 deficit of £631.000 Whilst il is always difficult lo record and report a delicil, this in fact represents a significant achievement given how substèntially our usual operatiQn5 were impacted by the pandemic. When both contracts ended, we look the decision to close Nelley Waterside House pending refurbishment works. Prior lo the pandemic, the centre was already in need of Significant modernisation bul two years of delivering NHS contracts left the building even more in need ol attention, and we did not feel we could welcome back our holiday guests until improvements had been made. As I write. we are wailing lor the planning outcome for a major redevelopment on the sile which exemplifie5 our ambitious vision lor the future of our respite centres. The underlying driver5 Of this performance were the slep-down contract al Jubilee Lodge, which we continued lo run in support ol the N Hs's Covid effort5, budget-exceeding performance at our Sandpipers centre and strong performance across our retail operation, despite further pandemic related enforced c105ures during the year. In 2021, our fundraising efforts continued lo be impacted by the pandemic, which limited the scale and scope of some lundrai5ing activities and in Some cases limited the funding we were able to apply lor However, with a new fundraising team and strategy now in place, we have much confidence in our capacity and cipabilily to grow our voluntary income this year. There is endle55 thanking to do bul I would l ike to extend my gratitude to our Board of Trustees and Executive Leadership Team, who worked with great agility to lead the charity through 3nOther challenging year, to our donors, without whom we simply could not support our guests, and to each and every Revitalise colleague who worked so tirelessly this year to give guests. no matter where they were coming from, a safe and enjoyable stay with us. My be51 wishes and gratitude èlso go to Catherine Fallon, Mike Ashton, Philip White, Linda Be3ney and Lesley Lindberg who retired as Trustees during the year and who will be greètly missed on the Board. Our holiday centres m3naged exceptionally well throughout year two ol the pandemic. Sandpipers continued to offer essential breaks for people who needed respite and support, welcoming guests from across the UK who were relieved and pleased to emerge from shielding, connect with others and enjoy the beautiful Setting of Southport's Marine Lake whilst beingcared lor byour skilled teams. And now, to another year - one of brilliant holidays, a great deal less Constrained by COVID, and ol making wonderful memories with our guests. At Jubilee Lodge, we supported people from five London hospitals to 'slep-down' i nlo our care prior to returning home and whilst very different from our Usual holiday offering, the experience ha5 greatly enhanced our organisational ski Ils and knowledge and that of our teams. Q_. ILL George Blunden Chair of the Board of Trustees, 14th July 2022 Annual Report & Consolid3ted Account5 | 11 Chief Executive's Review What an exciting and challenging year in equal measure, my second as Chief Executive of Revitalise. l joined the charity in January of 2020, with absolutely no inkling of what was to come, even as reports started of a mysterious illness spreading quickly in China. a more inclusive society and evolving plan5 for the redevelopment ol our centres. Heartbreakingly, the position that disabled people and carers lind themselves in has never been more fragile. The ONS'S most recent rese3rch shows that 750/0 ol disabled people who need care are looked alter by a family carer in their home. In this conlexl, regular, p13nned re5Plte is vital, allowing the c3ring relationship to continue by ensuring that carer5 can rest. 720/0 ol carers had no break at all during the pandernic, 740/0 now say that they are exhausted and worn out and 550/0 say they are overwhelmed by their caring role. At the same time, 3flord8bility is a barrier to taking breaks lor 42 % of disabled famil ie5 and this will only incre35e given the huge rise in the cost of living, which is having a disproportionate impact on the most vulnerable in our society. D15abled people were Ilready having lo make a choice between eating or heating,. now, il is e51im8ted that they will be more thon twice os l ikely to be unable to heat their homes thèn non-disabled people. Relief pickage5 announced by the Government simply do not go far enough yet, leaving desperate families facing impossible decisions. It has taken huge resilience and adaptability on the part of my colleagues, of whom I could not be prouder, to manage the charity through this year, as it did the year before. It is whyi when we were developing our new strategy together. we all collectively agreed that one of our values was 'change-makers'. In a hugely difficult external environment. which continues. we collaborate. innovate, and never give up on ensuring that we support our guests in achieving the best PQS5ible outcomes for them. Compounding this is the current position ol social care, which is increasingly precarious. There simply is not enough money in the system - not by a long way. The government has allocated the sector less than £2bn of new money per year lor the next three year5. By contrast, The Health Foundation estirn3tes that in the next financial year alone, adult social care will need an additional £3.7bn just to meet demand and improve access, whilst an additional £7.9bn will be needed to ensure everyone has the social care they so desperately need. This year, that has included caring for people in the most difficult of circumstances, clad 35 our centre colleagues still 3re- in PPE and subject to rigorous infection control practices. It has included collaborating lo develop our strategy,. never letting distance get in the way ol ensuri ng everyone's voice was heard in the shaping of our lulure, closing and opening shops through lockdowns, campaigning for 12 | Annual Report & Con501idated Accounts There are 400,000 people currently waiting lor a c3re assessment, but cash-slrapped Ioc313Uthorilies are desperately managing inadequate budgets through del3ys and gatekeeping, causing a terrible situation lor those needing or seeking support. 7 out ol 10 local authorities are not sure they will be able lo meet their statutory responsibilities in the next year. It has been a difficult year for fundraising but we have a new te3m in place and 8 refreshed fundraising strategy ind so we go into 2022 with optimism. Our retail estate achieved £lm in income for only the second time in its history and despite the lockdowns early in the year. We also began the planning process for 3 further new shops in 2022. Across the care sector, recruitment has been a huge challenge this year, compounded by the combined pressures of Brexit, care worker burnout due lo the pressure5 of caring during the pandemic, the rnandatory v3ocination policy which drove tens of thousands out of their caring roles - and wages. It is estirnated that there are now 180,000 vacancies across the sector. As a result, provider5 up and down the country are struggling to recruit enough skilled care workers lo support the current level ol demand or the numbers they are registered for. Across Quality, we established a new quality framework and audit programme and began working on a refreshed operating model lo ensure the most person-centred support possible across 311 aspect5 01 our guests, break.. care and nursing, hospitality, and wellbeing. There is always so much to mention but perhaps the most significant project aside from the strategy development has been the generation ol refurbishment and redevelopment plans lor our three centres and the c3pit31 appe31 that will support those plans. With a proud, almost 60-year heritage, we are looking lo the next 60 years and the modern and innovative charity we wish to be. We want our centres to be an exemplar lor the core and support ol people on holiday and are hugely excited by the progress that has been made. By the time I write my next report, one centre will have been completely refurbished, 3nother will be in progress and the third will have gone through the planning process. So, where does this leave Revitalise and our guests. As ever, our focus is overwhelmingly on those we support. To do this, we need skilled care workers delivering high quality care, beautiful, accessible environments, significant support from our donors, and efficient, high performing organis3tional Support mechanisms to deliver the sale and brilliant holidays that our guests want. I would like to second our Chair's thanks to everyone who has supported us this year and extend my heartfelt gratitude to all my Revitalise colleagues and our volunteers lor their extraordinary contribution lo the charity and their commitment to ensuring every guest who comes to Revita115e can truly escèpe, relax and have lun. This has been the thrust ol our efforts this year. We have invested heavily in people, including a new People and Pay strategy and raised wage5 across our care teams to ensure we can recruit and relain the very best people possible. These efforts ère already starling to rn3ke a diflerenoe and ease the recruitment pressures we and so many providers have felt in the last year. Janine Tregelles CBE Chief Executive Officer 14th July 2022 Annu31 Report & Consolidated Account5 | 13 Hear from our guests We were made up, we'd never had a brea it took the stress away. People like Sid, Liz and Christine we'd have 3nother child with 3 disability. but we did. The youngest Christine had the same thing. Both have got club feet." Since Sid's wife died, he has been the primary carer lor his two disabled daughters, Liz & Christine.. He te115 us how he ju51 h35 toget on with it. "A while ago Liz broke one ol her legs, and she is going to learn to walk again, she hèsn'l since January, but we've gol her standing up." 'I'm 75 and I've gol two disabled daughters. I look alter them myself the best I can, I cèn't look èfter them care wise, with personal care, we have carers come in for that. They come in the morning to get them dressed, then bring them into me In the living room. They come again at night to wash them and put them to bed." Looking back on their first Revitalise break, Sid says.. "we were made up, we'd never had 3 break, it took the stress away. They take them lo places they ve never been, Blackpool, the Emmerdale set, the Arndale Centre in Manchester." 'Elizabelh was born with microcephali3, she was born with a small skull, so the brain wè5n'l able to develop. They told u5 she wasn't going to live but she did. The doctors told us there was a million to one chance that '1 can't fault Revitalise, they have the best care. The girls have been a lot, they love music and laughing, they're Iu51 sisters." 14 | Annual Report & Con501idated Accounts And Toni Hil Sadly, Toni's mum passed away last year. Although her sister moved in with her, as a keyworker who was scheduled lo work during the holiday season, Toni faced spending rnuch of her first Christnias Without her Mum, alone. Already struggling to cope with her grief and feelings ol debilitating anxiety she reached out to us. Toni was diagnosed with autism as a child, condition thol made forming and m3 intaining friendships more challenging, so she relied on her close family relationships for connection and to ease her frustration. Finding out She had Diabetes in her early 20s, was very 51resslul lor Toni as rnanaging the disease with daily insul in injections, teamed with her autism, proved lo be exhausting. 