## |Company
Information||| |---|---|---| |Trustees
Annual
Report||| |Statement
of Trustees'|Responsibilities|19| |Independent
Auditor's|Report to the|| |Members
of The Pace Centre Limited||20| |Statement
of Financial|Activities|24| |Balance Sheet||25| |Statement
of cash flows||26| |Notes to the financial statements||27| ## ## ## ## ## |A list of t|rustees
who have served durin|g the period|are:|are:|| |---|---|---|---|---|---| |Trustees|Mrs Karen Bradley (appointed
2022)|25'"July|Mr Clive John (resigned
25'"
Mr Julian Lovelock (resigned||July 2022)
25'"July| ||Mr lan Cairns||2O22)||| ||Mr Andrew
Coxall||Mr Stephen
Painter||| ||Mr Dennis Craggs||Ms Satyabhama
Pudaruth||| ||Mr lan Harper||Mrs Helen Shepherd|(Chair)|| ||Mr Colin Hayfield (appointed|25'"July|Ms Kay Taylor||| ||2022)||Mr Paul Trueman||| ||Mr David Irvine||||| ## ## ## ## ## ## ## ## ## ## ## ## ## ## |Strategic Progress|||||| |---|---|---|---|---|---| |The following
section
outlines||the|2022 objectives
that the trustees
established
and||Pace's| |progress
against them.|||||| |Achievements
and performance:|||||| |The trustees
have been|very pleased|||with the significant
amount
of progress
towards|Pace's| |strategic
objectives, despite the shorter
period covered
by this report.
The trustees|||||believe| |that continued
progress|against|these||strategic programmes
are helping Pace to realise|its long| |held
vision "...that every|child|in|the|UK with
a neurodisability,
and their
family,
can|access| |educational
and
clinical|support||aligned
with the Pace approach".
The objectives
for 2022||| |reflected
a great deal of continuity|||from the prior year, given the multi-year
nature of our core||| |strategic objectives.|||||| |Objectives for 2022||||Activities and achievements|| |Pace Digital|||||| |We will launch the new Pace website||||We launched
the new Pace website|| |(including
our new Advice and||||(www.the
acecentre. o~r) in June 2022.The new site|| |Support
Hub) and our new brand||||incorporates
our Advice and Support
hub, which already|| |identity.||||contains 32 individual
pieces of digital advice and support|| |||||content. We aim to reach 40 pieces of content by 31|| |||||December 2022 and 50 by June 2023.|| |||||Early web traffic analytics
are showing evidence that|the| |||||site is engaging
our users more successfully.
Compared
to|| |||||2021 we have seen the number
of pages viewed
with|each| |||||visit rise by 28% and the time spent on the site increase by|| |||||45%per visit. The bounce rate has also dropped
by 8%.|| |||||The new website also reflects our new brand identity.|We| |||||have now completed
the digital and physical
roll out|of the| |||||new brand, which
is receiving great feedback.|| |We will complete the first phase||of|our|Our new MS Dynamics
database
has been built and is now|| |new Dynamics
Database,|to manage|||being populated
with our data relating to our children|and| |data relating to children|and families.|||families. We expect to be able to decommission
our|legacy| |||||database
solution,
by the end of the year.|| ## |Objectives|Objectives|Objectives|for 2022|for 2022||Activities and achievements|Activities and achievements||| |---|---|---|---|---|---|---|---|---|---| |Pace Digital (continued)|||||||||| |We|will plan, and||ideally start to deliver,|||We have|started
planning
Phase 3 of Pace Digital, our||| |the|third|phase|of Pace|Digital,|our|learning|management
system. As part of this next phase,||we| |online training
provision.||||||now recognise the opportunity
to substantially
revamp||the|| |||||||content|of our internal
learning
and development||| |||||||programme
at the same time as delivering
it digitally,
both|||| |||||||internally|and externally.
