2021-03-31-accounts

FITZROY | Company Registration Number 2699902 | Charity Registration Number 1011290

Docusign Envdope ID." 6F694C0¢4)BAEA5774E8￿2B￿1c4FB8 Reference and Administrative Information The Trustees submit their Annual Ret)ort and Financial Ststements for the year ended SISS March 2021. Administration and Location Established in 1962. FitzRoy is a national charity Ihat supports people with learning disabilities. The Charity operates and is administered centrally from its headquarters in Petersfield. Hampshire. FitzRoy Support Limited IFitzRoyl Is a Charity reglstered with the Charity Commission (No. 10112901 and a Company knmited by Guarantee INO. 26999021. The Board members dunng the year were as follows.. Martin Kyndt Matthew Moth David Evans Justin Finnigan Andrew Gore Dawn Jacobs Derrick Mccourt Sarah Nicholson Mark Sanderson Lucy Hovey Gail Bedding Neil Blackley Julie Whetton Chair Vice-=hair ++oo ¥0 Iresigned December 20201 (appointed September 20201 lappointed September 20201 lappointed January 20211 • Remuneration Committee + Nominations Committee o Finance Committee Quality Committee O People Committee Property Committee Patron5 HRH Prince55 Alexandra GCVO KG Nigel Atkinson Countess ol Euston Andrew Grant Georgina Hovey Margaret Marshall Virginia McKenna OBE Lord and Lady Tanlaw Edward Thornton--ITkin Executive Team Anna Gallilord Angela Murphy Alison Heustice Marianne Radcliffe Roberta Wheeler ChEf Executive and Company Secretary Director ol Operations & Business Development Director of Finance Director of Marketing, Fundraising and IT Director of Human Resources

Docusign Envehwe ID". 5F694￿￿)BAW71-5ES￿2B¢A1C4FBa Registered Office FitzRoy House 8 Hylton Road Pelersfield Hants GU32 3JY Telephone [phone] Fax [phone] Website www.fitzroy.org Email [e-mail] Auditors Moore Kingston Smith LLP Devonshire House 60 Goswell Road London ECIM 7AD Bankers Nat West PLC 39 The Borough Farnham Surrey GU9 7NP Barclays Bank PLC The Old Bank High Street Lewes BN7 2JP Solicitors 3take Morgan LLP New Kings CourL Tollgale Chandler s Ford. Eastleigh Hampshire, S053 3LG Potter, OwiTam & Peck 42 West Street Haslemere Surey, GU27 2AN

Docusign Envehwe ID". 5F694￿￿)BAW71-5ES￿2B¢A1C4FBa Trustees Report including Strategic Report OBJECTIVES AND ACTIVITIES FitzRoy transforms lives every day, supporting people with disabikntie5 to do the things that make a real dilfg.rg.nrg. to their evp.ryday Iifp. Fit7Roy startp.d as a pionpp.ring nr93nisation, spl ijp by parg.nls who were determined Ihat their children with learning disabilib'es would not grow up in in5ts'tutional care but Instead could live in loving homes with opporlunilies lo learn, grow and thrive. Nearly 60 years on we remain passionate thal people wilh leaming disabilities and autism have choices and get the support they need to lullil their wtential and gain independence We push beyond traditional care provision and address the many misconceptions about what life for a person with disabilities should be like. We are driven by seeng people flourish when they connect with their communities, learn, work, volunteer, and enjoy relationships. We provide support lor people with learning disabilities. physical disabilities, and autism. fcme ol the people we support also experience mental health cifliculties or behaviouTS that challenge. The people we support are at the healt ol everylhing we do and ihe decisions we make. Our vision.. A society where people are treated as equals, regardless ol their disability. Our mission.. To transform lives by supporting people with learning disabilities to lead the lives Ihey choose. Our values= We see the Person - FitrRoy began with one mother's belief that her child deserved better, and still today we see the unique value In every person we help. We are B Tave- We stsnd beside r)eople with learnino disabilitses and Iheir lamilies, and toqether we lace our challenges wherever we find them. We are Crealive- We dare to imagine a world vthere people are treated as equals. regardles5 ol their disability. We run 82 services across England sUppo￿.n970o people. Some Indiwduals use several ol our service5. 01 the people we support, 94 are supported lo tsve in their own homes. 214 live in one ol our supported living services and 169 are supported at one ol our live FitzRoy day opportunities. 2£3 people live in one of our 20 we9iStered care or two nursing homes. The people who use our services are funded by variou5 local andlor health authorilies. and we have contracts with over 70 authorities across England. PUBLIC BENEFIT Thp Tr115te.eq confirm thal in deve.loping and revipmring the ot¥'ec.tIVPs and ac.tiMtie.s of Fit7Roy and thp. Charity's Strategic Plan, due regard has been 9iven to the public benefit guidance issued by the Charity Commission. Thp bpng.fit tn thp PLJhlic. 1% inrorporatpd in our mission to prnvidp prarlir31 %iJr>r)nrt, hglping pgnplp with learning disabilib'es to lead full. stimulating, and independent Lives. The benefits ol the senjices provided by FitzRoy are open to all people wilh a leaming disability referred by their Local Authority or Health Authority Support Is provided to people in their own homes and in registered care and nursing homes owned or managed by ihe Charity. Access Is only limited by the capacity of FiLRoy facilitie5 and workforce. The provision of care is matched lo need and not lo the abilily lo pay. The Charity places great emphasis on the establishment of good community relations and active engagement with local communities to mutual benelil. Upon referral, consultstion takes place bgtwppn thp potential Sprvice Uspr, thp rpterring authority and FitzRoy to ensurp that thp plarpmpnt is

Docusign Envehwe ID". 5F694￿￿)BAW71-5ES￿2B¢A1C4FBa ppropriate to the aims of the Charity and most importantly meets the need5, wants, desires and aspirations ol service user5. The activities of FitzRoy in pursuit of its charitsble objectives for the PUb￿.C benefit are set out above. The section ol this report entitled'Achievemenls and Performance, notes key achievements illustrating the impact that the Charity s work on the lives of the people with disabilities that we support. Nn privAtp. hg.np.lil 1% dp.rivpd frc)m thp. Ar_tivitips nl thp. f_hAnty hy g.Ithg.r thp. TriJftpp.E nr pArtig.% rg.IAtp.d to them. Details of any reimbursed expenses are set out in the notes lo the financ431 ststements. STRATEGIC REPORT Like everyone in the health and social care sector. this year has been an enormous challenge for FitzRoy. Every part of ihe organisatson has been tested lo the limits- but we end the year stronger than ever, optimistic and in good shape lor the challen9esahead. Looking back over the year. while we could never have planned for the far-reaching impact of a pandemic. roronavirus also presented us with a huge opportunity lor learning. As always. we celiver our strategy through the lens of our values - and never more so than this year. Our ability to be responsive, agile and See the Person in all our decisions has meanl we continue to be a robust charity which Is Ihriving In extraordinary and unprecedented times. We took decisive actionvery early on In the coronaviTUS crisis to Protect the people who use our services and our staff. Remaining true lo our values has never been more important - being creative In the way we deliver support and engage with our stafl,. being brave in taking on new initiatives, expafyling projects", 3nd responding quickly lo a global health thieat and the resulting changes lo laws and policy guidance. ThrnLioh jLirliriniis LISP nl thp C￿vprrnMPnI.$ infprtion rrtntrrtl lijnd and ftjndraispd inrnmp. wp hav managed lo keep our financial losses from cowd to a minimum. We have ended the year in a sound financial posits'on finishing 2020121 ivith a growth in totsl income of 9.6/1 on the previou5 year. This builds on our growth ol 10.1% in 2019120 and 7.5/17 in 2018119. For 2021122 we have committed to a hjge investment in quatsty - with a f¢xus on strengthening the foundations ol the charity. with an aim to lutureprooling ourselves as lar as wp are ablp so wp remain strong in uncertsin times. and continue to deliver a quality service to the people we support. Our mission is always to deliver the best wssible support. Our ambiiion lor quality is an expectstion that IOOYO ol our services receive a good, CQC ratsng by 2022123. However. the challenge ol delivering successfully within the pressure5 of the external environment should not be underestimated. A5 Wlth many wial care provider5, we continue lo lace difficultie5 in recruiting and retsining stsff, a pressing issue common across the seclor. And there is no doubt that the protects'on of the NHS was the government's priority at the beginning ol the pandemic. The Social care Sector wa5 notaffoTded the same level ol focu5 Qr attention, and working agp AdLJlls. psppr.ially ppnplp with le.arning disahilitips wprp sppmingly Inrgottpn This prpspntpd enOrn￿U5 difficulties for us a5 we tried lo make the best decisions for the people we support, that balanced their rights with the safety of the other people Ihey lived wilh and our staff. It has been clear through the govemment's response to Coronavirus that policy makers need a better understanding ol the social care sector as it relates to working age adults an(J other housing and care models. We provide a range ol serwces for adults with learning disabilibes and more than hall the people we support do not live in care homes.

Docusign Envehwe ID". 5F694￿￿)BAW71-5ES￿2B¢A1C4FBa Death5 in older people's care homes hit the news and the government responded with PPE supplie5. testing kits and funding SupFx>rt and guidance for care homes and supported living services Iof working age adults, such as the ones run ty FitzRoy, were left behind or completely forgotten. Throu9h careful, capable mana9emen( FitzRoy may well have avoided the death5 experienced by some care homes, but there is no doubl that the people we support are extremely vutnerable, many with UnderI￿ng heallh conditions. The urgent need loi social care reform and a greater political commitment was highlighted throughout the crisis. We feel like we are as well prepared as we can be for a future .￿here covid always plays a role - we continue to uwlate and iesl our dats collection to make sure it is h"t for purpose and 9ives us what we need to inform our responsive decision making. The robust risk assessment approach we have developed over the year also puts us in good stead. This informs and evidences our decision-rnaking process. so that our managers feel assured, and we can be transparent with the people we supporL families and commissioners. We have developed closer relationships with ourcomm65ionefs as well as our colleagues in the sector which all bodes well for lulure partnership working and our ability lo share and learn lessons. And we will continue to Innovate - with technology al the lorefronl ol how we cope and grow In an uncertain wcrld. We have seen the organisation resp)nd with incredible agility, commitmenl, compassior) and pnprgy to a pandemic ol huge proportion especially given ihe vulnerability ol those we support. We have achieved this through great team SPiTiL a Teal 'we are in this together, altitude, embracing new ways of workin9 and drawing on OUT values as our 'glue'. Now is the momenl to capture this desire lo do Ihings dilferently, Invesl In technology lo bring about cultural change and new ways ol working and reward our stslf lof their commitment. All ol these we have incorporated Into our strategy and budget lor 2021122. So, we look lo the year ahead with excitement - tsking on board all we have leamt over the last yeaT- tr)Iil Alsn with snmp. Ire.pirlxlinn Wp. Aro %till living in A r.()vid wnrld. And thAI r.nnliniJp.% tn hAvp. An enormou5 impact on the people we supp)rL our stsfl our services. But we will lace those challenges and deliver exciting Projects. and continue lo grow and learn. making sure we stay true lo our heritage by challenging the status quo and always striving lo be brilliant. Our response to Covid-19 When the pandemic started, we all feared the worst given the demographic and health of some of the people we support. It was heart breaking to Lose four pw)ple we support to covid, but without thp resilience and commilment of our staff. things could have been ￿ much worse. Values are not values until they are lesled by qoing throuoh somethinq traumatic or extraordinary. and it i< rprtainly c.lpar nnw that wp. tnIly arp values driven and in the toughpst of storms, ran romg. Oljt thp other end and thrive. Covid has affected every part ol FitzRoy and every action. every decision we made had to take covid into account over the whole year. Once there were confirmed cases of coronavirus in the UK, we knew we needed to reduce anxiety and misinformation among our slalf. They were worried about their own health as well as the health and safety ol their loved ones and the people we supporL To enable us to be responsive to the threat and impact of coronavirus. we set up a ctpar communications and decision-Trking process. A <ey element ol this was 3 cross departmental coronavirus Tesponse team meeting daily via Microsoft Teams to".

