DocuSign Envelope ID: E8BC8ECF-8958-45D6-BACD-F157D0C51FD3 FITZROY | Company Registration Number 2699902 | Charity Registration Number 1011290 DocuSign Envelope ID: E8BC8ECF-8958-45D6-BACD-F157D0C51FD3 - ◆ - •  • ◆ • •  • ❖ • • • ❖ •  • ❖ •  ◆  ❖   DocuSign Envelope ID: E8BC8ECF-8958-45D6-BACD-F157D0C51FD3 |Surrey|
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BN7 2JP| Docusign En¥ÈlopÈ ID". E88C8ECF-895&45D6-BACD-F157DOC51FD3 Trustees Report including Strategic Report OBJECTIVES AND ACTIVITIES FitzRoy transforms lives every day, supporting people with disabilities to do the ihings that make a real difference to their everyday life. FitzRoy started as a pioneering organisation, set up by parents who were determined thal their children with learning disabililies would not grow up in institutional care but instead could live in loving homes with opportunities to learn, grow and thrive. 60 years on we remain passionate that people with learning disabilities and autism have choices and get the support they need lo fulfil their potential and gain independence. We push beyond traditional care provision and address the m3ny misconceptions about what life for a person with disabilities should be like. We are driven by seeing people flourish when they connect with their communilies, learn, work, volunteer. and enjoy relationships. We provide support lor people with learning disabilities, physical disabilities, and autism. Some of the people we support also experience mental health issues. The people we support are at the heart of everything we do and the decisions we make. Our vision.. A society where people are treated as equals, regardless of their disability. Our mission.. To transform lives by supporting people with learning disabilities to lead the lives they choose. Our values. We see the Person - FitzRoy began with one mother's belief that her child deseNed better, and still today we see the unique value in every person we help. We are Brave - We stand beside people with learning disabilities and their families. and together we face our challenges wherever we lind them. We are Creative- We dare to imagine a world where people are treated as equals, regardless of their disability. We run 71 services across England supporting over 850 people. Some individu31s use several of our services. 01 the people we supporl 125 are supported to live in their own homes, 188 live in one of our 44 supported living services and 167 are supported at one of our four FiizRoy day opportunities 199 people live in one of our 20 registered care or two nursing homes. The people who use our services are funded by various Ioc31 andlor health authorities, and we have contracts with over 60 authorities across EngLand Over 180 people are now registered with our fully fundraised Love4Life dating and friendship service. PUBLIC BENEFIT The Trustees confirm that in developing and reviewing the objectives and activities of FitzRoy and the Charity's Strategic Plan, due regard has been given to the public benefit guidance issued by the Charity Commission. The benefit to the public is incorporated in our mission to provide practical suppori helping people with learning disabilities to lead full, stimulating, and independent lives. The benefits of the services provided by FitzRoy are open to all people with a learning disability referred by their Local Authority or Health Authority. Support is provided to people in their own homes and in registered care and nursing Docusign En¥ÈlopÈ ID". E88C8ECF-895&45D6-BACD-F157DOC51FD3 homes owned or managed by the Charity. Access is only limited by the capacity of FitzRoy facilities and workforce. The provision of care is malched to need and not to the ability to pay. The Charity places great emphasis on the establishment of good community relations and active engagement with local communities lo mutual benefit. Upon referr31, consultation takes pLace between the potential Service User, the referring authority and FitzRoy to ensure thal the placement is appropriate to the aims of the Charity and most importantly meets the needs. wants, desires and aspirations of service users. The activities ol FitzRoy in pursuil of its charitable objectives for the public benefit are set out above. The section of this report entitled 'Achievements and Performance, notes key achievements illustrating the impact that the Charity s work has on the lives ol the people with disabilities that we support. No private benefit is derived from the 3Ctivities of the Charity by either the Trustees or parties related to them. Details of any reimbursed expenses are set out in the notes to the financial statements. STRATEGIC REPORT The COVID pandemic and economic conditions have been at the forefront of our minds this year and have impacted our decision making again. A priority in the second half of the year was to support our staff and our recruitment with a generous pay award and an increase in fuel allowance. We have invested in new staff, particularly within central support to continue to deliver our ambition and progress in digital transformation, recruitment, and quality. The IT department was restruclured to include the recruitment of a new senior post, operations recruited Iwo new practice managers, and communications and HR also hired new team members to support internal communication, recruitment, and retention. Despite the difficulties of coronavirus, there is much io celebrate again this year. The resilience and professionalism of our staff to work through the constantly evolving restrictions to keep the people we support Safe and fulfilled has again been remarkable We thank them for their efforts as we celebrate our 60th anniversary. We have seen the end of some contracts this year, but our business development team are working hard. They have achieved some good results on rlew bids for services and IOO/¢ success in new framework bids, so we are encouraged and positive about growth in 2022123. The impact of covid at FitzRoy'. During the 12 months to March 2022. we are very pleased lo have lost none of the people we support to the virus. This can be attributed to the diligence of our staff team following rules arld the swift actions of the coronavirus response team providing twice daily calls where outbreaks happened. Other impacts over the year include.. 515 staff self-isoLated due to confirmed or suspected covid 7 staff were off with prolonged symptoms after 14 days 125 people we support tested positive 3000 shifts paid for staff whilst they self-isolated or were covid positive Covid rapid response team staff bedded in for 215 x 24-hour periods to cover staff shortages Docusign En¥ÈlopÈ ID". E88C8ECF-895&45D6-BACD-F157DOC51FD3 Achievements and Performance THE FUTURE FitzRoy's Strategy for 2019-2023 Strategy 2019 - 2023 FitzRoy FItzRo￿S 022-23 Strategy Key Focus Translormatlon Vision Dlgltal TransfOnT￿tIon Support people with disabl￿tIeS to flourish auèlityassurance Every person feels emrx)wered through the benefits of digrtal technology Digital 5UPPOrt planning Every moment counts ig theme is Ouality assur3n¢¢ dashboard Recruitment Retention and slaff èngagèmènt Customer engagement piatftsrm Iintèmal & exlernall Respectand appreciate our rernarkable staff We demonstrate the actions we take and their positwe impact on people's lives Propety strategy Blg theme Is Recruitment management System Strategy Online rostenng Sugtainablè 9rOwth Thrwe a5 a values- driven care provider Blg theme15 Intelligent dats rwmagines arKI improves how weoperate. perform arKI innovate Inf£*￿￿trOn Gwèmance ScKial impact Lovè4LIlè èxpansion Cloud migration strategy As we head into the final year of our five-year strategy (extended from three years due to the impact of covid-191, conditions have continued to be challenging with significant funding pressures exacerbated by the coronavirus crisis. Our strategic aims are to.. Support people with disabilities to flourish Respect and appreciale our remarkable staff Thrive as a values-driven care provider In 2022-23 we will be developing and launching FitzRoy s new five-year strategy as well as putling in place tools and processes in order to directly measure the impact of our work and the difference we make. Outline of key projects and impact of our work over the financial year 2021122 The pressures from 2020121 have continued in what has been another extraordinary year. In many ways it has been an even more challenging year for us and the sector generally, with furloughing, changing vaccine regulations and the continual changes to COVID guidance for care homes. Our staff have again done an astounding job at keeping the people we support as safe as possible whilst adapting to new guidance and easing of many restrictions, as well as supporting them to re-emerge in a post lockdown if nol post covid world. Docusign En¥ÈlopÈ ID". E88C8ECF-895&45D6-BACD-F157DOC51FD3 Support people with disabilities to flourish Transforming our ways of working As in 2020121 our focus has been to keep the people we supporl safe