CHANGING_OUR_LIVES - Accounts

The accounts have been prepared in accordance with the accounting policies set out in note 1 to the accounts and comply with the charity's [governing document], the Companies Act 2006 and “Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)” (as amended for accounting periods commencing from 1 January 2016)

The charity is a rights-based organisation that works in co-production with people with disabilities of all ages to achieve equality, good health and social inclusion.

Public benefit

The trustees have had due regard to the Charity Commission's guidance on Public Benefit Reporting when planning its future activities and also during delivery of its activities.

• In this year’s annual report you will see a range of projects, all shaped around individual and community need, but they all look very different. These projects include strategic work such as the coproduction of an autism strategy in Sandwell Metropolitan Borough, facilitating community conversations with 100 people about mental health for the State of Sandwell and facilitating the Challenge board in Wolverhampton made up of disabled young people who are shaping and influencing health and social care policy. We have also included more individual work capturing people’s independent lives in Ordinary Life stories, person centred planning and community connecting with young disabled people in the Common Ground project.

• Employment for ALL! Since 2002 when Changing Our Lives was established we have been committed to employing disabled people and people with lived experience of mental health difficulties and to working with partner agencies to encourage and support this within their organisations. In the last 18 years we have paid 59 disabled people and people with lived experience of mental health difficulties for work within the organisation.

New team of Associates

In 2019 we carried out a review of employment opportunities for disabled people and people with lived experience of mental health difficulties within Changing Our Lives. In order to further our commitment to employment for all, in early 2020 we established a new team of Associates. Whilst most of our Associates are disabled, it is important to know that they are not chosen primarily because they are disabled. They are chosen because they have particular skills, talents, values and knowledge. Our team is made up of Monique, Kashmire, Jude, Brooke, Caprice and Richard. (Include photos of them all and link to page on website…)

‘I began to believe that even though I have a disability, I am still entitled to live an ordinary life and pursue a career.’ Monique

Career progression

Often when disabled people are employed they struggle to progress their career. Some of the reasons for this may be the difficulties we all face when furthering our career, but often the assumption is that disabled people don’t work, therefore a career is never considered. Siraaj Nadat is a Senior Quality of Life Facilitator within our team. Siraaj was first employed in the core team in 2012 and over the years as his experience and expertise has developed he has grown into the senior role. Although widely respected and known throughout England, he often faces prejudice and ignorance when he is in professional circles, and in early 2020 was met with an offer of a box of chocolates as a thank you for a talk, showing just how far we have to progress in terms of the recognition of disabled people in employed roles.

When asked to sum up what employment means to him, Siraaj commented: ‘True employment means you are a contributing member of society. True employment opens the doors of opportunity for the individual. It also puts you on an equal playing field as anyone else in society. Employment should be offered to anyone regardless of their ability. Through employment each person’s potential can be unlocked so they can help society in their special unique way.’ Siraaj Nadat, Senior Quality of Life Facilitator

Disability Confident Leader

Disability Confident is a government scheme designed to encourage employers to recruit and retain disabled people. Changing Our Lives is signed up this scheme and has attained level Disability Confident Leader for our commitment to employment of disabled people. During 2019-2020 we paid 7 disabled people for work in the organisation.

• Coproducing a strategy for autism in Sandwell Autistic people and their families have the same right to lead long, happy and healthy lives, as full and equal citizens, just like anyone else. However, in reality autistic people routinely struggle to access the help they need, experience inequalities that impact on their health and wellbeing and face barriers to living a life that many of us take for granted.

Changing Our Lives was asked by Sandwell Council and Sandwell and West Birmingham Clinical Commissioning Group to work in coproduction with autistic people and their families to develop the first strategy for autism in Sandwell. For the first time local autistic people and their families had the opportunity to be actively involved in shaping a future to make Sandwell a place where autistic people and their families thrive and really do live equal lives.

Changing Our Lives held 6 drop-in sessions at libraries, had 9 individual meetings with autistic people and ran 11 workshops in a range of venues across Sandwell; we worked with over 100 autistic people, their families and professionals. Through interactive, informal and frank conversations we gathered a wealth of rich information about autistic people’s lives now, the barriers and opportunities, and the changes that are needed to make Sandwell a better place to live for autistic people and their families. The basis of a draft strategy was built on this information, and includes priority areas for change and nine promises for action.

