Redruk for the YEAR ENDED 31 MARCH 2017 People and Skills for Disaster Relief © Nathan Siegel

REPORT OF THE BOARD OF TRUSTEES redruk FOR THE YEAR ENDED 31 MARCH 2017 people and skills for disaster relief © Nathan Siegel

Personal Safety and Security in Emergencies, Nairobi, 2017.

Registered Charity Number 1079752 Company Number 3929653 RedR trainer Eric Fewster takes a sample to be tested from a water seller’s donkey cart in Sudan. 2

REDR UK REPORT OF THE BOARD OF TRUSTEES FOR THE YEAR ENDED 31 MARCH 2017

REDR’S OBJECTIVES

PUBLIC BENEFIT

In shaping our objectives for the year and planning our its mission through the implementation of RedR’s strategy activities, the Trustees have considered the Charity and its associated objectives and aims. The increased Commission’s guidance on public benefits, including the capacity of humanitarian actors as a result of RedR’s guidance ‘public benefit: running a charity (PB2)’. programmes in turn provides a public benefit to RedR’s ultimate beneficiaries, who are those affected by disasters Each of the activities described in the following sections and other humanitarian crises, though they will rarely meet contributes towards RedR UK’s mission. RedR UK delivers the RedR UK organisation directly.

REDR’S MISSION We relieve suffering caused by disasters by selecting, training and providing competent and committed personnel to humanitarian programmes worldwide.

REDR’S STRATEGY 2016/17 was the third year of a five year plan; RedR UK Strategy 2014-2019: Global Reach, Local Impact.

OBJECTIVES ■■ To improve humanitarian effectiveness in all stages of the disaster cycle by developing the capacity of organisations and their staff who are engaged in humanitarian action.

■■ To improve management and technical capacity in urban emergencies. We will do this by bringing together the expertise of humanitarian agencies, the private engineering sector, governments/authorities, professional institutions and academia to enhance knowledge and quality of response.

■■ AIMS Demonstrated the important impact of these activities in terms of improved humanitarian By 2019 we will have: practice for the benefit of those affected by disasters. ■■ Supported over 1,000 organisations around the world, 80% of which will be national organisations, ■■ Demonstrated the important impact of RedR’s through providing a range of appropriate services training and capacity-building support in terms of to strengthen their humanitarian work. improved humanitarian practice for the benefit of those affected by disasters. ■■ Built the capacity of over 35,000 individuals involved in humanitarian action, 90% of whom ■■ Established strong working partnerships with will be nationals of disaster-affected countries. humanitarian organisations (including members National staff and organisations are often first of the RedR family), and be delivering appropriate to respond to a humanitarian emergency. They support to the humanitarian sector together. also tend to take a leading role in the longer-term ■■ response: once the international presence recedes, Enhanced knowledge and quality of response to national organisations remain on the ground, urban emergencies. accompanying affected populations as emergency ■■ Have sustainable hubs in key geographical response evolves into recovery and reconstruction. locations supporting local capacity-building.

4 REDR UK REPORT OF THE BOARD OF TRUSTEES FOR THE YEAR ENDED 31 MARCH 2017

REDR’S OBJECTIVES REDR’S ACTIVITIES AND ACHIEVEMENTS

PROGRAMMES OVERVIEW (JOAC) and the Vitol Foundation, as well as a fast growth During the financial year 2016/17, RedR supported more in the number of tailored services and open training, than 7,400 humanitarians in 55 countries: more than in supported a total of 1,756 humanitarians. Perhaps most any recent year. This increased reach can be explained impressive is the fact that this has been achieved with no by the establishment of new partnerships, and the increase in staffing. Operating in a cost-recovery model in an diversification of the range of capacity-building services environment such as Sudan is very challenging. we offer to include (alongside face-to-face training) online learning, coaching, and mentoring. It is also The Sub-Saharan Africa Programme went through a period testament to the commitment and hard work of our teams of change and subsequent stabilisation in 2016/17. As and trainers. with all of RedR’s programme offices, the operation was challenged by the need to operate as a revenue centre and Internally, FY 2016/17 represented a year of significant went through two restructures to reduce costs. Meanwhile changes in RedR’s Programmes Department. During the the team was able to deliver services to 742 humanitarians course of the year a new Programmes Director took up the of whom 85% were national staff. There continues to be post, and new Country Directors started in all but one of significant need for security training in the region. Although RedR’s programmes. In addition, four of the five staff in the diminished, the current team of four staff is starting the year Central Programmes Team arrived during the year. 2017/18 with a planned (and partially funded) six-month programme in response to the food crisis in the region. The new team has been focused on developing a clear and consistent strategy across the department, working towards The Middle East and North Africa Programme (MENA) is financial stability, and implementing consistent approaches RedR’s newest programme. 2016/17 represented a period to operations. Significant steps have been made. A new of consolidation. The programme, which was originally run strategy has been developed and team and staff have from London, is now delivered from an established office objectives aligned to this. Financial and narrative monitoring and team in Amman, Jordan. A couple of grant-funded systems have been revised and implemented and an projects and a broad range of tailored and open training Operations Manual was developed to centralise policy and services means that the programme reached 745 learners guidance. across Jordan, Iraq, Turkey, Lebanon and the United Arab Emirates (UAE) in 2016/17. Like Sudan and Kenya, the REGIONAL PROGRAMMES Jordan office has found it a challenge to operate on a cost- recovery basis, and this will be a significant challenge for The Europe and Global Initiatives Programme has further 2017/18. extended its reach, providing capacity-building services to more than 4,000 humanitarians. This has included a wide The Central Asia Programme was downscaled in 2016/17, range of interventions, from staff-led initiatives responding due to a decrease in demand for RedR’s services, as to the European refugee crisis, through a capacity-building delivered on a cost-recovery basis. In addition, recent response to the 2015 Nepal earthquake, to projects with the changes in NGO registration meant that the programme global humanitarian WASH and Nutrition Clusters led by the was unable to offer services to participants from outside United Nations. Significant progress has also been made Pakistan or to work beyond the Pakistani borders, in expanding the range of support RedR provides to the significantly reducing its reach and impact. Despite sector. The team has broadened its portfolio of simulation considerable efforts to raise grant funding to run on a cost- training, developed its capacity to offer facilitated e-learning, recovery basis, the programme required £50k in funding expanded its online learning services, and strengthened its from RedR’s reserves to operate. A decision was therefore coaching and mentoring programmes. made to close the office in Islamabad in December 2016. Until that point, the programme had reached 149 learners. The Sudan Programme continues to be the programme that However, RedR remains committed to supporting the Central supports the greatest proportion of national staff: 98% of Asian humanitarian community: we are still registered in those we trained this year were Sudanese. Working across Pakistan, and we are actively seeking the means to re-start ten states in Sudan, the team provided capacity-building our work. In the meantime, we are still able to respond to services to NGOs, UN Agencies and State actors. The requests for tailor-made training in Pakistan, Afghanistan, programme has also grown substantially. New grant-funded and across Central Asia. projects with UNICEF, the Jersey Overseas Aid Commission

5 What we said we would do What we did

In FY 2016/17, RedR aims to support 262 Objective achieved. Through our tailored capacity-building services, offered to organisations in organisations. the humanitarian and development sectors, RedR worked directly with 145 organisations. As part of grant-funded projects such as Context (delivered in Ethiopia, Jordan, Kenya and Lebanon), we Working with organisations (separate from provide support to groups of selected organisations. We estimate these to number well over 100. training individuals) directly facilitates We are working on improving our ability to monitor the number of organisations we support through organisational change leading to better grant-funded programmes as well as the impact of this work. humanitarian response.

In FY 2016/17, RedR will aim to reach 7,678 learners, 77% of whom are national staff. 812 learners will be supported through e-learning RedR reached 7,403 learners in 2016/17. Early in the year the target was revised down to 6,640 as modalities. the number of our programmes was reduced. 77% of all these learners were national staff, which is exactly in line with the target. RedR will seek to further diversify its capacity-building services in line with Significant efforts have been undertaken to diversify the services RedR offers to the sector. Much sectoral needs, and expand its work in the of the infrastructure is in place to deliver high-quality coaching and mentoring as well as e-learning. areas of mentoring/coaching and e-learning, During the year we supported 402 online learners. in particular to further address the above.

