Trustees' report 2015/16

Please find below our Trustees' report (including Strategic report) from our 2015/16 annual report and accounts. 

This web page has not been audited but its source material, our 2015/16 annual report and accounts, has been audited. 

Chair’s review

There are no two ways about it: this is a tough environment in which to run a charity. The purse strings on public expenditure continue to tighten, exposing new needs in our society. Life is tough for disabled people. Public trust in charities is falling. There are huge pressures on fundraising. Growing scrutiny and demands for transparency. And criticism of charities in the media.

I mention this not by way of excuse, in reflecting on the year just gone, but by way of context – for last year and the years to come. I think we are facing fundamental challenges to the role of charities in our society. Challenges which merit a proper public debate.

Aside from anything else, I do not think we need any excuses for the last twelve months. Far from it. We found ourselves up against it and we said we would take the tough decisions to put Scope in a better place. The job is far from done, but we have made good progress.

Let’s look at the record.

We said we would focus on restoring our financial position, planning for the future and maintaining the quality of our services.

Money first. In 2014/15 we recorded a total deficit before property disposals and actuarial losses of £2.4 million: our fourth deficit in a row. And our reserves were cut to just half the target level. This year we reduced our equivalent deficit to £1.2 million. And we significantly improved our reserves so they are much closer to their target level.

We did not reach this position without taking uncomfortable choices. There was no pay award for our hard-working staff. We made sharp reductions in our central costs and delayed investments in our shops. And there is more to do: this year our objective is a surplus before property disposals and actuarial losses.

We are now well on the way in developing a bold new strategy for Scope. You will be hearing more, much more about it in the coming months. But for now it is sufficient to say that it will stay true to our mission of changing society so that everyone has an equal chance in life.  

What of our services? The quality remains high. Look at the benchmarks: nearly 94% of our regulated adult services were rated Good or Outstanding overall, we were the first voluntary sector organisation to get an Outstanding rating under the new CQC inspection regime and many of our staff won awards for their work.

Beyond that we broke new ground with the work of the Extra Costs Commission, the End the Awkward campaign had a second, barnstorming year and we persuaded the Government in Westminster to commit to halve the disability employment gap. All signs of a charity looking confidently to the future, willing to innovate and to challenge.

Looking to the future, I hope you will excuse me if I repeat the line I used last year: our success will depend on putting the charity on a sound financial footing and having a clear plan for the new challenges we face. If you had offered me the chance of being where we are now when I first wrote that, I would have taken it with both hands. But there is more, much more to do.

That we have come so far and can look to the future with clarity and determination, is credit to two groups of people. First, to you, our supporters, who have stayed with us through thick and thin. We are in your debt. Second, our dedicated staff, brilliantly led by our Chief Executive, Mark Atkinson. They have been tireless in pursuit of our goals. On behalf of the Board I thank all of them for their expertise and commitment.

Andrew McDonald

Trustees' report

The Board of Trustees presents the Trustees’ Report and audited Consolidated Financial Statements for the year ended 31 March 2016.

The legal and administrative details for the charity, the Board of Trustees and advisers, and full lists of our supporters, partners and volunteers can be found at the end of this document in the section entitled “Trustees’ report, continued”, which forms part of the Trustees’ Report.

The Trustees’ Report includes a Strategic Report in order to meet the requirements for a Directors’ Report as required by the Companies Act 2006, Strategic Report and Directors’ Report Regulations 2013.

In approving the Trustees’ Report, the Board of Trustees has also approved the Strategic Report.

Scope’s objects and public benefit


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 Board of Trustees has considered Charity Commission guidance on public benefit. This report outlines how our performance during 2015/16 has benefited the public.

Our approach

Our purpose

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.

Last year, we identified four key areas in which we are aiming to drive change to achieve our purpose:
  • attitudes and behaviours
  • skills and capabilities
  • the support that is available
  • systems and structures.
For example, our partnership with the Money Advice Service, Which? and Turn2Us to launch an online benefits calculator helped people identify over £30,000 worth of potentially unclaimed benefits.

Our strategy

Our 2013 strategic direction, ‘Changing Society’, continues to be our reference point. We work to deliver our vision of a world where disabled people have the same opportunities as everyone else through focusing on six strategic themes:
  • fulfilling family lives
  • living independently in the community
  • learning and skills
  • work and volunteering
  • financial well-being
  • disabled leaders and role models.

Maximising our impact

In 2014/15 we reported a material but not isolated deficit, following several years of spending more than our income. It meant we urgently needed to review our approach to delivering our vision so as to deliver the greatest possible impact and become financially sustainable.

And so in 2015 we began to develop a new five-year strategy, building on our current strategic direction, ‘Changing Society’.

In 2015/16 we worked with an external agency to evaluate the impact of our activities against our vision and purpose. This has formed part of the work to develop our five-year strategy and enabled us to focus on activities that have the greatest measurable impact in delivering our vision. Our progress in developing a new strategy is outlined in the section ‘Plans for the future’.

Our corporate priorities

Each year, as well as our strategic themes, we also agree corporate priorities to help focus our activities and support the delivery of our strategy. Our priorities for 2015/16 were:
  • to be financially sustainable
  • to increase our influence and awareness work
  • to transform our services.

Strategic Report

Section 1. Achievements and performance

In 2015/16, we continued to make substantive progress towards ensuring disabled people have the same opportunities as everyone else. For example, our influencing efforts resulted in the Government’s commitment to halving the disability employment gap by 2020, and we played a leading role in stopping the proposed cuts to Personal Independence Payments (PIP).

Our accounts reflect the delivery structure of the organisation rather than the strategic themes and our achievements are aligned to our vision and strategic themes.

This year, we have worked to restore our financial position through tight cost control, effective management of emerging financial risks and optimisation of income. We report fully on progress against these priorities a little further on in this section, after reporting on our strategic themes.

Delivering on our strategic themes

We report here on progress against our six strategic themes.

Fulfilling family lives

One in fifteen families with dependent children has a disabled child. Working with families is an essential part of what Scope does and we want to support more families with disabled children to become stronger and more resilient so that they can lead fulfilling family lives.

Our Face 2 Face service connects parents of disabled children for emotional and practical support. We have continued to deliver and develop our 15 Face 2 Face services with the support of the Big Lottery Fund.

As part of our partnership with Virgin Media, we are aiming to extend the accessibility and sustainability of our instrumental Face 2 Face service by bringing it online. We are trialling the use of technology to train befrienders and connect parents of disabled children with other parents facing similar issues from the comfort of their homes. This pioneering approach could enable us to make the service accessible to a wider audience of new families.

