livability annual report 2013-2014

This book tells you what Livability did in the last year

2013-2014

Company Registration Number 5967087

Registered Charity Number 1116530

LIVABILITYReport and Accounts

Year Ended 31 March 2014

Livability Annual Report & Accounts 2014

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CONTENTS

Page No

A Message from our Patron, HRH The Princess Royal 3

Trustees’ Report incorporating:

Introduction 4

Principal Activities, Core Values and Objects 6

Structure, Governance and Management 9

Strategic Report, incorporating:

Achievements and Performance 13

Financial Review 21

Plans for Future Periods 27

Principal Risks and Uncertainties 29

Statement of Trustees’ Responsibilities for the Financial Statements 32

Independent Auditor’s Report to Members of Livability 33

Consolidated Statement of Financial Activities 35

Group and Charity Balance Sheets 36

Consolidated Cash Flow Statement 37

Notes to the Financial Statements 39

Thank You to our Supporters 60

Reference and Administrative details of Livability, its Trustees and

Advisors

61


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A MESSAGE FROM OUR PATRON, HRH THE PRINCESS ROYAL


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INTRODUCTION

A message from Caroline Armitage, Chair of the Livability Board of Trustees

Since taking on the role of Livability Chair in July 2013, I have enjoyed every moment spent steering

this brave and caring organisation so that it can fulfil its commitment to supporting disabled and

disadvantaged people in the UK and beyond. As the largest Christian Disability Charity, supporting

over 1000 disabled people every day, we are dedicated to full inclusion and equality, driven by our

strong Christian faith and heritage.

I am delighted that our charity has performed so well during 2013/14 in spite of a tough economic

climate which has challenged the voluntary sector like never before.

Our continued growth is a real credit to all Livability staff, volunteers and supporters.

The highlights of my year are undoubtedly the many opportunities I have had to meet some of the

disabled people we support, as I spent time in our services, and being able to get to know them

better.

Seeing the real difference that we make to their lives is incredibly humbling and inspiring.

As the organisation continues to implement its five year strategy, I strongly believe we can look

forward to even greater achievements in 2014/15 and I would like to thank Livability’s staff, volunteers

and supporters for their dedication and generosity.

Caroline Armitage

Chair of the Board of Trustees


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A message from Dave Webber, Livability’s Chief Executive

My first year as Livability’s Chief Executive has been incredibly rewarding.

I have worked for the organisation for many years in other roles, but it is a great privilege now to be

able to lead its growth and plan for its future.

The care and support we provide is more relevant than ever as many of the disabled and

disadvantaged people we support see their living standards threatened in a difficult climate where

funding cuts have so deeply affected the social care sector and society in general.

Livability has a key role to play in preventing disabled people from being marginalised. My role is to

make sure that we continue to offer disabled and disadvantaged people real choices and

opportunities. Their independence and well-being depend on it.

This year we had to make difficult but necessary decisions, such as the closure of our much-loved

Hinwick Hall College after more than 70 years of service to young people with disabilities.

Livability is blessed with dedicated staff and volunteers and with faithful supporters. Together we can

look forward to seeing the organisation thrive as we further implement our ambitious and bold five-

year strategy.

Dave Webber

Chief Executive


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PRINCIPAL ACTIVITIES AND CORE VALUES

Livability exists to provide opportunity and support to the lives of disabled and disadvantaged people.

We are also committed to ensuring that every individual has an equal opportunity to reach their full

potential.

We work for all who need our services and can benefit from what we can offer and our aim is to place

disabled and disadvantaged people at the core of all we do. We offer a wide and diverse range of

services, working with people of all ages, aimed at providing independence and opportunity. The

main areas of work are:

21 high quality residential care homes, 3 of which offer nursing care.

5 domiciliary/Supported Living lifestyle services with an additional 10 services registered to

provide care and support to the community.

2 Further Education Colleges and 1 school with a Post-19 provision for 6 adults, all with

registered care provision.

holiday provision in our accessible self-catering properties and hotel

business Enterprise training and support for disabled people to set up and manage their own

businesses.

a Community Engagement team that works with Christian community activists and supports

churches in tackling poverty and related social issues.

brain injury and spinal cord injury rehabilitation services that operate in the UK and overseas

including India, Bangladesh, Vietnam, Malaysia, Sri Lanka and Nepal.

raising awareness of issues that are most important to disabled people and seeking to

influence government policy, change attitudes towards disabled people and make sure that

the voices of our disabled service users are heard.

Vision: Our vision is of a transformed society where disabled and disadvantaged people can live life

to the full.

Mission: Inspired by our Christian ethos, we work with disabled and disadvantaged people to

achieve real choice, independence and opportunity. We do this through our expertise, the breadth

and quality of our services and by campaigning for change.


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Values:

We value all people: We believe in the equality and unique value of every individual, and

create opportunities for people to fulfil their potential and live life to the full.

We work together: We work together in partnership not just with those who use our services,

but with their families, local communities and other organisations.

We invest in our staff: We value the people who work for us and with us, developing their

skills and confidence.

We are professional: We seek to deliver services of the highest quality and constantly seek

to improve through listening, reflecting, learning and action.

We exercise responsible stewardship: Making the best possible use of and conserving

scarce resources is vital to us.

We challenge injustice: Working closely with disabled and disadvantaged people, we

challenge injustice, using our research and expertise to achieve real change.

Ethos:

Livability derives its inspiration and values from the life and message of Jesus Christ and the

Christian faith. These Christian beliefs shape what we do and provide the basis on which our

work is founded.

Our ethos and values that flow from it are an expression of our shared commitment to put into

practice the teaching of Jesus Christ and our understanding of how God calls us to work in

the world.

We warmly welcome people of all faiths or none to work with us, asking them only to share

our commitment to living out our values through their work and serving all unconditionally.

Objects:

Livability is established for the public benefit and for charitable purposes according to the laws of

England and Wales. The Objects of the Charity are:

to assist or educate any person in charitable need and, in particular but without limitation, any

disabled person and the parents, guardians and carers of such people by whatever means;

and

to provide facilities, support, advice and assistance for Christian congregations, other

Christian groupings and community groups seeking to alleviate charitable needs.

These Objects are pursued in each case in a manner which authenticates the Christian Faith and its

moral principles in a spirit of love and practical Christian service.

For the purposes of these Objects, “Christian Faith” means the Faith as revealed and expressed in

the Holy Scriptures, both Old and New Testaments.


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Our strategic goals:

To guide our work, Livability’s Chair, Board of Trustees and Directors Management Team have

agreed the following strategic goals to build and secure Livability’s future over the next five years.

By 2017, we will be the provider of choice, in our chosen geographical areas, of our specialist

services. We will:

have a reputation for services that are high quality, value for money and flexible.

place individual choice, empowerment and respect at the centre of all we do, with customers

and other stakeholders fully involved in measuring the quality of our business.

be able to demonstrate that we are governed, led and managed efficiently and effectively.

be able to demonstrate social impact and community engagement by strategically partnering

with the Church to create socially inclusive communities.

Public Benefit:

The Trustees have complied with their duty to have regard to the public benefit guidance published by

the Charity Commission in exercising powers and duties to which the guidance is relevant. In

preparing this report and the accounts, the Trustees have demonstrated their compliance with the

requirements set out in the guidance by:

providing a review of the significant activities undertaken by the Charity to carry out its

purposes for the public benefit.

providing details of purposes and objectives.

providing details of the strategies adopted and activities undertaken to achieve the purposes

and objectives.

providing details of the achievements by reference to the purposes and objectives set.


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STRUCTURE, GOVERNANCE AND MANAGEMENT

Livability is a registered Charity (Charity Registered No. 1116530) and a company limited by

guarantee (Company Registered No. 5967087) governed by its Articles of Association dated 7th

November 2013. In the event of winding up, each Member’s liability is limited to £1. Originally

registered as Grooms-Shaftesbury, Livability was established in 2007 following a merger between

The Shaftesbury Society and John Grooms, to combine the resources of these two charities. By then,

Shaftesbury and John Grooms had served disabled people for over 150 years. Their merger created

the UK’s largest Christian disability charity.

The Board of TrusteesThe Board of Trustees is a strategic and oversight Board responsible for the governance of Livability

and ensuring that all activities are within its charitable objects. It sets the overall direction for the

charity through strategic and operational business plans.

Trustees give their time voluntarily and receive no benefits from Livability. Some claim reasonable

expenses in connection with their duties as Trustees (these are shown in Note 7 of the Accounts).

During the year a Board task group was created to review the governance framework. In March 2014

the Board approved recommendations to reduce the superstructure of committees to enable the

Board to make overarching strategic decisions more effectively, free up executive time to concentrate

on running the business of the charity and Trustee time to connect with the operations and service

users. Committees responsible for strategic oversight of operations and resources together with an

audit committee responsible for risk and internal control have been retained. A nominations

committee has been established to develop succession plans for Board members along with an

advisory group to review Board performance. Additional advisory groups have been established to

review campaigning, community engagement, heritage and ethos.

The Board also accepted recommendations to strengthen the influence of service users on the

governance of the charity by increasing trustee involvement in the Service Users’ Partnership Board

and increasing the resources available to it.

During the year, Livability adopted revised Articles of Association which were completely overhauled

in line with best practice and in compliance with the Companies Act 2006. Amongst other things,

opportunity was taken to streamline the rotational provisions to facilitate more effective succession

planning.

The progressive approach taken by the Board has been enhanced through the recent appointment

of new trustees contributing a wealth of experience and bringing relevant additional skills. All new

trustees undertake a comprehensive induction process designed to enable them to contribute


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effectively at an early stage. Through the use of Away Days, all trustees are given topical awareness

of current issues and challenges arising from the wider context in which Livability operates.

The Board approves and regularly reviews the framework reserving matters for Board decision and

for delegating authority to the Chief Executive Officer and the Executive Management Team.

The Chief Executive Officer

The Chief Executive Officer (CEO) is responsible to the Board for the overall high-level direction and

performance of Livability, for implementation of Board policy and for the ongoing delivery of the

strategic objectives and business plans. The CEO is assisted by a group of senior executives with a

very strong operational focus, known collectively as the Executive Management Team (EMT). The

team meets on a six weekly basis throughout the year. A smaller executive team is responsible for

strategic oversight and ensuring that plans and milestones for the delivery of strategic objectives are

adhered to.

Group Structure

Subsidiary Entities and Associated Charities

The Charity has two subsidiary trading entities, as follows:

Livability Contracting Services Limited is engaged in construction and other contracting services on

behalf of Livability.

Livability Icanho Limited provides brain injury rehabilitation services at our Icanho centre in Suffolk.

Any net surplus arising in these companies is gift-aided to Livability.

As the corporate Trustee and sole legal member, Livability fully consolidates the results of The

Shaftesbury Society and John Grooms, together with the active trading subsidiaries noted above.

In addition, the financial results of Kingsley Hall Church and Community Centre (KHC&CC - a

company limited by guarantee and registered as a charity), of which Livability is the sole company

law member, are consolidated into the accounts of Livability.

Livability also includes the results of Livability Ireland (a company limited by guarantee and

registered as a charity in the Republic of Ireland), which supports the development of spinal injury

rehabilitation services in a number of South Asian countries. Livability provides both financial and

non-financial support to this charity.


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Currently the two remaining subsidiaries, Shaftesbury Care Limited and Grooms-Shaftesbury

Limited, are both dormant.

Trusts

In 2007 all but two trusts were vested in the corporate Trusteeship of Livability. The Shaftesbury

Society remains the sole and corporate trustee of the Samuel Hale Bibby Endowment Fund whilst

KHC&CC is the sole and corporate trustee of Kingsley Hall, Dagenham.

Employment of Disabled PeopleAs a charity supporting disabled people and building on the work of our Enterprise Agency which runs

programmes to support people to set up their own business, we want to do more to make Livability an

organisation where disabled people choose to work. Currently 4.7% of employees have declared

themselves to have a disability (2013: 3.9%). As part of our Equality and Diversity policy, we commit

to making adjustments to meet the needs of disabled job applicants, employees and volunteers. We

are members of the ’Two Ticks - Positive About Disabled People’ scheme and, as such, we commit to

interviewing all disabled applicants who meet the minimum criteria for job vacancies, and will consider

them solely on their ability to do the job. We make every effort when employees become disabled to

make sure they stay in employment and are able to access learning and development and career

opportunities. Disability awareness training for all employees and volunteers is part of our core

training programme. We recognise that we have more to do in this area, particularly in involving

disabled employees in how we improve ways of attracting and retaining people with a disability. This

will form part of our equality objectives, set and monitored by our Diversity Steering Group.

Employee EngagementWe have some 1,200 (full-time equivalent) people working for us across a wide range of different

units or projects and we are very proud of their commitment, which is at the heart of providing quality

services to the people we support. We work hard to involve and engage effectively with our people,

commissioning a review of internal communication during the year to gain feedback on what works

and where we could improve. We met quarterly with our Employee Forum, as a representative body,

to share information and obtain their views on a range of issues, including organisational performance

and our strategic review process. During 2013/14 we also established local employee forums based

on our ‘hubs’ of services to involve employees in local issues as well as feeding into the national

forum. In November we held a celebration evening for our work. Staff and volunteers nominated 31 of

their colleagues for outstanding contribution, of which five individuals and one team received The

Princess Royal Livability Award directly from our patron HRH The Princess Royal.

