The Trustees present their annual report and financial statements for the year ended 31 March 2022.
The accounts have been prepared in accordance with the accounting policies set out in note 1 to the accounts and comply with the charity's Memorandum and Articles of Association , the Companies Act 2006 and “Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2015)”
The Company has been established for public benefit to:
Provide a range of personalised support to adults with learning disabilities who may also have a physical disability and/or emotional difficulties; and/or medical conditions.
Pursue such other charitable purposes consistent with the above as the Trustees in their absolute discretion shall determine (together the “Objects”).
There has been no change to these objectives and activities during the period whilst the vision and mission for One Trust as an organisation translate these objectives into a longer-term strategy, namely:
The One Trust Vision
To deliver outstanding and inspiring services and opportunities to people with learning disability and their families enabling them to realise their aspirations and enjoy broad and fulfilling lives.
Our Mission
Providing outstanding service, opportunity, therapy, and respite to individuals with learning disability and their families.
Nurturing a community of open partnership with families and supporters via an inspired, valued, agile and specialised workforce, and the embracement of research and development. This results in the ultimate provision of personalised support.
Innovative, safe, proactive, flexible; dedicated to inclusivity and equality, One Trust inspires.
Services
On a day-to-day basis, these objectives are delivered by One Trust through a broad range of social and personal care services, including mealtime and personal care support, and managed health conditions. One Trust also provides a range of therapies, often in partnership with learning disability NHS community teams. Therapies include music, hydrotherapy, physiotherapy, massage, music therapy and speech, and language. The Charity also provides a wide range of developmental and cultural activities such as music, art, crafts, cycling, swimming, walking, multi-sensory interaction, horticulture, cooking, and daily trips within the local community and to local and regional attractions.
One Trust runs a service for those with Profound Multiple Learning Disability PMLD from an adapted, state of the art building in Tooting. During the year 2019, One Trust agreed a revised 4-year concession contract extension with Wandsworth Borough Council (WBC), thereby securing use of the flagship site in Tooting. Services are also delivered from three social bases within the Borough of Wandsworth, these are shared community spaces encouraging attendees to integrate with their local communities. One Trust provides hydrotherapy services for those with PMLD at the Sutton Inclusion Centre. Transport is provided by six minibuses and one wheelchair accessible people carrier, all controlled by One Trust. The transport provision helps service users access the service sites and engage in activities at various locations during the day. One Trust has continued to develop a range of online services to enable individuals’ remote access from home. This offering serves to connect people with a broader network of peers and provides meaningful structure and a range of activities that would not be on offer where people live.
One Trust works with several people requiring behavioural support and the service has an excellent track record of meeting the needs of individuals on the Autistic Spectrum (ASD). The service delivers well thought out programmes and physical environments that suit those that sometimes struggle with busy settings. One Trust recognises the growing need for services suitable for people requiring behavioural support and is strategically focused on developing leading edge provision and capacity in this area over the next 18-months.
Support provided by One Trust is proactive and responsive, and looks to enhance the life experiences of those using the service. To ensure smooth transitions into adult life, as well as coordinating the successful delivery of care and support to everyone, One Trust provides a dedicated referral and care management function. This resource supports people and their family with a range of issues such as care planning, funding, referrals, and health intervention and is intended to minimise feelings of isolation often experienced by families. One Trust’s approach to family support is attentive and often prevents small issues from escalating, as well as unnecessary intrusions from NHS and Social Services professionals.
Whilst the service’s primary function is to meet the needs of adults with learning disability, the service is also a valuable source of respite for family carers. Carers benefit from knowing that their sons and daughters are well cared for and safe. This enables family members to maintain employment and helps them to take time out to attend to their own needs. The respite function of One Trust directly supports family carers to maintain caring responsibilities as well as prolonging family living arrangements. One Trust is keen to develop services that are responsive to the needs of individuals and their families and carers, an example of which is the provision of weekday evening and weekend respite. One Trust also deploys a carer liaison team. The team, who are carers themselves, support families with a range of tasks, aimed at supporting carers to continue with their caring responsibilities and affording them time to meet their own needs.
The Trustees have paid due regard to guidance issued by the Charity Commission in deciding what activities the charity should undertake.
Financial review
Income derives from five main sources:
• Contracts with Richmond and Wandsworth Borough Councils
• Contracts with Other Local Authorities (OLA)
• Contracts with Integrated Care Board (ICB) formerly NHS Clinical Commissioning Groups (CCG)
• Direct Payments
• Furlough Income under the Government’s Corona virus Job Retention Scheme (CJRS) up to September 2021.