Sleep problems affect 80% of disabled children, compared with 25% of non-disabled children. Through our six Sleep Solutions services we provide specialist support to families, including advice on sleep diaries and providing a bedtime routine.

This year, millions of people accessed information about our work through digital channels. We had 1.6 million website views and over 1 million engagements via social media: 248,000 on Twitter, 467,000 on Facebook and more than 1.4 million Facebook video views. Our online community also went from strength to strength: over 90,000 people used the community for tips and advice, making over 3,500 posts on a huge range of subjects.

We were delighted to have been chosen as one of the beneficiary charities of the Lord Mayor’s Appeal. Over the 12 months of the Appeal, which ended in November 2015, a substantial amount was raised for disabled people and their families through fundraising events and activities with the invaluable support of the Lord Mayor and Lady Mayoress of the City of London.

Living independently in the community

We are committed to ensuring that more disabled people have the opportunity to live independently in the community and apply this commitment to the care we provide for our customers.

In 2013 we made proposals to close or change 11 of our 35 residential care homes as part of the Care Homes Review. We reviewed all of our care homes to find out which homes most needed to change. Over the following three years, we planned to consult everyone affected by the proposals before making a decision about the future of each service.

In 2015/16, we consulted with customers, staff and families on our proposals for  three residential care homes. Following this, we made a decision to close two care homes and changed one to a supported living service. We know it was an anxious time for many people. We were absolutely committed to supporting each person throughout the process, including providing additional support to find a suitable new home.

Following stakeholder feedback, we decided to take a different approach for three care homes. We had proposed to close the homes but instead we chose to market them to see if anyone would like to run these services in the future.  If there is no interest from alternative providers then we will revert to our original proposal to close the care homes.

This year, we created an advisory group of customers, families, friends, volunteers and staff to provide a cross-section of views – from people accessing our services to those delivering and designing new services. The group will advise on embedding person-centred practice in the way we work and support our customers.

Learning and skills

To improve access to good quality education in the local community, Beaumont College, Lancashire has three satellite sites in Lancashire and Cumbria that deliver specialist education for disabled students  alongside non-disabled peers. We also provide learning support assistants to a West London college, support teachers to work effectively with disabled students and are partnering with Dundee University on a project to promote assistive technology to adults across England and Scotland.

We continue to provide high quality education at our schools and colleges, that are rated Good for education and Outstanding for care at the residential homes. There was a significant restructure at Beaumont College to address its financial position and the College has recovered well.

This year, we launched our biggest ever corporate partnership with Virgin Media, who have committed to supporting us until July 2017, aiming to transform the lives of thousands of disabled people and their families in England and Wales through national projects and campaigns that have technology at their heart. Part of this partnership aims to provide disabled people with access to Assistive Technology solutions to enable them to communicate, control their home environment and independently access education and employment.

At the start of 2016, we launched Scope for Change, a campaigns network that aims to upskill and train young disabled people to campaign on the issues that matter to them so they can bring about the changes they want to see in their own communities.

Work and volunteering

The gap between the employment rate of disabled people and the rest of the population is 33.6%. This is unacceptable. We continue to work with the government on statutory employment contracts. During the year we supported 257 disabled people to transition into work. And our influencing efforts in 2015 resulted in the new Government’s commitment to halving the disability employment gap by 2020.

We have also continued to build innovative, non-statutory funded support to help disabled people into work. In 2015, Credit Suisse EMEA Foundation funded a new employment service which we deliver, called Future Ambitions This service aims to support young disabled people in the London Boroughs of Hackney, Islington, Newham and Tower Hamlets move into long-term sustainable employment. Future Ambitions builds on the success of First Impressions, First Experiences – an employment project that ran from 2011 to 2015, and which was also made possible with support from Credit Suisse EMEA Foundation.

Financial well-being

Being disabled often means you earn less, feel less financially secure and are more likely to fall into poverty. Our work on financial well-being supports disabled people to get the funding and financial understanding to live fulfilling lives.

The Extra Costs Commission that we established in 2014 to examine the extra costs faced by disabled people published its final report in June 2015. We continue to take forward many of its recommendations with seven organisations committing to the recommendations themselves. These include a new, affordable sleepwear range for disabled children from Marks and Spencer, Uber introducing wheelchair accessible vehicles to its fleet in London and the Business Disability Forum creating an ‘Extra Costs award’ for companies that make an effort to reduce extra costs for disabled consumers.

Scope’s helpline responded to 25,000 enquiries, and we partnered with the Money Advice Service, Which? and Turn2Us to launch an online benefits calculator that has enabled more than 7,500 people to research the benefits to which they are entitled. In 2016 alone, this has helped identify over £30,000 worth of potentially unclaimed benefits for people who need that vital support.

Disabled leaders and role models

We aim to increase the visibility of disabled people and raise the profile of prominent disabled people as leaders and role models.

We are working with People’s Health Trust to deliver five new community engagement programmes that support disabled people to take action in the local community on the issues that matter to them. With funding secured for three years, this £720,000 project will support choice and independence, and will enable disabled people to make the changes they want to see in their local communities. We are already working with people to identify their priorities and support them to take a leadership role in their community by tackling issues such as retail accessibility, disability awareness and stress management for parents and carers.

This year, our Great Donate campaign featured disabled comedian Adam Hills and actress Holly Candy in a spoof of the original 1980s Cadbury’s Milk Tray adverts. The retail stock generation campaign had a target of 1 million items in July 2015 – we exceeded the target with 1.3 million items.

We launched the Role Models education programme that takes disabled leaders and role models into secondary schools to challenge myths and inaccurate perceptions around disability from an early age.

Progress against our corporate priorities

We report on high-level key performance indicators and milestones for each of these priorities on a quarterly basis.

Financial sustainablity

We set out to deliver a budget for 2015/16 that would restore our free reserves to their target level. This involved careful management of costs and prudent planning of investment. These are described in more detail in the Financial review, which forms Section 2 of this Strategic Report.

We delivered a greatly improved financial performance through increased profits from our shops, building on last year’s record profit levels, and through a sustained fundraising performance in difficult circumstances.

While we had to make some hard choices around costs and new projects, we have continued to invest in activities that help deliver our strategy – notably services transformation, our End the Awkward campaign and the provision of services for disabled people.

Main operational activities

Our main areas of activity are set out below. Delivery across our strategic themes is embedded within these activities.