throughout the pandemic, whilst continuing to drive the transformation of the organisation. The pandemic and lockdown accelerated new ways of working and new tools- and we are continuing to drive this programme of work. Digital transformation is enabling our services to work more efficiently. thereby improving the quality of care we provide to the people we support. Our new systems also mean we are able to more effectively measure and evidence the quality of care we provide. To enable us to embed our new digital systems. the firsi half of the year saw the continued push to make sure all our services are digitally capable - we focused on improving our infrastructure and making sure we had the basics right. A new field engineer was hired to scope buildings and improve infraslrLJCture across the country along with a significant financial investment in, for example in improving broadband connectivity for our more rural services. We brought forward our IT refresh programme replacing older tablets and laptops so our services had the quality kit they need to efficiently use our new systems. These improvements have allowed us to roll out our new digital support planning tool, which is now live in 50/0 of our services. The tool allows us to paint a picture ol the day-to-day life of the people we support, to capture their aspiralions and needs and to build in measurable outcomes to be worked towards. ar)d their progress can be visualized and quantified. As well as improving how we capture the goals and aspiralions of the people we support and the sleps we need to take to meet them, digital support planning has also reduced the amount of paperwork staff and managers need to complete. This allows them to spend more time with the people we support. We are introducing new systems and processes that aim to reduce the amount of time our managers have lo spend at their desks, so they are enabled to provide more visible leadership in their service and to their staff teams. With detailed information about the people we support and action plans at hand on tablets, staff are fully up to speed with the needs and requirements of the people we support and can easily show progress. Our systems also provide vital visibility to our regional and quality managers, so they can monitor progress and address any issues. The IT skills and capability of our staff varies widely across the organisation. One of the challenges for the coming year will be to provide Iraining to upskill their digital capabilities to enable them to make best use ol digital supporl planning and the other online systems we have put in place. Making every moment matter Our programme of work around assistive technology, active support, positive behaviour support and total communication, enabled the people we supporl lo be safe, active, understood, and to live more fulfilling lives. Assistive Technology Digital translormalion is also not just for staff. The roll out of Active@Home - our assistive technology response during lockdown has now seen 10 interactive projectors. as well as VCR Headsets, and mobile tech - kitchen kils (including single cup kellles, talking lids and adaptable cutlery) purchased. We continue lo develop our armoury of assislive technology to enhance the lives of the people we support with an increased focus on communication and independence. We've also introduced more people we support to new technology such as the Voice ITh app, a voice recognition software that helps people be understood more easily by recording words and phrases that they can then use to do anything from saying 'hello' to ordering food at a restaurant. Docusign En¥ÈlopÈ ID". E88C8ECF-895&45D6-BACD-F157DOC51FD3 Positive Behaviour support Operationally, we have continued to develop a culture of practice leadership and resilience, recruiting two practice developmenl leads who started in January 2022, joining our practice development manager in being deployed across the organisation offering bespoke plans and resources lor the people we support to improve their quality of life. their independence and open up opportunities for them. The team are focusing on those with more complex needs who may exhibit challenging behaviours and skilling up our support staff. Simple techniques such as choice boards, visual schedules and now and next boards enable the people we support more choice and control over Iheir day to day lives. Active Support We have developed new e-learning modules in active support, which now features in every quality monitoring audit, ensuring our staff are constantly thinking about what they are doing and why with the people we support. 1291 staff have been ihrough these modules. Total communication Assistive technology has played an enormous role in enabling the people we support to be underslood and communicated with in a way that suits them. We also relaunched our Makaton Champions training programme, with 20 new champions trained over the year, atlending two-d3y training where they learned more than 450 Makaton signs. We also ran bespoke training sessions for staff at some of our services. Quality assurance A new Safeguarding committee established in 2020 has now seen all managers receive enhanced safeguarding through the Ann Craft Trust. The coming year will see an increased focus on performance management to get the best out of our staff. Throughout the current year we have developed a set ol Key Performance Indicators IKPI'S) that service managers have been helping to shape. These include training compliance and performance against budget and will form the basis ol the 'Fit2Roy Standard, bonus scheme which launched at the stsrt of the new financial year. encouraging all staff to see the vital role they play in achieving our KPIS. Respect and appreciate our remarkable staff With the job market being so competitive, one of our biggest challenges remains to recruit and retain the best staff. As a resull this year, we have invested in recruitment, retention, and development, as well as placing an enormous focus on thanking and valuing our stsff. Recruitment and retention In January 2022 and in response to the cost-of-living crisis, we brought forward our pay review for all frontline staff, and from 1st January 2022 we were delighted to be able to pay all front line staff a minimLJm of £10 per hour. We remain aware of the continued increased cost of living and its effect on the rising costs of employment. We also introduced new rewards such as the healthcare cash back plan and access to free level 2 and 3 qualificalions. Early indications are thal this has proved successful in attracting candidates. Between January and March 2022 there was IOl/o increase in interviews and a 66/. increase in new stsrters compared to the same period in 2021. To improve our retenlion levels for new starters, we recruited a new onboarding role in September 2021. So far 226 new starters have been supported by the new co-ordinator, who supports their initial relationship with the organisation, i.e,, booking their training, making sure ihal they have the information they need and that they are settling in well. In Training and Development, we set aside money to offer free qualifications to staff. Docusign En¥ÈlopÈ ID". E88C8ECF-895&45D6-BACD-F157DOC51FD3 Over 6100 learning modules have been completed across our Care Academy courses 24 apprenticeship qualifications supported. 2021 saw the first FitzRoy staff thank you day held in September, Hundreds of staff and family members ol people we support shared messages of thanks to colleagues across the country, and staff received awards for a range of achievements. A Ihank you week is being planned for September 2022. The launch of self-service Myportal has made il easier for staff to review their pay and to book leave digiially and for managers to manage absence. 