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2022-03-31-accounts

Annual Report and Financial Statements

For the year ending 31st March 2022

About EDP

We believe in people and their ability to make positive changes.

Find out more

W: www.edp.org.uk E: info@edp.org.uk

@EDPDrugandAlcoholServices @EDPDrugAlcohol

Company number 02145656

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I was homeless three years ago “ and ex-army. This has brought my confidence back and taught me new skills. It’s done wonders for my social anxiety. It’s developed my character and given me a reason to get up in the morning.

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Contents

Contents
Chair’s Introduction page4
CEO Welcome page5
Overview page6
Approach and Values page7
Volunteers page9
Volunteer Case Study page10
Co-production page11
Devon Prisons page12
Dorset Prisons page13
The Departure Lounge page14
Flourish in Nature Project page15
Homelessness Work page17
Reach Dorset page18
Together Devon page19
Criminal Justice page20
Objectives page21
Reference and Administrative Information page22
Financial Review page25

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Chair’s Introduction

We have been merged with Humankind as a legally constituted subsidiary for two years and it gives me great pleasure to report how positive our partnership continues to be. EDP continues to work in the same innovative and responsive way and we benefit from having a broader range of expertise to draw upon which is enabling us to diversify our offer more than ever. With trustees drawn from both EDP and Humankind and a desire by all concerned to see good partnership work in action, we have been so privileged to visit hubs and prisons with our Humankind colleagues to see for ourselves why our performance is continually improving.

On a strategic level there have been many positive leaps forward, not least the rebooting of the South West Providers Forum, a meeting of minds and a place to collaborate for all of us dedicated to substance misuse in the South West. This has been well supported by The Office for Health Improvement and Disparities (OHID) and we have expanded our membership.

Seeing the impressive results and better outcomes for people who are in the court and prison systems as a result of the Universal Funding money has been a real highlight for trustees this year. The recent singling out of our excellent work by the Office for Health Improvements and Disparities which was particularly impressed by our case studies and the ways that we demonstrated the impact of the funding for people that use our services, was testament to the dedication and passion of the criminal justice teams in both Devon and Dorset.

Sadly drug-related deaths continue to rise year-on-year across England highlighting that drug, alcohol and mental health support has never been more needed. Trustees are always so grateful to and impressed by our staff who have ensured that we continue to deliver our services to a high standard, with professionalism and good humour in extraordinary circumstances at a time of increasing need.

This year saw the publication of Part 2 of Dame Carol Black’s independent report of substance misuse treatment services, followed by From Harm to Hope - A 10-year drugs strategy to cut crime and save lives. Government and our sector must now rise to the challenge of significantly improving prevention, treatment and recovery provision for those who experience drug misuse issues. We are glad that Dame Carol Black’s recommendations are now being actioned after so long of under-funding and we are totally ready for the task of extending and improving services still further so that service users get the very best professional, high quality and friendly treatment, that they deserve.

Finally on behalf of all the trustees, I would like to say thank you to all our hard-working staff who always go above and beyond in their roles. We see and hear this evidenced time and time again in the heart felt compliments from those that they support, treat and rejuvenate.

Ian MacQueen - Chair of Trustees EDP Drug and Alcohol Services

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Welcome

Although generally life is beginning to settle back into a more normal rhythm it is worth reflecting that this was a year when we emerged from Covid but were, until July, still very much governed by restrictions. Our staff in prisons had to work through numerous complete lock downs and the challenges that this threw up in terms of supporting people in their recovery. Given these constraints, it has been so very encouraging to see that despite all the challenges in terms of staffing through Covid, both our Devon and our Dorset services have seen improvements in performance.

We planned our roadmap out of the pandemic and little by little increased and reintroduced face to face sessions. We used this opportunity to reflect and consult with service users about whether there were aspects of the new ways of working that have been useful and that we should keep. Virtual meetings were seen as a godsend to our new clients - accessible, flexible and friendly, but those who were in service pre-pandemic understandably missed the face to face format.

Off the back of these comprehensive discussions with service users we set about implementing updated models of working. We put co-production at the heart of our work and created two influential groups - Working Better Together, which looks at operational improvements and the Working Together Strategy Group, which works with senior staff and trustees to influence change on a corporate level. We are delighted to have such a trusted and professional group of volunteers who get involved with interviewing and inducting new staff, working on EDP’s committees, reviewing policies and formulating innovative new ideas such as the Recovery Fund.

In February 2021 we heard that we had been part of a successful partnership with Shelter, the Lantern, the Bus Shelter and others in an initiative to engage assertively with the street homeless community in Dorset. This became the Reach Out partnership and the results have already been hugely encouraging with 179 homeless people being offered support so far.

Despite great challenges in recruiting to our sector, we were so lucky to get a team of highly skilled professionals into the new criminal justice roles, which came to life when the government’s Universal Funding was announced. We were delighted to be successful in our bids for the funds in both Devon and Dorset. In just a year, it has made a huge difference to the accessibility of support for those going through the court process and those transitioning out of prison. Indeed the work carried out by our criminal justice teams was considered of such a high standard that it was singled out for praise by the Office for Health Improvements and Disparities.

We undertook what is now an annual staff survey which has been so helpful in identifying what people enjoy about working for EDP and where improvements can be made. We have been implementing our action plan and have visited staff in all services to feedback. We’ve also used webinars which have been done in conjunction with Humankind to let people know about key changes. These webinars are part of Humankind’s regional structure and have been a successful way of keeping our two organisations closely aligned and well integrated.

Penny Blackmore - CEO EDP Drug and Alcohol Services

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Overview

9474

people across EDP services were helped on their recovery journey

655 drug dependent clients left community services drug free

462 mutual aid support groups took place in Devon & Dorset prisons

the number of people we helped this year increased by 8%

18% of our volunteers moved into paid employment

6521 clients were open to our community services

619 alcohol dependent clients left community services alcohol free

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Approach & Values

Approach & Values

Our vision is simple:

‘To improve the quality of life for people affected by substance misuse’. What this means in practice is that staff, stakeholders and partners are positive about people and their recovery. We want more people to live fulfilling lives which means improving social connections, wellbeing and employability. We build on peoples’ strengths, on their hopes, aspirations and hidden talents. EDP has a positive history of working with people with drug and alcohol issues. Increasingly we work with people with a range of challenges which impact on their wellbeing.

At EDP we:

Values:

EDP’s values sit at the heart of our work. We recruit, deliver and monitor against our core values and we strive to live by them every day. It was because our values so closely align with those of Humankind that we eventually decided to merge our two organisations, so we will keep delivering and measuring our success against these four core pillars.

Belief - We believe people can make it

Respect - How we work is as important as what we do

Partners - We do it together

Ambition - We focus on recovery and outcomes

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Jr

Volunteers

It was exciting for us to run a big induction for 19 peer mentors, volunteers and recovery coaches at the start of the year. It’s always wonderful to discover the range of talents and skills that our volunteers bring with them and to offer, in return, a comprehensive package of training over 12 weeks to make them ready for the demands of volunteering in a busy service.

We also held a number of celebration events over the year to show our appreciation for the people that give their time, energy and passion to support and improve our services. The highlight was an event in June, during Volunteers Week where we ran ‘a big virtual thank you’. Staff recorded video messages of thanks either to the volunteers as a whole or to specific volunteers with whom they work closely and these were played as part of a wider day of celebrations.

A big highlight for everyone involved is the way that co-production has gone from strength to strength in our community services. When genuine coproduction happens there is an energy of collaboration and innovation and that is what we are feeling right now. We have service users voices embedded at all levels of the organisation and the result is a more responsive and effective service.

September was a big month for our services, because we set up a new Recovery Fund. This is a pot of money to which service users can apply for some of the little things that can help them make the most of their recovery. We dedicated the whole of September, which is Recovery Month, to fundraising. Volunteers recorded their stories and these played every day throughout the month on our social media channels. Staff teams busied themselves with raffles, cake sales, terrible shirt competitions and much more. On top of this there were two really busy and dynamic adventure weeks, one in Devon and the other in Dorset where service users and staff tried a range of new activities which included canoeing, walking, running, beach combing and skydives.

These initiatives have raised a total of £3500 and so far five applicants have been granted money from the Fund for, amongst other things horse riding lessons, art supplies and a busking license.

There has been a complete change of the Community Development Team which has impacted work plans over this year, but it has enabled us to pause the recruitment process, integrate with HR for on boarding processes and ensure that robust, safe procedures are embedded fully for all volunteers no matter how much or how little they do.

In Devon & Dorset

7650+[volunteer hours ] given staff equivalent 4.2 61[peer mentors, recovery ] coaches & volunteers moved into employment with EDP 18% & Other organisations

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Volunteer Case Study

Sie’s Story

Since March 2020, Sie has been a Recovery Coach and an Activity Leader for Flourish in Nature. Prior to taking on a voluntary role, Sie, a veteran of the Armed Forces was being supported for his alcohol use.

