Sense annual report and accounts 2013

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STATEMENTCHAIRMAN’S

and weekend breaks. Sense was founded by volunteers, and nearly sixty years on, volunteers remain as important as ever.

Our Trustees do their utmost to guide us through these difficult times and on behalf of our Council I would like to extend our warmest appreciation to all our friends and partners for your continued interest and support in our remarkable charity.

John Crabtree OBEChair

There is no doubt that Sense, along with our colleagues in the sector, face huge challenges. We all know that funding and resources are reducing but the needs of our beneficiaries are growing. This places pressures on all of us as we strive to do the best we can. Our staff always go ‘the extra mile’ and I am delighted to acknowledge the continued commitment of our dedicated colleagues.

We have wonderful support for our work and in these difficult times it makes it all the more important to recognise everyone who donates or raises money for us. This includes individuals who undertake great feats such as running the marathon, or holding coffee mornings and selling raffle tickets – but also the Trusts who give us grants and people who remember us in their will. Large or small, every donation counts. Sense simply couldn’t continue to provide our services without you.

We are also very grateful to our thousands of volunteers. I am always inspired and moved to hear stories of the work being done by volunteers throughout Sense – in our shops, in our services, as trustees, as fundraisers, in our offices, our cafes, supporting local groups, on our holidays

Word of thanks

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STATEMENTCHIEF

EXECUTIVE’S

Growing stronger together2012-13 was a significant year for Sense. We have taken some huge steps forward and are preparing ourselves for more change as we move into our new three year strategy. This has been developed in consultation with our members, our staff and other stakeholders. The strategy was agreed by our Council in March 2013 and runs from 2013 -16. We have set ourselves ambitious goals for the next three years. As we remain committed to reach more deafblind and multi sensory impaired (MSI) people we will improve the quality of everything we do, and increase ways in which members and other organisation engage with us.

The strategy has 20 goals, and aims to identify and develop new ways of supporting our beneficiaries. We will continue to invest and grow our current services, including our specialist children’s work, housing support and community services. We will explore new ways of delivering services and increasing the number of people we support.

In the next three years, Sense aims to be at the forefront of pioneering new forms of support and will seek out new partnerships that will deliver better services for people. We will extend our range of innovative work towards opening new community resource centres. These will provide new services and opportunities for deafblind people and members of the community to come together. Ambitious in scope, we will seek to deliver a range of services including mainstream nurseries, arts and well being programmes, cafes and other facilities to the wider local community.

In the current financial climate it is becoming more difficult to increase the amount of charitable income that we receive and we will continue to invest in our fundraising department and our trading arm to raise much needed funds. We will also undertake some new activities and develop a range of social enterprise initiatives. We have expanded our services with children and young people. The investment of £1 million charitable income has supported the development of our core offer and

the growth of our work with children over the last three years, with additional statutory and grant income taking our income to £1.8 million. We have now seen an 87% increase in young people being supported by us (currently 936 people) and a substantial increase in income from training and consultation which in 2012/13 was £230,000 with 450 people receiving training.

We are also trying to help more older people. Our research project with the University of Birmingham commissioned by BUPA demonstrated how little thought is given to the loss of sight and hearing of older people, particularly when they are in care homes. We have published I don’t hear or see so well these days our older people’s report and also Enjoy Life! a booklet for families of older people with sight and hearing problems. Our Public Policy Team continues to work hard to influence policy across health, social care, education and benefits. Sense will continue to speak up for deafblind/MSI people who are affected by government policy but aren’t usually part of the conversation. Our Legal Team helps many people who are often desperately seeking legal advice and representation.

As we begin to implement our new strategic plan, we have restructured the organisation to allow a greater investment in our services, and continued to invest in our people. We undertook a staff survey which showed how engaged our staff are, how much job satisfaction they get from working at Sense and how much they identify with our ‘I statements’. This all provides a strong foundation for growth, working collaboratively and ensuring we can demonstrate quality in everything that we do. Growing, Stronger, Together are the themes of the new strategy and go to the heart of what we need to put in place over the next three years to ensure that we remain successful and continue to provide our innovative and quality services and advice long into the future.

Gill Morbey OBEChief Executive

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Chairman’s statement 2

Chief Executive’s statement 3

Who Sense helps and how 6

Governance and internal control 11

Our plans for the future 16

Report of Council for the year ended 31 March 2013 30

Independent auditors’ report to the Members and Trustees of Sense, The National Deafblind and Rubella Association 36

Consolidated statement of financial activities for the year ended 31 March 2013 38

Consolidated balance sheet as at 31 March 2013 40

Company balance sheet as at 31 March 2013 41

Consolidated summary income and expenditure account for the year ended 31 March 2103 42

Consolidated cash flow statement for the year ended 31 March 2013 43

Accounting policies 44

Notes to the financial statements for the year ended 31 March 2013 47

Major supporters 73

Charity information 75

Contents

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Who Sense helps and how

Sense services and supportSense is a charity that supports children and adults who are deafblind and multi-sensory impaired. Specialist information, advice and services are provided to deafblind people, their families, carers and the professionals who work with them. People who have single sensory impairments with additional disabilities are also supported. Services are available and are funded through charitable donations, grants and statutory fees.

Our structure

Operations Information, Research, Policy and Communications Supported by:

Community services Our services range from resource centres, to our college where deafblind people can learn and develop; from the training and provision of intervenors and communication guides who assist deafblind people to interact with the external world, to holidays for adults and children.

Support for children and young peopleIncluding: assessments and support during transition; intervenor/communicator-guide services; holiday and activity schemes; supported living assistance; support groups and forums; behaviour support; education, including schools liaison and statementing support; training and work placement.

Accommodation services are tailored to individual needs. We provide residential services and supporting living; helping people to live in their own homes.

• Information to deafblind people, their carers and professionals.

• Undertaking our own research and in partnership with other organisations, to increase understanding of deafblind issues.

• Support from our Legal Team for deafblind people facing problems in accessing health and social care, education or benefits.

• Campaigning to ensure that public policy sufficiently recognises the needs of deafblind people.

• Increasing Public Awareness of deafblindness

• Fundraising: individual donations and grants.

• Trading (including charity shops whose profits are donated to Sense).

• Statutory fees.

The people that need our support• Approximately 257,000 people in the UK have significant hearing and sight impairment.• Many also have additional disabilities and/or learning and other difficulties. • The number of older people with both sight and hearing loss will grow significantly over the

next decades rising to 254,000 by 2015.• The scale of the challenge globally is also great. Sense International is supporting deafblind

people in four areas around the world.

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What drives us

Sense, The National Deafblind and Rubella AssociationCouncil’s report and accounts for the year ended 31 March 2013

OperationsInformation, Research, Policy and Communications

Supported by:

A world in which all deafblind children and adults can be full and active members of society.

To support and promote the interests of people who are deafblind, multi-sensory impaired, or who have a single sensory impairment with additional needs

Our values underpin our vision and purpose and guide us in all that we do. We aim to show :

• Honesty in how we behave• Aspiration in our approach• Accountability for our actions• Recognition of people’s contribution and worth• Trust in each other.

The ‘I’ statements put these values into effect and describe our behaviours and expectations. They flow into our practice, through induction, training, information materials, policies, quality audits and staff performance reviews.

The ‘I’ statements:• I will listen to others.• I will understand and respond.• I will respect others.• I will be honest and open.• I will participate and contribute.• I will take informed risks.• I will find things to celebrate. • No decision about me, without me.

Children and familiesChildren born with vision and hearing impairments – and often with other disabilities – need skilled help from a wide range of professionals. Sense specialists provide vital early support to deafblind and multi sensory impaired 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 potential. We also work closely with government and other agencies to ensure that the needs of deafblind children are fully taken account of.

AdultsSense believes that each individual should be able to choose the lifestyle and support that is right for them. Our specialist accommodation services including both residential and housing support and also community services enable people to live as independently as possible, offering a range of housing, educational and leisure opportunities to suit each particular individual.

Older peopleMore 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 some parts of the country and working with local authorities to help them provide such schemes themselves.

Sense continues to campaign strongly to ensure that the needs of older people with combined hearing and sight loss are recognised. We are one of five partner organisations of the Campaign to End Loneliness and following our research project with Birmingham University into how deafblind people are supported in care homes, have produced our own publications for older people who may be facing loss of both their sight and hearing, and their families and carers.

Campaigns and awarenessSense 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.

In 2012-13, we generated extensive media coverage nationally, regionally and locally, and our website had over 451,000 visits. Sense’s growing new social media activity included being `liked’ by over 51,00 people on Facebook; and having 9,745 followers on Twitter. We also launched our new Sense website in line with our ambitions to provide the best source of information and support in the world for deafblind people, their families and carers and professionals working in the field.

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Support networkSense supports families, giving them a voice and enabling them to share information and offer much-needed support to each other. There are currently nine established Sense branches. Most are local groups providing invaluable mutual support between families, while the Hearing and Sight Impaired group operates nationally and offers mutual support to adults with acquired deafblindness.

Sense has also expanded its support for forums. There are now 30 across England and Wales which have their own different focuses, and provide the opportunity for people to offer mutual support and share experiences.

Our Members Sense is a membership organisation. We currently have almost 3,000 members. Membership offers a number of benefits: • regular news, updates and information about services• opportunities to link up with other members to share experiences and

knowledge• local branches and forums• membership of our specialist library and • a range of opportunities to get actively involved in supporting Sense, such as

taking part in a campaign or joining an interview panel or steering group.

Our VolunteersWe are delighted that so many people choose to volunteer for Sense. Volunteers mainly work in:• our shops• on our holiday programme• in our offices.

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Some of our operational successes in the last year – facts and figures

• Supporting deafblind people locally – Over 545 adults were supported by our community-based staff. We also provided 268 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 936 children, young people and their families.

• Accommodation support – We provided places in specialist residential services to 269 deafblind adults, and also provided 24 hour staff support to a further 35 adults living in their own homes – often referred to as supported living services.

• Chances to get away and meet – Our national holidays programme supported 111 deafblind children and adults to go away on 25 different holidays, made possible by the support of 148 volunteers, including five volunteers who were previously holiday makers themselves.

• Meeting others for support – Alongside our branches, we have increased the number of deafblind forums and other groups to 30 across the country.

• Specialist day services were provided to 217 adults who live with their families or in residential services provided by other organisations.

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The Structure of GovernanceDuring the financial year of these accounts there have been between 13 and 15 Trustees, who are also (for the purposes of company law), directors of Sense, The National Deafblind and Rubella Association. Their names are set out below.

Trustees can be co-opted, or elected at the AGM and can serve two terms of four years. Co-optees are reappointed every year to a maximum of 8 years. The Chairman is elected by Trustees and it was agreed by Council in 2011, in accordance with the articles, that our current chair should serve an additional four year term.

Council meets four times a year and Trustees are expected to attend all Council meetings.