Docusign Envehwe ID". 5F694￿￿)BAW71-5ES￿2B¢A1C4FBa Assess and interprel the impact of the latesl government guidance. Review live data caplured daily using Microsoft PowerBi and F'owerApps by each FitzRoy service case5, OUtbreak5, Other issues. Elevate decisions to our Execub"ve team, who also mei daily so actions could be immediately implemented. Initiate our business conbnuily plans and ensure continuation of safe Services. Our Board moved immediately lo monthly meetj'ngs online with lortnightly updates. to enable us to be agile In our decision making. Systems and insight We did everything we could to prepare the organisation for an outbreak in the early days of coronavirus before we'd ￿￿en had a suspecled case, including: Executing a successful m¢xk emergency shut down ol our head ollice and tested remote working protocols as news of a global pandemic started to galvanise. Moving our central SUPPOTt lo remote working before the first lockdown was announced which meant thal we seamlessly switched to all head office stsfl working al home. Testing our processes and systems. identifying gaps and areas ol risk including a mock outbreak in our Nottingham care home. Gathering data very early on from every service, so we could Identify and assess nsks to stslfin9 levels, and Ihe vulnerability ol stsfl and the people we support in terms of underlwng health conditions. Prevenlion.. We knew that due lo the nature ol the people we support at FitzRoy, once coronavirus got into our services. il would very easily spread. We Implemented slringenl hy9iene measures, reslricted visits lo our services and gave clear guidance to stsff and families. We identified PPE procuTement as a priority in early March 2020. Sourcing hand sanitiser proved incredibly dillicult for our services. and the fragility ol PPE stocks available liom Public Health England in the early months of the cri515 led to us deciding to organi5e this centrally. We committed to buying whatever PPE we needed to keep our stsll and Ihe people we support sale. A stslf member was seconded as a dedicated PPE project manager, in charge ol sourcing and distribution. Drawing from our reserves. we spent an extra £350,000 on PPE before we were reliably able to order free PPE from the government POTtsI in September 2020. This enabled us to get PPE deliveries to mosl of our services quickly and efficiently from the very beginning ol Ihe crisis. We ordered PPE over and above government guidance. Vi￿r$ and scrubs lor services in outbreak, fogging machines to help ensure our seThices were clean, as well as oximeters and infrared thermometers to help us monitor the health of the people we support. And with central oversight ol stock levels on our coronavirus dashboard. we could facititate intemal movement ol st¢xk to support needs as they ar￿e. A% Ihp hiigp. imphrl of rnronAviriJs bpcamp. rlparpr, wp rApidly improvpd and pmbpddpd npw syslp.ms and ways ol working to enable us to maintain our focus and critical oversight of seNice updates daily. Managers had the knowledge and confidence to manage an outbreak: A key role for the coronavirus response team was to capture. review and process the guidance produced by the government, Public Health England ar￿j our local authorily partners. incorporating updates into practice guidelines and training. as well as easy read and social storie5 for people we support and information for families.

Docusign Envehwe ID". 5F694￿￿)BAW71-5ES￿2B¢A1C4FBa As case5 in care homes 5tsrted making the new5. the anxiety levels acrc55 our service5 were rising. We knew it could be one of our service5 in the news atany ts'me. We just didn't know how badly wewould be affected and when. We did our utmost to reassure stsff by promding clear guidance around.. Infection control and outbreak management Service visit protocols PPE, doffing. donning, change ol clothing, shift breaks Social distsncing Tesling and Isolation guidance We delivered bespoke training sessions to ail our service managers and depub'es, increasing their confidence in the actions they would need to take in the event of an outbreak at their service. Each ol OLir services has developed 3n inlecbon prevention and management pian basod on their sppcific service, accommodats'on type and the assessed health and tehavioural risks of the people they support. Once we started to have suspected cases and outbreaks in our serwces, we set up outbreak service surgeries delivered daily by operational members ol the coronavirus response team, to give each manager coping ￿1th an outbreak in their service local cuslomised tsctscs and strateqies to minimise the spread of the Infection, keep people sale and well and share best Practsce. Using lechnology to provide us wilh critical informalion at a glance.. Capturing and assessing our dats has played a vital role - enabling responsive decision makin9, rapid develnpment of guidance and policy and monitoring ol outbreaks and PPE provision. This has pnsurpd we stay lully connected as an organisation during the crisis. The Fi12Roy digital Iransformation team developed a coronavirus dashl)oard usin9 Microsoft PowerBi. This proved an essential tooL delivering Iin&?f-9ght to the coronavirus response leam. executive team, and re9ional managers to key risk areas. Managers completed the dashboard daily. Staffing level n5k, yckness. furlough, high risk shielded groups Covid infections Isu5pecled and confirmed in people we support and stsfQ PPE stock levels in services People we support and sialf al risk cohorts These online data systems were a gamechanger for us, providing valuable insi9ht to help us understand, manage, and Tespond to the impact of coronaviTUS across our organisation. Maintaining safe stsffing levels: We knew that one of our biggest risks was QLY Staffing levels and making sure that the people we support had enough staff SUPF)orts'ng them according to their needs. We added Staffing levels to our dashboard that the coronavirus response team reviewed each morning. so we could see when stsffing levels were at risk of reaching crisis point. We launched covid rapid response teams - Whe￿ stsff volunteered to be on standby to bed in for up to spve.n dAys At a sprvirp whprp staffing levpls we.rp at risk due to roronavirus StAff whn p.mbpddpd al a service had all their expenses paid as well as acdits'onal payments lor every day they bedded in. At one time we had 90 5Liff signed up the scheme. and seven service5 made use of the teams when they had staff shortages due lo outbreaks. We are looking at ways we can Continue to develop this resource as a way to support service5 that are short stsffed lor reasons not reLated to covid and have Tenamed it the regional reswnse team to reflecl thaL

Docusign Envehwe ID". 5F694￿￿)BAW71-5ES￿2B¢A1C4FBa Robust risk assessments= Governmenl guidance around family visits often cemanded a "dynamic risk assessment" approach. To ensLire consistency ol approach and to support our managers with what were sometimK5s diflirult decisions. we developed a complex risk matrix assessment twl. The tool is completed by managers in response Ic the latest govemment guidance and policies. Where the decision was too complex even lor the risk assessment tool we implemented weekly panel meetings with service management teams where managers could discuss any challenges or risk assessment issues they were markiging wilh a panel of quality team membeTS and the operations team. This made difficult decisions less stressful lor our managers. as there was a shared responsibility, but also reassured families, even Il they didn't agree with our decision, that we were going through a rigorous process lo keep their loved one sale and not making knee jerk decisions. Managing our finances- The long-term stsbility ol the oiganisation has remained paiamounl. Our Board ol Trustees offered flexible governance lo enable us to effectively meet the needs resulting from the crisis. They moved from quarterly to monthly meetings lo review the impact of coronavirus and specifically our financial performance, enabling us to move quickly and make tinEly decisions. We strategically tsrgeted spend to support the coronavirus response, for example by paying staff lor sell-isoiation and by mobilising a central PPE Purchasing and supply function. We enhanced our sick pay oller, so slafl would not be di￿1vantaged as a result ol the pandemic. This also very likely impacted on our ability to keep coronavirus oul of our serwces. Making use of govemment covid measures: We received EI%Ok in covid lundinq from the Infection ControL Rapid Tests'nq and Workforce Capacity Funds. We mainly spent this on". ensuring that stsfl who are sell-i501ating in line with government guidance receive their normal wages and did nol lose income while doing sc limiting all slafl movement between settings to help reduce the spread of infection paying lor staff costs a550cialed with training and carrying out lateral flow testing paying enhanced overtime Tates to encourage staff lo work shifts additional lo their usual hour5 We furloughed Ill stslf, mostly as they were deemed clinically vulnerable, however at the beginning of the crisis we also furloughed staff from ceniral support, most of whom were gradually brought back as we developed our ways ol workingaiound the crisis. We have claimed £642kfrom the government's furlough grant scheme. The impact of covid at FitzRoy'. During the last 12 month5 we have sadly lost four people we support lo the virus. This had a very big impact on staff, and we supported those service5 where Ihis has happened. However, given the number of deaths in the UK. this low number can be altributed lo the diligence of our staff team following rules and the swift actions of the coronavirus response team providing twice daily calls where outbreak5 happened. Apart from the keart-breaking loss ol fouT people we support. other Impacts over the year include.. 232 staff sell-isolated due to confirmed or suspected cowd 14 staff were off with prolonged symptoms afier 14 days 88 people we support tested positive

Docusign Envehwe ID". 5F694￿￿)BAW71-5ES￿2B¢A1C4FBa 5,000 shifts paid for staff who weresell-isoialed or covid positive 1,310 hours paid lor staff to altend lesting outside of work hours Covid rapid response team stsfl bedded In lor 479 x 24 hours periods. £350,000 in additional PPE costs 70% increase in calls to our ICT helpdesk as we move lo a rn0￿ digitsl landscape. We had to suspend lace to face training sessions for some ol our core modules including emergency first aid and PROACT SCIPr loui value<_Èased approach. focusing on positive behaviour support, to managing challenging behaviourl for nine months. leaving us with a backlog thal Impactec on the skills and knowledge ol support workers. Once we could return to training, we had to train smaller groups, which meant more kit and higher expenses for venues due to covid. We adapted the rest ol our courses so we could detsver engaging virtual trainer-led sessions. We delivered 4,391 modules lor individuals virtually despite having a reduced team. We also provided 70 new training kiptops purchased. configured. and deployed so support workers can access online training more feadily. A significant administrative burden has been placed on our managers, as they carry out inlects.on control measures at our services. For example. services administer twice weekly13teral flow tests to all stslf, and once weekly PCR tests. If there Is a positive lest resulL lateral flow tests are then undertsken daily across the staff team with all outcomes uploaded on to the nab.onal portsl. However, the coronavirus pandemic has helped us to think differently about how we deliver services and how our head office staff work. During these unprecedented times, we have become a more agile organisalion. proved how resilient we are in times ol adversity. and we pian lo contsnue to nurture this approach. Our ability lo embrace technology ihroughoul the year has undoubtedly been a game changer for us dijring this crisis Through the use of the lat￿1 Microsoft lechnologips, wp havp. transformpd our ability to capture information from our services. lor exampl¢ our daily use ol PowerApps to record current PPE stock and PowerBI to then review nationally where the biggest needs arose. niir Iililiqatinn nl Mirrrtrqnlt TpAms haf pnAhlpd Ihp nrgAnisatinn tn r.nnliniJp tn rnmmiiniratp hp￿P9n all levels of managemen¢ their staff teams and central support seNices. Lately we have been carrying out quality audits via Teams as well as having the ability to reach wider audiences for meetings such as our CEO leadino breakfast bnefings. Digitsl transformatson will continue to be al the heart of our stralegy. Thi5 enabler qoes hand in hand with thetransfomiational care we deliver every day. Within FitzRoy, Ihe relationship amon9St colleagues is secure and 5tsble, with stronger bond5 and connections being made across teams- this sense of'lamily is key to our ability to thrive. Recoqnising the truly extraordinary commitment our stsff make every ¢Jayivill remain a locus and priority lor us in 2021122. Their Ilexible approach will enable us to continue to rapidly mobilise where and whenever we need to in the year ahead. We will continue to protect the people we support and our staff, maximising the opportunitie5 that come with increased visibility ol social care. and Ihe recognilion Ihat social care stsfl are P,ey workers with SFecialist skills who should te recognised and paid accordingly. There is a concern of how cowd-L9 will continue to impact us during the coming months. particularly new variants. FitzRoy has managed incredibly wellover the year and while we will never become complacent, we remain confideni ihat our learningsand rellects.ons so far will help Inform our actions IOT the future.