The following list itemises our main areas of activity, the cost for each in 2015/16 and the aim of each activity . Numbers each represent thousands of pounds.
  • Providing residential care services for disabled adults: 19,305.  The aim of the activity is to deliver high quality services for disabled people.

  • Providing home- or community-based day services for disabled adults: 4,651. The aim of the activity is To support disabled people to live independent lives.

  • Providing education services: 22,110.  The aim of the activity is to support the learning and development of children and young people with complex needs.

  • Providing inclusion and transition services: 11,121.  The aim of the activity is support disabled children and young people towards greater inclusion in society.

  • Providing information, advice, employment and support services: 5,020.  The aim of the activity is to provide high quailty news, advice and information on disability issues, emotional support to families of disabled children and employment support for young disabled people to find sustainable work.

  • Influencing and campaigning: 2,261.  The aim of the activity is to influence decision-makers, other organisations, the media and the public on disability issues.

Developing our influencing and awareness-raising work

We continued to work hard to influence politicans, decision-makers and the Government, as shown through our work on the disability employment gap and PIP.

Our End the Awkward campaign, supported by Virgin Media, increased awareness of Scope as a disability organisation. Semi-prompted awareness among a sample of our 25 to 30-year-old target audience went up by 5% – from 10% before the campaign to 15% once it ended. This is on top of the 5% increase achieved by the first End the Awkward campaign in 2014/15. The campaign led to 11,000 new followers on Facebook, Twitter and YouTube and, most importantly, 84% of people who saw the campaign told us it made them feel differently about disability.

We marked the 20th anniversary of the Disability Discrimination Act with a high-profile event at Google, reaching over 1 million people on social media. We secured over 500 pieces of positive national media coverage on a wide range of subjects, with the commemorative campaign itself achieving 50 national and 122 regional pieces of coverage in one month.

Transforming our services

In 2015/16 an average of 94% of our 61 services for adults regulated by the Care Quality Commission (CQC) and Care and Social Services Inspectorate Wales (CSSIW) were assessed as ‘fully compliant’ overall. This is significantly above the national care sector average of 68% and above CQC’s green benchmark of 86.5%.

The following services for children and younger people received Outstanding ratings from either CQC or Ofsted during the year:

  • Ingfield Manor School
  • Beaumont College, our Further Education college
  • Orchard Manor Transition Service
  • The Early Years service at Walton Children’s Centre.

During 2015/16 we designed and developed the Quality Assurance Framework (QAF) to provide a structured approach to the assessment of our services’ success against customer quality outcomes. The QAF launched in April 2016 and will enable us to assess our strengths and weaknesses. Our customers’ views are a central part of the assessment and will help us continually improve our services. Expertise from top-rated services will be deployed to support lower-rated services to improve.

Section 2. Financial review


The results presented in the Annual Report and Accounts are presented for the first time under Financial Reporting Standard 102 (FRS 102) and the Accounting and Reporting by Charities: Statement of Recommended Practice 2015 (Charities SORP) in 2015/16. A full reconciliation highlighting the impact of the FRS 102 changes is presented in note 33 to the financial statements.

In 2015/16 we made a deficit before property sales and actuarial losses of £1.2 million (2014/15: £2.4 million). This is a significant improvement on previous years, driven mainly by procurement savings and managing costs in line with reduced income. Property sales of £5.1 million and actuarial losses of £1 million resulted in an overall surplus of £2.9 million (2014/15: deficit of £4.1 million).

Property sales are not considered part of Scope’s standard operations. As such the benefit of any sales has been used to restore our free reserves. Any benefit from future sales will be used to maintain free reserves and be invested in delivering our future strategy.

The main financial headlines for 2015/16 are:

  • income decreased by £1.4 million to £99.5 million (2014/15: £100.9 million): lower income for services was not fully offset by income from property sales with the combined income from donations and legacies and other trading activities remaining flat

  • costs of raising income were reduced at £30.5 million (2014/15: £31 million) and expenditure on charitable activities also decreased significantly to £64.9 million (2014/15: £73 million). This reflects costs being effectively managed across the organisation. The year-end balance sheet is stronger than last year, with net assets increasing by £2.9 million to £28.1 million due to property sales and improved financial performance

  • free reserves increased to £6.5 million and we created a new, specific provision of £1.8 million for pension funding commitments to the Pension Trust Plan, a multi-employer defined benefit scheme, in line with the requirements of section 28 of FRS 102.


Our work is funded by the income generated through our fundraising activities, retail operations and earnings from our charitable activities and services. This is supplemented by a small amount of investment income.

Income from grants, donations and legacies decreased by 10% from £22.3 million to £20.2 million. This decline in fundraised income is mainly in individual giving and events due to a tough fundraising environment and adverse media attention on the sector.

Our shops had another exceptional year. Gross income of £23.1 million was £0.6 million higher than last year, due primarily to a 2.5% increase in like-for-like sales on donated goods. We continue to improve the quality of the retail portfolio by opening new shops and closing loss-making shops.

Fee income, which is primarily earned from statutory funders for our services, was £4.7 million below last year at £47.8 million. This was caused by a challenging commissioning environment and the impact of closing services as part of the Care Homes Review. £2.5 million of the decrease was driven by care home closures during 2014/15 and 2015/16. A further £1.8 million of the reduced revenue was driven by Meldreth Manor Special School and Orchard Manor Transition Service. Student and resident numbers had been declining over a number of years, and local councils have been choosing to place children and young adults in services that are nearer to their homes. This had a significant impact on the services’ finances, which have been running at a substantial loss. Both services were transferred to another provider on 12 May 2016.

We sold eight freehold properties in the year: three as a result of our Care Homes Review and five as part of our normal estate management activities, generating cash of £5.5 million and a surplus of £5.1 million.

Our investment portfolio generated income of £0.2 million (2014/15: £0.3 million) with net investment loss totalling £0.3 million (2015: gain of £0.3 million).

Cost of raising income

The total cost of raising income was reduced at £30.5 million (2014/15: £31 million) due to lower expenditure to recruit regular, individual donors. This was in line with the reduced income raised.

Expenditure on charitable activities

Total expenditure on charitable activities was £64.9 million (2014/15: £73 million), with 96% of this being spent on services that directly support our disabled customers. The reduced spend was a result of service transformation, including care home closures, lower student and resident numbers at Meldreth Manor and Orchard Manor, and managing costs in line with income.


The year-end valuation of the Scope Pension Scheme, which is closed to new members and to future accrual, shows a surplus of £14.5 million based on FRS 102 assumptions (2014/15: surplus of £14.4 million). The increase in surplus is primarily due to a significant rise in the value of the Scheme’s assets and the contributions made by Scope during the year, under the agreed Schedule of Contributions.