Once he became abstinent he applied to become a Peer Mentor quickly progressing to Recovery Coach and Activity Lead.

er the same. I’m constantly stimulated”.

As an Activity Lead he takes people on walks and engages them through active listening. He has also learnt organisational skills for himself.

“I love connecting people with others, getting people motivated”.

“Poacher turned game keeper” is a saying that goes round in my head. I came to the realisation that at EDP everyone is supporting other people and themselves in some way. It’s part of the culture. By helping other people I’m helping myself. We’re all in this together”

With the combined support from Together and a therapist from the Veterans’ Association he says he has come to realise that “I’m a different person now to when I was drinking. I’ve realised I’m not a bad person. My journey has done wonders for my social anxiety. Getting used to talking to people and meeting other people. One day is nev-

Recovery coaches are volunteers with lived experience who have completed a Level 3 accredited course. As a Recovery coach his role is offering a good example and some pro-social modelling. The desired outcome is to instil confidence in those leaving the service. He sees the Recovery Coach’s role as being ‘the last point before you take the stabilisers off’.

“My first coachee got a job and gave me a box of chocolates. That was a massive thing. The reason Recovery Coaching works? I’m not very far off the person I’m coaching!”

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Co-production

Co-production is not just a word it is a value that runs deep in EDP involving a meeting of minds, an acceptance of the power of diversity and the coming together to find shared solutions. 44% of EDP staff identify as having lived experience whether that’s directly or indirectly through caring for someone experiencing drug and alcohol use. That is why co-production works well because staff, trustees and service users take part as equal partners and make decisions that improve the services on offer. The people that we are here to support sit at the heart of everything we do.

Lived experience brings diversity and that is crucial to the ways we shape our services. It’s important to hear these voices and opinions at every level of the organisation, which is why we have two groups that work alongside staff and trustees to a) shape day to day delivery of services and b) a group that develops our strategy. These are the Working Better Together group and the Working Better Together Strategy Group.

How they work

Volunteers and staff meet and discuss a wide range of issues. An idea of some of key developments that came from these meetings are the Recovery Fund, new policies, a drug strategy group, recruitment processes with lived experience at the heart and volunteer voices on committees and strategic working groups.

Kelly is a Peer Mentor and sits on the Integrated Governance Committee

“Co production is everybody working together to make it a better service”. She sees it almost as her duty to come along and get involved, because she knows that she is helping to shape things on a strategic level for the benefit of everyone in service. She is there on an equal footing with staff and trustees.

“My voice is being heard and it gives me a chance to shape the service. All those years in and out of service and the things I’ve seen and observed along the way - it’s a place to voice them and improve things for everyone.”

Sie is a Peer Mentor, an outdoor activity leader and he attends EDP’s staff induction days and recruitment panels

“I couldn’t have stood up in front of people and spoken about my experiences a few years ago. But now I can. I’m not saying it’s easy - in fact it’s scary at first, but I know it helps everyone focus on why we are all here. ...

I’ve been able to encourage others to learn new skills which is character building and confidence building, and we can see them going through the same system of recovery as I have been through. It’s rewarding”. 11

Our work in prisons

Overview

[ Devon Prisons ]

Despite staffing levels and prison regime restrictions the performance from all Devon prisons has been very good. The “will to do” of the staff has made the difference throughout the 21/22 financial year.

The dedication our staff show to our client group is genuinely inspiring and there is now such a strong and confident hold on people transitioning out of prison and into the community.

Community Transition workers have been recruited and visit Devon Prisons regularly. This has helped to strengthen local release planning and the clients get to see a worker before they are released which in turn helps with engagement.

Recently a new referral and tracking system for clients has been implemented in our Devon prisons and early analysis indicates an increase in the “pick up” rate of clients on release.

Those people in our care benefited from an array of different enrichment opportunities including drama through the Theatre Royal Plymouth and art therapy at Channings Wood prison. We received 134 recorded compliments throughout the year.

Groups

118 Mutual Aid groups ran 136 Structured groups ran

2994 Partnership meetings took place 1877 Safeguarding forum meetings attended

compliments 134 new referrals 1935

of referrals entered 84% treatment successful completions 93%

Case Study

Mr X was an Imprisonment for Public Protection (IPP) prisoner who had a tariff of 8 years and served 22 years – he was 14 years over his tariff due to his substance misuse whilst in custody.

Mr X interacted with the Integrated Substance Misuse Service (ISMS) on several occasions and developed an honest and therapeutic relationship with his recovery worker. Together they identified some positive steps for Mr X to change his behaviours and give him the best opportunity to be granted parole at his next hearing.

Mr X, engaged in some group work and mainly 1:1 sessions of motivational interviewing and taking an in depth look at his substance misuse behaviours. Together they completed a robust relapse prevention plan that Mr X would use on his release should he be granted parole. It was recommended that Mr X remain on an Opioid Substitution Treatment (OST) until stable in the community. Mr X was granted parole in August 2021.

Feedback form Mr X’s Probation officer was received a month after his release that recognised the support and partnership working that empowered Mr X to take control of his life, change his behaviours leading to his release. Mr X was doing superbly due to the support of all service involved in his transitional care from 12 custody to community.

Our work in prisons

[ Dorset Prisons ]

Guys Marsh

Unlock Drama, a drama therapy organisation ran week-long drama groups for men who were impacted by the use of psychoactive substances (PS). The week consisted of team building and creative expression that culminated in a performance attended by governors, Public Health England and the men’s peers. The impact of the work could be seen in a reduction of men using PS, even those who had been prolific users prior to attending the group.

The Guys Marsh Integrated Substance Misuse Service (ISMS) team held a themed week around giving thanks called Positivity and Gratitude week. The men were encouraged to express their thanks or give positive feedback to those who were important to them. The Family Worker facilitated messages of thanks being sent to family members and service users showed their appreciation to a number of staff within the prison with letters.

Portland

Throughout the last year planning has been taking place for the roll out of a Recovery Wing, called the GROW project, Grenville Recovery Outreach Wing. GROW will be a whole wing where the men live in a recovery focussed community and support each other on a day to day basis in remaining focussed on their goals. The wing will have daily groups, recovery cafés,

Groups

344 Mutual Aid groups ran 1499 Partnership meetings took place

1018 new referrals mentors trained 12

215[people took part in ] naloxone training 1:1 meetings 15884

mutual aid meetings and additional therapy such as mindfulness and art therapy groups.

In 2021 an overdose awareness day was organised which gave the men the opportunity to remember those who had lost their lives to overdose and tie remembrance ribbons. ISMS staff were also able to deliver harm reduction sessions including the use of naloxone in saving lives.

The Verne

Our healthcare partner Practice Plus Group held a staff wellbeing day to give thanks after a very difficult time through the Covid restrictions. The ISMS team at The Verne took responsibility for running this day and were able to organise a number of sessions including animal therapy, mindfulness and relaxation time and also organised “pamper packs” for all staff, donated by a local supermarket.

With outbreaks still restricting the ability to hold groups , The Verne ISMS team decided to put together a recovery focussed letter offering tools that could be used by individuals to support their recovery. Feedback showed that this helped the men who want it to be a regular event. 13

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The Departure Lounge

The Departure Lounge is based at HMP Exeter, a busy remand prison where an average of 92 prisoners are released each month. EDP Drug and Alcohol Services has worked with a range of community partners for over three years to design and trial innovative, holistic ways to support the transition from prison to community. The result is the highly successful Check Out and Departure Lounge services that are commissioned by the South West Reducing Re-offending Partnership.

It can be notoriously difficult to get people to open up about their situation and reach out for help, which is why the Departure Lounge team have nurtured mentors to play the role of Reducing Re-offending Champion. They instigate conversations with the men and encourage them to see the benefits of becoming actively involved in their own release.

The Departure Lounge’s current Reducing Re-offending Champion (RRC) says “from my experience, most people re-offend due to lack of support and accommodation so they get influenced by doing the wrong things to survive. However, most prisoners are keen to become a better person and also be supportive to the community if given the opportunity”.

begins a month or so before departure day. Prisoners due for release are invited to the Check Out Lounge, a space for prisoners to meet with many of the agencies that they will need to engage with on their release. These meetings are a combination of in-person, on the telephone and via video conference. Men can use in cell-phones to call out to these agencies on designated days and speak to specialist staff who will ensure that they are well prepared for the challenges and logistics of integration back into their local community.