In FY 2016/17, RedR will continue to deliver Objective achieved. Overall satisfaction across all our services was at 95%. high-quality learning events and initiatives, seeking 90% overall satisfaction rates. Our other specific measures were also in line with our target: Improvement in knowledge and skills: 88% This will be achieved through tightening Relevance to daily work: 91% quality assurance procedures in relation to trainer assessment and performance as well Usefulness of materials: 91% as the development and delivery of capacity- Quality of facilitation: 94% building interventions. We also worked to improve our trainer assessment and recruitment procedures. Our global pool of Impact of activities will be demonstrated consultants now numbers 180. through a revision of the three-month follow- up survey sent out to participants as well as We increased the number of three-month follow-up surveys that were completed and improved our case studies and project evaluations. mechanisms for data collection and analysis.

In FY 2016/17, RedR will work in active partnerships with 27 humanitarian organisations. By year end, we will hold 25 strategic MoUs, both new, renewed RedR continues to work directly with humanitarian organisations in both short- and long-term and existing (e.g. with Save the Children, interventions. We are an active member of the humanitarian community, both at field level (clusters, Bioforce), at UK (global) as well as regional NGO working groups, security forums) and internationally (quality and accountability groups, training level. providers, standards organisations). RedR UK will continue to work with RedR Rather than seek to increase the number of MoUs, we have sought to deepen our relationships and India in Nepal and with RedR India and convert these into active projects. In 2016/17 this included interventions with both RedR India and RedR Australia on a series of UNICEF WASH RedR Australia. We very recently won funding for a new project with RedR Indonesia. trainings. Through the CEO’s role as President of the Sphere Association (formerly the Sphere Project) he will be able to reach out to most of the main INGOs.

Objective achieved. We developed and delivered three new face-to-face courses and an equivalent online course for each: In FY 2016/17, RedR will continue and expand its programme focussed on - Introduction to Urban Humanitarianism emergencies in urban settings, offering - Urban Humanitarianism courses on WASH and Shelter in urban - Shelter in Urban Settings emergencies as well as introductory courses on urban humanitarianism. Several existing courses were also adapted to include urban elements such as Disaster Risk Reduction, WASH and Monitoring and Evaluation courses.

In FY 2016/17, RedR will maintain its current Objective achieved. In 2016/17 RedR delivered services in 55 countries, exceeding our target; as reach through delivering training in more well as developing our portfolio of web-based courses that can be accessed from anywhere in the than 50 countries worldwide involving 223 world. We continue to work with our pool of 180 consultants and are increasingly engaging Members associate trainers, consultants, mentors in mentoring, networking and training opportunities. and other human resources. RedR will also endeavour to run all the 6 offices on cost- Unfortunately, due to the very challenging operating environment, our programme in Central Asia recovery basis. 6 was scaled down and the office in Islamabad was put into hibernation. REDR UK REPORT OF THE BOARD OF TRUSTEES FOR THE YEAR ENDED 31 MARCH 2017

REDR’S ACTIVITIES AND ACHIEVEMENTS

KNOWLEGEPOINT

In FY 2016/17, 87 new questions were answered on KnowledgePoint. The number of site hits received was What we said we would do What we did 42,247. 250 enquiries answered 87 new enquiries answered, Whilst RedR doesn’t currently track the location of through KnowledgePoint. 42,247 individual site visits, 84% questioners, it records the global dispersion of site visits - of which were new users. KnowledgePoint was accessed from 152 different countries in 2016/17, with the most visits from India (24%), followed by the USA (12%) and the UK (10%).

MEMBERSHIP AND AFFILIATES

The Membership department continued to work on The current Mentoring programme was redesigned to strengthening our relationship with existing Members and include RedR Australia. 33 RedR Australia and RedR UK Affiliates. 90 roles were advertised on the Membership Members and Affiliates are currently involved in the RedR Network (77 in the previous financial year), and the Members Mentoring scheme. and Affiliates Newsletters received a total of 5,755 unique views. Four Member events were held, with a total of 327 A total of 16 new Members were accepted onto the roster, in-person attendees. In an effort to expand our audience, the and 31 Members were involved in the interviewing process. events were recorded and the videos published on YouTube, RedR accepted 29 new Affiliates compared to 11 in reaching several hundred additional ‘attendees’. Nine 2015/16. Members contributed to RedR engagement, by acting as speakers or writing articles for the monthly newsletter.

In 20117 we trained think that the training had a positive impact people on beneﬁciaries Training delivered in ITY IVE were women rated their course as good or think training improved excellent their performance at work

7 REDR UK REPORT OF THE BOARD OF TRUSTEES FOR THE YEAR ENDED 31 MARCH 2017

FUTURE PLANS

In December 2016, the Country Directors and staff from the Central Programmes Team (CPT) came together to design a strategy for the Programmes Department for the remaining 2.5 years of the organisational strategy. This, in turn, defined the goals of the annual operational plans for each egionr and the CPT for 2017/18. Each team has set targets for their programme as well as a series of Developmental Goals, aimed at continuously improving the work we do. This consistency works down into individual staff work plans and objectives.

DEVELOPMENTAL GOALS

CENTRAL PROGRAMMES TEAM

(London-based team supporting our operations in MENA, Sub-Saharan Africa, and Sudan)

■ RedR Programmes Department operates as a revenue MIDDLE EAST AND NORTH AFRICA centre for the organisation. ■ The resources, tools and staff capacity exist to ensure the ■ Diversify our offerings in MENA through thematic/ quality and diversity of RedR’s offer. geographic/platform variety. ■ Fit-for-purpose systems exist and are used to ensure ■ Increase access to capacity-building resources by effective project implementation (including SharePoint). expanding our geographic presence and growing our pool ■ Roles and responsibilities between the central support of Arabic-speaking Associate Trainers. functions, Central Programmes Team and the regions are ■ Expand and solidify the partners and donors in the MENA clearly defined to optimise operational and administrative region. support. ■ We improve as an organisation and others view us as a ‘partner of choice’ through demonstrating impact, and SUB-SAHARAN AFRICA learning. ■ We have a high quality pool of resources (trainers and ■ Business development is enhanced in SSA leading to new Members) and use them to their full potential. grants and a sustainable break-even operating budget. ■ Increase access and remove barriers by broadening geographic presence and variety of offer. EUROPE AND GLOBAL INITIATIVES ■ Management and growth of a relevant, professional and effective staff and Associate Trainer pool. ■ Effective and proactive selection and management of partners. ■ Effective and proactive recruitment, retention and ongoing SUDAN development of staff. ■ Inclusive work practices and environment regardless of ■ Business development is expanded in Sudan leading to age, gender, nationality, religion, disability, etc. new grants and a break-even operating budget. ■ Effective management and growth of a relevant, ■ Broaden opportunities for training and learning for professional and effective member and Associate Trainer agencies and organisations operational in Sudan, through pool. a diverse portfolio of capacity-building options. ■ Efficient and effective systems that are accessible to all ■ Financial systems in the Sudan office adhere to RedR and used at all levels. operational and donor requirements. ■ Fundraising strategy in place that allows for financial ■ Widen pool of Associate Trainers to ensure better sustainability and growth and enables delivery of strategic geographic and thematic coverage and improve RedR’s objectives. ability to respond to training requests. ■ Ensured availability of relevant, up-to-date, appropriate and effective tools and resources to meet the PROGRAMME TARGETS requirements of quality assurance and learning. Listed on the next page.

