Sense Annual Report and Accounts 2010 Sense, The National Deafblind and Rubella Association Council’s report and accounts Members of Council have pleasure in presenting their report together with the audited accounts of the comapany for the year ended 31 March 2010 Chairman’s and Chief Executive’s statement Firm foundations for future success There are many transitions at key points in the lives of deafblind people. Organisations also go through change. For Sense this has certainly been the case over the last year as we have put into place an extensive restructuring. The Sense regions have been replaced with a new structure based upon the different types of services we offer. Our new community hubs focus on three core areas: Children’s Services; Community Services; and Residential Services. Despite the difficult economic times we expect to develop and grow our adult services. There will also be more children’s services, including a core guarantee of what Sense can do for each child. Alongside this, we now have a new External Affairs and Knowledge Group covering; Fundraising, Trading, Communication and Information Services. To streamline and improve information and assistance a new Information, Advice and Research Service will be launched. Also a new Citizenship and Rights Unit will enable deafblind people to participate in their local communities on the same basis that we all do. This will work closely with our Public Policy Unit to ensure that national initiatives and legislation that will impact on deafblind individuals meets their needs. Annual reports are typically a time to look back and reflect. However, the real excitement now is how the hard work and successes over the last year, including the strong financial position set out in this report, have set firm foundations for the future. Over the next year we look forward to seeing our ambitious plans increasingly become a reality. John Crabtree – Chairman Richard Brook – Chief Executive Contents Report of Council for the year ended 31 March 2010 Our plans for the future Governance and internal control Financial review 2009/10 Independent auditors’ report to the Members of Sense, The National Deafblind and Rubella Association Consolidated statement of financial activities Consolidated balance sheet Company balance sheet Summary consolidated income and expenditure account Consolidated cash flow statement Accounting policies Notes to the financial statements Major supporters Charity information Report of Council for the year ended 31 March 2010 Who Sense helps and how The people that need our support • 356,000 people in the UK have significant hearing and sight impairment, 132,000 of whom are severely deafblind • Many of these people also have other additional disabilities and/or learning and other difficulties • Within 20 years the number of UK people with severe deafblindness will rise by 86% • The scale of the challenge globally is also very great. Sense International is supporting deafblind people in four main areas around the world. Sense services and support Sense is a charity that benefits children and adults who are deafblind. Specialist information, advice and services are provided to deafblind people, their families, carers and the professionals who work with them. People who have sensory impairments with additional disabilities are also supported. Services are available to those who need them and are funded through charitable donations, grants and statutory fees. Our structure Operations Community services and children’s services Including: assessments and support during transition; intervener/communicator guide services; holiday & activity schemes; supported living assistance; support groups and forums; behaviour support; education, incl. schools liaison and statementing support; training and work placement. Residential services tailored to individual needs Policy and Rights • Public Policy • Citizenship and Rights • International relations and Corporate Affairs External Affairs & Knowledge ● Information, Advice and Research ● Communications and Public Awareness ● Fundraising and Trading** (incl. charity shops whose profits are donated to Sense) What Drives Us Vision A world in which all deafblind children and adults can be full and active members of society. Purpose In partnership with deafblind people, their families, carers and professionals to ensure access for all to advice, opportunities and support. Values that guide all that we do An individual’s worth - embracing diversity and responding to individual need Self-determination - promoting the rights of individuals and providing support for this where necessary Personal fulfilment - promoting opportunities for all individuals to develop and achieve their potential Openness and honesty - our interactions will be transparent, open to scrutiny and built on trust and accountability Learning and improving - continuously improving the quality of what we do by consulting and reflecting on our actions. The Sense group The Sense group includes a number of separate organisations. This is the consolidated annual report and accounts for all the Sense organisations. Within the Sense group the following organisations produce their own annual report and accounts which desrcribe their activities and finances in more detail: Sense Scotland; Sense International; Coventry Society for the Blind and; Helping Sense Ltd. ENGLAND, WALES & NORTHERN IRELAND* The main corporate services for these countries are managed by Sense’s registered office, in London, and also in Birmingham. Sense Sense’s service operations in England are managed in eight community hub areas. Support and service areas include: children & families; adults; older people; campaigns and awareness. We operate in conjunction with a diverse range of agencies and professionals. Sense Cymru Services include: communicator guides & intervenors; children & adults outreach services; training. Sense N. Ireland Services include: a residential home; a day service; and a pre-school nursery. SCOTLAND Sense Scotland** Work with children and adults, including providing communication support to identify peoples’ aspirations and how they want to live their lives. INTERNATIONAL Sense International** Work in Asia, Latin America, Eastern Europe and Africa, in conjunction with partner organisations, to develop deafblind programmes and build capacity to ensure their sustainability. * Sense is the trading name for Sense, the National Deafblind and Rubella Association, and is a registered charity and company limited by guarantee, governed by its memorandum and articles of association. It is the corporate trustee of the Royal School for Deaf Children (Birmingham) a registered charity, governed by its trust deed (which has been granted a linking order permitting its activities to be reported on within Sense’s report) and the Coventry Society for the Blind.** Sense is the sole member of Sense Scotland and Sense International, and holds 100% of the issued share capital of Helping Sense Limited. Helping Sense Limited is Sense’s trading company. It is governed by its own Memorandum and Articles of Association and its main activity is the sale of new goods through Sense’s charity shops. The profits from its activities are donated to Sense. ** Registered as separate charitable companies governed by their own memorandum and articles of association and with their own boards of Trustees. Children and families Children born with vision and hearing impairments – and often other disabilities to cope with – need skilled help from a wide range of professionals. Sense specialists provide vital early support to deafblind children, their families and the professionals who work with them. We promote effective multi-agency working, carry out assessments, and develop individual programmes that will help each child to reach their full potential. We also work closely with government and other agencies to ensure that the needs of deafblind children are fully taken account of. Adults Sense believes that each individual should be able to choose the lifestyle and support that is right for them. Our specialist services enable deafblind people to live as independently as possible, offering a range of housing, educational and leisure opportunities to suit each particular individual. Older people More and more people are experiencing combined sight and hearing difficulties as they get older. Sense provides support, information and training to enable older people to live as independently as possible – overcoming barriers and combating the isolation that many experience. This includes providing communicator guide schemes in many parts of the country and working with local authorities to help them provide such schemes themselves. Sense has also been campaigning strongly to ensure that the needs of older people with combined hearing and sight loss are included in the Government’s strategy for and ageing society. The strategy now mentions the needs of people with communication support needs and Sense has a place on the Steering Group for the strategy. Campaigns and awareness Sense strives to increase understanding of deafblindness among service providers, opinion formers and others – and campaigns vigorously for improved rights and access for deafblind people to the wider community. This year we generated media coverage that achieved over 37 million ‘opportunities to see’ our work and our website had 296,878 visits. Sense’s growing new media activity included; 1,695 people became part of Sense on Facebook; and we have 943 followers on Twitter. We also managed a 32% increase in general enquiries. Support network Sense supports families, giving them a voice and enabling them to share information and offer much-needed support to each other. There are currently 11 established Sense branches. Most are local groups providing invaluable mutual support between families, while the Hearing and Sight Impaired branch operates nationally and offers mutual support to adults with acquired deafblindness. We also supported three emerging groups of family members which may develop to become future branches. Some of our operational successes • High service quality rating - By March 2010, 100% of Sense’s 59 registered residential and community services had been rated either ‘good’ or ‘excellent’ by the Care Quality Commission, up from 89% in the previous year. 54% had the top ‘excellent’ rating. • Supporting deafblind people locally - Over 650 adults were supported by our community based staff. We also provided 150 children and adults with regular one-to-one community support services, including Intervenor Services for children and adults with congenital deafblindness, and Communicator Guide Services for adults with acquired deafblindness. • Specialist children’s teams provided support to over 750 children, young people and their families. • Accommodation support - We provided places in specialist residential services to 277 deafblind adults, and provided 24 hour staff support to a further 26 adults living in their own homes – often referred to as supported living services. Direct residential support staff in England qualified to at least NVQ Level 2 increased to 61%, against a national benchmark target of 50%. • Chances to get away and meet - Our national holidays programme supported 133 deafblind children and adults to go away on 29 different holidays, made possible by 160 holiday volunteers. Alongside our branches, we have increased the number of Deafblind Forums and other groups led by deafblind people that we support in different parts of the country to eight. • Specialist day services were provided to 160 adults who live with their families or in residential services provided by other organisations. Our plans for the future Sense In last year’s report we outlined a number of objectives. Here we report back on progress in these areas: Major objectives for 2009-10 included the following 1. Decide what changes we need to make internally in order to achieve our goals – including how we deliver services and how we support their delivery. • Sense’s internal restructuring was completed in December 2009. The Sense regions have been replaced with a new structure based on the different types of services we offer, including residential services, community services and children’s services. Alongside this we have a new External Affairs and Knowledge Group which covers fundraising, trading, communications and information services. 