Docusign Envehwe ID". 5F694￿￿)BAW71-5ES￿2B¢A1C4FBa Maintsining staff morale and wellbeing over many more months of difficult working environments will also be a challenge, a5 well as strict infection control measures while the vaccine is rolled out and covid Testrictions ease. It is so important that OUT Staff feel appreciated and valued lor the Incredible job that they do. Many head office stsff will continue to work a hybrid of remote and office based, and our success in embracing technology will be lundamentsl to making this work for the long term. io

Docusign Envehwe ID". 5F694￿￿)BAW71-5ES￿2B¢A1C4FBa Achievements and Performance THE FUTURE FitzRoy's Strategy for 2019-2022 Our strategy is designed to respond to the needs of the people we exist to support and reflect the rK53lity on thK5 ground We are operating in difficult timFbs. with Increasing funding pressures against a backdrop ol the sheer enomiity ol the coronavirus crisis. This was a year to locus on the health and well-being of those we support and our staff. We are enormously proud of our achievements over the year and ol course our incredible slalf, the people we support and their families. We got through this year together. We are in the second ye31 of a three-year strategy which aims to: Supporl people wilh disabilities to flourish Respect and appreciate our remarkable stsff Thrive as a values driven care prowder Strategy 2019 to 2022 lianilcffmlno ilv 01￿22 Strat•gy for 2020-21 pport people th disablbll•s 10 114>Jrish Clualty ne<•[ep￿nniry %¥dibe R¢¥p¢d and apF¥ecklte our remarkoblt stiff Vl5wrnI upgr•de People FrfoRoy Thrive a5 a values-dri eare prt+vhler Customers An outline of the key projects and impact of our work over the financial year 2020121 This has been a year where we have been challenged like no other. The pressure we were under to make sure we could keep the people we 5UPPQrt and our staff sale wa5 enormou5. Interpreb'ng guidance, ensuring our services were as covid secure as Ihey could possibly be, despite experiencing slr.ss and anxiety, and sheer exhaustion Sometimes. our staff came into their own and what we have discovered this year is when Under pressure. we perfom at our best li

Docusign Envehwe ID". 5F694￿￿)BAW71-5ES￿2B¢A1C4FBa Support people with disabilities to flourish Our focus this year vias on measuring and evidencing what quality looks like. and how our managers can achieve it. To reflect our renewed focus on quality, lor the second year running, we increased the capacity in our Quality Team. Led by the Head of Quality. we now have three full time Quality Managers, as well as our Practice Development Lead, an Asslstive Technologist and the Health and Safety Manager. This team played a core role in our response to covid. from being on call to our manager5 and supporting them through an outbreak. to developing guidance and resources and a robust risk assessment process. As well as being key in our response lo coronavirus. the team also developed and launched our Quality Assurance Framework a5 a key tool in delivering our KPI tsrget of 100% ol our services reaching good with an Amhiti()n fnr niJtEtanrling in nijr c.arp nijality C_nmmi<<inn IC_Qf.l in%rJpr.tinn% in ?fl??l? Quality Assurance Framework Striving for outstsnding We have identi11ed a number of seNices who the quality team have assessed as being the closest to achieving outstanding, and ihrough quality assessments and digitsl transformation - piloting resources, testing and learning as we go, Improving our ways ol working- Ive are supporting them on theirjourney to reach outstsnding and share learning across the OTganisats"on. We first tesled this resource and approach lo Improvement when one of our supported living seNices was inspected by the CQC and ieceived an overall"inadequale" ratin9 in 2020. The new management tearn and stall Worked closely with OUT quality team to make Sure that shortcomings were addressed and the people we support Ihere were getting a good service. Five months after Ihe first CQC inspeclion report was published, we achieve a iating of 'good' for all inspection criteria a jump that Is almost unheard of. The service is now determined to reach outstanding, despite the complexity ol their client gioup. mainly young people with complex needs including autism. Although they have Spent a lot ol the year in lockdown. we are confident that we have maintained good. standards over the last few months and have strong aspirations for reachin outstanding at that service. Developing new training courses. Throughout the pandemic. having had to cancel face to face training. we have embedded e-.earning and virtual training sessions acr05S the organisation wilh increasing levels of attendees while maintaining their excellent satisfaction rates. The learning and development team has also crealed iailored e learning courses. involving people we support and team member5 in video clips Wth 9reat succe55 for two topics that have been identified as important lo supporting the ambilions ol FitzRoy to leach outstsnding End ol Ille Care lincorporating a new Dignity in Dying F*)licyl Oral Hygiene The courses launched at the beginning of February. and within three months, 830 stsff had atrpady completed these courses. Digital transformation Digital transformation has undeipinned all our quality wotl(, and really came into its own during covid. And as our internal team develop each new online tool. there Is now ciamour acr05S the organisation for more and new ways of using digiial lranslormab.on to improve our semces. 12

Docusign Envehwe ID". 5F694￿￿)BAW71-5ES￿2B¢A1C4FBa So much so, that it ks been a slruggle lo keep up with cemand. Recruitment Ligs and reprioritisation of projects have meant that although we are well on the way, there is so much more we want lo achieve. As it is, the people we support will benefit hugely from our digitsl transformation programme as we make every day admin and compliance activity more efficienL and regional mana9ers and service managers have clearer oversight of their actswtses and progress and can invest In being more visible leaders. We have developed digital management tools Ihat free managers up, getting thK5m away from admin at their desks so they have mole lime with the people we support and their staff teams. We have already launched online occurrence reporting to help us understsnd the incidents arrn<% thp. nrgAnifxtit)n hp.ttp.r, Inr)king fnr pAttp.rn< And dpvp.InrMn9 T￿￿nE1V9. prg.vp.ntinn strategies. We developed and piloted our new online care planning tool which will be rolled out shortly Service level KPI dashboards have been developed and will be accessible soon- managers can see at a oiance th&r oerformance In kev criteria around Quality and compliance. Active Support As day services and community acts'vities were closed during covid. and outdoor activity was limited, we saw this as an opportunity to promote and embed our commilment to active support. We developed and launched a new core stsff iraining module'Every Moment Counts, which includes.. Person Centred Active Support Positive Behavioural Supt)ort Communication in Practsce - The 5 Good Communication Standards Reflective Practice Innovation and Technology in Practice Support Planning and Outcomes managemenl Our practice development lead - a speech and language therapist with an MEd in aut15m. and our Assistive TechnologisL an occupational therapis( were integral to developing and delivering thi5 training. Throughout the year they have produced bespoke resources lor people we support, advised our managers on techniques to supporl people during a lockdown and pulled together over LOOO resources to 5UPPQrt people through covid. Wp pxpandpd nijr assistive Ip.c.hnolngy library, piJrc.hasing mnrp tablpls. spvpn MAgir Tahlps linlprarlivp projectors). a portable sen50ry kit. Voice ITh Inew lechnology lo recognise dy5arlhric speechl and a fiirlhpr fivp. VR hpadspts Thp piJrr)osp. with mnst of this pqijipmp.nt is In p.nablp sp.Nirps to trial il with people we support to make sure it is Ihe right kil that meets their needs before making a financial commitmenL Our practice development lead has worked directly with 18 high risk setvices in the delivery ol active support and positive behaviour support approaches, helping to develop communications passports lor individuals and social slories about specific issues in their lives. Including adapting lo Ille in lockdown. She has delivered workshops on communicakn'on, autism, and po%ts've behaviour support to a further six services and demand for these workshops Is increasing rapidly. She also bedded in at a service that supports peotAe with complex needs and autism when they had an outbreak. 13

Docusign Envehwe ID". 5F694￿￿)BAW71-5ES￿2B¢A1C4FBa Respect and appreciate our remarkable staff Recognilion and wellbeing Committed stslf who are driven by our values are the biggestasset we have. Our values have played central role in how we have responded to this crisis. Never has the imwrtance ol our strong values been so stsrk as when we were faced wilh an unprecedented crisis such as coronavirus. Within FitzRoy our personal relabonship5 have never been healthier. with stronger bonds and connections being made across colleagues, teams. and families. From Ihe very star[ our stslf have gone above and beyond to keep tke people we support sale and well. This year we have pul a loi of locus on our frontknne stsft. We wanied to make sure that they folt supported and valued. We amplified the support from the general public and positive sents'ment Iof stsll working in social care. stsll feli mole recoqnised and valued by society. We promoted the Thursday clapping, and shared the remarkable achievements of our stall on social media We ran a FitzRoy heroes staff recruitment campaign. reinforcing the messaging Ihat liontline social care stslf are heroes. Sialf tell us that when they feel recognised and valued. they are betler able lo do their job as they feel braver, they trust their Creativity and they are even more determined to see the person and support them to reach their aspirblions. So this year, our locus has been on making sure staff" Receive the support they need From the outset, we made sure that we were on top ol changing government covid guidance and maintsined flexible and responsive HR policies to manage coronavirus. Wp implpmpnlpd A rnvid %ir.k pxy Dnliry whir.h 1% mnrp Advxnlxgpniis tr> stxff And pnhxr)rpd overtime rates during the winlei peiiod when cases were high lo reward our stsfl who were tsking on extra shifts to make sure we had safe siaffing levels. We collated and developed resource% and Sessions lor staff around resilience, and coping with stress, anxiety and depression. We made Ihese resources available on our website lo share across the social care sector. Feel informed and li5lened to= We conducted two temperature check stslf S￿￿eyS. We asked staff to describe how they felt. The first survey, carried out in ApTiL showed the majority of stsfl describing their leelin9s a5 lired but happy and supported. Six months on, weasked again.and the majonty ol stsff told us they were feeling happy. In both surveys staff also told us about their anxiety and their concern5. which we followed up with our emotional wellbeing and mental health workshops and resources. Many ol our supportworkers do nol have FitzRoyemail addresses or access to devices to check their work emails. This presented us with an enormous challenge a5 previously we have relied on managers cascading information in leam meetings. but we were very conscious that we wanlp.d sijppnrt wc)rkp.r£ la fpe_l inc_IiJdp.d and infnmie_d. Wp_ ncjw qe_nd ke_y £kfl rnmmiJnir.alinns to their personal email addresses, and we also texted the link to the staff temperature check survey to their personal phones. stsff can opl out of ihis at any lime. È,ut the response has been very positive. We Implemented a new communications tooL a weekly managers digest that gave managers the latest information and guidance reialing to coronavirus, reduced their email Iralfic and included useful links to ￿sOurceS ￿ch as easy read resources lor people we support as well as health and wellbeing information. 14