The various streams ensure diversity of income across commissioning boards and individuals. Our total income for the year 2021/22 was £2,895,013 (2020/21: £3,425,245), including £95,640 (2020/21 £717,478) from the CJRS. Income generated from charitable activities totalled £2,796,811, up 3.29% from the £2,707,602 generated in 2020/21.
Total expenditure on charitable activities was £3,101,777 (2020/21 £3,636,163, including redundancy costs of £510,500). One Trust’s cash position decreased over the year, with £471,105 of cash and cash equivalents held at 31 March 2022 (2021: £828,607). The reasons for the £357,502 decrease in total cash are lower income received through CJRS, a re-negotiated concession contract with WBC, and pension strain payments related to the redundancies in 2020/2 1 .
Overall results this year show a deficit of £207,308 (2021: deficit of £211,466).
Total unrestricted funds of £751,817 were held at 31 March 2022 (2021: £959,125). This includes £260,000 set aside by Trustees in accordance with One Trust’s strategic objective to generate much needed capacity to both support more people with PMLD and develop a standalone service for people benefitting from behavioural support. Primarily these designated funds will be used to deliver additional building capacity and associated refurbishment, to ensure additional spaces used by One Trust are fit for purpose.
Strategy
Despite the disruption of the pandemic, we have remained committed to our strategic objectives and, following a period of consolidation, we are now actively pursuing a revised 2 to 4 year strategy to capitalise on identified areas of growth. This will see One Trust fill a void in provision for people with complex needs, relating to people on the autistic spectrum and those requiring behavioural support. We remain committed to broadening our social impact and plan to do this through refining our provision, so that we can influence commissioners, providers, and other stakeholders by sharing our quality framework and outstanding service blueprint.
Our strategy 2022-25 strategy focuses on several areas.
Securing local authority contracts and spot purchase placements, specialising in services for people with profound and multiple learning disability, those with profound autism and people requiring behavioural support.
Securing well designed, well-resourced service sites on 10-year plus leases. The sites will either be planned around the needs of people with complex needs, including physical disability, or modelled around the requirements of people on the autistic spectrum and those requiring behavioural support. One Trust believes that the buildings people occupy should be of the highest standard: clean, well resourced, well lit, adaptable, and welcoming.
Providing a standalone behavioural support service. Whilst we have a particularly good reputation of supporting people on the autistic spectrum and those benefitting from behavioural support, we believe that having a dedicated service site and highly trained and experienced team will enable One Trust to become a centre of excellence. We are part way through the delivery of this strategic objective, and plan for the new model to be fully operational by September 2023.
Developing accessible specialist transport for those that find it difficult to travel by other means. We recognise that a lack of suitable transport provision can be a barrier to people living their potential and engaging in a broad and fulfilling range of opportunities. We plan to grow our adapted transport provision and provide this, not only to people attending our service, but to people within the broader learning disability community.
Developing existing virtual services and technology-based provision. One Trust recognises that people with learning disability have often been deprived of access to advancements in everyday technology. We will continue to offer our virtual services to more people. We will also look to engage service users in the latest use of technology such as the Metaverse, as we believe our service users can be the biggest beneficiaries of the intrinsic parity of the virtual world.
Developing a quality framework, and a training and workforce development programme that sets the bar high, sharing our standards and training with other organisations, to broaden our influence and positively impact the lives of many people with learning disability.
Engaging in research and development. We plan to work with universities and researchers to encourage or participate in areas of research that will positively impact the lives of the people we support, and influence various stakeholders, organisations, and professional bodies.
COVID-19
Our response and its impact
Our leadership team, supported by Trustees, has continued to respond to the challenges and disruption caused by the pandemic, to secure the future and reputation of the charity. Our Board’s primary concerns have been;
• Supporting the welfare of service users and their families
• Supporting our staff
• Protecting our financial income from Richmond and Wandsworth Councils, Integrated Care Boards (ICBs) and Other Local Authorities (OLAs)
One Trust initially played a vital role in the national response to the COVID-19 crisis. We support vulnerable adults with profound and multiple learning disability and those requiring behavioural support, many of whom live with parent carers. The Board and executive thoroughly assessed the risk of closing the service against the risk of COVID-19. It was agreed that the risk of not providing onsite provision and respite would have resulted in an unacceptable impact on the vulnerable people and families we support. It is clear, following numerous accounts of the negative impact of isolation during the pandemic, that the decision of the Board to continue to deliver in person support during the crisis was the correct one. As an organisation, this has bolstered our good reputation and strengthened our relationships with partners and families.
Whilst the impact of the pandemic has lessened, and life has mostly returned to normal, One Trust still observes recommended infection control practices due to the vulnerable position of many service users. We continue to follow government and Public Health England guidance, drawing on the advice given to care homes. One Trust made a significant investment of people, time, and money to adapt to the challenges faced by both the organisation and the people and families reliant on One Trust provision.