CommitteesCouncil is supported in its work by a number of sub-committees: Audit and Risk; Finance; Remuneration; and Nominations. Council appoints the members of the sub-committees and receives either the minutes from their meetings (for Audit and Finance sub-committees) or regular reports on their work. The terms of reference for each of these committees were updated during 2011/12 and are included in a comprehensive governance handbook.

The Finance Committee’s main purpose is to ensure that the financial resources are being deployed appropriately in furtherance of the strategic objectives. Its membership is two trustees, in addition to the Chair (the Honorary Treasurer). They are appointed annually. The Committee can appoint co-optees who they feel will bring relevant financial expertise. The Chief Executive and the Group Director of Finance and Resources of Sense attend the meetings.

The purpose of the Audit and Risk Committee is to monitor and review the effectiveness of Sense’s internal and external auditing procedures and outcomes, advising and reporting to Sense Council. Its membership is two trustees, in addition to the Chair. The Chief Executive, Group Director of Finance and Resources and the Internal Auditor of Sense attend these meetings.

CONTROLGOVERNANCE

AND INTERNAL

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The Nominations Committee’s role is to identify gaps in Council membership, oversee the recruitment processes of Council Members and make recommendations to Council of new members for election or co-option, ensuring that they have an appropriate induction. The membership of the Committee is at least one other Trustee in addition to the Chair (currently the Vice-chair of Sense). The Company Secretary or his/her nominee attends the meetings.

The Remuneration Committee’s role is to ensure that Sense’s remuneration strategy for senior staff and its implementation is perceived by all stakeholders to be 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 to be necessary. The Chief Executive, Group Director of Finance and Resources and the Director of HR are non-voting ex-officio members.

Recruitment of New Trustees/DirectorsThe Nominations Committee considers whether there are any skills not represented on Council and agrees a recruitment campaign which includes public advertising. All candidates are interviewed by the Committee, who recommend the appointment of suitable prospective trustees to Council. The Chair also meets the candidates and they are usually invited to a meeting of Council as an observer, before being finally appointed.

All new Trustees have a thorough induction process which includes a comprehensive induction manual, meetings with the Chief Executive and senior staff and visits to Sense services.

Delegated AuthoritySense Council delegates day-to-day operational management of the organisation to the Chief Executive. The broad areas of delegation, for which she is accountable are set out in the governance handbook.

To ensure these responsibilities are discharged effectively, the Chief Executive is responsible for appointing, managing and developing senior staff to take direct responsibility for these areas and for putting in place appropriate reporting and assurance mechanisms.

The Executive Team meets regularly and includes the Deputy Chief Executive, two group directors and four functional directors.

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The Sense Group includes a number of separate organisations:

• Sense

• SenseInternational

• SenseScotland

Each entity is a registered charity and a company limited by guarantee, with its own board and memorandum and articles. The objects of all three are similar and refer to supporting people who are deafblind, or who have a hearing or vision impairment, including those with additional impairments.

Our shared vision is a world in which all deafblind children and adults can be full and active members of society.

Each organisation runs its own activities for supporting and promoting the interests of children and adults who are deafblind or have multi-sensory impairments and further information is given below.

GROUPTHE

SENSE

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The Sense group

Sense ENGLAND, WALES & NORTHERN IRELANDThe main corporate services for these countries are managed by Sense’s registered office, in London.

SCOTLAND INTERNATIONALHas a small UK team based at Sense’s registered office in London.

Sense

Sense Scotland** Sense International**

Sense Cymru Sense N Ireland

Sense’s service operations in England include both residential and community- based services to meet the needs of:• Children and families• Adults• Older peopleSense campaigns to increase awareness of deafblindness and on issuesof importance to deafblind people.We operate in conjunction with a diverse range of agencies and professionals.

Services include: communicator-guides and intervenors; children and adults outreach services; training.

Services include: a residential home; a day service; and a pre-school nursery.

Works with children and adults, including providing communication support to identify peoples’ aspirations and how they want to live their lives.Campaigns on issues of importance to deafblind people in Scotland in particular.

Works in Asia, Latin America, Eastern Europe and Africa, in conjunction with partner organisations, to develop programmes for deafblind children and adults and is building capacity to ensure their sustainability.

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Sense is the trading name for Sense, The National Deafblind and Rubella Association, which is a registered charity and a company limited by guarantee. It is governed by its Memorandum and Articles of Association. Sense works primarily in England, Wales and Northern Ireland. It is the corporate trustee of the Royal School for Deaf Children (Birmingham) and Coventry Society for the Blind. It is the sole member of Sense Scotland, Sense International and Sense4Enterprise Ltd, and holds 100% of the issued share capital of Helping Sense Limited.

Sense Scotland is registered in Scotland as a charity and a company limited by guarantee. It is governed by its own Memorandum and Articles of Association.

Sense International is a company limited by guarantee and a registered charity, governed by its own Memorandum and Articles of Association. It works on a global basis, raising the needs of deafblind people and working with partner organisations in India, Latin America, Eastern Europe and East Africa.

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.

Sense4Enterprise Ltd is a registered company limited by guarantee, and was recently set up by Sense to enable us to take forward social enterprise activities.

The Royal School for Deaf Children (Birmingham) is a registered charity. The Charity Commission granted a linking order permitting its activities to be reported on within Sense’s report without the need to file its own separate annual report and accounts. It is governed by its trust deed.

Coventry Society for the Blind is a charity and company governed by its Memorandum and Articles of Association. It is now a dormant company.

The Consolidated Annual Report and Accounts This is the consolidated annual report and accounts for all the Sense organisations. Unless otherwise stated, each of them publishes their own annual report and accounts which describe their activities and finances in more detail.

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Sense Progress with Major objectives for 2012-13

We set out below the progress we made during 2012-13 on the objectives contained in last year’s annual report.

1. We will build on the success of our Community Services, meeting the demands of changing commissioning practice and working with families and the wider community to offer innovative services. These will find solutions to the current financial challenges, ensuring that we continue to be able to meet the increasing demands we face.

• During 2012/13 we increased the number of people supported by our day and college services from 202 to 219. We also increased the number of hours of contracted one-to- one support we provide each month in the community from 6002 to 6409. In doing so we have worked flexibly with service users, families and commissioners to meet the increasingly varied needs and preferences of the people who are looking to us to support them. The proportion of people using Direct Payments or their own funds to pay for a community service from Sense increased from 16% to 26%.

2. We will engage with our supporters, fellow activists and partners to seek to influence government policy to ensure the fair treatment of, and a respect for the rights of the deafblind community, especially in relation to the Social Care Review and the Review of Special Educational Needs and Inclusion.

In June 2012 we held a roundtable event to discuss the proposed reforms of the legislation governing special educational needs. This involved parents of deafblind children, the Minister of State and was attended by our patron, HRH The Princess Royal. At the event we launched our publication Supporting Success which makes a number of recommendations about the support and provision essential to the successful development and attainment of deafblind/multi-sensory-impaired (MSI) children and young people.

3. We will maintain the quality standards in our Residential Services and continue to work with local authorities and healthcare trusts to ensure we achieve fee levels that are both efficient and effective. We will look at introducing both assistive technology and creative environment design to find cost savings whilst keeping standards at the highest level.

FUTUREOUR PLANS

FOR THE

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We have maintained the quality of our residential services, with 98% of outcomes inspected by the Care Quality Commission in the final quarter of 2012/13 being judged compliant. We have continued to successfully negotiate fees on the basis of full cost recovery. We have completed an initial scoping project on the use of assistive technology and we will move forward with pilots in 2013/14.

4. We will expand our reach to include more children and families, offering support and advice through vital periods of family life. We will expand our Specialist Children’s Team and support more Local Authorities.

The Children’s Specialist Services Team continues to expand its services to children, young people and their families, supporting 936 children last year.

The Team is also providing more training to professionals; 450 people received training in 20012/13. A project on providing care to deafblind children and young people in hospital was piloted at Birmingham Children’s and Great Ormond Street Hospitals and was completed in September. Pilot projects to test a service framework to support families at key times of need, were completed and will be fully implemented later this year.

5. Our Trading Division will continue to look at reducing costs, whilst we look to expand our shop portfolio, including inventive commercial opportunities such as ’pop-up‘ shops in vacant high street properties.

We successfully opened eight pop-up shops in 2012/13 in addition to our permanent portfolio. The retail environment continues to be challenging and we are looking at other strategies for providing increased income for services for our beneficiaries.

6. Fundraising will use the experience gained in the last few years to target successful appeals and events, with a plan to significantly increase our investment and return in this vital area.

Fundraising met annual targets in an increasingly difficult environment. Our work with companies, trusts and major donors continues to grow, along with our direct marketing investment, which will lead to more sustainable giving in the future.

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We remain very grateful to all of our donors, whether they took part in one of our events, remembered us in their will, responded to an appeal, or continue to give us regular donations. Their support enables us to continue to support deaf blind people to lead the lives they choose.

7. We will develop a social enterprise to generate income to increase our support to beneficiaries.

Having set up a new company to take forward social enterprise activities we are exploring several opportunities to grow these activities which will provide income for our charitable services in the future.

8. Only deafblind people and their families can judge the success of what we do. At Sense we prioritise engagement and will continue to enhance our engagement with deafblind people and their families, using the success of forums and family liaison, as well as the extensive feedback we have received, to ensure we enhance our approach and stay inventive.

While our Branches continue with their work involving local members we have also increased the number of forums which we run. This enables deafblind people from a variety of backgrounds, who are not necessarily members of Sense, to access support, information and companionship.

Technological advances can be very important in enabling deafblind people to communicate and to live their lives as independently as possible. We have appointed a Technology Co-ordinator who can help our members with technological difficulties and can raise the profile of the needs of deafblind people with relevant manufacturers.

During the year the Sense Users Reference Group (SURG) has been developed so that deafblind people can meet with senior managers to discuss their views of our services and their ideas for the future.

9. We will continue to develop our workforce through training and the continued development of staff engagement.

We are a people-focussed organisation and are committed to investing in our staff so that they have the skills and knowledge to support beneficiaries and feel confident in their roles. In the last year we undertook an employee opinion survey which showed that staff valued the ethos of the organisation and the learning and development opportunities available. It also gave senior managers evidence of where we need to focus attention.

We have consolidated our training offer and introduced some new programmes. We have set up a new national Staff Forum as the representative body of the workforce. It has been consulted on a variety of people related issues such as terms and conditions and new policies.

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10. We will continue to improve our efficiency and capacity to provide a cost effective infrastructure through the use of business technology.

During 2012/13 we undertook some restructuring of the organisation and continue to look for savings and ways to increase our efficiency and ensure greater responsiveness, leadership and high quality support for our local services. In the challenging economic climate this will continue to be a priority for the foreseeable future.

We have embarked on a large scale project to create a customer relationship management system that will keep organisational data in a better way, manage information quickly and effectively, and provide a way to measure effectiveness. This will be introduced in 2013/14.

Objectives for 2013-14In 2013-14 we will start to implement our new three year strategic plan, Growing Stronger Together, which has been developed in consultation with our members and other stakeholders. This will enable the organisation to expand the numbers of our members and beneficiaries and to work with them in new ways.