Use of Volunteers

During 2013/14 Livability has again benefited from a high level of commitment and superb work from

volunteers across the Charity. From trusteeship to gardening to Friends Groups, the beneficiaries of


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Livability, spanning all generations, have been supported indirectly or directly by volunteers. Around

200 people have volunteered with us during this period, some for the first time, others as long-term

volunteers continuing to support the dynamic vision of Livability to improve the lives of disabled and

disadvantaged people. Friends Groups have continued to have impact in supporting and fundraising

for their local project, raising money locally to be spent locally. Groups comprise local members of

the community, local Livability staff, parents of service users and service users themselves for some

groups. During the year we have developed new materials to attract and engage more effectively

with volunteers, commissioning a survey to get direct feedback. Livability recognises that there is

scope to engage far more people in a greater diversity of volunteering opportunities, from advocacy

roles and local fundraising to supporting service users in accessing a greater variety of interests in

their local community and has committed to recruiting to a dedicated role to support volunteering at

Livability.

Senior Executive PayLivability recognises that its employees are pivotal in the provision of high quality services to its

service user, student and client groups and aims to attract and retain the skilled employees required

and to reward them equitably for the roles that they carry out. Senior pay levels reflect the size of the

organisation and the range of work carried out: health and social care with clinical and nursing

services; education; and professional support services. Salaries are benchmarked against the median

for these sectors. Livability has noted the recommendations of the National Council for Voluntary

Organisations report into senior executive pay and our Remuneration Committee will be considering

these and any revisions to recommended practice during the current financial year.


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STRATEGIC REPORT: ACHIEVEMENT AND PERFORMANCE

In 2013/2014, we started putting into action our ambitious five year strategy with five objectives to

meet our strategic goals.

Our 1st objective is to deliver excellent service. In 2013/14, we:

focused on developing and supporting our six new operational hubs and started working

towards becoming the provider of choice for specialist services in the geographical areas that

they cover.

supported the hubs to offer a wide range of high quality, cost effective services that are

valued by our service users.

completed major improvement and development projects, such as finalising the construction

of our Victoria Education Centre hydrotherapy pool.

acquired a new site, the Russell Hotel in Bognor Regis, for our Ashley House care home to

provide our residents with better, more modern facilities which will help them develop their

independence further.

Our 2nd objective is to have efficient overheads. In 2013/14, we:

continued our drive to become more efficient and reduce our costs without affecting the

quality of our services or our ability to grow and innovate.

took the difficult but necessary decision to close our Hinwick Hall College. This was made

necessary by the effects of the cuts in public spending and falling student income at the

college, set against a background of rising costs. We will now focus on providing education

through our two other specialist colleges, Nash College and Victoria Education Centre.

reshaped our holiday provision to make it more sustainable.

continued to tackle our pension deficit.

reviewed a range of overhead areas and renegotiated some key supply agreements.

Our 3rd objective is to implement effective decision making. In 2013/14, we:

used our new hubs structure and streamlined Central Office functions to be able to make

decisions and changes swiftly and effectively.

nurtured a culture where our staff and volunteers all feel part of ’One Livability’ and believe

that they have the opportunity to make a difference to the lives of some of the most

disadvantaged and vulnerable people in our society.

put in place new ways of working, such as: an internal Dashboard, to monitor progress

against our Five Year Strategy objectives; a new Executive Management Team (EMT) group

that better represent our services leadership; and a new internal auditing process.


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Our 4th objective is to increase our income. In 2013/14, we:

maximised and developed our fundraising activities by putting in place a new fundraising

strategy to be able to show our donors how the funds they generously donate can transform

lives every day.

capitalised on opportunities for growth of our services, for example by building on the success

of the Enterprise Agency which will now be able to help an additional 1,700 disabled and

disadvantaged people become self-employed.

kept the voids in our residential units to a minimum. At the end of the financial year,

residential vacancies had reduced to 14 (5.24%) from 15 (5.60%) at the year start.

Our 5th objective is to do what we say we will. In 2013/14, we:

provided services for disabled people and shaped by disabled people, at a time when they

are facing increasing financial pressure. Through our Service Users Involvement team and by

listening closely to the feedback that our beneficiaries and their families and carers give us,

we continued to put the views of disadvantaged people at the heart of everything we do.

increased our commitment to improving our services by forming a Quality and Practice

Development Team to link care provision, feedback from service users and quality of

provision into a continuous improvement cycle to ensure our services are safe, caring,

effective, responsive and well led. We have developed a quality assurance framework and

audit tools which include impact and outcome assessments, which we will develop further

through 2014.

used our links with Churches to have a real social impact on communities and to promote

inclusion for disabled and disadvantaged people.

Our activities for 2013/14

Our charity provides a wide range of rehabilitation, care and education services for disabled and

disadvantaged people for the public benefit. Working with individuals from the age of 4 into adulthood,

all of our services put those we work with at their core and strive to provide opportunities for people to

take control of their lives.

Highlights

Provided education, and learning opportunities to over 200 children and young people

through our school and colleges.

Supported over 270 people through our care homes.

Helped more than 300 clients to engage with and contribute to their communities through our

Lifestyle Programmes.


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Cared for 130 people at our brain injury rehabilitation service, Livability Icanho.

Trained 400 people and 40 organisations through our Happiness Course who are now able to

deliver the material in their local community and champion community cohesion and well-

being.

Gave the opportunity through our Enterprise Agency to 628 disabled and disadvantaged

people to set up their own businesses.

Enabled the Spinal Injury Rehabilitation Centre in Nepal through our Livability Overseas team

to increase its bed capacity to 50 and gain government recognition as a national rehabilitation

centre.

Influenced audiences of an average 17m people every month through the media coverage

generated by our various activities.

Won through our communications activities the IVCA Clarions Gold Award in the short

film/video illustrating a third sector campaign category.

Launched new microsites for our education establishments and a new e-newsletter and blog

for the organisation.

Provided online information about Livability and our services to a monthly average of 8,000

visitors to our website.

Developed a new fundraising strategy to ensure that we are able to maximise our income

and communicate effectively with existing and potential supporters.

Education Services

Livability has provided education and learning opportunities to over 200 children and young people

through our school and colleges. Through individually tailored programmes of learning, children and

young people are supported to gain the skills and knowledge they need to live lives that they choose.

Students are encouraged to pursue outside interests and an active social life and develop links not

just with their peers but also in the wider community. We supported young people in developing skills

that maximise their personal independence and choice. We also provide life and work skills

development opportunities that prepare for them for their future beyond education.

Residential Care and Lifestyle Programmes

Our care homes, some of which also provide nursing care, have supported over 270 people who live

with us for periods of anything from a few weeks of respite care to many years. The personalised

care, support and encouragement provided by our specialist staff ensure that every individual has

opportunities to learn practical and coping skills, regain confidence and take control of their lives to

achieve their goals and ambitions. For some, this means continuing to make their own decisions and

define and manage their care and the way they spend their time; for others, it is planning and

learning what they will need to move on to a new phase of their life and a new home in the

community.


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Our Lifestyles programmes provided more than 300 clients with support to engage with and contribute

to their communities. The individualised support, provided by our trained and experienced staff, has

helped service users to grow their networks, improve their social links, enjoy new activities and gain

skills to support their independence. Support packages are tailored carefully to the individual’s needs

and goals and are designed to develop their ability to move on and take part in activities with reduced

staff support and ultimately where appropriate independently. The support provided has, for some, led

to work experience, volunteering and employment.

Brain Injury Rehabilitation Service

Livability Icanho has continued to deliver its comprehensive interdisciplinary specialist service for

people with acquired brain injury (e.g. stroke and trauma). Approximately 130 people have been seen

by the service in the year.

It has also completed a year long project, including the training and supervision of other staff, by the

consultant clinical psychologist and other members of the Icanho team. This has been to assist with

the emotional and psychological needs of people with stroke currently in hospital or recently

discharged. This project has now been completed.

The team ran a course on Cognitive Rehabilitation and a course on Visual Perceptual Deficits. Work

with academic units both national and international in relation to research has been further developed.

Community Engagement

While there are signs of recovery in the UK economy, it is evident that poverty and isolation continue

to have profound effects on people’s health, well-being and life opportunities. Livability remains

absolutely committed to playing its part, working particularly with the church, in helping communities

become more resilient and inclusive.

This year we completed one of our biggest ever pieces of church and community engagement work

delivering a partnership with the Diocese of Durham to benefit the many urban and rural parish

churches in the area.

The department now focuses both on delivering high quality training and support for churches

alongside spearheading Livability’s campaigning to seek justice and social inclusion for disabled and

disadvantaged people. To communicate this broadened remit, our well established Community

Mission team this year became the Community Engagement Directorate.

Over the last 12 months a brand new training resource Everybody Welcome? was developed to

support the Churches Inc charter. It has impacted a number of churches including a large central

London church with over 4000 regular attendees.


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With over 1 million people expected to suffer from Dementia by 2020 Livability’s Dementia Friendly

Churches programme has continued to train and resource churches to respond helpfully. This year

Livability became a strategic partner with the Alzheimer’s Society and trained over 500 people.

As part of Livability’s response to a decline in individual and community well-being, The Happiness

Course was published. This year over 400 people attended the course and 40 organisations were

trained and licensed to deliver the material in their local community.

Our 15 link churches, where we are trustees or own the freehold, help us deliver our community

engagement objectives. Across these churches over 5,000 people were supported through youth

clubs, older people’s activities and other community programmes.

Livability continues to partner with Greenbelt, and we were delighted when the event received a silver

award for its disability access from accessible venue campaigners Attitude is Everything. This year’s

festival also gave us the opportunity to lead workshops on inclusion and well-being to over 1,000

people.

We are committed to developing tangible ways for measuring the true social impact of our work with

disabled and disadvantaged people. The social impact analysis is about recognising the story of

change which our beneficiaries, their families and wider society experience because of our

interventions.

Livability Overseas

For the past 20 years Livability's international programme has worked tirelessly to support the

development of appropriate and sustainable healthcare and rehabilitation services in some of the

world's poorest regions. These services can literally mean the difference between life and death for

many thousands of disabled people. In 2013 the quality and impact of Livability's international

disability and development programme gained national recognition when the organisation received

the UK Civil Society Charity award for disability.

Our international programme in Nepal, Bangladesh and Sri Lanka, in partnership with local

organisations is helping to increase the quality and coverage of essential services and to strengthen

the capacity of the organisations and staff who deliver these services. In Nepal, the Spinal Injury

Rehabilitation Centre increased its bed capacity to 50 and gained government recognition as a

national rehabilitation centre.

We continue to support the development of the Asian Spinal Cord Network (ASCoN) which has

become a model cross regional platform for learning and exchange. With 85 member organisations

from 18 countries the network is a catalyst for positive change in the field of spinal cord injury

management and rehabilitation.


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In partnership with international bodies such as the International Spinal Cord Society we play a

leading role in the design and delivery of internationally significant projects such as the development

of www.elearnSCI.org. Since its launch, this resource has been accessed by over 30,000 people from

162 countries. A new project is underway to translate the elearning resource into Spanish,

Portuguese, Mandarin, Russian and French.

Enterprise Agency

The Enterprise Agency has continued to expand this year. Five new business advisers have been

recruited since November as well as an Operations Manager to oversee the day to day running of the

Agency. The expansion has been prompted by a continuation of the Enterprise Agency’s status as

lead provider for the New Enterprise Allowance (NEA) Scheme in north London. The NEA Scheme is

a Government programme which helps people on qualifying benefits to set up their own businesses.

The Enterprise Agency supports disabled and disadvantaged entrepreneurs through this process by

providing advice on how to produce a business plan, set up a budget and cash flow, and also offering

mentoring during the tough early stages of trading. This year the Enterprise Agency has had 1674

disabled and disadvantaged people start on the NEA scheme, 628 people have set up their own

businesses and 211 have been trading for over 6 months. We are always interested in hearing from

volunteers with commercial or financial experience who are interested in providing support to budding

entrepreneurs.

HolidaysLast year we restructured our accessible holiday provision to meet the demand and expectations of

the disabled people, and their families and carers, who use Livability Holidays. In 2013/14, around

2,000 people enjoyed their stay in our fully accessible holiday accommodation

Fundraising

We are extremely grateful for all the support received during the year towards our charitable work.

Donations from individuals, trusts, grant-makers and companies have helped to provide disabled and

disadvantaged people with improved facilities, support for new activities to help them live life to the

full, and self-employment training.

For example, this year we were able to open a new state-of-the-art hydrotherapy pool at Livability’s

Victoria Education Centre in Poole, Dorset, built following a successful appeal to raise £2.8 million.

Our Patron, HRH The Princess Royal and numerous supporters visited the college on the 10th

December, 2013 to celebrate the recent completion of the pool. Using the hydrotherapy pool plays an

important role in the development and the well-being of our students. Not only can it improve blood

circulation, relieve pain and relax muscles, it is a great way for them to have a lot of fun too. We could

not have done this without the support we received from many trusts and grant-makers and from the

local community.