8 REDR UK REPORT OF THE BOARD OF TRUSTEES FOR THE YEAR ENDED 31 MARCH 2017 No. of grant-funded courses No. of tailor-made (TM) courses No. of Open courses No. of events 4. As leaders in the field of humanitarian capacity building we ar who are women % of participants tailor-made & projects) that are national % of organisations reached (organisational level capacity-building through who are national staff % of participants that are% of interventions not face-to-face training No. of countries we delivered in services 3. We remove barriers and reach out so that humanitarian staff and organisations can access our services % of organisations improved who report after 3 months performance improved who report after 3 months % participants performance % who say skills & knowledge have improved (directly after the event) 2. Our work leads to demonstrable improvement in humanitarian response Needs assessments conducted who find our course relevant% of participants No. of people reached directly tailor-made & projects) No. of organisations reached (organisational level capacity-building through 1. Our work fulfils the needs of sector, and the people affected our partners, by disasters STRATEGIC PRIORITIES FOR 2017/18 e the partner of choice e the partner 47 (+40 DFID) 40 52 179 3 papers circulated attended 6 conferences or workshops 50% 17% 60% 20% 35 85% 85% 90% Needs Assessments proposals based on Learning 4 strategy papers; 100% 90% 3224 129 E&GI TARGET Indications of RedR having strong reputation through various sources 18 15 10 43 shops attended 2 conferences or work 50% 15% 85% 7% tions 6 countries, 10 loca 85% 85% 85% As needed 85% 700 20 TARGETMENA - - 25 10 5 40 shops attended 2 conferences or work 40% 10% 80% 7% 3 countries, 6 locations 85% 85% 90% As needed 90% 646 20 SSA TARGET - 25 20 20 85 workshops attended 2 conferences or 40% 5% 99% 5% 1 country, 8 locations 85% 85% 90% As needed 90% 1200 20 SUDAN TARGET REDR UK REPORT OF THE BOARD OF TRUSTEES FOR THE YEAR ENDED 31 MARCH 2017

REDR’S FUNDRAISING

In 2016/17, RedR continued to improve and diversify the Early February saw the return of our annual fundraising way we communicate about our work to our individual campaign ‘Wear Red for RedR,’ with over 80 offices around and corporate supporters - ensuring they feel valued and the world getting stuck in, from South Africa to South Korea! can clearly see the impact of their support. We expanded Patron firm Arup were the highest fundraising firm, raising our online presence and launched an ambitious project to over £9,000. This achievement marks a decade of ‘Wear Red’ develop a new website that is functional, user-friendly, and wins for Arup and we would like to thank the firm for their does justice to RedR’s experience and expertise. continued support of this event - and ferocious defence of their title! Our supporters continued to rally behind us, running the London Marathon, cycling from London to Paris, and Arup were awarded a special certificate for their ‘Wear even swimming the Serpentine in support of our work. Red’ win at RedR’s Annual Patrons’ and Supporters’ Drinks We launched exciting new volunteering initiatives, giving Reception, this year kindly hosted by JLT with our President, employees of some of our corporate partners the chance HRH The Princess Royal, as guest of honour. The event to get closer to our work. These included the opportunity was attended by over 100 supporters from the corporate to support our UK training courses, with employees from world, private trusts and foundations, as well as individual AECOM, Arup, JLT and Mace volunteering to ‘act’ in supporters. The evening showcased our recent work in simulation exercises; and, for the first time, we hosted our Sudan, Myanmar and much more. Associate Trainer assessments externally at Arup and Atkins, helping us to recruit highly skilled trainers with Thanks to the support of several of our corporate partners, specific expertise in personal security and WASH (Water, RedR was once again the beneficiary of a number of Sanitation and Hygiene). different annual dinners and awards ceremonies, netting a total of £31,108. A new addition was the NCE 100 Awards in We continued to build connections across the insurance May, which raised a handsome £4,000 in one evening. sector, welcoming global insurance firm JLT as our newest Patron in September and establishing a formal partnership In the same month, RedR and the Worshipful Company of with XL Catlin. We were also delighted to receive support Clothworkers cemented a five-year partnership with the from other firms including Miller Insurance, and continued Clothworkers’ Foundation supporting another year of the support from Asta. ‘Safer Schools’ programme in Pakistan. Working in parts of the country that are especially vulnerable to natural disaster November marked the end of our hugely successful three- and conflict, teachers and their students received training year Patron partnership with BP. The partnership ended on a in simple risk reduction techniques that can help save lives high, as over 30 BP employees from across the globe came when catastrophe strikes. together to trek the Great Wall of China. Over the partnership period, BP and its employees contributed an incredible We welcomed a new funder, The Stanley Thomas Johnson £500,000 to RedR. We are very grateful to everyone at BP Foundation, who contributed over £50,000 to support our for their dedicated support and commitment throughout the Refugee Crisis response training across Europe. three-year relationship. Individual RedR supporters responded with great generosity From BP to the generous support of BT, who once again to our annual Winter Appeal, which this year focused on granted RedR exclusive access to the iconic BT Tower in our work in the Middle East. Strong personal stories from support of our fundraising and awareness-raising efforts. committed young aid workers responding to the Syrian crisis This year, almost 800 people ‘took flight’ to the top of the helped us to raise £15,000 - double the sum anticipated. Tower, raising over £42,000 for RedR’s work.

Phase two of our partnership with Lloyd’s Charities Trust, ‘Ready to Respond’, goes from strength to strength. Among a number of achievements, the first year of the renewed three-year partnership has enabled RedR to become an e-learning organisation and to pioneer online learning within urban response, through the development of the very first urban training course to be delivered entirely online - ‘Urban Humanitarianism’. The partnership was also short-listed for a 2016 Charity Times Award under the Corporate National Partnership of the Year with a Financial Institution category.

10 Arup (London team seen here) marked a decade REDR UK REPORT OF THE BOARD OF TRUSTEES FOR THE YEAR ENDED 31 MARCH 2017 of raising the most money for ‘Wear Red for RedR’. REDR’S FUNDRAISING © Amy Murrell

What we said we would do What we did

When taking £302k in restricted grants into account, the fundraising team raised £1,130,000 this year. We are excited by some of the new ways in which we are strengthening the relationships with our Patrons, such as the innovative volunteering To meet income targets, providing general initiatives where Patron employees can get closer to our work, and understand funds with net unrestricted income of at better the impact of their fundraising activities and the support their companies least £500,000 give to RedR. We are also excited by the expansion of support for RedR among the insurance sector and look forward to the developing relationships with new supporters such as XL Catlin and Miller Insurance. We are grateful to everyone at BP who ensured that the three-year partnership finished on a high, with the China Trek.

Strong impact reporting from the Communications team along with good Inspire our stakeholders to ensure their relationship management from the Fundraising team has contributed to the continued of support RedR continued support of our 25 Patrons, many Corporate Partners and the individuals who support our work. The generosity and loyalty of these supporters demonstrates their engagement with our work.

We had great success with Trusts and Foundations in this period, thanks to a full time staff member dedicating their time to this area of fundraising. This will continue to be a growth area into 2017/18. Within the corporate sector we maintained the support of the engineering community and have increased support from the insurance sector, helping us to diversify our income streams. We also developed To innovate within each income stream new corporate teambuilding activities to build on our catalogue of Disaster Relief to develop new fundraising opportunities Challenges, and have delivered these to new business prospects. We aim to continue which generate new unrestricted to broaden our portfolio and reach in 2017/18. fundraising We experimented with new events, including the Swim Serpentine challenge and prepared and launched an exciting overseas trek to Ancient Petra, which will run in 17/18 and include a unique chance for participants to meet with RedR country staff and beneficiaries.

11 REDR UK REPORT OF THE BOARD OF TRUSTEES FOR THE YEAR ENDED 31 MARCH 2017

REDR’S FUNDRAISING

Regrettably we cannot thank everyone individually but we would like to give a special mention of thanks to the following:

PATRONS GOLD CORPORATE SUPPORTERS TRUSTS AND FOUNDATIONS

AECOM Lloyd’s Charities Trust B E Rodmell Trust Arup Bryan Lancaster Trust Association for Consultancy and CORPORATE SUPPORTERS Christadelphian Samaritan Fund Engineering The Clothworkers’ Foundation Atkins AKT II Halcrow Trust Black and Veatch Ltd Alexander Associates Jersey Overseas Aid Commission BP Asta Managing Agency Ltd Lloyd’s Charities Trust BT Baltic Air Charter Association Pakistan Tobacco Company Elliott Wood Partnership Limited Beale & Company The Princess Anne’s Charities Trusts Griffiths & Armour Group BWB Consulting The Salamander Charitable Trust J LT Campbell Reith ShareGift The Orr Mackintosh Foundation Laing O’Rourke Carpenters’ Company Roger Vere Foundation Mace Foundation Clancy Consulting Stanley Thomas Johnson Foundation Mott MacDonald Group Ltd Conneely Group Vitol Foundation MWH Grant and Brown Limited New Civil Engineer Grange Hotels INSTITUTIONAL DONORS Sandberg LLP Hewson Consulting Engineers The Institution of Chemical Engineers HAC Civil Engineers The Institution of Civil Engineers United States Agency for International Miller Insurance Services LLP Development – USAID The Institution of Engineering and Paul Carpenter Associates Technology United Nations Development Programme Peter Dann Ltd – UNDP The Institution of Mechanical Engineers Ramboll UK The Institution of Structural Engineers Department for International Richard Rhodes and Partners Development – DFID The Royal Academy of Engineering Structure Haus The Worshipful Company of Engineers European Union Humanitarian Aid & Civil Toby Savage Design Protection – ECHO Tony Gee & Partners LLP William J Marshall and Partners WSP | Parsons Brinckerhoff United Nations Children’s Fund – UNICEF XL Catlin World Health Organization – WHO

Thank you to the Trusts and Foundations and other donors who wish to remain anonymous.