We will extend our support to children and their families, and increase support to older people. We will also open new resource centres, develop initiatives in arts and culture for our beneficiaries, work with others to develop assistive technology and work in partnership with more organisations.

To enable us to do this, we will invest further in our fundraising and trading activity to increase our charitable income and expand and better organise our volunteers, improving the quality of the training and support which we offer them.

Our strategy has three aims:

Aim 1 – Growing – we will help more deafblind people to be full and active members of society, by expanding our existing services so that more people are able to make use of them, and by developing creative, responsive and flexible services based on individual need.Aim 2 – Stronger – we will improve the outcomes for those people using our services, improve the quality of Sense’s services, structures and systems, and position Sense for challenges of the future.Aim 3 – Together – we will expand Sense’s membership and increase the ways in which our members engage with us; develop new delivery partnerships with other organisations; and increase the public understanding of the needs of deafblind people.

Next year we will report on progress with taking these forward in the first year of the strategy.

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Sense Scotland

Progress with Major objectives for 2012-131. We will support and develop positive health and wellbeing for

service users and staff.

There were a number of successful activities in this area and the highlights include:

• We established the Health and Physical Activities Team which brought together outdoor activities, walk leaders, the health advisor and rebound therapy into one team.

• A healthy eating cookery group was set up in Glasgow, using the kitchen facilities at TouchBase. Through this group seven service users have been supported towards completing an ASDAN award in meal preparation and cooking.

• A pilot audit tool looking at oral and dental health was developed in partnership with a parent. An initial audit was completed in three regions across the country. Findings from these pilot audits will be used to inform any required future developments in this area.

• Two walk leader posts, supported by funding from the Forestry Commission, were established in the west of Scotland.

2. We will develop opportunities for service users, families and staff.

A wide range of opportunities were developed during the year and these include:

• A range of social events were held across the country including Lochore Meadows in Fife, the Luv Fete at TouchBase, Burns Night in Auchtermuchty, Summer Sensations in Glasgow, On Your Radar and the Christmas Concert at the City Chambers.

• A short breaks project, funded through Better Breaks, offered a range of social and leisure activities to young people in the east, for two, two week periods in the summer of 2012. The feedback from both young people and their families deemed the project to be a hugely valuable and successful experience.

The management and staff team from Dundee Short Breaks who planned and ran the project were recognised for this achievement by being voted as Sense Scotland ‘Team of the Year’.

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• Further funding was received from both Better Breaks and Creative Breaks to support families and individual children access a break of their choice. Some of this funding has already been awarded to families through an allocation panel but much of it will be for use during 2013/14.

3. We will actively promote a culture of high standards and quality.

• Training and Activity Centre – this year we continued our focus on essential skills training – especially in relation to safe practice topics. This has included a review of induction and foundation skills training. There have been new courses for supervisiors and the addition of a full time training officer at the training and learning centre.

Our e-learning programme has continued to grow with hundreds of courses completed by staff and volunteers. We have added autism awareness training, as our work with people with autism continues to grow. The Sense Scotland Business School has enrolled over 80 staff onto our ten day `Professional Manager’ course which has had excellent feedback from participants.

• Vocational Qualifications for Service Users – we were approved as an Award Scheme Development and Accreditation Network (ASDAN). Centre in September 2010 and twenty five service users are currently working towards awards. The Training Co-ordinator is now acting as national ASDAN co-ordinator and award verifier. This will enable us to further increase our commitment to these awards. The ASDAN Co-ordinator has also begun liaison with the Family Advisory service, facilitating discussions around ASDANs for future users of our services.

• Social work students – we continue to offer social work student placements (both short term observation and long term assessed practice) at TouchBase. A further six students were supported in 2012-13 in both long and short term placements. As well as being a great opportunity for both students and staff these placements earned additional income to supplement our training budget.

We have also hosted a group of seven social care students from Germany, funded via the Mobility International scheme. Students were placed in services in Glasgow and both our staff and the students found this to be a rewarding practice-sharing experience.

• Staff and Volunteer Awards – the Staff and Volunteers Awards Ceremony 2012 was another great success with over 180 staff, volunteers and families in attendance. Recognition was given to those with long service, for team of the year, to those gaining qualifications and for those who had been nominated by colleagues for their inspiration to others.

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4. We will promote an efficient and effective organisation at all levels.

• Focus on staff recruitment and retention Staff totals: Excluding volunteers, our headcount has increased from 1003 in April 2012 to1041 in March 2013. The full time equivalent staff at the end of March was 694 compared to 648 the previous year.

Continued efforts to manage attendance, as well as the changes to sick pay entitlements in recent years, have resulted in absence rates being controlled at a steady level, showing a decrease from 4.07% in March 2012 to 4.04% in March 2013. UK-wide, The Chartered Institute of Personnel and Development (CIPD) 2012 survey showed absence as 3.4% of working time lost across all sectors, with the Not for Profit (Care) Sector level at 5.9%. The West of Scotland Voluntary Sector Network survey 2011 showed a median absence level of 4.9%.

• Staff satisfaction and engagement survey The annual staff survey was carried out again in January 2013. The survey consisted of 46 questions covering such areas as communication, work-life balance, training and development and pay and benefits. Over 23% of staff (242 – up almost half from 164 last year) completed the survey. Overall, this year’s survey again found relatively high levels of staff satisfaction with Sense Scotland as an employer, with the exception of pay and benefits.

5. We will work in partnership with service users, families and staff to influence, drive forward and respond to change.

We work with families to ensure their views are included in responses to government consultations. A family member sits on the Public Policy Group. Families have many other priorities and we appreciate very much the contribution they continue to make. We continue to advance joint work with Disability Agenda Scotland, The Coalition of Care and Support Providers Scotland and other policy networks.

We held a carers’ day event in June 2012 and included sessions on carers’ rights and the impact of welfare reform. During the year, we also held family forums related to the latter issue on:

• Scottish passported benefits

• Independent Living Fund

• In addition to Welfare Reform, a number of policy issues continue to dominate concerns for the people we support:

– Self Directed Support and the way it is being implemented in some areas

– Charging for services

– Cuts in services

– Increased eligibility criteria making access to any services at all more difficult.

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We responded to a number of consultations on a range of issues:

• SQA exam arrangements

• Charter of Patient Rights and Responsibilities

• Responsible Parking (Private Member’s Bill)

• PIP detailed design

• Family Fund expert reference group

• Children and Young People’s Bill

• Passported Benefits Scotland

• Independent Living Fund

• BSL Bill

• Discretionary Housing Payment

• Integration of Health and Social Care

• Procurement Reform Bill

• SDS Bill amendments.

We gathered views via a range of routes, including family forum meetings, and contributed responses through written responses (individual and jointly with other organisations) and attendance at events.

Objectives for 2013/14Sense Scotland works to a rolling three-year strategic plan. All stakeholders are involved in the development of the strategic plan and the Trustees approve both the three-year strategic plan and the annual operational plan, further details of which can be found in the Sense Scotland Trustees’ Report and Financial Statement for 2013. The following objectives are, therefore, to be achieved over this three year time period.

• We will support service users and families to be active and involved.

• We will lead in the provision of high quality service provision and service development throughout Scotland and internationally.

• We will grow in order to provide more services to more people.

• We will be the employer of choice, recognised for our commitment to staff development and training.

• We will harness the views of those we serve and support them to organise and campaign.

• We will work and grow sustainably.

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Sense International

Key Achievements For 2012/13

1. We will continue to ensure better availability of, and access to, specialised and/or inclusive education and health services for all deafblind children, and extend specialist training for parents and professionals.

We continue to provide specialist teachers with additional skills and knowledge to work with deafblind students, while also working with partners to develop training for them (as in Tanzania, Uganda and Peru).

In Romania our early intervention programme has been embedded into the education system as a result of the approval of legislation that recognises the need for a school curriculum for deafblind/multi sensory impaired children.

We have extended our work with parents and also medical professionals to develop the health of the children we support, through early intervention work in schools and hospitals and our community-based work. We also help parents to improve their understanding and ability to communicate with their deafblind children.

2. We will work to strengthen representative organisations and encourage the development of networks of deafblind people and their families, to raise awareness.

In East Africa we have grown membership of deafblind representative organisations by over 400 people this financial year. We have also facilitated interaction between parents representative organisations and government officials.

In the words of an independent final evaluation of one of the programmes in East Africa “Parents and partners have also ‘sensitised’ hundreds of local authority staff, traditional authorities, community leaders and opinion leaders”.

In Peru we established two new representative networks of people who are deafblind, their parents and volunteers which will participate in local and national campaigns.

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3. We will strengthen our links with national and local legislative bodies to ensure deafblindness is included in discussions on social, educational and health policy.

We have contributed to the development of national legislation recognising the rights of deafblind people in Peru, Bangladesh and India, and have been successful in changing national educational curricula to include the needs to deafblind learners.

In Europe we have submitted evidence to the all-party International Development Select Committee and have a tabled a number of questions in both the House of Lords and the Commons on issues regarding UK levels of funding for overseas education and prioritising disabilities.

4. We will continue to develop clear organisational structures, performance measures and planning systems which support our future as a global organisation.

We have developed and improved policies on a variety of issues, notably on gender and protection of children and vulnerable adults. We have developed full cost recovery models of budgeting, and carried out a review of staff needs and expectations. We have developed a framework for monitoring and evaluation as well as a revised programme planning framework. We have improved the quality of our in-country fundraising processes as well as the volume of applications originating from each region.

5. We will formalise and strengthen links with key organisations to build on existing initiatives and expertise, to ensure compatibility of purpose, avoid duplication of efforts and resources, and achieve a wider impact.

We have become a member of the steering group for the Bond Disability and Development Group in the UK and actively lead and contribute to initiatives on behalf of the disabilities sector for International Development based in the UK. We are also part of a consortium proposal with the World Health Organisation and the Ministry of Health & Institute of Research in Kenya looking at prevalence of Congenital Rubella Syndrome there.

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Objectives for 2013/14 • Refine Sense International’s strategy through a review of the current

programme portfolio, the fundraising strategy and support from ancillary departments.

• Develop the breadth of our country programmes through enlarging

the community based work in East Africa and the vocational work in Romania.

• Use a range of techniques to improve the coherence of our policy and campaigning work internationally and within countries.

• Continue to raise the profile of Sense International to deliver tangible outputs for our beneficiaries.

• Increase successful in-country fundraising.

• Increase focus on operational capacity through examination of programme and financial processes to improve overall efficiency.

Sense GroupWorking in partnership Sense works with a wide range of partner organisations. Here are some examples at a local, national and international level: • We have worked closely with the Golden Lane Housing Association on

the development of several new supported living projects.

• We have worked with Action for Blind People, Guide Dogs for the Blind and local charities to establish the South West Sensory Consortium, based in Devon.

• We have maintained and developed our active involvement and contribution to the National Sensory Impairment Partnership (NatSIP).

• Sense International works with representative bodies across the countries where we have programmes. In East Africa we have been successful in attracting locally sourced funding for Parents Associations providing support to small business and contributing to sustainability. We also co-chair the BOND network of UK based disability organisations lobbying / campaigning internationally for a greater profile for disabilities within International Development.