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Legacies and donations from individuals have continued to play a vital role in our charitable activities.

We are thankful for a number of significant legacies from individuals who have been long-term

supporters of our work.

Supporters who give regularly through a committed gift, or by donating to our appeals, help us to

ensure we can fund areas of greatest need.

This year has also seen the development of support from companies and staff, contributing to both

increased income and helping to raise awareness of Livability by taking part in the London Marathon.

We have also seen significant growth in the number of Friends Groups raising money for our local

services.

Quality and Practice DevelopmentAs we moved forward into 2013/14 we increased our commitment to continually improving our

services by forming a Quality and Practice Development Team under the leadership of an Assistant

Director.

The clear strategic objective of the quality team was to link care provision; feedback from service

users; and quality of provision into a continuous improvement cycle to ensure our services are safe,

caring, effective, responsive and well-led.

We have developed a quality assurance framework and audit tools including impact and outcome

assessments, which we will develop further through 2014.

We have led the development of Active Support to personalise the support provided to our service

users. We will continue to develop this approach throughout 2014/15.

The team brings together a wide range of staff who are experts in their fields to monitor and audit all

our services.

A strategic imperative has been embedding the service user involvement officers into this new team.

They are linked with quality managers and using intelligent desktop management techniques they

prepare for and carry out joint visits to ensure that the service user voice is heard, acted upon and

where necessary lessons are learnt. We intend to invest further in our service user team so that we

can improve communication with service users and use their views to improve our services further.

We carried out our Annual Service Users Survey to ask our service users and their relatives and

friends, as well as independent health and social care professionals, what they thought about the care

and support we provide. Of those who responded, 94% agreed that we treated each of our service


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users as an individual and offered a personalised service. 92% agreed that Livability enabled our

service users to maintain the maximum level of independence, choice and control they are capable of.

98% also agreed that Livability assisted the disabled people we support to maintain confidence and a

positive self-esteem.


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RESULTS FOR THE YEAR AND RESERVES

Income and Expenditure Account

The operating environment continues to be extremely challenging and uncertain. Pressure remains

on fees and margins on public sector contracts; however Livability’s residential care services

continued to perform strongly and real growth was achieved in Enterprise services.

Livability’s income is mostly from Government and Local Authority contracts through its health, care,

education and enterprise business streams. The pressure on commissioners to reduce both fees and

the range and scope of services has continued. However, despite this, Livability’s financial

performance for the year remained in line with 2012/13.

During 2013/14 the charity made the difficult decision to close Hinwick Hall College. The pressure on

fees and a trend away from residential out-of-town placements for special educational need students,

combined with high maintenance costs for the site made the college and the site unsustainable

without significant financial support from the wider organisation.

Overall incoming resources, at £40.8m, were in line with 2012/13 performance of £40.3m, despite the

challenging environment. Net income before impairment fell to a deficit of £0.2m (2013: surplus

£1.9m), primarily due to a one-off charge of £1.1m in relation to the closure costs of Hinwick Hall

College. Expenditure overall saw an increase to £41.0m (2013: £38.4) primarily due to the college

closure costs, inflationary cost increases and one-off costs for interim staff.

Total funds fell by £0.7m to £44.7m (2013: £45.4m). The main changes other than the net deficit

were a net impairment charge of £1.7m in relation to the carrying value of Hinwick Hall and Victoria

Education Centre, a net improvement in the carrying value of other property assets of £2.0m on

revaluation and the actuarial loss on two closed final salary pension schemes of £1.2m (2013: £2.0m).

Operating cash flow remained positive at £1.0m (2013: £1.3m), the main movements in cash flow

arising from the purchase of fixed assets of £2.2m (2013: £2.5m) and proceeds from the sale of

property assets at £1.5m (2013: £0.2m).

Education services saw income for the year fall by £0.2m to £17.3m (2013: £17.5m). Income was

maintained by a strong financial performance at Nash College and school fees at the Victoria

Education Centre, offsetting a fall in student numbers and residential placements in the three

establishments and in particular at Hinwick Hall College.

Student numbers at Hinwick Hall College fell to 46 at the start of the year but with a steeper fall in

higher fee residential placements to 20 students (2013: 29) and a higher proportion of day and week-

day only students. Income was maintained by short-term transitional protection payments, limited to


22

two academic years, from the Education Funding Agency. The payments are designed to provide

some protection to colleges experiencing a reduction in student numbers due to Local Authority

budget cuts. However, the proportion of day provision students increased such that income for the

year fell from £3.9m to £3.8m before transitional relief payments. Spending on planned maintenance

was also significantly reduced following the closure announcement; however the college year end

outturn remained a deficit before costs of closure.

Nash College retained student numbers at a constant 83 throughout the year, with an increase in

income of £0.1m to £7.5m (2013: £7.4m). A major programme of planned maintenance (total

programme value of £1.2m) began following confirmation of a grant of 50% matched funding from the

Education Funding Agency. The works programme will run for 18 months to March 2015 and will

significantly improve the quality of the built environment for the students and staff.

The Victoria Education Centre and Sports College student numbers fell to 91 in 2014 (2013: 97). A

Post-19 service commenced in September 2013 with 12 students using the service in the year to

March 2014. Income from nursing, therapy and care (before Post-19) all declined and for the full year

were £0.3m lower than the prior year. This was offset partly by an increase in school fees of 5.7% on

the prior year, due to higher support needs for new students and the start of the Post-19 service.

Overall gross profit in education services fell by £0.3m to £6.1m (2013: £6.4m) and surplus before

depreciation, impairment and Hinwick closure costs fell by £0.6m to £1.5m (2013: £2.1m), with the

three establishments all seeing a fall in operating surplus.

The market and funding for special education needs placements is changing, however the full impact

of these changes is not yet understood. Livability has therefore undertaken a detailed review of the

demand and of its operating model for education services to enable a response to be implemented

and mitigating action taken to ensure the services can continue in the new market.

Residential care services also saw only a small increase in income to £13.9m in 2014 (2013: £13.7m)

The growth in income represents a good financial performance as funders are continuing to reduce

budgets and our strong management of voids has reduced the impact of commissioners taking

longer to confirm placements.

Gross margins in residential care were slightly reduced to 39% (2013: 40%) as increased costs in

direct staff payroll and agency spend (to provide short term cover for sickness and absence) offset the

increase in income. Surplus before depreciation and one-off gains in 2014 fell by £0.2m to £2.5m

(2013: £2.7m) an operating margin at EBITDA of 18% (2013: 20%).

Livability’s smaller business streams saw a consistent financial performance in both Lifestyles

services and housing services.


23

Lifestyles and supported living services income were both in line with the prior year at £2.9m (2013:

£2.9m) and the surplus before depreciation was also maintained at £0.13m (2013: £0.11m) resulting

in an operating margin of 4% for both years. Housing income was in line at £0.3m and surplus before

depreciation at £0.14m for both years.

Livability Icanho, our acquired brain injury rehabilitation service based in Suffolk, saw a further year

with no inflationary increase in its main contract with the NHS, whilst direct staff payroll and patient

transport costs continued to increase in line with clinical pay scales and rising fuel costs. Income was

maintained at £0.8m for both years however an increase in direct staff costs saw gross margin fall to

£19k (2013: £26k) and a deficit for the full year of (£95k) (2013: surplus £11k). Negotiations are

continuing with the CCG commissioners to increase the scale of the service or to restrict its scope to

bring the service back into surplus.

Livability took the strategic decision during 2013/14 to undertake a gradual and phased withdrawal

from its holidays business in the present, infrastructure-based form. A number of holiday properties

have been withdrawn from the market and sold. The remaining holidays properties continued to trade

during 2013/14; income fell to £619k (2013: £772k) and a deficit was seen for the full year of (£134k)

(2013: surplus £27k) mainly due to urgent major property repair costs and the costs of closing the

Promenade Hotel in Minehead.

The Enterprise Agency continues to be a significant success and the award of further government

grants resulted in income for the full year growing to £0.6m (2013: £19k) and an operating surplus of

£0.2m (2013: deficit £62k).

Livability’s core charitable activities were supplemented by Community Engagement continuing to be

central to the organisation’s ethos of Christian service, providing education and training for churches

on a wide range of disability, health, well-being and community projects. The charity’s net

contribution to Community Engagement work was £0.2m. The net contribution to Livability’s award

winning overseas spinal injury rehabilitation work was £0.1m.

FundraisingActive support from Livability’s donors was a significant feature of the financial year, despite the

economic climate and falling donations across the charity sector. Voluntary income fell by £0.3m to

£4.5m for the year (2013: £4.8m); net contribution from gifts and donations remained constant at

£3.4m (£2.5m unrestricted; £0.9m restricted) (2013: £3.4m; £1.4m unrestricted; £2.0m restricted).

The most significant change in voluntary income was the receipt of legacies which increased by

£0.8m to £2.2m (2013: £1.4m). Individual giving also increased by £0.2m to £0.7m (2013: £0.5m).


24

The fundraising team have put in place a new strategy and investment in growing the individual giving

donor base is planned for 2014/15.

Central Support Costs

Costs allocated to central support have increased by £0.9m to £4.4m (2013: £3.5m). Benefits have

been realised in recurring and longer term reductions in overheads from reduced central office

headcount and improved terms following contract negotiations with some key suppliers. However

these benefits are being offset, in the short term, by non-recurring interim management and central

office refurbishment costs, investment in strategic planning and business development, and the

centralisation of some support services. Governance costs have increased due to one-off costs for

the recruitment of new Trustees, the development of Livability’s five-year strategic plan and the

involvement of interim staff in the Charity’s governance processes.

A charge of £1.7m has also been reflected in the accounts for the impairment of fixed assets,

primarily at Victoria Education Centre (£1.1m) and for the site at Hinwick Hall College (£0.6m). The

impairment at Victoria Education Centre arises as a result of the cost of the new hydrotherapy pool

not being reflected entirely in an increase in total asset value for the site in addition to the downward

pressure on site values as a result of the government’s austerity programme.

Key balance sheet movements

Fixed assets have seen significant changes in the year, with additions of £2.2m, disposals and

transfers to held for sale totalling £4.2m and upward revaluations of £2.0m.

The main additions have been for the hydrotherapy pool at Victoria Education Centre of £1.4m,

opened by the Princess Royal in December 2013, in the planned maintenance programme at Nash

(50% match funded by the EFA) £140k, IT systems implementation and improved disaster recovery

£150k and new vehicles £100k, many of which were supported by fundraising by local Friends

Groups.

There were disposals of properties at Wroxham, Grove Road, a self-catering holiday property in

Clacton and the Promenade Hotel in Minehead. Cash reductions mainly arose from expenditure on

the hydrotherapy pool and other capital expenditure. At the end of the financial year a group of

properties that are surplus to requirements from Livability’s holiday portfolio and Hinwick Hall College

are being actively marketed and with the intention of disposal by the next year-end. The carrying

value of these properties is included in assets held for sale.

The transfer of responsibility for the funding of the care elements of special needs education for older

students from the Education Funding Agency (EFA) to local authorities has led to changes in payment

profiles with a number of authorities paying in advance for services. The funding profile for the


25

Enterprise work has also seen cash received ahead of the provision of services. These changes

have led to the increase in deferred income recorded in the accounts.

A significant cash outlay continues to be contributions towards deficit reduction plans for two closed

defined-benefit pension schemes, the total cash contribution for the year being £1.4m which will

increase in the 2014/15 year to £1.6m.

Prudent long-term deficit funding plans have been agreed with the Trustees of both schemes, which

are intended to fully recover the deficits by 2026. An increase of £0.4m in the reported value of

pension scheme deficits under FRS 17, at £11.5m (2012: £11.1m), arises principally from assumption

changes in member longevity, valuation changes and interest charges, increasing the net deficit by

£2.7m, less contributions to the schemes and returns from assets of £2.4m.

Bank loans have been reduced through the payment of regular instalments. There were no other

material changes in working capital throughout the year, with the organisation managing its cash

flows to ensure sufficient liquidity to continue trading at the same levels and volumes. New loans

were agreed to finance the purchase of Russell Hotel (as the site to replace the Ashley House

residential care home) and for the acquisition of four small learning disability care homes. Both

transactions completed after the 31 March 2014 year end.

Cash flow and working capitalOperating cash flows continued to be positive, although lower than in 2013/14.

Livability’s cash position at the end of the year remained strong at £7.9m, a rise of £0.2m from the

2013 balance of £7.7m as a result operating cash inflows and the proceeds from disposals exceeding

operating capital investment requirements. However £2.7m of the cash balance is represented by

restricted funds which will be invested in new facilities and the refurbishment of existing facilities.

Reserves policyThe Trustees consider a range of between five and ten weeks’ expenditure to be an appropriate level

of general reserves for Livability to hold. This allows for flexibility to cover the short-term risks and

uncertainties faced by Livability, as well as the volatility of voluntary income, the cash flow timing of

capital investment, the maintenance of adequate levels of working capital and to cover the Charity’s

contractual obligations to its staff.