The strategy will be launched later in 2020 and Changing Our Lives will continue to work with autistic people, their families, professionals and local leaders as change makers to ensure that people, and their outcomes are at the heart of a better future for autistic people in Sandwell.

• Capturing an Ordinary Life Each year we endeavour to tell the Ordinary Life stories of disabled people and people with lived experience of mental health difficulties. We are often met with incredulity when we tell people that however disabled an individual appears to be or however a person struggles with mental health difficulties, we know from experience that when an individual has tailored support, the right home environment and good healthcare, they are able to lead an ordinary life. We share and tell these stories as we people to know what’s possible.

In 2019 we worked with Jenny Bennett and Ami Jones to capture their lives. We chose Jenny and Ami as both had similar experiences of being denied the most basic human rights with Jenny living 19 years in a locked institution and Ami living in some very difficult settings where she was bullied and intimidated. Despite these difficulties, both have been enabled to be independent, living in their own homes and defining their own ordinary. Jenny is a lover of the coffee shop and Primark, whilst Ami is a woman of her generation and into cosplay and fan fiction. Their books can be found at … add link…

• Moving on out - moving on up! Birmingham Transforming Care stories of an ordinary life. Changing Our Lives has a strong and proud history of working with people who find themselves stripped of the most basic human rights, often people with a learning disability and/ or autism. From supporting people to plan a future and move out of NHS campuses in to real homes, facilitating Patients Councils in secure units and using person centred planning with people in inpatient units to facilitate an ordinary life in the community, we know that an ordinary life is possible for everyone with the right support.

The Transforming Care Programme is a national plan that aims to tackle the unacceptable numbers of people with a learning disability and/ or autism who are receiving care in locked hospitals wards and assessment and treatment units by improving care and support in communities. However, despite repeated promises over the last eight years since the Winterbourne View scandal, the numbers of people in these units remains alarmingly high at over 2000.

Birmingham and Solihull CCG (BSCCG) asked Changing Our Lives to support the development of their local Transforming Care strategy by capturing some real stories of people with a learning disability and/ or autism who have moved out of hospital units and on to ordinary lives in the community. We recognise from experience that people themselves are in the best position to know what works for them. Understanding what really works for people from their perspective is critical if the CCG is to deliver on their aspiration to make sure that other people with a learning disability and/ or autism do not end up in in locked hospital units and remain in the community. So we met with people to hear their stories first hand and gather a rich and detailed picture of their journey. We spoke with people to explore and distil down the essence of what has helped them to go from locked hospital units to an ordinary life. We wrote up each person’s story making sure they celebrated their achievements and clearly highlighted those elements that had made their move work. These personal success stories show what is possible when people are given the right support and that no one is too disabled or too affected by mental health problems to live an ordinary life.

• The Mental Health People’s Parliament: State of Sandwell 2019 Healthy, resilient communities and support for the most vulnerable are at the heart of Sandwell Council’s 2030 vision. Parity between the physical and mental health needs of Sandwell residents is crucial to enable this to happen. Working alongside Sandwell’s Mental Health People’s Parliament, Changing Our Lives wanted to understand what keeps people well and what people do when they or their loved ones experience a mental health difficulty. We set ourselves a target of having conversations with 100 local people across the six towns in Sandwell to get to the heart of current experiences and views. We called this work The State of Sandwell.

We facilitated community conversations with 101 Sandwell residents with on an individual basis or in small groups of about 5 people. We were clear these were informal conversations and not interviews as we wanted people to feel at ease and just talk freely.