2. Decide how we can improve our support to deafblind people so they are able to participate and be active in society. This will involve reviewing the operation of our social care and related services in the light of changing policies. • We have been developing and growing our adult services. Children’s services have been reviewed to create more available services, with a core guarantee of what Sense can do for each child and young person. We have also completed a review of social care services. We are developing a new information service that will provide more streamlined and better information and assistance to deafblind people and their carers, as well as professionals. We have also created a new Citizenship and Rights Unit and this will focus on ensuring that deafblind people can participate in their local communities on the same basis that we all do. This will work closely with our Public Policy Unit to ensure that national initiatives and legislation that will impact on deafblind individuals meets their needs. 3. Agree a development and delivery plan for our work with families and children including education and social support through our holiday and family support events. • A new structure has been proposed for the Children’s Specialist Services Team and the core offer for all deafblind children and their families has been developed. Key themes were also identified for the children’s services strategy. In 2009, we organized 29 holidays for 133 deafblind people. We also part-funded: -     a four day play scheme for 24 deafblind people at the Woodside Centre in Bristol -     a week’s holiday for six children in Gloucestershire organised by the specialist children’s team -     short breaks at Center Parcs in Suffolk, for 21 children and adults. We supported family days, conferences, leisure weekends and nine events for around 400 deafblind people and their families. 4. Decide how research, policy work and inclusion activities should be integrated within Sense for the future so they are more effective and agree our internal priorities including: - developing a proposal for national research into the numbers of deafblind people and their changing situation and needs and seeking external funding to contribute to this. • A comprehensive study on the incidence rate of deafblindness in the UK and the likely changes in incidence over the next 15 years was undertaken by Professor Emerson at the Centre for Disability Research at Lancaster University, with results published in summer 2010. - improving how we can organise and successfully deliver our advocacy, advice and outreach services on a comprehensive national basis and decide how to ensure people have access to legal support when required; • Community Services will recruit dedicated assessment and advice workers for each local Hub. These workers will follow up any referrals from the referrals team with face to face contact. • We have appointed a Director of Information, Advice and Research and a Head of Information and Advice who are planning and developing a service that ensures deafblind people and their families: - receive information about the resources, interventions and support available to them - are given advice on how to use the information - can benefit from the latest research about all aspects of deafblindness. Our aim is for Sense to be seen as the foremost provider of information and advice to deafblind people, their families and the professionals who support them. We have identified significant resources to invest in the service over the coming years to enable us to achieve this. We are also working to establish a core offer for support with case work and legal support. Trained staff will be able to offer a reliably and consistently high standard of support and there will be a referrals system put in place for more complex cases. - agree a five year action plan for our work on improving the rights of deafblind people. We will need to ensure deafblind people’s voices are central to the work and be clear how campaigning, communications and policy work will contribute to this. • The new Citizenship and Rights team has been appointed and work is underway on the strategy for the work it will do. This will involve extensive consultation with deafblind people. Examples of involving deafblind people in our work include: - individuals attending events organised for parliamentary candidates to ensure that their views were heard - deafblind people attending the first consultation event on the review of adult social care law. This was attended by the Law Commission and enabled individuals to talk directly to the lawyers working on the project. This will help protect the rights established in the deafblind guidance. - agree key performance indicators at the beginning of this process so we can effectively measure our impact over the next five years. • Key performance indicators have been agreed and incorporated into a “corporate dashboard” which enables trustees and managers to monitor progress towards our strategic aims. Major objectives for 20010-11 include: 1. Complete a detailed review of all residential services and agree any changes needed to better align our current homes to the needs of people we expect to support in future. 2. Each hub will establish a plan for local involvement and engagement. 3. Establish specific plans for Sense Cymru and Sense Northern Ireland. 4. Establish the Research and Development team and plan a programme of initial research that will have a noticeable and measurable impact on deafblind people. 5. Focus on new business development and cost effectiveness in trading. 6. Deliver successful new fundraising events to attract a new group of supporters. Sense Scotland Major objectives for 2009-10 included: 1. New services will be planned in the East of Scotland at Keltyhill for eight or nine service users and in the West of Scotland at Craigton for 12 people. • The development in the East of Scotland was not taken forward due to lack of resources. Nevertheless we continue to work in partnership with the local authority and housing to see if the development will be possible in the future. The housing in the West of Scotland for twelve service users is planned to open July 2010. 2. The new operational structure will be fully implemented in June 2009. We will move staff into their new roles through implementation of development plans for individual staff and restructuring of communication and reporting functions between the Senior Management Group and the middle tier of management. • Reorganisation was completed in June 2009. Generally it has been a success but we are continuing to monitor and make ongoing improvements as required. We held three manager conferences last year. 3. We will strive to get 50% of our staff qualified. Our target over three years is 75%. • There has been continued emphasis on staff qualifications with our first staff awards ceremony being held in March 2010 when we celebrated over 50 staff gaining qualifications. We still aim for 75% of the workforce being qualified by 2013 but failed to achieve the target of 50% qualified over 2009-2010. 4. The Arts and Wellbeing Team will complete the Heritage Lottery funded life history project in the Highlands capturing the stories of people leaving the long stay hospital to move into independent housing through video, storytelling and the arts. A final exhibition will be held. • All the individuals in the Highlands have now left the long stay hospital to move into their own homes on the community. The Leaving New Craigs exhibition, In Our Own Voices, was held at the Centre for Health Science, Inverness with over 100 colleagues, friends and service users attending the opening. This innovative exhibition – as well as free public talks and involvement from local schools - employed a storyteller and video production officer to capture the life histories of people with learning difficulties leaving the long-stay hospital in Inverness. Major objectives for 2010-11 • Our 25th Anniversary falls in 2010. The Trustees are keen to celebrate this wonderful milestone and to mark the occasion we will be launching our 12 year old specially commissioned whisky. • The Big Lottery Fund Life Transitions Programme awarded funding over five years to support older children through the transitional period into adulthood. Planning and early development for this project started in 2009 but will not fully become operational until 2010. We will identify the most appropriate approaches to transition and work with individuals in order to set up group activities – such as friendship and consultation groups, and arts and outdoor activities. We will assess young people, support their communication needs and develop relationships. Learning from this project will be offered to other organisations. • The Helen Keller International award will be launched in 2010 and exhibited in 2011. • We will open new housing support services in Glasgow and a new children’s respite centre in Argyll and Bute. • We will continue to develop charity shops, to increase net profit so we can reinvest in innovative services as well as increasing the charity’s profile. A minimum of two further shops will be opened. • The Trustees introduced ‘dashboard reporting’ last year and we will further refine this in order to provide key performance indicator reporting. Sense International Key objectives for 2009/10 1. Review our core strategy and create a strategic plan for adoption for 2010-2014. • Despite challenging times in terms of generating income, the year for Sense International was one of consolidation and continuing development of its services. A draft strategic plan has been prepared but is currently being reviewed in the light of the major economic changes experienced both in the UK and abroad. It is expected to be published in the autumn of 2010. 2. Aim to continue the work we have started to successfully reduce our overhead costs and ensure maximum funds are allocated to programmes in line with key performance indicators agreed as part of our strategy review. • There has been greater integration with Sense - Sense International’s parent - to allow more effective use of shared support services, with significant decrease of administrative costs for Sense International. 3. Continue to support and advocate for the development of quality services for deafblind people and their families through support to partner organisations and key stakeholders. • The new work in Bangladesh continued to progress well with the development of a number of demonstration projects. In Peru, the government changed its legislation so that deafblindness is recognised as a distinct disability. An early intervention programme in Romania continues to be developed and made more available across the country. Significant statutory funding was received for developing further work in East Africa. 