90/0 of staff logged in by the end of the first month. To enable our staff to share their work and eng3ge wilh each other, we also introduced Facebook's Workp13ce this year as an internal communication tool. All staff can share stories and photographs at any time rather than be restricted by the centralised communications channels. Since launch in February 22/¢ of staff overall have signed up, and 79/0 of managers and deputies. One of the challenges in the next 12 months is to improve the diversity at a senior level in the organisation to reflect the diverse make up of our staff and the people we support. We are currently recruiting two new Trustees and have engaged a consulianl to enable us to reach possible candidates from communities currently underrepresented on our board, specific311y those with Black or Asian heritage. We understand the value th3l a range of voices will bring to our charity, and we aspire to a governance which reflects the diversity of our workforce and the people we support. Thrive as a values-driven care provider We continue to make positive strides with our business development team. This year we great success joining new frameworks and on new bids which will see new services come on board in the coming year. Elsewhere, the contracts for our supported living services in Hampshire and Hereford came to an end and the Trafford Day Service closed in April. Work on digital transformation has continued at pace this year with significant developments that will allow us to improve care for the people we support through data driven decisions and better control and management of data to allow us to improve our measurement on impacl. Following on from our successful use of the Microsoft Power Platform last year in collecting our covid data. we have continued to launch new tools. We have developed the Quality Assurance System for occurrence reviews. This is working extremely well and allows the quality team to quickly assess and manage occurrence reporting with IOO/o compliance, The KPI dashboard developed last year has been expanded and has now been implemented across all services. The dashboard lists service level targets that can be viewed and analysed at a glance to give a picture of performance across FitzRoy or at service level. Starting in April 22, 11 of the KPI'S are to be used as the basis for a bonus scheme rewarding managers and staff for meeting their targels. The ambitious overall target will drive improvemenls in performance and levels of care for the people we support as well as provide opportunities for coaching and support lor those services struggling to achieve the standards. The Property database system has been launched, listing 311 building, tenancy info, property development plans, fixtures and fittings porllolio and contracts. We are working towards our goal ol centralised procurement and property management taking away stress from service managers to concentrate on providing leadership and service delivery. A new void management tool has allowed us to fill gaps quicker with voids currently running at 5/. beating the target of 6/.. We are now able to monitor our agency staff usage so we can spot Irends, issues and take action more quickly. Docusign En¥ÈlopÈ ID". E88C8ECF-895&45D6-BACD-F157DOC51FD3 The IT team was restructured and expanded to make sure that the central IT infrastructure and at the services was sufficient to cope with this increased focus on digital lechnology both for staff and people we support. The changes and investment in IT allow us to stay ahead of the technology curve and also provide savings in lime and energy lor managers and staff using reliable equipment with efficient Wl Fl. A majorfocus for nextyear is to develop our newonline rostering system which will be a game changer for how we roster and pay our staff more efficiently and flexibly. There have been some challenges this year for FitzRoy. Staffing continues to be a day-to-day focus for many services. Turnover currently sits at 26/0 Wlth a target of 19/0 and the market is still extremely competitive to retain staff and to recruit in sufficient numbers. Pay will remain a huge area of focus, despite the pay rise wr rates are already behind the retail sector and we continue to seek out other ways to reward and keep stslf. We have heavily invested in recruitment, restructuring the team so they can better target areas with high vacancies, with three dedicated recruitment and retention officers, This work has seen our average turnaround time from applicalion to starting reduced from 68 days to 43 days. Fundraising to transform lives 2021 was another tough year for fundraising - with the impact of covid, world events and the uncertain economic times effecting the sector. Particularly given these challenges, FitzRoy's fundraising team delivered a solid performance. The uncertainties around covid affected events such as our first 'FitzRoy Fun Day. This was planned to take place when all restrictions were due to lift, but some restriclions instead remained in pLace, which curtailed the number of people who could participate together. Similarly, most mass participation events were still on hold, and activities such as skydives had lower take up due to the sense of unpredictability. Despite this, we met our targets for community and peer-to-peer fundraising, and we continued to achieve slow bul steady growth in individual giving which we aim to continue invesling in and growing to increase our levels of unrestricted funding. Fundraising makes a huge difference to the lives of the people we support. Dorlations enabled us to continue to invest in assistive technology such as inler3Ctive Magic Table 360 projectors. These expensive pieces ol kit enable the people we SLJpporl to play football, air hockey, or go fishing, or enjoy therapeutic downtime playing with bubbles or leaves, among many activities. This was an important Part of our programme of'bringing the outside in, during lockdown. They also p13yed an important role when residents had to self-isolate in their rooms. With the flexibility to be projected onlo any surface including a bed, they provided a perfect source of entertainment. Thanks to our generous donors, we have also been able to provide iPads for anyone we support who wanted one. These have been great lor keeping in touch with friends and families during the pandemic, while also featuring several apps that give the people we support more choice and control in their day- to-day lives. Our service appe31 programme of work continued lo change lives. We opened new summerhouses. providing outdoor spaces to meet friends and family during the pandemic. which will continue to be enjoyed as activity rooms long into the future. Fundraising also enabled us to purchase new sensory equipment, refurbish homes and gardens, and we completed a big appeal for a multi- activity space at one of OLJr Norfolk services which will open in 2022. Our bottom-line fundraising income figures have been subject to fluctuation in recent years due to legacy income which can vary substantially from one year to the next, and which has been significantly lower in the last two financial years. This year, in comparison, we have been notified of a substantial legacy which will have a transformation31 impact on FitzRoy, our staff and the people we support. Legacies such as this help to fund our successful and ever-growing transformation programme, enabling us to invesl in developing Docusign En¥ÈlopÈ ID". E88C8ECF-895&45D6-BACD-F157DOC51FD3 systems and processes that help us to work smarter and faster, driving quality improvement and innovation. It has never been more important for us to support people with learning disabilities and autism through fundraising. Whether it's to fund an iPad that helps someone connect with their loved ones, our digital transformation or our staff thank you celebrations, or our Love4Life dating and friendship programme that proves thateveryone can find love- every pennyraised made a differenceand helped us transform lives. Love4Life'. Our Love4Life groups reduce loneliness and isolation by connecting people with autism or learning disabilities and supporting them to develop meaningful reLalionships and socially inclusive lifestyles. Love4Life offers.. health, wellbeing, and safety workshops, including sex and relationships, money management and independent living skills. chaperoned dates. one-to-one support at drop-in sessions. leisure trips. performing arts activities and relaxed social sessions. regular social activities - from bowling or meals oul to karaoke and discos. We corltinued to operate all throughout lockdown. switching to an online service when government guidelines prohibiled face to face social gatherings. The impact of coronavirus and lockdown has reinforced the important role Love4Life plays in the lives of people with learning disabilities - not just for making friends and widening soci31 circles, but also for people's mental health and support networks. In 2021122 159 members looking for friendship and love 292 events for socialising, learning and having fun 9 independent living workshops We surveyed our members to find out the difference Love4Life has made to their lives. Even during lockdown with many of our events going on line, they still told us.. 82/ learned new skills 92/0 are more independent 81/¢ are more confident 83/ have made newfriends Love4Life operates across Hampshire. Portsmouth and Souihampton. It is managed by a small staff team and volunleers who enable us to keep our activities varied and our costs down. But most importantly, networks are member-led, and they co-design the programme of events and activities that they want. Love4Life members include people with mild learning disabilities, autistic people and people with more complex learning disabilities who might need additional support. Many members also have a range of physical health conditions and disabilities that means all our events are fully inclusive and accessible. Members tell us before joining Love4Life they often had little or no social interaction outside of their family. 41/¢ ol our current Love4Life members are not eligible for funded support and many are unknown to the learning disability teams, or any other professionals despite having a diagnosis of autism or a learning disability. io DocuSign Envelope ID: E8BC8ECF-8958-45D6-BACD-F157D0C51FD3 **----- Start of picture text -----**