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• Sense Scotland are working with Alzheimer Scotland regarding dementia awareness resources and courses which will be rolled out later in 2013. This is of course an issue for our aging service user group.

Governance of Sense Scotland and Sense InternationalFor detailed information on the specific governance arrangements and processes for Sense Scotland and Sense International, please see their respective Annual Reports and Accounts.

Statement of Sense Council’s responsibilitiesThe Council (who are trustees and for the purposes of company law also directors of Sense, The National Deafblind and Rubella Association) is responsible for preparing the Council’s Annual Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of 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 applicable UK Accounting Standards have been followed,

subject to any material departures disclosed and explained in the financial statements; and

• prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business.

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

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In so far as the trustees are aware:

• there is no relevant audit information of which the charitable company’s auditor is unaware; and

• the Trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditor is aware of that information.

The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

Public BenefitCouncil 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. The information given in relation to the objectives set last year gives clear examples of how our work brings public benefit through a wide range of activities.

Internal Financial ControlCouncil has overall responsibility for ensuring that the charity has appropriate systems of controls, financial and otherwise, in place. The systems of internal control are designed to provide reasonable assurance against material misstatement or loss. They include:

• A three year strategic plan and an annual budget approved by Council. A number of matters are specifically reserved for Council’s approval.

• Regular consideration by Council of financial results, variance from budgets, non-financial performance indicators and benchmarking reviews.

• 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 if necessary he has access to Council via the Audit Committee.

• The development of policy documents covering all major strategic and operational activities. These are reviewed by the Executive Team with appropriate regularity and consultation.

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Identification and management of risksCouncil has delegated day-to-day responsibility for the management of risks to the Chief Executive. The Audit & Risk 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. In addition Council itself reviews the corporate risk register at each of its 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 Audit & Risk Committee and 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.

Risk identification and assessment processes have been embedded within the normal operating activities of managers throughout Sense. The review process ensures that key risks are regularly reviewed, monitored and reported on. The following key potential risk areas are some of those to have featured on the Corporate Risk Register during 2012-13:

Risk: The CRM (Customer Relationship Database) project overruns and does not deliver the intended benefit.Controls: Risk register and communications plan both in place, with detailed internal and external project plans setting out key milestones

Risk: Inability to fill voidsControls: An action plan for referrals for residential and supported living services is in place.

Risk: Pension deficitControls: The Pensions sub-committee is working with advisors.

Risk: Economic downturn: Continuing external influence leading to loss of trading and fundraising income.Controls: Monthly reviews and early identification of negative trends, reduction of core direct costs through restructuring and other measures, close monitoring of rates of attrition of supporters, review of our portfolio of shops.

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Sense continues to work under the same pressure and financial constraints that affect all in our sector. But in 2012/13, thanks to careful planning and hard work by all involved, we showed that we can continue to meet increasing demands and even grow our reach and income.

Our shops have been under particular pressure and along with the high street in general we have seen a reduction in shoppers. Alongside this we have faced a reduction in donated goods, with local authority regulations, internet sales and the financial squeeze faced by most families all having in impact. In anticipation of this we made many changes during the year and this maintained our income, but overall we did have a reduction in net return to the Charity. We continue to work on this and have significant plans to help us re-grow our return in 2013/14.

Fundraising is a challenge at present, but our diversification of income streams continues and our investment in local community fundraising remains a success. We are applying careful research techniques to ensure all our fundraising investments are targeted to the areas of maximum return and this has meant we have broadly maintained our income levels.

We have secured new European funding for projects delivered by Sense International and our fundraising for overseas projects continues to improve.

In general 2011/12 was a success for the Sense family: we are reaching more people than ever and have grown our engagement with our stakeholders in a number of ways. The strong financial controls we have exercised over income and expenditure, have ensured our bottom line, before the decreased pension scheme deficit, shows an unbudgeted surplus.

ExpenditureExpenditure on our charitable activities in 2012/13 was £63m. This represented a increase of £2m on the previous year. We had growth spread across all our activities, but Sense Scotland in particular beat the trend in our sector and had significant growth of £1.7m.

We spent £2.5m (£2.3m 2012) working with children and families and £1.3m (£1.3m 2012) working with older people.

Work on campaigning and raising awareness cost £1.3m (£1.4m 2012), publicity costs were £667k (£712k 2012) and on quality improvements and staff development we spent £477k (£480k 2012).

Governance costs of £60k were £6k less than last year.

20/12/13FINANCIAL

REVIEW

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IncomeTotal income amounted to £80m an increase of £1.6m on the previous year.

This year Sense had an increase in fees and allowances, paid by statutory authorities, which rose to £55.1m in total. This increase has been achieved at a time when significant pressure is being placed on our fee income as funding cuts take hold. However, Sense has demonstrated time and time again that our services are value for money and in the long term we help reduce the cost to funders by helping people reach their potential and be as independent as they wish. We have added new services and reached more people than ever before and this has increased our income in total.

At the same time we have worked in partnership with our funders to reduce costs and have agreed some fee reductions where appropriate, whilst maintaining the highest quality standards. All of 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 £11.2m representing an increase of £100k on the previous year which bucks the general downturn. Income from our shops reached £11.8m, an increase of £100k over the previous year, however, our net profit was down.

In accordance with Financial Reporting Standard 17 ‘Retirement benefits’ (FRS17) the results of the defined benefit superannuation scheme valuation are included in these accounts. Partly as a result of Sense voluntarily seeking to repay the historic deficit and partly due to changes in the scheme, the scheme liabilities decreased by £2.4m and reduced the overall liability to £24k. 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 £2.4m. The superannuation scheme increased this by £1.7m resulting in an overall positive net movement in funds of £4.1m.

Throughout the year we have exercised strong control over our finances and ensured that expenditure was budgeted, affordable and within our income.

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ReservesThe policy for reserves is reviewed each year by Trustees.

The target level for reserves has been calculated by each member of the Sense Family to suit their individual needs and circumstances.

In each case 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.

Alongside this Trustees take 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.

Sense Scotland have set a target of 12 weeks turnover as a desired level of reserves. As of 31 March 2013, Sense Scotland has managed to achieve a reserve level of 11.4 weeks working capital. Working Capital is calculated using the Net Current Assets (excluding Restricted and Designated Funds) divided by the average expenditure for one week.

Sense International Trustees agreed that they should aim to have unrestricted reserves equivalent to six months’ running costs and we continue with this aim. The target equates to £850k and as at the 31st March 2013 Sense International had reached £811k.

Sense set a target of £17m, to cover the factors previously mentioned and to allow us sufficient funds to embark on a significant capital investment programme. This capital investment programme will include a new resource centres in Birmingham, Belfast, Cymru, as well as a redevelopment of the Ann Wall Centre. On top of this we have plans to improve many of our services and to assist people to remain in their home by making adaptations as necessary. As we have identified the costs of these developments we have undertaken to designate funds to cover them, so Sense seeks to meet its’ £17m reserve target through a combination of unrestricted current assets and designated funds linked to these schemes. As at the 31st March 2013 Sense had £15m set against our target.

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Investment strategyInvestment aimsThe 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 appetiteWe 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.

Ethical investmentsSense wishes to avoid unethical investments that are in conflict with its charitable objectives.

EmployeesSense successfully implemented new terms and conditions for its’ employees in 2012/13 following a successful consultation exercise. This standardised our working week to 37.5 hours.

Employees are kept fully informed of all factors affecting the performance of the organisation 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 whistle blowing policy. Sense also has a Staff Forum, where Representatives who are elected by staff, hear and comment on issues and bring any ideas and suggestions to Senior management.

The development of our workforce through training and increased engagement will play an important part in our strategy for 2014.

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

G Morbey OBESecretary

17th September 2013

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Sense Council Members, showing changes during the year 2012/13 John Crabtree OBE (Chair)Liz Booth (Vice chair and Chair of the Nominations Committee)Hugh Gareth Jones (Treasurer and Chair of the Finance Committee until June 2012 – resigned as a Trustee October 2012) Nicholas Keegan (Treasurer and Chair of the Finance Committee from June 2012)Ian Harley Chair of the Audit & Risk Committee (Re-elected October 2012)Gini Bartlett MBE (co-opted December 2011, elected October 2012)Jim McManus (co-opted from Sense Northern Ireland)Jane McNally (taking one year’s leave of absence from March 2013)David PearsonDavid Reeves Roy Staines Duncan Tannahill (co-opted from Sense Scotland)Sue Turner Oliver Walder (resigned October 2012)Gillian WoodNatalie Assad (co-opted September 2013)Dr Justin Molloy (co-opted September 2013)

Sense International and Sense Scotland have their own boards of Trustees:

Sense Scotland Council Members, showing changes during the year 2012/13Roy Cox (Chair)Neil Farquharson (Vice Chair)Douglas Smart (Treasurer)Gerard Seenan (Deputy Treasurer –appointed 13th September 2013)David NewtonDuncan TannahillIsobel AllanNorman RitchieUsman RehmanGary SimpsomEileen Henighen

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Sense International Council Members, showing changes during the year 2012/13Sunil Sheth (Chair)Pankaj Shah (Treasurer)Robin Heber PercyDenis TinsleySue Turner Dr Subo Shanmuganathan (appointed August 2013)Leona Forsyth (appointed August 2013)Verity Stiff (appointed August 2013)Paul Feeney (appointed August 2013)Dean Lumer (appointed August 2013)

Senior Staff at Sense

Gillian Morbey OBE Chief Executive (also Chief Executive of Sense International)Richard Kramer Deputy Chief ExecutivePeter Cheer Director OperationsKris Murali Group Director Finance & ResourcesToni Dumolo Director of Human ResourcesDavid Robinson Director of FinanceClaire Woodhill Director of FundraisingJames Thornberry Director of Sense InternationalFiona Markey Manager – Corporate SecretariatAndrew Kerr Chief Executive of Sense ScotlandLinda Annan Director of OperationsJohn O’Connor Director of Corporate AffairsEddie McConnell Director of External Affairs

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Independent auditors’ report to the Members and Trustees 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 2013 which comprise 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 reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Respective responsibilities of trustees and auditorsAs explained more fully in the Council’s Responsibilities Statement set out on page10, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view.

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). 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.

Scope of the audit of the financial statementsAn 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 groups and charitable company’s circumstances and have been consistently applied and adequately disclosed; the reasonableness of significant accounting estimates made by the trustees; and the overall presentation of the financial statements. In addition, we read all the financial and non-financial information in the Trustees’ Annual Report to identify

REPORTINDEPENDENT

AUDITORS’

37


material inconsistencies with the audited financial statements. If we become aware of any apparent material misstatements or inconsistencies we consider the implications for our report.

Opinion on financial statementsIn our opinion the financial statements:

• give a true and fair view of the state of the group’s and the parent charitable company’s affairs as at 31 March 2013, and of the group’s incoming resources and application of resources, including its income and expenditure and the group’s cash flows, for the year then ended;

• have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and

• have been prepared in accordance with the requirements of the Companies Act 2006.