4. Ensure that overall income is maintained in a challenging climate and to exploit all fundraising opportunities so that income could be increased. • A successful 10-year celebration was held with the organisation’s patron, HRH the Princess Royal. There were also a range of other corporate fundraising activities, and support for SI from its traditional supporters remained strong despite difficult economic times. Major objectives for 2010-11 • Sense International will continue to work in the following countries in the developing world: Bangladesh, India, Kenya, Peru, Romania, Tanzania, Uganda. Using funding from statutory and voluntary sources it will focus on delivering services in the area of education support, outreach services to children at home (community-based rehabilitation) and supporting advocacy activities for deafblind individuals and family members. • Over the coming 12 months it will be reviewing its method of working with the goal of increasing its resources and impact in developing countries. Alongside this, it will continue to develop closer working relationships with Sense - its parent organisation - to minimise administration and support costs and ensure its services are delivered directly. As part of this, it will investigate introducing grant-based model rather than supporting services via directly employed staff. It will explore different ways of developing funding support, especially from individuals and corporate bodies. Working in partnership  Sense works with a wide range of partner organisations. Here are just some additional examples at a local, national and international level: - We have worked with the Ann Craft Trust to develop training for health and social care staff on decision making, communication and safeguarding deafblind people. - We have researched attitudes towards rubella and immunisation amongst ethnic minority communities with New Link in Peterborough. - We have been working in partnership with UK charities, including RNIB, RNID, Guide Dogs and Leonard Cheshire, to lobby for the European anti discrimination directive to also apply to manufactured goods. - Sense International continues to work with a range of partners in the countries it works in. For example, in Nairobi, we work with Nairobi Family Services to support parents of deafblind children to meet together for advice and to gain mutual support. - In Romania our early intervention programme has been taken on by existing paediatric medical staff in their work.   Governance and internal control Structure of Governance Council can elect up to sixteen members of Council and appoint a further ten by co-option. Trustees are elected by the AGM and serve for four years before standing down. They are available for re-election immediately if they have not served for more than eight years consecutively. The Chairman is elected by Trustees and also serves a four-year term of office. Council meets four times a year and Trustees are expected to attend all Council meetings. Sense has an open and fair policy on Trustee recruitment, seeking individuals who can help us achieve our aims.  All elections to Council are managed by Council Members. Statement of Council’s responsibilities The Council are responsible for preparing the Report of Council and the audited financial statements in accordance with applicable law and regulations. Company law requires Council to prepare audited financial statements for each financial year. Under that law Council have elected to prepare the audited financial statements in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable law). Under company law Council must not approve the audited financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the company and the group and of the profit or loss of the group for that period. In preparing these audited financial statements, Council are required to: • select suitable accounting policies and then apply them consistently; • observe the methods and principles in the Charities SORP; • make judgements and accounting 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; • prepare the financial statements on the going concern basis unless it is inappropriate to presume that the company will continue in business The Council are responsible for keeping adequate accounting records that are sufficient to show and explain the company's and the group's transactions and disclose with reasonable accuracy at any time the financial position of the company and the group and enable them to ensure that the audited financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the company and the group and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. Public Benefit Council has referred to the guidance contained in the Charity Commission’s general guidance on public benefit when reviewing its aims and objectives and in planning its future activities. In particular, Council has considered how planned activities will contribute to the aims and objectives it has set. Audit information So far as each trustee is aware, there is no relevant audit information of which the Charitable Company’s auditors are unaware. Relevant information is defined as “information needed by the Charitable Company’s auditors in connection with preparing their report”. Each trustee has taken all steps (such as making enquiries of other trustees and the auditors and any other steps required by the trustee’s duty to exercise due care, skill and diligence) that he/she ought to have taken in his/her duty as a trustee in order to make himself/herself aware of any relevant audit information and to establish that the Charitable Company’s auditors are aware of that information. Committees The Chairman’s Group comprises the Chairman, the Vice Chairman, the Chief Executive, the Corporate Development Officer and two other Trustees. Its main areas of activity are supporting the Chairman in the selection, appointment and development of Trustees, planning the work of Council meetings and the recruitment, management and appraisal of the Chief Executive. The Finance Committee’s main purpose is to provide information to Council on all matters relating to the financial health of the organisation. It comprises up to eight members, half of whom must be Trustees. It is chaired by the Honorary Treasurer and membership includes the Director of Finance. The Chairman and Chief Executive of Sense are ex-officio members. The Audit Committee has the role of managing the charity’s relationships with its external and internal auditors and reports to Council on the satisfactory performance of the auditors. All members are also serving Finance Committee members. The Sense Remuneration Committee’s role is to ensure that both Sense’s remuneration strategy and its implementation is transparent, fair and effective. Its voting membership will not exceed five with a quorum of three. The Chair and Treasurer of Sense are ex-officio voting members and at least two of the additional voting members are trustees of the charity. A fifth independent member with relevant expertise may also be appointed should the committee feel this is necessary. The Chief Executive is responsible for the overall management of all aspects of Sense activities. Supporting him is the Executive Team. Membership of the Executive Team includes three group directors and three functional directors. For detailed information on the specific governance arrangements and processes for Sense Scotland and Sense International, please see their respective Annual Reports and Accounts. Internal Financial Control Council has overall responsibility for ensuring that the charity has appropriate systems of controls, financial and otherwise. The systems of internal control are designed to provide reasonable assurance against material misstatement or loss. They include: • A five year strategic plan and an annual budget approved by Council. A number of matters are specifically reserved for Council’s approval. These are currently being reviewed by a trustee-led governance review. • Regular consideration by Council of financial results, variance from budgets, non-financial performance indicators and benchmarking reviews. • The development of policy documents covering all major strategic and operational activities. These are reviewed with appropriate regularity and consultation. • The Finance Committee considers investment strategy and monitors investment performance. • Internal audit reviews the whole system of internal controls and has unrestricted access to all books, records and explanations if required. The independence of the Head of Internal Audit is assured and set out in an Internal Audit Charter, with direct access to Council via the Honorary Treasurer and the Audit Committee, who receive all internal audit reports. Identification and management of risks Council has delegated day-to-day responsibility for the management of risks to the Chief Executive. The Finance Committee is responsible for overseeing the establishment and maintenance of good practice in this area and for reporting on it to Council at each of its regular meetings. A formal risk management process has been developed to assess business risks and implement risk management strategies. Management is responsible for the identification and assessment of risk and reporting on its work to the Finance Committee. Management is also responsible for developing risk mitigation strategies and controls and implementing action to minimise or reduce risk to acceptable levels. The Executive Team leads this process by selecting the most significant risks for inclusion in the Corporate Risk Report and monitoring them, receiving reports at its monthly face to face meetings. Risk identification and assessment processes have been embedded within the normal operating activities of managers throughout Sense as part of the operational plan process. This ensures that key risks are regularly reviewed, monitored and reported on. The following key potential risk areas have featured on the Corporate Risk Report for 2009/10, with some notes about how we have mitigated these risks: • Risk – Organisational review fails to achieve the desired outcomes. Controls – Appointment of an experienced Change Manager, Change programme board and project team. Staff consultation and communication. Regular reports to Executive Team and Council. • Risk – Economic downturn. Controls – Regular financial reviews and forecasts. Expansion into new goods for resale in charity shops. Contingency provisions built into budgets. • Risk – The degree of Sense’s readiness for UK government’s move towards supported placements within the community. Controls – A review of current service provision and the development of new services that meet the new structure. • Risk – Poor media coverage or adverse public event. Controls – Crisis Management Plan, reviewed in November 2009. • Risk – Inadequate workforce. Controls – Monthly monitoring of turnover rates, stability indices, staff vacancy levels by geographical area. Review of Organisational Terms and Conditions against professional sector expectations and competitor packages. Financial review 2009/10 The serious financial downturn the country is going through is affecting us on a number of fronts. Services delivered under contract are being scrutinised by our statutory funders looking for the cost reductions they need to balance their own books; our shops and fundraising teams are under considerable pressure to achieve their charitable income targets, from a nation whose own financial resources are severely squeezed; our defined benefit pension scheme has seen its deficit rise by £10m during the year to reach £15m. Alongside this we have undergone what is probably Sense’s most significant restructure of all times where there is hardly a single activity that hasn’t been affected. Despite all this we can claim a string of successes during the year. We have developed and grown our community services income by 10% and increased the statutory funding we receive from these activities; we have controlled vacancy