45.0
40.0
35.0
30.0
25.0
20.0
15.0
10.0
5.0
0.0
13 14 15 16 17 18 19 20 21 22
Residential Care Supported Living Support @ Home Day Care
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2021/22 Mix 2020/21 Mix
3.9% 4.0%
1.7%
0.4%
3.6%
3.6%
45.6%
45.9%
44.8%
46.5%
Residential Care Supported Living Residential Care Supported Living
Support @ Home Day Care Support @ Home Day Care
Sundry Income Sundry Income
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Docusign En¥ÈlopÈ ID". E88C8ECF-895&45D6-BACD-F157DOC51FD3 invoicing and the receipl of funds are carried out in a timely manner. Fee debtor balances have decreased ag3in during the lasi year, a result ol the continued focus ol both FitzRoy and the local auihorilies working closely together to resolve issues as they arise. RESERVES POLICY Maintaining financial sustainability is one of the key elements in the charity's on-going risk assessment. The Trustees and Executive team review the main risks to the chariiy as part of their annual procedures. The general reserve target was reviewed in 2022 and a range of £5.8m to E9.9m was set considering the continuing growth of the charity and the need to cover short term risks and uncertainties, working capital reqLJirements and contractual obligations lo staff. We end the year with free reserves within the target range whilst remaining at prior year levels, as a result of the funds designated for future property and digital transformation works. Operalionally this level of free reserve is needed to address the significant challenges we anlicipate over the coming years. In particular, recruitment and retention issues, the necessity to continue lo offer attractive pay and benefit Packages to our care staff against a backdrop of ever lightening local authority fee uplifts. We need to continue on our journey of digital transformation with online care planning, quality management tools and rostering being just some of the projects continuing into 2022123. We also have a significant amount ol work planned under our property strategy, all ol these elements have resulted in a projected deficit for 2022123, which contribute to our reliance on our free reserve level as it stands today. Cash reserves increased by £0.6m to EIO.5m due to positive cash management, alongside good debtor control. Al 31 March 2022 FitzRoy held a toial of £23.8m in reserves, with £0.6m Restricted, E14.Im Designated (made up of Fixed Asset fund of £11.7m and Maintenance & Redevelopment fund of E2.4ml and £9.Im Free Reserve. It is expected that the designated Maintenance & Redevelopment fund will be utilised during 2022123 to facilitale maintenance of our property portfolio and to invest in new digital transformation projects or services. Ek Restricted Funds= Amenit Friends & Development Desi nated Funds.. Fixed Asset Fund Maintenance, redevelopment & transformation General Funds.. Free Reserve TOTAL FUNDS 608 11,677 2,416 9,122 23.823 INVESTMENT POLICY The Memorandum and Arlicles of Association of the Charity provide the Trustees with the powers to make investments as they see fil. The investment strategy which has been set by the Trustees acknowledges that the greater part of the Charity's assets are invested in properties used for the Charity s purpose. It aims to invest those reserves of the Charity not utilised in the Charity s properties and in excess of a prudenl cash reserve, lo maintain the capital value in real terms over the longer term. The small part of investments held in equities decreased this year to £llk from £15k in the previous year to March 202L The capital value ol investments increased this year with an unrealised gain in the year of £4k as a result of the changes in the stock market. The actual amount invested in the stock market at the end of the year, was £69.1k. 13 Docusign En¥ÈlopÈ ID". E88C8ECF-895&45D6-BACD-F157DOC51FD3 RISKS AND UNCERTAINTIES A risk register has been established for some years and is reviewed on a regular basis by each sub- committee as well as the trustee board. it is then formally updated annually. The principal risks and uncertainties identified are failure to complete our digital tr3nsformation & business systems programme, loss of income, staff recruitment & relenlion, along with any changes in regulation. fraud 3nd pandemic. To manage these risks, we have a digital transformation and business systems stralegy in place with a senior leadership team driving new ways of working, financeloperational process to address loss of income, processes in place to address the development of staff and their pay and benefits package. as well as tried and tested systems and procedures formulated to manage and miligate the risks the charity faces. In addition, we have a robust disaster recovery plan in place and have made a significant investment in our business systems, infrastructure & resource and will continue to prioritise this in the coming year. in order to ensure business continuity. Given the nature of the sector that FiizRoy operates in, a key risk is delivering quality support to vulnerable adults, whilst actively working to minimise and protect those we support from any safeguarding issues. We have seen a slight increase in inflation related fee increases compared to13St year, however uplifts and the cost-of-living pressures remain critical Challeng￿ in the current environment of increased staffing costs along with recruitment difficulties facing the sector. In the medium-term, the sector continues to call upon the Government and Local Authorities to recognise the increasing funding pressure we lace, specifically around Ihe National Living Wage. The overall v3C3ncy rate of people that use our services reduced this year, as a percentage ol income 2 f/12021. 3.0/1. a total of 241202L'381 vacancies at the end ol the year There are specific locations and specialised services where we continue lo work closely with the loc31 authorities to understand how best to ensure vacant beds malch the needs of the individual's awaiting placemenl and to understand the correct levels of demand in the area. Long-term sustainability and liquidity remains 3 primary financial objective and the organisational stralegy underpins this objective. Upward sa13ry pressures, driven by legisL3tion regarding the National Living Wage, compound this issue and mean we need to consistently review our processes for efficiencies, and our structure for opportunities to reduce our overhead base. Being appropriately prepared for a major incident remains a critical priority Wlth the continued review ol our disaster recovery plan,. this is actively reviewed by Executive team on a periodic basis. Structure. Governance and Management The charity is incorporated as a company limited by guarantee and is governed in accordance with its Memorandum and Articles ofAssociation. STATEMENT OF TRUSTEES, RESPONSIBILITIES AND CORPORATE GOVERNANCE The Truslees constitute Directors of the Company for the purposes of the Companies Act 2006 and Trustees of the Charity for the purposes of the Charities Acl 2011. A full list of all Trustees is given on page one. In an effort to maintain a broad skills mix, Trustees regularly review the Board's ability to provide support to the officers ol the charity and. in the event of particular skills being lost due to retirements, individuals are approached to offer themselves for election, Over the years we have employed selective 14 Docusign En¥ÈlopÈ ID". E88C8ECF-895&45D6-BACD-F157DOC51FD3 advertising including social media channels, external recruitment consultants as well as more tradition31 networking opportunities to recruit Trustees. New Trustees are taken ihrough an induction process that includes visits lo a number of our services across the country to familiarise themselves with the running ol the Charity. A number of our current Trustees have direct experience of learning disability Wlthin their own families. Section 172 of the UK Companies Act 2006 ststes that all Trustees must act in accordance with a set of general duties. A Trustee of 3 charitable organisation must act in the way they consider, in good faith, would most likely promote the success of the charity for the benefit of its stakeholders as a whole, and in doing so have regard (amongst other matters) to ihe.. likely consequences of any decisions in the long ierm interests of the charitable companls employees need to foster the charitable company's business relationships with suppliers, customers and other impact of the charitable companys operations on the community and the environmenl charitable company s reputation for standards and business conduct," and need to act fairly between members of the charitable company The following paragraphs summarise how the Trustees fulfil their duties.. The Board of Trustees generally meets six times a year to assess the overall