Opinion on other matter prescribed by the Companies Act 2006In our opinion the information given in the Trustees’ Annual Report for the financial year for which the financial statements are prepared is consistent with the financial statements.

Matters on which we are required to report by exceptionWe have nothing to report in respect of the following matters where the Companies Act 2006 require us to report to you if, in our opinion:

• 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; or

• the parent charitable company financial statements are not in agreement with the accounting records and returns; or

• certain disclosures of trustees’ remuneration specified by law are not made; or

• we have not received all the information and explanations we require for our audit.

Anthony Blackwell (Senior Statutory Auditor)for and on behalf of PricewaterhouseCoopers LLP, Chartered Accountants and Statutory AuditorsLeedsSeptember 2013

NoteGeneral

Funds £

Designated Funds

£

Restricted Funds

£

Endowment Funds

£

Total 2013

£

Total 2012

£

Incoming resources

Incoming resources from generated funds

Fundraising income 6,855,676 147,439 1,266,447 - 8,269,562 7,977,503

Legacies receivable 1,996,914 - 137,043 - 2,133,957 2,230,130

Fundraising grants receivable 1 3,250 - 934,937 - 938,187 895,834

Shops income 11,829,377 - - - 11,829,377 11,723,538

Investment income 2 529,146 - 73 - 529,219 428,971

Other income 3 303,778 - 773 - 304,551 321,129

Incoming resources from charitable activities

Fees and allowances 54,544,529 - 582,872 - 55,127,401 53,839,521

Statutory grants receivable 1 7,539 - 839,842 - 847,381 937,761

Net gain on disposal of fixed assets 5 27,385 - - - 27,385 -

Total incoming resources 76,097,594 147,439 3,761,987 - 80,007,020 78,354,387

Resources expended

Cost of generating funds:

Fundraising costs 3,879,141 305,629 4,966 - 4,189,736 4,130,948

Shops costs 10,583,042 10,956 - - 10,593,998 10,505,899

Total cost of generating funds 14,462,183 316,585 4,966 - 14,783,734 14,636,847

Charitable activities:

Work with adults 36,576,864 610,294 788,618 8,623 37,984,399 37,481,091

Work with children 2,112,632 58,026 279,599 - 2,450,257 2,343,078

Work with older people 1,234,864 13,182 49,317 - 1,297,363 1,271,959

Work in Scotland 16,149,932 52,208 1,324,040 - 17,526,180 15,812,311

International work 344,904 57,161 1,177,033 - 1,579,098 1,371,813

Campaigns and awareness 1,124,108 123,508 33,862 - 1,281,478 1,430,742

Publicity 649,383 15,363 1,850 - 666,596 711,946

Quality and staff development 459,796 15,485 1,945 - 477,226 479,615

Governance 4 60,457 - - - 60,457 66,204

58,712,940 945,227 3,656,264 8,623 63,323,054 60,968,759

Total resources expended 73,175,123 1,261,812 3,661,230 8,623 78,106,788 75,605,606

Net incoming resources/(resources expended) before transfers

2,922,471 (1,114,373) 100,757 (8,623) 1,900,232 2,748,781

Transfers between funds 17 605,832 294,750 (900,582) - - -

Net incoming/(outgoing) resources before other recognised gains and losses

3,528,303 (819,623) (799,825) (8,623) 1,900,232 2,748,781

Other recognised gains and (losses) (6,926,351) 9,508,450 175,305 (8,623) 2,748,781 3,396,854

5 504,966 - - 504,966 462,212

Actuarial gain/(loss) on defined benefit pension scheme

9 1,747,000 - - - 1,747,000 3,740,000

Net movements in funds 5,780,269 (819,623) (799,825) (8,623) 4,152,198 6,307,824

Fund balances brought forward at 1 April 2012 14,857,524 19,174,486 7,385,385 447,393 41,864,788 35,556,964

Fund balances carried forward at 31 March 2012

17,18 20,637,793 18,354,863 6,585,560 438,770 46,016,986 41,864,788

CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 MARCH 2013


The notes on pages 47 to 72 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.

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Registered no. 1825301

CONSOLIDATED BALANCE SHEET AS AT 31 MARCH 2013 Note 31 March 2013 31 March 2012 £ £

Fixed assets

Tangible assets 11 21,449,401 20,612,518

Investments 12 4,811,527 4,332,968

Total fixed assets 26,260,928 24,945,486

Current assets

Stocks and work in progress 242,249 129,211

Debtors 13 7,449,589 5,564,372

Cash at bank and in hand 17,760,119 18,998,542

Total current assets 25,451,957 24,692,125

Creditors (amounts falling due within one year) 14 (4,959,816) (4,602,895)

Net current assets 20,492,141 20,089,230

Total assets less current liabilities 46,753,069 45,034,716

Creditors (amounts falling due after more than one year) 15 (712,083) (768,928)

Net assets excluding pension liability 46,040,986 44,265,788

Defined benefit pension scheme liability 9 (24,000) (2,401,000)

Net assets including pension liability 46,016,986 41,864,788

The funds of the charity

Restricted funds 17, 18 6,585,559 7,385,385

Endowment fund 17, 18 438,770 447,393

Unrestricted funds

General fund (including pension reserve of £24,000 adverse (2012: £2,401,000 adverse)) 20,637,794 14,857,524

Designated funds 17, 18 18,354,863 19,174,486

Total unrestricted funds 38,992,657 34,032,010

Total charity funds and reserves 46,016,986 41,864,788

The notes on pages 47 to 72 form part of these accounts.

Nick Keegan Treasurer

Approved by Council on 17th September 2013

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Registered no. 1825301

COMPANY BALANCE SHEET AS AT 31 MARCH 2013 Note 31 March 2013 31 March 2012 £ £

Fixed assets

Tangible assets 11 14,783,166 14,395,374

Investments 12 4,839,845 4,361,286

19,623,011 18,756,660

Current assets

Stocks of goods for resale 242,249 129,211

Debtors 13 5,428,419 4,176,258

Cash at bank and in hand 10,567,803 12,336,825

16,238,471 16,642,294

Creditors (amounts falling due within one year) 14 (3,985,432) (3,847,624)

Net current assets 12,253,039 12,794,670

Total assets less current liabilities 31,876,050 31,551,330

Creditors (amounts falling due after more than one year) 15 (27,000) (36,000)

Net assets 31,849,050 31,515,330

Defined benefit pension scheme liability 9 (24,000) (2,401,000)

Net assets including pension liability 31,825,050 29,114,330

Funds and Reserves

Restricted funds 17,18 3,689,050 4,600,937

Endowment fund 17,18 438,770 447,393

Unrestricted funds

General fund General fund (including pension reserve of £24,000 adverse (2011: £2,401,000 adverse)) 17,18 16,328,176 10,857,443

Designated funds 17,18 11,369,054 13,208,557

Total funds and reserves 31,825,050 29,114,330


Nick Keegan Treasurer

Approved by Council on 17th September 2013

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CONSOLIDATED SUMMARY INCOME AND EXPENDITURE ACCOUNT FOR THE YEAR ENDED 31 MARCH 2013

2013 2012 £ £

Income of continuing operations 79,477,801 77,925,416

Total expenditure of continuing operations (78,233,946) (75,541,461)

Operating surplus 1,243,855 2,383,955

Income from fixed asset investments 164,699 159,227

Gain/(loss) on disposal of tangible fixed assets 27,385 (6,302)

Interest receivable and similar income 364,520 269,744

Interest payable and similar charges (45,227) (47,843)

Other finance charge 145,000 (10,000)

Net income for the year 1,900,232 2,748,781

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 47 to 72 provides full information on the movements during the year on all the Association’s funds.


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CONSOLIDATED CASH FLOW STATEMENT FOR THE YEAR ENDED 31 MARCH 2013

2013 2012 Note £ £

Net cash inflow from operating activities 22 907,757 4,345,600

Returns on investment and servicing of finance

Investment income received 529,219 428,971

Interest paid (45,227) (52,530)

Interest element of finance lease payments - -

483,992 376,441

Capital expenditure

Purchase of investments (5,229) -

Purchase of tangible fixed assets (2,604,311) (1,497,157)

Sale of tangible fixed assets 33,436 28,844

(2,576,104) (1,468,313)

Financing

Bank and other loans repaid (54,067) (58,451)

Capital element of finance lease payments - (30,457)

(54,067) (88,908)

Increase/(decrease) in cash 23, 24 1,238,422 3,164,820


44

Accounting policiesThe financial statements have been prepared under the historical cost convention as modified by the revaluation of investments at market value and in accordance with applicable UK accounting standards, the Charities Act 2011, the Companies Act 2006 and the Statement of Recommended Practice (SORP 2005), “Accounting and Reporting by Charities”.

The figures contained in the consolidated financial statements 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 and recognitionAll 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. Fees and allowances receivable for residential care and similar services are accounted for in the period in which the service is provided. Shop income represents goods supplied to customers at invoiced amounts and is recognised when the economic risks and rewards are transferred to the third party. For legacies, entitlement is the earlier of the charity being notified of an impending distribution or the legacy being received. Grants are recognised when the charity is legally entitled to the income and the amount can be quantified with reasonable accuracy. Grants received in advance with donor imposed conditions that specify the time period in which the expenditure of resources can take place are accounted for as deferred income and recognised as a liability.

Fundraising incomeVoluntary 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 Charity.

Resources expendedAll 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. The cost of generating funds for voluntary income is the cost of organising fund raising events and activities and the cost of operating the charity’s shops. The costs of charitable activities include all expenditure directly relating to the objects of the charity. Support costs have been apportioned to the relevant charitable activity on the basis of salary costs incurred.

Governance costsGovernance costs include internal and external audit, strategic costs and Trustees’ expenses.

45


Tangible fixed assets and depreciationTangible fixed assets are stated at historic purchase cost less accumulated depreciation. Cost includes the original purchase price of the asset and the costs attributable to bringing the asset to its working condition for its intended use.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 leaselong leasehold improvementsFurniture, 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.

LeasesAssets acquired under finance leases are included under tangible 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 equal amounts over the term of the lease.

StocksStocks 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, cost is determined on a first-in, first-out basis.

Recognition of LiabilitiesLiabilities are recognised when an obligation arises to transfer economic benefits as a result of past transactions or events.

46

Pension costsPension 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.

Fixed assets – securitiesThe 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.

Fixed assets – subsidiary undertakings Investments in subsidiary undertakings are stated at cost, but are written down to their realisable value if it is considered that there has been a permanent diminution in their value.

Fund AccountingGeneral 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.