levels in residential homes, filling them where we could and mitigating costs where we couldn’t, and our investment in legacy promotion in previous years has begun to show through to produce legacy donations that exceeded targets. Coupled with the strong financial controls we have exercised over income and expenditure our bottom line, before the increased pension scheme deficit, resulted in an unbudgeted surplus. EXPENDITURE Expenditure on our charitable activities in 2009/10 was £62.6m. It represented an increase of £0.9m on the previous year and was the highest sum we have ever been able to afford in a single year. Most of our expenditure is on work with adults and relates to the provision of residential and community based services. We were able to increase expenditure on these services by £0.7m to £37.5m We spent £2.3m (£2m in 2009) working with children and families and £1.4m (£1.4m 2009) working with older people. Our work in Scotland cost £18.3m (£18.1m in 2009) and internationally we spent almost £1.1m (£1.5m 2009). Work on campaigning and raising awareness cost £819k (£731k in 2009), publicity costs were £582k (£576k 2009) and on quality improvements and staff development we spent £555k (£533k 2009). Governance costs of £69k were £8k more than last year. INCOME Total income amounted to £81m an increase of £3m over the previous year. £1.7m of this increase came from fees and allowances, paid by statutory authorities, which raised £57.4m in total. It was achieved as a result of more people receiving residential and community services along with fee uplifts that were necessary to keep them in line with costs. This income is linked to agreed contracts and Sense provides services in line with our agreements with Health Authorities, Primary Care Trusts, Local Authorities and individuals. Total fundraised income reached £9.8m representing an increase of £1.2m on the previous year which reflects the success we have seen in legacy income. Sense has been successful in direct marketing campaigns and invested an additional £0.8m in this area in 2009/10.  Alongside legacy income we also benefit from involvement in events, such as the Virgin London Marathon. Income from our shops reached £11.2m, an increase of £0.8m over the previous year. In accordance with Financial Reporting Standard 17 ‘Retirement benefits’ (FRS17) the results of the defined benefit superannuation scheme valuation are included in these accounts. Largely as a result of changes in actuarial assumptions the scheme value reduced by £10m and increased the overall liability to £15.4m. Every three years the scheme’s actuaries calculate how much we need to pay into the scheme for each of the ensuing three years in order to eliminate the deficit and to ensure that sufficient funds are available to meet pension payments when they become payable. We ensure these payments are made. We closed our defined benefit superannuation scheme to new entrants in 2003 and replaced it with a defined contribution scheme. The Statement of Financial Activities before we included the FRS17 deficit resulted in a positive net movement in funds for the year of £3.87m The superannuation scheme reduced this by £10.2m resulting in an overall negative net movement in funds of £6.33m. Throughout the year we have exercised strong control over our finances and ensured that expenditure was budgeted, affordable and within our income. Reserves The policy for unrestricted reserves is reviewed each year by the Finance Committee. They ensure that the target they set will be capable of: • providing sufficient working capital for budgeted operational commitments • funding responsive action in the event of a significant financial downturn • managing the rehabilitation of the people who use our services in the event of closure of the organisation In setting the target, the Committee takes account of any risks that might impact on the level of reserves required. They include: • time needed to implement operational response to any significant reductions in income • dependence on and reliability of individual income streams • robustness of the internal reporting and response methods • potential for variation in cash flow forecasts The target level for unrestricted cash reserves has been calculated as the equivalent of 9 weeks’ expenditure. At 31 March 2010 the sum needed was £13.2m. On the same date, the actual level of cash reserves in the unrestricted funds was £13.1m. This is equivalent to approximately 8.9 weeks expenditure. Trustees have agreed to release the surplus cash for operational activities The policy on restricted funds is to separately record donations, grants and other sources of fundraising where restrictions are imposed that are narrower than the Charity’s overall objectives. Investment strategy Investment aims The aims of non-cash investments are to preserve their current value at a level at least in line with inflation, and to provide an income better than the level that could be obtained from cash investments. Cash will be invested to maximise return whilst meeting agreed risk appetite and future cash needs. Risk appetite We recognise that investments cannot be risk free if we are to achieve our stated investment aims but we have an appetite only for low risk investments. We have no appetite for derivatives or hedges. Cash investments must not appear on the Investment Advisor’s balance sheet with the exception of overnight cash. Ethical investments Sense wishes to avoid unethical investments that are in conflict with its charitable objectives. Employees Sense has adopted a formal Equal Opportunities Policy.  The policy is reviewed regularly and all employees are welcome to make suggestions for improvements. Over the last 12 months we have adopted a diversity strategy and implemented a new diversity board that is chaired by the Chief Executive and will include staff representatives from the BME and disability communities. Employees are kept fully informed of all factors affecting the performance of the association and any other matters likely to be of concern to them as employees through written and face to face staff briefings, our intranet and newsletters. This includes notes on decisions and discussions of both the Executive Team and Council.  Employees are encouraged to present their suggestions and views at regular one to one meetings with their line managers and through implementation of a grievance procedure and Whistleblowing policy. Auditors A resolution to reappoint PricewaterhouseCoopers LLP as auditors to the company will be proposed at the annual general meeting. By order of Council and signed on its behalf R Brook Secretary 13 July 2010 Council Members Council members, showing changes during year 2009-10 John Crabtree, Chairman David Pearson, Vice-Chairman (stood down October 2009) Richard Monaghan, Treasurer Liz Booth (stood down, October 2009) Roy Cox (stood down, October 2009) Rosemary Evans (stood down, October 2009) Ben Fletcher Ian Harley Alan Jones (appointed October 2009) Hugh Gareth Jones Jim McManus (co-opted October 2009) Sam McClelland (stood down October 2009) Carol Pollington Roy Staines (appointed October 2009) Duncan Tannahill (co-opted October 2009) Sue Turner Oliver Walder Gillian Wood Sense Scotland and Sense International have their own boards of Trustees: Sense Scotland Trustees Roy Cox, Chairman Neil Farquharson, Vice Chairman Douglas Smart, Treasurer David Newton Marian McArdle Duncan Tannahill Isabel Allan Margaret Smith (resigned February 2010) Norman Ritchie Usman Rehman (appointed September 2009) Sense International Trustees Jeremy Charles, Chair Catherine Cross, Vice Chair Sue Turner Sunil Sheth Denis Tinsley Pankaj Shah, Treasurer Robin Heber Percy Independent auditors’ report to the Members of Sense, The National Deafblind and Rubella Association We have audited the financial statements of Sense, The National Deafblind and Rubella Association for the year ended 31 March 2010 which comprise the Consolidated Statement of Financial Activities, the Consolidated Summary Income and Expenditure Account, the Consolidated and Company Balance Sheets, the Consolidated Cash Flow Statement, the accounting polices and the related notes. The financial statements have been prepared under the accounting policies set out therein. Respective responsibilities of trustees and auditors The trustees’ (who are also the directors of the company for the purposes of company law) responsibilities for preparing the Annual Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice) and for being satisfied that the financial statements give a true and fair view are set out in the Statement of Council’s Responsibilities. Our responsibility is to audit the financial statements in accordance with relevant legal and regulatory requirements and International Standards on Auditing (UK and Ireland). This report, including the opinion, has been prepared for and only for the company’s members as a body in accordance with Chapter 3 of Part 16 of the Companies Act 2006 and for no other purpose. We do not, in giving this opinion, accept or assume responsibility for any other purpose or to any other person to whom this report is shown or into whose hands it may come save where expressly agreed by our prior consent in writing. We report to you our opinion as to whether the financial statements give a true and fair view, have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice, and have been prepared in accordance with the Companies Act 2006. We also report to you whether in our opinion the information given in the Trustees' Annual Report is consistent with the financial statements. In addition we report to you if, in our opinion, the company has not kept adequate accounting records, if the company’s financial statements are not in agreement with the accounting records and returns, if we have not received all the information and explanations we require for our audit, or if certain disclosures of trustees’ remuneration specified by law are not made. We read the other information contained in the Annual Report, and consider whether it is consistent with the audited financial statements. This other information comprises only the Trustees’ Annual Report, the Chairman’s Statement and Chief Executive’s statement and all of the other information listed on the contents page. We consider the implications for our report if we become aware of any apparent misstatements or material inconsistencies with the financial statements. Our responsibilities do not extend to other information. Basis of audit opinion We conducted our audit in accordance with International Standards on Auditing (UK and Ireland) issued by the Auditing Practices Board. An audit includes examination, on a test basis, of evidence relevant to the amounts and disclosures in the financial statements. It also includes an assessment of the significant estimates and judgments made by the trustees in the preparation of the financial statements, and of whether the accounting policies are appropriate to the group’s and the company’s circumstances, consistently applied and adequately disclosed. We planned and performed our audit so as to obtain all the information and explanations which we considered necessary in order to provide us with sufficient evidence to give reasonable assurance that the financial statements are free from material misstatement, whether caused by fraud or other irregularity or error. In forming our opinion we also evaluated the overall adequacy of the presentation of information in the financial statements. Opinion In our opinion: • the financial statements give a true and fair view of the state of the group’s and parent company’s affairs as at 31 March 2010 and of the group’s incoming resources and application of resources, including its income