FUTURE PLANS

FUNDRAISING

■ To continue to grow unrestricted income to enable further programme development and cover core organisational costs to assist future stability:

□ Developing and delivering a series of events & activities to encourage existing and potential supporters to raise/donate funds to RedR. □ Continued innovation to maximise income and maintain engagement and support. □ Inspiring our supporters to ensure they feel valued and engaged with the charity. □ Respecting our supporters by keeping our Fundraising Promise.

12 REDR UK REPORT OF THE BOARD OF TRUSTEES FOR THE YEAR ENDED 31 MARCH 2017

“For me this is the most beautiful country to train in: participants are so keen and engaged in group discussions, activities and exercises. They really are here to learn.” RedR Associate Trainer Samir Maleh photographs © Hong Sar Wadee

MYANMAR: CASE STUDY

Myanmar is vulnerable to both natural disaster and conflict - but it’s only very recently that the international Refugee Council (DRC) in Myanmar’s Rakhine State. In humanitarian community has been able to reach the late 2016, he attended RedR’s ‘Humanitarian Essentials’ areas where assistance is most needed. “Local staff and course, which includes an intense day-long simulation organisations are often first to respond,”explains Samir of a humanitarian emergency. “I knew the training was Maleh, a RedR Associate Trainer and aid worker who’s going to be interactive, but I didn’t expect we’d be doing been based in Myanmar for more than three years. “But a scenario, working with a limited budget and a tight the history of humanitarian work here is very short, and timeframe. When we’re doing these things in real life there is a desperate need for training and support.” we may have a month or two to complete our tasks. But here, we had to finish everything within a day! With this in mind, RedR has been running occasional training courses in Myanmar since mid-2015, providing “Since the training, we’ve got better at coordinating local staff with skills that are essential for anyone starting and sharing information, within our teams and across out in humanitarian work. departments. We work better as a team. As a result, we are able to provide assistance at the right time and in Min Htut is a Deputy Programme Manager with the Danish the right place, and this makes us more effective.”

13 REDR UK REPORT OF THE BOARD OF TRUSTEES FOR THE YEAR ENDED 31 MARCH 2017

REPORT OF THE BOARD OF TRUSTEES

The Board of Trustees presents its report and the audited financial statements for the year ended 31 March 2017. The financial statements comply with current statutory requirements, the Memorandum and Articles of Association and the Financial Report- ing Standard applicable in the UK and the Republic of Ireland (FRS 102) and follow the Charities SORP (FRS 102).

DIRECTORS AND MEMBERS OF THE BOARD OF TRUSTEES Members of the Board are directors of the charitable company (the company) and its Trustees for the purpose of charity law. Throughout this report they are collectively referred to as the Trustees. The Trustees are responsible as a body for governance, policy-making, monitoring of implementation, general conduct, overall performance, and for reporting to the membership at general meetings. The Trustees delegate operational management of the organisation to the Chief Executive Officer.

The Trustees who served during the year and up to the date of this report were as follows:

Name Office Joined Current term

Geoff French Chair 2014 Co-opted November 2014 Paul Sherlock Vice-Chair 2012 Elected September 2015 PJ Greeves Treasurer 2007 Co-opted September 2015 Ian Smout 2008 Elected November 2016 Isobel Hunter 2008 Elected September 2015 Dr Tim Healing 2010 Elected November 2014 Sally Walters 2011 Elected November 2014 Andrew Lamb 2011 Elected November 2016 Jane Smallman 2013 Elected November 2016 Caroline Lassen 2013 Elected November 2016 Dr Andrew Fox 2014 Elected November 2014 Tim Hayward 2015 Elected September 2015 Aidan McQuade 2015 Elected September 2015

PRESIDENTS AND HONORARY VICE-PRESIDENTS

The President of RedR UK, an honorary role, is Her Royal Highness The Princess Royal

Honorary Vice Presidents during 2016-17 were: Alderman Sir Michael Bear Rt. Hon. The Baroness Chalker of Wallasey Colonel James Howard Prof. Peter Guthrie OBE Dr. Scott Steedman CBE Air Vice-Marshall Graham Skinner CBE Major-General Tyrone Urch CBE Mike Woolridge OBE 14 REDR UK REPORT OF THE BOARD OF TRUSTEES FOR THE YEAR ENDED 31 MARCH 2017

REPORT OF THE BOARD OF TRUSTEES STRUCTURE, GOVERNANCE AND MANAGEMENT

GOVERNING DOCUMENT ORGANISATION

RedR UK is a company limited by guarantee governed by its The Trustees meet at least quarterly as a full Board Memorandum and Articles of Association dated 11 October and there is an Audit sub-committee for resources and 2001 (as revised). It is registered as a charity with the audit which also meets quarterly. The Trustees delegate Charity Commission. Members of the charity guarantee to operational management of the organisation to the Chief contribute an amount not exceeding £1 to the assets of the Executive Officer. charity in the event of winding up. Of the 1,826 Members, the total number of such guarantees at 31 March 2017 was 762 RedR UK is part of the RedR International family. RedR (31 March 2016 - 761). International is the umbrella body of the various RedR organisations around the world. RedR UK has two nominees on the committee of RedR International. APPOINTMENT OF TRUSTEES

As set out in the Articles of Association, Trustees are elected PAY POLICY FOR SENIOR STAFF by the members. Elected Trustees serve for a term of three years, after which time they are eligible for re-election. There The Trustees consider the Trustees and the senior are spaces for up to 11 elected Trustees, one third of this management team comprise the key management number being elected each year. All members are invited personnel of the charity. All Trustees give of their time freely to nominate Trustees for election three months prior to with none receiving remuneration in the year. Details of the Annual General Meeting and are provided with ballot Trustees expenses are disclosed in note 5 to the accounts. papers for the election process once all nominations have been received. The election process is by either postal ballot The Trustees have established a remuneration committee or electronic online voting, takes place 28 days before the to regularly review external benchmarking data for salaries Annual General Meeting, and is concluded seven days before in the sector to maintain oversight of remuneration for key the meeting. The election result is announced at the Annual management personnel. In making recommendations and General Meeting. decisions, the committee have regard to the overall RedR pay policy, affordability, and the need to be able to recruit, The Trustees have the power to co-opt a further four retain and motivate high quality staff. Trustees should they wish in order to fill gaps in skills or experience identified by them within the existing Board. RISK MANAGEMENT There are currently two co-opted Trustees serving on the Board of RedR UK. A risk register is in place which includes the major risks which are likely to affect the operation of the charity. This is TRUSTEE INDUCTION AND TRAINING considered at each meeting of the Trustees and any action which may be required is determined. New Trustees take part in a comprehensive induction which includes a briefing and information on their legal obligations Those risks assessed to be of greatest significance remain under charity and company law, the governance procedures those relating to RedR’s financial position, in particular the of the charity including the committee structure of the risk of statutory donors in the current economic climate board and its decision making processes, and the Strategic reducing their support. Control systems have been put in and Operational Plans. In addition they are given the place to ensure rapid action when required, for example opportunity to meet with staff and other Trustees as part of when programme funding is not renewed, and these are their orientation. All Trustees are also provided with regular monitored by the Audit Committee between meetings of the information and access to training to assist them in fulfilling Trustees. their responsibilities as Trustees.