Since the beginning of 2022, we have seen a significant shift in how the business is run and we have been able to reinstate normal working practices. This has also allowed us to revisit strategic objectives and pursue and deliver these in earnest
To a large degree, many of the support structures born out of One Trust’s response to the pandemic remain, notably, the carer liaison function, community support and online provision. Like other charities, One Trust has faced disruption to operations and income, with many activities cancelled or postponed in response to positive direct contact COVID-19 cases and subsequent infection control protocol.
Other key areas of the business that have been impacted have been staff training and in person contact between NHS colleagues and service users. The delivery of staff training has mostly been online rather than in person, which has impacted its quality and impact. Lately, we have been able to deliver more in person training and support and this has clearly had a positive impact on the staff team. Similarly, in person intervention by our NHS colleagues was disrupted. We are now able to collaborate more closely with our NHS colleagues, and they are working through case reviews, supporting and advising our team, which is having a positive impact on clinical support.
Supporting our service users and carers
Following a period of significant service disruption, One Trust provision has largely returned to normal. Apart from extraordinary infection control practices, service users now access the service as normal, and are fully engaged in pre pandemic programs of activity. Most service users have returned to onsite provision. We are now able to engage in a full range of therapeutic and facilitate health support onsite. Family carers are receiving the much-needed respite our service provides. We have been able to resume in person contact with these carers and also bring them together for social events.
Within the reporting year, and in the context of our response to the pandemic, One Trust incurred additional costs to support service users, and carers. The measures we took include: ·
The continuation and development of our online service offering, which has involved funding, and distributing hardware, ensuring online connectivity, technical support, and outreach visits to distribute resources. The online sessions have been a valuable resource for those who remained at home and have also brought One Trust into contact with people not previously known to the charity, as other residents within care homes have also made use of our online service offering.
The continued deployment of our carer liaison team, who have maintained regular contact with all parent carers and supported them with a range of issues, including funding applications, care coordination and emotional support.
Supporting our staff
We are truly fortunate to have enthusiastic and resolute staff, who are committed to doing their absolute best to help the service users and their families. It is critical that they feel valued and recognised for the work that they do.
The charity's policy is to consult with employees and seek their views on those matters likely to affect their interests. Information bulletins, focused consultation meetings, supervision and reports seek to achieve a common awareness on the part of all employees regarding the financial and economic factors affecting the Charity’s performance as well as the overarching strategy and short to medium term priorities.
Applications for employment by disabled persons are always fully considered if they meet the minimum criteria for a role, and reasonable adjustments are made if appropriate. Annually, staff are consulted and asked to volunteer details of any disability and work adjustments they would like considered. In the event of members of staff becoming disabled, every effort is made to ensure that their employment within the charity continues and that the appropriate support is arranged. It is the policy of the charity that the training, career development and promotion of disabled persons should, as far as possible, be identical to that of other employees.
The central principle of our people strategy is to develop a culture of leadership that inspires and enables our staff to treat service users as equals. This means developing and supporting our staff to be leaders who can prepare for and manage an ever-changing environment. We have embedded an HR business partner model (Breathe), rolling out a new approach to communicating with staff aimed at strengthening employees’ relationships. We have also been supported by Auburn Consulting to assist with marketing and communications. A large portion of this work has focused on internal communications, and we are in the process of introducing new touch points, to ensure employees are well informed and able to engage effectively with the whole team. It is hugely important to us that our employees can tell us what they think, and feel heard.
In the past, One Trust employed a mixture of permanent and bank staff. All bank staff were offered and accepted permanent contracts on the 1 st January 2022. We believe staff that are employed in this way feel more valued by the organisation, and this in turn enhances the output of employees, which ultimately benefits service users.
Our approach to remuneration is led by our People Committee. Our reward principles are designed to pay the market rate for the charity sector and attract and retain people who can deliver impressive results in a great place to work. The Finance and Audit Committee considers the Remuneration Policy and pay award proposal on an annual basis and then makes recommendations on these matters to the Board of Trustees. As a result of the fiscal impact of COVID-19, and the cost-of-living increases, Trustees recommended a 6% increase with effect from the 1 st April 2022.
Clinical Governance
To ensure a culture of continuous improvement, One Trust has been working with Response Consulting who have been overseeing a wholesale review of our quality framework and clinical governance. This project will deliver full Care Quality Commission (CQC) compliance through Quality Compliance Systems (QCS). The benefit of this system is that it automatically updates as legislation and practice evolves, ensuring continued compliance.