47


NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 20131 Grants receivable

Sense – Statutory Grants receivable 2013 2012 £ £

Gwynedd Council / Cyngor sir ynys mon - (2,101)

Carmarthenshire 8,000 8,000

Powys Supporting People 12,988 12,988

Department of Health – Older Persons Partnership Worker - 14,357

Suffolk Supporting People Grants 49,500 53,024

Suffolk Stowuplands Flexi - 8,400

LAAW Aiming High Cambridgeshire CC 18,500 18,500

LAAW Aiming High Cambridgeshire CC 5,762 21,879

Norfolk County Council SA Funds 55,113 12,500

Northern Ireland Housing Exec 26,138 26,138

Western Health and Social Care Trust 21,553 14,814

Newtown Abbey Surestart 63,452 61,171

Skills for Care 41,990 61,520

Cornwall County Council – GOT Project 49,528 73,878

South Gloucestershire Childrens Services Grant 2,929 2,929

Rotherham - 2,265

Scotland – Statutory Grants ReceivableScottish Government (Malawi Project) 87,907 83,135

Scottish Local Authorities and Health Boards (towards services) 7,539 3,148

Scottish Executive (Children, Young People & Social Care Group Unified Vol. Sector Fund) 66,785 66,785

Tayside NHS 10,700 10,700

NHS Greater Glasgow (Innovation projects) 160,923 160,923

Glasgow City Council (Threads) 3,231 8,167

Scottish Executive (VSDF Award) - 35,000

Enterprise Growth Fund Touchbase 2 - 170,545

Scottish Government (Equality Fund) 92,800 -

Forestry Commission 9,244 -

Scottish Government (Breaks) 51,391 -

Other 1,408 9,096

Total Statutory Grants Receivable 847,381 937,761

48

2013 2012 £ £

Sense – Charitable Grants ReceivableDepartment of Health (Rubella Project) - 8,072

Northern Ireland DHSS (towards Services in Northern Ireland – Core Grant) 31,052 25,038

Northern Ireland DHSS NVQ Funding - 12,588

Welsh National Assembly (towards Organisational Development – Core Grant) 107,250 89,300

A & C Missionfish 3,250 3,250

Grundtvig 848 -

Sense Scotland – Charitable Grants ReceivableBig Lottery Fund (One giant leap) 57,914 55,148

Big Lottery Fund (Reaching out) 41,063 83,252

Peoples Postcode Lottery - 9,108

Creative Scotland (Walk Group Project) 20,100 -

Path to Health 1,750 9,750

Scottish Arts Council (National lottery Grant) – Music - 5,877

Creative Scotland (Music) 17,384 -

InternationalDepartment for International Development (Developing a sustainable infrastructure for the inclusion of deafblind people in Bangladesh 73,611 70,493

European Commission Europe Aid Co-operation Office (Developing a sustainable infrastructure for the integration of deafblind in India - 157,839

European Commission EuropeAid Co-Operation Office (Developing model services and a sustainable infrastructure for deafblind people in Peru 128,785 5,667

European Commission EuropeAid Co-Operation Office (Promoting Access to education for deafblind and multi-sensory impaired children in Tanzania) 13,766 34,959

Big Lottery Fund (Promoting the Social Inclusion of Deafblind People in Latin America) 14,160 53,965

States of Jersey Overseas Aid Committee (Work in Tanzania) - 14,907

European Commission EuropeAid Co-Operation Office (Promoting Access to education for deafblind and multi-sensory impaired children in East Africa) 218,050 184,023

State of Jersey overseas Aid Committee (work in East Africa) 17,033 23,178

State of Jersey overseas Aid Committee (work in Peru) 18,062 18,454

European Commission Europe Aid Co-operation Office (promoting and protecting the rights of deafblind people in India) 23,848 -

Guernsey Overseas Aid Committee (work in Tanzania) 14,849 -

Department to International Development (work In India) 132,935 -

Others 2,477 30,966

Total Charitable Grants Receivable 938,187 895,834

All grants given for a specific purpose have been expended entirely on that purpose.

49


2 Investment income

2013 2012 £ £

Bank interest 364,520 269,744

Dividends 164,699 159,227

529,219 428,971

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 2013 2012 £ £ £ £

Fundraising 4,012,116 177,620 4,189,736 4,130,948

Trading 10,467,982 126,016 10,593,998 10,505,899

Work with adults 33,221,485 4,762,914 37,984,399 37,481,091

Work with children 2,144,828 305.429 2,450,257 2,343,078

Work with older people 1,135,758 161,605 1,297,363 1,271,959

Campaigning and awareness raising 1,143,226 138,252 1,281,478 1,430,742

Publicity 600,417 66,179 666,596 711,946

Quality and staff development 429,767 47,459 477,226 479,615

Work in Scotland 16,216,583 1,309,597 17,526,180 15,812,311

International work 1,143,105 435,993 1,579,098 1,371,813

Governance 60,457 - 60,457 66,204

70,575,724 7,531,064 78,106,788 75,605,606

50

Analysis of support costs apportioned

Facilities £

Management £

Human Resources

£

Finance and IT

£Communications

£

2013

£

2012

£

Fundraising 14,370 12,579 64,167 66,972 19,532 177,620 190,824

Trading - 14,862 86,966 24,188 - 126,016 114,722

Work with adults

385,343 337,297 1,720,652 1,795,878 523,744 4,762,914 5,032,030

Work with children

24,711 21,630 110,339 115,163 33,586 305,429 311,435

Work with older people

13,075 11,443 58,382 60,934 17,771 161,605 168,671

Campaigning and awareness raising

11,185 9,791 49,945 52,128 15,203 138,252 169,638

Publicity 5,354 4,687 23,908 24,953 7,277 66,179 81,482

Quality and staff development

3,840 3,361 17,145 17,894 5,219 47,459 54,339

Work in Scotland

- 531,582 331,612 446,403 - 1,309,597 1,220,219

International work

- 101,890 334,103 - - 435,993 363,608

Governance - - - - - - 41

457,878 1,049,122 2,797,219 2,604,513 622,332 7,531,064 7,707,009

Support costs have been apportioned on the basis of salary costs.

Analysis of governance costs

2013 2012 £ £

Internal audit 6,804 6,671

External audit fees 42,400 39,950

Strategic management costs 7,200 6,500

Trustees’ expenses 9,800 10,193

66,204 63,314

51


5 Gains/(losses) on tangible fixed assets and investments

2013 2012 £ £

Incoming resources from charitable activities

Net gain on sale of tangible fixed assets 27,385 -

Gains and losses on revaluation and disposal of fixed assets

Net (loss) on sale of tangible fixed assets - (6,302)

Unrealised (loss)/gain on revaluation of listed investments 505,380 (174,655)

Realised (loss)/gain on sale of listed investments (414) -

504,966 (180,957)

6 Net movement in funds

The net movement in funds is stated after charging:

2013 2012 £ £

Auditors’ remuneration – audit services 41,300 42,400

Depreciation

- owned assets 1,761,378 1,744,071

- finance leased assets - 32,345

Operating lease rentals 3,169,479 3,391,001

Interest payable on bank loans 45,227 47,843

Interest payable on finance leases - 4,687

Other finance charge – pension scheme (145,000) 10,000

52

7 Employees’ remuneration

2013 2012 £ £

Wages and salaries 48,489,660 46,401,234

Social security costs 3,651,311 3,548,448

Other pension costs 1,817,989 1,759,769

Agency labour 1,118,619 1,177,575

55,077,579 52,887,026

The average number of persons employed by the charity was 3,223 (2012: 3,130).

Employees earning over £60,000 were as follows 2013 2012

£60,000 – £70,000 3 1

£70,000 – £80,000 7 5

£80,000 – £90,000 1 1

£90,000 – £100,000 1 2

£140,000 – £150,000 1 1

Pension Contributions for higher paid employees were as follows 2013 2013 2012 2012 £ Staff £ Staff

Defined benefit schemes 40,756 3 40,756 3

Money purchase schemes 48,291 8 49,822 6

Disabled employee note

Sense is committed to employment policies, which follow best practice, based on equal opportunities for all employees, irrespective of sex, race, colour, disability or marital status. The group gives full and fair consideration to applications for employment from disabled persons, having regard to their particular aptitudes and abilities. Appropriate arrangements are made for the continued employment and training, career development and promotion of disabled persons employed by the group. If members of staff become disabled the group continues employment, either in the same or an alternative position, with appropriate retraining being given if necessary.

53


Employee involvement

Sense systematically provides employees with information on matters of concern to them, consulting them or their representatives regularly, so that their views can be taken into account when making decisions that are likely to affect their interests. Employee involvement in the group is encouraged, as achieving a common awareness on the part of all employees of the financial and economic factors affecting the group plays a major role in maintaining our success. Sense encourages the involvement of employee’s by means of staff forums, which at present are being enhanced and re-launched across all parts of the group. Sense also runs a number of Diversity Groups with staff representing minority groups meeting to assist and advise Sense on overcoming issues that such groups of staff may face.

8 Remuneration of members of council

As required by the Charities Act, members of Council received no remuneration. Members of Council received £9,502 (2012: £9,800) in respect of reimbursement of expenses incurred.

9 Pensions

The Charity 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 2011. For the period to 31 March 2013 contributions to the pension scheme are at the rate of 17.2% of pensionable salaries.

54

Financial assumptions

The financial assumptions used to calculate the Scheme liabilities under FRS17 were as follows:

At 31 March 2013 At 31 March 2012 % pa % pa

Rate of inflation – RPI 3.4 3.3

Rate of inflation – CPI 2.6 2.5

Rate of increase in salaries 2.0 2.0

Rate of increase for pensions in payment 2.6 2.5

Discount rate 5.0 5.0

The assumed life expectations from age 65 were as follows:

2013 2012 Years Years

Retiring today

- Men 21.5 21.6

- Women 24.2 24.2

Retiring in 20 years

- Men 23.5 23.7

- Women 26.2 26.2

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 Long-term return return expected at Value at expected at Value at 31 March 31 March 31 March 31 March 2013 2013 2012 2012 % £’000 % £’000

Equities 6.0 23,255 6.3 20,166

Target return funds 4.6 3,186 4.5 3,315

Alternative assets 5.0 4,778 5.3 3,867

Other bonds - - - -

Cash 0.5 637 3.0 276

5.6 31,856 5.9 27,624

55


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 2013 were measured in accordance with the requirements of FRS 17:

2013 2012 £’000 £’000

Total market value of assets 31,856 27,624

Present value of Scheme liabilities (31,880) (30,025)

Net pension liability (24) (2,401)

Reconciliation of present value of scheme liabilities

2013 2012 £’000 £’000

1 April 2012 30,025 33,432

Current service cost 429 611

Curtailments - 6

Interest cost 1,496 1,840

Benefits paid (823) (777)

Contributions by members 189 215

Actuarial (gain)/loss 564 (5,302)

31 March 2013 31,880 30,025

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 31,203 31,880 32,621

Projected service cost 421 424 449

Adjustment to mortality age rating assumption +1 year None -1 year

Present value of total obligation 30,845 31,880 32,916

Projected service cost 414 434 454

56

Reconciliation of fair value of scheme assets

2013 2012 £’000 £’000

1 April 2012 27,624 26,939

Expected return on scheme assets 1,641 1,830

Contributions by members 189 215

Contributions by the employer 914 979

Actuarial gain/(loss) 2,311 (1,562)