Under FRS 102, the pension asset which can be recognised on the balance sheet is limited to nil as Scope does not have an unconditional right to a refund as per the Trust Deed and consultation with our actuaries. The impact of this limit on the balance sheet and the actuarial gains and losses entry is also shown in the figures below. Further details are set out in note 13 to the financial statements.

Net assets

Our consolidated net assets of £28.1 million have increased by £2.9 million, reflecting the surplus for the year of £3.9 million and an actuarial loss relating to the Scope Pension Scheme of £1 million charged through the statement of financial activities in line with FRS 102 principles.

During the year we acquired the long leasehold interest (previously held on a short leasehold basis) in residential care home Lewis Martin Court for £2.2 million, £0.9 million cash paid to the owners and immediate cash settlement of £1.3 million for the mortgage owed by Illetas on the property. This acquisition was made through the purchase of Illetas Properties Limited, a special purpose vehicle (SPV) established solely to hold the property assets of Lewis Martin Court by the vendor.

Our investment portfolio, as set out in note 15 to the financial statements, has decreased by £0.7 million. £0.8 million in cash was received in relation to the sale of a property on 31 March 2016, which was re-invested into the portfolio.

Net current assets of £4.8 million are £2.2 million higher than last year. This is the net impact on cash from property sales and our investment in Illetas Properties Limited.

Investment policy and performance

Our investment objectives are:

  • to cover short term financial risks, ensuring security and liquidity of funds held
  • to preserve the value of the funds held in order to cover longer term financial risks and funding for future development opportunities (measured over a rolling three-year period)
  • to ensure low volatility in investment asset values (measured over rolling three-year periods)
  • to provide certainty for our short-to-medium-term planning
  • to achieve a total return on investments greater than the UK Retail Price Index measured over a rolling three-year period.

Royal London Asset Management (RLAM) was appointed as our investment manager to handle our investments in line with a mandate provided in May 2011. This is subject to an annual review by the Board of Trustees.

The asset managers are assigned a benchmark split of the asset holdings of 41% cash or cash equivalents, 41% bonds and 18% equities within which to achieve our investment objectives. This policy aims to ensure that Scope’s unspent restricted funds and free reserves are held in assets that are secure and liquid, and also where their value is preserved in the longer term. The balance between security, liquidity and maintaining long-term real value will be achieved through the asset allocations set under the policy. These asset allocations should reflect the reasons for our holding surplus funds (funds required at short notice versus funds required for the longer term).

We have also applied our ethical approach to our investments policy:

  • investments are screened to exclude companies with significant trading interests in armaments, tobacco, pornography, alcohol, gambling, animal testing (excluding medical research for the benefit of human beings)
  • the adoption of a balanced approach that only allows investment in companies that Experts in Responsible Investment Solutions (EIRIS) consider as having adequate management systems that help to mitigate their environmental impact and adequate policies, together with systems to help manage their exposure to regions that EIRIS consider as representing a ‘human rights risk’.

The fund manager ensures, through positive selection, that wherever possible, companies within the portfolio exhibit appropriate policies regarding discrimination on the grounds of disability, age, religion, race, gender and sexual orientation.

The performance of the investment portfolio (against the objectives, asset allocation and ethical criteria highlighted above) is formally assessed annually by the Resources Committee and reviewed monthly by the executive.

The value of our investments at 31 March 2016 was £5.4 million. The asset allocation at March 2016 was 41% cash and cash equivalents, 35% ethical bonds and 24% ethical equities. This is within the assigned benchmark split range.

There was a net divestment of £0.7 million during the year to fund operations and the investment in Illetas Properties Limited while managing the timing of receipts from property sales.

Reserves policy

Scope’s reserves policy aims to ensure that we hold sufficient funds to be able to mitigate the financial impact of events that lead to a shortfall in income or unplanned expenditure, and to take advantage of future development opportunities should they arise.

The policy focuses on the level of ‘free’ reserves. These are defined as net assets excluding restricted funds, designated funds and the portion of general and investment funds that has been used to acquire fixed assets for the charity’s own use.

Free reserves have been significantly impacted by application of FRS 102 as set out in note 33, most notably due to the creation of a provision of £1.8 million for our pension funding commitments to the Pension Trust Plan, a multi-employer defined benefit scheme. The level of free reserves at 31 March 2016 was £6.5 million (2014/15: £3.5 million): the-in year increase of £3 million was driven by the net impact of income generated from property sales and the underlying performance deficit. Note 29 to the financial statements sets out the calculation of free reserves.

The reserves policy is reviewed annually in light of progress in delivering the strategy, our financial performance and the potential impact of other risks evaluated through the corporate risk register.

Despite the creation from free reserves of a substantial new provision for pension funding commitments as required by FRS 102, we have decided to maintain the reserves policy unchanged to deliver further strengthening of the balance sheet in 2016/17. The target for free reserves is based on allocating reserve levels against specific categories of risk that have not fundamentally changed in the last year. The target for free reserves is being maintained at £7 million, broken down as follows:

  • Short-term ‘in-year’ risks:(£1 million)
  • Medium-term risks: (£3 million)
  • Longer term strategic change: (£3 million)

The amounts set aside for the risks identified above are linked to the corporate risks highlighted in the section called ‘Principal risks and uncertainties’.

Scope’s financial performance during the year means that our free reserves of £6.5 million remain below the £7 million target. We expect to achieve this target by March 2017 by continuing the careful management of costs in line with available income.

Review of Scope subsidiaries’ activity

During the year ended 31 March 2016, we had three active subsidiaries: Scope Central Trading Limited, Mac Keith Press and Learning Disabilities Resources Limited. We acquired a fourth, Illetas Properties Limited, a special purpose vehicle established solely to hold the property assets of Lewis Martin Court. The activities of Scope Central Trading Limited and Mac Keith Press, their assets and liabilities are included in these financial statements on a line-by-line basis. Learning Disabilities Resources Limited did not trade in the year ended 31 March 2016 so there is no result to report. Details of all our subsidiaries, including dormant entities, are given in notes 9 and 16.

Scope Central Trading Limited

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 raising income through other commercial services.