Governance
We are in the process of an extensive audit / governance review, expected to be completed in early 2023. This will inform the Board of its effectiveness and provide an action plan for improvements. The Board and sub-committees meet regularly to review risk, HR, clinical considerations, special projects, finance, and strategic implementation.
Equality, Diversity, and Inclusion
As an organisation, we know that we have more to do in creating a diverse and inclusive culture, and to better reflect the communities we support and work with. For the benefits of diversity to be felt, we must create an environment where differences of thought and outlook are not only respected but expected. We want all our staff to feel that they can be themselves at work, valued for the distinct perspective that they bring, and able to fulfil their potential – irrespective of their ethnicity, sex, gender identity, sexual orientation, disability, faith, age, or socioeconomic background. We are committed to ensuring long-term change within One Trust and are actively working with our staff to co-create our future approach.
Safeguarding
Staff and Trustees come into direct and indirect contact with service users and their families and members of the public through delivery of a range of services and activities. Safeguarding is a critical area of importance to us and our primary concern, always, is to promote the welfare and safety of Service Users (SU’s). Our safeguarding policy is regularly reviewed, and all staff have undergone mandatory safeguarding training to ensure they can respond appropriately should a safeguarding issue arise. In addition to standard employment reference checks, all employees are subject to an enhanced DBS prior to commencement of service with the charity, with a three- year renewal programme in place.
Protecting our financial position and income from WBC, ICBs, OLAs
The contract variation with Richmond and Wandsworth Borough Councils negotiated in February 2021 protected a substantial proportion of annual income. This, alongside the restructure that took place during 2020/21 has left One Trust in a healthy financial position. At the end of 2021/22 we were holding reserves of £752k or 2.91 months of cost.
As of 31st March 2022, we are providing on site services to 113 people or 46.73 FTEs (31st March 2021, 56 people or 30.8 FTEs). Most service users that returned did not fully utilise their package but rather gradually increased their attendance.
We have now resumed full service at all sites. Most new referrals are now from ICBs and OLAs.
Events after the end of the reporting period
Some of the key events following the end of the reporting period include:
Operations/Income
Continuing to operate onsite service provision in line with stringent infection control measures. This has seen the continued use of PPE and enhanced cleaning regimes.
The continued receipt of supplier relief from WBC, albeit reducing relief for non-attendees, as most people have resumed attendance. As of September 2022, we were providing onsite services to 109 people (WBC 82, ICB/OLA and Direct 27) or 79.13 FTEs. We are assessing several new referrals with the aim to achieve pre-COVID-19 levels of income by the end of March 2023.
We are introducing Quality Compliance Systems (QCS) recommended policies and are developing supporting processes and procedures with the assistance of external consultants.
We are developing our Marketing and Communications (both internal and external) strategy, including a rebranding and upgrade of the web site.
People
We appointed three deputy managers, five additional support workers and two therapists and placed on hold the remaining vacancies.
Trustees approved a 6% salary increase with effect from 1 st April 2022.
Governance
The governance audit is ongoing.
Growth
Meeting with would be social investors, as we look at financial options to help One Trust build capacity and secure and adapt suitable premises to meet demand.
Engaging commissioners in several London Boroughs to express our interest in providing services to their residents.
Engaging with landlords to secure suitable premises to deliver additional service capacity to meet demand.
In a post-COVID-19 world, One Trust will continue to adapt its service offering, not only to support people in person, but also reach out to people remotely and via social media. We envisage that we will need to develop our campaigning capabilities, which will be incorporated into our Marketing and Communications strategy. We will look to develop our carer liaison function, as we very much believe the support we provide enhances the lives of parent carers and prevents the need for people to enter residential care living arrangements. As a service provider, we have become specialised in focus and will continue to strive to fill the current void in provision in Southwest London for people with PMLD, ASD and people requiring behavioural support. We will continue to develop our plans to provide state of the art specialist premises, equipped to provide a range of support and therapies not readily available elsewhere.
Principal risks and uncertainties
The trustees take seriously their responsibility to ensure that actual and potential risks to the organization are identified and are satisfied that all necessary and appropriate steps are being taken to manage them.
Although various risks surround the day-to-day operations of One Trust, going into 2022/23, the main risk for the Charity is the contractual relationship with Richmond and Wandsworth Councils. The Councils will be tendering all their learning disability day opportunities in February 2023. The current lease on the Church Lane site used by One Trust ends on 30th September 2023. If One Trust is not successful when bidding during the tender process, use of the site will be lost. To mitigate this risk, One Trust is actively pursuing and progressing alternative building options as part of a revised strategic plan.