Benefits paid (823) (777)

31 March 2013 31,856 27,624

The following components of the pensions charge have been recognised in the statement of financial activities in the year to 31 March 2013:

2013 2012 £’000 £’000

Amounts charged to the statement of financial activities:

Current service cost 429 611

Curtailment and Settlements - 6

429 617

Other finance (income)/cost:

Interest cost 1,496 1,840

Expected return on assets (1,641) (1,830)

Net charge to other finance cost/(income) (145) 10

Total statement of financial activities charge 284 627

Actuarial gain/(loss) recognised:

Actual return less expected return on pension scheme assets 2,311 (1,562)

Experience (gain)/loss on pension scheme liabilities (11) 4,509

Gain from the change in pension increase policy - -

Change in financial assumptions underlying the present value of the scheme liabilities (553) 793

Total actuarial gain/(loss) recognised 1,747 3,740

57


History of experience gains and losses

2013 2012 2011 2010 2009

Defined benefit obligation (£’000) (31,880) (30,025) (33,432) (40,180) (23,868)

Plan assets (£’000) 31,856 27,624 26,939 24,806 18,493

Deficit (£’000) (24) (2,401) (6,493) (15,374) (5,375)

(Gain)/loss on scheme assets:

Amount (£’000) 2,311 (1,562) (76) 4,301 (6,089)

% of Scheme assets at end of year 7.3% -5.7% -0.3% 17.3% -32.9%

Experience (gain)/loss on scheme liabilities:

Amount (£’000) (11) 4,509 2,345 10 997

% of Scheme liabilities at end of year 0.0% 15.0% 7.0% 0% 4.2%

Total actuarial (gain)/ loss recognised:

Amount (£’000) 1,747 3,740 9,652 10,206 2,784

% of Scheme liabilities at end of year 5.5% 12.5% 28.9% 25.4% 11.7%

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 15 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.

58

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 £55,576,350 (2012 £55,820,610) and its net incoming resources for the year were £458,754 (2012: £830,670).

The company made an unrealised gain on investments of £504,966 (2012: loss (£174,655)), recognised a defined benefit pension scheme deficit of £2,401,000 in May 2012 on which an actuarial gain of £1,747,000 arose in the year. The company’s net increase in funds was £2,710,720 (2012: decrease £2,103,288).

11 Tangible assets

Group Long Short leasehold leasehold Furniture, Freehold improve- improve- fixtures Motor property ments ments & fittings vehicles Total £ £ £ £ £ £

Cost

At 1 April 2012 15,699,578 4,464,456 862,775 9,430,391 3,393,480 33,850,680

Additions 716,757 - 266,429 1,121,889 499,236 2,604,311

Disposals (32,490) (270,915) (303,405)

At 31 March 2013 16,416,335 4,464,456 1,129,204 10,519,790 3,621,802 36,151,587

Depreciation

At 1 April 2012 2,159,380 479,230 559,107 7,449,598 2,590,847 13,238,162

Charge for the year 277,381 78,160 81,636 893,406 430,794 1,761,377

Disposals (32,490) (264,863) (297,353)

At 31 March 2013 2,436,761 557,390 640,743 8,310,514 2,756,778 14,702,186

Net book amounts

At 31 March 2013 13,979,574 3,907,066 488,461 2,209,275 865,025 21,449,401

At 31 March 2012 13,540,198 3,985,226 303,668 1,980,793 802,633 20,612,518

Fixed assets include assets acquired under finance leases. The gross book value of these assets is £Nil (2012: £Nil), the net book value is £Nil (2012: £Nil).

59


Company Long Short leasehold leasehold Furniture, Freehold improve- improve- fixtures Motor property ments ments & fittings vehicles Total £ £ £ £ £ £

Cost

At 1 April 2012 9,405,331 3,887,118 862,775 8,926,819 3,128,426 26,210,469

Additions 209,132 - 266,429 1,044,065 429,661 1,949,287

Disposals (32,490) (270,915) (303,405)

At 31 March 2013 9,614,463 3,887,118 1,129,204 9,938,394 3,287,172 27,856,351

Depreciation

At 1 April 2012 1,598,206 252,014 559,107 7,007,552 2,398,216 11,815,095

Charge for the year 151,496 62,174 81,636 863,796 396,341 1,555,443

Disposals (32,490) (264,863) (297,353)

31 March 2013 1,749,702 314,188 640,743 7,838,858 2,529,694 13,073,185

Net book amounts

At 31 March 2013 7,864,761 3,572,930 488,461 2,099,536 757,478 14,783,166

At 31 March 2012 7,807,125 3,635,104 303,668 1,919,267 730,210 14,395,374

Fixed assets include assets acquired under finance leases. The gross book value of these assets is £Nil (2012: £Nil), the net book value is £Nil (2012: £Nil).

60

12 Investments

Group 2013 2012 £ £

Fixed asset investments:

Listed in UK (at market value) 4,811,527 4,332,968

Movements in the value of fixed asset investments listed in the UK can be explained as follows:

2013 2012 £ £

Opening market value 4,332,968 4,539,874

Management charges (31,636) (32,251)

Purchases of investments 5,229 -

Unrealised gain/(loss) on investments held 504,966 (174,655)

Closing market value 4,811,527 4,332,968

Quoted securities are represented by:

2013 2012 £ £

UK Equity shares and funds - 480

UK Investment trusts and unit trusts 4,811,527 4,332,488

4,811,527 4,332,968

The quoted securities include Alpha CIF for Endowments, income units, representing 99.9% of the portfolio.

Company 2013 2012 £ £

Fixed asset investments:

Listed in UK (at market value) 4,809,845 4,331,286

Paid up shares: 100% holding in Helping Sense Limited 30,000 30,000

4,839,845 4,361,286

61


Movements in the market value of fixed asset investments listed in the UK can be explained as follows:

2013 2012 £ £

Opening market value 4,331,286 4,538,192

Management charges (31,636) (32,251)

Purchase of investments 5,229 -

Unrealised gain on investments held 504,966 (174,655)

Closing market value 4,809,845 4,331,286

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. There is no readily available market value for the company and accordingly it is accounted for at cost. The trustees believe that the carrying value of the investment is supported by the underlying net assets.

Quoted securities are represented by:

2013 2012 £ £

UK Equity shares and funds - 480

UK Investment trusts and unit trusts 4,809,845 4,330,806

4,809,845 4,331,286

The quoted securities include Alpha CIF for Endowments, income units, representing 99.9% of the portfolio.

62

13 Debtors

Group 2013 2012 £ £

Trade debtors 3,907,567 2,537,690

Taxation recoverable 150,745 179,679

Other debtors 641,347 519,043

Prepayments 2,749,930 2,327,960

7,449,589 5,564,372

No amounts included above fall due after more than one year.

Company 2013 2012 £ £

Trade debtors 1,920,186 1,202,672

Amounts owed by group undertakings 379,643 262,248

Taxation recoverable 150,745 179,679

Other debtors 317,882 320,788

Prepayments 2,659,963 2,210,871

5,428,419 4,176,258

No amounts included above fall due after more than one year.

14 Creditors (amounts falling due within one year)

Group 2013 2012 £ £

Bank loans (note 15) 47,845 45,067

Other loans 9,000 9,000

Obligations under finance lease contracts (note 15) - -

Trade creditors 1,018,729 938,352

Taxation and social security 1,016,872 991,039

Accruals and other creditors 2,730,971 2,561,061

Deferred income 136,399 58,376

4,959,816 4,602,895

63


Company 2013 2012 £ £


Obligations under finance lease contracts (note 15) - -

Trade creditors 1,014,015 930,857

Taxation and social security 747,138 723,229

Accruals and other creditors 2,215,279 2,184,538

3,985,432 3,847,624

15 Creditors (amounts falling due after more than one year)

Group 2013 2012 £ £

Bank loans 685,083 732,928


712,083 768,928

Company 2013 2012 £ £

Other loans 27,000 36000

The bank loan is in respect of 43 Middlesex Street, Glasgow and Fleuchar Street, Dundee which was financed by HBOS who have first charge on the properties. 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:

2013 2012 £ £

Within one year 47,845 45,067

Between one and two years 47,845 45,067

Between two and five years 114,118 164,741

Over five years 475,275 523,120

685,083 777,995

At 31 March 2013 the Charity had no obligations under finance leases.

64

16 Share capital

The charity 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 Charity being wound up.

17 Movements in fundsGroup Income, Resources gains, expended Balance at Balance at losses and and 31 March 1 April 2012 transfers in transfers out 2013 £ £ £ £

General

Total general 14,857,524 83,366,948 77,586,679 20,637,794

Designated

Working with adults 8,220,794 1,030,397 1,514,095 7,737,096

Working with children 4,517,562 - 1,081,995 3,435,567

Working with older people 1,600 - - 1,600

Campaigns and publicity 309,204 3,815 203,020 109,999

Quality, training and staff development 159,397 - 74,605 84,792

Work in Scotland 5,908,768 1,256,666 344,625 6,820,809

International work 57,161 165,000 57,161 165,000

Total designated 19,174,486 2,455,878 3,275,501 18,354,863

Restricted

Working with adults 3,748,774 806,027 1,670,813 2,883,988

Working with children 752,698 387,457 428,152 712,003

Working with older people 86,897 2,020 16,059 72,858

Campaigns & awareness 876 112,368 108,516 4,728

Quality, training and staff development 11,691 3,781 - 15,472

Work in Scotland 2,680,346 1,508,919 1,324,040 2,865,225

International work 104,103 1,104,215 1,177,033 31,285

Total restricted 7,385,385 3,924,787 4,724,613 6,585,559

Endowment

Working with adults 447,393 8,623 438,770

Total endowment 447,393 8,623 438,770

Total funds 41,864,788 89,747,614 85,595,416 46,016,986

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Company Income, Resources gains, expended Balance at Balance at losses and and 31 March 1 April 2012 transfers in transfers out 2013 £ £ £ £

General

Income, gains, losses and transfers in, excluding pension deficit - 58,448,510 - -

Pension deficit (note 10) - 2,377,000 - -

Total general 10,857,443 60,825,510 55,354,777 16,328,176

Designated

Working with adults 8,220,794 1,030,397 1,514,095 7,737,096

Working with children 4,517,562 - 1,081,995 3,435,567

Working with older people 1,600 - - 1,600

Campaigns and publicity 309,204 3,815 203,020 109,999

Quality, training and staff development 159,397 - 74,605 84,793

Total designated 13,208,557 1,034,212 2,873,715 11,369,054

Restricted

Working with adults 3,748,775 806,027 1,670,813 2,883,989

Working with children 752,698 387,457 428,152 712,003

Working with older people 86,897 2,020 16,059 72,858

Campaigns & awareness 876 112,368 108,516 4,728

Quality, training and staff development 11,691 3,781 - 15,472

Total restricted 4,600,937 1,311,653 2,223,540 3,689,050

Endowment

Working with adults 447,393 - 8,623 438,770

Total endowment 447,393 - 8,623 438,770

Total funds 29,114,330 63,171,375 60,460,655 31,825,050

Unrestricted funds

Unrestricted funds are held for the general purposes of the charity as set out in its governing document.