With a re-start of being able to host face to face Check Out events again the most popular hosted events are ‘Check Out Work Matters’ and ‘Check Out Job Fair’ which offer support in finding employment and training and genuine links with potential employers and agents. The feedback is positive with men lining up jobs, arranging follow on calls, speaking to employment agencies and using an in-cell CV pack (developed by the Departure Lounge team) to tease out skills and experience that helps with the application process.

After stepping over the threshold, prison leavers are then invited to the visitors centre outside the prison gate. Over a cup of coffee Departure Lounge staff offer information and advice to help people on their onward journey and simple, but essential practical help.

Were offered support through the Departure Lounge Services

Items of clothing were donated to departing prison 170 leavers

30 Families and friends were supported

The journey out of prison at HMP Exeter

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Projects

Flourish in Nature

“It’s given me a sense of purpose and a reason to get up. I am so grateful because this project has given me opportunities that I would never normally have had”.

Flourish in Nature is a Devon based project that was funded for 3 years by Sport England. It is run and managed by EDP Drug & Alcohol Services with support from Active Devon and the Devon Wildlife Trust. The project delivers a range of outdoor activities and trains those in active recovery to grow into activity leaders with all the skills and qualifications to match. The fact that leaders have lived experience as well as a passion for their chosen activity elevated every active event from something that simply aided health, wellbeing and environmental understanding, (normally these would be seen to be a golden trio in their own right), into meaningful, accessible mutual aid opportunities.

Devon County Council is now providing funding to continue the project, but even before this was confirmed activities like walking, yoga, tennis, cycling and tai chi were still taking place across Devon, thanks to the project’s built-in sustainability. Flourish in Nature was designed around EDP’s values as well as the 5 ways to wellbeing and every part of it has benefited from these foundations. EDP take pride in focusing on what’s strong, not what’s wrong and recognising the incredible added value of lived experience. There is a positive approach to risk to enable people to grow at their own pace and all those involved worked ‘with’ rather than ‘for’ participants. By embracing all these factors, Flourish in Nature has become not only successful in terms of its recovery outcomes, but also a rare success story in its sustainability.

The team have developed a useful toolkit that is being made available to support other projects that want to focus on outdoor recovery.

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Homelessness Work

Reach Out (Dorset)

and you can talk easier if it’s on my patch.”

“You saved my life and have given me a second chance at living. I don’t know where I’d be if you hadn’t got this place for me where I could live with my dog”

The Reach Out team offer practical help and assistance, as well as ensuring vital prescribing needs and harm reduction advice is followed.

Throughout the year there are a group of workers who are on the streets of Weymouth, engaging positively with the homeless community. The team are from Reach Out, a project which secured funding to help some of the most vulnerable members of the local community.

Reach Out is supporting people who are homeless or who have unstable or unsafe living conditions, with their substance misuse. Reach Out is a multi-agency initiative working in partnership with the Lantern, the Bus Shelter, Shelter and Julian House to ensure appropriate and joined up support to those that need it.

“I’d rather speak to staff on the street or in a café than go into the office – it’s easier

One of the first initiatives that the Reach Out team championed was to bring the Billy Chip to Weymouth. The Billy Chip is a unique safe and secure platform which allows the public to donate directly to rough sleepers without the fear of their donation being used for other purposes. Billy Chips can be redeemed for hot drinks and hot food only ensuring that people have access to hot drinks and meals as the cold weather sets in.

Homeless clients offered 179 support

Different interventions from recovery and psychosocial 2065 support to prescriptions

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Reach (Dorset)

Reach is EDP’s Dorset based community drug and alcohol service.

The number of people supported by Reach continues to rise, as does the number of drug free and alcohol free successful completions, month on month.

As we were still governed by Covid restrictions for part of the year, engagement in digital group work and assessments increased in line with expectations.

Case study

Cody is 41, living in a car and drinking 40 units of alcohol a day. He was referred to Reach through probation. He has a long history of alcohol misuse, which spiralled out of control after he lost his wife in 2015 to illness and has since lost custody of his children due to his offending and alcohol misuse.

Our responsive and dedicated team have introduced, practical observations, group work, peer audits and bite-sized training sessions, to ensure the digital offer meets the highest standards.

Our family service moved towards more and more home appointments which are now back up to pre-Covid levels. Most meetings however, have remained online due to the ease of people attending. A new family framework has been developed and is being piloted in East Dorset. The new programme is a structured 12 week programme based around 5 key elements; parenting, emotional wellbeing, family and environmental factors, safety and health.

He was allocated to The Criminal Justice High Intensity Treatment (HIT) Worker who helped Cody identify his goal to be alcohol free. Reach’s HIT worker worked with Cody in a range of ways including through motivational interventions, Psychosocial Interventions, recovery support, facilitated access to mutual aid and pharmacological interventions.

Cody’s initial engagement was sporadic, with the subject of losing his children being identified as the main trigger for his drinking to escalate. So the HIT worker engages with NPS and Children Social Services and with Reach’s multidisciplinary team with a view to getting Cody a Community Alcohol Detox.

There are still some clients who are having prescriptions delivered to them, an initiative which was begun for our most vulnerable service users during Covid, but this is now drawing to a close. NSP Direct, where service users can get needles discreetly and for free, through the post is working well.

The whole Reach team have embraced the Hep C U Later campaign and all the incorporated initiatives, including the mobile van which delivered testing to local communities. Five Reach service users have completed their Hep C treatment over the last 12-15 months despite the pandemic and the associated challenges with local pathways.

Cody is now about to start his detox and has reduced his intake to 16 units per day. He is healthier mentally and physically, he has joined a gym and is no longer homeless.. Most importantly, he now has supervised access to his children.

New referrals 1538

Open clients 3248

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Together (Devon)

Together is EDP’s Devon based community drug and alcohol service.

This has been a busy year for our service as we implemented a blended approach to group work and other aspects of our service and expanded our team through a successful Universal Funding grant application. Some of the many highlights from this year in Together were Fundraising for the new Recovery Fund, which is the brainchild of our service users. During September our staff and the people that use our services came together for a month of fundraising activities which raised over £3500 for people who use our service. Anyone who accesses any of our services can apply for small grants to cover activities or goods that are usually non-fundable. Recent examples of successful Recovery Fund applications include horse riding lessons and art supplies.

The new Criminal Justice Team have hit the ground running providing a vital service to help people through the court process, as well as supporting prison leavers to stay on track with their recovery and lining them into community drug and alcohol services. The team were recently recognised nationally by the Office for Health Improvements and Disparities for the great work in continuity of care from prison to community with the work they have completed now informing government. “We anticipate using your case study with Ministers and Special Advisors to enhance their understanding of what has been achieved this year, and with colleagues across government…”

Following the successful grant application for enhanced the criminal justice service, Together has also bid for grants to support rough sleepers, many of whom are already Together clients. This is a continuation of the Universal Funding via substance

misuse grant

We were delighted to have had our community drug and alcohol service contract extended for a further 2 years and we also benefited from an additional three new CQC Registered Managers.

Case Study

A service user in our Exeter, East and Mid Devon team has been re-homed after Hazel, one of our recovery workers worked in partnership with East Devon District Council and CMHT (Community Mental Health Teams) to get the service user what she wanted. She is now in a secure home with her dog.

She feels safe and in a good place to be able to work with Together to get back on track with her recovery.

She is also now involved with the prosthetics team who are gettig her a new arm as well as working with her care coordinator to get equipment in the home to help her live as independently as she can.

----- Start of picture text -----
Active clients
3273
New clients
1649
Successful treatments
547
Multi-agency/partnership
608 meetings
74 Family Interventions
Brief Interventions
6906
5293 [Structured Interventions]
Clinical Interventions
20153
----- End of picture text -----

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Criminal Justice work

Universal Funding was agreed for the Devon Criminal Justice roles in June 2021.

The aim of the funding was to focus on innovation looking at positive outcomes that were determined by individual circumstances/need, the creation of new roles to deliver the service and the development of partnerships and relationships.

Three Community Support Worker roles were created across Together. From the start they made themselves highly visible, undertook assessments and drove new, quality partnerships which have benefitted clients. They also provide advice, guidance and brief interventions which have helped many of their clients.

The Community Transition Workers focused on strong partnerships within the prison services and in ensuring robust transitions from custody into the community.

All of the roles put clients at the centre of the way they work. This often means meeting people at the prison gates and supporting them through their first and early days of release. Really robust partnerships were forged with Substance Misuse Services both within the prison environment but also in the communities into which those leaving custody were being released. Building trusting partnerships with clients and partner agencies has been critical to the successful outcomes.

Due to the chaotic and complex nature of many clients, they are often considered high risk and with low recovery capital when thinking about detoxes. However, the Criminal Justice Team were able to support 5 clients through the procedure for applying for funding and all 5 were accepted into, and completed residential rehab.

recognition from the Office for Health Improvements and Disparities for their continuity of care work.