As coproduction is about all parties coming together to listen and jointly create solutions, we wanted to make sure that professionals had the opportunity to listen to what local residents had to say in The State of Sandwell and exchange and develop ideas. As a result in October 2019, we held an event with Sandwell residents, local commissioners, council officers and the Black Country Partnership NHS Foundation Trust responsible for the majority of mental health provision in the borough. This helped us add to some of the emerging themes from the community conversations and identify key things that are working well in the borough and key things that need to be developed. A State of Sandwell 2019 report was written detailing our findings. This report can be found at https://www.changingourlives.org/Handlers/Download.ashx?IDMF=e816123e-9fba-4cc4-b859-4f3b22006c26

The overwhelming message from this work was that solutions to mental health difficulties and the formula for good mental health are personal solutions; one size does not fit all. 100% of the people we spoke to said that doing things they like and having lots of interests, whether that be doing things as an individual or in a group, kept them well. Importantly, people did not identify services as a place they would go for support.

Themes from the State of Sandwell 2019 are helping shape the future work of the Mental Health People’s Parliament, as well as the work of the multi-agency Mental Health Steering Group that reports to Sandwell’s Health and Wellbeing Board.

• Person Centred Planning In Changing Our Lives one of the approaches we use is person centred planning. We use person centred planning in a practical way to enable people to achieve ordinary life outcomes. Our approach focuses on the unique gifts and strengths of the individual, facilitates the development of relationships to strengthen the rights of the individual and shifts the power back to individuals who have very little if any power and control in their lives. These plans challenge the limitations put on people and support both individuals and families to have a substantially improved quality of life.

The way we work with each individual will differ and what each plan looks like will also differ. There is no ‘one size fits all’ approach, as we get to know the person and the approach we take is one which suits them best. To do this we listen, observe, immerse ourselves in peoples’ lives and build relationships. We create, imagine and aspire and never waver in our belief in the art of the possible. We work with disabled people and people with lived experience of mental health difficulties of all age. However, our planning work has a focus on people who find themselves stripped of the most basic human rights.

During 2019 – 2020 we planned with young autistic people trapped in the inpatient hospital settings. We have supported people to push the boundaries and unlock a life to move away from a world where they are defined by assessment and diagnosis. This work is particularly challenging as we are often fighting against a whole system that simply doesn’t work for the people it serves. A system that instead is a slave to targets and arbitrary deadlines.

We have also been working with adults with learning disabilities in a long stay settings building on planning work previously undertaken to move people out into their own homes in the community after decades of institutionalisation. Our ongoing role with these individuals requires us to act as independent rights based advocates, a role than can be lonely, tricky and contested by the system and the professionals working to serve it. Nevertheless, the skill and maverick nature of the team at Changing Our Lives is capable of taking on some of the most testing and complex cases.

Due to the confidential nature of this work, we have anonymised a couple of compliments we received: “Thank you so much for championing my daughter’s cause so passionately - it means so much to us - you will always hold a special place in our hearts.”

“I’m so glad you got to see all of the improvements in her life – it was wonderful to see all of the differences in her living environment, and great to hear that she looked as well as you’ve ever seen her look! Thank you for all of your hard work and dedication – it makes such a difference to all of the planning and support around this individual.”

“The plan you facilitated was used in the assessment and when we sent it to two providers one of them said it was the best assessment they had ever had in terms of the information about the young person.”

”I would like to thank you for all of your support and help over the past 18 months. It has been a difficult time for my daughter and the wider a family, and you made a big difference and contribution to helping her get to a safer more pleasant place. You brought focus and compassion to the whole process for which I am very grateful.”

• Short Black N Sides “We’re listeners really; a lot of people come in the barbershop and it’s not really about the cut, it’s about the conversation”

Short, Black N Sides is an innovative pilot project providing a platform for Black men in Sandwell to talk about, normalise and challenge the stigma surrounding mental health in their own communities. It is through an understanding and appreciation of the historical legacy of the barbershop that this project has been shaped. The project’s foundation was about taking the message to where men meet, socialise and feel relaxed. Short Black N Sides had 4 key aims:

• to support Black men to stay well and normalise mental health by having conversations in barbershops with people they can identify with, to talk about their day to day issues and how they are feeling.

• to build safe and resilient communities where mental health is seen as everyone’s responsibility and communities take ownership, developing their own solutions that become embedded, enabling them to be self-sustaining.

• to consider an arts based approach to the work and use ‘the arts’ to promote storytelling, challenge communities, build confidence, spread awareness and positive, powerful messages and images of mental health.

• to encourage men to speak to somebody they trust about how they are feeling as early as possible, to prevent symptoms deteriorating unnecessarily.