'Christmè5 èt Sandpipers w85 magical." Toni came to Revitalise Sandpipers where our incredible team improved her confidence through 3 relaxed and welcoming environment. Activities like crafting ènd carolling helped her cope with her mum P355ing 3W3y and gave her a sense ol belonging. '1 felt like my brain was always behind and trying to catch up." Luckily, She had support. Living with her mum throughout her adult life and having her sister close by, meant she had loved ones to champion her independence. "This time of year makes you think of family, and the first Christmas without mum would have been too hard lo do by myself." Christmas at Sandpipers was magical. Annual Report & Con501idated Accounts | 1S Public benefit This year we have provided financial assistance totalling over £370,000 to subsidise the cost of breaks lor our guests. Acce55 to funding for a break 15 3 critical issue lor di53bled people after many years of cuts to social care funding. We 3re determined to make going on 3 break as financially ccessible as we c3n, for as m3ny people as we can. Over £219,000 of this funding was specifically to support people in hardship who needed somewhere safer during the pandemic, who could not acces5 safe support at home, or who were al breaking point from the months ol i501ation ènd shielding. The bèlance was used to offer reductions to attract those less able to pay. In total 712 breaks were provided with some form of financial Subsidy applied. Strategic Report Review of Activities in the Year Achievements in 2021: > In line with the findings ol our strategy research project and our con5ultition with guests, we worked closely with our centre team5 to design 3 new operating model for Revitalise which is more relevant to the need5 of our guest cohort in 2022 and beyond. This will 311ow us to tailor our support more holistically around each guest across personol care, nursing, wellbeing, and hospitality and will launch in our centres in 2022. > We developed and approved our first corporate strategy in a decade, utilising extensive guest rese3rch and with lull colleague p3rticipation. This Included the genesis ol our first organisètional Theory of Change and Outcomes fr3mework, as well as a five-year research programme lo evaluote the impact ol the charity's work more comprehensively 35 we look to the future and the next 60 years ol support lor disabled people and their families to have the breaks and holidays they w3nt with the support they need. > Our usual holiday service at jubilee Lodge remained suspended due to the pandemic but we were able to continue our 'slep down, support lo the NHS, welcoming patients from loc81 N HS h05Pitals into the care ol our nursing teams. Hundreds ol people from the Essex area across 5 different hospitals came lo us in order to free up beds to support the COVI D-19 effort. This also allowed us to keep our colleagues gainfully employed in helping the national response to the viru5, whilst ensuring our financial sustainability. > We commissioned a significant project to redevelop and refurbish all three of our centres from 2022/23 onwards to re-envision the future of respite holidays for people who need care support. Th15 included the planning of a major cipital fundraising 3ppeal to support the redeveloprnent work,. this launched to private donors, Trusts, and Foundations In the spring 012022. 16 | Annual Report & Consolidated Account5 > At our Sandpipers centre, we welcomed guests from across the UK lor essential breaks - keeping the centre open even during the strictest lockdown period5. This allowed us lo provide vital care and support for those leli vulnerable by the crisis, including those who were Suffering serious deterioration ol their mental wellbeing because of isolation and shielding We were able to achieve this due lo rigorous infection control methods designed specificèlly lor our unique service and were delighted that once restrictions lilted in the summer, guests were able lo enjoy proper holidays with outings and trips, once more. capacity, but a successful recruitment drive towards the end ol the fin3ncial year, including the recruitment ol a new Director of Fundraising has put the te3m in a stronger p051tion for the year ahead. With the development ol a refreshed fundraising strategy, underpinned by an 3mbitious Capital Appeal th3t will provide a catalyst to engage new lunders and partners. we are confident in our ability to increose voluntary income levels in 22/23 and beyond. > Financial year 21/22 was a positive year lor Revilalise'5 retail portfolio. Despite further Covid lockdown related shop closures, which meant all our shops remained closed until April 13th, annual ret31 l income exceeded £lm lor only the 2nd time in Revit31i5e's history and the shops, net profit also exceeded 20/21 levels. What's more, several new shop sites were Identified with two Shops in Portsmouth scheduled to be opened in early 2022. Further new sites will be added in 22/23 alongside an expansion ol Revital ise's online trading cèpability. > Nelley Waterside House continued as Designated Setting until August 2021, taking non-acule COVID-positive patients from hospitals in Hampshire and caringforthem lo free up beds lor acutely ill cases. We were one ol the first Designated Settings in the UK and proud to be able lo continue our supportto the NHS at a time when il was not Possible for us lo deliver our usual holiday5 from the centre. > When the Designated Setting ended, we look the dec15ion to close Waterside House pending redevelopment work. This was a diflioult step but after two years delivering an N HS contract, the centre was in significant need ol modernisation, and it wa5 our intention to move swiftly through the design and planning stages so that works could begin in 2022/23. > All Revitalise Centres retained their Good CQC ratings. > We created and appointed lo a new post ol Director of People and Culture to lead the work on investing in our staff and volunteers, enabling them to deliver a consistently high-quality guest experience. > Income from Trusts and Foundations remain Revilalise'5 largest Source ol voluntary income but Successful application5 for Covid ernergency funding in financial year 20/21 combined with ongoing limits on guest numbers limited our potential to seek grants from some funder5 In financial year 21/22. Total fundraised income was also affected by the ongoing imp3ct ol the pandemic on mass events and other volunteer- led community lundr315ing 3Ctivities while the amount of Legacy income Revilalise received in 21/22 was also lower than in recent years. Staff vacancie5 Within the lundr3ising team over the course of 21/22 also had an impact on the team's > We launched a new people strategy focused on attracting, developing and retaining skil led, confident colle3gue5 in a very tough recruitment market lor care and hospilalily We have run a series ol people management masterclasses for all our m3n3gers to boost their leadership Skills. > We reviewed our remuneration policy to ensure staff salaries are fair, transparent and aligned lo the market, with pay for those in the lowest earning roles being given the largest percentage increase in our annual cost ol living review. Annual Report & Con501idated Accounts | 17 > We introduced a new performance man3gement nd development scheme which is designed lo align performance at all levels with demonslralion ol Revitalise's values, 3nd to support 3nd promote wellbeing, progression, diversity and inclusion. > We have introduced a number of Initiatives to support employee wellbeing Including new he311h 3nd $3fely risk assessment processes, a hybrid working policy, a flexible working hours scheme, and a new policy for managing wellbeing and attendance. > We started the process ol review of our outdated systems with the procurement of a new HR Information System that will enable us to co-ordinate all stages of the employee lilecycle more efficiently, monitor compliance with essential mènagemenl and leadership processes and requirements, and capture data to better inform the decisions we make about investment in our people, > We were able lo welcome volunteers back to our Sandpipers centre lo re5urne their essential work in enh3ncing the holiday experience for our guests. We enjoyed support from176 volunteers across the year. > We began the process ol digit31 tr3nslormation, investing in and18unching 8 new H R system, People HR, as well os beginning the process ol scoping new Finance and Booking5 Systems. > We developed our first 'External Allairs strategy, to support our new Theory ol Change, including campaigning for equèl access lo breaks and holidays and lor the rights of disabled people and carers more broadly. > We campaigned on the impact of mandatory vaccination on soci31 care's ability to recruit care workers, as one ol very few organisations that did and due to the potenti81 impact on Revilalise's services at a time when there were already 100,000 vacancie5 across the sector. The policy was subsequently revoked prior to its introduction across the NHS, when the combined impact of both sectors, ability to support some ol society's most vulnerable became abundantly clear. -Jnvesling in4>ur."staff and volunteers, enabling-. to-dèliver a -40n￿tentlY high-qualit . uest.exp"erience. 18 1 Annual Report & cons0lid3ted Account5 Our impact Our guests told us that our breaks helped them to achieve a range of positive outcomes: 94% I felt safer 92% I felt less isolated/lonely 92% I felt less anxious 89% My care support improved 97% My wellbeing improved And that they would highly recommend us to others: Would you recommend Revitalise to others. 96% yes Annual Report & Consolid3led Account5 | 19 Our New Corporate Strategy In 2020, following the change in Chair and Chief Executive Officer, the Board commissioned a major review of the charity's position and redevelopment of the three-year strategic plan. This review recognised the changing external environment and the need for the charity to evolve to achieve long-term sustainability. Accordingly, the Executive leadership team undertook a substantial research project involving present and potential guests and learned that: > We are now one of the only providers of specialist respite holidays with 24-hour care lor disabled adults. > Many of Revit8lise's core, target audience experience hardship and have become even more financially squeezed by the dual impacts of Brexit and COVI D-19, and more recently, the cost-ol- > There is 3 huge and increasing need for the short breaks and holidays provided by Revitalise. This h3s been exacerbated by the COVI D-19 p3ndemic, during which many disabled families saw local Support close and not re-open. The Government's own research evidences that 750/0 of people who require personal care and support are cared for by a family member or friend in their own home,. regular, planned respite is vital to preserve thi5 caring relationship and prevent carers breakdown. > Those who need Revitalise the most can often least afford us. > Aw3reness of specialist holiday provision including Revitalise is extremely low amongst disabled people and their families. > The barriers to taking 3 break 3re significant lor disabled people 3nd carers and include accessibility, affordability, stigma, lack of option5 and difficulties with travel. > Our environments require transformation to ensure we can continue to pioneer specialist, accessible holidays in the decades to come. > There is 3 real need for accessible family holidays via sell-calering accommodation with the option ol care support on site, something which 15 not achievable via a mainstream provider. The Board ol Trustees have 3greed that a new family ollering will therefore be 3n are3 of development within our new strategy, 311owing Revitalise to increase the impact on whole families by enablingthem to holiday together. > Before the pandernic carers were struggling to access meaningful breaks, with 440/0 of carers saying they did not get the breaks they needed. This 51tu3tion has worsened during the p3ndemic, during which 72010 ol carers had no breaks. 