and expenditure, and cash flows for the year then ended; • the financial statements have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; • the financial statements have been prepared in accordance with the Companies Act 2006; and • the information given in the Trustees' Annual Report is consistent with the financial statements. Stephen Simpson (Senior Statutory Auditor) For and on behalf of PricewaterhouseCoopers LLP Chartered Accountants and Statutory Auditors Hull 15 July 2010 Consolidated statement of financial activities for the year ended 31 March 2010 Note General Funds £ Designated Funds £ Restricted Funds £ Endowment Funds £ Total 2010 £ Total 2009 £ Incoming resources Incoming resources from generated funds Fundraising income 5,616,633 694,905 942,172 - 7,253,710 7,049,242 Legacies receivable 2,468,363 - 62,260 - 2,530,623 1,557,775 Fundraising grants receivable 1 291,744 - 760,010 - 1,051,754 1,391,325 Shops income 11,228,728 - - - 11,228,728 10,429,078 Investment income 2 57,231 173 - - 57,404 450,005 Other income 3 429,467 48 4,091 - 433,606 565,822 Incoming resources from charitable activities Fees and allowances 57,327,195 - 116,086 - 57,443,281 55,742,453 Statutory grants receivable 1 471,364 - 393,982 - 865,346 849,701 Net gain on disposal of fixed assets 5 156,902 - - - 156,902 14,485 Total incoming resources 78,047,627 695,126 2,278,601 - 81,021,354 78,049,886 Resources expended Cost of generating funds: Fundraising costs 4,076,260 428,708 51,179 - 4,556,147 3,773,916 Shops costs 10,003,152 5,692 - - 10,008,844 9,487,947 Total cost of generating funds 14,079,412 434,400 51,179 - 14,564,991 13,261,863 Charitable activities: Work with adults 37,061,982 100,317 296,942 8,623 37,467,864 36,790,856 Work with children 2,014,086 14,267 296,463 - 2,324,816 1,994,570 Work with older people 1,388,412 1,622 17,386 - 1,407,420 1,444,649 Work in Scotland 17,327,033 83,752 884,944 - 18,295,729 18,062,522 International work 526,356 - 535,639 - 1,061,995 1,489,221 Campaigns and awareness 738,098 6,184 75,000 - 819,282 730,835 Publicity 581,644 22 - - 581,666 575,752 Quality and staff development 538,487 1,661 14,860 - 555,008 533,093 Governance 4 68,879 - - - 68,879 61,378 60,244,977 207,825 2,121,234 8,623 62,582,659 61,682,876 Total resources expended 74,324,389 642,225 2,172,413 8,623 77,147,650 74,944,739 Net incoming resources/(resources expended) before transfers 3,723,238 52,901 106,188 (8,623) 3,873,704 3,105,147 Transfers between funds 17 1,694,309 2,104,033 (3,798,342) - - - Net incoming resources/(resources expended) before revaluations 5,417,547 2,156,934 (3,692,154) (8,623) 3,873,704 3,105,147 Gains and losses on revaluation and disposal of fixed assets 5 556 - - - 556 (587) Actuarial (loss)/gain on defined benefit pension scheme 9 (10,206,000) - - - (10,206,000) (2,784,000) Net movements in funds (4,787,897) 2,156,934 (3,692,154) (8,623) (6,331,740) 320,560 Fund balances brought forward at 1 April 2009 14,079,769 2,935,822 10,888,785 473,262 28,377,638 28,057,078 Fund balances carried forward at 31 March 2010 17,18 9,291,872 5,092,756 7,196,631 464,639 22,045,898 28,377,638 The notes on pages 25 to 43 form part of these accounts. The group has no other recognised gains and losses other than those included in the results above, and, therefore, no separate statement of total recognised gains and losses has been presented. All incoming resources and resources expended are derived from continuing activities. Registered no 1825301 Consolidated balance sheet as at 31 March 2010 Note 31 March 2010 £ 31 March 2009 £ Fixed assets Tangible assets 11 21,466,071 22,437,875 Investments 12 5,654 414 21,471,725 22,438,289 Current assets Stocks of goods for resale 81,846 74,153 Debtors 13 6,356,112 6,122,616 Investments 12 - 1,682 Cash at bank and in hand 15,871,135 12,447,227 22,309,093 18,645,678 Creditors (amounts falling due within one year) 14 (5,426,831) (6,236,974) Net current assets 16,882,262 12,408,704 Total assets less current liabilities 38,353,987 34,846,993 Creditors (amounts falling due after more than one year) 15 (934,089) (1,094,355) Net assets excluding pension liability 37,419,898 33,752,638 Defined benefit pension scheme liability 9 (15,374,000) (5,375,000) Net assets including pension liability 22,045,898 28,377,638 Funds and Reserves Restricted funds 17,18 7,196,631 10,888,785 Endowment fund 17,18 464,639 473,262 Unrestricted funds General fund (including pension reserve of £15,374,000 adverse (2009 £5,375,000 adverse)) 9,291,872 14,079,769 Designated funds 17,18 5,092,756 2,935,822 Total unrestricted funds 14,384,628 17,015,591 Total funds and reserves 22,045,898 28,377,638 The notes on pages 25 to 43 form part of these accounts. Richard Monaghan Treasurer Approved by Council on 13 July 2010 Registered no 1825301 Company balance sheet as at 31 March 2010 Note 31 March 2010 £ 31March 2009 £ Fixed assets Tangible assets 11 14,955,226 16,013,647 Investments 12 33,972 30,414 14,989,198 16,044,061 Current assets Stocks of goods for resale 81,846 72,753 Debtors 13 4,044,071 3,683,736 Cash at bank and in hand 13,567,562 11,665,095 17,693,479 15,421,584 Creditors (amounts falling due within one year) 14 (4,334,092) (5,343,984) Net current assets 13,359,387 10,077,600 Total assets less current liabilities 28,348,585 26,121,661 Creditors (amounts falling due after more than one year) 15 (106,643) (196,587) Net assets 28,241,942 25,925,074 Funds and Reserves Restricted funds 17,18 4,872,173 4,598,107 Endowment fund 17,18 464,639 473,262 Unrestricted funds General fund 17,18 22,880,024 18,160,943 Designated funds 17,18 25,106 2,692,762 Total funds and reserves 28,241,942 25,925,074 The notes on pages 25 to 43 form part of these accounts. Richard Monaghan Treasurer Approved by Council on 13 July 2010 Consolidated summary income and expenditure account for the year ended 31 March 2010 2010 £ 2009 £ Income of continuing operations 80,807,048 77,585,396 Total expenditure of continuing operations (76,722,443) (74,710,547) Operating surplus 4,084,605 2,874,849 Gain on disposal of fixed assets 156,902 14,485 Interest receivable 57,404 450,005 Interest payable (30,207) (85,192) Other finance (charge)/income - pension scheme (395,000) (149,000) Net income for the year 3,873,704 3,105,147 The consolidated summary income and expenditure account is presented in order to ensure compliance with the Companies Act 2006. A detailed analysis of income and expenditure by source is provided in the consolidated statement of financial activities. All incoming resources and resources expended are derived from continuing activities. The consolidated summary income and expenditure account is derived from the statement of financial activities which, together with the notes to the accounts on pages 25 to 43 provides full information on the movements during the year on all the Association’s funds. The notes on pages 25 to 43 form part of these accounts. Consolidated cash flow statement for the year ended 31 March 2010 Note 2010 £ 2009 £ Net cash inflow from operating activities 22 4,228,735 3,268,323 Returns on investment and servicing of finance Interest received 57,404 450,005 Interest paid (13,189) (59,332) Interest element of finance lease payments (17,018) (25,860) 27,197 364,813 Capital expenditure Purchase of investment (3,002) - Purchase of tangible fixed assets (1,606,052) (1,651,274) Sale of tangible fixed assets 1,012,731 25,996 (596,323) (1,625,278) Management of liquid resources Movement in investments in bank deposits - 5,704,581 - 5,704,581 Financing Bank and other loans repaid (70,667) (1,120,844) Capital element of finance lease payments (165,034) (263,631) (235,701) (1,384,475) Increase/(decrease) in cash 23,24 3,423,908 6,327,964 The notes on pages 25 to 43 form part of these accounts. Accounting policies The accounts have been prepared under the historical cost convention as modified by the revaluation of certain assets and in accordance with applicable UK accounting standards, the Charities Act 1993, the Companies Act 2006 and the Statement of Recommended Practice (SORP 2005), “Accounting and Reporting by Charities”. The figures contained in the consolidated accounts relate to all activities both national and international and include those of the charity and its wholly owned charitable subsidiaries: The Royal School for Deaf Children (Birmingham), Sense Scotland, Sense International, Coventry Society for the Blind together with the results of Helping Sense Limited, its wholly owned non-charitable subsidiary. The undertakings are consolidated, excluding all inter-company transactions and balances, from the date of acquisition or formation, on a line by line basis. Incoming resources All incoming resources are included in the statement of financial activities when the charity is legally entitled to the income and the amount can be quantified with reasonable accuracy. For legacies, entitlement is the earlier of the charity being notified of an impending distribution or the legacy being received. Grants, both revenue and capital, are recognised in the statement of financial activities when they are receivable. Resources expended All expenditure, including any irrecoverable VAT, is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to that category. Support costs have been apportioned to the relevant charitable activity on the basis of salary costs incurred. Governance costs Governance costs include internal and external audit, strategic costs and Trustees’ expenses. Fundraising income Voluntary income is accounted for when received. Non-cash donations, other than goods donated for sale through our shops, are stated at an estimate of their value to the Association. Fundraising events and activities Fundraising costs are accrued when incurred. Depreciation Using the following methods, depreciation is calculated so as to write off the cost of tangible fixed assets over their estimated useful economic lives at the following annual rates: In equal annual instalments: Freehold buildings - 2% Short leasehold properties and - over the remaining life of the lease long leasehold improvements Furniture, fixtures and fittings - 12.5%-25% Motor vehicles - 25% Freehold land is not depreciated. Individual fixed assets costing £500 or more are capitalised at cost. Leases Assets acquired under finance leases and hire purchase contracts are included under fixed assets in the balance sheet and depreciated as indicated above. The related liability for the capital element is included in creditors and the interest element, which is calculated on the basis of the amount of borrowing outstanding, is charged to the statement of financial activities in the period to which it relates. Operating lease rentals are charged to the statement of financial activities in the period in which they are incurred. Stocks Stocks are stated at the lower of cost and net realisable value and consist of collection bags for donated goods and new goods bought for resale. Recognition of Liabilities Liabilities are recognised when an obligation arises to transfer economic benefits as a result of past transactions or events. Group pension costs Pension costs are accounted for in accordance with FRS17 in respect of the London Pension Funds Authority Superannuation Scheme, a defined benefit pension scheme. As a result the regular service cost of providing retirement benefits to employees, the full cost or gain of providing amendments to benefits in respect of past service, income representing the expected return on assets of the fund and a cost representing the interest on the liabilities are charged to the statement of financial activities in the year. Differences between actual and expected returns on assets during the year, together with differences arising from changes in assumptions underlying the present value of scheme liabilities and experience gains and losses arising on scheme liabilities are also recognised in the statement of financial activities. The difference between the market value of assets and the present value of liabilities is shown as a net liability on the balance sheet. The group also operates a defined contribution scheme for all other staff. Contributions are charged to the statement of financial activities in the period in which they are payable. Company pension costs The company is a participating employer in a defined benefit pension scheme covering the majority of its employees who contribute to a pension scheme. The contributions payable by the company are accounted for as if the scheme were a defined contribution scheme. Investments The quoted securities are valued at market value based on the Stock Exchange Daily Official list or similar recognised market value. Realised and unrealised gains and losses on sale or revaluation of investments are taken to the statement of financial activities in the period in which they arise. 