The General Fund, which are those unrestricted funds not invested in fixed assets, designated for

specific purposes or otherwise committed, stood at £7.3m at 31 March 2014, equivalent to 9.8 weeks

of unrestricted General Fund expenditure (31 March 2013: £4.0m, equivalent to 5.6 weeks of

unrestricted General Fund expenditure). The main movement during the year has been the transfer

of the carrying value of assets held for disposal from designated funds to the General Fund.


26

The Property, Revaluation and Equipment Funds respectively represent the total amount (at cost or

valuation, less depreciation and direct borrowings drawn and undrawn and related property liabilities)

invested in freehold and leasehold properties and fixtures, fittings and motor vehicles used for the

functional purposes of the Charity.

The Endowment Reserve Fund represents those funds where Livability acts as Sole Corporate

Trustee and which are required to be amalgamated with Livability’s results.

The aggregate deficit of the two closed final salary pension schemes is shown, in accordance with

FRS 17, as a long-term liability in the Consolidated Balance Sheet. The corresponding pension

deficits are shown as a negative reserve within the Charity’s Statement of Total Funds. These

amounts do not represent an immediate cash requirement from the Charity’s funds and deficit

recovery plans have been agreed with the respective scheme Trustees.

Investment Policy

Because of its reserves policy, at any point in time Livability may hold cash and other assets that are

surplus to immediate requirements. The policy of the Board of Trustees is to invest surplus funds to

meet the following objectives:

To match the risk and maturity of the investments with the requirement for funds;

To invest in liquid assets so that they can be converted to cash quickly; and

To invest in a way that does not conflict with the Charity’s aims and objectives and which is

prudently risk free.

All of Livability’s surplus funds are currently invested in cash-based investments, with the exception of

funds held for long-term investment that form the Endowed Funds and a low value of shareholdings

that have been donated to the Charity. The Charity uses the services of Royal London Cash

Management to invest its surplus funds, at an annual fee of 0.10%. A decision is taken on a case-by-

case basis as to whether to retain or dispose of any donated investments.


27

STRATEGIC REPORT: PLANS FOR FUTURE PERIODS

As part of our new strategy and five-year plan, we set ourselves measurable and ambitious goals and

objectives, in order to build and secure Livability’s future.

We started the process of implementing them in 2013/14 and next year will be a really exciting period

in which we continue to put in action this clear vision for growth and excellence.

Our 1st objective is to deliver excellent service. In 2014/15 we will:

continue to develop and support our operational hubs so that we work towards becoming the

provider of choice for specialist services in the geographical areas that they cover.

complete major improvement projects, such as the redevelopment of our Ashley House

residential home. These projects will have a crucial impact on the quality of life of our service

users and will show our commitment to providing disabled people with modern facilities that

truly meet their needs.

explore and take advantage of opportunities for expanding our services in places such as

Hampshire.

continue to roll out new IT infrastructure to reduce the work required in back-office processing

and to free resources to focus on service delivery

have in place a monitoring and reporting system to measure, analyse and report on the social

impact Livability has helped achieve. This tool will help us review and continue to maximise

the social impact for our direct and indirect beneficiaries.

Our 2nd objective is to have efficient overheads. In 2014/15 we will:

continue our drive to become more efficient and reduce our costs, without affecting the quality

of our services or our ability to grow and innovate.

complete the sale of our Hinwick Hall College site and invest the proceeds in our other

services.

have in place a fully operational Dashboard system to share information effectively and

monitor progress by the end of summer 2014.

continue to renegotiate suppliers’ contracts wherever possible.

Our 3rd objective is to implement effective decision making. In 2014/15 we will:

continue to use our new hubs structure and streamlined Central Office functions to be able to

make decisions and changes swiftly and effectively.

continue to nurture a culture where our staff and volunteers all feel part of “One Livability” and

believe that they have the opportunity to make a difference to the lives of some of the most

disadvantaged and vulnerable people in our society.


28

Our 4th objective is to increase our income. In 2014/15 we will:

implement our new fundraising strategy to maximise and develop our fundraising activities

and be able to show our donors how the funds they generously donate can transform lives

every day.

run successful capital appeals where appropriate, including supporting the re-development of

Ashley House.

launch our new ambitious Home Design Appeal to support the upgrade of the facilities in

many of our care homes.

continue to scrutinise our services and activities to make sure that everything we do offers

disabled people choice and value for money; reshaping some of our service provision where

necessary.

capitalise on opportunities for growth of our services, for example by continuing to build on

the wonderful success of the Enterprise Agency.

continue to seek appropriate acquisitions and merger opportunities.

Our 5th objective is to do what we say we will. In 2014/15 we will:

through our Service Users Involvement team and by listening closely to the feedback that our

beneficiaries and their families and carers give us, put the views of disadvantaged people at

the heart of everything we do so that, at a time when disabled people are facing increasing

financial pressure, our organisation provides services for disabled people, shaped by disabled

people.

further develop our campaigning activities so that Livability continues to champion inclusion

and challenge injustice by tackling the many barriers that disabled people still face every day.

continue to use our links with Churches to have a real social impact on communities and to

promote inclusion for disabled and disadvantaged people.


29

STRATEGIC REPORT: PRINCIPAL RISKS AND UNCERTAINTIES

The Board seeks assurance that effective systems of financial and other forms of control appropriate

for the scale and complexity of the charity are operating, including controls necessary to ensure the

integrity of accounting records and transactions, for safeguarding tangible and intangible assets and to

ensure the prevention and detection fraud.

Control is underpinned by accountabilities and authority levels across all areas of Livability’s

operations together with key financial policies and procedures which are kept under review on a

regular basis. The Board has increased the resources available for internal audit. A tender process

has been commissioned to further enhance the profile and value added from the internal audit service.

The internal auditor has direct access to the independent chair of the Audit Sub Committee.

During the year, the Board sanctioned investment in the development of a comprehensive Dashboard

using automated software to collect and collate a range of key performance indicators covering the

whole range of Livability’s operations and activities. The Dashboard will inform decision-making by the

Executive Management Team (EMT) and strengthen oversight by the Board and its sub-committees.

The strategic risks facing Livability are documented in a risk register which evaluates the probability of

the risks occurring and assesses their impact on the charity. Actions to mitigate each risk are detailed,

assigned and monitored. The risk register is reviewed regularly by the EMT and the Audit Sub-

Committee, and their reports are, in turn, reviewed by the Board. A whistleblowing procedure provides

an opportunity for staff and volunteers to ‘blow the whistle’ on situations presenting a risk to the

organisation and/or service users. Every whistleblowing activation is considered by the Executive

Management Team and the Audit Sub-Committee.

During the year, Livability commissioned an external review of its arrangements for reporting and

managing risk. It is anticipated that the outcomes from this review will result in an enhanced approach

to this vital area particularly in embedding processes throughout the organisation and securing greater

ownership and responsibility for actions to mitigate risk.

The following strategic risks have been identified by the Board, in no particular order of severity:

1. Reputation

Livability’s reputation is its most important asset. Any charity engaged in the provision of services for

disabled and disadvantaged people, particularly one with a Christian ethos, recognises the damage to

its reputation that could ensue from a significant event relating to safeguarding, health and safety,

fraud, or any other serious non-compliance issues. During the year, the human resources responsible

for quality, practice and clinical governance have been combined into a new team operating to a new


30

Quality Control Framework. This team is providing valuable additional assurance over and above

external inspection regarding the quality and effectiveness of the services Livability provides for its

beneficiaries.

2. Reserves, income and operating margins

Livability has experienced continued pressure on the margins which need to be maintained for long-

term sustainability. Largely static earnings from fees have increased reliance on voluntary income in

an extremely competitive marketplace. Changes in income streams for post-16 learners with complex

additional needs has resulted in the withdrawal from one of Livability’s specialist further education

colleges and an increased focus on tailoring the services at the remaining college to the emerging new

purchasing environment. An ongoing programme of investment in planned maintenance and

improvement work is essential to maintain the quality of facilities required for service provision. Whilst

Livability has been successful in obtaining significant matched funding for some elements of the

programme there is an ongoing demand to be financed from unrestricted funds. Whilst reserves have

been maintained in line with the policy set by Trustees, Trustees are aware of the need for continuous

reforecasting processes covering both the short and medium terms to identify emerging issues and

plan appropriate action. Alongside ongoing strategies to reduce the cost base of the Charity through

structural changes, procurement efficiencies and more effective use of information and communication

systems, the Board is actively seeking opportunities for long term growth through acquisition,

collaboration and other forms of partnership in the core areas of operation.

3. Pensions

Livability’s two closed defined benefit pension schemes are subject to additional funding risks having

regard to their liabilities and assets due to changes in life expectancy, inflation, future salary increases

and broader economic and monetary policy (such as quantitative easing) affecting the market value of

and returns from investments. Livability continues to fund additional deficit recovery plan payments for

both schemes and these were increased for one of the schemes during the year following the most

recent triennial valuation. In addition, compliance with auto enrolment requirements has added to the

pension costs borne by Livability and there is no doubt that overall this has severely constrained

Livability’s ability to increase investment in the renewal and development of its facilities and services.

Livability has sought to minimise additional funding contributions by engaging independent actuarial

advice to ensure recovery plan payments are set at an affordable and realistic level having regard to

the technical provisions of each scheme and the relative strength of Livability’s covenant.


31

Going Concern

No material uncertainties that cast significant doubt about the ability of the Charity to continue as a

going concern have been identified by the Trustees.

Livability’s charitable activities, together with the factors likely to affect its future development,

performance and financial position, are set out in the Trustees’ Annual Report.

The Charity’s result for the year, cash flows, liquidity and borrowings, net asset values and reserves

are fully detailed in the Financial Statements and accompanying notes on pages.

The Trustees have considered the diversity and degree of volatility of the Charity’s funding sources,

its cash flow forecasts, levels of working capital and the strength of its Balance Sheet, and have

concluded that there is a reasonable expectation that Livability can manage its business risks and has

sufficient resources to continue in operational existence for the foreseeable future. Consequently, the

Trustees have continued to adopt the going concern basis of accounting in preparing these Financial

Statements.

Auditors

BDO LLP have indicated their willingness to continue as independent auditors and a resolution to re-

appoint BDO LLP as our external auditors will be proposed at the next Annual General Meeting.


32

STATEMENT OF TRUSTEES' RESPONSIBILITIES FOR THE FINANCIAL STATEMENTS

The Trustees (who are also the directors of the charitable company for the purposes of company law)are responsible for preparing the Trustees Annual Report including the Strategic Report and thefinancial 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. Undercompany law the Trustees must not approve the financial statements unless they are satisfied thatthey give a true and fair view of the state of affairs of the group and parent charity and of the incomingresources and application of resources, including its income and expenditure, of the group for theyear. In preparing those 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 accounting estimates that are reasonable and prudent; state whether applicable accounting standards have been followed, subject to any material

departures disclosed and explained in the financial statements; prepare the financial statements on the going concern basis unless it is inappropriate to presume

that the Charity will continue in business.

The Trustees are responsible for keeping adequate accounting records that are sufficient to show andexplain the Charity's transactions and disclose with reasonable accuracy at any time the financialposition of the group and parent charity and enable them to ensure that the financial statementscomply with the requirements of the Companies Act 2006. They are also responsible forsafeguarding the assets of the group and parent charity and hence for taking reasonable steps for theprevention and detection of fraud and other irregularities.

The Trustees are responsible for the maintenance and integrity of the corporate and financialinformation included on the Charity's website. Legislation in the United Kingdom governing thepreparation and dissemination of the financial statements and other information included in annualreports may differ from legislation in other jurisdictions.

DISCLOSURE OF INFORMATION TO AUDITOR

Each of the members of the Board of Trustees has confirmed that:

so far as he/she is aware, there is no relevant audit information of which Livability’s auditorsare not aware, and

he/she has taken all the steps that he/she ought to have taken as a member of the Board inorder to make himself/herself aware of any relevant audit information and to establish thatLivability’s auditors are aware of that information.

The report of the Board was approved by the Board on 2014 and signed onits behalf by:

M P A LangworthCompany Secretary


33

INDEPENDENT AUDITORS REPORT TO THE MEMBERS OF LIVABILITY

We have audited the financial statements of Livability for the year ended 31 March 2014 whichcomprise the Consolidated Statement of Financial Activities, the Group and Charity Balance Sheets,the Consolidated Cash Flow Statement and the related notes. The financial reporting framework thathas been applied in their preparation is applicable law and United Kingdom Accounting Standards(United Kingdom Generally Accepted Accounting Practice).

This report is made solely to the charity’s members, as a body, in accordance with Chapter 3 of Part16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to thecharity’s members those matters we are required to state to them in an auditor’s report and for noother purpose. To the fullest extent permitted by law, we do not accept or assume responsibility toanyone other than the charity and the charity’s members as a body, for our audit work, for this report,or for the opinions we have formed.

Respective responsibilities of trustees and auditorAs explained more fully in the Statement of Trustees’ Responsibilities, the trustees (who are also thedirectors of the charitable company for the purposes of company law) are responsible for thepreparation 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 withapplicable law and International Standards on Auditing (UK and Ireland). Those standards require usto comply with the Financial Reporting Council’s (FRC’s) Ethical Standards for Auditors.

Scope of the audit of the financial statementsA description of the scope of an audit of financial statements is provided on the FRC’s website atwww.frc.org.uk/auditscopeukprivate.