direction and governance of FitzRoy but regularly reviews the frequency ol meetings to support the needs of the organisation. The Trustees delegate the exercise of certain functions in connection with the management and administration of the charity to seven sub-commillees, the Finance Committee, Remuneration Committee, Nominations Committee, Quality Committee, Safeguarding Committee. Propety Committee, and the People Committee. These groups meet regularly and report back to the Board on a regular basis and seek full ratification of certain decisions. Each year the Trustees hold an extended 311 day stralegy meeting with the Executive leam, This provides an opportunity to reflect on the strategic direction of the charity, visit services, meet service users, review the major risks to the charity and undergo training. A review of Board performance and Trustee chair performance is conducted annu311y byway of survey to each individual Trustee. The consolidated survey feedback is discussed with the full 803rd with recommendations forming part of the annual governance workpian. People we Support & families We have a service user group, called Nationwide, where members of this group regularly report to the Board with their suggestions for the organisation. The board also meet wilh the Nationwide group socially on an annual basis. An annual satisfaction survey is carried out, this is completed by the people we support and all external stakeholders, the results of which are reported back to this same group as well as the board of Trustees. The results are then used in various forms of external markeling communications including the FitzRoy news, communicationswith commissioners, donors, and families alike. The executive team, along with the board would reflect on suggestions, comments raised in the survey and feedback any actions. Supporter & donors Wework closelywith our supporters and donors to ensure weare engaging with them effectively. They receive our supporter communications based on their personal preferences and are engaged with on a one-to-one level with the fundraising team and CEO where appropriate. The income from our supporters and donor's links into the Finance Committee which meets four times per year, where budgets, forecasts and results are reviewed. A report from the Director ol Transformatior). Comms & Fundraising is reviewed by the main board on a bi-monthly basis. 15 Docusign En¥ÈlopÈ ID". E88C8ECF-895&45D6-BACD-F157DOC51FD3 We have a group of Ambassadors who are made up of long-term supporters of the charity, trustees are involved in the organised annu31 event to communicate the organisational strategy and get feedback from this valued group of supporters. Employees The knowledge and expertise of our stsff across the organisalion is a critical assetand helps the charity to thrive. Every day their commitment means that we achieve our charitable objectives. and we place a huge emphasis on recognising the tremendous contribution they make. The global pandemic has shown us more Ihan everjust how extraordinary our staff are. During Covid, we continued to prioritise the wellbeing of our staff and conducted regular staff iemperature checks and virtual meetings with all service managers and deputies. Our front-line teams have embraced digital transformation. and we are utilising technology to engage with staff more. ensuring everyone who works for FitzRoy feels valued and achieves their potential. Going forward, we are seeking to enhance how we engage with staff andwill inlegrale small and more regular pulse surveys into our digit31 support pLanning tool. We are also committed to enabling greater communication and connection across the organisation. This will be by improving our commitment to Workplace and encouraging people lo regularly access Office365 and our staff self service portal. Our senior management and trustees ofter) visit services to meet with staff, the people we support and their families. AlthoLJgh this has been restricted in the last year, plans are underway to resume this important activity. The leadership team also meet with regional management teams on a regular basis where valuable feedback from frontline staff is discussed. Suppliers We value all our suppliers and have both local and national contracts, where appropriate. Communication Iransparency in dealing with suppliers is delegated to the Finance Commillee and executive team who will discuss any major contr3Cts and or supply issues as and when appropriate. Budgets, forecasts. and actual results are reviewed on a regular basis by the Finance Committee and the Board. Community & Environment FitzRoy hold community fundraising events in order to 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 out volunteer work themselves, have a void in their community or carrying out activities within a service. The trustees recognise the importance of leading a charity that not only generates value lor ils beneficiaries, but also to the wider society. We recognise the environmental and climate risks, and we are committed to reducing, where possible, the impact ol our operations and minimise our environmental impact. In order to achieve this FitzRoy ensures waste is recycled where possible, the most efficient light sources are used and will continue to ensure the use of the most energy efficient heating systems. double glazed sealed units are in place in order to reduce energy usage. During the last financial year, FiizRoy used 3,650,239 kWh12020. 4,167.259 kwhl of energy from gas 3nd electricity, as well as 96,202 litres12020, 84,174 litresl of diesel, petrol and healing oil. This resulted in total gross kg C02 of 823,454 12020, 980,16613nd an intensity ralio of tC02 of 0.0214412020, 0.02507) per Elm of income from care services. The methodology used to produce these results was to collect the kwh, litres of diesel, petrol. and heating oil usage data from our various suppliers, we also used daia collected from reimbLJrsed business travel from our accounting systems. We then used the 'UK Government GHG Conversion 16 Docusign En¥ÈlopÈ ID". E88C8ECF-895&45D6-BACD-F157DOC51FD3 Factors for Company Reporting to convert the source data into kg CO2e units and from then used our turnover for the year 2021122 to produce our intensity ratio. Modern Slavery The organisation are committed to preventing modern s13very in its charitable activities and supply chains. Modern slavery encompasses slavery, forced13bour, human trafficking, and domestic servitude. A copy of our modern slavery statement can be found on our website. The Trustees are responsible for preparing the Annual Report and the financial statements in accordance with the UK Companies Act 2006 and for being satisfied that the financial statements give a true and fair view. The Trustees are 31so responsible lor preparing the financial stalements in accordance with United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Pr3Cticel. Company law requires the Trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs ol the Charity and of the incoming resources and application of resources of the Charity for that period. In preparing these financial statements, the Trustees are required to.. select suiiable accounting policies and then apply them consistently. makejudgements and eslimates that are reasonable and prudent, state whether applicable accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements., and prepare the financial statements on the going concern basis unless it is inappropriate to presume thal the Charity will continue in business. The Trustees are responsible for keeping adequate accounting records that show and exp13in the Charity s transactions. disclose with reasonable accuracy at any time the financial position ol the Charity. and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the Charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. All of the current Trustees have taken all reasonable steps which, to the best of their knowledge and belief they ought lo have taken, to make themselves aware of any information needed by the Charity's auditors for the purposes of their audit and to establish that the auditors are aware of that information. The Trustees are not aware of any information which they understand would be relevant to the audit of which the auditors are unaware. The Charity is managed on a day-to-day basis by its Officers and Executive team under the leadership of the Chief Executive, who is appointed by and responsible to the Trustees. The Board of Trustee's review and approve changes in remuneration to all staff annually, with delegated powers to the Remuneration Committee lor senior staff remuneration and performance, which is measured against overall organisalional KPI'S. FUNDRAISING PRACTICES FitzRoy is a charity primarily funded by local authorities, who pay for the care we provide. However, it is fundraising that enables us, particularly in an environment of shrinking care packages, to stay true to our values of providing transformative support. Our