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 01730 711111 Fax 01730 710 566 Website www.fitzroy.org Email info@fitzroy.org 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 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< 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 45.0 14.0%
40.0
12.0%
35.0
10.0%
30.0
25.0 8.0%
20.0 6.0%
15.0
4.0%
10.0
2.0%
5.0
0.0 0.0%
12 13 14 15 16 17 18 19 20 21
Residential Care Supported Living Support @ Home Day Care Income Growth
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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 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 )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