01 those carers who did get breaks two thirds (660/0) said they had fewer breaks or insufficient break5 to look alter their physical and mental health. 20 | Annual Report & Cons01id3ted Account5 In collaboration with our guests and our teams across the organisation, Revitalise therefore set out.. Learning from our beneficiaries that in order to deliver that impact, our breaks need to support them to: > Feel less isolated and lonely. > Experience no stigma > Reduce stress levels. A new lon*terni vision: > A society in which every disabled person and every carer is able to take the break or holiday they want. > Rel ieve carer burden. > Feel more empowered and included. > Feel more understood and attended. A new organisational purpose: > Support the developrnent of relationships, friendship networks and family life. > Have more lun and more opportunities to relax. > To enable disabled people and theirf3milie5 to access and enjoy amazing holidays, breaks and experiences tailored to them, to escape, relax and have fun. And at a societal level, our guests need us to: We also defined our impact statement in collaboration with our guests and colleague5, and drawing on academic research evidence and insight work we had commissioned.. > Raise awarene55 of the barrier5 to break5 and holidays experienced by d isabled families. > Help them acce55 their statutory entitlements to respite breaks. > Change attitudes to disobility and the caring role. > Disabled people and carers experience improved wellbeing and do not reach breaking point. > Help to make society more inclusive for all. Wellbeing is increasingly seen as a goal ol public policy, and there are tools to measure it that we can adopt. Guests were equally keen to emphasise though that the complement lo better wellbeing is avoiding crisis levels of stre55 or other difficulties. We also developed and agreed new values which our teams and guests believe to be fundamental to delivering the strategy: We are caring. We care about our guests and aboLJt e3ch other. We are guest obsessed, We are inclusive. We welcome everyone. > We are joyful. Fun, warmth and laughter are at the heart of everything we do. > We are change-makers. We make things happen for our guests and for disabled people. > We are hardworking. We strive for excellence, and we do not give up. Annual Report & Con501idated Accounts | 21 And we agreed our four strategic priorities and the workstreams we will undertake to deliver against those priorities: Long term financial sustainability Quality > Growingour lundraisingand retail income > Launching 8 major capital fundraising campaign to fund works to our centres > Refurbishing our environments to deliver an outstanding respite holiday experience > Embedded a newquality and practice framework > Launching and embedding our new operating model > Incre15ing our cèpacity to provide more breaks each year > Developing and launching a new13milies offering > Running the charity at maximum efficiency > Innovating our systems Awareness People > Slep changing our brand awareness > Continuing to learn about our guest audience and how we can help and support them > Improving staff turnover, sickness and absence > Embedding one organisational culture > Achieving high performing teams > Raising awareness of the statutory funding entitlement and the means to acce55 it Our new strategy, Theory ol Change and outcomes fr3mework was approved by the B03rd ol Trustees in October 2021. 22 | Annu31 Report & Consolidated Account5 Future Plans Providing holidays once more Last year, we wrote positively about emerging from COVID-19, looking to the future and being able to provide our amazing breaks and holidays once more. With the Government's announcement that all legal COVID restrictions were to end on1st April 2022, we are delighted that we have been able to revert lo our core offering. We will support our managers lo motivate and engage their teams to give their creèlive best in delivering hol id3y experiences th3t delight our guests and contribute their voices and ideas to continuously Improving the way we do things. We plan to introduce recognition 5cheme5 for both our staff 3nd our volunteers to acknowledge and thank them lor the extraordinary things they achieve week in, week out. At Sandpipers, where we have run e55enti31 and emergency respite throughout the pandemic, this means being able to welcome more guests through our doors lor holiday experiences, including fun outings and excursions, which we have hilherlo been unable lo support. We will continue to actively promote diversity and inclusion in the workplace, using our new systems C3pability and employee 3nd volunteer feed back lo monitor progress. We will carry out 3 comprehensive survey to asse55 our people's perceptions ol every 35pect of their experience a5 employee5 and use this to action plan for further improvements. At jubilee Lodge, we wound down our step-down contract with the NHS. We are both grateful for the opportunity to support the N HS through the pandemic ènd lor what we learned in delivering it, and delighted to be able to let our loyal guests know that we were reopening after 2 years ol closure to hol idoy guests. The centre reopened on 6th April, and it was wonderful lo see so many familiar fèce5 In our opening lew weeks. We will reintroduce volunteers lo our jubilee Lodge centre after the Iwo-yeor suspension ol their activitie5 there. We plan to invest more dedicated resource local ly in the recruitment, onboarding and support of volunteers, ond use the improved digital marketing c3pabilities avai13ble to us to generate further interest in our volunteering opportunities from diverse communities while plugging the seasonal gaps we have Sometimes experienced in the past. Investing in people We will consolidate and build on the work started this year to achieve our aims of high performing teams., the onbo3rding and retention of skilled and confident colleagues,. a professional, engaged and inclusive culture,. and a flow ol well-motivated volunteers. Job roles and delivery requirements in our holiday centres will be remodelled to ensurethey 3re fully aligned with what our research has shown our guests want while enabling cleèrer routes for career progre55ion. Redeveloping our centres This year will be a pivotol yeor for our cenlres, redevelopment proiecl, which commenced following the approval of the corporate strategy by the Board of Trustees in October 20213nd has started with the refurbishment of all 31 rooms at Jubilee Lodge, due to complete in March 2023. Plans are 31so being shaped lor a new wing at our Sandpipers centre, to lake our capacity up lo 60 guests per week, and for the inclusion ol new family lodges on the site, in line with what our guest5 have told us they need - proper family holidays as well as the opportunity for individual respite. Annual Report & Consolid3ted Account5 1 23 Having originally planned for Waterside House lo be the first of our redevelopment projects, we hive now agreed with the Board th3t it will take place 3fter the other two centres. Waterside House is a sile with the most outstanding development potential and our plans are more ambitious than they were at the outset in that the greatest opportunity is for a total rebuild lo produce a transformational, modern, centre ol excellence on the sile, catering to 60 guest5 and including a new hydrotherapy pool, wellbeing centres and extensive family accommodation. the profile of Revitalise's work and the importance of respite holiday5. Whèt's more, the refurbishment5 the appeal will fund will deliver a guest experience th31 better reflects our guests, expectations and exemplar facilities through which Revitalise can inspire improvement5 to accessible holid3y provision beyond Revitali5e'5 own facilities. Give Me A Break appeal pl3n5 were developed with input from specialist consultants who provided an assessment of Revilalise's capability lo del iver an appeal of this nature as well as drafting a compelling C3se for support. We have also tested the Appe31'5 key messages and themes with 3 range ol lunders, partner5 and critically, Revitalise's existing hotel users. The'Give Me A Break, capital appeal During 21/22 robust plons h3ve been developed lor C3pilal Appeal to Support Revitali5e'5 expansion and redevelopment programme. The appeal will begin in eèrly 22/23 with informal conversations with individual donor5 and high- profile supporters. The initi81 locus of the appeal will be the essential refurbishments required at Jubilee Lodge, before the appe31 subsequently locuses more explicitly and potentially, more publicly, on the proposed Sandpipers expansion and the rebuilding ol Waterside House. By enabling Revital ise to increase its hotel cap3City and providing a platform to engage a wide range of new and existing supporters, the Give Me A Break appeal will play a critical role in Revit31ise's 51rategy and long-term sustainability plan. It will also help raise 24 | Annu31 Report & Con501idated Accounts Trustees, Report The Trustees, who are also Directors of the charity for the purposes of Company Law, present their Annual Report and Financial Statements for the year ending 31st January 2022. The Annual Report serves the purposes of both a Trustee Report and a Director's Report under Company Law. Objects and Public Benefit Our objects are to promote the welfare and rehabil itation of physically disabled persons and promote other charitable purposes. Our partnerships enable us to work with others to achieve our aims, as this contribute5 both to service relevance and lo the c051-effective reali58tion of our purpose. Over the13St year, we've worked in pirtner5hip with i number of organisètions,including ISL, Takeda, UKinbound, The Holiday Property Bond and the Respite Association. These partnerships have helped enhance Revilali5e'5 reach, service relevance, income, cost effectiveness or any oombin3tion ol these benefits. Ourvision A society in which every disabled person and every carer 15 able to lake the break or hol iday they want. Our purpose To enable disabled people and their families to access and enjoy amazing holidays, breaks ènd experiences tailored to them, to escape, relax and h3ve fun. Our public benefit can be measured first by the number ol people with disabi litie5 to whom Revi131ise provides es5enti31 services, together with their carers,. second, the inspirational opportunities we offer lo volunteers,. and third, the financial a551Stance we provide to help those in financi31 need. Ourservices are the provision of short breaks lor people with disabilities and carers al our acce55ible cenlres, offering on-call 24-hour care, personal support and 8 choice ol activities and excursions. Short breaks are run from Revitalise jubilee Lodge in Essex, Revitalise Netley Waterside House in Southampton (currently closed for redevelopment work), and Revitalise Sandpipers in Southport. The Charxty Commission's general guidance on public benefit is referred lo by the Trustees when reviewing the Charity's aims and objectives and in plinning It5 future activities. In particular, the Trustee5 consider that the new planned activities will contribute to the aims and objectives that have been set. Annual Report & Consolid3ted Account5 | 2S Structure, Governance