RedR UK has taken out Charity Trustees Liability Insurance to indemnify all its trustees, existing and retired, and the directors of its subsidiary company, RedR UK Trading Limited, for proceedings commenced against them as a result of their service with the charity and the company.

15 © Sari Omer

The most useful thing I’ll take “ away with me and share was the session on chlorination: the percentage of chlorine you need to add to water to make it safe to drink. That was new for me.

Sara Mohammed

SUDAN CASE STUDY

Sudan currently hosts some 350,000 refugees from the practical steps they would take to share them with the neighbouring South Sudan, who have fled the country refugee and host communities they work with. since fighting broke out in December 2013. More than Sara Mohammed, a Field Officer with Friends of Peace 100,000 South Sudanese refugees live in camps in White and Development Organisation (FPDO), and workshop Nile State, where humanitarian agencies are working to participant was one of them. meet the needs not only of the refugees themselves, but of the communities that host them. “One of things that can be challenging when working with refugee and host communities is that you’re dealing with In November 2016, RedR UK held a three-day WASH a wide range of people with very different ideas, opinions, Demonstration Workshop in Kosti, one of the main cities and habits. It can be difficult to reconcile these. Now I in White Nile State. Fifteen humanitarian staff working for feel I can communicate better with them, and this has national NGOs, international NGOs, and the Government of improved my ability to meet different people’s needs. Sudan, came along to learn and practise practical measures I came to this workshop because I knew there were still for combatting water-related diseases, including water some gaps in my knowledge. And because part of my job purification, hygiene promotion, and behavioural change. is training community leaders in health education and The workshop format allowed participants to learn from hygiene promotion, I wanted to fill those gaps, so I could each other’s ideas and experience. Time was allocated to pass the information on to them. I gathered some new interactive, hands-on demonstrations, enabling participants knowledge from the sessions on water management at to practise these techniques for themselves and identify household level.“ 16

REDR UK REPORT OF THE BOARD OF TRUSTEES FOR THE YEAR ENDED 31 MARCH 2017

FINANCIAL REVIEW RESERVES POLICY

RedR’s total income increased from £4.4M to £4.8M, mainly The Board of Trustees has agreed a reserves policy and the due to an increase in grants and training fee income for Audit Committee reviews the associated risks on a regular our programme activities. However, we continued to have basis. a challenge raising enough income to sustain our overseas operations and consequently had to put our operation in RedR is committed to the prudent use of funds it receives as Pakistan on hold for the time being. soon as practicable to achieve its mission while recognising the need to have reserves in place to ensure the continuation Total expenditure increased from £4.2M to £5M. All of this of our programmes in the event of an unforeseen downturn. related to our programme activities, increasing our impact Using the budget, the board will determine on an annual in improving competency of humanitarian programmes and basis the level of unrestricted reserves required to meet the reflecting the increase in funding noted above. organisation’s liabilities and the appropriate funds required to continue providing its services. Total funds at 31 March 2017 were £1.9M. The closing balance on Restricted Funds remained similar to the It is the policy of the trustees to maintain the level of free opening balance (from £799K to £793K) but with significant reserves at a range of £380K to £420K which represents movement in and out during the year as new funding was three months of planned annual unrestricted expenditure received and programmes progressed. These represent over the next five years. At 31st March 2017 General Funds funds given for specific purposes (as set out in note 12 of stood at £276K. A mechanism is in place to alert trustees the Accounts). if the level of reserves falls below two months of planned unrestricted expenditure so that they can then meet to Designated Funds decreased from £902K to £787K, as we discuss appropriate action. continue to invest some of these funds in strengthening the organisation and our programmes. These are unrestricted Designated fund reserves stood at £787K at 31 March funds which the trustees have chosen to designate to allow 2017. There is a plan to spend £287K off these designated long term investment to strengthen both the capacity to reserves over the next three years to further strengthen our deliver its mission and in the delivery of that mission. programmes, while keeping the remaining £500K for future development of charitable activities. RedR’s Unrestricted Funds decreased from £370K to £276K. This is the result of some funding challenges faced in some of our overseas operations, noted above, where it is INVESTMENT POLICY becoming increasingly difficult to secure longer term grants for our programme activities. The Board of Trustees are The Board of Trustees, having regard to the liquidity exploring alternative modes of operation, and funding of requirements of operating the charity, have kept short term those operations, to ensure the long term sustainability of reserves in an interest bearing deposit account to provide our work. financial security. Some of the longer term reserves have SUDAN CASE STUDY been invested to generate a return of inflation plus 3.5% over the long term, after expenses. The initial long term investment of £150K was placed during 2015/16. The value of this investment has increased by 15.2% in the last year (2016 -3.7%).

REFERENCE AND ADMINISTRATIVE DETAILS Bankers Company number Principal office National Westminster Bank Plc 3929653 250a Kennington Lane 30 Market Place London Newbury Charity number SE11 5RD Berkshire 1079752 RG14 5GP Principal staff Registered office Martin McCann Chief Executive Officer Auditors 1 Great George Street Kingston Smith LLP London Honorary Officers Devonshire House SW1P 3AA Geoff French Chair 60 Goswell Road Paul Sherlock Vice-Chair London PJ Greeves Treasurer EC1M 7AD 17 17

REDR UK REPORT OF THE BOARD OF TRUSTEES FOR THE YEAR ENDED 31 MARCH 2017

STATEMENT OF FINANCIAL ACTIVITIES (incorporating an income and expenditure account)

FOR THE YEAR ENDED 31 MARCH 2017 2017 2016 Note Restricted Designated Unrestricted Total Total £ £ £ £ £ Income Donations and Legacies 2 318,826 - 842,941 1,161,767 1,211,499 Other trading activities 3,190 - 5,548 8,738 6,211 Investment income - - 7,140 7,140 3,732 Charitable activities 3 Providing relief personnel - - 1,611 1,611 1,930 Improving competence 2,502,211 - 1,128,095 3,630,306 3,195,922 Total income 2,824,227 - 1,985,335 4,809,562 4,419,294

Expenditure Raising funds Fundraising - - 314,121 314,121 323,517 Publicity - 69,208 72,779 141,987 57,092 Total costs of raising funds - 69,208 386,900 456,108 380,609

Charitable activities Improving competence 2,831,502 35,870 1,723,593 4,590,965 3,883,951 Total charitable expenditure 2,831,502 35,870 1,723,593 4,590,965 3,883,951

Total expenditure 4 2,831,502 105,078 2,110,493 5,047,073 4,264,560

Net gains/(losses) on investments 21,909 21,909 (5,566) Net income/(expenditure) 5 (7,275) (105,078) (103,249) (215,602) 149,168 Transfers between funds 13 - (9,521) 9,521 - -

Net movement in funds (7,275) (114,599) (93,728) (215,602) 149,168

Balance brought forward at 1 April 2016 799,911 902,248 369,712 2,071,871 1,922,703

Balance carried forward at 31 March 2017 13 792,636 787,649 275,984 1,856,269 2,071,871

All of the above results are derived from continuing activities. There were no other recognised gains or losses other 20 than those stated above. Movements in funds are disclosed in note 13 to the financial statements.