The uncertainty over One Trust’s continued contractual relationship with Richmond and Wandsworth has highlighted the risk to One Trust of being over reliant on a particular funding source. This risk has been understood for a number of years and mitigating this risk remains a priority within our strategic planning. One Trust has reduced the percentage of overall income derived from Richmond and Wandsworth by 36% since 2015, and we have consulted with numerous ICBs and Local authorities to understand demand for our services. Our research tells us that many commissioning bodies are struggling to source placements for people with learning disability and complex needs. We have seen referrals from several London boroughs, and currently we do not have the capacity to meet demand for our services. We are yet to actively market our provision, but plan to do so as part of our strategic plan, as and when we are able to bring new service sites and services on stream.
Reserves policy and going concern
Reserves are required, if necessary, to bridge any gap between spending on One Trust’s services and the income it receives from all sources, to invest in services and future income generation, and to fund future initiatives. The trustees recognize the need to hold adequate reserves as part of their overall risk management strategy.
One Trust’s unrestricted reserves decreased by £207,308 in this fiscal year to £751,817 (2021: £959,125). The lower deficit (2021: £211,466 deficit) principally reflects an increase in the use of our services post Covid, although the improvement is adversely impacted by provisions made for potential liabilities (refer Note 15).
It is the policy of the charity that unrestricted funds which have not been designated for a specific use should be maintained at a level equivalent to between three and six-month’s expenditure. The trustees consider that reserves at this level will ensure that, in the event of a significant drop in funding, they will be able to continue the charity’s current activities while consideration is given to ways in which additional funds may be raised. The trustees also aim to ensure that, in a worst-case scenario, One Trust has sufficient reserves to allow for the orderly winding up of the charity – an estimated requirement of between £657,000 and £820,000. An appropriate level of reserves has been maintained throughout the year.
Management and Trustees regularly review income and expenditure forecasts through to March 2023. Having reviewed the post-COVID-19 and strategic risks facing the charity, alongside the overall cash levels held, the trustees consider that sufficient reserves are held as at 31 st March 2022 to manage those risks successfully.
The trustees also consider that there is a reasonable expectation that One Trust has adequate resources to continue in operational existence for the foreseeable future.
Accordingly, the trustees continue to adopt the ‘going concern’ basis in preparing the annual report and accounts.
Directors and Officers Liability Insurance
The Charity maintains an indemnity insurance policy to cover errors and omissions which may be made by Trustees and the Executive.
One Trust is an independent charity and company limited by guarantee.
The Trustees, who are also the directors for the purpose of company law, and who served during the year and up to the date of signature of the financial statements were:
The Trustees’ Terms of Reference and Charity’s Memorandum of Articles can be obtained by contacting our registered office.
Trustees meet formally at least four times a year, with additional subcommittee meetings covering HR, staffing, governance, and finance. In addition, there is at least one meeting each year dedicated to strategic planning.
One Trust continually reviews the skills of Board members and periodically conducts recruitment campaigns to bolster governance in specific areas. Prospective Trustees must submit an application and expression of interest and are subject to a formal selection process. The selection process requires prospective Trustees to meet with the CEO and visit service sites. This is then followed by formal interview and meeting with the Chair and/or other members of the Board.
New Trustees receive an induction pack, including an up to date and comprehensive report detailing the activity of the charity. The induction pack includes Charity Commission (“The Essential Trustee”) and Companies House guidance (“Being a Director”), detailing the role and responsibilities of trustees and directors. This is shared alongside One Trust’s Memorandum of Articles of Association. In addition, Trustees receive National Council for Voluntary Organisations membership and access to training, with expenses covered by the Charity. Visits to service sites and engagement with staff are arranged to help new Trustees familiarise themselves with the charity. Feedback from new Trustees regarding their induction experience is continually under review and used to improve relevance and quality.
The Chair is currently undertaking a review of governance and has engaged Mark Sturge, a business development consultant from Cranfield Trust, to undertake an external governance audit.
One Trust’s organisation structure
The executive structure:
Will Olmi – CEO
Richard Otuorimuo – Chief Operating Officer
Team structure
4 Administrators
3 Aides
3 Art tutors
2 Carer liaison
6 Deputy team managers
3 Executives
1 Massage therapist
3 Music therapists
46 Support workers
3 Team Managers
Appreciation
This has been a challenging year for our team, family carers and those using One Trust services. We would like to thank our team for their proactive and positive response to the Pandemic, as well as their adaptability and flexibility in support of the charity. The contribution of the whole team has been instrumental in ensuring the sustainability and impact of the Charity as well as the positive reputation of One Trust amongst all stakeholders.
We would also like to thank Richmond and Wandsworth Borough Councils for their continued support. We are incredibly grateful for the assistance they have provided and the protection this has afforded Wandsworth residents requiring One Trust services.