UK based research shows that the experience of Black men in the mental health system is disproportionately negative. A number of factors, including poverty, stigma and racism, may explain the differences in these experiences. It may also be because mainstream mental health services often fail to understand or provide support that is reflective and representative of the diverse populous that they serve.

The need for the barbershop and the importance it has to the Black community is historical. For much of world history, minority groups had no access to means of communication. The problems that were discussed on the national news or newspapers were of a certain group, of a certain class, of a certain gender. Throughout history, it is at the barbershop that Black men’s problems have been articulated, solutions explored and narratives about events in society constructed. This is what makes it a safe space to chat and the perfect place to start conversations about mental health.

• Common Ground Young disabled people, like their non-disabled peers often experience loneliness. They also experience additional barriers which often lead to a limited social life and very few opportunities to come together with non-disabled people and develop friendships based on shared interests and ideas. Common Ground is a community connecting project in Wolverhampton that is working to change this by creating opportunities for connections between young disabled and non-disabled people to be made out of which friendships will naturally develop. Common Ground offers a tried and tested approach that will help young people to understand loneliness as a normal human experience, and equip them to navigate their thoughts and feelings by empowering them to develop their own solutions to tackle loneliness, both individually and collectively. It is bringing together young disabled people with their non-disabled peers around a range of community projects, providing peer support and helping to bridge a social gulf that has still yet to be addressed. The national conversation about youth loneliness talks about the significance peer support can play in challenging the stigma and Common Ground aims to take this approach and embed human rights into this conversation.

Changing Our Lives have partnered with the Law School at the University of Birmingham to co-produce and co-deliver human rights training. This is being delivered to young people in the city to start to get them thinking about fairness, inequality, discrimination and provide an awareness around the societal barriers and subsequent social exclusion that young disabled people face.

We are working closely with schools, our networks and community partners to broker relationships to connect and empower young people and start a conversation around social isolation and youth loneliness. The project work includes building relationships with families to enable the development and sustainability of the friendships and close working with strategic partners in order to embed the work in the system, so the programme continues after the lifespan of the project.

• Wolverhampton Challenge Board Wolverhampton Challenge Board (www.changingourlives.org/challenge-boards) is a body of young people who influence decision making at a strategic level. The board is made up of young people with the label of "Special Educational Needs and Disabilities" (SEND). The Challenge Board works alongside the City of Wolverhampton Council and a wider network of young people (including schools and colleges) around the city.

The Challenge Board is made up of young leaders, who are bright, articulate and passionate about human rights. They want to make sure that they succeed in their role to improve the lives of young people in their local area by bringing the big issues to the table and driving these forward. The Challenge Board has been involved in various strategic projects in 2019-2020.

The Coproduction Charter The City of Wolverhampton Council coproduced the charter alongside the Challenge Board and other partners. The Council have taken their thoughts and embedded these in the charter, creating five key themes. Following this, some members of the Challenge Board and the council met a designer. They designed how the charter looks, chose colours that are clear and made sure it was easy to read. The Coproduction Charter has been given strategic sign off by the Children and Families Board and is being used across the City of Wolverhampton Council.

EHCP animation Members of the Challenge Board designed an animation which explains Education, Health and Care plans (EHCPs) to young people. They watched existing videos about EHCPs and talked about what was good and what could be improved. They found the videos very wordy and information-heavy, and said that there wasn’t a clear message. They decided that a video for Wolverhampton would need to use simpler language and have a clear message. The finished creation can be found on YouTube: www.youtube.com/watch?v=uhRNOF2IWf0.

Spotlight on SEND event Members of the Challenge Board coproduced and hosted an event for professionals, families and young people. The event brought everyone together to discuss areas to include in the SEND strategy. This included them leading a vibrant session around the labels that professional place on people and the impact of this on individuals. They co-delivered a challenging and interactive session around coproduction and one of the board members took visual minutes in the afternoon to capture young people and family journeys.