All distributable profits raised are transferred to Scope as a Gift Aid payment. A resolution was passed by the Board of Directors on 29 March 2016 and communicated to Scope on 30 March 2016, 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 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 £1.4 million (2014/15: £1.5 million). Net operating profit before the Gift Aid payment to Scope was £0.7 million (2014/15: £0.7 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. Its main activity is the publication of a medical journal Developmental Medicine and Child Neurology, available on subscription, and purchased by medical establishments and individuals throughout the world. The journal 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 £0.5 million (2014/15: £0.6 million). Sales remain static overall with a surplus for the year of £0.1 million (2014/15: £0.1 million).

Illetas Properties Limited

The Group acquired Illetas Properties Limited (‘Illetas‘), a special purpose vehicle set up by the vendors for the sole purpose of operating Lewis Martin Court, a three-bungalow site offering mixed services, on 18 December 2015 for a consideration of £0.9 million cash paid to the owners and immediate cash settlement of £1.3 million for the mortgage owed by Illetas on the property.

Section 3. Plans for the future

In 2016/17 we will continue to invest to achieve our vision of changing society, while developing our new strategy and a robust and sustainable plan for the next five years to deliver it. Our corporate priorities for 2016/17 are set out below.

Developing our new strategy and preparing for change

In July 2015, we began work to develop a new strategy to build on our current direction, ‘Changing Society’. We want to set out a clear plan for the next five years so that we can focus our efforts and deliver our vision in a financially sustainable way.

We have undertaken a significant amount of research and consultation to help shape the new strategy. We have researched and analysed our current operations and the external environment to establish a current baseline and to identify future opportunities and challenges.

We consulted almost 800 stakeholders including disabled people and their families, Disabled People’s Organisations (DPOs) and our staff to inform the strategy development. We spoke to people who are not connected to Scope, including disabled people who do not currently use our services or support us.

The Board of Trustees has agreed three strategic themes as part of this new strategy:
  • getting the best start in life
  • living an independent life
  • being financially secure.
The Board of Trustees will review the strategy in 2016/17. Further work will follow to support its implementation in the following months. This includes a review of our current governance to ensure that our decision making supports the delivery  of the new strategy. The aim is for 2017/18 to be the first year of the new strategy.

We will continue to campaign for change and challenge attitudes

We will continue to campaign in our three key influencing areas: employment, extra costs and living independently. To improve our understanding of our impact we are working with New Philanthropy Capital to develop a framework for measuring our progress.

We will build on the successes of End the Awkward by running a third campaign in 2016. The campaign aims to influence people’s attitudes towards disability.

In 2016, GlaxoSmithKline (GSK) and Scope launched a three year partnership to support halving the disability employment gap. We will be working with GSK on a number of truly innovative projects in the areas of employment, awareness, retainment and development of a more inclusive disabled workforce.

We will provide excellent quality, person-centred services

We remain committed to ensuring disabled people have the opportunity to live independently in the community. We want to support them to make choices about where and how they live. We continue to review our services as part of this commitment.

In April 2016 we launched the Quality Assurance Framework (QAF), which provides a structured approach to assessing our services’ success against customer quality outcomes. Our customers’ views are a central part of the assessment and will help us continually improve our services. Expertise from top-rated services will be shared to support lower-rated services to improve.

As mentioned earlier, we have created an advisory group of customers, families or allies, volunteers and staff to help embed person-centred practice in the way we support our customers.

We will make the most of our financial resources

We have committed to a financial plan for 2016/17 that will allow us to meet our free reserves target by March 2017 and ensure operational expenditure is lower than the income received.

To optimise our free income, we are developing five-year strategic plans for our shops to improve profitability in line with the best performers in the charity sector and to review our fundraising activities in light of changing public attitudes to charity fundraising and the new regulatory framework.

We will monitor the financial viability of statutory funded services closely with service commissioners and take all necessary steps, in conjunction with local authorities and all service stakeholders, to avoid subsidising statutory services from the charity’s voluntary fundraising. We will continue to drive down infrastructure and support costs, and to improve value for money through the procurement of goods and services across all our activities.

We will continue to invest for the future sustainability of our organisation. Following the decision in 2015/16 not to award a pay rise beyond our statutory obligations, our improved financial position going into 2016/17 has allowed us to make a pay award from June 2016. We have decided to focus the pay award on our lowest paid staff by introducing a minimum wage of £7.50 per hour.

In addition, all staff will receive a pay increase of 1% from 1 June 2016. The Executive Leadership Team has declined its 1% pay increase.

Section 4. Principal risks and uncertainties

To provide assurance that we are managing our activities effectively, we operate internal control systems within a framework of corporate assurance activities.

Our corporate risks reflect the financial, legal and regulatory risks associated with our day-to-day operations.

Our Executive Leadership Team own corporate risks. The Audit Committee oversees the progress of management actions via the corporate risk register and performance reports. The Audit Committee also monitors our arrangements for internal and external audits and financial statements.

Directorates identify risks as part of planning and all identified risks are subject to regular review. As part of our work to develop a new five-year strategy we have undertaken a comprehensive review of operational, strategic and change management risks and this has been reflected in the corporate risk register.

Our systems of internal control manage risk to an acceptable level but we recognise that we cannot eliminate all risk. Certain external factors are out of our control. For example:
  • changes in market conditions can affect our income
  • the value of investments we hold can go up or down in line with general market trends
  • government policy could change to a more or less favourable view of our aims.

Our corporate risks

Our principal corporate risks for 2015/16 are outlined below, including management actions taken to mitigate either the likelihood of the risk occurring or its possible impact.

Strategic risks

  1. Our financial operating model and service models compromise our financial stability as a result of changes to our strategic direction and the external market.  Mitigation: we began the development of a new, five-year strategy to enable us to deliver our vision in a financially sustainable way. As part of this, we will ensure our risk management framework develops in line with our new strategy.

  2. Service models are not consistent with our strategic direction and do not contribute to achieving our vision. Our own services need to be consistent with our vision of a world where disabled people have the same opportunities as everyone else. Mitigation: our service transformation activitieshelped to support disabled people to live independently in the community. We are also working to design our future services.

  3. Our profile is too low to support our strategic aims. If we are not well-known it is more difficult to influence, form strategic partnerships and ultimately bring about change.  Mitigation: our End the Awkward campaign increased our profile.We continued to invest in public relations and media activity to increase our visibility.

  4. We do not have the capacity, capability or desired culture to deliver our planned objectives and our strategy.Mitigation: we provided management and leadership development programmes to improve capability on an ongoing basis. We have streamlined our performance and development process, reducing the workload for managers and employees.

  5. Our reputation is damaged. If this happened it could undermine our credibility, limiting our ability to achieve our strategic aims.  Mitigation: we actively managed a reputational risk management process and risk register. We proactively planned communications around issues that could damage our reputation.