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 affairsas at 31 March 2014 and of the group’s incoming resources and application of resources,including its income and expenditure, for the year then ended;

have been properly prepared in accordance with United Kingdom Generally AcceptedAccounting 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’ report, which includes the strategic report, for thefinancial year for which the financial statements are prepared is consistent with the financialstatements.


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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 requiresus to report to you if, in our opinion:

the parent charitable company has not kept adequate accounting records, or returnsadequate 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 theaccounting 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.

Ian Mathieson, Senior Statutory Auditorfor and on behalf of BDO LLP, Statutory AuditorLondon, United KingdomDate:

BDO LLP is a limited liability partnership registered in England and Wales (with registered numberOC305127).


Consolidated Statement of Financial Activities for the year ended 31 March 2014(incorporating an income and expenditure account)

UnrestrictedFunds

RestrictedFunds

PermanentEndowment

Funds

TotalFunds

TotalFunds

2014 2014 2014 2014 2013

Note £000 £000 £000 £000 £000

Incoming resourcesIncoming resources fromgenerated funds

Voluntary income 2 3,638 905 – 4,543 4,808Investment income 3 108 – 26 134 163

Incoming resources fromcharitable activities

Income from services 2 35,621 226 – 35,847 35,265Other incoming resources:

Trusts – – 52 52 52Net gain on disposal of fixedassets 200 – – 200 44

Total incoming resources 39,567 1,131 78 40,776 40,332

Resources expendedCost of generating voluntary income 4 1,146 – – 1,146 1,412Direct charitable expenditure 4 38,449 769 111 39,329 36,544Other resources expended:

Other costs 4 102 – – 102 114Governance costs 4 402 – – 402 320Total resources expended beforeimpairment 40,099 769 111 40,979 38,390

Net income / (outgoings) for theyear before transfers (532) 362 (33) (203) 1,942Transfers between funds 14 1,975 (1,975) – – –Net income / (outgoings) for the yearbefore impairment 1,443 (1,613) (33) (203) 1,942Impairment of fixed assets 4,8 (1,686) – – (1,686) (130)Net income / (outgoings) for theyear before other recognisedgains / (losses) (243) (1,613) (33) (1,889) 1,812Other recognised gains / (losses)Net gain / (loss) on revaluation offixed assets for Charity’s own use 8 1,993 – – 1,993 1,034Gains / (losses) on investmentassets 9 295 26 125 446 182Actuarial losses on defined benefitpension schemes 19 (1,248) – – (1,248) (1,986)Net movement in funds 797 (1,587) 92 (698) 1,042

Reconciliation of fundsBalance at 1 April 2013 33,451 6,969 4,989 45,409 44,367

Balance at 31 March 2014 34,248 5,382 5,081 44,711 45,409

Total resources expended for the year including impairment were £42,665,000 (2013: £38,520,000) (see Note4). The loss disclosed in accordance with the Companies Act 2006 was £1,889,000 (2013: profit of£1,812,000). All the above results are derived from continuing activities. The accompanying Notes to theFinancial Statements form an integral part of these financial statements. There were no recognised gains orlosses other than those reported above.

35


Group and Charity Balance Sheets at 31 March 2014

Company Registration Number 5967087

Group Group Charity Charity2014 2013 2014 2013

Note £000 £000 £000 £000

Fixed assetsTangible assets 8 46,722 49,382 45,644 48,330Investments 9 3,638 3,257 3,077 2,720

Total fixed assets 50,360 52,639 48,721 51,050Current assets

Assets held for disposal 2,864 – 2,864 –Stock 10 3 35 3 34Debtors 11 2,426 2,132 2,526 2,146Bank and cash in hand 7,915 7,661 7,753 7,600

13,208 9,828 13,146 9,780Creditors

Amounts falling due within one year 12 (4,787) (4,210) (4,903) (4,288)Provisions for liabilities and charges 13 (1,060) – (1,060) –

Net current assets 7,361 5,618 7,183 5,492

Total assets less current liabilities 57,721 58,257 55,904 56,542

Creditors: amounts falling due after morethan one year 12 (1,520) (1,704) (1,520) (1,704)

Defined benefit pension liability 19 (11,490) (11,144) (11,490) (11,144)Net assets 44,711 45,409 42,894 43,694

FundsUnrestricted fundsDesignated funds 14 38,408 40,635 38,315 40,566General fund 14 7,330 3,960 7,311 3,951Pension scheme deficit 14 (11,490) (11,144) (11,490) (11,144)Total unrestricted funds 34,248 33,451 34,136 33,373

Restricted funds 14 5,382 6,969 3,707 5,360Endowment funds 14 5,081 4,989 5,051 4,961

Total funds 44,711 45,409 42,894 43,694

Caroline ArmitageChair of Trustees

The accounts were approved and authorised for issue by the Board of Trustees on and signed ontheir behalf by

36


Consolidated Cash Flow Statement for the year ended 31 March 2014

2014 2013Note £000 £000

Net cash inflow / (outflow) from operating activities A 949 1,307Returns on investment and servicing of finance B 54 68Purchase and sale of fixed assets C (569) (2,372)

Net cash inflow / (outflow) before financing 434 (997)

Financing D (180) (193)

Increase / (decrease) in cash in the year 254 (1,190)

2014 2013Reconciliation of net cash flow to movement in funds E £000 £000

Increase / (decrease) in cash in the year 254 (1,190)Cash outflow from financing 180 193

Change in net funds 434 (997)

Net funds at the start of the year 5,851 6,848

Net funds at the end of the year 6,285 5,851

Notes to the cash flow statement 2014 2013£000 £000

A. Reconciliation of net incoming / (outgoing) resources to net cashinflow from operating activities

Net incoming / (outgoing) resources (1,889) 1,812

Non-cash items affecting incoming / (outgoing) resourcesDepreciation of fixed assets 937 895Impairment of fixed assets 1,686 130Loss / (profit) on disposal of fixed assets (200) 8

534 2,845Operating adjustmentsNet investment income (113) (108)Interest receivable (21) (53)Interest payable 80 93Decrease / (Increase) in stock 32 (1)(Increase) / decrease in debtors (294) (101)Increase / (decrease) in creditors & provisions 1,633 (413)Decrease in pension deficit (902) (955)

Net cash flow from operating activities 949 1,307

37


Notes to the cash flow statement (cont'd)

B. Returns on investment and servicing of finance2014 2013£000 £000

Investment income 113 108Interest received 21 53Interest paid (80) (93)

Net cash flow from returns on investment and servicing offinance 54 68

C. Purchase and sale of fixed assets2014 2013£000 £000

Purchase of tangible fixed assets (2,156) (2,518)Sale of tangible fixed assets 1,522 169Purchase of fixed asset investments (6) (23)Sale of fixed asset investments 71 –

Net cash flow from purchase and sale of fixed assets (569) (2,372)

D. Financing2014 2013£000 £000

Loan repayments (180) (193)

Net cash flow from financing (180) (193)

E. Reconciliation of net cash flow to movement in funds At 1 April 2013 Cash flow At 31 March 2014£000 £000 £000

Cash at bank and in hand 1,518 3,739 5,257Short term deposits 6,143 (3,485) 2,658

Cash as defined by FRS 1 7,661 254 7,915Cash investments – – –

Cash disclosed in the balance sheet 7,661 254 7,915Bank loans (1,810) 180 (1,630)Net funds 5,851 434 6,285

38


1. Accounting policies

Notes to the financial statements for the year ended 31 March 2014

Accounting BasisThe Financial Statements have been prepared on a going concern basis in accordance with applicableaccounting standards and under the historical cost convention as modified by the inclusion of investmentsand properties at market value. They have also been prepared in accordance with the Statement ofRecommended Practice (SORP) 2005, “Accounting and Reporting by Charities”, issued in March 2005and the Companies Act 2006.

The principal policies that have been adopted by the Board of Trustees are set out below.

ConsolidationThe consolidated financial statements include the financial statements of the Charity and its subsidiaryundertakings, John Grooms, The Shaftesbury Society, Livability Contracting Services Limited, LivabilityIcanho Limited, Kingsley Hall Church and Community Centre and Livability Ireland, consolidating them ona line-by-line basis.

The income and expenditure of local groups who support fundraising activities for service users at theCharity’s units is included in the Financial Statements of the Charity, provided that such activity has notbeen set up as a separate “Friends Group” charity. In addition, the results and balance sheet includethose of various trusts where Livability or a member of the consolidated group is able to exercise controlover the trust. The results and balance sheets of these trusts are shown under restricted funds orpermanent endowment funds in the Accounts according to the nature of the trust (see note 14).

Incoming ResourcesAll incoming resources, whether restricted, unrestricted or endowment, which become available to theCharity are included in the Consolidated Statement of Financial Activities (SOFA) as soon as it is prudentor practicable to do so. All items of income are accounted for on an accruals basis, including legacieswhich are accounted for only after notification and where there is reasonable certainty of ultimate receiptand the amount concerned. However no amounts are included in the Accounts for life interests inlegacies, as the timing of receipt is considered too uncertain. Such reversionary bequests are accountedfor on the death of the life interest.

Resources received in advance of expenditure being made are deferred where conditions have beenimposed by the donor or fee payer that amount to pre-conditions of use. Deferred income is released tomatch the related expenses in subsequent periods.

Donated services and gifts in kind are recognised if their value is able to be estimated reliably. The gift isrecognised on the date that the goods or services forming the gift become receivable. The gift isrecognised in income at the market value of the goods or service received and, depending on the nature ofthe gift, included in resources expended or additions to fixed assets at the same value and at the sametime.

Donations received in relation to specific projects are credited to the project concerned. Costs of raisingfunds, including an appropriate allocation of management time, are shown on the face of the SOFA andare deducted from appeal totals before allocation to projects.

Resources ExpendedAll expenditure is accounted for on an accruals basis and has been listed in such a way as to accumulateall the Charity’s costs of employees, goods and services relating to a particular activity of the Charity underthat activity heading. Direct costs, including attributable salaries and associated costs, are allocated on anactual basis to the key areas of activities. Indirect costs (support costs), primarily comprising staff costs ofemployees based at the Charity’s Central Office in London, are allocated to each activity heading using anumber of identified cost drivers, including allocation of time on the basis of a time apportionment.

39


1. Accounting policies cont'd

Notes to the financial statements for the year ended 31 March 2014 cont'd

Capital GrantsCapital grants are taken as income in the year in which the grant was given. If a donor has a remaininginterest in an asset, for example through a request for a return of funds should the purpose of an assetfor which the grant was given change in some way, the existence of the donor’s interest is disclosed inthe notes to the accounts.

Discharge of Restrictions on Grants and DonationsFunds given by donors to Livability for a specific activity, project or location are logged on thefundraising database in such a manner as to link the donation to the purpose for which it is given. Toensure that donors’ wishes are discharged correctly, donations for a specific activity, project or locationof the Charity are accounted for as restricted funds. The restriction is only released when the activity,project or location has benefited from the spending of the donation for the purpose on which it wasgiven. In the event that funds were given for a particular location but a specific use was not prescribedby the donor, such funds will be utilised at that location, using the Trustees’ discretion.

Governance CostsGovernance costs are those costs associated with the governance arrangements of Livability. The costscomprise mainly internal and external audit, legal advice for Trustees and costs associated withconstitutional and statutory requirements. Included in this category are also costs associated with thestrategic activities of the organisation and a portion of allocated overheads in relation to strategicactivities.

Fundraising CostsFundraising costs comprise salary costs and other associated expenditure relating to the generation ofvoluntary income. These appear on the face of the SOFA as “Cost of generating voluntary income”.

Operating LeasesIncome and costs with respect to operating leases are either credited or charged to the SOFA, on anaccruals basis, in line with agreements in place during the year.

Pension CostsThe Charity maintains Group Personal Pension arrangements which are open to all qualifying membersof staff. Contributions paid by the employer are directly expensed in the SOFA.

In addition, the Charity is responsible for two defined benefit pension schemes which have been closedto new members and further accrual of benefits since June 2007. Details of the schemes are disclosedin Note 20 to the Financial Statements.

In calculating the pension scheme deficits, the requirements of FRS 17: “Retirement Benefits” havebeen applied, namely that:

• Pension scheme assets are stated at market value at the balance sheet date.

• Pension liabilities are measured using the projected unit method and are discounted using the currentrate of return on a high-quality corporate bond of equivalent term and currency to the liabilities.

The scheme deficits on an FRS 17 basis are recognised as a defined benefit pension liability in theAccounts and matched by a corresponding pension deficit reserve.

40



Asset category Useful life Residual value Annualdepreciation

Freehold buildings 20 - 100 Years Nil 1% - 5%Horticultural buildings 25 years Nil 4%Equipment, fittings and furniture 5 years Nil 20%Plant and machinery 20 years Nil 5%Cars 4 years Nil 25%Minibuses and coaches 6 years Nil 17%Computers and software 3 years Nil 33.30%Chalets and mobile homes 10 - 30 years Nil 3.33% - 10%


Pension Costs cont'd

The annual net movement in the pensions reserve comprises four main elements:

1. The monetary contributions paid into the scheme by the employer.2. The current service cost – the increase in the present value of the schemes’ liabilities and the

administration costs of the schemes arising in the year to 31 March 2014.3. Other finance charges – the difference between the expected return on the schemes’ assets and the

interest on the schemes’ liabilities.4. Actuarial gains and losses – changes in the actuarial deficits or surpluses because the actuarial

assumptions have changed or events have not coincided with the actuarial assumptions made for thelast valuation.