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 charity 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. Restricted funds are funds which are to be used in accordance with specific instructions imposed by the donors or which have been raised by the charity for particular purposes. The costs of raising and administering such funds are charged against the specific fund. Endowment funds represent those assets which must be held permanently by the charity, principally properties. Any capital gains or losses arising form part of the fund. Depreciation of the properties is charged against the fund. Investment income and gains are allocated to the appropriate fund. Notes to the financial statements for the year ended 31 March 2010 1 Grants receivable Sense - Statutory Grants receivable 2010 £ 2009 £ Cambridgeshire County Council 30,900 30,900 Cambridgeshire County Council 800 - Cornwall County Council 21,774 - Department of Health Section 64 Grant – Deafblind Forums 38,621 37,423 Department of Health towards Older Persons Partnership 48,254 23,928 Derbyshire County Council 9,900 - Gwynedd And Ynys Mons 2,101 - Homefirst nursery Placements 24,353 - Lancashire County Council Development officer - 23,774 Lincolnshire County Council 145,550 142,000 Lancashire County Council (towards impaired people) - 15,235 Norfolk County Council (SA Funds) 9,825 9,632 Northern Ireland Housing Executive 26,138 26,138 Peterborough City Council Supporting People Grant 30,784 46,219 Powys – supporting people 12,924 12,924 Rotherham MBC – Melton House Resource Centre - 1,360 Sandwell Development Worker - 2,929 Skills for Care (towards staff training) 51,931 63,975 South Gloucestershire Children’s Services Grant 2,929 2,872 Suffolk Social Services (Fixed Payment) 8,685 7,444 Suffolk Supporting People Grant 49,548 48,436 Western Health And Social Care Trust 15,300 14,142 Sense Scotland – Statutory Grants receivable Scottish Executive (VSDF Award for 06/07 & 07/08) - 30,000 Scottish Local Authorities and Health Boards (towards services) 26,924 26,925 Scottish Executive (Children, Young People & Social Care Group Unified Vol. Sector Fund) 66,785 66,785 Scottish Executive (Training And Awareness) - 4,700 Tayside NHS 15,968 10,300 NHS Greater Glasgow (Innovation projects) 159,329 156,974 Glasgow City Council (Threads) 5,000 4,000 Scottish Executive (Malawi Project) - 34,937 Other statutory grants 61,023 5,749 Total Statutory grants received 865,346 849,701 Sense - Charitable Grants receivable City Bridge Trust - 30,000 Department of Health (Technology Advisory Project) - 5,919 Department of Health (towards The Capacity to Communicate Project) - 42,867 Department of Health Grant (Towards Deafblind Direct) 39,690 38,715 Department of Health Grant (Rubella Project) 50,952 12,810 Dominic Evans - 360 Northern Ireland DHSS (towards Services in Northern Ireland - Core Grant) 25,038 24,427 Northern Ireland DHSS NVQ Funding 11,640 - Welsh National Assembly (towards Organisational Development - Core Grant) 92,000 97,000 Sense Scotland - Charitable Grants receivable Big Lottery fund 1,000 - Big Lottery Fund (Active Futures) - 48,450 Big Lottery Fund (Reaching Out) 83,731 83,595 Path to Health 13,200 9,100 Scottish Arts Council (National Lottery Grant) 7,736 - Scottish Arts Council (National Lottery Grant) Access All Areas - 27,000 Scottish Arts Council (National Lottery Grant) - Touchbase - 27,811 Scottish Arts Council (National Lottery Grant) - Threads - 5,318 Scottish Arts Council (National Lottery Grant) – Flexible Funds for Art 50,000 - Sense International - Charitable Grants receivable Department for International Development (Empowering deafblind people in East Africa) - 96,843 Department for International Development (Developing a sustainable infrastructure for the inclusion of deafblind people in Bangladesh) 31,060 22,112 European Commission Europe Aid Co-operation Office (Developing a sustainable infrastructure for the integration of deafblind people in India) 113,880 121,839 European Commission Europe Aid Co-operation Office (Developing model services and a sustainable infrastructure for the integration of deafblind people in Peru) 3,923 76,420 European Commission Europe Aid Co-operation Office (Promoting Access to education for deafblind and multi-sensory impaired children in Tanzania) 35,741 37,240 European Commission (PHARE) - 24,338 Bid Lottery Fund (promoting the Social Inclusion of Deafblind people in Latin America) 105,308 126,880 carried forward 664,899 959,044 brought forward 664,899 959,044 AusDip(DAP India) - 3,750 Others 386,855 428,531 Total Charitable Grants receivable 1,051,754 1,391,325 All grants given for a specific purpose have been expended entirely on that purpose. 2 Investment income 2010 £ 2009 £ Bank interest 57,404 450,005 3 Other income Other income is mainly derived from rental of accommodation, training and consultancy provided to other organisations and charities mainly concerned with sensory impairment. 4 Expenditure Direct costs Support costs £ 2010 £ 2009 £ Fundraising 4,427,543 128,604 4,556,147 3,773,916 Trading 9,685,687 323,157 10,008,844 9,487,947 Work with adults 34,398,705 3,069,159 37,467,864 36,790,856 Work with children 2,175,230 149,586 2,324,816 1,994,570 Work with older people 1,302,045 105,375 1,407,420 1,444,649 Campaigning and awareness raising 755,676 63,606 819,282 730,835 Publicity 545,295 36,371 581,666 575,752 Quality and staff development 482,401 72,607 555,008 533,093 Work in Scotland 17,561,267 734,462 18,295,729 18,062,522 International work 871,169 190,826 1,061,995 1,489,221 Governance 68,879 0 68,879 61,378 72,273,897 4,873,753 77,147,650 74,944,739 Analysis of support costs apportioned Facilities Management Human resources Finance & IT Communications 2010 £ 2009 £ Fundraising 16,712 17,239 23,446 61,461 9,746 128,604 403,013 Trading - 15,493 115,469 192,195 - 323,157 263,607 Work with adults 505,142 521,082 708,695 1,039,665 294,575 3,069,159 2,642,700 Work with children 24,620 25,397 34,541 50,671 14,357 149,586 142,397 Work with older people 17,343 17,891 24,332 35,695 10,114 105,375 97,431 Campaigning and awareness raising 10,469 10,799 14,687 21,546 6,105 63,606 61,707 Publicity 5,986 6,175 8,398 12,321 3,491 36,371 31,666 Quality and staff development 11,950 12,327 16,766 24,595 6,969 72,607 63,227 Work in Scotland - 394,275 183,750 156,437 - 734,462 1,000,206 International work - 179,392 - 11,434 - 190,826 323,936 592,222 1,200,070 1,130,084 1,606,020 345,357 4,873,753 5,029,890 Support costs have been apportioned on the basis of salary costs. Analysis of governance costs 2010 £ 2009 £ Internal audit 6,547 6,431 External audit fees 38,305 37,520 Strategic management costs 6,500 5,500 Trustees’ expenses 17,527 11,927 68,879 61,378 5 Gains/(losses) on tangible fixed assets and investments 2010 £ 2009 £ Net gain on sale of tangible fixed assets stated as incoming resources 156,902 14,485 Unrealised (loss)/gain on revaluation of listed investments 556 (587) 6 Net movement in funds The net movement in funds is stated after charging: 2010 £ 2009 £ Auditors’ remuneration – audit services 38,305 37,520 Depreciation - owned assets 1,606,434 1,391,398 - hire purchase and finance leased assets 115,593 215,058 Operating lease rentals 3,013,045 2,814,788 Interest payable on bank loans 13,189 59,332 Interest payable on finance leases 17,018 25,860 Other finance charge/(income) - pension scheme 395,000 149,000 7 Employees' remuneration 2010 £ 2009 £ Wages and salaries 47,637,474 46,462,930 Social security costs 3,716,524 3,724,864 Other pension costs 912,497 1,148,311 Agency labour 1,635,400 2,135,493 53,901,895 53,471,598 The average number of persons employed by the association was 3,233 (2009: 3,156). 3 employees (2009: 5) earned between £60,001 and £70,000, 3 employees (2009: 6) earned between £70,001 and £80,000, 4 employees (2009: 4) earned between £80,001 and £90,000, 3 employees (2009: 3) earned between £90,001 and £100,000 and 1 employee (2009: 1) earned between £120,001 and £130,000. 8 Remuneration of members of council As required by the Charities Act, members of Council received no remuneration. Members of Council received £17,527 (2009: £11,927) in respect of reimbursement of expenses incurred. 9 Pensions The Association participates in the London Pension Funds Authority Superannuation Scheme (LPFA) providing benefits based on final pensionable pay. The assets of the scheme are held separately from those of the participating employers, being mainly invested in equity investments and Government Securities. The most recent triennial valuation was as at 31 March 2007. For the period to 31 March 2011 contributions to the pension scheme are at the rate of 17.2% of pensionable salaries. Financial assumptions The financial assumptions used to calculate the Scheme liabilities under FRS17 were as follows: At 31 March 2010 % pa At 31 March 2009 % pa At 31 March 2008 % pa Rate of inflation 3.9 3.0 3.6 Rate of increase in salaries 5.4 4.5 5.1 Rate of increase for pensions in payment 3.9 3.0 3.6 Discount rate 5.5 6.7 6.9 The assumed life expectations from age 65 were as follows: 2010 Years 2009 years Retiring today - Men 19.6 19.6 - Women 22.5 22.5 Retiring in 20 years - Men 20.7 20.7 - Women 23.6 23.6 Scheme assets and expected rate of return The assets in respect of the membership of Sense and the expected rates of return were: Long term return expected at 31 March 2010 % Value at 31 March 2010 £’000 Long term return expected at 31 March 2009 % Value at 31 March 2009 £’000 Long term return expected at 31 March 2008 % Value at 31 March 2008 £’000 Equities 7.5 17,364 6.9 12,390 7.5 13,062 Target return funds 4.5 2,481 5.7 1,905 6.3 4,223 Alternative assets/Property 6.5 3,473 6.1 2,755 6.7 3,939 Corporate bonds 5.5 248 - - - - Cash 3.0 1,240 3.0 1,443 4.8 656 6.8 24,806 6.4 18,493 7.0 21,880 The equity investments and bonds which are held in plan assets are quoted and are valued at the current bid price. The following amounts at 31 March 2010 were measured in accordance with the requirements of FRS 17: 2010 £'000 2009 £'000 Total market value of assets 24,806 18,493 Present value of Scheme liabilities (40,180) (23,868) Net pension liability (15,374) (5,375) Reconciliation of present value of scheme liabilities 2010 £’000 2009 £’000 31 March 2009 23,868 24,766 Current service cost 663 843 Past service cost - 98 Curtailments 47 - Interest cost 1,604 1,729 Benefits paid (883) (660) Contributions by members 374 397 Actuarial (gain)/loss 14,507 (3,305) 31 March 2010 40,180 23,868 The following table sets out the impact of a change in the discount rates on the Total Obligation and Projected Service Cost along with a +/- 1 year age rating adjustment to the mortality