Operational risks

  1. Our financial targets are not met. Without sufficient available funds it is harder for us to make the right investments in our people and our strategy.  Mitigation: we regularly monitored our financial performance and forecast year end position throughout the year. In 2015/16 we significantly increased our free reserves.

  2. Our long term financial sustainability is compromised.  Mitigation: actions to improve our financial position in the short term helped to mitigate this risk. We prepared a budget for 2016/17 designed to build on the improved financial position at the end of 2015/16 and are in the process of finalising a financially sustainable five-year strategy to deliver our vision.

Legal and regulatory risks

  1. We fail to comply with current Data Protection legislation.  Mitigation: we have improved our data security by reviewing and communicating relevant policies. We continued to monitor compliance and undertake continual improvements in this area.

  2. Poor quality service causes death, injury, abuse or harm to a customer, service user or member of staff. This risk focuses on the importance of maintaining quality and safety in our services, reflecting this as one of our ongoing annual corporate priorities.  Mitigation: a specialist management group actively monitors the health, safety and well-being of customers and identifies priorities for improvement. Trustees, senior managers and the Audit Committee all receive regular reports on safeguarding performance.

Financial risk management

In the ordinary course of its activities, Scope actively manages a variety of financial risks including those in respect of credit liquidity and interest rates. To do so, we employ a number of control mechanisms:

Credit risk

This relates to the risk that another party fails to honour its obligation to Scope and, consequently, we suffer a financial loss. Scope is subject to credit risk from its investment assets. However, the risk is relatively small due to the nature of the investments and credit worthiness of those who hold our investments. The relevant aspects of Scope’s investments are:

  • Scope’s investments of £5.4 million are managed by Royal London Asset Management (RLAM),an A- credit-rated organisation. RLAM’s investment performance and credit rating are overseen by our Resources Committee
  • Scope’s main cash balances of £2.1 million are held in accounts managed by the RBS NatWest Group. Smaller cash management arrangements are also held with other UK based clearing banks. The credit rating of all these banks is taken into account when reviewing credit risk.
  • Scope does not undertake transactions involving derivatives.

Liquidity risk

Scope would encounter liquidity risk if we have difficulties raising cash to meet our obligations when they fall due. We monitor our exposure to liquidity risk by regularly monitoring our levels of cash and liquid assets and preparing rolling annual cash flow forecasts monthly. Scope keeps sufficient cash balances to cover its predicted obligations, plus a safety net which includes an overdraft facility. In addition, Scope has access to £2.2 million of cash investments, which can be drawn down within 48 hours.

Currency risk

When the value of financial instruments or future cash flows fluctuates because of changes in foreign exchange rates, there is a currency risk. Scope’s exposure here is minimal. The purchase of goods and services in currencies other than the British Pound is minimal.

Interest rate risk

If the value of financial instruments or future cash flows fluctuate because of changes in interest rates, there is an interest rate risk. Scope has a number of interest-bearing loans such as mortgages on properties and specific loans arranged with both institutions and individuals. The interest rates vary from 0% to 6%. The current annual interest payable on these loans is £265,000 per annum. Scope aims to minimise its exposure to risk by arranging fixed term interest rates where possible. Some loans, however, are linked to bank base rate or the other party can renegotiate these after a number of years.

Market risk

There is no difference between fair value and market value in relation to the investments and bond assets and liabilities included within the financial statements, as no derivatives are traded, and there are no other market exposures. Principally, funds are held in equities, cash or cash equivalents.

Our structure, governance and management

Scope is a charitable company. Our main governing document is our Memorandum and Articles of Association, last amended on 29 March 2014. We are led by our Board of Trustees, who serve as Directors under Company Law.

During the year ended 31 March 2016, we had four active subsidiaries. More details on these subsidiary companies and their activities can be found in the section of this report entitled Review of Scope subsidiaries’ activity, which is in Strategic report section 2, Financial review.

How we are managed

Day-to-day management of Scope is delegated to the Chief Executive in accordance with the Scheme of Delegation. This document sets out which matters are reserved solely for decision by the Board and which are delegated to the Chief Executive. The Chief Executive reports progress on key areas of work to the Board of Trustees on a regular basis.

The Chief Executive is in charge of Scope’s Executive Leadership Team, which comprises six directors, each of whom is responsible for leading and managing their own directorate.

The Board of Trustees and its committees

Scope is governed by its Board of Trustees, which is ultimately responsible for the management and conduct of the charity. The Board of Trustees delegates certain responsibilities to five standing committees: Audit, Development, Nominations, Remuneration and Resources.

Membership of all five committees includes both members of the Board of Trustees and independent members. The Development and Nominations Committees also have representatives from the Scope Assembly who act as full members. Each of the committees provides an annual report to the Board of Trustees, outlining how it has worked to its terms of reference and highlighting key areas of work from the reporting year. Committees also report and make recommendations to the Board of Trustees throughout the year on specific issues in line with their areas of responsibility. The role of each Committee is described below.

The Audit Committee oversees the development and monitoring of the corporate assurance framework and provides assurance to the Board of Trustees that appropriate frameworks and processes are in place to manage risk.

The Development Committee assures the Board of Trustees that proposals on new activities or changes to existing activities have been reviewed with due consideration of our stakeholders, and makes recommendations to the Board accordingly. Scope’s stakeholders include our beneficiaries, service users, disabled people, DPOs and our Members. During the development of Scope’s new strategy, the Development Committee has been held in abeyance, as much of its brief has been delivered by the Strategy Steering Group, a time-limited body.

The Nominations Committee ensures that the Board of Trustees has the right balance of skills, expertise and experience required to govern a large, complex charity and Company by identifying prospective Trustees for our Members to elect.

The Remuneration Committee sets remuneration policy for Scope, ensuring it supports the strategic aims of the organisation and is appropriate, relevant and competitive. Further information on how senior pay is agreed is set out below.

The Resources Committee provides assurance to the Board of Trustees that Scope is using its resources and assets appropriately.

How senior pay is set

As noted above, our overall policy on pay and reward is agreed by the Remuneration Committee. This includes reviewing and approving recommendations from the Chief Executive regarding the Executive Leadership Team’s remuneration. The Committee also makes recommendations to the Board of Trustees on the Chief Executive’s remuneration.