The sum of items 1-3: the contribution, current service cost and other finance charges is allocated acrossthe headings in the expenditure part of the SOFA in proportion to the Charity’s pension contributions to eacharea of expenditure.

The unrealised actuarial gains and losses are shown in the lower part of the SOFA under the heading of"Actuarial (losses) on defined benefit pension schemes".

Taxation StatusThe primary purpose activities of the Charity and its charity subsidiaries are exempt from Corporation Taxunder the provisions of the Corporation Tax Act 2010. Trading subsidiaries donate any profits generated toLivability under the Gift Aid rules. Therefore no liability to Corporation Tax arises in these accounts.

Tangible AssetsFixed assets are capitalised when their cost exceeds £5,000. Assets are depreciated on a straight line basisat rates dependent on the useful lives and residual values of the assets, initially as detailed in the tablebelow:

Freehold land is not depreciated.

Assets in the course of construction but not yet ready for use are capitalised as costs are incurred. On startof use of the asset, it is reclassified to the appropriate category of asset and depreciated accordingly.

An annual impairment review of buildings with remaining economic lives of more than 50 years from thebalance sheet date is carried out in accordance with FRS 15: “Tangible Fixed Assets”.

Freehold property is held at existing use market value in the balance sheet and undergoes regular marketvaluation by either external professional valuers or by in-house employees with appropriate knowledge andexperience, having regard to various external indicators and in accordance with the Royal Institute ofChartered Surveyors’ Appraisal and Valuation Manual. The valuation cycle completes every five years suchthat every property is valued at least once every five years. Gains and losses on revaluation are reflected inthe lower part of the SOFA as unrecognised gains or losses.

41




Investments

Listed investments and investment properties are stated at market value at the balance sheet date. Unlistedinvestments are stated at Board valuation. Any gain or loss on revaluation, realised or unrealised, is shownin the lower part of the SOFA.

Assets held for disposal

Assets held for disposal are assets that would otherwise be classed as fixed assets, are being activelymarketed for disposal and are expected to be disposed of within 12 months of the year. Assets held fordisposal are held at net realisable value being the expected disposal prices less costs of disposal. Anyimpairment of such assets is recorded in fixed assets before transfer to current assets.

Stock

The value of stock is stated at the lower of cost and net realisable value. Cost is calculated on a 'first in, firstout' basis by reference to the invoiced value of supplies and attributable costs in bringing each product to itspresent location and condition.

Giving by Lending Deposit Taking Scheme

Amounts received from supporters under this scheme are invested in high-interest earning deposits.

Funds

Restricted Income Funds

Restricted Income Funds represent income given for particular purposes within the objects of the Charity.These funds are expendable at the discretion of the Trustees, in furtherance of a particular aspect of theObjects of the Charity. Where funds have been received for the purpose of providing fixed assets theseassets remain within the restricted fund where the terms of the donation require it.

Permanent Endowment Funds

The Permanent Endowment Funds represent capital assets required to be held on a long-term basis forspecific charitable purposes within the Objects of the Charity and the assets of trusts subject to unitingdirections with the Charity.

Unrestricted Designated Funds

These comprise funds that have been set aside at the discretion of the Trustees for specific purposes. Thepurpose and use of the designated unrestricted funds are set out in the Notes to the Accounts and in theReport of the Board.

Unrestricted General Funds

The General Fund represents accumulated surpluses and deficits arising from the Charity’s activities, whichcan be appropriated for any charitable purpose that is compatible with the Charity’s objects.

Transfers between Funds

Transfers between funds in the SOFA are required where restricted funds have been expended or have, forother specific reasons, ceased to be restricted.

42


2. Incoming resources

UnrestrictedFunds

RestrictedFunds

PermanentEndowment

Funds

TotalFunds

TotalFunds

2014 2014 2014 2014 2013£000 £000 £000 £000 £000

Voluntary incomeDonations and gifts

Education services 12 381 – 393 714

Residential & Community Services 2 490 – 492 1,152

Community Engagement 49 1 – 50 8

General fundraising 1,423 – – 1,423 1,562

1,486 872 – 2,358 3,436

LegaciesEducation services – 8 – 8 188

Residential & Community Services – 25 – 25 102

Community Engagement – – – – 75


2,152 33 – 2,185 1,372Total Voluntary Income 3,638 905 – 4,543 4,808

Income for servicesEducation services 16,664 217 – 16,881 16,580

Residential & Community Services 18,797 9 – 18,806 18,288

Community Engagement 125 – – 125 134

Other 35 – – 35 263

Total income for services 35,621 226 – 35,847 35,265

Total incomeEducation services 16,676 606 – 17,282 17,482

Residential & Community Services 18,799 524 – 19,323 19,542

Community Engagement 174 1 – 175 217


Other 35 – – 35 263

Investment income 108 – 26 134 163

Trusts – – 52 52 52

Gains on the disposals of fixed assets 200 – – 200 44

Total incoming resources 39,567 1,131 78 40,776 40,332


At the date of the accounts, Livability had been notified of interests in legacies where there is a life-interest with anestimated value of £0.3m (2013: £0.3m) and in residuary legacies of £0.5m (2013: £0.9m) that do not meet the criteriaset out in the accounting policies for recognition in income.

43


3. Investment income

UnrestrictedFunds

RestrictedFunds

PermanentEndowment

Funds

TotalFunds

TotalFunds

2014 2014 2014 2014 2013£000 £000 £000 £000 £000

Listed investments 20 – 11 31 29Bank interest / investments 20 – 1 21 53Rent receivable 68 – 14 82 81

Total investment income 108 – 26 134 163

4. Resources expended

UnrestrictedFunds

RestrictedFunds

PermanentEndowment

Funds

TotalFunds

TotalFunds

2014 2014 2014 2014 2013£000 £000 £000 £000 £000

Generating voluntary income 1,146 – – 1,146 1,412

Direct charitable expenditureDirect expenditure

16,735 397 – 17,132 16,00517,540 371 – 17,911 16,739

428 1 – 429 581– – 111 111 863 – – 3 143

34,706 769 111 35,586 33,554Support costs

1,595 – – 1,595 1,2602,091 – – 2,091 1,686

57 – – 57 443,743 – – 3,743 2,990

Total18,330 397 – 18,727 17,26519,631 371 – 20,002 18,425

485 1 – 486 625– – 111 111 863 – – 3 143

38,449 769 111 39,329 36,544

Other costs 102 – – 102 114Governance costs 402 – – 402 320Impairment of fixed assets 1,686 – – 1,686 130

Total resources expended 41,785 769 111 42,665 38,520

TrustsOther services


Total direct charitable expenditure

Education servicesResidential & Community ServicesCommunity EngagementTrustsOther services

Education servicesResidential & Community ServicesCommunity Engagement

Education servicesResidential & Community ServicesCommunity Engagement

44


4. Resources expended (continued)

Allocation of support costsSenior

management FinanceCorporate

Support HR Marketing Total£000 £000 £000 £000 £000 £000

Education services 413 339 495 256 92 1,595Residential & Community Services 472 497 730 297 95 2,091Community Engagement 11 9 33 2 2 57Generating voluntary income 80 69 67 8 2 226Governance costs 84 127 142 49 – 402

Total support costs 2014 1,060 1,041 1,467 612 191 4,371Total support costs 2013 3,467

2014 2013£000 £000

Senior management time 328 25247 26

Internal audit fees 23 16Trustee costs 4 26

402 320

2014 2013£000 £000

Depreciation 937 895Impairment of fixed assets 1,686 130Loss of disposal of fixed assets – 52Auditor's remuneration:

Audit current year 39 30Other services 2 1

Interest payable 80 93Operating lease charges:

Land & buildings 403 448Other equipment 70 27

2014 2013£000 £000

456 577Bought-in services 256 284Allocation of administration cost 226 157

208 394

1,146 1,412


Total resources expended is arrived at after charging / (crediting):

Costs of generating voluntary income is made up of:

Other non-staff costs, mostly direct mailing costs

Salaries and other staff-related costs

External audit fees and other services

Governance costs are made up of:

45


5. Operating leases

Leases expiring within: 1 year 2 - 5 yearsMore than 5

years 1 year 2 - 5 yearsMore than 5

years

Land and buildings 80 53 74 101 103 2Other equipment – 70 – 26 43 –

80 123 74 127 146 2

6. Subsidiary undertakings

Turnover orincoming

resources

Operatingprofit or net

incoming /(outgoing)resources

Transfer tothe Charity

Aggregateassets

Aggregateliabilities Net assets

£000 £000 £000 £000 £000 £000John Grooms – – – – – –The Shaftesbury Society 1 1 – 29 – –Livability Icanho Limited 806 – – 2 – –Kingsley Hall Church andCommunity Centre 276 26 – 149 (18) 131Livability Ireland* 247 25 – 157 (110) 47Livability Contracting ServicesLimited 2,393 – – 121 (121) –

* 15 month period to 31 March 2014

2014 2013


Livability has six subsidiary entities that carry out particular functions or provide services. They are:

• John Grooms, one of the predecessor charities that merged to form Livability

• The Shaftesbury Society, the other predecessor charity

• Livability Icanho Limited which provides acquired brain injury rehabilitation services

• Kingsley Hall and Community Centre which provides such facilities in the Becontree Estate in Dagenham

• Livability Ireland which provides spinal injury treatment skills transfer in South East Asia, utilising grant fundingfrom the EU, Irish State bodies and others

• Livability Contracting Services Limited which provides construction and similar services and associated goods toLivability

The results and balance sheets of these subsidiaries are consolidated into the financial statements of the LivabilityGroup reported in the Trustees Annual Report and Accounts

46


7. Employees

Group Group2014 2013

1,108 1,09249 5015 1763 5215 17

1,250 1,228

Group Group2014 2013£000 £000

25,835 24,747

1,728 1,676

1,570 1,619Agency staff 1,638 1,443

30,771 29,485

Group Group2014 2013

£60,001 - £70,000 9 8£70,001 - £80,000 6 2£80,001 - £90,000 – 1£90,001 - £100,000 1 2£100,001 - £110,000 2 –

Wages and salariesSocial security costsPension costs

Fundraising and communications


Nursing, care services and ancillary staffTeachers and lecturersCommunity Engagement and Link ChurchesCentral Office and administration

The average monthly number of full-time equivalent (FTE) employees in the year, in the principalcategories of staff employed, is set out in the table below.

The cost of employment of the staff employed was:

Wages and salaries include the costs of redundancy settlements paid or provided for in the year.

The number of staff receiving emoluments greater than £60,000 in the year was:

Employers’ pension contributions made on behalf of 17 of these employees totalled £109,602 in the year(2013: 10 employees £89,226). The number of employees falling into the higher pay bandings includes6 staff (2013: 2 staff) whose emoluments include redundancy payments.

Trustees receive no remuneration in respect of their services as Trustees of Livability. Travel and otherout-of-pocket expenses were reimbursed to four Trustees in the year, to the value of £2,227 and costs ofproviding training to Trustees in relation to their duties were £ 468 (2013: 8 Trustees to the value of£2,963; training costs of £264).

Livability paid £6,834 in the year (2013: £6,449) to provide indemnity insurance for the Trustees.

47


8. Tangible fixed assets

Group

Freeholdland &

buildings

Longleasehold

land &buildings

Shortleasehold

land &buildings

Furniture,fittings,

vehicles,other

Assets in thecourse of

construction Total£000 £000 £000 £000 £000 £000

Cost or valuationAt 1 April 2013 52,139 364 566 7,856 1,279 62,204

Additions 308 – 27 303 1,518 2,156

Transfers 2,581 – – 216 (2,797) –

Revaluation 1,803 – – – – 1,803

Disposal / retirement (1,373) – (29) (441) – (1,843)

Transfer to current assets (3,248) – – – – (3,248)

At 31 March 2014 52,210 364 564 7,934 – 61,072

DepreciationAt 1 April 2013 6,063 39 330 6,390 – 12,822

Charged in the year 300 5 14 618 – 937

Impairment 1,526 – – 160 – 1,686

Revaluation (190) – – – – (190)

Disposal / retirement (50) – (39) (432) – (521)

Transfer to current assets (384) – – – – (384)

At 31 March 2014 7,265 44 305 6,736 – 14,350

Net book valueAt 31 March 2014 44,945 320 259 1,198 – 46,722

At 31 March 2013 46,076 325 236 1,466 1,279 49,382


All the tangible assets are used for direct charitable purposes.

Freehold land and buildings with a value of £1,217,000 (2013: £1,217,000) are subject to covenantssurrounding their use that would crystallise liabilities at these values in the event of any disposal or change ofuse of the properties.