and Management The Charity is governed by its Memorandum and Articles of Association, which were last amended in 2020. Board of Trustees The Board delegates powers to the following Committees and individuals. The Board ol Trustees ("Ihe Board") is responsible lor the overall governance ol the Charity. Trustees are appointed and 311hough the number ol Trustees is currently limited to 20, it is within the power ol the Board to amend this figure il appropriate. TrLJ5tee5 serve lor an initial term of three years. after which they can be elected by the Board lo serve lor a further two term5 01 three years each. In exceptional circumstances, they may serve lor another period beyond the nine-year term, with the length to be agreed by the Board and to be no more than 3 years. > Finance, Audit & Risk Committee The Finance, Audit and Risk Committee comprises al least two Trustees, together with up to three co-opted members. and is attended by the Chief Executive and the Chief Financial Officer along with other staff members as necessary. Ils role is to provide the Board with imp3rti313dvice on the effectiveness of the Charity'5 financial performance, risk and control arrangements. It provides scrutiny ol the Charity's Systems and processe5, ensuring th3t these are robust and fit lor purpose and ensures that risks are catalogued, along with their control systems, investigating on behalf ol the Board, anythi n8 that threatens or adversely affects the accomplishment ol the Charity s aims and objectives. Board meetings take place 4 limes a year. The Board normally meets with the Charity's Senior Management Team, bul it can also have closed sessions. It is the responsibility ol the Board to develop organisalional strategies in partnership with the Senior Management Team and to review operational performance, to sel budgets and approve operating plans. New Trustees who join the Board receive an induction lo help them understand the work ol the Charity and the environment in which it operates. This aids effective and informed decision-making. > Brand & Commercial Development Committee The Brand & Commercial Development Committee comprise5 at least two Trustees, together with up to one co-opted member, and is attended by the Chief Executive, the Chief Financial Officer, the Director of External Affairs and the Director of Fundraising. Its role is to review income generation, communications and marketing plan5, to Support the Senior Management Team in developing new income gener3tion, marketing and communications initiatives and lo monitor subseouenl performance. In addition, the Committee is responsible lor reviewing industry trends, seeking new commercial opportunities and exploring Innovations that have the capacity to generate income lor the Charity. The Board delegates the exercise ol certain powers in connection with the management and 3dministr3tion ol the Charity. This is controlled through regul8r reporting back to the Board so that the Trustees can oversee all decisions made under delegated powers. The Committees and individuals lo which the delegation takes place are shown below. 26 1 Annual Report & Cons01id3ted Account5 1111111 Quality & People Committee The Quality & People Committee comprises at least three Tru51ees, together with up to one co-opted member and is 3ttended by the Chief Executive, Director ol People & Culture ènd Director of Quèlity. With respect to quality, its role is to ensure Revitali5e puts the guest experience, which is a combination of high quality and safe care and excellent hospilalily, al the heart ol the Service we oller, to 3ssure the Board that the organisation is compliant with all regulatory and legol matters in relation lo guest experience, and to ensure that the Charity has all the necessary systems and processes in place to effectively deliver quality throughout the guest experience. In regard to People, it set5 and rnonitors the organisation's people strategy, ensuring that pay policies 3re fair and competitive so that the Charity allracts and retains colleigues with the right talent and skil Is, and making certain that the Charity h35 the right Trustees and senior leaders to govern, lead and deliver objectives. > Chief Executive The Chief Executive is responsible lor the day-to- d3y management of the Charity's affairs and for implementing policies agreed bythe Board. The Chief Executive 15 a55isled by a Senior Management Team and other staff. > Senior Management Team The Senior Management Team assists the Chief Executive and carries out the day-to-day management ol the Charity's affairs and implement5 policies agreed by the Board. It is comprised ol the Chief Financial Officer, the Director of Strategy, I mpact & External Affairs, the Director of Fundraising and the Director of People & Culture. Group structure The Charity has a wholly owned subsidiary company, Revitalise Enterprises Limited, which ceased trading on 31 january 2017. On 1st February 2017. all its ssets and activities were transferred to the parent charity, Revitalise and the company is now dormènt. Previously Revitalise Enterprises Limited carried out non-ch8ritable trading activities to raise funds, donated under Gilt Aid, lo the Charity. In setting pay, the Committee considers available market information, the performance of the Chority in 3chieving it5 financial objectives, and statutory obligations such as National Living Wage. In addition, the Committee maintains a strategic overview of people issues and organisational development acr05S the Charity. > Portfolios There are agreed portfolios whereby individual Tru51ee5 act as a gateway for Revitalise expertise on key areas. Porilolio holders are able to convene working groups, when needed, in consultation with the Chair. There are currently no portfolios. Annual Report & Con501idated Accounts | 27 Y* Financial Review Financial performance The financial s13tements for the year show a deficit 01 £631k compared with a surplus of £890k a year earlier. Income w3s £6.9m down from £10.6m in 2021. Expenditure in the year was £7.6m down from £9.7m in 2021. the Centre whilst we plan and lundraise to rebuild it. Our Sindpipers Centre offered re5Plte and holiday break5 to guests, albeit with reduced guest number5 due lo COVID restrictions. Our shops bounced back from the long period ol closure in 2020/21 and ended the ye3r in 3 Strong position. We opened a new store in Portsmouth with plans lor a second one in the same city this year. With only one Centre ollering holid3y5 to guests, our fundr3i5ing performance was below expectations, but considerable lime has been spent planning a major capital appeal to fund the redevelopment and refurbishment of our three Centres. The 3ppeal launched in April and building work at Jubilee Lodge began funded by a generous legacy received before the pandemic. Through thi5 mulli-year progr3mme, we expect to deliver increased capacity as well as improved quality ol environment and experience our guest5. Outlook 2021/22 continued to be chèllenging as the impact of COVID-19 impacted our 3bility to return to a full holiday offering. We continued to offer our Jubilee Lodge Centre lo the NHS to support those coming out of hospitèl. We offered the same lor a short period at Waterside House before making the dillicult decision to temporarily close 28 | Annual Report & Con501idated Accounts Sources of Revenues and Use of Expenditure Our sources of revenues and use of expenditure are as follows: Income 2021-22 2020-21 £'ooo £'ooo Charitable activities 5,158 5,537 Other trading activities Donations & legacies Investment income 984 590 800 4,467 Income 2021-22 Income 2020-21 6.944 10.599 Expenditure 2021-22 2020-21 £'ooo £'ooo Charitable activities 6,376 8,554 Other trading activities Donations & legacies 862 838 338 322 7.576 9,714 Expenditure 2021-22 Expenditure 2020-21 Don3tions & legacies Other income/expenditure Annual Report & Con501idated Accounts | 29 Reserves Policy The Charity needs reserves so that it can continue its operations in the event o13n unforeseen shortl811 in income or Increase in costs. This is Important in order that we can continue 10 Support our guests and their c3rers, whilst also moving forward our long- term project to add additional Revitalise cenlres. The Charity also requires reserves to cover potential timing differences between the receipt ol its revenues and its expenditure, which is largely fixed in n31ure. Fundraising policy With a policy of pricing its break5 at or below the cost ol providing its services, Revi131ise looks to its fundraising activities to finance both Its support for guests who cannot 3flord a bre3k, and the further development of its existing and proposed new centres. Revilalise is registered with the Fundraising Regulator nd follows its Code ol Fundraising Practice. Revit3lise carries out fundraising activities itself and does not utilise the services of any prole55ional fundraising organisations. Revitali5e fundraising comes from.. Looking at the historical 3nd budgeted cash flow trends, the Charity considers thèl a policy of rnaint3ining unrestricted reserves equivalent to its expenditure on unreslricled charitable activities lor a period of at leost 3 month5 is appropriate," lor this year thi5 equates lo a minimum reserve target ol £1.8m. Unrestricted working c8pil81 funds at 31st January 2022 were £2.65m, which equates lo approximately 4 rnonlh5 of expenditure cover. The Trustees have plan5 that will result in unrestricted reserves reducing over the coming year and they will continue to monitor both the reserves target and actuèl reserves level. > Applications lo trusts and foundations,. > Legacies,. > The fundraising activities of each cenlre's supporters, friends, group,. > Corporate donatiQnS,' > Sponsorship monies from participants in events,. > Individual donations,. and > Grant5 from local councils. Reserves at 31 January were: The Revilalise approach to fundraising is to build long term relationships with supporters 3nd not to make requests that are unreasonably per51Stent. In keeping with its fundamental activity ol providing services to disabled people, Revit81 ise lakes great care lo ensure that it does not seek donation5 frorn vulnerable people. This approach is supported by the Revitalise Fundraising Promise.. 2022 £'ooo 2021 £'ooo Restricted funds Other restricted funds 1,228 1,327 Unrestricted funds > We will always tell you how your money is being spent, to show how you are helping provide an essential service to disabled people. > We do not phone people to solicit money,. we will never cold call you or anyone else to ask lor donations. Fixed assets 3,179 3,269 Working capital 2,658 5,837 3,100 6,369 Total reserves 7.065 7,696 > We will never Sell your d3t3 or 5h3re it with anyone. > 11 you say that you want to hear from us less, or not at all, we will make sure your wishes are honoured. Investment Policy The Charity hès placed no cosh Into investments since 2010 3nd all funds 3re held as cash in current or deposit 3ccounts. 