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1. Achievements and performance
How we're delivering on our strategic themes
Performance under our corporate priorities
2. Financial review
3. Plans for the future
4. Principal risks and uncertainties
Structure, governance and management
Employee involvement and the employment of disabled people
Statement of Trustees’ responsibilities
Independent auditors' report to the members of Scope
Scope's Directors and Trustees
Thank you to all our supporters
Legal and administrative details
Download the text only version (Word document 555 KB).
As a charity committing to driving social change, for Scope itself 2014/15 as a whole can be summed up by that one word - change.
Society itself has changed. From the way people think about disability, to the visibility of disability and on to the challenges facing disabled people. Scope has responded to those changes, and it continues to do so.
During the year we helped to change attitudes to disability through our End the Awkward campaign, began our programme of transforming our care homes and introduced changes to existing structures and systems to support personal budgets. And at the top of the organisation there was change: Alice Maynard stood down after six years in the role and Andrew McDonald was elected as her successor.
We broke organisational records for Fundraising income and for Retail (the highest surplus in a decade) but the end of the year saw us incur a deficit of £3 million. This arose from reduced Services income, the challenging commissioning environment and care home closures. As a consequence, our level of free reserves fell below our target of £7 million.
Across the year we achieved a lot. We established existing services in new areas, launched the independent Extra Costs Commission to investigate the additional financial burdens disabled people face and to look at ways of reducing them and, as part of the work of the helpline supported more than 1,000 people with complex financial queries. Our work has been supported by generous donations from individuals and corporations. And in all that we do we depend on the tireless work and dedication of our staff and volunteers.
As we move into 2015/16 we will look at how we need to continue to change to ensure that we reach more disabled people through our work. We will develop a new organisational strategy, setting out the breadth and rate of change over the years ahead. In all that we do we will seek a future which is sustainable and continue to drive change across society so that disabled people have the same opportunities as everyone else.
By Scope's Chair Andrew McDonald.
I was delighted to join Scope in October. Here was an organisation with a compelling vision which had made great strides in recent years.
A huge amount of credit for this goes to my predecessor, Alice Maynard. This is a very different organisation to the one she joined in 2008. It was a great pleasure for all of us at Scope to see her contribution marked by the award of a CBE in the New Year Honours.
I am here, because – first and foremost – I’m a disabled person and I hope I have something to contribute to Scope’s future. I was diagnosed with Parkinson’s disease in 2007. Three years later, I was told I had prostate cancer, a condition that is now incurable. I have been profoundly changed by those experiences.
When first diagnosed with Parkinson’s, I wanted to get on with my life. But I also wanted to be open with the organisation I was then leading. But colleagues advised me not to do so, warning that I would be labelled as a disabled civil servant and that the categorisation would end my career. I was shocked, not least because the Civil Service was, rightly, known to be a liberal employer. I decided I wanted to go ahead, because if I didn’t, I felt I was making it more difficult for the next person who faced a similar diagnosis. And if these attitudes persisted in the Civil Service, a relatively enlightened employer, what were things like elsewhere? I went on to lead work on disability in the Civil Service.
I have come to Scope because I share its vision of a world where disabled people have the same opportunities as everyone else.
I am conscious that I still have a lot to learn about Scope and its work.
I am constantly bowled over by the impact of our work with disabled children, adults and their families – from our Face 2 Face befriending network, to our helpline, to the support we offer disabled adults to live independently and find work. We offer life changing support.
But it is a challenging environment, in which we work with local authorities whose budgets are being squeezed, alongside pressures on our own budgets. Colleagues in our Services teams work hard to provide quality services which are cost effective. Those challenges are only going to increase in the coming years and we are clear that we will need to raise our game financially.
At the same time, we have to match the high and evolving expectations of disabled people for support that meets their needs. In that context, we announced in 2013 that we would change or close 11 of our 35 care homes.
These care homes – which are out of the community and offer little privacy – were created when expectations were much lower. Our obligation is to respond to the expectations of today – and tomorrow. We are following a tried and tested plan and investing in support to make sure people who live in the homes can move somewhere else that suits them. This year, following consultation with everyone affected at five care homes, we made the decision to close three homes and change one to a supported living service. We helped each person to work with their local authority to find a new home that suited them.
I have also seen first-hand the difference we can make by influencing politicians and policy makers.
I know how hard it is for disabled people to find work and then stay in work. This year we called on politicians to halve the gap between the employment rates of disabled people and non-disabled people (which is about 30%) – a pledge the current Government has adopted.
Life costs more if you are disabled, from travel costs to higher fuel bills or specialist equipment. Our research shows that this adds up to on average £550 a month. This has a huge impact on disabled people’s ability to hold down a job or even make ends meet. This year Scope launched the independent Extra Costs Commission – led by disabled entrepreneurs and business experts – to look into what can be done to get disabled people a better deal as consumers. It is clear businesses need to value the purple pound so disabled people can become savvier consumers.