Case Study

Zoe is a 32-year-old from the central Devon area with a long history of substance misuse and incarceration. She has two children who live with family and has had limited contact.

She received a 6 month prison sentence and during her time inside, she engaged and worked with the Together outreach worker and the prison substance misuse team. Zoe also engaged with the Relapse Prevention team and completed assignments prior to release.

Upon release a suitable Rehabilitation centre was found. Zoe was taken to the rehabilitation centre straight from prison by employees of the Together Outreach team and there she completed her 14-day detox. After detox she then started her 12-week rehabilitation program which consisted of a 12-step program, counselling, group work, and holistic activity. A dry house was found out of area and the dry house provided suitable accommodation whilst Zoe continued with her recovery in the community,

She has attended at least 4 meetings a week since discharge from rehab and has plans to start college in September to study mental health.

Increase in new Drug Rehabilitation Requirement (DRR’s) compared to last year

120%

Increase in new Alcohol Treatment Requirement (ATR) compared to last year

102%

Increase in prison releases who maintained engagement with our services

66% 210 60+

Weeks saved in court time as a result of no or reduced adjournment time

Brief Interventions

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The team recently achieved national

Objectives 2022/3

To review the structure of community based services to ensure fit for purpose delivery model.

Recruiting, developing, and retaining staff to deliver quality services.

EDP to engage current and potential stakeholders to reinforce the flexible, quality services EDP can provide. Placing EDP in a strong position to gain extensions and bid for new contracts.

Scope the development of innovative services, using learning from the pandemic.

Ensure that performance continues to improve and CQC compliance is a minimum of ‘Good’.

Develop our Clinical services to allow us to provide further integrated services.

Ensuring that our internal systems and support are fit for purpose.

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Reference & Administrative Information For EDP Annual accounts to 31 March 2022

EDP’s Objects

The objects for which the charity was established are for general charitable purposes in order to provide support and assistance to individuals who may be socially excluded and seeking to improve their quality of life, to become fully integrated members of Society, in particular by:

After EDP became part of the Humankind group on 1 April 2020, the Objects were changed to align with those of Humankind and were approved by the Charity Commission.

In the objects, ‘substance misuse’ means a condition which may cause an individual to experience social, psychological, physical or legal problems related to intoxication and/ or regular excessive consumption and/or dependence, as a consequence of their use of drugs or other chemical substances. We monitor and review our activities regularly and, in doing so, ensure that we meet the above aims and objectives. When doing this and when planning future activities, we take into account the Charity Commission’s guidance on public benefit.

The Board of Trustees has pleasure in presenting its report and the audited financial statements for the year ended 31 March 2022.

Charity Name: EDP Drug & Alcohol Services Charity Registration Number: 297370 Company Registration Number: 02145656 Registered Office: Stratus House, Emperor Way, Exeter Business Park, Exeter, Devon, EX1 3QS

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Board of Trustees

The Trustees who served during the year are as follows (all trustees are also Directors of the Company):

Ian Macqueen Chairman Janet Bilbie Treasurer James Black (resigned 3 March 2022) Hollie Cashmore (appointed 2 September 2021, resigned 28 June 2022) Dr Jim Gilbert Tim Goodwin Carl Grindrod Anna Headley Manish Nanda (resigned 30 June 2022) Sarah Shepherd Paul Taylor Paul Townsley

Administrative Information

Chief Executive: Penny Blackmore Company Secretary: Janet Bilbie Auditors: Bishop Fleming LLP, Stratus House, Emperor Way, Exeter Bankers: HSBC, High Street, Exeter Solicitors: Foot Anstey, Senate Court, Exeter

Structure, Governance and Management

Governing Document

EDP Drug & Alcohol Services (EDP) is a non-profit making company limited by guarantee. The company was established in 1984 and registered as a charity in 1987. The governing document of the charity is the company’s Articles of Association.

Governance

The Board of Trustees is responsible for the strategic direction and governance of the charity. The Board meets quarterly and usually has an annual away day. The Board has two committees - Finance and Audit and Integrated Governance. These committees meet quarterly, prior to each Board meeting, allowing these subjects to be explored in more detail outside the main meetings. The Finance and Audit Committee reviews the corporate Risk Register.

At 31 March 2022, the Board had eleven members (including four appointed by Humankind Charity) with a variety of professional backgrounds relevant to the governance of an organisation the size of EDP.

The Board delegate day-to-day governance and leadership of the organisation to

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the Chief Executive, who leads on ensuring the appropriate governance framework, advises the Board on relevant strategic issues and provides the necessary information for effective decision-making and governance. Executive Directors are responsible for the effective delivery of their particular work streams. The Directors report to the Chief Executive and Board of Trustees quarterly on performance according to agreed internal and commissioned targets.

Remuneration for the Chief Executive and Executive Directors is set and reviewed by the Board of Trustees with reference to similar roles in the sector and locality.

Recruitment and Appointment of the Board of Trustees

In order to ensure a broad skill mix to meet the requirements of a growing organisation, the charity recruits trustees through a process of external advertising or by personal recommendation where we are seeking specific skills. Interested candidates who meet the person specification for the job description go through an interview process to select new Trustees who will best complement the skills mix and diversity of the current Board.

The parent company, Humankind Charity, is entitled to appoint up to five Trustees.

All Trustees give their time voluntarily and receive no benefits from the charity. Any expenses re-claimed are set out in note 11 to the accounts.

Trustee Induction and Training

New Trustees receive a presentation which includes:

In addition, where a number of new trustees join the Board, the Chief Executive will invite staff and service users to cover:

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Financial Review

Trustees Report for the year ended 31st March 2022

In the current year EDP’s income was £10,085k (2020/21: £9,617k) and expenditure was £9,515k (2021/21: £9,054k). This resulted in an overall increase in reserves of £570k (2020/21: increase of £563k).

2021/22 was a challenging year for the delivery of services across our Devon and Dorset community contracts as we came out of the COVID-19 pandemic and ensuing lockdowns. Our experiences and changes to our operating model during the pandemic have enabled us to continue provision of services to some of our clients via online meetings if appropriate to the individual’s needs. These changes to our delivery model have resulted in some continued savings against budget for our non-payroll costs such as premises and travel. These savings combine with staff savings due to ongoing vacancies, leaving us with a significant increase in reserves at the year end.

The community services contract for Dorset commenced on 1 November 2017 and runs for 3 + (extension period of) 2 years. However, during 2021/22 the Dorset Commissioner confirmed a further extension of 1 year to 31 October 2023.

The Devon contract commenced 1 April 2018 and runs for 5 + (extension period of) 4 (2 + 2) years. During 2021/22 the Devon Commissioner confirmed an initial extension of 2 years to 31 March 2025.

Our work in prisons continues, as sub-contractors to Practice Plus Group, providing the psychosocial interventions in the prisons across both Dorset and Devon. Weekend working increased slightly once staff were allowed back into the prisons to accommodate social distancing requirements.

EDP did not carry out any significant fundraising activity during the year.

Reserves Policy

The total reserves for the Charity for the year were £2,166k (Restricted: £37k, Unrestricted: £2,129k) (2020/21: £1,596k, all unrestricted). These are stated after all known liabilities have been fully provided for. The Board reviews reserves on an annual basis together with EDP’s strategic plan. The reviews cover:

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e) An analysis of future needs, contingencies and risks with the potential consequences for EDP not being able to meet them.

In the Trustees’ view, the minimum level of reserves required to effect an orderly wind up of the charity should it ever be required is £687k. This is calculated on the assumption that staff obligations in respect of contracted services would fall to the relevant commissioning body. However premises obligations may remain with the Charity together with the costs of redundancy and / or notice for central staff.

At the year end, the actual level of unrestricted reserves was £2,129k, of which £53k is designated to fixed assets, leaving £2,076k of free reserves. The Trustees believe the excess over the minimum is appropriate to deal with opportunities for the future and other costs expected under existing contracts.

Investment Policy

The Trustees’ investment policy takes a short term and long term view for calls on EDP’s cash funds. The funds are mainly invested in short term and current account deposits to enable the pursuit of its reserves policy.

Corporate Governance

The Trustees have continued with a strong approach to corporate governance delivery supported by the Finance and Audit Committee and the Integrated Governance Committee. The Trustees have specific governance arrangements in place for the community contracts in Dorset and Devon, with each contract having Integrated Governance and Quality Assurance Frameworks that underpin structural arrangements. The Head of Compliance oversees these operations in order to ensure robust governance arrangements to support contractual requirements.

The overall strategic control for the Finance function is retained in-house through the Director of Finance and Central Support who reports to the Chief Executive. Bishop Fleming LLP were reappointed as external auditors for the Charity.