We believe it is important to be transparent about the pay levels of our Executive Leadership Team and how they are set. At the end of March 2016, the gross annual salary and total employer pension contributions paid by Scope during the year for each member of the Executive Leadership Team were as below:

Job title Gross salary at 31 March 2016 (£) Employer pension contributions in 2015/16 (£)
Table showing Executive Leadership Team gross salaries at 31 March 2016 and pension contributions in 2015/16
Chief Executive 129,000 4,498
Chief Operating Officer 120,000 851
Executive Director of Services 105,000 12,310
Director of Human Resources and Organisation Development 100,000 244
Director of Strategy and Innovation 80,018 14,403
Interim Director of External Affairs 70,000 7,228
Interim Director of Fundraising 70,000 1,759

The aggregate amount of taxable earnings paid to the Executive Leadership Team for the year ended 31 March 2016 was £799,246. The aggregate employer pension contributions paid was £54,261. The total amount of additional earnings and employer pension contributions for loss of office was £241,556. Scope operates a number of pension schemes – employer contributions will vary depending on scheme membership and length of service.

In setting the pay and reward for senior staff we evaluate the role for internal comparison by different job families to ensure consistency of reward across our pay structure. We also benchmark externally using market data taken from sector pay surveys and reports. We aim to set pay and reward at the market median in the charity sector. But some flexibility can be applied to take into consideration the specific requirements for each post and to ensure we can recruit the best candidate possible to help us fulfil our aims and meet the needs of our beneficiaries.

All senior staff are supported through a continual process of performance management and an annual appraisal that provides them with feedback on how they have contributed to the achievement of Scope’s objectives. This process is also designed to identify any development needs for senior staff.

Trustee recruitment

The Nominations Committee oversees the recruitment of members to the Board of Trustees, identifies the skills, experience and knowledge that the Board needs and recruits candidates on this basis. The Committee then proposes candidates for election by our Members at the Annual General Meeting. Once elected by the Members of Scope, Trustees serve a term of three years. This may be renewed once.

Board induction and Trustee training

All new Trustees attend an induction programme to ensure they understand the role of a Trustee under charity law and of a Director under Company Law. The induction provides an overview of Scope’s history, structure, mission and purpose. Trustees also visit Scope services and shops, and meet with staff and volunteers.

Scope Assembly

Trustees and members of the Executive Leadership Team meet with a group of Members elected by their peers: the Scope Assembly. Meetings usually take place twice a year, in January and June, and offer opportunities for the Board and Executive Leadership Team to involve our Members in key areas of our work. These meetings ensure that many of our key decisions and initiatives have input from our Members as well as disabled people and their families.

Directors’ and Trustees’ indemnity

During the year Scope had in force an indemnity provision in favour of one or more Directors and Trustees against liability in respect of proceedings brought by third parties, subject to the conditions set out in section 234 of the Companies Act 2006.  Such qualifying third party indemnity provision remains in force as at the date of approving the Trustees’ report.

Employee engagement

Engaging openly with our staff is an important part of making Scope a great place to work so that we can attract and retain talented people. We do this through a number of informal and formal means – from staff forums, opinion surveys and our performance management system to newsletters, staff meetings and briefings.

We are committed to equal opportunities and to being an inclusive employer. We encourage job applications from disabled people and disabled volunteers, recognising the invaluable contribution that a diverse workforce brings.

To help managers provide appropriate support for disabled people working at Scope, diversity and awareness training is included in our development programme for managers. But we want to go beyond this. In September 2015, we took the Business Disability Forum survey to assess how disability-smart we are as an employer and received recommendations on how to improve. We set up a working group to define a clear action plan to address our development needs. We aim to retake the survey in 2016/17 to measure our progress.

Statement of Trustees' responsibilities

The Trustees (who are also Directors of Scope for the purposes of Company Law) are responsible for preparing the Trustees’ Annual Report (including the Strategic Report) and the financial statements in accordance with applicable law and regulations.

Company Law requires the Board of Trustees to prepare financial statements for each financial year. Under that same law, the Board of Trustees has prepared the financial statements in accordance with United Kingdom Accounting Standards, comprising FRS 102 ‘The Financial Reporting Standard applicable in the UK and Republic of Ireland’, and applicable law (United Kingdom Generally Accepted Accounting Practice).

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

  • select suitable accounting policies and then apply them consistently
  • observe the methods and principles in the Charities SORP
  • make judgments and estimates that are reasonable and prudent
  • state whether FRS 102 ‘The Financial Reporting Standard applicable in the UK and Republic of Ireland’ has 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 charitable company will continue in business.

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

In so far as the Board of Trustees is aware:

  • there is no relevant audit information of which the Company’s auditors are unaware
  • they have taken all the steps that they ought to have taken as Trustees in order to make themselves aware of any relevant audit information and to establish that the Company’s auditors are aware of that information.

The Board of Trustees is responsible for the maintenance and integrity of the charitable company’s website. Legislation in the UK governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

The Trustees’ Report and Strategic Report were signed on behalf of the Trustees by
Andrew McDonald
22 July 2016

Independent auditors' report to the Members of Scope

Report on the financial statements

Our opinion

In our opinion, Scope’s Group financial statements and parent charitable company financial statements (the “financial statements”):

  • give a true and fair view of the state of the Group’s and of the parent charitable company’s affairs as at 31 March 2016, and of the Group’s incoming resources and application of resources, including its income and expenditure, and of the Group’s cash flows for the year then ended
  • have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice
  • have been prepared in accordance with the requirements of the Companies Act 2006.

What we have audited

The financial statements, included within the Annual report and consolidated accounts (the “Annual Report”), comprise:

  • the Group and charity balance sheets as at 31 March 2016
  • the Group statement of financial activities (incorporating an income and expenditure account) for the year then ended
  • the Group cash flow statement for the year then ended
  • the notes to the financial statements, which include a summary of significant accounting policies and other explanatory information.

The financial reporting framework that has been applied in the preparation of the financial statements is United Kingdom Accounting Standards, comprising FRS 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland”, and applicable law (United Kingdom Generally Accepted Accounting Practice).

In applying the financial reporting framework, the Board of Trustees havs made a number of subjective judgements, for example in respect of significant accounting estimates. In making such estimates, they have made assumptions and considered future events.

Opinion on other matter prescribed by the Companies Act 2006

In our opinion the information given in the Trustees’ Annual Report, including the Strategic Report, for the financial year for which the financial statements are prepared, is consistent with the financial statements.