30 1 Annual Report & Consolid3led Account5 It is very r3re lor Revitalise to receive a cornplaint about ils fundr3ising 3clivilies. I n fact, we received no complaints in 2021/22. Should a compl3inl be received, it would follow our Complaints Policy, which in summary is.. > Initial response within 10 working days > Full response within 20 working days > 11 not satisfied, esca131e lo the Chief Executive > 11 still not satisfied, escalate to the Fundraising Regulator Risk Management and Internal Control Revitalise maintains a comprehensive Risk Register. This register is the principal tool for the management of risk and the Finance, Audit & Risk Committee monitors the key risks identified. The principal risks facing the Charity are: Governance and Strategy - Revitali5e draws a large proportion ol its income from members of the public through donations and the use of ils charitèble services. Because of th15 It takes every step to communicate regularly with stakeholders. It also seeks to portray 3 Posltive image in the media through regular event5, press releases and promotional materials. Ensuring the org3nisation is well-governed, with appropriately qualified and experienced Trustees is key to managing this risk as Is selling a clear slrotegy whose progress 15 regularly monitored and evaluated. Quality and People - The Charity works with a wide range ol different client groups in a variety of sellings, involving many staff 3nd volunteers. This provide5 the orginisation with a large number of potentially serious risks to manage, including health and safely and the welfare ol all involved. These are managed through a programme of clinical and care tr3ining, policies and procedural guidance, 3udits nd checks. We have carried out a review ol our 5afeguording procedures ènd have implemented changes, including refreshing our Safeguarding training. The Executive Team lead on ensuring our services are fit lor purpose. Our operational policies and procedures have been improved and are now linked to CQC'S KLOE plan, supported by a programme ol internal audits. Our Board has been strengthened by the addition of a new Trustee with a care background. Annu31 Report & Consolidated Account5 | 31 é• > Business and Financial - While the Charity operates with a robust sel of financial controls and a strong balance sheet, it continues to operate in cyclical and potentially vulnerable markets. The Charity remains commilled to developing a long term 5U5t3inable financial model, holding sufficient reserves to rn3n3ge through periods ol reduced activity as well as to continue to invest in the future of the organisation. Regular reviews ol in-year and longer-term financial plan5 and budget5 take place to ensure Ih3t financial risks are minimised. The Charity uses è 5-year plan, an annual detailed budget, monthly accounts and relorecasts, cash flow forecast5 and other regular reports, to help mitigate these financial risks. > External lincluding Covid-19, Regulatory and Technology) - in early 2020 the world was faced with a global pandemic which had an impact on every area ol life acros5 the whole world. Two years on, the Charity has weathered the pandemic and put in place a range ol measures that enabled it to continue to support guest5 throughout. A5 Wlth 311 organisalions, we face external threats associ3ted with our use ol technology and we are working to improve our infrastructure and information security h5 well a5 educate our colleagues to safely operate online. As p3rt of thi5 risk management proce55, the Trustees acknowledge their responsibility lor the Charity's System ol internal controls and lor reviewing its eflectivenes5. Their response lo these risks is st3ted in the Reserves Policy (page 30). 32 | Annu31 Report & Consolidated Account5 Staff and Volunteers Staff We 3re 3Ctively committed to promoting diversity and inclusion at work as in service delivery We have policies 3nd procedures in place to ensure that recruitment and promotion 3re b3sed on aptitude and ability, and that people are treated fairly, wilhoul bias and with respect, at all stages ol their employment. All ol our people policies are 355es5ed in diver51ty impact terms before roll out. M3n3ger nd staff accountability lor promoting inclusion in the workplace is bui It in to our new performance managernent and development scheme. 83 % of our Executive Te3m and 75 /0 of those holding our highest paid role5 are women. We work closely with our occupational health advisors to ensure that we make the right adjustments to support our stall with disabilities to join us and carry out their roles effectively. Revitalise aims to be i greit place to work. We know that our staff get an enormous amount ol satisfaction from making such a big difference to the lives ol our gue5t5. The work can èlso be challenging, and we are committed to providing staff with a working environment that genuinely reflects our slated values. We expect our staff to be absolutely guest-cenlred and to work hard, demonstr3ting high levels of skill and confidence. In return, and to enable this, we seek to pay and treat people fairly and transp3rently, support the development ol their skills and care lor their physical and mental wellbeing. All slalf have access lo our 24/7 Employee Assistance Programme lor free counselling and advice. We set clear Standards lor the ways in which we expect our managers lo support the performance, development and wellbeing of staff and we aim to give them the tools, resources andtrainingto doall thiswell. We ensure managers and staff are accountable to their stakeholders through our 360-degree feedback process for continuous improvement in everything they do. Volunteers Volunteers play a critically important role at Revilalise,. our guests give us feedback on how much our volunteers help to enhance their enjoyment by sociali5ing, engaging them in activities and Supporting with excursions. We have been welcoming them back to our centres since the mandated vaccine programme was lifted. Our Shop volunteers continue to help us generate rnuch needed additional income to add to the quality ol the holiday experience. We have restructured our centre management functions to ensure that there is capacity to locus on the recruilmenl, induction and support ol volunteers, including careful attention to their health and safety. We 3re in the process of launching 3 recognition scheme lo give thanks and organisalion-wide exposure to some ol the exceptional contributions that individual volunteers make locally. We aim to keep st3fl informed ol and proud about our plans and what we are achieving, and to give every individu31 a voice. We have a slafl newsletter and 3 regular two-way cascade briefing and engagement proce55 through which everyone can be included in conversations about how we can be a great service provider and employer. Our CEO and members of the Executive Tearn regularly visit our centres and shops to engage with our sl8fl as well as with guests and customers. Annual Report & Con501idated Accounts | 33 Statement of Trustees, Responsibilities The Trustee5 (who are also directors of Revitalise Respite Holidays lor the purposes ol company law) are responsible for preparing the Trustees, report, the strategic report, and the financi315tatements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). The Trustees are responsible for keeping proper ccounting records that disclose with re8son8ble accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible lor saleguèrding the as5els ol the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. Cornpany13w requires the Trustees to prepare financial statements for each financial year which give a true and foir view of the stale of allairs of the charitable company, and ol the incorning resources and application ol resources, including the income and expenditure, ol the charitable company lor that period. I n preparing these financial staternents, the Trustees Bre required to.. In so far as the Trustees are aware: > there is no relevant audit information of which the charitable company s auditors are unaware," and > the Tru51ees have taken all 5tep8 that they ought lo have taken to make themselve5 aware ol any relevant audit information and to establish that the auditors are aware of thol Information. select suitable accounting policies and then 3ppIy them consistently,. observe the methods and principles In the Charities SORP," The Trustees are responsible lor 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. make judgernents and estimate5 that are reasonable and prudent,. stale whether applicable UK Accounting Standard5 have been fol lowed, subject to any material dep3rlure5 disclosed and explained in the financial statements,. 3nd The Trustees of the Charity guarantee to contribute an mount not exceeding £110 the assets of the Charity in the event of winding up. The total number of Such guarantees at 31st january 2022 was 6. The Trustees are Members of the Charity, bul this entitles them only lo voting right5. The Trustees have no beneficial interest in the group or the Charity. > prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in operation. 34 | Annual Report & Con501idated Accounts The Trustees, Report and the Strategic Report are hereby approved. By order of the Board ol Trustees As trYiktshiY6 Adam Wiltshire Trustee & Chair of Finance, Audit and Risk Committee 14th July 2022 n4 y¢" Independent Auditors, Report to the Members of Revitalise Respite Holidays Opinion We h3ve audited the financial statements of Revilalise Respite Holidays lor the year ended 31 january 2022 which comprise the Statement ol Financial Activities, the Balance Sheet, the Statement of Cash Flows and notes lo the financial slalemenls, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice). Basis for opinion We conducted our audit in accord3nce with Intern3tion81 $18ndards on Auditing (UK) (ISAS (U K)) and applicable law. Our responsibilities under those standards are further described in the Auditor's responsibilities lor the audit ol the financi31 statements section ol our report. We are independent ol the charity in accordance with the ethical requirements that are relevant lo 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 3 basi5 for our opinion. n our opinion, the financial statements: > give 3 true and fair view of the State of the charitable company's 8118irs as al 31 January 2022 and ol the charitable company's nel movement In funds, including the income and expenditure, for the year then ended,. > have been properly prep3red in accordance with United Kingdom Generally Accepted Accounting Practice,. and Conclusions relating to going concern In auditing the financial statements, we have concluded that the trustees, use of the going concern basis of èccounling In the preparation ol the Iinèncial statements is appropriate. > have been prepared in accordance with the requirements of the Companies Act 2006. Based on the work we h3ve perforrned, we have not identified any material uncert8inlies relating to events or conditions that, individually or collectively, may C35t significant doubt on the ch3rit3ble company's bi lity lo continue as a going concern lor a period of at least twelve months from when the financial statements are aulhorised lor issue. Our responsibilities and the responsibilities of the trustees with respect to going concern are described In the relevant sections ol this report. 36 1 Annual Report & Cons01id3ted Account5 Other information Matters on which we are required to report by exception In the light ol the knowledge and understanding ol the charitable company and ils environment obtained in the course of the audit, we hève not identified rn3terial miss13tements in the Trustee5' Report (which incorporates the strategic report and the directors, report). The trustees are responsible for the other information. The other information comprises the information included in the Trustees, Report. Our opinion on the fin3nci31 statements doe5 not cover the other information and, except lo the extent otherwise explicitly slated in our report, we do not express any form of assurance conclusion thereon. In connection with our audit olthe financial 5tatement5, our responsibility is to read the other information and, in doing so, consider whether the other information 15 materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears lo be materially misstated. 