Docusign Envehwe ID". 5F694￿￿)BAW71-5ES￿2B¢A1C4FBa Feel valued.. We are so immensely proud 3nd grateful lo our incredible stsff. As well as doing everything we can to keep them safe - through our infection contrcl measures. responsive interpretation of government guidance and a commitment at the very beginning ol the crisis that we would ensure they have all the PPE they need, we have shown them that we appreciate them in a variety ol ways, which have been very VAI received.. Thank you hampers delivered to our setvices Thank you cards lo their home addresses signed by the executive team A thank you letter and supermarket voucher befo￿ Christmas from the CEO A one-offaddilional paymenl to managers and deputses Enhanced overtime rates during covid Regular articles. blogs and posts celebrating their incredible work A significant Improvement to the pay and benefits ol our fiont-line staff We were determined to do everylhing we could lo reward and recognise our staff. We conducted a full Teview of pay and benefits for frontline stsll. including a competitor analysis and non-care sector comparators. This led to us launching a Health Care Cash pian lor staff in February 2021. All staff are automatically enrolled on Ihe basic plan which enables them to claim cash back for optical, dental, and other non-NHS health care appointments. The Health Care Cash pian aligns with Ihe FitzRoy ethos of providing practical and tangible support to OUT stsff, with a IOCLS at this ts.me on healthcare benefits, We were also able to announce thai Irom l April 2021. all staff would receive a 3Y pay award. This was well above the sector norm, bul with the exlraordinary commitment and dedication our staff have shown throughout -.he year. they deserved It. We also increased annual leave on a sliding scale according to years ol service and Introduced a irial scheme of enhanced overtime rates at weekends, to help reduce our agency stafl use. Recruitment and Workforce Our reputation among social care stslf across the sector has Improved because ol all the measures we havp Ihkpn In vhliip and rprngnisp nijr staff Wp havp h rprniitmpnl whiling liql lor al Ipaql nnp nf niir seNices because ol how perceptsons ol us have improved during the pandemic. Compared with the same quarter in 2020. our recruitment levels for Jan-march 2021 have increased by 2PA We are looking at ways we can capitslise on this. to enable us Io recruit in more difficult areas. We expect to see the impact ol our higher pay award. and improved benefits and annual leave package a5 we recruit thi5 year, and we will continue to utilise Teams IOT interviewing to enable quickei and more ellicient shorllisling, so that only the best candidates reach our managers for inteNew. We are reviewing the induction Process as well as the career Pathways of our support workers, so thal they feel 5UPFX)rted to achieve throughout their journey at FitzRoy and we will be launching too15 and resources in the new financial year. We also expeci the service level KPI dashboard to have an impact on oLJr support workers as targets and expectstions are more transparent. Wp also have recruited a Resourcing and Retention officer, who will work c105ely with our 5ervice5 who are experiencin9 the most difficulty in recruiting stsff. Leadership development Due to cowd we had to put our leadership progTamme on hold. There is no doubt that our managers have shown incredible leadership throughout the pandemic. and that they achieved morp than they could ever have believed possible. We go into 21122 with more confident managers who have been tested and pushed beyond the knmits of what anyone could have expected. 15

Docusign Envehwe ID". 5F694￿￿)BAW71-5ES￿2B¢A1C4FBa We pian to embed that confidence and continue lo invest in our managers by laying the groundwork so that in 2U22 our managers will". Have one to one personal development plans Access to a manager's toolkit of resources bespoke IOT FitzRoy A fp.rvir.g Ip.vp.l KPI dA£hh(Jard whg.rp. thp.y r.an fp_p. At A glAnr_p. whp.rp. Ihp.y Arg. pp.rfnrming w9.11 and areas where ltrey might need more support Bring FitzRoy to life The coronaviTUS crisis has shone a light on the skilLs and expertise of our social care workers, and how r)uch we. as a society. need them. Our staff ale finally getts.ng recognition as keyworkers, along with NHS slafl. We want people to know FitzRoy and are looking at how we amplify the voice ol our stskeholders, making sure thal they are heard whilst in the spotlighl. Our focus this year has of course been coronavirus, but as part ol that we now have improved communications directly with our frontlinp stsf-' ensuring they feel like pait ol the FitzRoy family rathei Ihan isolaled from the rest of the organisation. We have also imploved our communications to fami￿e$, sending oul regular letlers from our senior management leam, updating ihem on the acts.ons we were taking to keep Iheir loved ones safe. Thanks to the incredible work ol our staff. we have been able lo share Inspiring stories about our work that Illustrate how we are driven by our values and promoting the dedication ol our frontline slalf. One blog posl inspired a reader to send a £100 voucher to Ihe stslf at one ol our services, to thank them for their dedication. They had no link with FitzRoy. but the blog posi had moved them, ènd they wanted to thank the staff team. We are planning to roll oul the staff engagement campaign shoftly we have been working on. relaunching wider values that speak directly to our stsff about the things that they tell us are important to them. But what we have discovered this year more than before Is that our stslf are so proud to work for FitzRoy and supporters are proud to support us too. Thrive as a values-driven care provider Market development Growth or market development was dillicult as most contracts were rolled over. Both members ol the business development team were heavily involved in supports'ng our response to coronavirus. Our business development lead managed the Coronavirus response team. and worked closely with the quality team, and the digitsl Iranslormation team to ensure thal we were supporting setmces. manager5, and people we 5UPPQTt lo manage QUT covid re5pon5es. The other member wa5 redeployed as our PPE procurement project manager. sourcing and distributing thousands of piecK>s of PPE when all our usual Suppliers were providing for the NHS. However, during that time, we still managed to successfully apply to be on a further four local authority frameworks, enabling us to bid in those areas in the future. Digitsl transformation One of the best opwrtunib'es for us that has come out of the pandemic. has been how the entire organisalion ha5 embraced technology and used it to drive cultural change and improve care through dats driven decisions. Early on as covid hiL our digital transformation team were at the heart of our response and worked 16

Docusign Envdope ID". 6F694COC4)BA&45774E8￿￿28cAle4F88 daily with the covid response team to build and constsntly review and develop, tools that helped us to oversee real time data lor each ol our service and all our staff and the people we support. In May we launched a series of PowerApps to our services to collecl critical data - we were stsggered by how well our managers and depubes embraced these newwaysol working and since then we have not looked back. The team turned their attentson to bpgrading our cut-of-3ale HR & Pay system and rolling out new functionality which has streamlined our payrolL integrated records wth Office365, and introduced sell_ service lor all employees We have aLso built a property management datsbase. again using PowerApps. This will give us greater visibility ol our estate and the abilily to manage and respond to issues far more effectively. Throughout the year we have built on the groundswell ol commitment to new ways of working and moved into the build phase of two core elements ol our digital transformation strategy Online support planning tool. We do not underestimate the Size ol this project which we are building ourselves internally. It involves digitising every element of Information related lo the people we support. However. the consistency in recording, greater quality ol dats and reduction in administration relating to care plans for our managers and deputies will be a gamechanger. We have spent Ihe year building and testing the tool with our first phase ol services with a roll out soon lo be completed. KPI dashboard Using Microsoft Pow&Bi, OUT KPI dashboard pulls all our organisalional and service level tsrgets and stsndards Into one place and allows exlensive and hisioiical manipulation ol the data to analysis issues and SF)Ot trends. In order to achieve our ambition lo be a truly outsi¥)ding care provider and also an employer ol choice, we have set ourselves some ambitious KPI iargets ovpr the coming ypar and our KPI dashboard will be essential in developing a coaching culture so that together we achieve them. Finally, and In readiness ior our online support planning tool. we have also invested In agile working and the technology and Infrastruclure that exi5t$ at all of our Locats'ons W that our staff and the peopLe we Support are not held back in embracing technology. Properly Strategy We hold a mixed portfolio of propertie5 that provide support to individuals across a rangp ol care mnde.Is. Thp.4p. inr.IiJde. Re.sidpntial C.arp.. £iJppnrttYJ Living. DHY Sp.rvic.e.s and SiJppc)rt Ht Hnme.. In order to gain a belter understanding ol ihe sJstainability of our freehold properties we commissioneda consultant last year toundertake an initial strategic propety review of 10 freehold FitzRoy buildings lo estsblish possible improvemenl or development options for the existing buildings and grourds, mhximising the potential from Ihe asseL in each locats'on. Since then, we have sold one of the buildirvjs. and are developing pLins for three other buildings on oiir property lis( 3 care home. a supported knving service and an office building, to maximise their potential. We are developing a propety strategy which wll inform how we decide to move loward as an organisation in the coming 5 to 10 years. what we concentrate on as a provider and what we maximise from our solid asset base. 17

Docusign Envehwe ID". 5F694￿￿)BAW71-5ES￿2B¢A1C4FBa To ensure the upkeep and safety of our properties. we have implemented a new online FfoFertysystem taking the responsibility lor building maintenance compliance away from the Service managers. We pL3n to expand our propety team. so they can le3d on this and arrange m3inten3nce for our services. Fundraising to translomi lives Fundraising in an unknown and ever-thanging Landscape made il very hard to know what initiatives we would be able to do and when. Wp. knp.w whg.n thg. pandg.mir. hit thAt wp. wp.rp_ likp.ly tn £iJ£tAin In$$￿ in fijndraif in9 inr.nmg. and we. revised our original targets accordingly. We did see a drop in our original projected income in some argaE Eijrh a< rnrpnrHtp. fiJndrhi<ing. hnwp.vp.r, wp. pivnlg.d rApidly IAiJnr.h An p.mp.rgpnr.y XPPgAI And take our fundraising virtual. so we still managed to surpass our original tsrgets in indThiidual giving, peei- to-Feer fiindraising and trusts income which represents a huge achievement in these challenging circumstances. DLie lo covid we could not fundraise for service appeals. we had to ran¢Kbl our piannpd fundraising events and supporter slewadship was limited lo digitsl OT letter. However, we still managed to recruil new donors and deepen OUT relationship with our existing supporters. resLJlting in a 43% increase in individual giving income and a 46% increase In commilted giving income. Our fundraising income for 2020121 lotalled E358k and helped to fund vitsl PPE, medical equipment such as puLse oximelers and non-contscl thermometers, and lechnology to Improve Ihe quality ol Ille of people we support while Isolated due to covid Testrictsons and/or covid outbreaks at our services. Our fundraising activity Included.. Rp.%pnnding qiiirkly and diY.i%ivply In thp pxndpmir.. qpnding niit A r.risiq Appp.Al tn nijr supporters just before Ihe country wenl into its first lockdown in March 2020 Launching our new Friends ol FitrRoy programme, alongside the crisis appeal to recruit mole regular givers. Replacinq income losses from cancelled events by.. Running our first ever gaming fundraiser in April 2020. Running our first ever virtual challenges 'Marathon in a Month, and Around the World in 80 Days which were a huge succe55. Ran our lirsl two digital appeals a crisis appeal for FitzRoy and a Christmas appeal for our Love4Lile project. Ran a virtual carol concert to raise funds and engage with our supporlers. To olf5etouranlicipated Teduced income, we made useofthe government'sfurlough programme and the lundrai5ing team showed flexibility, dedicatson and teamwork to ensure that we continued with all of these fundraising activities while different team member5 were furloughed. The loss of all of the peer-to-geer fundraising ckallenqes such as marathons and skydives represented a hijgp rhallpngp bijl thp fijndraising tp3m's r.reativity and agility he.ld iJ< in good %lead And althnii9h we didn't meet our original iargeL we did slill marginally increase our peer-ttrpeer fundraising income against the year before. At the end of the financial year. we were facing the imminent end lo our three-year grant from the National Lottery Community Fund for our Love4Life project which was due to end in May 2021. However. in April 202L we found cui that our application lor a lurlher three-￿3[ grant had been successful, securing the core funding lor the Project foi the next three years. In 202U22 we will.. Plan a series of events to make the most ol our 601h3nniversary in 2022. 18