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Designated fundsDesignated 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. Funds are transferred from unrestricted funds when particular projects are set up.

Restricted fundsRestricted 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 fundsThe 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.

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18 Analysis of net assets between fund balances

Net assets at 31 March 2013 were analysed between the funds as follows:

Group General Designated Restricted Endowment Total £ £ £ £ £

Tangible fixed assets 12,638,841 4,662,847 3,708,943 438,770 21,449,401

Investments 4,811,527 - - - 4,811,527

Net current assets 3,573,509 14,042,016 2,876,616 - 20,492,141

Long term liabilities (712,083) (712,083)

Pension liability (24,000) (24,000)

Total 20,287,794 18,704,863 6,585,559 438,770 46,016,986

Company General Designated Restricted Endowment Total £ £ £ £ £

Tangible fixed assets 12,027,279 - 2,317,117 438,770 14,783,166

Investments 4,839,845 - - - 4,839,845

Net current assets (487,948) 11,369,054 1,371,933 - 12,253,039

Long term liabilities (27,000) - - - (27,000)

Pension liability (24,000) - - - (24,000)

Total 16,328,176 11,369,054 3,689,050 438,770 31,825,050

19 Capital commitments

Sense Scotland have £300,000 designated for Capital and Investments, to be used for satellite TouchBases.

Sense holds designated funds for planned future projects, but does not treat them and capital commitments.

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20 Contingent liability

Contingent liabilities of £1,196,000 (2012: £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 2013 the Charity had annual commitments under non-cancellable operating leases as set out below:

2013 2012

Group Land and Land and buildings Other buildings Other £ £ £ £

Operating leases which expire:

Within one year 560,351 24,799 325,620 14,163

In two to five years 871,790 62,991 1,087,316 84,712

After five years 1,498,859 - 1,462,974 -

2,931,000 87,790 2,875,910 98,875

2013 2012

Company Land and Land and buildings Other buildings Other £ £ £ £

Operating leases which expire:

Within one year 447,224 15,476 212,493 4,840

In two to five years 750,817 62,991 966,343 84,712

After five years 1,432,484 - 1,396,599 -

2,630,525 78,467 2,575,435 89,552

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22 Reconciliation of net incoming resources to net cash inflow from operating activities

2013 2012 £’000 £’000

Net incoming resources before revaluation 1,900,232 2,748,781

Difference between pension charge and cash contributions (630,000) (352,000)

Investment income received (529,219) (428,971)

Interest paid 31,636 52,530

Investment management charges 45,227 32,251

Depreciation 1,761,378 1,776,416

(Profit) on sale of tangible fixed assets (27,385) -

(Increase)/decrease in stocks (113,038) 61,016

Decrease/(increase) in debtors (1,885,217) 667,055

(Decrease)/increase in creditors 354,143 (211,478)

Net cash inflow from operating activities 907,757 4,345,600

23 Reconciliation of net cash flow to movement in net liquid resources

2013 2012 £’000 £’000

Increase/(decrease) in cash in the year (1,238,423) 3,164,820

Cash outflow/(inflow) from loans and lease financing 54,067 88,908

Changes resulting from cash flows (1,184,356) 3,253,728

Net liquid resources at 1 April 2012 18,175,547 14,921,819

Net liquid resources at 31 March 2013 16,991,191 18,175,547

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24 Analysis of changes in net liquid resources

At At 1 April Cash Other 31 March 2012 flows changes 2013 £ £ £ £

Cash at bank and in hand 18,998,542 (1,238,423) - 17,760,119

Debt due within one year (54,067) 54,067 (56,845) (56,845)

Debt due after one year (768,928) - 56,845 (712,083)

18,175,547 (1,184,356) - 16,991,191

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 2013 are shown below:

Sense Scotland 2013 2012 £ £

Incoming resources 20,978,231 19,761,524

Resources expended 19,571,646 (17,890,608)

Net movement in funds 1,406,585 1,870,916

Assets 14,827,176 13,476,667

Liabilities (1,477,510) (1,533,587)

Funds 13,349,666 11,943,080

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Sense International 2013 2012 £ £

Incoming resources 1,748,944 1,547,395

Resources expended 1,714,053 (1,500,198)

Net movement in funds 34,892 47,197

Assets 1,436,261 1,059,005

Liabilities (593,991) (251,627)

Funds 842,270 807,378

Coventry Society for the Blind 2013 2012 £ £

Incoming resources - 2

Resources expended - (2)

Net movement in funds - -

Assets - -

Liabilities - -

Funds - -

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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 2013 is shown below:

Helping Sense Limited 2013 2012 £ £

Turnover 2,378,514 2,014,413

Cost of Sales (628,893) (499,909)

Gross Profit 1,749,621 1,514,504

Operating Expenses (1,517,402) (1,263,963)

Net profit 232,219 250,541

Assets 264,728 282,641

Liabilities (234,728) (252,641)

Net assets 30,000 30,000

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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

“Awareness”Andrew Mitchell Christian Charitable TrustAshburton Community School Croydon – Development TrustAudrey Earle Charitable TrustBaron Davenport’s Charity TrustBartle Family Charitable TrustBBC Children In Need AppealBlatchington Court TrustD J H Currie Memorial TrustDouglas Arter Foundation (ex The Good Neighbours Trust)EcorysExecutors of Lawrence Harris DeceasedFreddie Wakeham Charitable TrustGarfield Weston FoundationGruntvigHilda Richmond Discretionary SettlementJ N Derbyshire TrustJoseph Strong Frazer TrustMiss W E Lawrence 1978 Charitable SettlementPaul Bassham Charitable SettlementRed Rose Charitable TrustRichard Radcliffe Charitable TrustRoyal Masonic Trust for Girls and BoysSantander Foundation (ex Abbey National Charitable Trust Ltd)SFIA Educational TrustSir John Eastwood Foundation

SUPPORTERSMAJOR

Sir John Priestman Charity TrustSmith Charitable TrustSteven Bloomfield No.2 Charitable TrustThe 1989 Willan Charitable TrustThe Albert Hunt TrustThe Annette Duvollet TrustThe Annie Tranmer Charitable TrustThe Anson Charitable TrustThe Audrey Earle Charitable TrustThe Ballinger Charitable TrustThe Beatrice Laing TrustThe Blair FoundationThe Camelia TrustThe Connie & Albert Taylor Charitable TrustThe Constance Green FoundationThe Constance Travis Charitable TrustThe David Uri Memorial FoundationThe Dorothy Howard Charitable TrustThe D’Oyly Carte Charitable TrustThe Dragonfly Charitable TrustThe Eagle Charity TrustThe Eleanor Rathbone Charitable TrustThe Emerton-Christie CharityThe Ernest Kleinwort Charitable TrustThe Essex Youth TrustThe Eveson Charitable TrustThe Felicity Wilde Charitable TrustThe Fifty FundThe Florence Shute Millenium TrustThe Friarsgate TrustThe Fulmer Charitable Trust

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The G J W Turner TrustThe Geoff and Fiona Squire FoundationThe George & Esmee Pollitzer SettlementThe Gordon Gray TrustThe Grand Charity of Freemasons (inc. gifts from individual Lodges)The Hadley TrustThe Hale Chapter (Freemasons Middlesex Lodge)The Harborne Parish Lands CharityThe J Reginald Corah Foundation FundThe Jack and Ada Beattie FoundationThe Janet Nash Charitable SettlementThe John and Lucille van Geest FoundationThe Kelsey TrustThe Lady Hind TrustThe Lillie C Johnson Charitable TrustThe Maud Elkington Charitable TrustThe Merchant Venturers’ CharityThe Michael and Ilse Katz FoundationThe Mickleham TrustThe Mickleham TrustThe Minto Charitable TrustThe Misses C M Pearson & MV Williams Charitable TrustThe Myristica TrustThe Oakdale TrustThe Open Gate TrustThe Peacock Charitable TrustThe Peter Storrs TrustThe Princess Anne’s Charities TrustThe Rank FoundationThe Robert & Marjorie Bushby Charitable Trust The Robert Hall FoundationThe Ronald Cruickshanks FoundationThe Simon and Elizabeth Batey Charitable TrustThe Sovereign Healthcare Trust

The Sylvia & Colin Shepherd Charitable TrustThe Tanner TrustThe Thomas Farr CharityThe Thomas J Horne Memorial TrustThe Toler FoundationThe Violet Helen Dixon C.T.The Vision CharityThe Wilfred & Elsie Elkes Charity FundThe Wolfson FoundationWaynflete Charitable TrustWray Family Charitable Trust

Sense International

The Sylvia Adams Charitable TrustThe Ashmore FoundationThe Big Lottery FundCLSA Chairman’s Trust Department for International Development The Equitable Charitable TrustThe European UnionIron MountainKnadelStates of Guernsey (Overseas Aid Commission)States of Jersey (Overseas Aid Commission)The James Tudor FoundationVitol Foundation

Sense Scotland

A M Pilkington’s Charitable TrustThe Margaret Murdoch Charitable TrustAlexander Moncur’s TrustThe Big Lottery FundPeople’s Postcode Lottery TrustNorthwood Charitable TrustThe Robertson TrustEsmee Fairbairn FoundationMail MarketingWilson Andrew

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Charity Information

Registered Address101 Pentonville Road, London, N1 9LG

Tel: 0300 330 9250Fax: 0300 330 9251Text: 03003309252Email: [email protected] Number: 289868Company Number: 1825301

Auditors: PricewaterhouseCoopers LLPBenson House, 33 Wellington Street, Leeds, LS1 4JP

Bankers: National Westminster Bank plcKings Cross Branch, 266 Pentonville Road, London, N1 9LE

Solicitors: Anthony Collins Solicitors LLP134 Edmund Street, Birmingham, B3 2ES

Insurance Advisors: Willis LtdStuart house, Caxton Road, Fulwood, Preston, PR2 9RW

Contact details for Sense’s main offices in England, Scotland, Cymru and Northern Ireland will be shown on the back page of the final typeset version.

Sense and Sense International 101 Pentonville RoadLondon N1 9LG

Tel: 0300 330 9250Fax: 0300 330 9251Text: 0300 3309252Email: [email protected]: www.sense.org.uk

Sense Northern Ireland Sense Family CentreThe Manor House51 Mallusk RoadMalluskCounty Antrim BT37 9AA

Tel/text: 028 9083 3430Fax: 028 9084 4232Email: [email protected]

Sense Cymru Ty Penderyn26 High StreetMerthyr Tydfil CF47 8DP

Ffôn/tel: 0845 127 0090Ffacs/fax: 0845 127 0091Testud/text: 0845 127 0092Email: [email protected]

Sense Scotland 43 Middlesex StreetKinning Park Glasgow G41 1EE

Tel: 0141 429 0294Fax: 0141 429 0295Text: 0141 418 7170Email: [email protected]: www.sensescotland.org.uk

Documents

Sense annual report and accounts 2013