The trustees, who are also the directors of One Trust for the purpose 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 fiscal year which give a true and fair view of the state of affairs of the charity and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that year.
In preparing these financial statements, the trustees are required to:
- select suitable accounting policies and then apply them consistently.
- observe the methods and principles in the Charities SORP.
- make judgements and estimates that are reasonable and prudent.
- state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements; and
- prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation.
The trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charity 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 charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
Clarkson Hyde LLP were appointed as auditor to the company and in accordance with section 485 of the Companies Act 2006, a resolution proposing that they be re-appointed will be put at a General Meeting.
Disclosure of information to auditor
The Trustees' r eport was approved by the Board of Trustees.
Opinion
We have audited the financial statements of One Trust (the ‘charity’) for the year ended 31 March 2022 which comprise the statement of financial activities, the balance sheet, the statement of cash flows and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice) .
In our opinion, the financial statements:
Basis for opinion
We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor's responsibilities for the audit of the financial statements section of our report. We are independent of the charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
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 charity’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 auditor's report thereon. The Trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and 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.
We have nothing to report in respect of the following matters in relation to which the Charities (Accounts and Reports) Regulations 2008 require us to report to you if, in our opinion:
the information given in the financial statements is inconsistent in any material respect with the Trustees' r eport; or
sufficient accounting records have not been kept; or
the financial statements are not in agreement with the accounting records; or
we have not received all the information and explanations we require for our audit.
As explained more fully in the s tatement of Trustees' r esponsibilities, the Trustees, who are also the directors of the charity for the purpose 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 charity’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.
We have been appointed as auditor under section 144 of the Charities Act 2011 and report in accordance with the Act and relevant regulations made or having effect thereunder.
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.
The extent to which our procedures are capable of detecting irregularities, including fraud, is detailed below .
We gained an understanding of the legal and regulatory framework applicable to the company and the industry in which it operates, and considered the risk of acts by the company that were contrary to applicable laws and regulations, including fraud. We designed audit procedures to respond to the risk, recognising that the risk of not detecting a material misstatement due to fraud is higher than the risk of not detecting one resulting from error, as fraud may involve deliberate concealment by, for example, forgery or intentional misrepresentations, or through collusion.
We focussed on laws and regulations which could give rise to material misstatement in the financial statements, including, but not limited to, the Companies Act 2006 and UK tax legislation. Our tests included agreeing the financial statement disclosures to underlying supporting documentation and enquiries with management. There are inherent limitations in the audit procedures described above, and the further removed non-compliance with laws and regulations is from the events and transactions reflected in the financial statements, the less likely we would become aware of it. We did not identify any key audit matters relation to irregularities, including fraud. As in all of our audits, we also addressed the risk of management override of internal controls, including testing journals and evaluating whether there was evidence of bias by the directors that represented a risk of material misstatement due to fraud.
A further description of our responsibilities is available on the Financial Reporting Council’s website at: https://www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor's report.
This report is made solely to the company’s members, as a body, in accordance with section 391 of the Companies Act 2014. Our audit work has been undertaken so that we might state to the company’s members those matters we are required to state to them in an auditor's report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the company and the company’s members as a body, for our audit work, for this report, or for the opinions we have formed.
Clarkson Hyde LLP is eligible for appointment as auditor of the charity by virtue of its eligibility for appointment as auditor of a company under section 1212 of the Companies Act 2006.
Income from c haritable activities
Investment income
Other incom ing resources
Other expenses
The statement of financial activities includes all gains and losses recognised in the year.
All income and expenditure derive from continuing activities.
One Trust is a private company limited by guarantee incorporated in England and Wales. The registered office is 21 Church Lane, Tooting, London, SW17 9PW.
The financial statements have been prepared in accordance with the charity's governing document, the Companies Act 2006 and “Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)” (as amended for accounting periods commencing from 1 January 2016). The charity is a Public Benefit Entity as defined by FRS 102.
The financial statements are prepared in sterling , which is the functional currency of the charity . Monetary a mounts in these financial statements are rounded to the nearest Pound Sterling (£).
The financial statements have been prepared under the historical cost convention. The principal accounting policies adopted are set out below.
At the time of approving the financial statements, the Trustees have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. Thus the Trustees continue to adopt the going concern basis of accounting in preparing the financial statements.
Unrestricted funds are available for use at the discretion of the Trustees in furtherance of their charitable objectives.
Cash donations are recognised on receipt. Other donations are recognised once the charity has been notified of the donation, unless performance conditions require deferral of the amount. Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is recognised at the time of the donation.
Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to that expenditure, it is probable that settlement will be required and the amount of the obligation can be measured reliably.
All expenditure is accounted for on an accruals basis. All expenses including support costs and governance costs are allocated or apportioned to the applicable expenditure headings.