Risk Management

The Trustees acknowledge their responsibility to consider the risks to which the charity is exposed and have processes in place to manage those risks. Risks are regularly reviewed, assessed, managed and escalated appropriately in a manner consistent with the Risk Management Standard ISO 31000:2009. Risk management processes are reviewed on an annual basis.

The Chief Executive presents regular strategic summaries to the Board, which cover the current environment, the needs of people who use our services, the market, organisational risks and EDP’s resources. Recommendations are made as to what the organisation’s priorities and plans should be. Corporate risk analyses are presented monthly to the Directorate Team and quarterly to the Finance and Audit Committee and Board. This is in line with EDP’s Risk Management Pol- icy and highlights key risks/ mitigations, which have been escalated from service/department risk registers. This enables the Board of Trustees and Chief Executive to continually review organisational priorities and risks and adjust work-plans accordingly. EDP has a Risk Management

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Governance Structure, which includes oversight of service risk registers by the Integrated Governance Committee, which is chaired by a Board member.

An internal control system is in place that enables the executive to understand, manage and satisfactorily control risk exposures. The Charity trustees have considered the major risks to which the Charity is exposed and satisfied themselves that systems or procedures are established in order to manage those risks.

Financial and Internal Controls

EDP has a defined organisational structure, which includes members of the Board, the Chief Executive, Directorate and senior managers. EDP has an Audit and Finance Committee of the Board of Trustees, which agrees an audit schedule for internal processes in addition to reviewing the effectiveness of financial controls.

There is an internal control system, embedded in financial regulations and processes, which mitigates against error and possible fraud. The day-to-day operation of this is delegated to senior managers.

Risks are minimised by the implementation of authorisation procedures and differing authority levels for all transactions and projects. These procedures are the responsibility of the Audit and Finance Committee and are reviewed periodically to ensure that they remain appropriate and adequate and that they continue to meet the needs of the Charity.

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About EDP

We believe in people and their ability to make positive changes.

Find out more

W: www.edp.org.uk E: info@edp.org.uk

Facebook: @EDPDrugandAlcoholServices Twitter: @EDPDrugAlcohol

Company number 02145656

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E D P DRUG & ALCOHOL SERVICES (A COMPANY LIMITED BY GUARANTEE)

TRUSTEES' REPORT (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2022

STATEMENT OF TRUSTEES' RESPONSIBILITIES

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

Company law requires the Trustees to prepare financial statements for each financial year. Under company law, the Trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the company and of its incoming resources and application of resources, including its income and expenditure, for that period. In preparing these financial statements, the Trustees are required to:

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

Disclosure of information to auditors

Each of the persons who are Trustees at the time when this Trustees' report is approved has confirmed that:

Auditors

The auditors, Bishop Fleming LLP, have indicated their willingness to continue in office. The designated Trustees will propose a motion reappointing the auditors at a meeting of the Trustees.

Approved by order of the members of the board of Trustees on and signed on their behalf by:7th September 2022

Ian MacQueen Chair

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E D P DRUG & ALCOHOL SERVICES (A COMPANY LIMITED BY GUARANTEE)

INDEPENDENT AUDITORS' REPORT TO THE MEMBERS OF E D P DRUG & ALCOHOL SERVICES

Opinion

We have audited the financial statements of E D P Drug & Alcohol Services (the 'charitable company') for the year ended 31 March 2022 which comprise the Statement of financial activities, the Balance sheet, the Statement of cash flows and the related notes, 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).

In our opinion the financial statements:

Basis for opinion

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

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the Trustees' use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the Trustees with respect to going concern are described in the relevant sections of this report.

Other information

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

We have nothing to report in this regard.

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E D P DRUG & ALCOHOL SERVICES (A COMPANY LIMITED BY GUARANTEE)

INDEPENDENT AUDITORS' REPORT TO THE MEMBERS OF E D P DRUG & ALCOHOL SERVICES (CONTINUED)

Opinion on other matters prescribed by the Companies Act 2006

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

Matters on which we are required to report by exception

In the light of our knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Trustees' Report.

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

Responsibilities of trustees

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

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

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E D P DRUG & ALCOHOL SERVICES (A COMPANY LIMITED BY GUARANTEE)

INDEPENDENT AUDITORS' REPORT TO THE MEMBERS OF E D P DRUG & ALCOHOL SERVICES (CONTINUED)

Auditors' responsibilities for the audit of the financial statements

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

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

In identifying and assessing risks of material misstatement in respect of irregularities, including fraud and noncompliance with laws and regulations, we considered the following:

As a result of these procedures, we considered the opportunities and incentives that may exist within the organisation for fraud, which included incorrect recognition of revenue, management override of controls using manual journal entries, purchase ledger, and identified the greatest potential for fraud as incorrect recognition of revenue, lease and dilpidations, consideration of restricted income, compliance with laws and regulations and management override using manual journal entries.

In common with all audits under ISAs (UK), we are also required to perform specific procedures to respond to the risk of management override. We have also obtained an understanding of the legal and regulatory frameworks that the charity operates in, focusing on provisions of those laws and regulations that had a direct effect on the determination of material amounts and disclosures in the financial statements. The key laws and regulations we considered in this context included the Charities Act, UK Companies Act, Charities SORP and UK tax legislation. In addition, we considered provisions of other laws and regulations that do not have a direct effect on the financial statements but compliance with which may be fundamental to the charity’s ability to operate or avoid a material penalty. These included data protection legislation, health and safety regulations, and employment law..

In addition, we considered provisions of other laws and regulations that do not have a direct effect on the financial statements but compliance with which may be fundamental to the charitable company's ability to operate or to avoid a material penalty. These included safeguarding regulations, data protection regulations, occupational health and safety regulations, education and inspections legislation, building legislation and employment legislation.

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E D P DRUG & ALCOHOL SERVICES IA COMPANY LIMITED BY GUARANTEEI INDEPENDENT AUDITORS. REPORT TO THE MEPJJBERS OF E D P DRUG & ALCOHOL SERVICES {CONTINUEO} Our procedures lo respond to risks identified included the following.. reviewing the financial slalement disclosures and lesling to supporting documentation to assess compliance with provisions of relevant laws and regulations described as having a direct effect on the financial slalements., reviewng the financial statement disclosures and testing lo supporting documentation to assess the reeognilion and classificatson of revenue.. enquiring of Trustees and management and those charged with governance concerning actual and potentia5 litigation and claims., performing procedures to confimi material compliance with the requirements of the above regulators., performing analytical procedures lo identify any unusual or unexpected relationships that may indicate risks of material misststement due lo fraud.. reading minutes of meetings of those charged wlh governance,. and in addressing the risk of fraud through management override of controls, testing the appropriateness of journal entries and other adjuslmenls,. and assessing whether the judgements made in making accounting ests"rnales are indicative of a polential bias. We also commltnicaled relevant identified laws and regulations and potential fraud risks lo all engagement team members. and remained alert to any indications of fraud or non-compliance wth laws and regulations throughout the audit. Our audit procedures were designed lo respond to risks of material misststement in the linancial stslemenls. recognising that the risk of not detecting a material misstatement due to fraud is higher than the risk of not detecting one resulting from an error, as fraud may involve delibemle coneealment by. for example. forgery, misrepresentats'ons or through collusion. There are inherenl limitations in the audrt procedures performed and the further removed non-compliance with laws and regulations is from the events and transactions refl&cled in the financial statements. the less likely we would become aware of it. A further description of our responsibilities for the audit of the financial ststements is located on the Financial Reporting Council's website al.. www.frc.or .uklauditorsres This description forms part of our Auditors, report. Use of our report This report is made solely lo the charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might stsle lo the charitable companys members those matters we are required lo stale to them in an Auditors, report and for no other purpose. To the fullest exlenl permilled by law, we do not accept or assume responsibility to anyone other than the charitable Company and its members. as a body, for our audit work, for this report, or for the opin￿nS we have formed. TIM Borton FCA DChA (Senior statutory auditor) for and on behalf of Bishop Fleming LLP Chartered Accountants Statutory Auditors 2nd Floor Str8tus House Emperor Way Exeter Business Park Exeter EX1 3QS 25 October 2022 Page 33

E D P DRUG & ALCOHOL SERVICES (A COMPANY LIMITED BY GUARANTEE)

STATEMENT OF FINANCIAL ACTIVITIES (INCORPORATING INCOME AND EXPENDITURE ACCOUNT) FOR THE YEAR ENDED 31 MARCH 2022

Note
INCOME FROM:
Donations, grants and legacies
4
Charitable activities
5
Investments
6
TOTAL INCOME
EXPENDITURE ON:
Charitable activities
7
TOTAL EXPENDITURE
NET MOVEMENT IN FUNDS
RECONCILIATION OF FUNDS:
Total funds brought forward
Net movement in funds
TOTAL FUNDS CARRIED FORWARD		 Unrestricted
funds
2022
£
1,938
9,881,527
80
9,883,545
9,350,877
9,350,877
532,668
1,595,954
532,668
2,128,622		 Restricted
funds
2022
£
84,564
116,819
-
201,383
164,086
164,086
37,297
-
37,297
37,297		 Total
funds
2022
£
86,502
9,998,346
80
10,084,928
9,514,963
9,514,963
569,965
1,595,954
569,965
2,165,919		 Total
funds
2021
£
5,935
9,610,826
182
9,616,943
9,053,817
9,053,817
563,126
1,032,828
563,126
1,595,954

The Statement of Financial Activities includes all gains and losses recognised in the year.