Other matters on which we are required to report by exception

Adequacy of accounting records and information and explanations received

Under the Companies Act 2006 we are required to report to you if, in our opinion:

  • we have not received all the information and explanations we require for our audit
  • adequate accounting records have not been kept by the parent charitable company, or returns adequate for our audit have not been received from branches not visited by us
  • the parent charitable company financial statements are not in agreement with the accounting records and returns.

We have no exceptions to report arising from this responsibility.

Trustees’ remuneration

Under the Companies Act 2006 we are required to report to you if, in our opinion, certain disclosures of Trustees’ remuneration specified by law are not made. We have no exceptions to report arising from this responsibility.

Responsibilities for the financial statements and the audit

Our responsibilities and those of the Trustees

As explained more fully in the Statement of Trustees’ Responsibilities, the Trustees are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view.

Our responsibility is to audit and express an opinion on the financial statements in accordance with applicable law and International Standards on Auditing (UK and Ireland) (“ISAs (UK and Ireland)”). Those standards require us to comply with the Auditing Practices Board’s Ethical Standards for Auditors.

This report, including the opinions, has been prepared for and only for the charity’s Members and Trustees 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 these opinions, 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.

What an audit of financial statements involves

We conducted our audit in accordance with ISAs (UK and Ireland). An audit involves obtaining evidence about the amounts and disclosures in the financial statements sufficient to give reasonable assurance that the financial statements are free from material misstatement, whether caused by fraud or error. This includes an assessment of:

  • whether the accounting policies are appropriate to the Group’s and the parent charitable company’s circumstances, and have been consistently applied and adequately disclosed
  • the reasonableness of significant accounting estimates made by the Trustees
  • the overall presentation of the financial statements.

We primarily focus our work in these areas by assessing the Trustees’ judgements against available evidence, forming our own judgements, and evaluating the disclosures in the financial statements.

We test and examine information, using sampling and other auditing techniques, to the extent we consider necessary to provide a reasonable basis for us to draw conclusions. We obtain audit evidence through testing the effectiveness of controls, substantive procedures or a combination of both.

In addition, we read all the financial and non-financial information in the Annual Report to identify material inconsistencies with the audited financial statements, and to identify any information that is apparently materially incorrect based on, or materially inconsistent with, the knowledge acquired by us in the course of performing the audit. If we become aware of any apparent material misstatements or inconsistencies we consider the implications for our report.

Lynn Pamment (Senior Statutory Auditor)
for and on behalf of PricewaterhouseCoopers LLP
Chartered Accountants and Statutory Auditors
Date: 10 August 2016

The maintenance and integrity of the Scope website is the responsibility of the Trustees; the work carried out by the auditors does not involve consideration of these matters and, accordingly, the auditors accept no responsibility for any changes that may have occurred to the financial statements since they were initially presented on the website.

Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

The remainder of this page forms part of the Trustees’ report.

Scope's Directors and Trustees

The Trustees who were in office during the year and up to the date of signing the financial statements are given below:

Celia Atherton OBE, Vice Chair
Agnes Fletcher, Chair of the Scope Assembly
John Gilbert, Treasurer and Chair of Resources Committee
Andrew Hooke, appointed in October 2015
Tony Hunter OBE, re-appointed in October 2015
Richard Jones CBE, Chair of Audit Committee
Rupy Kaur, former Chair of the Scope Assembly, re-appointed in October 2015 but stood down in February 2016
Alex Massey, appointed in March 2016
Victoria McDermott, stood down in September 2015
Dr. Andrew McDonald CB, Chair of Scope
Gavin Poole, re-appointed in October 2015
Hilary Samson-Barry, stood down in October 2015
Clare Thomas MBE
Rachael Wallach, Vice Chair, re-appointed in October 2015

Legal and administrative details

Scope is a charitable company (Charity Registration Number 208231 and Company Number 520866).
Independent Auditors: PricewaterhouseCoopers LLP, 1 Embankment Place, London, WC2N 6RH
Solicitors: Bond Dickinson LLP, Prince’s Wharf, Teesdale, Stockton on Tees, TS17 6QY
Bankers: National Westminster Bank plc, City of London Office, Corporate Business Centre, PO Box 12263, 1 Princes Street, London, EC2R 8PH
Investment Advisers: Royal London Asset Management, 55 Gracechurch Street, London, EC3V 0UF
Company Secretary: Steven Maiden
Registered Office: 6 Market Road, London, N7 9PW

Our supporters, partners and volunteers

We would like to acknowledge the support of our donors, from major companies to members of the public, who have donated to us or fundraised for us during the year. A list of our major donors is included in this Trustees’ report.

Our partnerships help us widen our impact on society and on the lives of disabled people by providing money, time, expertise or other invaluable support.

We would also like to thank our volunteers, who make an immense contribution to our work. We particularly value their commitment and trust as they help us navigate this tough economic climate.  We couldn’t support as many disabled people as we currently do without the help of our volunteers. Approximately 9,000 people volunteer for Scope, including 5,000 people in our shops. In our services, volunteers provide vital additional support to our customers, while in Fundraising, they act as valuable cheerers and marshals in our events or support us through their involvement on a corporate level.

All of our volunteers are real Scope advocates, generating awareness about disability and extending our reach in their local communities. Volunteering also provides our customers and other disabled people with opportunities to develop valuable life skills, enabling them to become more employable, live more independent lives and be socially active in the community.

Thank you to all of our supporters

Anthony Collins Solicitors LLP
BACIT Foundation
The Barrow Cadbury Trust
BBC Children in Need
Big Lottery Fund
Building Societies Limited Trust
The Clare Milne Trust
Credit Suisse EMEA Foundation
The Dowager Countess Eleanor Peel Trust
Ecclesiastical Insurance Office
The Edith Murphy Foundation
Esmée Fairbairn Foundation
GlaxoSmithKline (GSK)
ICAP Energy AS
Irwin Mitchell Solicitors
The J L Dalton Charitable Trust
The John Coates Charitable Trust
Leigh Day
The Lord Mayor’s Appeal 2014 / 2015
Pears Foundation
Penningtons Manches LLP
People’s Health Trust
Anne Reece
The Sandra Charitable Trust
Simpson Millar LLP
Slater & Gordon LLP
Standard Life
Uber UK
Virgin Media
The Zochonis Charitable Trust
We would also like to thank our Patrons and Ambassadors for their support:
 Neil Blackley
Cherie Blair CBE QC
Richard Bradbury CBE
Peter Brewer
Alex Brooker
Richard Farr
Nicolas Hamilton
Richard Herring
Isabel Hudson
Sophie Morgan
Clare Salmon
Anant Shah
Mark D Smith
Alastair Stewart OBE