Support costs have all been allocated between governance costs and other support costs. Governance costs comprise all costs involving the public accountability of the charity and its compliance with regulation and good practice. These costs include costs related to statutory audit and legal fees together with an apportionment of overhead and support costs.
Tangible fixed assets are initially measured at cost and subsequently measured at cost or valuation, net of depreciation and any impairment losses.
Depreciation is recognised so as to write off the cost or valuation of assets less their residual values over their useful lives on the following bases:
The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds and the carrying value of the asset, and is recognised in the statement of financial activities .
Periodically, the charity reviews the carrying amounts of its tangible assets to determine whether there is any indication that those assets have suffered an impairment loss. If any such indication exists, the recoverable amount of the asset is estimated in order to determine the extent of the impairment loss (if any ) .
Recoverable amount is the higher of fair value less costs to sell and value in use. In assessing value in use, the estimated future cash flows are discounted to their present value using a pre-tax discount rate that reflects current market assessments of the time value of money and the risks specific to the asset for which the estimates of future cash flows have not been adjusted.
If the recoverable amount of an asset is estimated to be less than its carrying amount, the carrying amount of the asset is reduced to its recoverable amount. An impairment loss is recognised immediately in income/(expenditure for the year , unless the relevant asset is carried at a revalued amount, in which case the impairment loss is treated as a revaluation decrease.
Recognised impairment losses are reversed if, and only if, the reasons for the impairment loss have ceased to apply. Where an impairment loss subsequently reverses, the carrying amount of the asset is increased to the revised estimate of its recoverable amount, but so that the increased carrying amount does not exceed the carrying amount that would have been determined had no impairment loss been recognised for the asset in prior years. A reversal of an impairment loss is recognised immediately, unless the relevant asset is carried in at a revalued amount, in which case the reversal of the impairment loss is treated as a revaluation increase.
Cash and cash equivalents include cash in hand, deposits held at call with banks, other short-term liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities.
The charity has elected to apply the provisions of Section 11 ‘Basic Financial Instruments’ and Section 12 ‘Other Financial Instruments Issues’ of FRS 102 to all of its financial instruments.
Financial instruments are recognised in the charity 's balance sheet when the charity becomes party to the contractual provisions of the instrument.
Financial assets and liabilities are offset, with the net amounts presented in the financial statements, when there is a legally enforceable right to set off the recognised amounts and there is an intention to settle on a net basis or to realise the asset and settle the liability simultaneously.
Basic financial assets, which include debtors and cash and bank balances, are initially measured at transaction price including transaction costs and are subsequently carried at amortised cost using the effective interest method unless the arrangement constitutes a financing transaction, where the transaction is measured at the present value of the future receipts discounted at a market rate of interest. Financial assets classified as receivable within one year are not amortised.
Basic financial liabilities, including creditors and bank loans are initially recognised at transaction price unless the arrangement constitutes a financing transaction, where the debt instrument is measured at the present value of the future p aymen ts discounted at a market rate of interest. Financial liabilities classified as payable within one year are not amortised.
Debt instruments are subsequently carried at amortised cost, using the effective interest rate method.
Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of operations from suppliers. Amounts payable are classified as current liabilities if payment is due within one year or less. If not, they are presented as non-current liabilities. Trade creditors are recognised initially at transaction price and subsequently measured at amortised cost using the effective interest method.
Financial liabilities are derecognised when the charity ’s contractual obligations expire or are discharged or cancelled.
Provisions are recognised when the charity has a legal or constructive present obligation as a result of a past event, it is probable that the charity will be required to settle that obligation and a reliable estimate can be made of the amount of the obligation.
The amount recognised as a provision is the best estimate of the consideration required to settle the present obligation at the reporting end date, taking into account the risks and uncertainties surrounding the obligation. Where the effect of the time value of money is material, the amount expected to be required to settle the obligation is recognised at present value. When a provision i s measured at present value , the unwinding of the discount is recognised as a finance cost in net income/(expenditure) in the period in which it arises.
The cost of any unused holiday entitlement is recognised in the period in which the employee’s services are received.
Termination benefits are recognised immediately as an expense when the charity is demonstrably committed to terminate the employment of an employee or to provide termination benefits.
The charity provides retirement benefits to employees a defined contribution pension plan. Most employees are members of the defined contribution pension plan. A defined contribution plan is a pension plan under which the charity pays fixed contributions into a separate entity. Once the contributions have been paid the charity has no further payment obligations. Contributions are chargeable to the SOFA in the period to which they relate. The assets of the plan are held separately from the charity in independently administered funds by Now Pensions.