supporters are very irrportanl to us, and we see our relationship with them as a partnership., working together to achieve something special for vulnerable people Thank you to all the individuals, trusts and foundations, community groups and companies who have supported us this year. We are proud of our fundraising practise and work hard lo make sure we are fully compliant with all relevant regulations. FitzRoy is an organisational member of the Fundraising Regulator and the 17 Docusign En¥ÈlopÈ ID". E88C8ECF-895&45D6-BACD-F157DOC51FD3 Chartered Institute of Fundraising. We take our responsibilities to our supporters very seriously,. we never buy supporter data from third parties or sell supporter data to any other organisalion or charities. The fundraising team currently consists of 3.5 full-time equivalent professional fundraisers. We encourage all our colleagues based in our services across the country to fundraise. We support st31f who fundraise for us with advice, materials, and practical help. FitzRoy has several internal policies in place related to fundraising including an Individuals in Potentially Vulnerable Circumstances Policy. These are regularly reviewed by the Director of Fundraising, Communications and IT who reports to the Board of Trustees on all aspects of fundraising strategy. We received no complaints during 2021-2022. We are immensely grateful to all the people who don3led, took part in our fundraising activities, and cheered us on through what was another extremely challenging year. ORGANISATIONAL CHANGES Board of Trustees There were no changes in the board of trustees during the year Auditors A resolution proposing that Moore Kingston Smith be reappointed as auditors will be put to the Annual General meeting. The Trustees, Report and Strategic Report were approved by the Trustees in their capacity as Directors of the company on 7th July 2022 and are signed on their behalf by.. oDruS￿￿ed b￿. 279876C8C76A416 Martin Kyndt Trustee and Chair of the Board of Trustees 18 DocuSign Envelope ID: E8BC8ECF-8958-45D6-BACD-F157D0C51FD3 ## **Opinion** We have audited the financial statements of Fitzroy Support (‘the company’) for the year ended 31 March 2022 which comprise the Statement of Financial Activities (incorporating an Income and Expenditure Account), the Balance Sheet, the Cash Flow Statement and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including FRS 102 ‘The Financial Reporting Standard Applicable in the UK and Republic of Ireland’ (United Kingdom Generally Accepted Accounting Practice). In our opinion the financial statements: - give a true and fair view of the state of the charitable company’s affairs as at 31 March 2022 and of its 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 law. Our responsibilities under those standards are further described in the Auditor’s Responsibilities for the audit 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 FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance 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** In auditing the financial statements, we have concluded that the trustees’ use of the going concern basis of 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 and our auditor’s report thereon. The trustees are responsible for the other information contained within the annual report. Our opinion on the 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. 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 course of 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 themselves. 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. DocuSign Envelope ID: E8BC8ECF-8958-45D6-BACD-F157D0C51FD3 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 trustees’ annual report for the financial year for which the financial statements are prepared is consistent with the financial statements; and - the strategic report and the trustees’ annual report have been prepared in accordance with applicable 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 the trustees’ annual report. 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 - certain disclosures of trustees’ remuneration specified by law are not made; or - • we have not received all the information and explanations we require for our audit. ## **Responsibilities of trustees** As explained more fully in the trustees’ responsibilities statement set out on page 15, the trustees (who are also 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. In preparing the financial statements, the trustees are responsible for assessing the charitable company’s ability 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. ## **Auditor’s Responsibilities for the audit of the financial statements** Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our 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. 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. DocuSign Envelope ID: E8BC8ECF-8958-45D6-BACD-F157D0C51FD3 - 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 effectiveness of the charitable company’s internal control. - Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the trustees. - Conclude on the appropriateness of the trustees’ use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the charitable company’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the 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 our auditor’s report. 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. ## **Explanation as to what extent the audit was considered capable of detecting irregularities, including fraud** 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. 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. DocuSign Envelope ID: E8BC8ECF-8958-45D6-BACD-F157D0C51FD3 - 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. There are inherent limitations in the audit procedures described above. We are less likely to become aware of instances of non-compliance with laws and regulations that are not closely related to events and transactions reflected in the financial statements. Also, the risk of not detecting a material misstatement due to fraud is higher than the risk of not detecting one resulting from error, as fraud may involve deliberate concealment by, for example, forgery or intentional misrepresentations, or through collusion. ## **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 the Companies Act 2006. Our audit work has been undertaken so that we might state to the company’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the 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 12/7/2022 Andrew Stickland (Senior Statutory Auditor) for and on behalf of Moore Kingston Smith LLP, Statutory Auditor 9 Appold Street London EC2A 2AP Docusign En¥ÈlopÈ ID". E88C8ECF-895&45D6-BACD-F157DOC51FD3 Statement of Financial Activities for the year ended 31 March 2022 Ilncorporating an income and expenditure account) Notes Unrestricted Restricted Totsl to Funds Funds 31 March 2022 Total to 31 March 2021 Income and endowments from.. Donations and Legacies 2.327.692 255.263 2.582.955 358,523 Charitsble Activities- Income from care services 38,406,478 38,406,478 39,093,609 Investment income & interest receivable Other.- 11.269 ll,269 15,501 Gain on sale of fixed asset 33,800 33,800 655.521 Totsl Income 40,779,239 255,263 41,034,502 40,123,154 Expenditure on.. Raising Funds Cost of care services 236,583 38.584.199 236.583 38.875.198 170,702 38,093,328 290.999 Totsl Expenditure 38,820,782 290,999 39,111,781 38,264,030 Net incomellexpenditurel Net gain51110s51 on revaluation of investments L958,457 135,7361 L922,721 L859,124 3,395 3,395 7,964 Transfers 1191 19 Net movernent of furbds L96L833 135,n7) L926,116 L867,088 Reconciliation of funds.. Total funds brought forward 21,253,147 643,748 21,896,895 20,029,807 Total funds carried forward 23,214,980 608.031 23.823,011 21,896,895 There are no recognised gain5 and105ses other than those stated above. All of the above results derive from continuing activities. The notes on pages 26 to 33 form part of these financial Statements. 23 Docusign En¥ÈlopÈ ID". E88C8ECF-895&45D6-BACD-F157DOC51FD3 Balance Sheet as at 31 March 2022 Company Registralion Number. 