Docusign Envehwe ID". 5F694￿￿)BAW71-5ES￿2B¢A1C4FBa Resume more traditional peer-lo-ceer fundraising challenges alongside running another more ambitious week-.ong gaming challenge. Work to improve the supporter experience and deepen our relatsonship with our supporters. Continue to grow individual giving income through supporter recruitment and engagement. Launch a new major donor progiamme for FitzRoy. Develop a new corporale supporter package. Love4Life'. Love4Life, our friendship and dating programme. has been run by FitzRoy since 2014. and we now have 137 members in the Hampshire area wth numbers steadily increasing and member satsslaction levels consistently high. We have a LOve4￿.fe hub in Fareham, and we opened a further hub in Basingstoke to expand our Teach in Hampshire. Despite operating almost toially virtually during lockdown, the new Basingsloke hub mana9ed to recruit 22 members. Love4Lile is one of our programmes that reaches people with learning disabilities and autism who, in an increasingly stretche¢ seclor, would oihewise fall through the gaps in supporL not having suflicienlly complex needs to be eligible for a support package. During the pandemic Love4Life has conlinued their vital work ollering a lifeline ol communication lo their members in what would otherwise be a very lonely knme. Love4Life members are struggling a bit with socia￿sIng Jgain. After being indoors for so long it can Ippl really overwhelming to suddenly be talking to so many people. Some members have experienced longer period5 01 isolation due to living Independenily and having no support. Others have struggled with their mKjnlal health. especially anxipty because of Ihp pandemic and thp ovprload of pvpr- changing guidelines. Love4Lile ran 750 events over the year - 700 were online and 50 in person when lockdown eased in thp. siimmp.r mnnlh% Thnqp. pvpntg Alqn inr.l1jd￿ 'c.nnversAtinn stArt?r" wftrk%hnp4 In hp.lp m?.mtr)prs get back into the swing of socialising again. And as lockdown restrictions ease. and face-to-face events ha%e been lOng-￿aIted, we are keeping some events online. For instsnce, we found thal our cooking tutorials worked really well because It is easier lor people to learn how to cook in their own kitchen5 with their own utensils. Sometimes it can be challenging transferring what you learn outside of your home Into your own kitchen. We will also be holding some ol our skills workshops online with Ihe option to have them face-lo-lace t¢)0. We do not receive any ststutory funding to run Love4Love i¥hich is enlirelv reliant on fundraised income. The qeNice is currently lun with help from the Natsonal Lottery Community Fund through a three-year grant- we were successful in our application lor a further three years, funding - as well as Individual donations and support from l¢xal businesses and groups in the community. We had planned to launch Love4Lile a5 a subsidiary Charitable Incorporated Organi5ation ICIOI but due to covid. we have delayed that move. We will Tevisit our plans around this in the coming year. Financial Review Along with the pressures ol covid. the sector continues to be under signilicant pressure from changes in legislation, despite this FitzRoy achieved growth In operalional income of i.9Y. duTing 2020121. This, along with a continued focus on efh"ciencies and cost savings whilst ensuring delivery of quality care, is reflected in ¢notheT year of strong performance. 19

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Docusign Envdope ID". 6F694COC4)BA&45774E8￿￿28cAle4F88 continues to build on its success to date and strives towards continued growth to enable the organisation to transform more lives. Mix of Income 2020121 Mix 4.0% 1.7% 14.9% 2019120 Mix 0.2Q 3.6% 4.3% 45.2'/. 44;, Residential Care • Supported LNiThJ Support @ Hom6 • Day Care . Sundry Income Residential Care ll Supported LI￿n9 . Support @ Hom$ • Day Care Sundry Income We have seen a s.iqhl shift in our Portfolio mix to <upport for people Iivinq in long term resiéenlial care. Day care and Support al Home reducedas a percentsge ol total Income, due In part to reduced footfall, but also a resull ol changes in local authoiily funding. Our fundraising ￿tIVitIeS during the year resulled in donations of £358k for the full year, which included E15k from our covid crsis appeal. In £020121 we ￿nefited from generous legacy donations ol E64k, along with support from various Charitsble Trusts and locally held fundraising events. Wp havp c.onliniipd In arlivply rp.mpw oiir assp.I basp and wodcing c.apit31 lo pnsurp that thp organisation's funds are working hard lor the people we sUPPQrt. EXPENDITURE Total expenditure increased in the year by 6.110 reflecting the increased costs incurred as a result of covid as well our continued growth in service provision. We Saw a reducts'on in the reliance on agency staffing, a direct result of our c,perational colleague5 ensuring the safety of the people we support and their staff teams. Ive continue to focus on the quality of care delivered. coupled with a drive to improve 51alf recruitmentand retention. External and legisialive requirements continue to put pressure on costs, such as inlLation and the national living wage. combined with the challenge ol conts'nued low increases in OUT fee income. Working capitsl management continues to be a priority, enabling the charity to be flexible in how we fund -ulure growth. We maintain close working relationships with key local authorities to ensure invoicing and the receipt of funds we carried out in a timely manner. Fee debtor balances have decreased again ouring the last year. a resull of the continued focus ol both FitzRoy and the local authorits.es working closely together to resolve issues as they arise. 21

Docusign Envehwe ID". 5F694￿￿)BAW71-5ES￿2B¢A1C4FBa RESERVES POLICY Maintaining financial sustainability is one ol the key elements in theclrrity's on-coing risk assessment. The Trustees and Executive team review Ihe main risks to thecharity as part ol Iheir annual procedures. The general reserve tsrget was reviewed in 2C21 and a range of £5.5m to £9.Im was set considering the continuing growth ol the c￿￿rity and the need to cover short term risks and uncertainties, working capital requirements and contractual obligations to stall. We end the year with free reserves which have increased by E2.9m to E9.Im as a result ol the positive performance this year. Operationally this level ol free reseNe Is needed to address the significant challenges we anticipate over the coming years. In particular. with recrbitrnenl and relenlion issues, the necessity to oller an altraclive roy and benefits package to OUT care stsfl against a backdrop of ever tsghtening local authority fee uplifts. We need lo continue on our journey ol digitsl Iransformation -.o enable online access lor alL online ￿re planning, quality management tools, Toslering and properly management re just some of the planned projects lor 202U22. We also have a significant amount of work planned under our property slralegy, 311 of these elements have re9Jlled in a projected deficit lor 2021122. which contribute to our reliance on our free reserve levelcs il stands loday. Cash reserves increased by £3.6m to EIO.lrn dje to a positive operab.onal performance, alongside good debtor control. At 31 March 2021 FitzRoy held a totsl of £219m in Teseryes, wilh £0.6rn Restricted, £12.Im Designated (made up ol Fixed Asset fund ol £11.8m and Maintenance & Redevelopment fund of EO 3ml and E9,'m Free Reserve. It Is expected that the designated Maintenance & Redevelopment fund will be utilised during 2021]￿ to facililale maintenance ol our properties. £k Restricted Funds.. Ameni Friends & Develo Desi nated Funds.. Fixed ￿Se1 Fund Ilainlenance &p redevelo General Funds.. Free Reserve ment 644 11,786 338 ment 9.127 21.897 TOTAL FUNDS INVESTMENT POLICY The Memorandum and Articles ol Associats'on of ihe Charity provide the Trustees with the powers to mAkp invpqlmpntq as Ihpy spe fit Thp. Invp.stmpnt stratpgy whirh ha% hppn spt hy thp Triiqtpps acknowledges that the greater part of the Charitys assets are invested in properties used lor the ChArily'< pi Jrpn<p It Aims In invpst thnsp rpsprvps nf ihp fhanty nnt i Jtilisprl in Ihp fhArity's prnpprtips and in excess 013 prudent cash reserve. to maintsin the capital value in real terms over the longer tprm. The ieiurn on investments decreased this year to £15k from £36k in the previous year to March 2020. The capilal value ol investments increased Ihis year with an unrealised gain li the year of £8kas a result of the changes in the stock markel. The actual amount invesled in the stock market at the end ol the year, was E65.7k RISKS AND UNCERTAINTIES A risk regisler has been esiablished lor some years and is reviewed on a reguLir basis ty each sub- committee a) well as the tTUStee board, it is then -OTmally updated annually. The principal risks and uncertainties identified are a major incident, seNice User vacancies, stsfl TrCruitMent￿d retention. loss of Income. any changes in regulation, fraud, Fandemic and systems failure. To manage these risks, we have operational processe5 in place to address service user vacancies, development ol staff and their 22

Docusign Envehwe ID". 5F694￿￿)BAW71-5ES￿2B¢A1C4FBa pay and benefits package. financeloperational process to address loss of income as well as tried and tested systems and procedures formulated to manage and mitigate the risks the charity faces. In additiory we have a robust disaster recovery pian in place and are making a significant investment in our business systems, infraslruclure & resource in the coming yeaT, in order to ensure business continuity. Given the nature of the sector that FitzRoy operates in. a key risk is delivering quality support to vulnerable adults, whilst actively workin9 to minimise and protect those we support from any safeguarding issues. We have seen a further decline in inllatson related fee Increases compaied to Last year, vihich means uplifts remain a critical challenge in the current environment of Increased stalling costs along with recruitment difficulties lacing the sector. In Ihe mediurr--prm, the sector continues to call upon the Governmenl and Local Authorities to recognise Ihe increasing funding pressure we face, specifically around the National Living Wa9e and sleep- n payments. The over311 vacancy rate ol people Ihat use our services increased Ihis year, as 8 oercentage ol income 3.0/12020. 2.8/1, a total of 381!020 331 wacancies at Ihe end of the year. Tkere are specific locations nd specialised services where we continue Io Work closely with Ihe local authorities to understsnd how best lo ensure vacant beds match the needs ol the individuals awaiting placement, and to understand the correct levels ol demand in the area. Long-term sustainability and liquidity remains a primary fi.nancial objective and the organisalional strategy underpin5 this objective. Upward salary pressures, driven by legislation regarding the National 'I'ing Wage. comwund this Issue and mean we need to consislenlly review OUT processes for efficiencies, and our structure for OPPOTtunities to reduce our overhead base. Being appropriately prepared lor a major incidenl remains a critical priority with the continued review of our disaster recovery plan., this is actively reviewed by Executive team on a periodic basis. Structure, Governance and Management The charity 15 incort)orated as a company bmited by guarantee and 15 governed in accordance with it5 Memorandum and Articles ol Association. STATEMENT OF TRUSTEES. RESPONSIBILITIES AND CORPORATE GOVERNANCE The Tru51ee5 constitute Director5 of the Company lor the purpose5 of the Companies Act 2006 and Trustees ol the Charity lor the purtK>ses of the Charities Act 2011. A full b'st ol all Trustees is given on page one. In an effort to maintain a broad skills mix. Trustees reguiaTly review the Board's ability to provide support to thp. nffir.pr% of the. rharity and. in thp pvenl of particijlar qkills bping lost dije to re.tirempnts, individLJAIs are approached to offer themselve5 for election. Over the years we have employed selective advertising including social media channels. extemal Tecruitment consultants as well as more traditional networking opportunities to recruit Trustees. New Trustees are tsken throu9h an induction process that inclLJdes visits to a number of our services across the country to lamiliarise themselves with the running ol the Charity. A number of our current Trustees have direct experience ol leaming disability within their own families. Section 172 of the UK Companies Act 2006 states that all Trustees must act in accordance with a set 23