We have identified
that:||| ||||||||Our induction
programme
should
ideally be split||| ||||||||into two tiers (tiers
1 and 2),delivered
over two||| ||||||||years;||| ||||||||We should develop
more intentional
learning||| ||||||||pathways
for more senior and tenured
staff (tiers 3||| ||||||||and 4);||| ||||||||We can differentiate
more between
the individual||| ||||||||learning
pathways
for each of our professional|staff|| ||||||||groupings
(teachers, Occupational
Therapists,||| ||||||||fundraisers
etc), with clarity around
mandatory||and| ||||||||elective training
opportunities
within each of the||| ||||||||four tiers;||| ||||||||We can better differentiate
different modes of||| ||||||||delivery
in our training, to include knowledge||| ||||||||transfer
(primarily
online), reinforcement
(face-to-||| ||||||||face with subject matter experts), and practical||| ||||||||application
(in workplace,
guided
by an employee's||| ||||||||supervisor).||| |||||||These design criteria
will result
in a better learning
and|||| |||||||development
solution
internally
but will also ensure that|||our| |||||||training|offer will be more attractive
externally.||| |||||||We have already made significant
progress
in building||our|| |||||||new training
platform,
using Learnoash
—the industry|||| |||||||leading|plug-in for online training.
This will enable our||| |||||||training|provision to be fully integrated
into the new Pace||| |||||||website.|||| ## |Objectives for 2022||Activities and achievements| |---|---|---| |SMART Programme||| |We will develop, prioritise,
fund and
begin delivery of the second phase of
our SMART Programme,
including
the||We have
completed
our Phase
2 planning
for the
SMART
Programme.
We are currently
prioritising
our funding
of the
next phase of our SMART classroom
rollout
and have made| |further
roll out of SMART classrooms||applications
to
a
number
of
charitable
trusts
and| |within Pace School, the development||foundations.| |of our AT delivery for children
under 5||| |in our early intervention
programme||We have also continued
to plan the further
enhancement
of| |and the development
of our internal||our
assistive
technology
delivery
in
Child
and
Family,| |and external
IT and AT training for||particularly
within
our early
intervention
practice.
Funding| |practitioners
and families.||applications
are underway
for the recruitment
of an AT-| |||specialist therapist
in Child and Family, and the development| |||of
an
AT-rich
home
simulation
environment
within
the| |||Weston Centre, through
which we can demonstrate
different| |||AT solutions
that children
and families can use at home.| |||We have also planned
the delivery of our Seven Stages of| |||Switch Development
programme,
which
will enable children| |||with complex needs to learn to use switch devices through| |||a new and very engaging
curriculum.
We learned
in early| |||September that we had been successful
in our application| |||for E45k of funding
from the Communication
Consortium| |||Grants Programme
(funded
by The Raynors Special| |||Educational
Trust) to fund this important
work.| |Child and Family||| |We will continue to fund and deliver||We are continuing
to identify funding
opportunities
for our| |our early intervention
programme,||early intervention
programme,
to allow us to expand the age| |expanding
the number
of babies|and|group that we can see free of charge. We were unsuccessful| |toddlers
we can see free of charge||in a recent, very significant
funding
application
but have| |and continuing
to embed
our outcome||been invited to reapply. We have a healthy
pipeline of| |measurement
framework.||additional
submitted
funding
applications
(which total| |||r395k).We continue to be confident
in funding
what is| |||arguably
Pace's most compelling
and impactful
work.| ## |Objectives|Objectives|Objectives|for|2022|2022|2022|||Activities
and achievements| |---|---|---|---|---|---|---|---|---|---| |Child and||Family (continued)|||||||| |We will|plan|and launch|||our|new|||Our pre-assessment
service, for the parents
of children
with| |Neurodevelopmental||||Pathway|||Pre-||ASD and ADHD who are awaiting
an assessment
from Bucks| |Assessment||Service,||commissioned||||by|NHS Healthcare
Trust ("BHT"),is now up and running
and we| |Bucks NHS||Healthcare|||Trust.||||are delivering
a programme
which incorporates
a telephone| ||||||||||advice line and parent support
groups (using the Circle of| ||||||||||~securit
parenting
programme).| ||||||||||The majority of the children
we are seeing are aged between| ||||||||||3 and 4 and we are working
with parents
on issues of| ||||||||||regulation,
praxis, play, communication,
sensory challenges| ||||||||||and eating and drinking.
Referrals have so far been slower| ||||||||||than we had expected
but we are working closely with BHT| ||||||||||to engage more families
into the programme.| |We will|plan|and launch|||our|school-|||Planning
for the Primary
Mainstream
pilot is also underway.| |based Primary|||Mainstream|||pilot|||We are actively recruiting
therapy
staff to resource this| |programme.|||||||||work and engaging
with local partner
primary schools. This| ||||||||||work will commence
in the Autumn
term 2022.| |impact|||||||||| |We will|continue to develop|||||and|||We are continuing
to embed the use of GAS goals and| |embed|our|granular
child and family-|||||||COPM in our Child and Family outcome measurement| |centred|outcome measures||||||and||framework.