2699902 Notes 2022 2021 Fixed a55etS Tangible assets Property Equipment 11,486,269 190,825 IL593,905 193,568 IL677,094 11,787,473 Investrnents 69,134 65,739 11,746,228 11,853,212 Current assets Debtors Bank deposits Cash al bank and in hand 5,148,176 10,008,890 493,634 3,872,220 9,759,970 387,477 15,650,700 14,019,667 Creditors.. amounts falling due within one year 13.573.917) 13,975,984) Net Current Assets 12,076,783 10,043,683 Total asset5 les5 current 23,823,011 21,896,895 Totsl Net Assets 23,823,011 21,896,895 Funds Restricted income funds 608,031 643,748 Designated lund5 14,092,664 12,125,803 Unrestricted income fund 9.122.316 9,127,344 Totsl charity funds 23,823,011 21,896,895 The notes on pages 26 10 33 form part of these financial ststemenls. The financial statements wereapproved by the Board and authorised for issue on P July 2022 and signed on its behalf by.. Oocusigned by.. DDBuSigned by.. 279876C8C76A416 418A60813C7B4B7.. Martin Kyndt Trustee and Chair of the Board of Trustees Dawn Jacobs Chair of the Finance Committee 24 Docusign En¥ÈlopÈ ID". E88C8ECF-895&45D6-BACD-F157DOC51FD3 Cash Flow Statement for the year ended 31 March 2022 Notes 2022 2021 Net cash inflow from operating activities15ee note belowl 630,723 2,785,945 Cash flows from investing activitie5'. Interest received 9,823 L447 13,879 1,622 Investment income Purchase of tangible fi'xed assets Proceed5 on inve5tments15ale of fixed assets Net cash from investing activities 1320,7161 1190,2411 33,800 954,184 1275,6461 779,444 Cash flows from financing activities.. Repayment ol ￿rrowIng5 Interest paid Net cash used in financing activitie5 Change in cash and cash equivalents in the ieporting period 355,077 3,565,389 Cash at start of year 10.147.447 6,582,058 Cash at end of year 10,501524 10,147,447 (Decreaselllncrease in Cash 355,077 3.565,389 l. Reconciliation of net incorTE to net cash inflow from operating activities 2022 2021 Net incoming re50urce5 Return from investments L926,116 111,2691 L867,088 115,5011 IGains11105ses on investments 13,3951 17,9641 Bank interest paid Depreciation charge Surplus on sale of asset Decreoselllncreasel in debtors 43L095 133,8001 803,431 1659.7631 IL275.9561 15L9731 Increa5ellDecreasel in creditors Net cash inflow from operating activities 1402,0681 630,723 850,627 2,785,945 The notes on pages 26 10 33 form part of these financial statements. 25 Docusign En¥ÈlopÈ ID". E88C8ECF-895&45D6-BACD-F157DOC51FD3 Notes to the Financial Statements for the year ended 31 March 2022 ACCOUNTING POLICIES Basis of accounting FitzRoy 15 a public benefit entity. and the Trustees consider it to be a going concern. The financial statements have been prepared under the historical cost convention as modified by the revaluation ol fixed asset inve5tment5. They accord with United Kingdorn Generally Accepted Accounting Practice. the Statement of Recommended Practice - Accounting and Reporting by Charities issued in 2015150RP 20151 and Companies Act 2006. The account5 have been prepared under FRS 102 and SORP 2015. The following are the principal accounting policie5, which have not changed in the year. bl Going concern Covid-19 affected u5 all in different ways. we are very lucky to be able to say that we have seen minimal impact on our fee income lor the years ending March 2022 and 2021. We continued lo be affected in our day Service offering, the income lost is mainly due to the people we support who are 5elf-lunded, who have moved their funding elsewhere, resulting in a full year reduction for 2021122 of £72k. We continue to produce detailed forecasts which cover the current financial year and 3 years hence. these are reviewed by the Finance Committee and board post year end. Despite 2022123 projection being a deficit Position, the following years return lo surplus. Given our strong reserve5 Position which enables U5 to carry out the work sel out in our strategy. the focused KPIS set lor 2022123. the Trustees have concluded that the charity can meets its debt5 as they fall due and consequently the charity continue5 lo adopt the going concern basi5 in preparing its financial Statements. Fund accounting Unrestricted funds comprise Designated Fund5 and the General FundlFree Reserve and represent the accumulated nel surplus ol unrestricted income over expenditure. They are available lor use by the Charity in furtherance ol its general objectives. Designated funds comprise unrestricted funds which have been set aside at the discretion of the Trustees lor Specific purposes. Restricted fund5 are fund5 subject 10 specific restrictive conditions imposed by donors. Interest income 15 allocated to the variou5 funds according to cash balances and investments attributable lo them. The purpose and useol the designated and restricted funds are Set out in the notes to the financial statements. dl Income Income 15 accounted for on a Teceivable basi5. except donations which are credited in the year in which they are received. The charity 5 income largely comprises of contracts lor care services. recognised as the Service is delivered. Legacies are regarded a5 receivable when it 15 probable that the legacy will be received, and its value can be measured reliably. Income from Government grants is accounted lor when the charity has entitlement to the fund5, any conditions attached lo the grants have been met and it is probable that the income will be received, the amount can be measure reliably and is not deferred. The Furlough scheme has been ulilised by the charity in 202U221o mitigate losses incurred as a result of shielding staff. the amount receivedwa5 £103k. Expenditure The expenditure is classified under categories which reflect the use of the resource. Central costs are allocated to cost of care services, this being over 99/0 ol lotsl direct expenditure. Irrecoverable VAT 15 included in expenditure. Tangible fixed assets The costs ol acquisition of and adaptation lo freehold properties, excluding the land value, are depreciated over their useful live5 26 Docusign En¥ÈlopÈ ID". E88C8ECF-895&45D6-BACD-F157DOC51FD3 Notes to the Financial Statements continued... Properlie5 are split into their component part5 and associated useful lives are., Bathrooms 10 years Boilers and heating 15 year5 Bricks and mortar 100 year5 Electrical rtrwire 30 years Kitchen5 15 year5 40 years 25 & 50 year5 10 years 25 year5 Roofs Iflat & pitchedl Specialised baths Windows and doors Other tangible fixed asse15 are staled at C05t including any incidental expenses of acquisition and depreciated by equal annual inslalments over the expected useful live5 of the assets, which are as follows.. Computer5 4 years Furniture and equipment 4-8 years Motor vehicles 4 years Ollice fixtures and fittings 10 years Short leasehold properties the length of the leasel contract Any expenditure below ￿.000 is included in the Statement of Financial Activities. gl Investments Investments are staled at market value. All gains and losses on revaluations are shown in the Statement of Financial Activitie5. Income frorn the investments is recognised in the year in which it 3ri5es. h) Financial Instruments The charity has financial assets and financial liabilities of a kind that qualify as basic financial instruments in accordance with FRS102 Basic financial instrumen15 are initially recognised al the transaction value and subsequently measured at their settlement value. Debtors Fee and other debtors are measured at their recoverable amounts, prepayments are valued at the amount prepaid at 31 March 2022. Operating leases Operating lease rentals are charged to the Statement of Fina￿la[ Activities as they become due. Creditors Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the Iransler of funds to a third paty and the amount due lo settle the obligation can be measured or eslirmaled reliably Creditors and provision5 are recognised al their Settlement amount after allowing for any trade discounts due. Liquid resources Cash al bank represents non-interest-bearing bank balances that form the day to day working capital of the Charity. Bank dewsils represent funds not required immediately held in interest bearing accounts typically for fixed periods. Key judgements & estimates The Charity makes an estimate on the recoverable value of lee and other debtors. When assessing the impairment ol these debtors, management considers factors inclLJding the ageing profile of the debtors and historical experience. £130.265 bad debt provision is included within the debtor balances in note 6. The charity eslimales the useful lives of fixed asset components. The estimates and associated assumption5 are based on historical experience within the charity and also by utilising guidance from the NHF (National Housing Federation). Dilapidation accruals are also estimated based on work5 required over the life ol the repairing lease and historical experience. 27 Docusign En¥ÈlopÈ ID". E88C8ECF-895&45D6-BACD-F157DOC51FD3 Notes to the Financial Statements continued... Pension costs The Charity participates in both defined benefit Imulti-employerl and defined contribution scheme5 which require contributions to be made to separately administered funds. Contributions lo the charity s defined contribution pension scheme5 are charged lo the 5tstement of financial aclivilie5 in the year in which they are incurred. In the case ol the mulli-employer, defined benefit pension scheme where il is not Possible to identify the underlying assets and liabilitie5 relating to the individual participating employer5, contributions for these schemes are also charged lo the Statement of financial activities in the year in which they are incurred. INCOME Income from Local Authoritie5 relates to care Services provided. the charity also benefited from government covid and ILJrlough grants, £1560k & E642k respectively. £255,263 12021 £224,268) of income from donations & legacie5 is classified as restricted, all other income wa5 unrestricted. EXPENDITURE Staff C05t5 Other C05t5 Totsl 2022 Total 2021 Expenditure on.. Cost of Care Services Direct 30,687,591 L858,825 4,882,764 35,570,355 L858,825 35,493,817 1,523,544 Support Marketing Business Systems Depreciation Recruilmenlttraining/lnsLJrance Office & administration 52,509 52,509 44,530 238,346 238,346 277,534 15,549 15.549 18,037 174.958 174.958 144,062 782,677 782,677 436,535 Governance 138.000 43.979 181,979 155,269 32,684,416 6.190,782 38,875,198 38,093,328 Expenditure on raising funds. Fundraising and publicity costs Total Outgoing Resources 154,506 32,838,922 82,077 6.271859 236.583 39,lll,781 170,702 38,264,030 Expenditure included in the current year of E290,999120121 £239,322) is classified a5 restricted against the cost of care services. 