REDR UK REPORT OF THE BOARD OF TRUSTEES FOR THE YEAR ENDED 31 MARCH 2017

REDR UK CASH FLOW STATEMENT FOR THE YEAR ENDED 31 MARCH 2017

2017 2016 £ £ Cash flow from operating activities Net cash provided by operating activities (195,669) 343,486

Cash flow from investing activities Investment income and interest received 7,140 3,732 Payments to acquire tangible fixed assets - (1,886) Payments to acquire investments - (150,000) 7,140 (148,154)

Net (decrease)/ increase in cash and cash equivalents (188,529) 195,332 Cash and cash equivalents at beginning of year 1,591,676 1,396,344 Cash and cash equivalents at end of year 1,403,147 1,591,676

Reconciliation of net income to net cash flow from operating activities 2017 2016 £ £ Net income including endowments (215,602) 149,167 Adjustments for: Depreciation charges 9,521 9,521 (Gains)/losses on investments (21,909) 5,566 Investment income (7,140) (3,732) Decrease/(increase) in debtors 61,651 133,995 (Decrease)/increase in creditors (22,191) 48,969 Net cash provided by operating activities (195,670) 343,486

22 REDR UK REPORT OF THE BOARD OF TRUSTEES FOR THE YEAR ENDED 31 MARCH 2017

COMPANY STATUS the funds, the receipt is probable and the amount can be measure reliably. Legacies are also included when RedR UK is a company limited by guarantee and has no receivable. Donated services and facilities are recognised share capital. The liability of each as income where the provider of the service has incurred a member is limited to £1 per member. financial cost. Volunteer time is not included in the financial statements. 1.ACCOUNTING POLICIES Grants are recognised in full in the statement of financial RedR UK is a registered charity who seek to relieve suffering activities in the year in which they are receivable. caused by disasters by selecting, training and providing competent an committed personnel to humanitarian When donors specify that donations and grants given to programmes worldwide. the charity must be used in future accounting periods the income is deferred until those periods. When donors The entity is registered in England and Wales with a impose conditions that have to be fulfilled before the charity registered office of 1 Great George Street, London, SW1P becomes entitled to use them the income is deferred and 3AA. Its company number is 3929653 and charity number not included in incoming resources until these conditions is 1079752. have been met. a)Basis of preparation of financial statements Income generated from the supply of goods or services is included in the statement of financial activities in the period These notes have been prepared on a going concern basis, in which the supply is made, net of VAT where applicable. under the historical costs convention. The financial statements have been prepared under the c)Expenditure historical cost convention and in accordance with the Expenditure is recognised once there is a legal or Financial Reporting Standard applicable in the UK and constructive obligation to make a payment to a third party, Republic of Ireland (FRS102). The charitable company is it is probable that a settlement is required and the amounts a public benefit company for the purpose of FRS102 and of the obligation can be measured reliably. All expenditure is therefore the charity also prepared its financial statements accounted for on an accrual basis. in accordance with the Statement of Recommended Expenditure includes attributable VAT which cannot be Practice applicable to charities preparing their accounts in recovered. accordance with the Accounting and Reporting by charities: Financial Reporting Standard applicable in the UK and The costs of raising funds relate to the costs incurred by the Republic of Ireland published on 16 July 2014 (The FRS102 charitable company in raising funds for the charitable work charities SORP), the Companies Act 2006 and the Charities and raising the profile of our work through our corporate Act 2011. communications.

The financial statements are prepared in sterling, which is Charitable costs relate to providing relief personnel through the functional currency of the company. Monetary amounts our recruitment service and improving competence through in the financial statements are rounded to the nearest £. training in the UK and overseas and our technical support service. The Trustees consider that there are no material uncertainties about RedR UK’s ability to continue as a Support costs comprise of those costs which are incurred going concern. With regard the following year, the most directly in support of expenditure on the objects of the significant areas of uncertainty of RedR UK is the increasing charity and includes governance costs. Governance costs difficulty to secure long term grants that cover the full costs include the management of the charitable company’s of running our programmes. For more information, see the assets, organisational management and compliance with performance and risk sections of the Trustees’ annual report constitutional and statutory requirements. for more information. Gifts-in-kind reflect the cost of annual computer software The principal accounting policies adopted, judgements and licences which have been donated by the Sales force key sources of estimation uncertainty in the preparation of Foundation. the financial statements are as follows: d) Fund accounting b)Income Restricted funds are to be used for specific purposes as laid All income is recognised when there is entitlement to down by the donor. Expenditure which meets these criteria is charged to the fund.

23 REDR UK REPORT OF THE BOARD OF TRUSTEES FOR THE YEAR ENDED 31 MARCH 2017

NOTES TO THE FINANCIAL STATEMENTS

Unrestricted funds are donations and other income received h) Leases or generated for the charitable purposes. They are available Rentals payable under operating leases, where substantially to spend on activities that further any of the purposes of the all the risks and rewards of ownership remain with the charity. lessor, are charged to the statement of financial activities on a straight line basis over the minimum lease term. Designated funds are unrestricted funds set aside by the board of Trustees for specific future purposes or projects. i) Financial Instruments e) Pension costs Investments The charity participates in a New Generation Stakeholder Investments are a form of basic financial instrument and are Pension Plan (a defined contribution scheme). Employees initially recognised at their transaction set their own contribution level while the charity value and subsequently measured at their fair value as at contributes up to 5% of earnings to the plan. The charity the balance sheet date using the closing also contributes to a number of freestanding schemes quoted market price. The Statement of Financial Activities on employees’ behalf. Pension costs are charged to the includes net gains and losses arising on Statement of Financial Activities in the period to which they revaluation and disposals throughout the year. relate. The charity does not acquire put options, derivatives or f)Tangible fixed assets and depreciation other complex financial instruments. Individual assets costing £1,000 or more are capitalised at cost. Cash and cash equivalents Cash at bank and cash in hand includes cash and short term Depreciation is provided on all tangible fixed assets at rates deposits with a short maturity of three calculated to write off the cost of each asset evenly over its months or less. estimated useful life. The useful lives in use are as follows: Debtors and Creditors Office equipment 5 years Debtors and creditors receivanle or payable within one year Computer equipment 3 years of the reporting date are carried at their Database development 5 years transaction price. Debtors and creditors that are receivable Office refurbishment 5 years (period of the lease) or payable in more than one year and not subject to market rate of interest are measured at the Tangible fixed assets purchased from restricted funds for a present value of the expected future receipts or particular project are charged to that payments discounted at a market rate of interest. project and are not capitalised. Critical accounting judgements and estimates g) Foreign Currency Translation In the view of the Trustees in applying the accounting Monetary assets and liabilities in foreign currencies are policies adopted, no judgements were required translated into sterling at the rates of exchange ruling at the that have a significant effect on the amounts recognised balance sheet date. Transactions denominated in foreign in the financial statements nor do any estimates or currencies are translated into sterling at the rates ruling assumptions made carry a significant risk of material at the date of the transaction. Any gains or losses arising adjustment in the next financial year. due to fluctuations in exchange rates are charged to the statement of financial activities.

24 REDR UK REPORT OF THE BOARD OF TRUSTEES FOR THE YEAR ENDED 31 MARCH 2017

NOTES TO THE FINANCIAL STATEMENTS

2.VOLUNTARY INCOME

FOR YEAR ENDED 31 MARCH 2017 2017 2016 Restricted Designated Unrestricted Total Total £ £ £ £ £ Trusts 316,460 - 16,152 332,612 182,774 Individual giving 1,810 - 187,142 188,952 254,168 Patrons and corporate supporters - - 276,935 276,935 433,338 Legacies - - 55,000 55,000 8,000 Events 556 - 172,983 173,539 230,904 BP challenges - - 134,729 134,729 102,315 Total 318,826 - 842,941 1,161,767 1,211,499

FOR YEAR ENDED 31 MARCH 2016 2016 2015 Restricted Designated Unrestricted Total Total £ £ £ £ £ Trusts 72,512 - 110,262 182,774 1,296,841 Individual giving 58,720 - 195,448 254,168 318,252 Patrons and corporate supporters 176,232 - 257,106 433,338 282,839 Legacies - - 8,000 8,000 2,149 Events 8,355 - 222,549 230,904 101,926 BP challenges - - 102,315 102,315 140,604 Total 315,819 - 895,680 1,211,499 2,142,611

25 REDR UK REPORT OF THE BOARD OF TRUSTEES FOR THE YEAR ENDED 31 MARCH 2017

NOTES TO THE FINANCIAL STATEMENTS

3. INCOMING RESOURCES FROM CHARITABLE ACTIVITIES FOR YEAR ENDED 31 MARCH 2017 2017 2016 Restricted Designated Unrestricted Total Total £ £ £ £ £ Providing relief personnel Recruitment fees - - 1,611 1,611 1,930 Improving competence Grants DfID - EVD - - - - (27,184) DfID - Mission Ready 27,073 - - 27,073 130,636 CCQL 75,598 - - 75,598 - ECHO - Europe 426,590 - - 426,590 38,669 ECHO (INSO+KIRA) 316,365 - - 316,365 679,154 JOAC 113,126 - - 113,126 126,779 NCCI 60,061 - - 60,061 - OFDA - USAID 100,319 - - 100,319 155,918 UNDP 268,447 - - 268,447 - UNICEF 201,279 - - 201,279 348,727 WHO 79,833 - - 79,833 - The Clothworkers’ Foundation 30,000 - - 30,000 30,000 Other 30,924 - - 30,924 79,507 Training fees 772,596 - 1,128,095 1,900,691 1,633,716