The Charity’s properties are revalued over a rolling five-year cycle. A number of different professional firmswith appropriate specialist knowledge were engaged for the valuations carried out in the year ended 31March 2014. A review of these valuations, along with the carrying values of properties not subject toprofessional revaluation, was undertaken at 31 March 2014 by Mass & Co, Chartered Surveyors, withadjustments made to carrying values where considered material. The annual review of valuations alsoidentifies those properties at risk of impairment with adjustments made to carrying values to reflect anyimpairment of value.

The historical cost less depreciation of fixed assets held at valuation is £33,027,000 (2013: £34,786,000).

48


8. Tangible fixed assets cont'd

Charity

Freehold &leasehold

land &buildings

Longleasehold

land &buildings

Shortleasehold

land &buildings

Fixtures,equipment& vehicles

Assets in thecourse of

construction Total£000 £000 £000 £000 £000 £000

Cost or valuationAt 1 April 2013 51,153 364 481 7,808 1,279 61,085

Additions 308 – – 303 1,518 2,129

Transfers 2,581 – – 216 (2,797) –

Revaluation 1,803 – – – – 1,803

Disposal / retirement (1,373) – (29) (441) – (1,843)

Transfer to current assets (3,248) – – – – (3,248)

At 31 March 2014 51,224 364 452 7,886 – 59,926

DepreciationAt 1 April 2013 6,065 39 290 6,361 – 12,755

Charged in the year 300 5 17 614 – 936

Impairment 1,526 – – 160 – 1,686

Revaluation (190) – – – – (190)

Disposal / retirement (50) – (39) (432) – (521)

Transfer to current assets (384) – – – – (384)

At 31 March 2014 7,267 44 268 6,703 – 14,282

Net book valueAt 31 March 2014 43,957 320 184 1,183 – 45,644

At 31 March 2013 45,088 325 191 1,447 1,279 48,330


49


9. InvestmentsGroup Group Charity Charity

2014 2013 2014 2013£000 £000 £000 £000

Carrying value at 1 April 3,257 3,052 2,720 2,517Additions at cost 6 23 6 23Disposals at carrying value (71) – (71) –Net gain / (loss) on revaluation 446 182 422 180

Carrying value at 31 March 3,638 3,257 3,077 2,720

Group Group Charity Charity2014 2013 2014 2013£000 £000 £000 £000

Investments are analysed as

Investment properties 2,701 2,301 2,155 1,781798 760 783 743

18 67 18 67Other unlisted securities 1 1 1 1Mortgage loan 20 20 20 20Cash 100 108 100 108

3,638 3,257 3,077 2,720

10. StockGroup Group Charity Charity

2014 2013 2014 2013£000 £000 £000 £000

Plants – 23 – 23Food 2 9 2 9Bar 1 3 1 2

3 35 3 34

11. DebtorsGroup Group Charity Charity

2014 2013 2014 2013Amounts falling due within one year: £000 £000 £000 £000

1,592 1,587 1,582 1,586149 217 143 215658 302 658 302

27 26 27 26– – 116 17

2,426 2,132 2,526 2,146

Other debtorsPrepayments and accrued incomeShort-term loansAmounts due from subsidiary undertakings


Investments listed on a UK stock exchange

Trade debtors and fees receivable

Investments are held primarily for their investment returns and capital growth potential

Investments listed on an overseas stock exchange

Of the investments above, the cost of investment properties is £1,380,000 ( 2013: £1,380,000) and the cost of listedinvestments is £409,000 (2013: £459,000)

50


12. Creditors


1,382 1,465 1,367 1,4502,260 1,445 2,260 1,445

597 611 597 611288 427 270 402175 177 175 177

– – 9 980 80 80 80

– – 140 1095 5 5 5

4,787 4,210 4,903 4,288


65 71 65 711,455 1,633 1,455 1,633

1,520 1,704 1,520 1,704

Bank loans

Facility provider Interest base Margin

Outstanding atMarch 2014

£000 Repayable by

Barclays Bank Barclays base rate 1.375% 173 April 2018Barclays Bank 3 month LIBOR 1.375% 3 Sept 2014Barclays Bank Barclays base rate 2.000% 49 July 2021Barclays Bank Barclays base rate 3.000% 393 February 2022

Barclays Bank 3 month LIBOR1.00%; LIBORcollar applies untilAugust 2017

1,012 August 2027

1,630

2014 2013£000 £000

Within 1 year 175 177Within 1-2 years 172 171Within 2 - 5 years 489 503After 5 years 794 959

1,630 1,810

Bank loans

The bank loans are repayable by instalments falling due in the following periods:


Amounts falling due after more than one year

The Charity had the following loan facilities in place at the balance sheet date:

Trust loans

All loans are secured by a firstlegal charge over one property

Security

Trade creditorsAccruals and deferred incomeTaxes and social securityOther creditorsBank loansAmount due to a TrustOther loans

Amounts falling due within one year

Amount due to group entities

Deferred income

51


13. Provisions for liabilities and charges

Group and Charity Closure costs Total£000 £000

Falling due within one year:

At 1 April 2013 – –Recognised in the year 1,060 1,060

At 31 March 2014 1,060 1,060


As described elsewhere in the Trustees Annual Report, the Trustees took the decision in November2013 to cease operation of the Hinwick Hall College site. The principal costs of closure relate topayments to staff to compensate them for breach of contract. At 31 March 2014 Livability has thereforerecognised a full provision for the costs of payment to the staff that have arisen from the closuredecision.

52


14. Consolidated funds

Balance at1 April 2013

Incomingresources

Outgoingresources

Unrealisedgains /

(losses) TransfersBalance at 31

March 2014£000 £000 £000 £000 £000 £000

Designated Funds:Property fund 29,116 – (1,989) – (753) 26,374Revaluation fund 9,912 – – 1,993 (1,337) 10,568Equipment fund 1,607 – (618) – 477 1,466Total designated funds 40,635 – (2,607) 1,993 (1,613) 38,408General Fund 3,960 39,567 (38,721) 295 2,229 7,330Unrestricted funds beforepension liability 44,595 39,567 (41,328) 2,288 616 45,738Pension reserve (11,144) – (457) (1,248) 1,359 (11,490)Total unrestricted funds 33,451 39,567 (41,785) 1,040 1,975 34,248

Education 2,888 444 (297) – (1,542) 1,493Residential & Community Services 2,309 429 (334) – (377) 2,027Community Engagement 35 2 (2) – – 35Overseas 89 69 (37) – – 121Giving by Lending 57 – – – – 57F Clements Will Trust 22 – – – – 22Faith & Hope Nurseries 51 26 – – – 77Kingsley Hall Church & Community 13 161 (99) – (56) 19Kingsley Hall, Dagenham 1,505 – – 26 – 1,531Total Restricted Funds 6,969 1,131 (769) 26 (1,975) 5,382Permanent Endowment FundsChiswick 547 – – – – 547Highway 2,283 71 (111) 117 – 2,360Marsh St. 301 – – – – 301Coney Hill Will 26 – – – – 26Welcome 750 – – – – 750SHBEF 26 – – – – 26Shaftesbury Development 491 7 – 6 – 504Beddington 35 – – 2 – 37Platt 530 – – – – 530

Total Permanent EndowmentFunds 4,989 78 (111) 125 – 5,081

Total funds 45,409 40,776 (42,665) 1,191 – 44,711

Included in restricted funds above are the following funds that require specific disclosure under the terms of thegrants awarded:

Balance at1 April 2013

Grantsreceived Expenditure

Balance at31 March

2014£000 £000 £000 £000

5 31 (15) 21(5) 24 (7) 12– 10 (10) –– 100 (100) –


Big Lottery fund - London Lifestyles ChoicesCity Bridge Trust - London Lifestyles ChoicesBBC Children in Need - VEC Arts week 2013Henry Smith Charity - Sparkle Appeal for VEC Hydrotherapy

Funds balances include £1,507,000 of investment asset revaluation reserve (2013: £1,062,000)

53


14. Consolidated funds cont'd

Name of fund

Unrestricted Funds

Property Fund

Revaluation Fund

Equipment Fund

General Funds

Pension Reserve

Restricted FundsEducation

Residential & Community Services

Giving by LendingF Clements Trust Fund

Community Engagement

Faith Training CentreOverseasKingsley Hall Church & Community CentreKingsley Hall, Dagenham

Endowment funds Commonly known as Objects

The Shaftesbury Development Fund ShaftesburyDevelopment

To apply income to the general purposes ofLivability

The Beddington Fund Beddington

To benefit children and young persons byministering to their needs; aiding theiradvancement in life; establishing, taking overand maintaining homes; generally promotingtheir education and welfare

Platt Mission, Putney Platt To promote local mission purposes and thereligious education of children and young people

Kingsley Hall, Dagenham KHD To promote social, educational and religiousnature for the benefit of local residents

To support the work of Kingsley Hall Community CentreTo support the work of Kingsley Hall Community Centre

Monies received from individualsIncome from this fund is to support the Charity’s general activitiesTo support the work of the Community Mission team and the LinkChurchesTo support the work of the Faith Horticultural CentreVarious funds to support our overseas work


Description, nature and purpose of Fund

Represents the total amount (at cost less depreciation, impairment,unamortised government grants, mortgages and secured bank loans)invested in freehold and leasehold properties used for the functionalpurposes of the Charity

Represents the net increase above cost in the value of the Charity’sproperty assets

Various funds received to support individual adult support establishmentsand holidays, lifestyle and other operations

Represents the total amount at cost or valuation, less depreciation andunamortised government grants and direct borrowing, invested in fixturesand fittings and motor vehicles used for the functional purposes of theCharityRepresents undesignated monies retained to provide the working capital toenable the Charity to carry outs its activitiesRepresents the deficit in the Charity’s defined benefit pension schemes, ascalculated under FRS17

Various funds received to support individual educational establishments

54


15. Analysis of net assets and liabilities between funds

General Designated Pension RestrictedPermanent

Endowment Total£000 £000 £000 £000 £000 £000

Tangible fixed assets – 40,182 – 2,201 4,339 46,722Investments 1,978 – – 520 1,140 3,638Cash 5,183 – – 2,661 71 7,915Other current assets 5,293 – – – – 5,293Current liabilities (5,124) (254) – – (469) (5,847)Long-term liabilities – (1,520) (11,490) – – (13,010)

Funds at 31 March 2014 7,330 38,408 (11,490) 5,382 5,081 44,711

16. Related party transactions

17. Parent Charity results

2014 2013£000 £000

Income 39,604 39,189Expenditure (41,569) (37,282)Unrealised gains / (losses) 1,165 (772)

Total surplus / (deficit) (800) 1,135

Transfer from predecessor charities – 1,025

Net increase / (decrease) in funds (800) 2,160

18. Capital commitments

2014 2013£000 £000

Contracted 1,482 1,902Approved not contracted 1,450 142


There have been no related party transactions in the year (2013: £Nil). The Charity has taken advantage of theprovisions of FRS 8: related party transactions in not disclosing related party transactions and balances with its wholly-owned subsidiaries.

As permitted by section 480 of the Companies Act 2006 and the provisions of paragraph 397 of the Charities SORP2005, no separate Statement of Financial Activities is presented for the parent Charity. In the year ended 31 March2013, the individual results of Livability were:

At 31 March 2014 the capital commitments of the charity were are follows:

The principal capital commitments relate to a contracted agreement to purchase the Russell Hotel in Bognor Regisas a replacement to the existing Ashley House site and to the approved purchase of four care homes in Hampshireand their associated care contracts. Both transactions have completed during the period between the date of theaccounts and the approval of the accounts by the Board of Trustees. Loan financing has been arranged for bothtransactions.

55


19. Pensions


The Charity contributes to six staff pension schemes:

• A Group Personal Pension Plan defined contribution scheme operated by Aegon which all permanent non-bankemployees of Livability, who have successfully completed their probationary period of employment, wereeligible to join until October 2013.

• A Group Personal Pension Plan defined contribution scheme operated by the People's Pension into which allemployees are enrolled when they meet the criteria for automatic enrolment and are not already enrolled in apension scheme that meets the criteria of the Pensions Regulator.

• The Livability Final Salary Pension Scheme (“Livability DB scheme”), a defined benefit scheme which wasclosed to new members and further service accrual in June 2007. This scheme is administered by ThePensions Trust.

• The John Grooms Pension and Assurance Scheme (“JGPAS”), a defined benefit scheme, which had beenclosed to new members some years ago, was closed to further service accrual in June 2007. This scheme isadministered by Punter Southall.

• The Teachers’ Pension Scheme (a multi-employer defined benefit scheme) in which teaching staff are eligibleto be members, and to which the Charity contributes at a rate fixed by the Fund actuaries.

• The Pensions Trust Growth Plan (a multi-employer defined benefit scheme). There are two active members ofthis scheme which is closed to further benefit accrual; contributions are made at the minimum level required tomaintain membership of the scheme and for reduction of the deficit in the scheme. Withdrawal from thescheme would trigger a liability estimated at 31 March 2014 at £784,000. There is no intention to withdrawfrom the scheme and therefore this liability is not recognised in the Accounts at 31 March 2014.

While the Livability DB scheme and JGPAS were closed in June 2007, members who were employed at theclosure date retain a link between their salary and benefits payable until their retirement or their earlier date ofleaving employment.