The notes on pages 37 to 52 form part of these financial statements.

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E D P DRUG & ALCOHOL SERVICES (A COMPANY LIMITED BY GUARANTEE) REGISTERED NUMBER:02145656

BALANCE SHEET AS AT 31 MARCH 2022

Note
FIXED ASSETS
Tangible assets
12
CURRENT ASSETS
Debtors
13
Cash at bank and in hand
Creditors: amounts falling due within one
year
14
NET CURRENT ASSETS
TOTAL ASSETS LESS CURRENT
LIABILITIES
Provisions for liabilities
TOTAL NET ASSETS
CHARITY FUNDS
Restricted funds
16
Unrestricted funds
16
TOTAL FUNDS		 1,312,972
2,208,790
3,521,762
(1,218,155)		 2022
£
52,636
2,303,607
2,356,243
(190,324)
2,165,919
37,297
2,128,622
2,165,919		 727,190
1,794,301
2,521,491
(949,742)		 2021
£
67,123
1,571,749
1,638,872
(42,918)
1,595,954
-
1,595,954
1,595,954

The Trustees acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and preparation of financial statements.

The financial statements have been prepared in accordance with the provisions applicable to entities subject to the small companies regime.

The financial statements were approved and authorised for issue by the Trustees and signed on their behalf by:

Janet Bilbie

Trustee 7th September 2022 Date: 7 September 2022

The notes on pages 37 to 52 form part of these financial statements.

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E D P DRUG & ALCOHOL SERVICES (A COMPANY LIMITED BY GUARANTEE)

STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31 MARCH 2022

Note
CASH FLOWS FROM OPERATING ACTIVITIES
Net cash used in operating activities
19
CASH FLOWS FROM INVESTING ACTIVITIES
Dividends, interests and rents from investments
Purchase of tangible fixed assets
NET CASH USED IN INVESTING ACTIVITIES
CASH FLOWS FROM FINANCING ACTIVITIES
NET CASH PROVIDED BY FINANCING ACTIVITIES
CHANGE IN CASH AND CASH EQUIVALENTS IN THE YEAR
Cash and cash equivalents at the beginning of the year
CASH AND CASH EQUIVALENTS AT THE END OF THE YEAR
20
The notes on pages 37 to 52 form part of these financial statements		 2022
£
442,857
80
(28,448)
(28,368)
-
414,489
1,794,301
2,208,790		 2021
£
680,612
182
(47,405)
(47,223)
-
633,389
1,160,912
1,794,301

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E D P DRUG & ALCOHOL SERVICES (A COMPANY LIMITED BY GUARANTEE)

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022

1. GENERAL INFORMATION

EDP Drug & Alcohol Services is a company limited by guarantee and is constituted under a Memorandum of Association dated 24 March 1987. The company is also a registered charity. The registered office is Stratus House, Emperor Way, Exeter.

2. ACCOUNTING POLICIES

2.1 BASIS OF PREPARATION OF FINANCIAL STATEMENTS

The financial statements have been prepared in accordance with the Charities SORP (FRS 102) - Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

E D P Drug & Alcohol Services meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy.

2.2 GOING CONCERN

The Trustees have considered the ongoing implications of COVID19 and the potential impact on operations. The Charity continues to meet all of its objectives under current contracts and there have been no indicators of any clawbacks.

There is uncertainty as to the retention of the prison contracts in Devon and Dorset. EDP is a subcontractor for this work and the main contractor has been unsuccessful in the retender and are mounting a legal challenge. The Trustees believe that should this not succeed, there are robust plans in place to reduce costs accordingly.

The financial statements have been prepared on a going concern basis as the Trustees believe that there are no other material uncertainties.

2.3 INCOME

All income is recognised once the company has entitlement to the income, it is probable that the income will be received and the amount of income receivable can be measured reliably.

Income tax recoverable in relation to investment income is recognised at the time the investment income is receivable.

2.4 EXPENDITURE

Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably. Expenditure is classified by activity. The costs of each activity are made up of the total of direct costs and shared costs, including support costs involved in undertaking each activity. Direct costs attributable to a single activity are allocated directly to that activity. Shared costs which contribute to more than one activity and support costs which are not attributable to a single activity are apportioned between those activities on a basis consistent with the use of resources. Central staff costs are allocated on the basis of time spent, and depreciation charges allocated on the portion of the asset’s use.

Expenditure on charitable activities is incurred on directly undertaking the activities which further the company's objectives, as well as any associated support costs.

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E D P DRUG & ALCOHOL SERVICES (A COMPANY LIMITED BY GUARANTEE)

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022

2. ACCOUNTING POLICIES (continued)

2.4 EXPENDITURE (CONTINUED)

All expenditure is inclusive of irrecoverable VAT.

2.5 INTEREST RECEIVABLE

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the company; this is normally upon notification of the interest paid or payable by the institution with whom the funds are deposited.

2.6 TANGIBLE FIXED ASSETS AND DEPRECIATION

Tangible fixed assets costing £1,000 or more are capitalised and recognised when future economic benefits are probable and the cost or value of the asset can be measured reliably.

Tangible fixed assets are initially recognised at cost. After recognition, under the cost model, tangible fixed assets are measured at cost less accumulated depreciation and any accumulated impairment losses. All costs incurred to bring a tangible fixed asset into its intended working condition should be included in the measurement of cost.

Depreciation is charged so as to allocate the cost of tangible fixed assets less their residual value over their estimated useful lives, .

Depreciation is provided on the following bases:

Motor vehicles - 33.3% straight line
Fixtures and fittings - 33.3% straight line
IT and office equipment - 33.3% straight line

2.7 DEBTORS

Trade and other debtors are recognised at the settlement amount after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.

2.8 CASH AT BANK AND IN HAND

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

2.9 LIABILITIES

Liabilities and provisions are recognised when there is an obligation at the Balance sheet date as a result of a past event, it is probable that a transfer of economic benefit will be required in settlement, and the amount of the settlement can be estimated reliably.

Liabilities are recognised at the amount that the company anticipates it will pay to settle the debt or the amount it has received as advanced payments for the goods or services it must provide.

Provisions are measured at the best estimate of the amounts required to settle the obligation. Where the effect of the time value of money is material, the provision is based on the present value of those amounts, discounted at the pre-tax discount rate that reflects the risks specific to the liability. The unwinding of the discount is recognised in the Statement of financial activities as a finance cost.

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E D P DRUG & ALCOHOL SERVICES (A COMPANY LIMITED BY GUARANTEE)

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022

2. ACCOUNTING POLICIES (continued)

2.10 FINANCIAL INSTRUMENTS

The company only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value with the exception of bank loans which are subsequently measured at amortised cost using the effective interest method.

2.11 PENSIONS

The company operates a defined contribution pension scheme and the pension charge represents the amounts payable by the company to the fund in respect of the year.

All staff who are eligible to remain within the NHS Pension Scheme do so. Although the scheme provides defined benefits to members, it is an unfunded multi employer scheme, with no ongoing liability for the company beyond the level of employer contributions specified by the Scheme. Accordingly it is accounted for as if it was a defined contribution scheme.

2.12 FUND ACCOUNTING

General funds are unrestricted funds which are available for use at the discretion of the Trustees in furtherance of the general objectives of the company and which have not been designated for other purposes.

Designated funds comprise unrestricted funds that have been set aside by the Trustees for particular purposes. The aim and use of each designated fund is set out in the notes to the financial statements.

Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the company for particular purposes. The costs of raising and administering such funds are charged against the specific fund. The aim and use of each restricted fund is set out in the notes to the financial statements.

Investment income, gains and losses are allocated to the appropriate fund.

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E D P DRUG & ALCOHOL SERVICES (A COMPANY LIMITED BY GUARANTEE)

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022

3. CRITICAL ACCOUNTING ESTIMATES AND AREAS OF JUDGMENT

Estimates and judgments are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances.