2,502,211 - 1,128,095 3,630,306 3,195,922

26 REDR UK REPORT OF THE BOARD OF TRUSTEES FOR THE YEAR ENDED 31 MARCH 2017

NOTES TO THE FINANCIAL STATEMENTS

3. INCOMING RESOURCES FROM CHARITABLE ACTIVITIES FOR YEAR ENDED 31 MARCH 2016

2016 2015 Restricted Designated Unrestricted Total Total £ £ £ £ £ Providing relief personnel Recruitment fees - - 1,930 1,930 977 Improving competence Grants DfID - EVD (27,184) - - (27,184) 657,203 DfID - Middle East - - - - 102,785 DfID - Mission Ready 130,636 - - 130,636 72,085 ECHO - Europe 38,669 - - 38,669 - ECHO (INSO+KIRA) 679,154 - - 679,154 230,515 JOAC 126,779 126,779 - OFDA - USAID 155,918 - - 155,918 86,890 UNHCR - - - - 40,399 UNDP - - - - 23,645 UNICEF 348,727 - - 348,727 69,950 The Clothworkers’ Foundation 30,000 - - 30,000 30,000 Other 79,507 - - 79,507 -

Training 854,574 - 779,142 1,633,716 1,455,614

2,416,780 - 779,142 3,195,922 2,769,086

27 REDR UK REPORT OF THE BOARD OF TRUSTEES FOR THE YEAR ENDED 31 MARCH 2017

NOTES TO THE FINANCIAL STATEMENTS

4A. ANALYSIS OF TOTAL RESOURCES EXPENDED FOR THE YEAR ENDED 31 MARCH 2017

- £ Total 2016 2016 6,145 4,290 82,553 14,464 14,695 16,899 42,029 324,930 217,059 1,977,511 4,264,561 4,264,561 1,648,044

- £ Total 2017 2017 5,798 2,829 18,590 14,744 21,195 57,358 200,802 268,180 162,411 5,047,073 5,047,073 1,852,617 2,557,265 - - - - £ Support 329,722 120,673 158,201 608,596 (608,596) £ 228 5,798 42,601 553,597 147,507 4,037,368 4,590,965 1,283,969 2,557,265 Improving Competence Improving Staff costs and accountancy Audit fees Professional Meetings - - - - £ 45,751 79,115 17,121 124,866 141,987 Publicity - - - - £ 37,878 83,068 193,175 276,243 314,121 Fundraising Staff costs (note 6) Office administration Training Fundraising/PR administration Organisation Communication expended resources Total Support costs expended resources Total or constitute the output of produce do not themselves an activity, deliver Note 1: Support those costs that, whilst necessary to costs are in supporting costs will be incurred income generation activities such as fundraising, and in supporting the Similarly, the charitable activity. administration, office functions such as general management, payroll Support costs include the central or regional of the charity. governance and financing. human resources, budgeting and accounting, information technology, all other categories proportionally in line with non-supportSupport allocated across expenditure. costs are costs. Included within support governance costs are costs comprise of the following: Governance

28 REDR UK REPORT OF THE BOARD OF TRUSTEES FOR THE YEAR ENDED 31 MARCH 2017

NOTES TO THE FINANCIAL STATEMENTS

4B. ANALYSIS OF TOTAL RESOURCES EXPENDED FOR THE YEAR ENDED 31 MARCH 2016

£ - Total 2015 5,372 375,129 102,392 112,001 1,542,548 1,653,875 3,791,317 3,791,317

£ - Total 2016 82,553 14,464 324,930 217,059 1,648,044 4,264,560 4,264,560 1,977,511 £ - - 261 3,018 Support 291,235 163,561 158,855 616,930 (616,930 ) £ 34 5,698 57,554 561,869 161,016 1,124,478 3,883,951 1,973,302 3,322,082 Improving Competence Improving £ - - 219 8,766 8,259 1,089 38,759 48,833 57,092 Publicity £ - 134 102 650 82,258 46,801 193,572 276,716 323,517 Fundraising Staff costs (note 6) Office administration Training Fundraising/PR administration Organisation Communication expended resources Total Support costs expended resources Total or constitute the output of produce do not themselves an activity, deliver Note 1: Support those costs that, whilst necessary to costs are in supporting costs will be incurred income generation activities such as fundraising, and in supporting the Similarly, the charitable activity. administration, office functions such as general management, payroll Support costs include the central or regional of the charity. governance and financing. human resources, budgeting and accounting, information technology,

29 REDR UK REPORT OF THE BOARD OF TRUSTEES FOR THE YEAR ENDED 31 MARCH 2017

NOTES TO THE FINANCIAL STATEMENTS

5. NET INCOMING/(OUTGOING) RESOURCES FOR THE YEAR 2017 2016 Trustees’ reimbursed expenses are reimbursed travel and subsistence costs This is stated after charging: £ £ of attendance at board meetings and Depreciation 9,521 9,521 monitoring RedR’s activities. Seven trustees made claims during the year Trustee’s reimbursed expenses 3,924 2,844 (2016: Six). Operating lease charges: UK property rent 60,000 60,000 Operating lease charges: Overseas property rent 57,179 71,042 In the year, trustees gave donations to Foreign exchange (gain)/loss (44,512) (2,775) the charity totalling £252 (2016: £780). Auditors’ remuneration: These donations were then the benfi- Current year statutory audit 12,917 12,700 ciary of Gift Aid at 25%. Other services 2,846 2,690

6. STAFF COSTS AND NUMBERS

Staff costs were as follows: 2017 2016 £ £ Salaries and wages 1,567,832 1,370,323 Social security costs 160,004 145,666 Pension costs 57,952 35,972 Recruitment costs 24,702 8,145 Staff development costs 11,163 6,238 Travel, subsistence and other staff costs 30,965 81,700

1,852,618 1,648,044

Employees earning more than £60,000 during the year: The key management personnel of RedR £70,001 - £80,000 1 1 UK comprise the trustees, the Chief Executive Officer, Programmes Director, Pension contributions in respect of this employee were £3,800 Fundraising Director and Finance and (2016: £3,800). Resources Director. The average weekly number of employees (full-time equivalent) during the year was as follows: There were £9,050 redundancy payments in the year (2016: £0). 2017 2016 The total employee benefits of the key Improving competence 27.0 18.0 management personnel were £269,700 Fundraising & publicity 8.6 8.3 (2016: £252,387). Administration 6.8 6.2 Governance 0.2 0.2 Staff employed on overseas programmes: Sudan 17.0 15.8 EastAfrica 6.4 11.2 Pakistan 6.9 9.0 Middle East 6.4 6.1

79.3 74.8

30 REDR UK REPORT OF THE BOARD OF TRUSTEES FOR THE YEAR ENDED 31 MARCH 2017

NOTES TO THE FINANCIAL STATEMENTS

7. TAXATION

The charitable company is exempt from corporation tax as all its income is charitable and is applied for charitable purposes.

8. TANGIBLE FIXED ASSETS

Office Database Computer Total Refurbishment development equipment £ £ £ £ COST At 1 April 2016 129,821 26,820 15,169 171,810 Additions in year - - - At 31 March 2017 129,821 26,820 15,169 171,810 DEPRECIATION At 1 April 2015 115,949 26,820 11,077 153,846 Charge for the year 6,688 2,833 9,521 At 31 March 2017 122,637 26,820 13,910 163,367 NET BOOK VALUE At 31 March 2017 7,184 - 1,259 8,443 At 31 March 2016 13,872 - 4,092 17,964

9. FIXED ASSET INVESTMENTS

2017 2016 £ £ Market value at 1 April 2016 144,434 - Additions at cost 150,000 Net unrealised investment gains/(losses) 21,909 (5,566) Market value at 31 March 2017 166,343 144,434

Historical cost at 31 March 2017 150,000 150,000

The investments comprise CCLA - COIF Charities Investment Fund 166,343 144,434

31 REDR UK REPORT OF THE BOARD OF TRUSTEES FOR THE YEAR ENDED 31 MARCH 2017

NOTES TO THE FINANCIAL STATEMENTS

10. DEBTORS

2017 2016 £ £ Financial assets £424,116 (2016 £468,804) which includes grants receivable, accrued income advances Grants receivable 20,000 13,646 and other debtors are recognised at Accrued Income 24,440 82,776 amortised cost. Advances 5,641 10,691 Other debtors 374,035 361,491 Prepayments 51,877 69,040 475,993 537,644

11. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR Included in other creditors are outstanding pension contributions amounting to £5,158 (2016: £5,226). 2017 2016 Deferred income occurs where training £ £ courses which are due to occur after the balance sheet date but are invoiced Taxation & social security 32,303 29,934 beforehand. Financial liabilities of £161,745 (2016: £153,711), which Other creditors 126,166 108,811 include other creditors and accruals, are Accruals 35,579 44,900 recognised at amortised cost.