The charity also participates in the Wandsworth Borough Council (WBC) Local Government Pension Scheme (LGPS), which is a defined benefit arrangement which was closed to new members in 2015, when the charity transferred from Wandsworth Borough Council. Twenty-eight current employees are active members, and a number of former employees are also covered by the provisions of that scheme. Details of the benefits payable under these provisions can be found in the WBC report and financial statements on their website. The scheme is a funded, defined benefit scheme that covers local government employees, and other bodies, allowed under the direction of the Secretary of State, in England and Wales. The defined benefit scheme assets are invested in pooled funds managed by Wandsworth Borough Council.
Under the terms of the Concession Contract between Wandsworth Borough Council and One Trust, employees remaining in the LGPS are effectively treated as though they are employees of WBC. One Trust is liable for: (i) employer contributions at the standard WBC rate, and (ii) any liabilities crystallising as a result of any decision taken by One Trust (for example, the £148,000 of pension strain reflected in the 2020-21 accounts, incurred as a result of LGPS scheme employees being made redundant in 2020). Beyond this, the charity does not benefit from any surpluses on the scheme nor share any losses. Accordingly, under FRS 102 the scheme is accounted for as if it were a defined contribution scheme: the cost of participating in the scheme is taken as equal to the contributions payable to the scheme for the accounting period.
In the application of the charity’s accounting policies, the Trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.
The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods.
Income from c haritable activities
Services provided under contract with Richmond & Wandsworth Borough Council
Services provided under contract with Other Local Authorities, ICB, NHS, Direct
Investment income
Other incom ing resources
Other income
In accordance with the coronavirus job retention scheme (CRJS), the charity acknowledges the receipt of £95,640 (2021: £717,478) from HMRC and is stated as other incoming resources in the Statement of Financial Activities.
Rent and rates
Travelling and motor running expenses
Printing, postage and stationery
Telephone and computer costs
Premises expenses and equipment costs
Other costs
Client activities
Minibus costs
Irrecoverable VAT
Payroll and HR expenses
Governance costs includes payments to the auditors of £ 8,000 for audit fees.
No trustees (or any persons connected with them) other than W Olmi (CEO) received any remuneration or benefits from the charity during the period.
Will Olmi salary, £67,348
The average monthly number of employees during the year was:
Other expenses
Contracts with ICB’s are invoiced on the basis of services provided by One Trust, regardless of attendance by service users. Following two weeks of non-attendance, One Trust is required to notify ICB’s and confirm ongoing service requirements. Contracts are only terminated on receipt of written notification from the ICB.
During the pandemic, the charity issued invoices to ICBs for 3 service users who did not attend. While the invoiced amounts have been settled, a sum of £ 187 k has been provided in these accounts to allow for potential liabilities arising from the failure to notify the ICBs of the service users’ non-attendance.
One Trust operates two Pension Schemes for its employees. All employees can opt in or out of either scheme in accordance with the rules.
a. Defined Contribution Scheme
A Group Personal Pension Plan run by Now Pensions called the One Trust Pension Scheme. This is a defined contribution scheme that is open to current staff and satisfies the auto enrolment legislation.
One Trust contributes 5% and the employee also contributes 5% of gross pay. Each member of the scheme can increase contributions according to the level of statutory requirements at the point at when they joined the scheme. The charity contributed £33,215 (2021 £34,284) by way of employer contributions during the year.
b. Defined Benefit Scheme
The charity also participates in the Wandsworth Borough Council (WBC) Local Government Pension Scheme (LGPS), which is a defined benefit arrangement which was closed to new members in 2015, when the charity transferred from Wandsworth Borough Council. Twenty-eight current employees are active members, and a number of former employees are also covered by the provisions of that scheme.
In 2021/22 the Charity paid contributions at a rate of 23.2% of pensionable pay, but Wandsworth Borough Council reimbursed a part of this employer contribution to bring One Trust’s effective rate of contribution down to 19%, which is the rate paid by WBC in respect of their own employees. Net employer contributions during the year amounted to £115,650 (2021 £336,099, including £148,000 in respect of pension strain relating to employees that were made redundant during the year). One Trust employees contributed to the scheme on a tiered scale from 6% - 14.5% of their pensionable pay, depending on total earnings.
During the year, the board of trustees confirmed their commitment to the designate d £260 ,000 of the unrestricted funds towards One Trust 's expansion plan.
These designated funds will be used to deliver additional building capacity and associated refurbishment, to ensure additional spaces used by One Trust are fit for purpose.
It is expected that a proportion of the funds will be utilised in 2022/23 and the balance in 2023/24.
At the reporting end date the charity had outstanding commitments for future minimum lease payments under non-cancellable operating leases, which fall due as follows:
The remuneration of key management personnel is as follows.