Critical accounting estimates and assumptions:

The company makes estimates and assumptions concerning the future. The resulting accounting estimates and assumptions will, by definition, seldom equal the related actual results. The estimates and assumptions that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial year are discussed below.

Critical areas of judgment:

Useful economic lives of tangible assets

The annual depreciation charge is sensitive to any changes in the estimated useful life and residual values of tangible assets. The useful economic lives and residual value is assessed on an annual basis and are amended only when evidence shows a change in the estimated economic lives or residual life. Criteria used to assess the economic life and residual value includes technological advancement, economic utilisation, physical condition of the asset and future investments.

Dilapidations

The dilapidation provision is assessed on a lease-by-lease basis with reference to industry standards. The provision accrues over the term of the lease, taking due account of any upcoming break clauses.

4. INCOME FROM DONATIONS, GRANTS AND LEGACIES

Unrestricted Restricted Total Total
funds funds funds funds
2022 2022 2022 2021
£ £ £ £
Donations and grants 1,938 84,564 86,502 5,935

All income from donations in the prior year was unrestricted.

5. INCOME FROM CHARITABLE ACTIVITIES

Unrestricted Restricted Total Total
funds funds funds funds
2022 2022 2022 2021
£ £ £ £
Recovery, re-integration and family services 9,881,527 116,819 9,998,346 9,610,826

Of the income from charitable activities in the prior year, £157,389 was restricted and £9,453,437 was unrestricted.

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E D P DRUG & ALCOHOL SERVICES (A COMPANY LIMITED BY GUARANTEE)

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022

6. INVESTMENT INCOME

Unrestricted Total Total
funds funds funds
2022 2022 2021
£ £ £
Bank interest receivable 80 80 182

All investment income in the prior year was unrestricted.

7. ANALYSIS OF EXPENDITURE ON CHARITABLE ACTIVITIES

Summary by fund type

Unrestricted
funds
2022
£
Charitable activities
9,350,877
TOTAL 2021
8,896,428		 Restricted
funds
2022
£
164,086
157,389		 Total
funds
2022
£
9,514,963
9,053,817		 Total
funds
2021
£
9,053,817

8. ANALYSIS OF EXPENDITURE BY ACTIVITIES

Charitable activities
TOTAL 2021		 Activities
undertaken
directly
2022
£
9,514,963
9,053,817		 Total
funds
2022
£
9,514,963
9,053,817		 Total
funds
2021
£
9,053,817

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E D P DRUG & ALCOHOL SERVICES (A COMPANY LIMITED BY GUARANTEE)

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022

8. ANALYSIS OF EXPENDITURE BY ACTIVITIES (CONTINUED)

ANALYSIS OF DIRECT COSTS

Charitable
activities
2022
£
Staff costs
5,880,561
Depreciation
42,935
Subcontract delivery
1,724,473
Staff travel/subsistence
47,516
Learning and development
39,440
Office costs
223,750
Client/Volunteer expenses
196,892
Premises
569,181
Professional fees
55,343
IT and communications
173,407
Other expenses
29,011
Agency staff
320,462
Other staff costs
196,233
Governance costs
15,759
9,514,963
TOTAL 2021
9,053,817
9.
AUDITORS' REMUNERATION
Fees payable to the company's auditor for the audit of the company's
annual accounts
Fees payable to the company's auditor in respect of:
All non-audit services not included above		 Total
funds
2022
£
5,880,561
42,935
1,724,473
47,516
39,440
223,750
196,892
569,181
55,343
173,407
29,011
320,462
196,233
15,759
9,514,963
9,053,817
2022
£
10,800
2,040		 Total
funds
2021
£
5,711,709
61,194
1,725,140
19,882
51,988
237,397
103,680
484,402
41,557
162,246
25,831
245,446
149,694
33,651
9,053,817
2021
£
8,512
-

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E D P DRUG & ALCOHOL SERVICES (A COMPANY LIMITED BY GUARANTEE)

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022

10. STAFF COSTS

Wages and salaries
Social security costs
Contribution to defined contribution pension schemes		 2022
£
5,206,721
440,919
232,921
5,880,561		 2021
£
5,067,003
424,689
245,156
5,736,848

Included in wages and salaries cost are redundancy payments totalling £11,620 (2021: £nil).

The average number of persons employed by the charity during the year was as follows:

2022 2021
No. No.
232 228

The number of employees whose employee benefits (excluding employer pension costs) exceeded £60,000 was:

2022 2021
No. No.
In the band £60,001 - £70,000 2 1

Total employment benefits paid by the charity in the year in respect of the key management personnel were £252,510 (2021: £187,720).

11. TRUSTEES' REMUNERATION AND EXPENSES

During the year, no Trustees received any remuneration or other benefits (2021 - £NIL).

During the year ended 31 March 2022, expenses totalling £823 were reimbursed or paid directly to 3 Trusteess (2021 - £NIL to NIL Trustee). These related to travel and training expenses.

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NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022

12. TANGIBLE FIXED ASSETS

COST OR VALUATION
At 1 April 2021
Additions
Disposals
At 31 March 2022
DEPRECIATION
At 1 April 2021
Charge for the year
On disposals
At 31 March 2022
NET BOOK VALUE
At 31 March 2022
At 31 March 2021
DEBTORS
DUE WITHIN ONE YEAR
Trade debtors
Other debtors
Prepayments and accrued income		 Motor
vehicles
£
26,280
-
-
26,280
26,280
-
-
26,280
-
-		 Fixtures and
fittings
IT and Office
equipment
£
£
10,068
211,391
-
28,448
(4,049)
(92,483)
6,019
147,356
8,123
146,213
1,945
40,990
(4,049)
(92,483)
6,019
94,720
-
52,636
1,945
65,178
2022
£
1,182,356
32,148
98,468
1,312,972		 Total
£
247,739
28,448
(96,532)
179,655
180,616
42,935
(96,532)
127,019
52,636
67,123
2021
£
599,700
29,185
98,305
727,190

13. DEBTORS

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E D P DRUG & ALCOHOL SERVICES (A COMPANY LIMITED BY GUARANTEE)

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022

14. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

Trade creditors
Other taxation and social security
Other creditors
Accruals and deferred income
Deferred income at 1 April 2021
Resources deferred during the year
Amounts released from previous periods		 2022
£
467,637
108,446
37,813
604,259
1,218,155
2022
£
134,466
767,085
(598,385)
303,166		 2021
£
365,560
97,592
86,061
400,529
949,742
2021
£
47,338
134,466
(47,338)
134,466

Deferred income relates to funding drawn down in advance where the charity is not entitled to recognise the income until certain conditions have been met.

15. PROVISIONS

At 1 April 2021
Additions		 Dilapidations
£
42,918
147,406
190,324

The dilapidations provisions is based on the future expected repair costs required to restore the leased buildings to their fair condition at the end of their respective lease terms.

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E D P DRUG & ALCOHOL SERVICES (A COMPANY LIMITED BY GUARANTEE)

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022

16. STATEMENT OF FUNDS

STATEMENT OF FUNDS
STATEMENT OF FUNDS - CURRENT YEAR
Balance at 1
April 2021
£
UNRESTRICTED FUNDS
DESIGNATED FUNDS
Fixed Asset Reserve
67,123
GENERAL FUNDS
Unrestricted Funds
1,528,831
TOTAL UNRESTRICTED
FUNDS
1,595,954
RESTRICTED FUNDS
ASPCC
-
Sport England
-
ECC
-
Teignbridge rough sleeper
initiative
-
Petroc College
-
DWP
-
Dorset County Council
-
Recovery Fund
-
-
TOTAL OF FUNDS
1,595,954		 Income
£
-
9,883,545
9,883,545
34,375
68,135
25,861
24,623
4,462
6,630
34,100
3,197
201,383
10,084,928		 Expenditure
£
(42,935)
(9,307,942)
(9,350,877)
(34,375)
(68,135)
(25,861)
(24,623)
(4,462)
(6,630)
-
-
(164,086)
(9,514,963)		 Transfers
in/out
£
28,448
(28,448)
-
-
-
-
-
-
-
-
-
-
-		 Balance at
31 March
2022
£
52,636
UNRESTRICTED FUNDS
DESIGNATED FUNDS
Fixed Asset Reserve
GENERAL FUNDS
Unrestricted Funds
TOTAL UNRESTRICTED
FUNDS
RESTRICTED FUNDS
ASPCC
Sport England
ECC
Teignbridge rough sleeper
initiative
Petroc College
DWP
Dorset County Council
Recovery Fund
TOTAL OF FUNDS
2,075,986
2,128,622
-
-
-
-
-
-
34,100
3,197
37,297
2,165,919

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E D P DRUG & ALCOHOL SERVICES (A COMPANY LIMITED BY GUARANTEE)

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022

16. STATEMENT OF FUNDS (CONTINUED)

Designated Funds

The Trustees have allocated an amount representing the net book value of the charity's fixed assets as these are not freely available to spend by the charity.