We are also continuing
the roll out of our family-| |reporting
systems.|||||||||centred
Parent and Child Evaluation
that will provide| ||||||||||important
insights
on our impact on the families we support.| ||||||||||That process has been slower than we would have liked| ||||||||||during this eight-month
reporting
period, as our research| ||||||||||therapist
has been concluding
her professional
doctorate.| ||||||||||Our priority, when she returns
from study leave, will be to| ||||||||||review the data that we have collected this year, to assess| ||||||||||the effectiveness
of our current measures
and the| ||||||||||efficiency of the measurement
process.| ## |Objectives for 2022|Activities and achievements||| |---|---|---|---| |Impact (continued)|||| |We will develop
and deliver our impact|We have repeated
the Pace family survey and now have||| |reporting to external stakeholders|three years' worth of comparable
data to publish. We also||| |through
the new Pace website,|have a great deal of content from our school and Child and||| |establishing
appropriate
ways to|Family outcome measurement
frameworks,|and from our|| |aggregate
and translate
granular|alumni
survey, that now inform the upgraded|impact|| |outcome measures
into organisational|reporting
section on the new Pace website.||| |outcomes
for major funders
and|||| |commissioners.|||| |We will repeat our family survey.|||| |unrestricted
Reserves|||| |We will continue to build our|This year, we have decided to change our financial year-end||| |unrestricted
reserve towards
our|to August, to match the school year, making|our budgeting|| |target of4 months'
operating costs,|and reporting processes
significantly
simpler. These||| |through
overall break-even
budget|financial statements
reflect a surplus
off3,509,including||an| |(and therefore c.k120k budgeted|unrestricted
surplus
of F194,135,improving|our unrestricted|| |unrestricted
surplus)|reserve to 4 months. We intend to continue|to build our|| ||unrestricted
reserve towards
our target of 4-12months'||| ||operating costs.||| |We will work to reduce the structural|We have completed
the therapy case for support for Pace||| |deficit in Pace School, through
a|School and have built up a good pipeline
of|restricted
grant|| |concerted
programme
to fund the|applications
over the summer
months. The|autumn
term will|| |costs of therapy
provision.|bring us a good sense of the effectiveness|of that|| ||fundraising
programme.||| ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## |||Note|Unrestricted
Funds|Restricted
Funds|Total Funds
8 months
ended 31
August
2022|Total Funds
Year ended
31December
2021| |---|---|---|---|---|---|---| |Income from||||||| |Donations
and legacies||2|290,796|190,288|481,084|1,273,855| |Charitable
activities||3|1,585,286||1,585,286|2,138,534| |Other trading
activities:
fundraisins
events|||98,516|792|99,308|145,959| |Investments||4|3739||3,739|737| |Other|||3,971||3,971|2,087| |Total income|||1,982,308|191,080|2,173,388|3,561,172| |Expenditure
on||||||| |Costs of generating|funds|||||| |Raising funds||5|141,625|505|142,130|248,097| |Charitable
activities; provision||||||| |of school services,|outreach|||||| |and sessional services and||||||| |training
and development||6|1,638,556|389,193|2,027,749|3,150,859| |Total expenditure|||1,780,181|389,698|2,169,879|3,398,956| |Net income|||202,127|(198,618)|3,509|162,216| |Transfer|||(7,992)|7,992||| |Net movement
in funds|||194,135|(190,626)|3,509|162,216| |Total funds brought|forward||710,104|2,372,909|3,083,013|2,920,797| |Total funds carried forward||15|904,239|2,182,283|3,086,522|3,083,013| ## ## ## ## ## ||||||8 months ended||Year ended
31|Year ended
31| |---|---|---|---|---|---|---|---|---| ||||||31August|||December| ||||||2022f|||2021| |Salaries|||||1,497,476|||2,113,291| |Social security||costs|||122,165|||166,921| |Pension costs|||||55,707|||80,845| ||||||1,675,348|||2,361,057| |No employee||received remuneration||greater than f60,000(2021:none).||||| |||||8months|8|months||| |||||ended|Year ended||ended|Year ended| |||||31August|31December