Public attitudes to disability underpin everything. This report describes the work we did on our campaign End the Awkward. It has had a significant impact, and reflects our willingness to take risks to challenge attitudes.
We had a good year in terms of Retail and Fundraising.
In Fundraising this year, we became joint lead charity for the 2014/15 Lord Mayor’s Appeal, we received over £500 thousand from the Big Lottery Fund for our Face 2 Face befriending service and we became the charity partner for Standard Life and Virgin Media. Our Inspirations dinner raised more than double its income target. We also recruited over 40,000 new regular donors and had a record number of individuals taking part in challenge events. In total, including £1.5 million of grants, we raised more than £20 million for the first time ever – nearly £2 million more than in 2013/14.
Retail took their annual Great Donate to another level, with Strip for Scope, a spoof video of the famous Levi’s launderette advert starring a disabled model. They smashed their target for donations and challenged attitudes to disability at the same time.
But we have to acknowledge the impact of significantly lower income from our services. Consequently, we finished the year with a bigger deficit than we planned.
As we move into 2015/16 we have to be clear that continued success against our strategy must be built on solid, sustainable finances and a clear, robust strategy.
From what I already know of Scope, I am clear that the next few years offer us a unique and exciting opportunity to bring about change, lasting change for disabled people. And to bring that about by putting disabled people at the heart of all we do. I can’t think of a more motivating, or more important, challenge.
The Trustees present the Trustees’ Report and audited Consolidated Financial Statements for the year ended 31 March 2015.
The legal and administrative details for the charity, Trustees and advisers can be found at the end of this report and form part of the Trustees' Report.
What we are here to do
Scope exists to make this country a place where disabled people have the same opportunities as everyone else. Until then, we’ll be here. We provide support, information and advice to more than a quarter of a million disabled people and their families every year. We raise awareness of the issues that matter. And with your support, we'll keep driving change across society until this country is great for everyone.
Scope is established for the public benefit and for general charitable purposes according to the laws of England and Wales and in particular, but not exclusively, for the promotion of equality, diversity, independence and health of disabled people, especially those with cerebral palsy.
Public benefit aims
In exercising relevant powers and duties the Trustees have considered Charity Commission guidance on public benefit. This report outlines how our achievements and performance during 2014/15 have benefited the public. All our work furthers our charitable purpose of driving change across society so that disabled people have the same opportunity as everyone else.
We want to know how much difference we are making, and we want to be able to tell people about it.
The amounts set aside for the risks identified above are linked to the corporate risks highlighted in Principal risk and uncertainties.
The financial performance during the year means that our free reserves of £4.9 million are below the target. Our investment in recent years in Fundraising and Retail is expected to deliver higher surpluses next year. This, combined with careful management of costs and a pipeline of property disposals, means that we have set ourselves the realistic target of restoring our free reserves to their £7 million level by March 2016.
Review of the activities of the subsidiaries
During the year ended 31 March 2015, we had three active subsidiaries: Scope Central Trading Ltd, Mac Keith Press and Learning Disabilities Resources Ltd. The activities of Scope Central Trading Ltd and Mac Keith Press and their assets and liabilities are included in these financial statements on a line-by-line basis. Learning Disabilities Resources Ltd did not trade in the period ended 31 March 2015 so there is no result to report. Details of all our subsidiaries, including dormant entities are given in notes 6 and 15 to the financial statements.
Scope Central Trading Ltd.
The company’s main activities are the purchase and sale of new general merchandise, greeting cards, clothing and giftware in our retail shops, as well as generating income through other commercial services.
All distributable profits generated are transferred to Scope as a Gift Aid payment. A resolution was passed by the Board of Directors on 17 March 2015, and communicated to Scope on 31 March 2015, that the Gift Aid payment would be provided for in the year to which the profits relate and, as a result, no deferred tax liability would arise. Technical guidance was issued by the Institute of Chartered Accountants for England and Wales (ICAEW) in October 2014 requiring that where a wholly owned subsidiary Gift Aids its profits to its parent charity, the payments are treated as distributions in the same way as dividends. Therefore this has been recognised as a liability and in equity in Scope Central Trading Limited’s financial statements.
The turnover for the year was £1.5 million (2014: £1.6 million). Net operating profit before the Gift Aid payment to Scope was £0.7 million (2014: £0.8 million).
Mac Keith Press
Mac Keith Press is a wholly owned subsidiary charity whose central purpose is the advancement of the education of the public through promotion of research in the fields of child development and paediatric neurology. The main activity is the publication of a medical journal available on subscription entitled Developmental Medicine and Child Neurology, which is purchased by medical establishments and individuals throughout the world and is the leading scientific publication on child neurology. Mac Keith Press also publishes a series of professional specialist books, Clinics in Developmental Medicine.
The charity’s income for this financial year was £0.6 million (2014: £0.6 million). Sales remain static overall with a surplus for the year of £0.1 million (2014: surplus of £0.1 million).
Adequacy of accounting records and information and explanations received
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