11 we identify such materiol inconsistencies or apparent rnalerial misst3tements, we are required to determine whether there is a m3teri81 misstalemenl in the financial statements or è material misstalemenl of the other information.11, b35ed on the work we have performed, we conclude that there is a material misstalemenl of this other information, we are required to report that fact. We have nothing to report in this regard. We have nothing lo report in respect of the following matters in relation to which the Companies Act 2006 requires us to report lo you il, in our opinion.. adequate accounting records have not been kept by the charitable company,. or > the choritable company financiol statements are not in agreement with the accounting records and returns,. or certain disclosures ol Iruslees, remuneration specified by law are not made," or we have not received all the information and explanations we require lor our audit Opinions on other matters prescribed by the Companies Act 2006 In our opinion, based on the work undertaken in the course of the audit: Responsibilities of trustees for the financial statements As explained more lully in the trustees, responsibilities statement sel out on page 34, the trustees (who are also the directors of the charitable company lor the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give true 3nd 13irview, and lor such intern31 control as the trustees determine is necessary to enable the preparation ol financial statements that are free from materi31 misstatement, whether due to fraud or error. > the inlorrnation given in the Trustees, Report (which includes the strategic report and the directors, report prepared lor the purposes of company13w) lor the fin3nci31 year for which the financial statements are prep3red is consistent with the financial statements,. and > the strategic report and the directors, report included within the Trustees, Report have been prepared in accordance with applicable legal requirements. In preparing the financial 5talement5, the Iru5tees are responsible lor assessing the charitable company's abi lity to continue as a going concern, disclosing, 35 applicable, matters related to going concern and using the going concern basis ol accounting unless the trustees either intend lo liquidate the charitèble company or lo cease operations, or have no realistic alternative but to do so. Annual Report & Con501idated Accounts | 37 Auditor's responsibilities for the audit of the financial statements > Inspecting correspondence with regul3tors and tax authorities,. Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from materièl mis51atement, whether due to fraud or error, and to issue an auditor s report that includes our opinion. Reasonable assurance is a high level ol assurance, bul is not a guarantee that an audit conducted in accordance with15As (UK) will alw3ys delect 3 m8teri81 misslalement when il exists. Misstatements can arise from fraud or error and are considered rnaterial il, individually or in the aggregate, they could reasonably be expected lo influence the economic decisions ol users taken on the basis ol these financial statements. > Discussions with management including consideration ol known or suspected instènces of non-compliance with laws and regulation and fraud,. > Evaluating management's controls designed to prevent and detect irregularities," > Identifying ènd testing journals,. and > Challenging as5umption5 and judgements made by management in their critical accounting estimates. These related lo depreciation and the pension deficit funding liability. Because ol the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading lo 8 material misstatement in the Iinèncial 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 financi31 stalemenls. as we will be less likely to become aware ol instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud r3ther than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation. Irregularitie5, including Irhud, are instances of non- compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to delect material misstatements In respect of irregularities, including fraud. The extent to which our procedures are capable ol detecting irregularities, including fraud is detailed below-. Based on our understanding of the charitable company and the environment in which it operates, we identified that the principal risks ol non- compliance with lèws and regulations relèted to the use of restricted funds, care quality compliance and compliance with employment law, and we considered the extent to which non-compliance might have a Material effect on the financi31 statements. We 3150 considered those laws and regulation5 that have a direct Impact on the preparation of the financial st3tementS such as the Companies Act 2006 3nd Charitie5 50RP. A further description ol our responsibilities lor the audit of the financial statements is located on the Financial Reporting Council's website at". www.f rc.org.uk/3uditorsresponsibilities. This description forms parl of our auditors report. We evaluated management's incentives and opportunities lor Ir8udulenl manipulation ol the financial statements (including the risk of override of contro15) and determined that the principal risks were related to depreciation charges. Audit procedures performed by the engagement team included". Use of our report This report is made solely to the charitable company s members, è5 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 st31e to the chèritèble company'5 members those matters we are required lo state to them in an Auditor's report 3nd for no other purpose. To the lullesl extent permitted bylaw, we do not accept or assume responsibility lo anyone other than the charitable comp3ny and the charitable company's members, a5 a body, lor our audit work, lor this report, or lor the opinions we have formed. > Inspecting minutes ol Trustees, meetings,. > Reviewing calculations lor depreciation including reviewing estimated useful economic live5', > Reviewing allocations and disclosures relating to restricted funds,. > Reviewing the13test CQC reports,. 38 | Annu31 Report & Con501idated Accounts For and on behalf ol Haysmaointyre LLP, Statutory Auditor 10 Queen St Place London EC4R IAG Lee Stoke5 Senior Statutory Auditor Date.. 7 September 2022 revitalise.org.uk Annual Report & Consolidated Accounts | Revitalise Respite Holidays Statement of Financial Activities (SOFA) for the year ended 31 January 2022 Notes Unrestricted Restricted Total Unrestricted Restricted Total Funds Funds 2022 Funds Funds 2021 £'ooo £'ooo £'ooo £'ooo £'ooo £'ooo Income from: Donations and legacies Charitable aclivilies.. 339 800 3,687 780 4,467 lg 5.158 5.158 5,537 5,537 Other trading activities Investment income 984 984 590 590 Total income 6N83 461 6,944 9,819 780 10,599 Expenditure on: Costs of raising funds Charitable activities 338 338 322 322 5,816 862 560 6,376 862 7,928 626 8,554 Other trading activities 838 838 Total expenditure 3,4&5 7K116 560 7.576 9,088 626 9,714 Net (Expenditure)/lncome (533> 199) (632) 731 154 885 Other Recognised Gains and Losses Gains unrealised loss on investments 10 Net Movement in Funds (532) 199) 1631) 736 154 890 Reconciliation of Funds: Fund balances brought forward At1 February 2021 6.369 1.327 7.696 5,633 1,173 6,806 Fund balance carried forward At 31 January 2022 15.16 5,837 1,228 7,065 6,369 1,327 7,696 There were no other recognised gain5 or1055es, other than the above. The accompanying notes 3re an integral part of this st3tement ol financial activitie5. 40 | Annual Report & Con501idated Accounts Revitalise Respite Holidays ComponyNumbÈr." 2044219 Balance Sheet for the year ended 31 January 2022 2022 £'ooo 2021 £'ooo Notes Fixed Assets Tangible assets Investments 3.143 3,234 10 36 35 3,179 3,269 Current Assets Stock5 ii 12 18 Debtors 12 914 362 Bank deposits and cash 13 4,465 4,948 5,391 5,328 Liabilities Creditors.. Amounts falling due within one year 14 (1.476) (781) Net Current Assets 3,915 4,547 Total Net Assets Less Current Liabilities 7,094 7,816 Creditors - amounts falling due after more than one year 14 (29) (120) Total Net Assets 7,065 7,696 The Funds Of The Charity Restricted funds 15 1,228 1,327 Unrestricted funds Fixed assets 16 3,179 3,269 Working capital 16 2,658 5,837 3,100 6,369 Total Charity Funds 7,065 7,696 The financial statements were approved by the Board ol Tru51ee5 and authorised for issued and are signed on 14 july 2022 on their behalf by George Slunden, Choir Annual Report & Consolid3led Account5 | 41 Revitalise Respite Holidays Cash Flow Statement for the year ended 31 January 2022 2022 £'ooo 2021 £'ooo Cash Flows From Operating Activities Net cash used in operating activitie5 (378) 1,865 Cash Flows From Investing Activities Dividends, interest and rents from investments Purchase of investments Purchase of plant, plant and equipment Disposal of fixed asset (28) (110) (107) Net cash (used in)/provided by investing activities (105) (132) Change In Cash And Cash Equivalents In The Reporting Period (483> 1,733 Cash and cash equivalents at the beginning of the reporting period 4.948 3,215 Cash and cash equivalents at the end of the reporting period 4N65 4,948 2022 2021 Reconciliation of net income to net cash Flow from operating activities: Net income from the reporting as per the Statement of financial activities <631) 890 Adjusted for: Depreciation charge Dividends, interest and rent from investments (Gains) on investments Decrease in stocks (Profit) on the disposal of fixed assets (Increase) / Decrease in debtors Increase / (Decrease) in creditors Decrease in defined benefit pension scheme liability 198 (2) <1) 186 (5) <5) 1552) 695 1,262 (432) (35) 191) Net cash (utilised) by operating activities (378) 1,865 42 | Annu31 Report & Consolidated Account5 Revitalise Respite Holidays Notes to the Accounts for the year ended 31 January 2022 1. Accounting Policies A General information Revilalise Respite Holidays is a private charitable company limited by guarantee incorporated in England (company number 2044219. charity number 295072). The registered office and principal p13ce of business is at Stroke Association House, 240 City Road, London, ECIV 2PR. The charitable company's princip813ctivity is creating revitalising holidays lor disabled people and cèrers - everything you'd expect from a holiday backed up by excellent nurse-led care and an arrny ol brilliant volunteers to get the party started and keep it going. B Basis of accounting These financial statement5 have been prepared in accordance with FRS 102 'The Financial Reporting Standard applicable in the UK and Republic of I reland" the requirements of the Companies Act 2006 and under the historical cost convention, except as modified lor the annual revaluation of fixed asset investments. Within the definitions ol FRS 102, the charitable company is a public benefit enlily. The financial slalements have been prepared in accordance with the accounting policies set out in more detail below, to comply with the Charities Act 2011, the Comp3nies Act 2006, the Mernorandum and Articles of Association ol the ch3rit3ble company, and Accounting and Reporting by Charities.. the Statement ol Recommended Practice lor Charities (Second Edition, effective1 January 2019). Figures are presented in sterling and rounded to the nearest pound. C Going concern The Charity s activities, current financial p051tion, and factors likely to alfecl its future are set out in the Trustees, report. The Trustees h3ve reviewed forecasts and cash reserves, and concluded thèt the Charity has 