Docusign Envehwe ID". 5F694￿￿)BAW71-5ES￿2B¢A1C4FBa of general dulles. A Trustee of a charitable organisation must acl in the way Ihey consider. in good faith, would m05t likely Promote the success of the charity for the benefitof its Stakeholder5 as a whole, nd In doing so have regard lamongsl other matters) to t￿e". likely consequences of any decisions in Ihe long term interests of the charitsble company s employees np.gd tn Inftp.r thp. c.haritahlp r.nmrk3ny'£ hiJ£inp.%E rg.IAtinnEhip< with <iJppligr£, r.iJ%tnmp.rE And other impact of the charitable companys OFEraiions on the communityand the environment charitable company s reputstion for standards and business conduct,. and need to act fairly between members of the chaTitsble company The following paragraphs summarise how the Trustees fulfil their dvlies.. The Board of Truslees generally meets six tsmes a year to assess Ihe overall direclion and governance ol FitzRoy but re9uiarly reviews the frequency of meetings to support the needs of the organisakn'on. The Trustees delegate the exercise ol certain functions In connectK)n with the management and dminislratson of the charity lo seven sub-commitlees. the Finance Committee, Remuneration rommittee, Norninations Commitiee, Ouality Committee, Safeguarding Committee, Property Committee, and the People Committee. These groups meet regularly and report back to the Board on regu13r basis and seek full Tatilicabon ol certa1n decisions. Each year the Trustees hold an extended all day strategy meeting with the Executive team. This provides an opportunity to reflect on the slralegic direction ol the charity, visit services, meet service users, review the major Tisks to the chanty and undergo training. A review ol Board performance and Trustee chair performance is conducied annually by way ol survey to each individual Trustee. The consolidated survey feedback is discussed with the lull Board with recommendations forming part ol Ihe annual governance WOTkplan. People we Support & families Wp. have. a sp.rvir.p use.r gTC)up, callpd Nationwide, where member% of this groijp rp.giJIArly rp.KX)rt to the Board with their suggestions lor the or9anisalion. The board also meel with the Nationwide group socially on an annual ba515. An annual satisfaction survey is carried OUL this is completed by the people we support and all exteTnal stakeholders. the results ol which are retorted back to Ihis same group as well as the board of Trustees. The results are then used in various forms ol external marketing ¢ommuni¢atsons including the FitzRoy news. communications with commissioners, donors, and lamilies alike. The executive team, along with the board would reflect on suggestions, comment5 raised in the Survey and feedback any action5. Supporter & donors We work closely with our supporters and donors to en5UTe we are engaging wilh them effeclively. They receive our supporter communicab'ons based on their pery)nal preferences and are engaged with on a one-to-gne level with Ihe fundraising leam and CEO where appropriate. The income from our 5UPPOrters and donorf5 link5 intothe Financecommittee which meets four time5 per year, where budgets, forecasts and result5 are Teviewed. A rewirt from the Director ol Fundraising is reviewed by the main board on a bi-rnonthly basis. We have a group ol Ambassadors who are made up of long-lprm supporters of the charity, trustees are involved in the organised annual event to communicate the or9anisational strategy and get feedback from this valued group ol supporters. Employees 24

Docusign Envehwe ID". 5F694￿￿)BAW71-5ES￿2B¢A1C4FBa Staff at all levels in the organi5ation share in the work required to achieve our charitable objectives. During this year there have been severe constraints due to covid, however we have conducted Staff temperature check surveys and reguLA T Vlrtual meelings with all service m3nageTS and deputies. We are reviewing how we consult with staff in the future as part of our digital transformation journey. Making Microsoft teams available to all seNices has enabled communications to be carried out directly with staff teams, resulting In greater connections from senior management and their peers. We are reviewing our annual stsff survey, wilh a pian for shorter surveys that we carry out more often. Again, this is part of our digitsl iransfomiation Joumey. p.ninr manAgg.rnp.nt And triJ<tp.p.s viot %p.rVIr_￿ tn mpp.t with ftAfl, thg pgc)plp. wp. f ijppnrt And thg.ir families where appropriate - as often as possible. Although this has been restricted In the Last year, plans are underway lo resume this importanl inleraction as soon as feasible. Senior managemenl also engage with the regional management teams on a regular basis where feedback from stslf is a150 discussed along with their suggestsons. Suppliers We value all our suppliers and have boih local and national conlracts, where appropriate. Communication transparency in dealing with suppliers is delegated to the Finance Commitlee and execLltive team who will discuss any major contracts and or supply issues as and when appropria￿. Budgets, forecasts, and aclu31 results are Teviewed on a TeguiaT basis by the Finance Committee and the Board. Community & Environment FitzRoy hold community fundraising events in order lo engage the local communities where the people we support live, We have local volunteers who support In many ways, which may include gardening, enabling the people we support to carry OLIt volunteer work themselves, have a void in their community or carwng Out activilies within a service. The trustees recognise the importance ol leading 3 chanty that not only generates value for its beneficiaries, but also to the wider society. We recogn15e the environmentsl and climate risks, and we are committed to reducin9, where possible, the Impact of our operations and minimise our environmental inpact. In order to achieve th15 FitzRoy ensures waste is recycled where possible, the most efficient light sources are used and will continue lo ensure the use of the most energy efficient heating systems, double glazed sealed units are in place in order Ic reduce eneigy usage. During the last financial year, FitzRoy used 4.167.£59 P.Wh12019, 3,961.991 kwh) of energy from gas and electricity, as well as 84,174 lilres Q019, 146,161 litresl ol dieseL petrol and healing oil. This resulted in lolal gross kg C02 01980.16612019. 1.108.356) and an intensity ratio of tC02 of O.CI250712019, 0.030621 per Elm ol income from care services. The methodology used to produce these results was to collect Ihe kwh. litres ol diesel, petroL and heating oil usage dats from our various suppliers, we also used data collected from reimbLJrsed business travel from our accounbn9 5yStems. We then used the 'UK Government GHG Conversion Factors lor Company Reporti￿, lo convert ihe source daia Inlo kg Co-e units and from then used our turnover for the year 2020121 to produce our intensity ratio. Modern Slavery Thp organisation are committed to preventing modern slavery in its charitablp activities and supply chains. Modern slavery encompasses slavery, forced labour. human traffickin9. and domestic servitude. A copy of our modern slavery statement can be found on OUT website. The TrLJStees are responsible lor preparing the Annual Report and the financial statem￿lS in accordance with the UK Companies Act 2006 and lor being satished that the financial statements give a true and lair view. The Trustees are also responsible for preparin9 the financial statements in 25

Docusign Envehwe ID". 5F694￿￿)BAW71-5ES￿2B¢A1C4FBa accordance wilh United Kingdom Accounts"ng Standar& (United Kingdom Generally Accepted Accounting Practice). Company law requires the Trustees to Prepare financial statements for each financi31 year which give a true and fair view of the stale of affairs of the Charity and of the Incoming resources and application of resources of the Charity for that period. In preparing these financi31 statements. the Trustees are required to.. select suitable accounting policies and then apply them consistently. make judgements and estjmates thal are reasonable and F.rudent. state whether applicable accounb.ng sLindaTds have been followed, subject to any material departures disclosed and explained In the financial stslements,. and prepare the financial sLitements on the going concem basis unless it is inappropriate to pr￿ume that the Chaiity will continue in business. The Trustees are responsible for keeping adequaie accounting records that show and explain the Charity's transactions, disclose with reasonable accuracy at any time the financial position ol the Charity. anc enable them to ensuie that the financial siatemenls comply with the Companies Act 2006. They are also responsible lor safeguaiding the assels ol ihe Charity and hence lor tsking reasonable steps for the prevenb'on and detection ol fraud and olher Irregularities. All of the current Trustees have taken all reasonable steps which. to the best of their knowledge and belief Ihey ought to have taken. to make themselves aware ol any Inlormation needed by the Charily 5 auditors lor the purposes of their audit anc lo estsblish that the auditOTS are aware ol Ihat Information. The Trustees are not aware of any Information which they understand would be relevant to ihp audit ol which the auditors are unaware. The Charity Is managed on a day-lo--ay basis by its OfficETS and Executive team under the leadership ol the Chief Executive, who Is appoinled by and responsible to the Trustees. The Board ol Trustee's review and approve chan9es in remuneration lo all staff annually, with delegaled powers lo the Remuneration Committee lor senior stam remuneration and performance. which is measured against overall OTganisational KPI'S. FUNDRAISING PRACTICES FitzRoy 15 a charity primarily funded by local authorities. who pay for the care we provide. However, il is fundraising ',hat enables us, jarlicuiarly n an environment ol shrinking care packages. to stay true to our i'alues ol providing transformative support. Our supporters are very mportant -.0 J5. and we see our relationship with them as a partnership., working together to achieve someihing:pecial lor vulnerable people. Thank you to all the individuals, trustsand foundations. community groupsandcompaniesivho have supported usthis Jear. We are proud of our fundraising praclise and work hard lo make cure we cre lully ,=ompliant with all relevant regulations. FitzRoy is an organisational member of the Fundraising Regulator and the Chartered nstilute of Fundraising. We lake our responsibilities lo our supporters very seriously,. we never buy supporter data Irom third Forties or sell supporterdata to any other organisation or charities. The fundraising team currently consists of 3 full-time equivalent professional fundraisers. We encourage all )ur colleagues based in our semces across Ihe country lo lundraise. 'Ne support staff who fundraise lor us ivith advice, malerials and practical help. FitzRoy has a iumber of intemal policies in place related to fundraising including )n ndividuals in Potentially Vulnerable Circumstances Policy. These are regularly reviewed by the Director ol Fundraising, Communicatsons Gnd IT who reports tothe Board of rusteeson all aspects of fundraising strategy. 26

Docusign Envdope ID". 6F694COC4)BA&45774E8￿￿28cAle4F88 We ryeived one complaint in response to our Coronavirus Crisis Appeal in 20121 from a volunteer who had subscribed to our mailing ￿'st In ?014. In ieswnse. we apologised and updated her contsct preferences to no longer receive fundiaising appeats.-he CrisisAppeal hadan overwhelmingly positive response, 'aising over 115,000 rrom indiwduals and resulting In many heart-viarming messages of support Irom our donors. This helped us to purchasevital ryuipment to keep the people we support sale and ivell through the pandemic. We are immensely grateful to all the people who donated lo our nrisis appeal, took part in our fundraising activities and cheefe(l us on through whatwas an extremely challenging vear. ORGANISATIONAL CHANGES Board of Trustees Sadly, we said gixidbye to trustee Lucy Hovey who ￿sIgned dunng Ihe year. We would like to thank Lucy for her contributson, advice, and guidance. We aso aredelightedto have welcomed Andrew Gore, Gail Beddin9, Neil 81ackley and Julie Whetton to the Board ol Trustees during the year. Auditors A resolution proposing Ihbt Moore Kingston &nith be reappointed as auditors will be pul lo the Annual General meeting. The Trustees, Report and Strategic Report were approved by the Trustees in their capacity as Directors of the company on 22nd July 2021 and are signed on their behalf by. Marlin Kyndt Truslee and Chair of Ihe Board of Trustees 27

Opinion

which comprise the Statement of Financial Activities (incorporating Income and Expenditure Account), the Balance Sheet, the Cash Flow Statement and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law unting Practice).

In our opinion the financial statements:

• incoming resources and application of resources, including its income and expenditure, for the year then ended;

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

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

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs(UK)) and applicable of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the ordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

Other information

The other information comprises the information included in the annual report, other than the financial statements financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

• the information given in the strategic report and the trus the financial statements are prepared is consistent with the financial statements; and

• legal requirements.

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the company and its environment obtained in the course of the audit, we have not identified material misstatements in the strategic report or

We have nothing to report in respect of the following matters where the Companies Act 2006 requires us to report to you if, in our opinion:

• adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or

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

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

Responsibilities of trustees

the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

r the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free ur opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below.

Explanation as to what extent the audit was considered capable of detecting irregularities, including fraud

The objectives of our audit in respect of fraud, are; to identify and assess the risks of material misstatement of the financial statements due to fraud; to obtain sufficient appropriate audit evidence regarding the assessed risks of material misstatement due to fraud, through designing and implementing appropriate responses to those assessed risks; and to respond appropriately to instances of fraud or suspected fraud identified during the audit. However, the primary responsibility for the prevention and detection of fraud rests with both management and those charged with governance of the charitable company.

Our approach was as follows:

• We obtained an understanding of the legal and regulatory requirements applicable to the charitable company and considered that the most significant are the Companies Act 2006, the Charities Act 2011, the Charity SORP, and UK financial reporting standards as issued by the Financial Reporting Council

• We obtained an understanding of how the charitable company complies with these requirements by discussions with management and those charged with governance.