SEND Strategy 2020 – 2025 Members of the Challenge Board worked with the SEND Board on two areas: Empowerment and Personalisation and Raising Aspirations. Empowerment and Personalisation includes raising school grades in young people with a label of “SEND”, future jobs, the leisure offer. Raising Aspirations covers personal budgets and how to get information, advice and support. These were areas that the Challenge Board decided to focus on because they covered they key priorities of their Ordinary Life White Paper and subsequent Real Talk report that was developed through conversations with over 130 young people in the city with the label of “SEND”.

SEND Community Health Strategy (2019) Members of the Challenge Board directed the strategic vision for Wolverhampton Clinical Commissioning Group. They laid out what their priorities should be over the next three years in order to improve health support in services to ensure that an ordinary life was at the heart of the vision.

SEND Joint Strategic Needs Assessment (JSNA) Members of the Challenge Board made an enormous contributed to the JSNA. It is a real     achievement that the JSNA is underpinned by ‘ordinary life’ outcomes as     this document will be key in terms of commission intentions moving forward in implementing the new SEND Strategy and improving the lives of young people in the city. “We are very proud to have worked with the young people from the Challenge Board to produce the EHCP animation, we really value our relationship with the group and look forward to working with them on other projects in the future” Independent Advocacy and Support Service ‘By being part of this, I have learnt new things.’ Challenge board member

• Safe Places app Changing Our Lives facilitates 654 Safe Places in the West Midlands. The Safe Places scheme is based on the belief that everyone has the right to feel confident and safe in their local community. Many disabled people and older people do not go out because they or their carers worry that they will get hurt or lost and are therefore often very isolated. The Safe Places scheme enables people to feel more confident and access their local areas. If a person becomes lost, confused or is a victim of a crime, they go to a Safe Place and staff help them. Disabled people say that when they know where their local Safe Places are, they feel more confident to go out. One man with learning disabilities says he uses the bus daily since getting a Safe Places card.

Young people with learning disabilities told us that they would like an accessible app to help them find their local Safe Places. We are developing an app specifically for the West Midlands, which will help people locate and use the Safe Places in their local area. The app gives walking, car or bus route to get to the nearest Safe Place, with a photo of the building, a phone number and the opening hours.

We aim to reach 600 disabled and/or vulnerable people in the first year of the app going live in 2020. We will train people with learning disabilities in how to use the app and develop easy read accessible information to hand out in special schools and day centres, and a short video that will be shared on social media and on our website about how to use the app.

This app will extend the functionality of the Safe Places scheme. This will encourage more disabled people in the West Midlands, who are socially isolated, to go out & engage with their local community. Once the app is developed, it will be free to download and use.

It is the policy of the charity that unrestricted funds which have not been designated for a specific use should be maintained at a level equivalent to at least nine month’s expenditure. The Trustees considers that reserves at this level will ensure that, in the event of a significant drop in funding, they will be able to continue the charity’s current activities while consideration is given to ways in which additional funds may be raised. This level of reserves has been maintained throughout the year.

The charity is controlled by its governing document, a deed of trust, and constitutes a limited company, limited by guarantee, as defined by the Companies Act 2006.

The Trustees, who are also the directors for the purpose of company law, and who served during the year were:

Trustees are appointed as necessary by the continuing trustees.

New trustees receive information and training on their responsibilities as trustees.

The Trustees' report was approved by the Board of Trustees.

The charity’s Trustees, who are also the directors of Changing Our Lives for the purposes of company law, are responsible for the preparation of the accounts. The Trustees consider that an audit is not required for this year under section 144(2) of the Charities Act 2011 (the 2011 Act) and that an independent examination is needed. The charity’s gross income exceeded £250,000 and I am qualified to undertake the examination being a qualified member of ACCA.

Having satisfied myself that the charity is not subject to audit under company law and is eligible for independent examination, it is my responsibility to:

examine the accounts under section 145 of the 2011 Act;

My examination was carried out in accordance with the general Directions given by the Charity Commission. An examination includes a review of the accounting records kept by the charity and a comparison of the accounts presented with those records. It also includes consideration of any unusual items or disclosures in the accounts, and seeking explanations from you as trustees concerning any such matters. The procedures undertaken do not provide all the evidence that would be required in an audit and consequently no opinion is given as to whether the accounts present a ‘true and fair view’ and the report is limited to those matters set out in the next statement.