5ullicient cash reserve5 to continue In operation lor at least 12 months alter the Signing of the accounts. Although it is not certain that these effort5 will be successful. the Trustees have taken action to mitigate the known uncertainties and are not oware ol any material uncertainties regarding the Charity s ability to continue as a going concern and deliver its charitable objectives lor at least the next 12 months. Therefore, the accounts have been drawn up on a going concern basis. These financial statements show the results ol the charitable company only. The accounts of the dormant companies have not been consolidated. Annual Report & Con501idated Accounts | 43 Revitalise Respite Holidays Notes to the Accounts for the year ended 31 January 2022 1. Accounting Policies (Continued) D Donations Donations and gilts ire included in lull in the statement of financial activitie5 when received. E Grants Revenue grants are credited to the staternent of financial activitie5 when received or receivable whichever is earlier, Where unconditional enlitlemenl to grant5 receivable is dependent upon lullilmenl of conditions within the Charity's control, the Income Is recognised when there is sullicient evidence that conditions will be met. Where there is uncertiinty as to whether the Charity can meet Such conditions, the income is deferred. F Legacies Income from legacies is accounted lor on a receivable basis and is recogni5ed in lull in the financial stolemenls in the period In which probate Is granted, and where there Is certainty ol entitlement and the sum to be received. G Income from charitable activities Fees from breaks, holid3yS, Continuing care and day services are recognised in the financial statements in the year in which the break or holiday occurs or the service is provided. H Other Trading Activities Income from the sales ol goods and services is derived from ordinary activities and is stated net of VAT. 44 | Annual Report & Consolidated Account5 Revitalise Respite Holidays Notes to the Accounts for the year ended 31 January 2022 1. Accounting Policies (Continued) Gifts in kind Gift5 in kind represent assets donated for distribution or use by the Chirity. Assets given lor use by the Charity are recognised when receivable. Gifts in kind are valued at the amount the Charity would otherwise have paid lor the assets. Donated goods for resale through Charity shops are not recognised in the financial statements as gifts in kind. J Expenditure Expenditure 15 included in the Statement of Financial Activities on an accruils basis and, because the Charity 15 unable to recover any UK Value Added Tax paid, inclusive ol that irrecoverable VAT. Expenditure is al located to the p3rlicular activity where the cost relates directly to that activity. Overhead and other costs not directly altribulable to particular functional activity categories are apportioned over the relevant Categories on the basis ol the activities given below. Cost type Office and HQ costs Operationol Management Information technology Volunteer recruitment Booking services Marketing Basis of allocation Space and facilities Activity numbers in Cenlres e.g. guest weeks Resources supported per department Volunteer number5 supplied Numbers ol guests booked Proportion ol resources used The costs shown under charitable activitie5 by objective are the gross costs of running 5ervice5. Staff are not allowed to carry forward holidays and therefore no provision is required. Staff lerminalion costs are accounted lor in the year in which they fall due. Annual Report & Consolid3ted Account5 1 4S Revitalise Respite Holidays Notes to the Accounts for the year ended 31 January 2022 1. Accounting Policies (Continued) K Fundraising costs Fundraising cost5 consist of the payroll costs of fundraisers together with their office costs and specific fundraising expenditure. Also included are associated IT and premises cost5 as well as an element of common central costs as above. L Governance costs These are the costs associated with the governance arrangements ol the Charity which relate to the general running of the Charity as opposed to Costs associated with fundraising or charitable activities. The costs will normally include external audit. legal advice lor Trustees and costs associated with constitutional and statutory requirements such as the cost of Trustee meetings. M Operating leases Rentals payable under operating leases are charged lo the Statement ol Financial Activities over the period ol the lease on 3 Str3ight-line basi5. N Pension costs The charitable company operates two defined contribution pension schemes with Nest and the Pensions Trust. The assets of the schemes are held separately from those ol the charitable compony in Independently administered funds. The pension cost charge represents contributions p3y3ble under the scheme by the charitable company to the fund. There were no outstanding or prepaid contributions at the balance sheet date. 46 | Annual Report & Cons01id3ted Account5 Revitalise Respite Holidays Notes to the Accounts for the year ended 31 January 2022 1. Accounting Policies (Continued) O Capitalisation policy and depreciation Fixed assets, being assets with a useful life greater thèn one yeèr, are stèted at cost. Items purchased with a value greater than £500 are capitalised. Depreciation 15 provided on fixed a55ets capit31i5ed in the financial statement5 in order to write off the cost of each asset over its expected useful life on a straight-line basis. as follows: Cars Buses Building equipment Office equipment IT systems Operating equipment 3-5 years 3-5 years 5 years 5 years 3 years 5 year5 Freehold and leasehold buildings= Freehold Building5 Freehold Improvements Leasehold Buildings Leasehold Improvements 50 years 10 years length ol lease length ol lease - 10 years Leasehold properties are amortised on a slraight-line basis over the period ol the leases. Work in progress is not depreciated as the asset h3s not been brought into lull economic use. Annual Report & Con501idated Accounts | 47 Revitalise Respite Holidays Notes to the Accounts for the year ended 31 January 2022 1. Accounting Policies (Continued) P Value of land and buildings The charitable company's interests in freehold and leasehold property are stated in the balance sheet at their current market valuations. Q Stocks Stocks are stated at the lower of cost and net realisable value. In general, cost is determined on a first in first out basis and includes transport ond handling costs. Net realisable value is the price at which stocks can be 501d in the normal course of business alter allowing for the costs ol realisation. Provision is made where necessary lor ob501ete, slow moving and defective stocks. No value has been placed on donated goods held lor resale. R Deferred income Income relating to future linoncial period5 has been deferred and Is shown in note 14 below. Income is deferred il the activity that it re13tes to takes place in a future period. S Restricted funds Such funds are subject to specific restrictions imposed by donor5. The purpose5 and uses of such funds are set out in note 15 to the accounts. T Unrestricted funds Such funds are general funds or have been set aside at the discretion ol the Trustees lor specific purposes è5 sel out in note 16 to the accounts. The Fixed Asset Fund represent5 the nel book value of tangible fixed assets after the deduction ol depreciation and taking into account any additions and disposals in the year. 48 | Annual Report & Con501idated Accounts Revitalise Respite Holidays Notes to the Accounts for the year ended 31 January 2022 1. Accounting Policies (Continued) U Foreign currencies Transaction5 in foreign currencies are recorded at the rate prevailing èt the date ol the transaction. Monetary assets and liabilities are re-translated al the rate ol exchange ruling at the balance sheet date. All differences are taken to the Statement of Financial Activities. V Transfers between funds Transfers are made from or between restricted lund5 when this is allowed by the terms ol the donation or where permission has been obtained from the donor. Transfers are made from or between unrestricted funds following approval by the Trustees. W Debtors / Creditors Policy Short term debtors are measured at tran53Ction price, less any impairment. Short term creditors are measured at the transaction price. Other financial Iiabililie5, including bank loans, are measured initially 3t13ir value, net ol transaction cost5, and are measured subsequently at amortlsed cost using the effective interest method. X Significant Judgements Policy Statement The preparation of financi81 statements in compliance with FRS 102 requires the use ol certain critical accounting estimates.11 also requires management lo exercise judgment In applying the Company's accounting policie5. In the opinion ol the trustees, the only estimate considered to be critical is estimating the useful economic life of tangible fixed assets. Annual Report & Consolid3ted Account5 | 49 Revitalise Respite Holidays Notes to the Accounts for the year ended 31 January 2022 Unrestricted £'ooo Restricted £'ooo Total 2022 £'ooo 2. Donations and Legacies Donations, Grants and Gifts 321 461 782 Legacies 18 18 Total 339 461 800 Unrestricted £'ooo Restricted £'ooo Total 2021 £'ooo Donations, Grants and Gifts 3,566 775 4,341 Legacies 121 126 Total 3,687 780 4,467 2022 £'ooo 2021 £'ooo Donations received from the Trustees during the year 2022 £'ooo 2021 £'ooo 3. Total Expenditure This is stated after charging. Audit fees 25 24 Depreciation Operating renta15 Equipment London Office rental Other asset5 198 186 71 52 181 100 71 195 During the year 2 Tru5tee3 (2021." 2) received reimbursement of travel costs including those paid direct by the Charity totalling £585 (2021.. £173) but no ernoluments. During the year, Trustees, indemnity insurance was provided al a cost of £773 (2021.. £1,932). SO | Annual Report & Cons01id3ted Account5 Revitalise Respite Holidays Notes to the Accounts for the year ended 31 January 2022 Central Admin £'ooo Volunteers Reservations Department £'ooo £'ooo 2022 IT Marketing Total £'ooo £'ooo £'ooo 4. Support costs directly attributed to services and fundraising activities Funding costs 40 16 Breaks for disabled people and carers 64 1.176 260 117 395 1.948 Total 1.216 260 133 403 2,012 Central Admin £'ooo Volunteers Department £'ooo 2021 IT Marketing Total £'ooo £'ooo £'ooo Reservations £'ooo Funding costs Breaks for disabled people and carers 57 20 82 1,525 310 147 465 2,454 Total 1,582 310 167 470 2,536 For details on apportionment basis see note lj above. Annual Report & Con501idated Accounts | S1 Revitalise Respite Holidays Notes to the Accounts for the year ended 31 January 2022 Direct Overheads & Direct Discounts/ 2022 Staff Costs Support Costs Other Depreciation Subsidiaries Total £'ooo £'ooo £'ooo £'ooo £'ooo £'ooo 5. Analysis of total expenditure Raising funds Investment for future 67 69 Management Legacies Trusts 64 64 105 105 Corporate and Events 97 97 Total 64 272 338 Charitable activities in Furtherance of the Charity's objectives: Breaks for disabled 2,322 1,948 1,664 people and carers Governance costs 187 232 6,353 23 23 Total 2,322 1.948 1,687 187 232 6.376 Other trading activities Costs of charity shops Costs of other activities 460 379 848 14 14 Total 460 393 862 Total expenditure 2,782 2,012 2,352 198 232 7.576 52 | Annual Report & Consolid31ed Account5 Revitalise Respite Holidays Notes to the Accounts for the year ended 31 January 2022 Direct Overheads & Direct Staff Costs Support Costs Other Depreciation £'ooo £'ooo £'ooo £'ooo Discounts/ 2021 Subsidiaries Total £'ooo £'ooo 5. Analysis of total expenditure Raising funds Investment for future 14 14 Management Legacies Trusts 222 82 304 Corporate and Events Total 222 82 18 322 Charitable activities in Furtherance of the Charity's objectives: Breaks for disabled 3,100 2,454 1,933 people and carers Governance costs 170 874 8,531 23 23 Total 3,100 2,454 1,956 170 874 8,554 Other trading activities Costs of charity shops 439 371 16 826 Costs of other activities 12 12 Total 439 383 16 838 Total expenditure 3,761 2,536 2,357 186 874 9,714 The 'Overheads and support costs, shown above include the full costs of providing accommodation and management support lor the lundr3i5ing department, along with the costs of providing marketing, public relations and communications for the department. The lolal direct stall costs and the direct depreciation costs shown above include only those costs which can be directly attributed to an activity. The total staffing costs for the organis3tion are shown in note 6 below which incorporates the costs of both direct and indirect staffing. Governance costs comprise audit costs as per note 3. Annual Report & Con501idated Accounts | $3 Revitalise Respite Holidays Notes to the Accounts for the year ended 31 January 2022 2022 £'ooo 2021 £'ooo 6. Staff Costs Staff costs and numbers were as follows: Salaries Social security costs Other pension costs Redundancy/Termination costs 4.034 344 56 66 4,790 382 100 26 4,500 5,298 Total emoluments paid to staff (excluding social security costs) 4,156 4,916 During the year the Charity also spent £305,383 (2021.. £294,272) on agency staffing. The number of employees whose emoluments amounted to more than £60,000 in the year was as follows: 2022 2021 £150,000 £ioo,000 £90,000 £80,000 £70,000 £60,000 159,999 109,999 99,999 89,999 79,999 69,999 Total pension contributions for these employees were £16,528 (2021.. £9,672). Total remuneration paid to key management in the yearwas as follows: 2022 £'ooo 2021 £'ooo Remuneration paid to key management Key management are as described in the Tru5tees' Report 549 457 The average number of employees in the years was as follows: Individuals.. All employees 207 2022 260 2021 Full time equivalents: Breaks for disabled people and carers Fundraising Support services Charity shops 91 128 21 21 20 21 138 173 54 | Annu31 Report & Consolidated Account5 Revitalise Respite Holidays Notes to the Accounts for the year ended 31 January 2022 2022 £'ooo 2021 £'ooo 7. Major component parts of expenditure Cost of sales Staffing, agency, training and uniform costs Rents 4,948 5,875 288 308 Property rnaintenance and cleaning Telephones and postage Water and energy costs Event costs 263 291 64 126 273 257 20 Food costs 114 155 Medical sundries 96 93 Volunteer fares Insurance 196 190 Vehicle running costs Stationery and printing Professional & consultancy fees Depreciation Marketing Guest Subsidies l Discounts 84 128 103 154 298 402 198 186 173 313 232 874 Profit on Sale of Fixed Asset (1) Other 232 330 Total 7,576 9,714 8. Taxation The Ch3rity is exempt from corporation tax as all its incorne is charitable and is appl led lor charitable purposes. Annual Report & Consolid3ted Account5 | 5S Revitalise Respite Holidays Notes to the Accounts for the year ended 31 January 2022 Freehold Land Leasehold Land Furniture & Motor & Buildings & Buildings Equipment Vehicles Total £'ooo £'ooo £'ooo £'ooo £'ooo 9. Tangible fixed assets Cost at book value At l February 2021 Additions 6,503 2,100 497 343 9,443 22 41 39 107 At 31 January 2022 6.525 2,141 536 348 9,550 Depreciation Cost at book value At l February 2021 Charge lor the year 3,553 1,941 372 343 6,209 118 34 46 198 At 31 January 2022 3,671 1,975 418 343 6,407 Cost at book value At 1st February 2021 2,950 159 125 3,234 At 31 January 2022 2,854 166 3,143 114 56 | Annu31 Report & Con501idated Accounts Revitalise Respite Holidays Notes to the Accounts for the year ended 31 January 2022 2022 £'ooo 2021 £'ooo 10. Investments Investment movements during the year are as follows: Market value as at l February Investments gifted during the year Revaluation 35 28 Market value as at 31st January 36 35 11. Stocks Goods for resale 13 Food Stocks Total 12 18 12. Debtors Trade debtors 390 184 Other debtors 13 Prepayments Accrued income 475 99 36 74 914 362 13. Bank deposits and cash Deposits held by the Charity Current accounts 2,227 2,225 2,237 2,721 Cash holdings 4A65 4,948 Annual Report & Con501idated Accounts | $7 Revitalise Respite Holidays Notes to the Accounts for the year ended 31 January 2022 2022 £'ooo 2021 £'ooo 14. Creditors Amounts falling due within one year: Trade creditors 342 223 Other creditors 292 10 Accruals 127 89 Taxation and social Security Deferred income 93 609 310 Defined benefit pension scheme liability 13 38 1.476 781 Amounts falling due after one year: Defined benefit pension scheme liability The movement in deferred income is analysed as follows: As at1st February Transferred to the income and expenditure account Incorne received in advance 29 120 310 551 (124) (533) 423 292 As at 31st January 609 310 58 | Annual Report & Con501idated Accounts Revitalise Respite Holidays Notes to the Accounts for the year ended 31 January 2022 Asat l Feb 2021 £'ooo Asat Expenditure 31 Jan 2022 £'ooo £'ooo Income £'ooo 15. Restricted Funds The following funds are derived from donations given for particular purposes Balcombe trust 30 (30) Capital Campaign Interest 947 947 23 23 Joan Brander 73 (ii) 62 Longleigh Foundation National Lottery Fund Royal Air Force Benevolent Fund Other 20 13 (18) 15 67 (67) 164 448 (434) 178 Total restricted fund 1,327 461 1560) 1,228 Asat l Feb 2020 Income £'ooo £'ooo Asat 31 Jan 2021 £'ooo Expenditure £'ooo Balcombe trust 30 30 Barclays charitable trust Capital Campaign Clothworkers, Foundation 100 (100) 947 947 13 (13) (300) Garfield Weston 300 Interest 23 23 Joan Brander 87 (14) 73 Longleigh Foundation National Lottery Fund Royal Air Force Benevolent Fund Other 20 20 109 (42) 67 (5) 95 221 (152) 164 Total restricted fund 1,173 780 (626) 1,327 Annual Report & Con501idated Accounts | 59 Revitalise Respite Holidays Notes to the Accounts for the year ended 31 January 2022 15. Restricted funds (continued) The categories of funds above are defined as follows: Other Revenue funds These funds are predominantly held for supporting guests with financi81 needs or lor those from specific geographical areas In taking a break at a Revit3lise Centre. The largest such fund is the Joan Brander Memorial Fund. Other revenue lund5 held are generated Irorn restricted donation5 to support the work ol Revitalise in other ways. Capital Campaign These funds have been received in response to the Charity's capital campaign for the construction ol a fourth respite cenlre. 60 | Annu31 Report & Con501idated Accounts Revitalise Respite Holidays Notes to the Accounts for the year ended 31 January 2022 Asat Expenditure & Net income/ Asat l Feb 2021 Income investment losses (expenditure) Transfers 31 Jan 2022 £'ooo £'ooo £'ooo £'ooo £'ooo £'ooo 16. Unrestricted funds Tangible Fixed Asset Fund 3,269 3,100 108 1198) (90) 3.179 Working Capital Fund Net Movement in Funds (107) 198 91 (533) 2,658 6,483 (7,016) 1533) 533 6.369 6,484 (7,016) (532) 5,837 Asat Expenditure & Net income/ Asat l Feb 2020 Income investment losses (expenditure) Transfers 31 Jan 2021 £'ooo £'ooo £'ooo £'ooo £'ooo £'ooo 16. Unrestricted funds Tangible Fixed Asset Fund 3,312 148 (191) (43) 3,269 Working Capital Fund Net Movement in Funds 2,321 (148) 197 49 730 3,100 9,818 (9,088) 730 (730) 5,633 9,818 (9,082) 736 6,369 Tangible Fixed Asset Fund The Tangible Fixed Asset Fund incorporate5 the vèlue of fixed assets held by the Charity and used in the provision and administration of services. Any assets purchased by the Charity are paid lor by the Working Capital Fund and the value ol these is then transferred to the Fixed Asset Fund. Conversely the value of depreciation charged on fixed assets lor the year and Impairment ère passed back from the Fixed Asset Fund to the Working Capil31 Fund. During the year the sum of £lk was disinvested in capital expenditure. Working Capital Fund See reserves policy on page 30 of the Trustees, report. Annual Report & Con501idated Accounts | 61 Revitalise Respite Holidays Notes to the Accounts for the year ended 31 January 2022 17. Share capital The Charity is a company limited by guarantee and has no share capital. Fixed Working Restricted 2022 Asset Fund Capital Fund Funds Total £'ooo £'ooo £'ooo £'ooo 18. Assets and liabilities representing funds Represented by Fixed assets 3,179 3,179 3,915 Net current as5etS 2,687 1,228 Creditors - due after1 year (29) (29) 3,179 2,658 1,228 7,065 Fixed Working Asset Fund Capital Fund £'ooo £'ooo Restricted 2021 Funds Total £'ooo £'ooo Represented by Fixed assets 3,269 3,269 Net current assets 3,220 (120) 1,327 4,547 (120) Creditors - due after 1 year 3,269 3,100 1,327 7,696 2022 2021 £'ooo £'ooo 19. Lease commitments The future minimum operating lease payments for the group and the Charity are as follows. Within one year 330 Between two and five years 294 332 321 662 615 62 | Annu31 Report & Con501idated Accounts Revitalise Respite Holidays Notes to the Accounts for the year ended 31 January 2022 20. Capital Commitments As at 31 January 2022 the Charity had capital commitments lolalling £ Nil (2021.. £0). 21. Pension Scheme The Ch8rily s current employees are members of two defined contribution schemes, with Nest and Serie5 4 01 the Pensions Trust multi-employer scheme. I n previous years the Charity had employees in Series 1, 2 and 3 01 the Pensions Trust multi- employer scheme. These series ol the scheme are defined benefit schemes in the UK. It is not possible for the company to 5epar3tely identify its assets and liabilities to enable it to accoLJnt for the scheme as a defined benefit scheme. Therefore, it accounts for the scheme as a defined contribution scheme under FRS 102. The company is required lo pay additional recovery plan contributions in line with the estimated share of the Series l and Series 2 scheme liabilities. During the year the contributions totalled £61,752 (2021. £35,701) The recovery plan will be reviewed at each triennial valuation. The last such valuation w3s carried out at 30 September 2020. The next two being in 2023 and 2026, which could result in a change in the contribution value. At 30 September 2020 the valuètion showed assets of £800m, liabilities of £832m and a delicil of £32m. The equivalent valuation at 30 September 2017 showed assets of £795m, liabilities of £926m and 3 deficit of £131m. There is a requirement to provide in the accounts for the deficit contributions to be made under the recovery plan This liability is stated in note 14 and the reconciliation ol opening and closing provisions is as follows.. 2022 £'ooo 2021 £'ooo Provision at start of period Unwinding of the discount factor (interest expense) Deficit contribution paid Remeasurements - impact of any change in assumptions Remeasurernents - amendrnents to the contribution schedule 158 192 (38) (1) (37) 178) Provision at end of period 42 158 The provision for the defined pension scheme liability has been discounted by1.600/0 as of 31 January 2022 (31 january 2021.. 0.370/0). Annu31 Report & Consolidated Account5 | 63 u'iEIII I 11511 iuilli In-'Ii' iii Uliillin illiii=Ii'illiH IIIIHI#i'.- iilliu llllll-iliilli a j&IIiIH!ll! fJ 0303 303 0145 info@revitalise.org.uk revitalise.org.uk Revitalise Respite Holidays, Stroke Association House, 240 City Road, London, EC1V 2PR Registered charity number.. 2950721 Company number. 2044219 O @Revitalisecharity f /RevitaliseCharity @RevitaliseNow