The cost of employer contributions to the Aegon plan, the People's Pension plan and the Teachers’ PensionScheme was £1,053,000 in the year (2013: £1,045,000). There are no prepaid contributions in respect of any ofthe schemes at the balance sheet date. The deficits in the defined benefit schemes have increased on the FRS17 measure since last year, mainly due to the increasing expected longevity of scheme members.

The defined benefit schemes are both contracted-out of the State Second Pension Scheme (S2P) and their assetsare held separately from those of the Charity. Contributions to the schemes were agreed with the schemes’Trustees, in accordance with the agreed technical provisions and recovery periods agreed for each scheme.

The subsequent disclosures combine data for both schemes, where possible, and reflect only Livability’s share ofthe JGPAS assets, liabilities and transactions.

The last triennial valuation of the Livability DB scheme was made as at 30 September 2012 and was updated to31 March 2014 by an independent qualified actuary, in accordance with FRS 17. The recovery contribution madeto the Livability DB scheme by the Charity in the year was £704,000, as set out in the previous agreed deficitrecovery plan, plus a contribution for administration expenses of £108,000. The deficit recovery plan agreedduring the year to 31 March 2014 requires recovery contributions of £875,000 per annum in the two years to 31March 2016 and of £985,000 per annum thereafter, rising at 2.6% per year, until 31 July 2026.

An actuarial valuation of JGPAS was carried out as at 31 March 2012 and updated to 31 March 2014 by anindependent qualified actuary. The recovery contribution made to the Scheme by the employer in the year was£400,000, plus administration expenses of £147,000. Recovery contributions of £400,000 per annum (payable inquarterly instalments until 1 October 2022) are currently paid, with an additional contribution payable of £2,500 foreach 0.1% that the average growth in pensionable salary for quasi-deferred members exceeds inflation in anyScheme year ending 31 March.

56


19. Pensions cont'd

At 31March 2014

At 31March 2013

Discount rate 4.40% 4.40%3.30% 3.30%

Inflation assumption CPI 2.40% 2.40%RPI 3.30% 3.30%

3.30% 3.30%2.40% 2.40%2.20% 2.20%2.00% 2.00%

5.00% 5.00%2.20% 2.20%3.30% 3.30%

Retiring today Males 23.1 22.1Females 25.1 24.3

Retiring in 20 years’ time Males 25.3 23.8Females 27.0 26.2

Retiring today Males 22.1 22.0Females 24.3 24.2

Retiring in 20 years’ time Males 23.8 23.7Females 26.3 26.2

Long-termrate of return

expected at31 March

2014

Value at 31March 2014

£000

Long-termrate of return

expected at31 March

2013

Value at 31March 2013

£000

Equity 7.00% - 7.50% 16,995 7.00% - 7.30% 16,246Bonds 3.40% - 4.30% 14,098 2.95% - 4.20% 14,061Property 6.00% 1,353 7.30% 1,226Cash and current liabilities 0.50% 74 0.50% 195Fair value of scheme assets 32,520 31,728

1,044 3,683

The Livability Final Salary Pension Scheme

The John Grooms Pension and Assurance Scheme

The actual return on scheme assets over the period was:

Pensions in payment of CPI or 5% pa if less


Rate of increase in salaries

Pension increases:The Livability Final Salary Pension SchemeDeferred pensions of RPI or 5% pa if less

Assumed life expectancies in years on retirement at age 65 are:

Pensions in payment of CPI or 3% pa if lessPensions in payment of CPI or 2.5% pa if less

The John Grooms Pension and Assurance SchemePension earned before 6 April 1994GMP earned after 5 April 1994Pension in excess of GMP earned after 5 April 1994

The principal assumptions used by the actuaries for the purposes of the FRS 17 valuation were (in nominal terms):

The assumptions used in determining the overall expected return of the schemes have been set withreference to yields available on government bonds and appropriate risk margins.

The assets in the schemes and the expected rates of return were:

57


19. Pensions cont'd

2014 2013£000 £000

(44,010) (42,872)32,520 31,728

(11,490) (11,144)

2014 2013£000 £000

42,872 38,334Current service cost 276 305

1,857 1,734Actuarial loss 616 4,062Benefits paid (1,611) (1,563)

44,010 42,872

2014 2013£000 £000

31,728 28,2211,676 1,607(632) 2,076

Contributions by employer 1,359 1,387(1,611) (1,563)

Fair value of scheme assets at the end of the year 32,520 31,728

2014 2013£000 £000

Total actuarial loss (1,248) (1,986)


Interest cost

Present value of liabilities at the end of the year

The amounts recognised in the balance sheet are:

Present value of scheme liabilitiesFair value of scheme assets

Deficit and net pension liability recognised

Movements in the present value of the scheme liabilities have been:

Present value of liabilities at the start of the year

Fair value of scheme assets at the start of the yearExpected return on scheme assetsActuarial gain / (loss)

Recognised gains and losses in the Statement of Financial Activities

Benefits paid

Movements in the value of scheme assets have been:

58


19. Pensions cont'd

History of scheme assets,obligations and experienceadjustments

At March2014

At March2013

At March2012

At March2011

At March2010

£000 £000 £000 £000 £000

Present value of scheme liabilities (44,010) (42,872) (38,334) (33,188) (31,779)Fair value of scheme assets 32,520 31,728 28,221 26,393 22,233Deficit in the schemes (11,490) (11,144) (10,113) (6,795) (9,546)

145 (535) 291 (1,558) (384)

0% (1)% 1% (5)% (1)%

(761) (3,527) (4,945) 3,896 (7,102)

(2)% (8)% (13)% 12% (20)%

(632) 2,076 367 457 4,509(2)% 7% 1% 2% 18%

2014 2013£000 £000

Current service cost 276 305Expected return on pension scheme assets (1,676) (1,607)

1,857 1,734Total cost 457 432

£000

The Livability Final Salary Pension Scheme 99163

5601,614

Experience adjustments arising on scheme liabilities

Experience item as a percentage of scheme liabilities

Changes in assumptions underlying the present valueof scheme liabilities


Interest on pension scheme liabilities

Changes in assumptions as a percentage of schemeliabilitiesExperience adjustments arising on scheme assetsExperience item as a percentage of scheme assets

Analysis of the amount charged to net incoming / (outgoing) resources

Contributions and administration fees payable in the year ending 31 March2015 are expected to be:

The Pensions Trust Growth PlanJohn Grooms Pension and Assurance Scheme

59


60

THANK YOU TO OUR SUPPORTERS

We would also like to thank the organisations below for their generous contribution towards our work,

those organisations who wished to remain anonymous, the families of those who remembered

Livability in their will and the thousands of generous individuals whose support makes such a huge

difference to our work:

Allenbourn Middle School Santander Foundation

Andrew Anderson Trust Siemens

Awareness Fund Teachers Assurance

BBC Children in Need The 29th May 1961 Charitable Trust

Bedfordshire and Luton Community Foundation The Adint Charitable Trust

Big Lottery Fund The Albert Hunt Trust

Chalk Cliff Trust The Audrey Earle Charitable Trust

D’Oyly Carte Charitable Trust The Band Trust

Dudley and Geoffrey Cox Charitable Trust The Christopher Laing Foundation

Eastcheap Charitable Trust The City Bridge Trust

Eric Stanton Northampton Trust The Cruse Trust

Fidelity UK Foundation The Donald Forrester Charitable Trust

Friends of Livability Brackley The Edith Murphy Foundation

Friends of Livability Dolphin Court The Emmaus Christian Fund

Friends of Livability Icanho The Fowler Smith and Jones Charitable Trust

Friends of Livability John Grooms Court The Geoffrey Watling Charity

Friends of Livability Nash College The Haberdashers’ Company

Friends of Livability Nettleswell The Harpur Trust

Friends of Livability Treetops The Henry Smith Charity

Friends of Livability Victoria Education Centre The Homelands Charitable Trust

George & Esme Pollitzer Charitable Settlement The K P Ladd Charitable Trust

Green Hall Foundation The Nora and Olive Brewer Memorial Trust

Gresham Charitable Trust The Poole Yacht Club

Harlow Health Centres Trust The Poppy Factory

Harrow School The Rayne Foundation

Hilton in the Community Foundation The Rosca Trust

Iron Bridge Trust The Royal Bank of Scotland

London Borough of Barnet The Scott Bader Commonwealth Ltd

LV= The Simon Gibson Charitable Trust

Oliver Ford Charitable Trust The SMB Charitable Trust

Olympus Keymed The Wixamtree Charitable Trust

Ordinary People Interesting Lives The Wolfson Foundation

P F Edwards Charitable Trust Tubetech International

Remedy Oak Golf Club Westover Group Limited


61

REFERENCE AND ADMINISTRATIVE DETAILS OF LIVABILITY, ITS TRUSTEES AND ADVISORSPATRON

Her Royal Highness, The Princess Royal

VICE-PATRONSThe Lord Green of Hurstpierpoint

Lady Marina Hobson OBE

PRESIDENTThe Most Revd and Rt Hon Justin Welby, Lord Archbishop of Canterbury MA DPhil DD FBA

LIFE PRESIDENT

Sir Ron Hobson KCVO

SENIOR VICE PRESIDENT

Baroness Valerie Howarth of Breckland OBE

VICE-PRESIDENTS

The Revd and Rt Hon the Lord Williams of Oystermouth

The Rt Revd and Rt Hon R J Chartres, Lord Bishop of London DD KCVO

Mr Michael Edgar MA MChir FRCS

Mrs Pamela Farrell Tredinnick OBE

Prof Ram Gidoomal CBE FRSA CCMI

Mr Robert Hodge

Mr John Hughesdon

Mr Roy McCloughry BSc (Econ) MSc

The Rt Hon Lord McColl of Dulwich CBE

Mr Robert Powell

Ms Esther Rantzen CBE

Ms Pamela Rhodes

The Revd Canon Roger Royle

Mr Michael Brunson OBE

Revd Michael Shaw

Mr David Harmer


62

Trustees

Leonard J H Beighton* CB MA, Chair of Education Oversight Sub Committee

Martin Bradford* FCA

Chris Carr BSc FCA CF, Vice-Chair, Chair of Fundraising and Community Engagement Sub

Committee

Caroline Armitage MA (Cantab) (Law) Chair of Trustees (appointed 24 July 2013)

Sally Chivers BA (Hons)

Kate Clare BEd Dip Ed NPQH PDD

Anne-Marie Costigan RGN DMS Cert in Ed

Jenny Edwards MBE, RSCN SRN NNEB, Chair of Partnership Board

Peter N Griffiths* BSc (Econ) FCA, Honorary Treasurer, Chair of Finance and General Purposes Sub

Committee

Keith Hickey BSc (Hons) MSc FCCA DChA

Baroness Howarth of Breckland OBE, Chair of Oversight Committee and Safeguarding Board

Revd Agnita Oyawale MA BD (Hons) AKC PGCE

Dawn Sugden* LLB (resigned 31 December 2013)

Sarah Ellington (appointed 20 March 2014)

Brian James (appointed 20 March 2014)

*Trustee Members of the Audit Sub-Committee

Non-Trustee Independent Chair of Audit Sub-Committee

Alistair J C Collett LLB (resigned 11 February 2014)Dawn Sugden LLB (appointed 1 January 2014)

SENIOR OFFICERSChief Executive Dave Webber Dip MS

Director of Operations Liz Mell

Director of Community Engagement Adam Bonner BA (Hons)

Director of Fundraising Alison Shotter MInstF

Director of Human Resources Anne Kippax MA BA (Hons) FCIPD

Interim Director of Resources Stephen Perry LLB ACMA CGMA FCII

Director of Resources Liz Walker ACA MBA (appointed 7th July 2014)

Company Secretary Michael Langworth BSc (Econ) (Hons) ACIS


63

SOLICITORSAnthony Collins Solicitors LLP134 Edmund StreetBirmingham B3 2ES

Bates Wells & Braithwaite LLP2-6 Cannon StreetLondon EC4M 6YH

Virtual LawFlints HouseEldernell LaneWhittleseyPeterborough PE7 2DD

BANKERSBarclays Bank plcCharities, Housing and Education Team1 Churchill PlaceLondon E14 5HP

AUDITORSBDO LLP55 Baker StreetLondon W1U 7EU

INTERNAL AUDITORSChantrey Vellacott DFK LLPRussell Square House10-12 Russell SquareLondon WC1B 5LF

CHARTERED SURVEYORS, PROPERTY VALUERSMass & Co25 High StreetBrentwoodEssexCM14 4RG

Bruton KnowlesGreybrook House28 Brook StreetLondonW1K 5DH


64

REGISTERED AND CENTRAL OFFICE

50 Scrutton Street

London EC2A 4XQ

Telephone: 020 7452 2000

Fax: 020 7452 2001

Email: [email protected]

Website: www.livability.org.uk

Central office: Livability, 50 Scrutton Street, London EC2A 4XQ

Phone: 020 7452 2000 Email: [email protected]

www.livability.org.uk

Patron: HRH The Princess Royal

Charity registration no. 1116530 Company registration no. 5967087

Livability is the new face of John Grooms and the Shaftesbury Society

livability annual report 2013-2014

Documents

trustees report

livability staff

members of livability

role of livability chair

strategic report

thedisabled people

independent auditors

financial statements