Deferred income 3,609 36,203 197,657 219,848

12. ANALYSIS OF NET ASSETS BETWEEN FUNDS

For year ended 31 March 2017 Restricted Designated General Total funds funds funds funds £ £ £ £ Tangible fixed assets - 8,443 - 8,443 Investments - - 166,343 166,343 Net current assets 792,636 779,206 109,641 1,681,483 Net assets at 31 March 2017 792,636 787,649 275,984 1,856,269

For year ended 31 March 2016 Restricted Designated General Total funds funds funds funds £ £ £ £ Tangible fixed assets - 17,964 - 17,964 Investments - - 144,434 144,434 Net current assets 799,911 884,284 225,278 1,909,473 Net assets at 31 March 2016 799,911 902,248 369,712 2,071,871

32 REDR UK REPORT OF THE BOARD OF TRUSTEES FOR THE YEAR ENDED 31 MARCH 2017

NOTES TO THE FINANCIAL STATEMENTS NOTES TO THE FINANCIAL STATEMENTS

13.A MOVEMENTS IN FUNDS FOR THE YEAR END 31 MARCH 2017

At 1 April Incoming Outgoing Transfers At 31 March 2016 resources resources 2017 £ £ £ £ £ REDR RESTRICTED FUNDS: Sudan 215,208 503,264 (467,653) - 250,819 East Africa 74,992 604,082 (625,027) - 54,047 Pakistan - 82,576 (82,576) - - Middle East 134,543 640,932 (628,758) - 146,717 Afghanistan 180 - - - 180 Nepal 137,332 11 (137,343) - - Europe & Global Initiatives 204,579 703,255 (634,756) - 273,078 Mission Ready 18,022 131,124 (125,457) - 23,689 Adcap 1,312 7,693 (6,062) - 2,943 TSS 10,415 - - - 10,415 Lloyd’s 2,447 151,290 (122,989) - 30,748 Other 881 - (881) - - Total Restricted Funds 799,911 2,824,227 (2,831,503) - 792,635

UNRESTRICTED FUNDS Designated Funds Halcrow Trust Fund 884,284 - (105,078) - 779,206 Fixed Asset Funds 17,964 - - (9,521) 8,443 Total Designated Funds 902,248 - (105,078) (9,521) 787,649 General Funds 369,712 1,985,335 (2,088,584) 9,521 275,984 Total Unrestricted Funds 1,271,960 1,985,335 (2,193,662) - 1,063,633 Total Funds 2,071,871 4,809,562 (5,025,165) - 1,856,268

33 REDR UK REPORT OF THE BOARD OF TRUSTEES FOR THE YEAR ENDED 31 MARCH 2017

NOTES TO THE FINANCIAL STATEMENTS

13.B MOVEMENTS IN FUNDS FOR THE YEAR END 31 MARCH 2016

At 1 April Incoming Outgoing Transfers At 31 March 2015 resources resources 2016 £ £ £ £ £ REDR RESTRICTED FUNDS: Sudan - 379,492 (164,284) - 215,208 East Africa 52,131 949,145 (926,284) - 74,992 Pakistan 1,849 84,049 (85,898) - - Middle East 151,922 305,590 (322,969) - 134,543 Afghanistan 1,811 52,594 (54,225) - 180 Nepal 252,004 (114,672) - 137,332 Europe & Global Initiatives 362,977 (158,398) - 204,579 ECHO ARC (Eastern European Fund) (38,324) 38,669 (345) - - DFID EVD 129,994 1,636 (131,630) - - Mission Ready (4,482) 288,083 (265,579) - 18,022 Handbook 4,729 - (4,729) - - Volunteer engineers 1,594 - (1,594) - - Adcap 16,828 18,360 (33,876) - 1,312 TSS 10,415 - - - 10,415 Lloyd’s 114,397 - (111,950) - 2,447 Other 881 - - - 881 Total Restricted Funds 443,745 2,732,599 (2,376,433) - 799,911

UNRESTRICTED FUNDS Designated Funds Sudan Programme Fund 26,257 - (26,257) - - Halcrow Trust Fund 973,189 - (88,905) - 884,284 Fixed Asset Funds 25,599 - - (7,635) 17,964 Total Designated Funds 1,025,045 - (115,162) (7,635) 902,248 General Funds 453,913 1,686,695 (1,778,531) 7,635 369,712 Total Unrestricted Funds 1,478,958 1,686,695 (1,893,693) - 1,271,960 Total Funds 1,922,703 4,419,294 (4,270,126) - 2,071,871

34 REDR UK REPORT OF THE BOARD OF TRUSTEES FOR THE YEAR ENDED 31 MARCH 2017

NOTES TO THE FINANCIAL STATEMENTS NOTES TO THE FINANCIAL STATEMENTS

13C. PURPOSES OF RESTRICTED FUNDS 14. RELATED PARTIES

The Sudan Fund was used for providing training and RedR International is the umbrella body of the various addressing technical and coordination competencies. RedR organisations around the world. The charity has two Funding has been secured from a variety of major nominees on the committee of RedR International. institutional donors and trust funds in support of this work. The charity has established a wholly owned subsidiary trading company, RedR UK Trading Limited, a company The East Africa Fund represents a number of contracts registered in England & Wales. The company remains secured from a variety of major institutional donors; these dormant. vary in timing of cashflow income and expenditure. RedR US is established as a 501c entity. Ian Smout, a The Pakistan Fund represents a number of contracts trustee of RedR UK currently sits on the board but as there secured from a variety of donors; these vary in the timing of is no control the results of that entity are not amalgamated cashflow income and expenditure. within these financial statements. At the year end, RedR US held $4,809 of funds that were raised on behalf of RedR The Middle East Fund represents a number of contracts UK. This debtor is currently included in Note 10 to these secured from a variety of major insitutional donors; these accounts. vary in the timing of cashflow income and expenditure. 15. OPERATING LEASE COMMITMENTS The Nepal Fund was established in response to the earthquake in April 2015, to build the capacity of aid workers At 31 March 2017, the charity had the following minimum responding to the disaster. lease payments under non-cancellable operating leases which fall due as follows The Europe & Global Initiatives Fund represents a number of contracts secured from a variety of major institutional Land and buildings donors; these vary in the timing of cashflow income and expenditure. 2017 2016 £ £ The Mission Ready Fund was financed by DfID and OFDA within one year 100,471 106,987 (USAID) to develop an online security training programme. The Technical Solutions Services fund (TSS) was between two and five years 22,795 149,316 established to provide technical expertise for the urban emergencies project. over five years - - The Lloyds Fund is a grant towards our ‘Ready to Respond’ programme focussing on urban emergencies and training international aid workers.

13D. PURPOSES OF DESIGNATED FUNDS

The Halcrow Trust Fund was established by Trustees in response to a generous unrestricted donation in 2014/15 to allow long term investment in strengthening both the capacity to deliver RedR UK’s mission and in the delivery of that mission.

There is a plan to spend £279K of these designated reserves over the next three years to further strengthen our programmes, while keeping the remaining £500K for the future development of charitable activities.

The Fixed Asset Fund has been set up to assist in identifying funds that are not free funds and represents the net book value of tangible fixed assets.

35 © Nathan Siegel REDR UK REPORT OF THE BOARD OF TRUSTEES FOR THE YEAR ENDEDREDR 31 MARCH UK REPORT 2017 OF THE BOARD OF TRUSTEES FOR THE YEAR ENDED 31 MARCH 2017 Personal Safety and Security in the Field, Nairobi, 2017.