In connection with my examination, no matter has come to my attention:

to keep accounting records in accordance with section 386 of the Companies Act 2006; and

to prepare accounts which accord with the accounting records, comply with the accounting requirements of section 396 of the Companies Act 2006 and with the methods and principles of the Statement of Recommended Practice: Accounting and Reporting by Charities;

Co-produced equal rights based projects

The statement of financial activities includes all gains and losses recognised in the year.

All income and expenditure derive from continuing activities.

The company is entitled to the exemption from the audit requirement contained in section 477 of the Companies Act 2006, for the year ended 31 March 2020. The members have not required the company to obtain an audit. No member of the company has deposited a notice, pursuant to section 476, requiring an audit of these accounts.

The Trustees' acknowledge responsibilities for ensuring that the charity keeps accounting records which comply with section 386 of the Act and for preparing accounts which give a true and fair view of the state of affairs of the company as at the end of the financial year and of its incoming resources and application of resources, including its income and expenditure, for the financial year in accordance with the requirements of sections 394 and 395 and which otherwise comply with the requirements of the Companies Act 2006 relating to accounts, so far as applicable to the company.

These accounts have been prepared in accordance with the provisions applicable to companies subject to the small companies' regime.

Changing Our Lives is a private company limited by guarantee incorporated in England and Wales. The registered office is 34B The Old Woodyard, Hall Drive, Stourbridge, West Midlands, DY9 9LQ.

The accounts have been prepared in accordance with the charity's [governing document], the Companies Act 2006 and “Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)” (as amended for accounting periods commencing from 1 January 2016). The charity is a Public Benefit Entity as defined by FRS 102.

The charity has taken advantage of the provisions in the SORP for charities applying FRS 102 Update Bulletin 1 not to prepare a Statement of Cash Flows.

The accounts are prepared in sterling, which is the functional currency of the charity. Monetary amounts in these financial statements are rounded to the nearest £.

The accounts have been prepared under the historical cost convention, modified to include the revaluation of freehold properties and to include investment properties and certain financial instruments at fair value. The principal accounting policies adopted are set out below.

At the time of approving the accounts, the Trustees have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. Thus the Trustees continue to adopt the going concern basis of accounting in preparing the accounts.

Restricted funds are subject to specific conditions by donors as to how they may be used.

Designated funds represent monies set aside by the Trustees for particular projects.

Turnover is measured at the fair value of the consideration received or receivable and represents amounts receivable for goods and services provided in the normal course of business, net of discounts, VAT and other sales related taxes.

Tangible fixed assets are initially measured at cost and subsequently measured at cost or valuation, net of depreciation and any impairment losses.

Depreciation is recognised so as to write off the cost or valuation of assets less their residual values over their useful lives on the following bases:

The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds and the carrying value of the asset, and is recognised in net income/(expenditure) for the year.

At each reporting end date, the charity reviews the carrying amounts of its tangible assets to determine whether there is any indication that those assets have suffered an impairment loss. If any such indication exists, the recoverable amount of the asset is estimated in order to determine the extent of the impairment loss (if any).

Intangible assets with indefinite useful lives and intangible assets not yet available for use are tested for impairment annually, and whenever there is an indication that the asset may be impaired.

Cash and cash equivalents include cash in hand, deposits held at call with banks, other short-term liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities.

The following assets and liabilities are classified as financial instruments – trade debtors, trade creditors and bank loans.

Bank loans are initially measured at the present value of future payments, discounted at a market rate of interest, and subsequently at amortised costs using the effective interest method.

Trade debtors and trade creditors are measured at the undiscounted amount of cash or other consideration expected to be paid or received.

The cost of any unused holiday entitlement is recognised in the period in which the employee’s services are received.

Termination benefits are recognised immediately as an expense when the charity is demonstrably committed to terminate the employment of an employee or to provide termination benefits.

Payments to defined contribution retirement benefit schemes are charged as an expense as they fall due.

In the application of the charity’s accounting policies, the Trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods.

Co-produced equal rights based projects

Co-produced equal rights based projects

The average monthly number employees during the year was:

Unrestricted

Designated

Restricted