Restricted Funds

Avon & Somerset Police and Crime Commissioner (ASPCC)

This fund represents a grant from ASPCC to continue our Prisoner resettlement Project at HMP Exeter for 12 months from September 2020. This is specifically for provision of a Resettlement Coordinator and the Departure Lounge Café.

Sport England

This fund represents a three year grant by Sport England for their Flourish in Nature project using National Lottery funding. Specifically it is to be used to train up cohorts of volunteer outdoor activity leaders in Devon.

Petroc College

This fund represents a grant awarded by Petroc College as part of their wider project funded by the European Social Fund specifically to be used to continue to develop the scalability and sustainability of EDP’s social enterprise Hidden Gems. The grant received so far was fully spent in the year and there is the potential to draw down a small amount of further funding during the year to 31 March 2022.

Exeter City Council

This fund represents a grant by Exeter City Council for the employment of a specialist navigator for 12 months, under Exeter’s award of funding through the Rough Sleeper Rapid Rehousing Pathway programme.

Teignbridge Rough Sleeper Initiative

This fund represents a grant from Teignbridge District Council and South Hams & West Devon Council to contribute towards an outreach service which will work alongside the existing rough sleeper outreach services covering both districts.

Department of Working Pensions (DWP)

This fund represents a grant by Department of Working Pensions to provide access to work grants for employees new work equipment.

Dorset County Council

This fund represents funding for Criminal Justice worker from Office of the Police and Crime Commissioner, Devon & Cornwall (OPCC).

Recovery Fund

The Recovery Fund is a pot of monies raised by Service Users, volunteers and staff to purchase items that will enhance and support recovery. Funds are received either from donations to the organisation, or are raised directly by the staff, Volunteer team and Service Users in localised or regional fundraising activities.

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E D P DRUG & ALCOHOL SERVICES (A COMPANY LIMITED BY GUARANTEE)

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022

16.
STATEMENT OF FUNDS (CONTINUED)
STATEMENT OF FUNDS - PRIOR YEAR
Balance at
1 April 2020
£
UNRESTRICTED FUNDS
DESIGNATED FUNDS
Fixed Asset Reserve
80,912
GENERAL FUNDS
Unrestricted Funds
951,916
TOTAL UNRESTRICTED
FUNDS
1,032,828
RESTRICTED FUNDS
ASPCC
-
Sport England
-
Teignbridge rough sleeper
initiative
-
Avon and Somerset PCC
-
Petroc College
-
Exeter City Council
-
National Lottery Community
Fund
-
-
TOTAL OF FUNDS
1,032,828		 Income
£
-
9,459,554
9,459,554
12,500
48,806
17,227
18,750
14,999
14,742
30,365
157,389
9,616,943		 Expenditure
£
(61,194)
(8,835,234)
(8,896,428)
(12,500)
(48,806)
(17,227)
(18,750)
(14,999)
(14,742)
(30,365)
(157,389)
(9,053,817)		 Transfers
in/out
£
47,405
(47,405)
-
-
-
-
-
-
-
-
-
-		 Balance at
31 March
2021
£
67,123
1,528,831
1,595,954
-
-
-
-
-
-
-
-
1,595,954

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E D P DRUG & ALCOHOL SERVICES (A COMPANY LIMITED BY GUARANTEE)

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022

17. SUMMARY OF FUNDS

SUMMARY OF FUNDS - CURRENT YEAR

Balance at
Balance at 1 Transfers 31 March
April 2021 Income Expenditure in/out 2022
£ £ £ £ £
Designated funds 67,123 - (42,935) 28,448 52,636
General funds 1,528,831 9,883,545 (9,307,942) (28,448) 2,075,986
Restricted funds - 201,383 (164,086) - 37,297
1,595,954 10,084,928 (9,514,963) - 2,165,919
SUMMARY OF FUNDS - PRIOR YEAR
Balance at
Balance at Transfers 31 March
1 April 2020 Income Expenditure in/out 2021
£ £ £ £ £
Designated funds 80,912 - (61,194) 47,405 67,123
General funds 951,916 9,459,554 (8,835,234) (47,405) 1,528,831
Restricted funds - 157,389 (157,389) - -
1,032,828 9,616,943 (9,053,817) - 1,595,954

18. ANALYSIS OF NET ASSETS BETWEEN FUNDS ANALYSIS OF NET ASSETS BETWEEN FUNDS - CURRENT YEAR

Unrestricted
funds
2022
£
Tangible fixed assets
52,636
Current assets
3,484,465
Creditors due within one year
(1,218,155)
Provisions for liabilities and charges
(190,324)
TOTAL
2,128,622		 Restricted
funds
2022
£
-
37,297
-
-
37,297		 Total
funds
2022
£
52,636
3,521,762
(1,218,155)
(190,324)
2,165,919

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E D P DRUG & ALCOHOL SERVICES (A COMPANY LIMITED BY GUARANTEE)

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022

18. ANALYSIS OF NET ASSETS BETWEEN FUNDS (CONTINUED) ANALYSIS OF NET ASSETS BETWEEN FUNDS - PRIOR YEAR

Tangible fixed assets
Current assets
Creditors due within one year
Provisions for liabilities and charges
TOTAL		 Unrestricted
funds
2021
£
67,123
2,521,491
(949,742)
(42,918)
1,595,954		 Total
funds
2021
£
67,123
2,521,491
(949,742)
(42,918)
1,595,954
19. RECONCILIATION OF MOVEMENT IN FUNDS TO CASH FLOW FROM OPERATING ACTIVITIES RECONCILIATION OF MOVEMENT IN FUNDS TO CASH FLOW FROM OPERATING ACTIVITIES RECONCILIATION OF MOVEMENT IN FUNDS TO CASH FLOW FROM OPERATING ACTIVITIES RECONCILIATION OF MOVEMENT IN FUNDS TO CASH FLOW FROM OPERATING ACTIVITIES
2022 2021
£ £
Net income for the year (as per Statement of Financial Activities) 569,965 563,126
ADJUSTMENTS FOR:
Depreciation charges 42,935 61,194
Dividends, interests and rents from investments (80) (182)
Increase in debtors (575,502) (112,032)
Increase in creditors 263,282 168,506
Increase in provisions 147,098 -
NET CASH PROVIDED BY OPERATING ACTIVITIES 447,698 680,612
20. ANALYSIS OF CASH AND CASH EQUIVALENTS
2022 2021
£ £
Cash at bank and in hand 2,208,790 1,794,301
TOTAL CASH AND CASH EQUIVALENTS 2,208,790 1,794,301

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E D P DRUG & ALCOHOL SERVICES (A COMPANY LIMITED BY GUARANTEE)

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022

21. ANALYSIS OF CHANGES IN NET FUNDS

At 1 April At 31 March
2021 Cash flows 2022
£ £ £
Cash at bank and in hand 1,794,301 414,489 2,208,790

22. PENSION COMMITMENTS

The company operates a defined contribution pension scheme. The assets of the scheme are held separately from those of the company in an independently administered fund. The pension cost charge represents contributions payable by the company to the fund and amounted to £197,767 (2021: £184,978). Contributions totalling £27,974 (2021: £26,873) were payable to the fund at the balance sheet date and are included in creditors.

Additionally, the company pays contributions to the NHS Pension Scheme. Although the scheme provides defined benefits to members, it is an unfunded multi employer scheme, with no ongoing liability for the company beyond the level of employer contributions specified by the Scheme. Accordingly it is accounted for as if it was a defined contribution scheme. The pension cost charge represents contributions payable by the company to the fund and amounted to £41,893 (2021: £66,735). Contributions totalling £4,561 (2021: £57,829) were payable to the fund at the balance sheet date and are included in creditors.

23. OPERATING LEASE COMMITMENTS

At 31 March 2022 the company had commitments to make future minimum lease payments under noncancellable operating leases as follows:

Within 1 year
Later than 1 year and not later than 5 years
Later than 5 years		 2022
£
162,697
400,140
-
562,837		 2021
£
192,802
444,078
72,700
709,580

24. RELATED PARTY TRANSACTIONS

During the year, management services were provided by parent company Humankind Charity for a value of £202,305 (2021: £57,160). At the year end, £100,222 (2021: £53,070) is due to the parent company and this is included in trade creditors.

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NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022

25. CONTROLLING PARTY

Humankind Charity is the sole company member and parent company.

Humankind is a company registered in England, Registered Company No. 01820492 and Registered Charity No. 515755, head Office Humankind, Inspiration House, Unit 22 Bowburn North Industrial Estate DH6 5PF. Consolidated accounts can be obtained from Companies House.

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