assumption. Sensitivity analysis of scheme liabilities £’000 £’000 £’000 Adjustment to discount rate +0.1% 0% -0.1% Present value of total obligation 39,245 40,180 41,139 Projected service cost 1,368 1,415 1,463 Adjustment to mortality age rating assumption +1 year None -1 year Present value of total obligation 38,599 40,180 41,774 Projected service cost 1,345 1,415 1,486 Reconciliation of fair value of scheme assets 2010 £’000 2009 £’000 31 March 2009 18,493 21,880 Expected return on scheme assets 1,209 1,580 Contributions by members 374 397 Contributions by the employer 1,312 1,385 Actuarial gain/(loss) 4,301 (6,089) Benefits paid (883) (660) 31 March 2010 24,806 18,493 The following components of the pensions charge have been recognised in the statement of financial activities in the year to 31 March 2010: 2010 £’000 2009 £'000 Amounts charged to the statement of financial activities: Current service cost 663 843 Past service cost - 98 Curtailment and Settlements 47 - 710 941 Other finance (income)/cost: Interest cost 1,604 1,729 Expected return on assets (1,209) (1,580) Net charge to other finance cost/(income) 395 149 Total statement of financial activities charge 1,105 1,090 Actuarial gain/(loss) recognised: Actual return less expected return on pension scheme assets 4,301 (6,089) Experience (gain)/loss on pension scheme liabilities 10 997 Change in financial assumptions underlying the present value of the scheme liabilities (14,517) 2,308 Total actuarial (loss)/gain recognised (10,206) (2,784) History of experience gains and losses 2010 2009 2008 2007 2006 (Gain)/loss on scheme assets: Amount (£'000) 4,301 6,089 2,086 (186) (2,312) % of Scheme assets at end of year 17.3% 32.9% 9.4% 0.9% 12.4% Experience (gain)/loss on scheme liabilities: Amount (£'000) 10 (997) (882) 5 99 % of Scheme liabilities at end of year 0% 4.2% 3.6% 0.0% 0.4% Total actuarial loss/(gain) recognised: Amount (£'000) 10,206 2,784 (3,634) (2,531) 2,058 % of Scheme liabilities at end of year 25.4% 11.7% (14.7%) (8.9%) 7.4% The contributions payable by Sense (the company) to the LPFA are accounted for as if the scheme were a defined contribution scheme, as Sense (the Company) is unable to identify its share of the underlying assets and liabilities in the scheme. In addition, Sense has 14 staff members in the Department of Education and Science Teachers’ Pension Scheme (TPS). The TPS is a multi-employer pension scheme and the company is unable to identify its share of the underlying (notional) assets and liabilities of the scheme; accordingly, the company has also accounted for the contributions to this scheme as if it was a defined contribution scheme. 10 Company Statement of Financial Activities As permitted by section 408 of the Companies Act 2006, and by paragraph 397 of the Statement of Recommended Practice 2005, the Company's statement of financial activities has not been included within these financial statements. The company's gross income for the year was £57,455,197 (2009 ££55,132,234) and its net incoming resources for the year were £2,316,312 (2009: £2,211,115). The company made an unrealised gain on investments of £556 (2009: Loss £587). The company's net increase in funds was £2,316,868 (2009: £2,210,528). 11 Tangible assets Group Freehold property £ Long leasehold improvements £ Short leasehold improvements £ Furniture, fixtures and fittings £ Motor vehicles £ Total £ Cost At 1 April 2009 16,255,005 4,410,477 1,065,443 8,105,308 3,405,835 33,242,068 Additions 330,449 23,403 51,662 650,515 550,023 1,606,052 Disposals (965,678) - (373,130) (700,087) (581,576) (2,620,471) At 31 March 2010 15,619,776 4,433,880 743,975 8,055,736 3,374,282 32,227,649 Depreciation At 1 April 2009 1,483,014 224,343 773,642 5,887,974 2,435,220 10,804,193 Charge for the year 280,894 98,997 52,288 853,270 436,578 1,722,027 Disposals (148,913) - (373,130) (680,215) (562,384) (1,764,642) At 31 March 2010 1,614,995 323,340 452,800 6,061,029 2,309,414 10,761,578 Net book amounts At 31 March 2010 14,004,781 4,110,540 291,175 1,994,707 1,064,868 21,466,071 At 31 March 2009 14,771,991 4,186,134 291,801 2,217,334 970,615 22,437,875 Fixed assets include assets acquired under hire purchase agreements. The gross book value of these assets is £446,322 (2009: £860,232), the net book value is £115,304 (2009: £277,366). Company Freehold Property £ Long leasehold improvements £ Short leasehold improvements £ Furniture, fixtures and fittings £ Motor vehicles £ Total £ Cost At 1 April 2009 10,232,832 3,833,139 685,446 6,891,412 3,100,068 24,742,897 Additions 49,375 23,403 51,662 615,278 516,733 1,256,451 Disposals (956,678) - - (130,500) (439,408) (1,526,586) At 31 March 2010 9,325,529 3,856,542 737,108 7,376,190 3,177,393 24,472,762 Depreciation At 1 April 2009 1,293,967 45,085 396,238 4,854,429 2,139,531 8,729,250 Charge for the year 159,637 83,011 50,705 751,934 423,993 1,469,280 Disposals (148,013) - - (112,765) (420,216) (680,994) 31 March 2010 1,305,591 128,096 446,943 5,493,598 2,143,308 9,517,536 Net book amounts At 31 March 2010 8,019,938 3,728,446 290,165 1,882,592 1,034,085 14,955,226 At 31 March 2009 8,938,865 3,788,054 289,208 2,036,983 960,537 16,013,647 Fixed assets include assets acquired under hire purchase agreements. The gross book value of these assets is £446,322 (2009: £860,232), the net book value is £115,034 (2009: £277,366). 12 Investments Group 2010 £ 2009 £ Fixed asset investments: Listed in UK (at market value) 5,654 414 Current assets investments: Equities Investment Fund for Charities - 1,682 - 1,682 Movements in the value of fixed asset investments listed in the UK can be explained as follows: 2010 £ 2009 £ Opening market value 414 1,001 Transfer current assets 1,682 - Purchases of investments 3,002 - Unrealised gain/(loss) on investments held 556 (587) Closing market value 5,654 414 Company 2010 £ 2009 £ Fixed asset investments: Listed in UK (at market value) 3,972 414 Paid up shares: 100% holding in Helping Sense Limited 30,000 30,000 33,972 30,414 Movements in the market value of fixed asset investments listed in the UK can be explained as follows: 2010 £ 2009 £ Opening market value 414 1,001 Purchase of investments 3,002 - Unrealised gain/(loss) on investments held 556 (587) 3,972 414 Sense owns 100% of the ordinary share capital of its subsidiary company Helping Sense Limited. Helping Sense Limited is incorporated in England and Wales and exists to raise funds for the charity Sense, the National Deafblind and Rubella Association. Quoted securities are represented by: 2010 £ 2009 £ UK Investment trusts and unit trusts 3,972 414 13 Debtors Group 2010 £ 2009 £ Taxation recoverable 95,464 211,302 Trade debtors 4,403,168 4,103,347 Other debtors 211,254 489,062 Prepayments 1,646,226 1,318,905 6,356,112 6,122,616 No amounts included above fall due after more than one year. Company 2010 £ 2009 £ Amounts owed by group undertakings 200,045 187,652 Taxation recoverable 95,464 211,302 Trade debtors 1,998,693 1,761,228 Other debtors 155,739 220,575 Prepayments 1,594,130 1,302,979 4,044,071 3,683,736 No amounts included above fall due after more than one year. 14 Creditors (amounts falling due within one year) Group 2010 £ 2009 £ Bank loans 39,987 37,666 Other loans 36,653 30,319 Trade creditors 960,180 1,222,613 Accruals and other creditors 3,022,942 3,624,298 Obligations under finance lease contracts 80,946 165,036 Taxation and social security 1,015,951 1,072,432 Deferred income 270,172 84,610 5,426,831 6,236,974 Company 2010 £ 2009 £ Amounts owed to group undertakings - 129,868 Other loans 12,652 12,652 Trade creditors 959,752 1,221,605 Accruals and other creditors 2,592,031 3,068,638 Obligations under finance lease contracts 80,946 165,036 Taxation and social security 688,711 746,185 4,334,092 5,343,984 15 Creditors (amounts falling due after more than one year) Group 2010 £ 2009 £ Bank loans 820,446 860,434 Other loans 83,186 122,520 Obligations under finance lease contracts 30,457 111,401 934,089 1,094,355 Company 2010 £ 2009 £ Other loans 76,186 85,186 Obligations under finance lease contracts 30,457 111,401 106,643 196,587 The bank loan is in respect of 43 Middlesex Street, Glasgow which was provided by HBOS who have first charge on the property. The loan is payable in equal instalments over 20 years and the interest charge is fixed at 1% over base rate. The other loans are interest free. The bank loan repayments for the group fall due as follows: 2010 £ 2009 £ Within one year 39,987 37,666 Between one and two years 42,451 39,987 Between two and five years 143,705 135,364 Over five years 634,290 685,083 860,433 898,100 At 31 March 2010 the Association had obligations under finance leases (hire purchase agreements) as set out below: Group and company 2010 £ 2009 £ Amounts payable: Within one year 80,946 165,036 In two to five years 30,457 111,401 111,403 276,437 16 Share capital The association has no share capital. The liability of the members is limited by guarantee. The members have undertaken to contribute such amount not exceeding one pound each as may be required in the event of the Association being wound up. 17 Movements in funds Group Balance at 1 April 2009 £ Income, gains, losses and transfers in £ Resources expended and transfers out £ Balance at 31 March 2010 £ General Total general 14,079,769 83,622,229 88,410,126 9,291,872 Designated Working with adults 2,455,057 1,428 2,469,960 (13,475) Working with children 69,890 17,344 58,506 28,728 Working with older people 10,913 - 10,913 - Campaigns and publicity 57,303 173 57,476 - Quality, training and staff development 99,599 4,518 94,264 9,853 Work in Scotland 243,060 5,342,680 518,090 5,067,650 Total designated 2,935,822 5,366,143 3,209,209 5,092,756 Restricted Working with adults 4,258,836 343,669 336,630 4,265,875 Working with children 220,599 562,977 312,628 470,948 Working with older people 88,364 60,419 11,376 137,407 Campaigns & awareness 29,308 58,831 90,974 (2,835) Quality, training and staff development 1,000 - 222 778 Work in Scotland 6,142,875 746,093 4,783,535 2,105,433 International work 147,803 606,861 535,639 219,025 Total restricted 10,888,785 2,378,850 6,071,004 7,196,631 Endowment Working with adults 473,262 - 8,623 464,639 Total endowment 473,262 - 8,623 464,639 Total funds 28,377,638 91,367,222 97,698,962 22,045,898 Company Balance at 1 April 2009 £ Income, gains, losses and transfers in £ Resources expended and transfers out £ Balance at 31 March 2010 £ General Total general 18,160,943 70,106,096 65,387,015 22,880,024 Designated Working with adults 2,455,057 1,428 2,469,960 (13,475) Working with children 69,890 17,344 58,506 28,728 Working with older people 10,913 - 10,913 - Campaigns and publicity 57,303 173 57,476 - Quality, training and staff development 99,599 4,518 94,264 9,853 Total designated 2,692,762 23,463 2,691,119 25,106 Restricted Working with adults 4,258,836 343,669 336,630 4,265,875 Working with children 220,599 562,977 312,628 470,948 Working with older people 88,364 60,419 11,376 137,407 Campaigns & awareness 29,308 58,831 90,974 (2,835) Quality, training and staff development 1,000 - 222 778 Total restricted 4,598,107 1,025,896 751,830 4,872,173 Endowment Working with adults 473,262 - 8,623 464,639 Total endowment 473,262 - 8,623 464,639 Total funds 25,925,074 71,155,455 68,838,587 28,241,942 Unrestricted funds Unrestricted funds are held for the general purposes of the charity as set out in its governing document. Designated funds Designated funds are unrestricted funds that the charity has earmarked for particular projects and uses in the future. Major examples are Asset Replacement funds and Cyclical Maintenance funds, which are created for the future maintenance, repair or replacement of property, equipment, vehicles and other assets necessary for the continuance of the charity’s work. Restricted funds Restricted funds are funds held by the charity for particular applications, specified by the donor, within the charity’s objectives, and can only be applied to those particular purposes. The restrictions may apply to income or capital or both. Many of the restricted funds are generated through Asset or Project targeted appeals. Endowment funds The Endowment fund is a restricted fund held as a capital fund for the charity’s benefit. In 2003 the Charity Commission gave its approval for Sense to relocate from its endowed property known as the Princess Royal Centre in Birmingham to other property in the area and to charge the costs of doing so to the Endowment fund. Fund transfers During the year the main transfer between funds was the movement of £3,898,591 from restricted funds to designated funds.  