31||August|31December| |The average||number|of employees,|2022|2021||2022|2021| |analysed|by|function|was|FTE|FTE|Number||Number| |Raising funds||||4|5||4|6| |Charitable|activities|||76|69||98|91| |Governance||and support||10|8||11|9| |||||90|82||113|106| ## ## ||8 months
ended
31August|8 months
ended
31August|2022||| |---|---|---|---|---|---| |10|Tangible fixed assets||Improvements
to|Fixtures,|| ||||leasehold|Fittings and|| ||||buildings|Equipment|Total| ||||E|E|| ||Cost||||| ||At
1 January|2022|3,323,788|140,252|3,464,040| ||Additions|||21,516|21,516| ||Disposals|||(8,924)|(8,924)| ||At 31August|2022|3,323,788|152,844|3,476,632| ||Depreciation||||| ||At
1 January|2022|1,258,452|94,861|1,353,313| ||Provided
in|the year|73,866|7,354|81,220| ||Depreciation|on disposals||(5,801)|(5,801)| ||At 31August|2022|1,332,318|96,414|1,428,732| ||Net book value||||| ||At 31August|2022|1,991,470|56,430|2,047,900| ||At 31December 2021||2,065,336|45,391|2,110,727| |11|Debtors|31August 2022
f|31December 2021
E| |---|---|---|---| ||Trade debtors|402,334|283,408| ||Other debtors|525|3,537| ||Prepayments|62,348|50,580| |||465,207|337,525| |12|Investments|31August 2022|31December 2021| |||6|E| ||Short term deposits
Other investments|768,230
14,005|761,437
14,815| |||782,235|776,252| ## ## |8 months
ended|31August 2022|31August 2022||| |---|---|---|---|---| |Creditors: amounts|falling due within one year||31August 2022f|31December 2021f| |Trade creditors|||62,922|57,235| |Accruals and deferred||income|650,570|895,074| |Social security and|other taxes||46,668|41,255| |Other creditors|||69,578|13,472| ||||829,738|1,007,036| |31August|2022 (2021:|f80,681).T|here re|mains
an undrawn|loan facility off500|,000.| |---|---|---|---|---|---|---| |Deferred|income||||31August 2022|31December 2021
f| |Deferred|income as of|1 January|||721,950|682,949| |Received|in the period||||596,971|721,950| |Credited|to statement|of financial|activities||(721,950)|(682,949)| |Total deferred
income||as of 31August/31||December|596,971|721,950| |14|Creditors: amounts|falling due after more than one year|31August 2022
f|31December 2021| |---|---|---|---|---| ||Other creditors|||80,681| ## |15|Analysis|of charitable|of charitable|of charitable|funds|||||| |---|---|---|---|---|---|---|---|---|---|---| |||||||Balance|||Transfer|Balance| |||||||I January|Incoming|Resources||31August| ||Analysis
funds|of movements|||in|2022|resources
f|expended||2022f| ||General fund|||||710,104|1,982,308|(1,780,181)|(7,992)|904,239| ||Leasehold||Building|fund||56,636||(18,120)|20|38,536| ||First Steps||Appeal|fund||1,929,803||(51,271)|(4,390)|1,874,142| ||Salary fund|||||274,962|75,875|(230,485)|—|120,352| ||Other equipment|||and services||||||| ||fund|||||111,508|115,205|(89,822)|12,362|149,253| |||||||2,372,909|191,080|(389,698)|7,992|2,182,283| ## ## ## ## |Prior year Statemen|t
of Financi|al A|ctivities||||| |---|---|---|---|---|---|---|---| ||||||Unrestricted|Restricted|Total
Funds| ||||||Funds|Funds|2021| |Income from|||||||| |Donations
and legacies|||||564,419|709,436|1,273,855| |Charitable
activities|||||2,138,534||2,138,534| |Other trading
activities: fundraising|||events||145,317|642|145,959| |Investments|||||737||737| |Other|||||2,087||2,087| |Total Income|||||2,851,094|710,078|3,561,172| |Expenditure
on|||||||| |Costs of generating|funds||||||| |Raising funds||||5|241,474|6,623|248,097| |Charitable
activities: provision||of school|||||| |services, outreach|and sessional services and||||||| |training
and development||||6|2,198,804|952,055|3,150,859| |Total expenditure|||||2,440,278|958,678|3,398,956| |Net income|||||410,816|(248,600)|162,216| |Transfer|||||12,363|(12,363)|| |Net movement
in funds|||||423,179|(260,963)|162,216| |Total funds brought|forward||||286,925|2,633,872|2,920,797| |Total funds carried|forward|||13|710,104|2,372,909|3,083,013|