• We assessed the risk of material misstatement of the financial statements, including the risk of material misstatement due to fraud and how it might occur, by holding discussions with management and those charged with governance.

• We inquired of management and those charged with governance as to any known instances of noncompliance or suspected non-compliance with laws and regulations.

• Based on this understanding, we designed specific appropriate audit procedures to identify instances of non-compliance with laws and regulations. This included making enquiries of management and those charged with governance and obtaining additional corroborative evidence as required.

As part of an audit in accordance with ISAs (UK) we exercise professional judgement and maintain professional scepticism throughout the audit. We also:

• Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.

• Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purposes of expressing an opinion on the trol.

• Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the trustees.

• d, based

• on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that conclude that a material uncertainty ex related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of However, future events or conditions may cause the charitable company to cease to continue as a going concern.

• Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation.

We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.

Use of our report

This report is made solely to the charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of fullest extent permitted by law, we do not accept or assume responsibility to any party other than the charitable company and charitable company's members as a body, for our audit work, for this report, or for the opinions we have formed.

Date: 5 August 2021

Andrew Stickland (Senior Statutory Auditor)

for and on behalf of Moore Kingston Smith LLP, Statutory Auditor

Devonshire House

60 Goswell Road London

EC1M 7AD

Docusign Envehwe ID". 5F694￿￿)BAW71-5ES￿2B¢A1C4FBa Statement of Financial Activities for the year ended 31 March 2021 Ilncorporating an income and expenditure account) Notes unreStr￿ted Restn'cted Funds Funds Totsl to 31 Maich 2021 Total to 31 March 2020 Income and endowments from." Donations and Legacies 134.255 224.268 358.523 384,557 Charitable Actiwtses- kncome from care services 39.093.609 39.093.6LYJ 36,199.140 Investment income & interest receivable Other: 15.501 15.501 36.031 Gain on sale ol fixed asset 655.521 655.521 Total Income 39.898.886 224.268 40.123.154 36.619,128 Expenditure on.. Raising Funds Cost of care seryices J70.i02 37.854.006 170.102 239.322 38.093.328 180,717 ,888,443 Total Expenditure 38.024.708 239.322 38.264.030 36.068.760 Nel incomellexpendilurel Net gainslllossl on revaluation of Investments 1.874.1?8 115.0541 1.859.124 550,968 7,964 7,964 19,0291 Transfers 15.473 115.4731 Nel movement of funds 1.897.615 130,52n L867,088 541,939 RectY7ciliation of funds.. T￿al funds brought forward 19.355.532 674.275 20.029.807 19.487.868 Total funds cariied fotward 21253.147 643.748 21.896.895 20,029,807 There are w recognised gains and losses other than those ststed atM)ve. All ol the above results denve from conlinuing actNities_ The notes on pages 35 to 42 f)rm part of these fina￿10[$￿tements. 32

Docusign Envdope ID". 6F694COC4)BA&45774E8￿￿28cAle4F88 Balance Sheet as at 31 March 2021 Company Registration Number.. 2699902 Notes 2021 2020 Fixed assets Tangible assets Property Equipment II593.905 193.568 12 L92,880 202,£03 JL;87.473 12.695,083 Investments 65.739 IL853212 12,752.858 Current assets Oeblors Bank deposits Cash al bank and in hand 3.872.220 9.759.970 387.477 3.820.248 6,333.337 248,721 14,019,667 10.40a306 Creditors". amounts lalliTh) due within one year 13.975.984) {3.125.3571 Nel Current Assets 10,043,683 7,276,949 Total assets less current liabilities 21.896.895 20.029.807 Total Net Assets 21896.895 20,029,807 Fund5 Restricted income funds 643,748 674,275 Designated funds 8,9 12,125.803 13,089,870 Unrestricted Income fund 8,9 9,127.344 6,265,662 Total charity funds 8.9 21896.895 20,029,807 The notes on pages 35 to 42 fDmi pirt of these financial statements. The financial statements were approved by the Board and authorised for issue on 22TKJ July 2021 and signed on its behalf by: 279876CèCIIA410 Martin Kyndt Trustee and Chair of the Board of Trustees Dawn Jacobs Chair of the Finance Committee 33

Docusign Envehwe ID". 5F694￿￿)BAW71-5ES￿2B¢A1C4FBa Cash Flow Statement for the year ended 31 March 2021 Notes 2021 2020 Nel cash inflow from operaling activities (See note below) 785.945 2,897,695 Cash flows from inve5tiThJ aclivities.. Interest r:ceived 11879 L622 34.563 1.468 Investment income Purchase ol tangible fixed assets Proceeds on investments1s31e ol fixed asgets Nel cash from investing activities U90.2411 1233.4351 954.184 5,569 779.444 1191,8351 Cash fk)ws from financing activitie& Repayment of borrowings Iia4541 Interest paid 11131 Net cash used in fvnancing activities Change in cash and cash equivalents in the reporting peTiod I￿,567) 3.565.389 2,693,293 Cash * stsrt of year 6.582.058 3,888.165 Cash at end of year 10.147.447 6.582.058 IDecreaselllncrease in Cash 3.565.389 2,693,293 l. Reconciliation of net inc0￿e to net cash inflow from operating activities 2021 202D Net ir(omirrfJ resource5 Return from Investments L867,088 115,5011 17,9641 541,939 li6,0311 9.029 (Gainslllosses on Investments Bank interest paid 113 Depreciation charge Surplus orn sale of asset Decreaselllncreasel in debtors 803.431 1659.7631 359.¢80 15L9731 490,874 Increase11Dec￿asel in creditors Net cash Inflow from operating ￿tIvItieS 850.627 2.785.945 1.532,491 2.897.695 The noles on p3ges 35 to42 form part of these financial ststements. 34

Docusign Envehwe ID". 5F694￿￿)BAW71-5ES￿2B¢A1C4FBa Notes to the Financial Statements for the year ended 31 March 2021 ACCOUNTING POLICIES Basis of accounting FitzRoy is a public benefit ￿tIty. and the Trustees consider it to be a qoino concern. The financial statements have been prepared under Ihe historical cost convention as modified by the fevaluation of fixed asset investments They accord with United Kingdom Generally Accepted AccoLJntinq Pr3ct1ce, Ihe Statement ol Recommended Practice Accounting and Reporting by Charities issued in 2015 ISORP 20151 and Companies Act 2006. The accounts have been prepared under FRS 102 and SORP 2015. The followng are the wincipal accounting p)licie& which have not changed In the year. bl Going CO￿ern Covid-19 allected us all In different ways. we are very lucky to able to say that we have seen Little impact on our lee income for l>)th years endino March 2021 and 2020. Vle continue to be allected in our day seNce offering, with some setlings only having re-opened In January 2021. The Income lost is mainly due to the people we support who are selt-fuThJed, Ivho have moved their lundino elsewhere, resultin9 in a lull year reduction lor 2020121 of E230k. We continue lo produce detailed forecasts which cover the current financial year and 3 years her￿e. these are reviewed by the Finance Committee and board post year end. Despite 2021122 projection beinq a delicil position, the lollowinq years return lo surplus. Given our strong reserves position which enables us to carry out the work set out In our strategy, the focused KPIS sel for 2021122. the Trusiees have o)ncluded that the charity can meets its debts as they fall due and cc.nsequently Il* charity ccxilinues io adopt the going concern basis In preparing ils financial statements. Fund accounling Unresiricted funds comprise Designated Funds and the General FundlFree Reserve and represent the accumulated net surplus ol unrestricted income over experKliture. They are available lor uge by the Charity In lurtheranceol Its general objectives. Designated lundscomprise unrestricted funds which have been set aside at rhe discretion ol ihe Trustees lor specilic purrx)ses. Restricted Ivnds are funds subject lo specific reslriciive conditions ImpK)sed by donors Inierest Income is allocated to the various funds according to cash balances and iivesiments attributable to them. The purposeand use ol the designated and restricted funds are set out in the notes to the financial statements. dl Income Income Is accounted lor on a receivable basis. excepl donations which are credited In the year inwhich they are received. The charity's Income largely comprises of contracts for care seNices. recognised as the setvice Is delivered Legacie5 are regarded as receivable when it Is probable that ihe legacy will be received, and Its value can be measured relialjy. I￿oMe from Government grants is ￿C￿nted lor when the charity has entitlement lo the funds. any conditions attached to the grants have been met and It Is probable that the I￿orne will be received, the atrK)unt can be measure reliably and Is not deferred. Furlough scheme has been utilised by the charity In 2020121 to mitigate losses i￿￿rIed as a resull of shielding stall, the amount received vias É642k Expenditure The expenditure is classified under categones which reflect the use ol the resource. Central costs are allocated to cost of care semces this being over 99% 01 total direct expenditure_ Irrecoverable VAT is included in expenditure. Tangible fixed assets The costs of acouisition of and adaptation to free￿Ild properties. excluding the land value, are depreciated over their useful lives 35

Docusign Envehwe ID". 5F694￿￿)BAW71-5ES￿2B¢A1C4FBa Notes to the Financial Statements continued... During 2019120 FRS 102. component accwnting was adopted and applied to all freehold property This new method is a more￿C￿rate method ofdepreciabng our freehoLd propety. The various components and associated useful lives are.. Bathrooms Boilers and heating Bncks and m￿tar Electrical re-vnre Kitchens - 10 years 15 years 100 years - 30 years 15 years - 40 years - 25 & 50 years Roofs (lat & pitchedl Specialised baths Windows and doors 10 years - 25 years Other tangible fixed assets are slated at cost including any incidental expenses ol acquisition and depreciated by equal annualinstalments over the expected usefvl lives ol ihe asset< which are as follows." Computers - 4 years Furniture and equipment - 4-6 years Motor vehicles - 4 years Ollice fixtures and Iiltings 10 years Short leasehold prortrties Ihe length of the leasel contract Any expenditure below £2,000 Is Included In the St3lement of Financial Aclivilies. gl Investments Investments are stated ai market value All gains and losses on revaluations are shown in the Statement ol Financial Activities. Ir￿oMe Irom the investments is rwniseo in the year in which it arises. h) Financhal Instruments The charity has financial assets and linarÉial liabilities of a kind that qualify as basic financial instruments in accordance with FRS102 Basic financial insiruments are initially recognised at the irans3ction value and subsequently measured at IAeir settlement value. Debtors Fee and other debtors are measured al thwr recoverable amounts. prepayments are valued at the amount prepaid at 31 March 2021 Operating leases Operating lease rentab are charged lo the Siatemenl of Fir0￿JaI Actwities as they become ¢ue. kl Creditors Creditors and provisions are recognised where the chanty has a present obligation resulting from a past event that will probably result In the transfer ol funds to a third paty and the amounl due to settle the oblioation can be measured or estimated relk3bly. Creditors and provisions are recognised at their settlement amount after allowng lor any trade discounts due. Liquid resources Cash at bank represents non-interesl-bearing bank balances that fomi the day to day working capital of the Charity deposits represent funds not TequiT&I Immediately held in Interest bearing accounts typically lor fixed periods. Key judgements & estimates The Chafity makes an estimate on the recoverabte value ol fee and other debtors. When 3ssessing the impairment ol these debtors. management considers factors including the ageing profile ol the debtors and historical experience. E13L935 bad debt provision is included wthin the debtor baLinces In note 6. The charity also estimates the useful lives ol fixed asset components. The estimales and associated assumptions are based on historical experience within the charity and aLso by utilising guidance from the NHF INational Hou9ng Federationl. 36