This transfer recognises compliance with our agreements to complete the Touchbase Centre in Scotland. 18 Analysis of net assets between fund balances Net assets at 31 March 2010 were analysed between the funds as follows: Group General £ Designated £ Restricted £ Endowment £ Total £ Fixed assets 11,126,341 5,409,365 4,471,380 464,639 21,471,725 Net current assets 14,473,620 (316,609) 2,725,251 - 16,882,262 Long term liabilities (934,089) - - - (934,089) Pension liability (15,374,000) - - - (15,374,000) Total 9,291,872 5,092,756 7,196,631 464,639 22,045,898 Company General £ Designated £ Restricted £ Endowment £ Total £ Fixed assets 11,269,516 - 3,255,043 464,639 14,989,198 Net current assets 11,717,151 25,106 1,617,130 - 13,359,387 Long term liabilities (106,643) - - - (106,643) Total 22,880,024 25,106 4,872,173 464,639 28,241,942 19 Capital commitments Capital expenditure authorised and contracted for but not provided for amounted to £100,000 (2009: £65,000). 20 Contingent liability Contingent liabilities of £1,196,000 (2009: £1,196,000) exist relating to grants received from the Department of Health and Leeds Healthcare towards the development of 12 Hyde Close, Barnet; 138 Bradford Road, Leeds; 509 Leeds and Bradford Road, Leeds, which may be repayable in certain circumstances. Sense, Sense Scotland and Helping Sense Limited are members of a group VAT registration. Under the Value Added Tax Act 1983, all the members of a VAT group are jointly and severally liable for any tax due during the period of their membership. 21 Operating lease commitments At 31 March 2010 the Association had annual commitments under non-cancellable operating leases as set out below: 2010 2009 Group Land and buildings £ Other £ Land and buildings £ Other £ Operating leases which expire: Within one year 209,875 11,464 122,139 17,342 In two to five years 1,165,689 47,729 1,046,380 48,477 After five years 1,535,305 965 1,671,849 8,418 2,910,869 60,158 2,840,368 74,237 2010 2009 Company Land and buildings £ Other £ Land and buildings £ Other £ Operating leases which expire: Within one year 144,150 2,141 122,139 17,342 In two to five years 1,025,375 47,729 1,046,380 48,477 After five years 1,442,730 965 1,516,525 6,917 2,612,255 50,835 2,685,044 72,736 22 Reconciliation of net incoming resources to net cash inflow from operating activities 2010 £ 2009 £ Net incoming resources before revaluation 3,873,704 3,105,147 Difference between pension charge and cash contributions (207,000) (295,000) Interest received (57,404) (450,005) Interest paid 30,207 85,192 Depreciation 1,722,027 1,605,595 (Profit) on sale of tangible fixed assets (156,902) (14,485) (Increase)/decrease in stocks (7,693) (48,347) (Increase)decrease in debtors (233,496) (710,790) (Decrease)/increase in creditors (734,708) (8,984) Net cash inflow from operating activities 4,228,735 3,268,323 23 Reconciliation of net cash flow to movement in net liquid resources 2010 £ 2009 £ Increase/(decrease) in cash in the year 3,423,908 6,327,964 Cash (inflow)/outflow from management of liquid resources - (5,704,581) Cash outflow/(inflow) from loans and lease financing 235,701 1,384,475 Current asset investments (1,682) - Changes resulting from cash flows 3,657,927 2,007,858 Net liquid resources at 1 April 2009 11,121,533 9,113,675 Net liquid resources at 31 March 2010 14,779,460 11,121,533 24 Analysis of changes in net liquid resources At 1 April 2009 £ Cash flows £ Other changes £ At 31 March 2010 £ Cash at bank and in hand 12,447,227 3,423,908 - 15,871,135 Debt due within one year (67,985) 70,667 (79,322) (76,640) Debt due after one year (982,954) - 79,322 (903,632) Finance leases (276,437) 165,034 - (111,403) Current asset investments 1,682 - (1,682) - 11,121,533 3,659,609 (1,682) 14,779,460 25 Subsidiary Companies The charity controls three charitable company subsidiaries - Sense Scotland (registered in Scotland), Sense International (registered in England) and Coventry Society for the Blind (registered in England). The subsidiaries have similar aims and objectives to the parent charity. All activities have been consolidated on a line by line basis into the statement of financial activities. A summary of the results of the subsidiaries for the year ended 31 March 2010 are shown below: Sense Scotland 2010 £ 2009 £ Incoming resources 21,763,004 20,516,767 Resources expended (20,410,571) (19,922,109) Net movement in funds 1,352,433 594,658 Assets 10,543,056 9,275,110 Liabilities (1,706,175) (1,790,662) Funds 8,836,881 7,484,448 Sense International 2010 £ 2009 £ Incoming resources 1,419,960 1,820,171 Resources expended (1,422,547) (1,821,369) Net movement in funds (2,587) (1,198) Assets 712,664 488,216 Liabilities (372,225) (145,190) Funds 340,439 343,026 Coventry Society for the Blind 2010 £ 2009 £ Incoming resources 14,140 119,321 Resources expended (13,594) (119,414) Net movement in funds 546 (93) Assets 42,466 62,765 Liabilities (41,830) (62,675) Funds 636 90 The charity also owns the whole of the issued share capital of Helping Sense Limited, a company registered in England. The subsidiary is used for non primary purpose trading activities, namely the support of shop sales of new goods and the organisation of fundraising activities. The total net profit is gifted to the charity. A summary of the results of the subsidiary for the year ended 31 March 2010 is shown below: Helping Sense Limited 2010 £ 2009 £ Turnover 1,121,673 907,050 Cost of Sales (202,426) (138,340) Gross Profit 919,247 768,710 Operating Expenses (777,753) (660,860) Net Profit 141,494 107,850 Assets 173,444 139,751 Liabilities (143,444) (109,751) Net assets 30,000 30,000 Major supporters Council is indebted to all donors for their support, both financial and otherwise, without which it would not have been possible to achieve all that we did. Substantial donations have been received from the following: Sense The Worshipful Company of Actuaries Art in Design Limited Awareness The Ballinger Charitable Trust Barclaycard Misses Barrie Charitable Trust The Bartle Family C.T. Paul Bassham Charitable Trust BBC Children in Need The Blair Foundation The Blatchington Court Trust Bristol Grammar School Bupa A & S Burton 1960 Charitable Trust The Camelia Trust The Carpenters Company Charitable Trust Catholic Holiday Fellowship Memorial Trust The Childwick Trust Coutts & Co Ltd The Coward Trust Discovery Properties Ltd The Violet Helen Dixon Charitable Trust The Derek and Jean Dodd Charitable Trust Audrey Earle Charitable Trust The Emerton-Christie Charity Emirates EnviroStream International Ltd Ernst & Young LLP Essex Youth Trust The Eveson Charitable Trust The Fifty Fund Donald Forrester Trust Joseph Strong Frazer Trust Give It The GMC Trust The Grocers' Charity The Walter Guinness Charitable Trust The Hadley Trust The Haberdashers' Benevolent Foundation The David Hammond Charitable Foundation The Harborne Parish Lands Charity The N & P Hartley Memorial Trust The Holbeck Charitable Trust The Thomas J. Horne Memorial Trust The Dorothy Howard Charitable Trust The Albert Hunt Trust The Hyde Park Estate Charity Jo Malone Ltd The Anton Jurgens Charitable Trust The Clare King Charitable Trust KPMG LLP The Beatrice Laing Trust Land Securities Group Lombard The Maxwell Family Foundation The 29th May 1961 Charitable Trust The Andrew Mitchell Christian Charitable Trust Myristica Trust Next plc North Worcestershire Golf Club The Odin Charitable Trust The Peacock Charitable Trust Pearl Group Limited The Misses CM Pearson & MV Williams Charitable Trust Penrose Financial Ltd Pillsbury Winthrop Shaw Pittman LLP The Platinum Trust P F Charitable Trust George & Esmee Pollitzer Settlement Portal Gallery Sir John Priestman Charity Trust The Princess Anne's Charities Trust The Recycling Factory Regenersis plc Resolution plc The Mary Robertson Trust Rococo Chocolates The Norton Rose Charitable Foundation The Royal Bank of Scotland The Scotshill Trust SFIA Educational Trust The Sylvia & Colin Shepherd Charitable Trust Slaughter & May Smith Charitable Trust The Sovereign Health Care C.T Spark Ventures The Jessie Spencer Trust The Geoff & Fiona Squire Foundation The Miss Doreen Stanford Trust The Peter Storrs Trust The Tanner Trust The Connie & Albert Taylor Charitable trust The David Thomas Charitable Trust The Annie Tranmer Charitable Trust The Constance Travis Charitable Trust Turner Media Group The Douglas Turner Trust The David Uri Memorial Foundation Waitrose Ltd Freddie Wakeham Charitable Trust The Perry Watlington Trust Johnson Wax Ltd Charitable Trust Wesleyan Assurance Society Wildnet Group Wragge & Co LLP The Elizabeth & Prince Zaiger Trust Sense Scotland Cares 4 Kids Cash For Kids - Clyde Action Glasgow City Council - Arts Development Heritage Lottery Fund Jennie S Gordon Memorial Foundation Lintel Trust Margaret J Stephen's Charitable Trust Northwood Charitable Trust Paths to Health Scottish Natural Heritage The Annie Jack Memorial Trust The Big Lottery Fund The Dinning Charitable Trust The R S Macdonald Charitable Trust The Scottish Arts Council Widowers' Children's Home Trust Sense International The Sylvia Adams Charitable Trust Coutts Charitable Trust Dalyan Foundation ING Stanley Thomas Johnson Foundation The Beatrice Laing Trust Medicor Foundation Stavros Niarchos Foundation Penson Financial Services Thames River Capital The James Tudor Foundation Woodford Foundation Charity information Registered address 101 Pentonville Rd London N1 9LG London office 101 Pentonville Road London N1 9LG Telephone number: 0845 127 0060 (voice) Text: 0845 127 0061 Fax: 0845 127 0062 Email: info@sense.org.uk Website: www.sense.org.uk Charity number 289868 Company number 1825301 Bankers National Westminster Bank plc Kings Cross Branch 266 Pentonville Road London N1 9LE Auditors PricewaterhouseCoopers LLP 2 Humber Quays Wellington Street West Hull HU1 2BN Solicitors Wilsons Steynings House Summerlock Approach Salisbury Wiltshire SP2 7RJ Insurance advisors Willis Limited Stuart House Caxton Road Fulwood Preston PR2 9RW Key management personnel R Brook, Chief Executive D Pernak, Group Director Finance and Resources P Cheer, Group Director Operations S Osborne, Group Director External Affairs and Knowledge P McCollin, Human Resources Director Sense and Sense International 101 Pentonville Road London N1 9LG Tel: 0845 127 0060 Fax: 0845 127 0061 Text: 0845 127 0062 Email: info@sense.org.uk Sense Northern Ireland Sense Family Centre The Manor House 51 Mallusk Road Mallusk County Antrim BT37 9AA Tel/text: 028 9083 3430 Fax: 028 9084 4232 Email:nienquiries@sense.org.uk Sense Cymru Ty Penderyn 26 High Street Merthyr Tydfil CF47 8DP Ffon/tel: 0845 127 0090 Ffacs/fax: 0845 127 0091 Testud/text: 0845 127 0092 Email: cymruenquiries@sense.org.uk Sense Scotland 43 Middlesex Street Kinning Park Glasgow G41 1EE Tel: 0141 429 0294 Fax: 0141 429 0295 Text: 0141 418 7170 Email: info@sensescotland.org.uk Website: www.sensescotland.org.uk 43 Sense, The National Deafblind and Rubella Association 5 72