Docusign Envehwe ID". 5F694￿￿)BAW71-5ES￿2B¢A1C4FBa Notes to the Financial Statements continued... Pension costs The Charity participates In both defined benefit Imultpemployerl and defined contribution schemes which require contributions to be made to separately administered funds. Contrilxjtions to the charitys defined contribution pen￿on schemes afe charged to the statement ol financial activities In the year In which they ae incurred. In the case of the multi-tmployer. thfined benefit pension scheme where it is not p)ssible to identify the underlwThJ asseis and Iiabililies reialing to the individual participaiina employers. contributions lor these schemes are also charged 10 the ststement ol financial activities in the year in which they are IncurreO_ INCOME kncome from Local Authorities relates to care services provided. the charity also benefited from government covid and furlough granty El￿0k & E642k respectively. E224.268 12020 £1>4,4771 of income from donations & legacies is classified as restricted, all other Income was unrestricted. EXPENDITURE Stsff Costs Other Totsl 2021 Total 202D Expenditure on, Cost ol Care Services Oirecl 30.145.149 1.521544 5.348.668 35.493.817 1.523.544 33,388,652 1,32E 179 Support Marketing Business Systems Depreciation RecruitmenlThrainingllnsurance Office & ajminislration 44.530 44.530 36,806 277.534 277.534 175,957 18.037 18.037 27.610 144.062 144,062 140,358 436.535 436.535 644,£47 Governance ii?.000 38,269 6.307.635 155.269 149,633 31,785,693 38.093.328 35,888,443 Expenditure on r3isirfj funds.. Fundraising and publicity costs 150.661 20.041 170.702 ISO,317 Total Outgoing Resources 31,936.354 6.327.676 38.264.030 36.068.160 Ex)enditure Included In the current year of ££39.322119120 E314.4171 Is,-lassiliecJ 3$ restricted against the cost ol care setmces. 2021 202D Total resources expended are ststed aler charging" Auditor's remuneration- Audit services Other seNices Depreciation of fixed assets Lease Payments- Land & buildiThJs PL3nL Equipment & Vehicles 34.984 33,387 803.431 359.¢80 22L679 365.872 209,208 37

Docusign Envdope ID." 6F694C0¢4)BAEA5774E8￿2B￿1c4FB8 Notes to the Financial Statements continued... (Xher costs. analysed atrx)ve as Govemance. cover following categorie Auditor s remuneration TrLJStee meeting costs Governance related professional fees Trustee expenses 34.984 33.387 5.697 2.974 2.575 38.269 44,633 Governance costs include audit lee, trustee related expense& and an allocation of staff costs lo supp)rt the internal audit statutory reporting. and strategic pLinning roles. 285 2021 202D Staff costs during the year amounted lo: Salaries Redundancy costs Social Security costs Employer's pension contributions Apprenticeship levy Other forms 01￿p10yee benefits 25.589.226 23,537,070 23.499 109.948 1.860237 L700,£85 781.509 770,966 110.230 103.569 87.286 65.686 28.451087 26.287,524 Agency staff costs 3.484.269 4,066.849 31.936.356 30,354,i73 Number 2021 Number 202D The average number offull-tirne equivalent includiThJ overtirrt and non- contracted stall but excluding agency staff wa5.. Care prov1510n Fundraising Total 1002 996 1005 LOOO Number 2021 Number 202D The average number of staff. comprisirKJ t<)th part and lulltime employees. during the year. analysed by function was.. Care F,rovision Fundraising Total 1407 1,418 1415 1,425 38

Docusign Envehwe ID". 5F694￿￿)BAW71-5ES￿2B¢A1C4FBa Notes to the Financial Statements continued... At 31 March 2021 Ihe Charity employed 5451?02C.' 5101 full time staff and E721?020." 9171 part time stsll. The total emoluments of employees earning more than É60.000 pèr annum (including bÈnelits in kind but oxcluding employer's pension contributions) fall within the foilowng bands". Number 2021 Number 202D E60.001- £70,000 E70,001- £80.000 E80.001- £90.000 E90,001- £1,)O,000 E120.001- £130,000 E130,001- £140.000 For the above members ol slaft. ￿nSIOn contributions anounring to E33.22912020". E38.6171 were paid into a money purchase plan. Total salaries and benefits paid lo key management ￿(sOnnel Er directors amounted lo E540.971 (2020 E487,illl The Tnjstees neither received nor waived ary remuneration durtng the current or Pfeceding financial years. Travel expenses lor their meetings reimbursed durin9 the year amounted to £O1?020." -. 2,5751. a result ol using online meetings. The Charity operaies a Sirici expenses Fdicy that has been rewewed and approved by the Chairman and the Trusteesand Is appliCa￿e to all staff, Directors and Trustees. There are no iransactionsivilh related parties which require disclosure12020.' none). TANGIBLE FIXED ASSETS Freehold Assets under Short property construction leoseFh)Id ieèsehold Computers Furniture Equipment Total Cost At l April 20£0 14,404.98 277.661 789.451 662.360 323,511 1.236,460 17,694,427 Additions Disposals At 31 March 2021 111,895 1335.0001 S400 72.946 190,241 1335,0001 14.181.879 283,(bl 789.451 662.360 323.511 L309.406 17,549.668 Depreciation At l April 20£0 2,522,543 Charge 671.455 Disposals 140.58QI At 31 March 2021 789,451 329,582 5Q3G5 320,974 2.537 L036,794 4,999,344 79.044 803.431 140,5801 3.153.418 789.451 379.977 323.511 L115.838 S762.195 Net lJ)ok ue At 31 March 2020 11,882.441 277,661 331778 2.537 Igg,666 12.695,083 At 31 March 2021 11.028.461 283.061 282.383 193.568 IL787.473 39

Docusign Envehwe ID". 5F694￿￿)BAW71-5ES￿2B¢A1C4FBa Notes to the Financial Statements continued... INVESTMENTS 2021 202D Market Value at l Apiil 2020 Sale proceeds Net unrealised investment rJ3inlllosw.I Market Value as at 31 March 2021 57.775 72,372 15,5681 19,0291 7.964 65.739 Investments are analysed as follows". Government Bonds UK Equities UK Investment Trusls 14.000 29.245 17.647 14,000 25.464 13.464 UK Unil Trusts 4.847 65.739 4.847 57.775 TOTAL DEBTORS AND PREPAYMENTS 2021 202D Fee deDtOTS Accrued Income Other debtors Pre￿yMentS 2.747.587 543.689 199.622 381,323 3.872.221 2.838.370 599.083 155.910 226.885 3,820.248 CREDITORS.. Amounls falling due within one year 2021 2020 Trade creditors Accruals and deferred income Other creditors Taxation and KKial security 542,268 L966.283 985.062 482.371 399.104 L557,300 775,783 393,170 3.975.984 3.125,357 Deferred income relates toinvoicing lor care semces in late March 202L relating to setvices provided during April 2021 £751k12020 E87(H(I 40

Docusign Envehwe ID". 5F694￿￿)BAW71-5ES￿2B¢A1C4FBa Notes to the Financial Statements continued... FUNDS I￿on￿ng resources & unreabsed loss BaLl￿e at I Aw'l 2020 Outgoing ources Inter fund transfers Balance at 31 March 2021 Restricted funds Amenity and Friends Funds Development funds sub-total 526211 224.268 1239.32J 115.4731 495.684 14&064 674275 148.064 643.748 224.268 1239.3221 115.473) Designated funds Fixed asset funds MainlenarKe and redevelopment projects sub-totsl 12.695.083 655.521 1803,4311 1159.7001 IL787.473 394787 IJOl.9101 45.453 338.330 13.089.870 655.521 1905.3411 1414.247) 12.125,803 General fund 6.26&662 39.25L329 137.119.3671 729.720 9.127.344 Total funds 20.029.807 40.131.IJ8 138.264.0301 21.896.895 Restricted Funds The re%tTlCted Iijnds relate. to nM)nies raispd f¢)r sppr.Ific. proJt¥.ts In servic.p% or spK.Ifi¢. c.?ntTxI siJprK)rt IiJn¢.tinns. Other Restricted Funds comprise unexpended donations resulting from specific ap￿￿15 to be applied on development prqects and smaller projects across the activitie5 01 the Charity. Transfers take place from the Development and Amenity funds lo the Fixed Assel fund trEGiuse of expenditure on capital Items. Inter fund translers represents de￿gnated funds previously ciasgfied as restricled fvrd5. In recognition that the restriction placed on these funds has been lullilled. Designated Funds The Fixed Asset Fund represenis the net tA>)k value of unresirieted fvnds alreaty invested in properties and other fixed assets less bank loan secured on certain of these assets. The Maintenance and Redevelopment Projects Fund represents est1mated amounts required to fund the on-going refuthshment and maintenance programmes ol properties in the next financial year and lo invest in new projects orseNice5. ANALYSIS OF NET ASSETS BETWEEN FUNDS Unrestncted Funds Restricted Funds Balance at 31 March 2021 Tangible fixed assets Irwestments 11:87.473 65.739 9.399.935 Il787.4?3 65.739 10.043,683 Net Current Assets 643.748 Creditors." amounts due after more than one year Total 21.253.147 643.748 21.896.895 41

Docusign Envehwe ID". 5F694￿￿)BAW71-5ES￿2B¢A1C4FBa Notes to the Financial Statements continued... io. PEN510N SCHEMES The Charity contributes towards three employee pengon schemes. The Creatsve Personal Pension Scheme is a money purchase plan with the Charity contritryjting between 4°A and IO°A ol membeTS' salaries. and up lo 3/. lor the Auto Enrolment Scheme The NHS and Loca. Government Pension Scheme ILGPSI are both schemes we continue to pay into as a result ol sLiff transferring in undeTTUPE Both LGPS schemes Trwvecarried outvaluations in 2019. all￿alIng the FitzRoy share of liab'lities vAiich totsl £5.Ik over the rext 3 years. Contributions for both NHS and LGPS schemesvary and are advised ty wther the NHS ￿ LGFSadministrating tM)dies. ii. OPERATING LEASE COMMrtMENTS Land & F4an( Other Buildings Equipment & Vehicles Land & Buildings Plant, Equipment Other Vehicles 202D 2021 2021 2021 2020 2020 Total future minimum lease payments under operatsng leases. expring.. Within one year In the second lo the filth 138.455 226.3ll 29.352 204.189 186.316 35.712 257.392 456.527 3L261 358.548 360.294 71.965 year Aller live years 37.299 Total 395.847 682.838 60.613 600.036 54fi610 107.677 12. CAPITAL COMMITMENTS No siqnilieant capital commitments at the time ofsigninq, howeverwecontinue to invest in ourtU5iness 5y5tems and properties. 13. TAXATION The company is a charity within the meaning of Para I Schedule 6 Finance Act 2010. Pccordingly. the company 1£ pntpntially p.xpmpt Irnm thxatinn In rKrJpc_t nf I￿.nM9. nr r.apitAI gAin% within c.atpgnrit).s c.nvp.rpd hy C.haptg.r.I ol Part 11 of the Corporation Tax Act 2010 or Seciion 256 of the Taxation of Chargeable Gains Act 1992, to the extent that SLJch ir(ome or gains are applied exclusively tocharitable purposes. No tax charge arose in the period. 14. RELATED PAltrY TRANsA￿loNs There were no related paty transaclions carried out durirrfj the year. 42

Docusign Envehwe ID". 5F694￿￿)BAW71-5ES￿2B¢A1C4FBa FitzRoy transforming lives FitzRoy transforms lives every day, supporting people with learning disabilities to do the simple things that make a real difference to their everyday life. Ourvalues - Eee the Person. Be Brave and Be Creative- guide us each step of the way and are as important now as when the charity first began. Our vision is a society where people are treated as equals, regardless of their disability. Our mission is to transform lives by supporting people with learning disabilities to lead the lives they choose. Join the conversation in 2014Thknw Central Support. FitzRoy House. 8 HY1t(￿ RO￿1. F*tvsfidd. Hampshire. GU52 SJY r211 01730 711 Ill we￿ thnAV4htzroy.or9 43