2022 2021 Total resources expended are ststed after charging- Auditor's remuneration - Audit services Other services Depreciation of fixed assets Lease Payments - Land & buildings Plant, Equipment & Vehicles 38,592 34,984 431,095 803,431 254,519 338,893 22L679 365,872 28 Docusign En¥ÈlopÈ ID". E88C8ECF-895&45D6-BACD-F157DOC51FD3 Notes to the Financial Statements continued... Other cost5. analysed above as Governance, cover the following categories.. Auditor's remuneration Trustee meeting cos15 Governance related professional fees Trustee expenses 38,592 4.048 L018 321 34,984 3.285 43.979 38,269 Governance costs include audit lee. trustee related expenses, and an allocation of staff costs to support the internal audit. statutory reporting. and strategic planning roles. 2022 2021 Staff costs during the year amounted to.. Salarie5 Redundancy costs Social security cost5 Employer's pension contributions Apprenticeship levy Other forms ol employee benefit5 25,779,643 25,589,226 6.193 23,499 2,051,916 1.860,337 794,084 781,509 116,480 110,230 132,672 87,286 28,880,988 28,452,087 Agency staff costs 3,950,605 3,484,269 32,831,593 3L936,356 Number Number 2021 2022 The average number of lull-lime equivalent including overtime and non- contracted Staff but excluding agency staff was.. Care provision Fundraising Total 966 1002 969 L005 Number Number 2021 2022 The average number of staff. comprising both parl and fulltime employee5, during the year. analy5ed by function was.. Care provision Fundraising Total 1331 L407 1337 L413 29 Docusign En¥ÈlopÈ ID". E88C8ECF-895&45D6-BACD-F157DOC51FD3 Notes to the Financial Statements continued... At 31 March 2022. the Charity employed 508120215451 lull time staff and 7161202L' 8721 part time staff. The total emolument5 01 employees earning more than E60.000 per annum (including benefits in kind but excluding employer's pension contribulionsl fall within the following bands., Number Number 2021 2022 £60.001- £70,000 £70,001- £80.000 £80,001- £90,000 £90.001- EIOO,000 £120,001- £130,000 £￿0,001- £140,000 For the above members of stall, pension contributions amounting to £36.89012021'. ￿3,229) were paid into a money purchase plan. Total salarie5 and benefits paid lo key rmanagement personnel & directors amounted to £554.56712021 £540,971) The Trustees neither received nor waivedany remuneration during the current or preceding financial years. Travel expenses lor their meetings reimbursed during the year amounted to £321 12021". £01, with the majority ol meetings continuing to be held online. The Charity operates a strict expenses policy that ha5 been reviewed and approved by the Chairman and the Trustees and is applicable to all staff, Directors and Trustee5. There are no transactions with related partie5 which require di5closure12021". none). TANGIBLE FIXED ASSETS Freehold Assets under property construction Long leasehold Short leasehold Fumiture & Equipment Computers Total Cost At l April 2021 14,18L879 283,061 789,451 662,360 323,511 1,309,406 17.549,668 Addition5 Disposals At 31 March 2022 89,062 121,955 44,520 65,179 320,716 14.270,941 405,016 789,451 706,880 323.511 L374,585 17.870,384 Depreciation At l April 2021 Charge Disposals At 31 March 2022 3.153,418 222,464 789,451 379,977 140,709 323.511 L115,838 67,922 5,762,195 431095 3,375,882 789,451 520,686 323,511 L183,760 6,193,290 Net book value At Sl March 2021 11,028,461 283,061 282,383 193,568 11,787,473 At 31 March 2022 10,895,059 405,016 186,194 190,825 IL677,094 30 Docusign En¥ÈlopÈ ID". E88C8ECF-895&45D6-BACD-F157DOC51FD3 Notes to the Financial Statements continued... INVESTMENTS 2022 2021 Market Value at l April 2021 Sale proceeds Net unreali5ed investrnent gain111055esl 65.739 57.715 3,395 7,964 Market Value as at 31 March 2022 69.134 65,739 Investments are analysed a5 follows.. Government Bonds UK Equities UK Investment Trusts 14,000 30,084 20,203 4.847 69,134 14,000 29,245 17,647 4.847 65,739 UK Unit Trusts TOTAL DEBTORS AND PREPAYMENTS 2022 2021 Fee debtors Accrued income Other debtors Prepayments 2.196,868 192,492 2,435,345 323,471 5,148,176 2.747,587 543,689 199,622 381,323 3,872,221 Other debtors includes an accrual for £2.3m from a notified legacy CREDITORS= Amounts falling due within one year 2022 2021 Trade creditor5 Accruals and deferred income Other creditors Taxation and social security 68L156 1.990.757 377.099 524.905 542,268 1.966.283 985.062 482.3n 3,573,917 3,975,984 Deferred incomeof £845k12021 £751kl relates to invoicing for care services in late March 2022, relating lo Services provided during April 2022. 31 Docusign En¥ÈlopÈ ID". E88C8ECF-895&45D6-BACD-F157DOC51FD3 Notes to the Financial Statements continued... FUNDS Incorning resources Balance at I April 2021 Balance at 31 March 2022 Outgoing resources Inter fund Iranslers unrealised loss Amenity. Frierbd5 & Development Fund 643.748 255.263 1290.9991 19 608.031 Restricted funds 643,748 255,263 1290,9991 19 608,031 Designated funds Fixed asset funds Maintenance and redevelopment projects Transformation fund 11.787.473 33,800 1431,0951 286,916 IL671.094 338,330 1139,0601 L820,870 2,020,140 395,430 2,503,216 395.430 14,092,664 sub-total 12,125,803 33,800 1570,1551 General fund 9,127,344 40,748,834 138,250,6271 12.503,2351 9.122,316 Total funds 21.896.895 41.037.897 139.IIL7811 23.823.011 Restricted Fund5 The Amenity. Friends and Development fund relates lo monies raised for specific projects in services or central Support functions as well as unexpended donation5 resulting from specific appeals to be applied on development project5 and smaller projec15 across the activities of the Charity. Transfers lake place from tkis lo the Fixed Asset fund because of expenditure on capital items. Inter fund transfers represents designated lund5 previously classified as restricted funds, in recognition that the restriction placed on these fund5 ha5 been fulfilled. Designated Funds The Fixed Asset Fund represent5 the nel book value of unrestricted funds already invested in properties and other fixed asset5. The Maintenance and Redevelopment Project5 Fund represents estimated amounts required to fund the on-going relurbi5hment and maintenance programmes of propertie5 in the next financial year, with the Transformation fund enabling us to invest in new digital transformation projects or Services ANALYSIS OF NET ASSEfs BEfwEEN FUNDS Unrestricted Funds Restricted Funds Balance at 31 March 2022 Tangible fixed assets Investrnents 11,677,094 69,134 IL468,752 IL677,094 69,134 12,076,783 Net Current A55et5 608,031 Creditors". amounts due aller more than one year Total 23,214,980 608,031 23,823,011 32 Docusign En¥ÈlopÈ ID". E88C8ECF-895&45D6-BACD-F157DOC51FD3 Notes to the Financial Statements continued... io. PENSION SCHEMES The Charity contribute5 toward5 three employee pension Schemes. The Creative Personal Pension Scheme is a money purchase plan with the Charity contributing between 4°A and IO/* of members, 531aries. and up to 3/. for the Auto Enrolment Scheme. The NHS and Local Government Pension Scheme ILGPSI are both schemes we continue to pay into as a result o15tafl transferring in under TUPE. Both LGPS scherMe5 have carried outvaluations in 2019. allocating the FitzRoy Share of liabilitie5 which total £5.Ik over the next 3 years. Contributions lor both NHS and LGPS schemes vary and are advised by either the NHS or LGF5 administrating bodies. OPERATING LEASE COMMITMENTS Land & Plant, Buildings Equipment & Vehicles Other Land & Buildings Plant, Equipment Other Vehicle5 2021 2022 2022 2022 2021 2021 Total future minimum lease payments under operating leases, expiring.. Within one 180.983 226.076 20,153 239.454 226.311 29.352 year In the second lo the fifth 302.919 398.697 IL311 52L964 456.527 31.261 year After five 128,494 145,819 year5 Total 612.396 624,773 31.464 907.237 682,838 60,613 CAPITAL COMMITMENTS No Significant capital commitments at the time of signing. however we continue to invest inour bu5ine5S 5y5tems and properties. TAXATION The company is a charity within the meaning of Para I Schedule 6 Finance Act 2010. Accordingly, the company 15 Potentially exempl from taxation in respect of income or capital gain5 Wlthin categorie5 covered by Chapter 3 of Part 11 of the Corporation Tax Act 2010 or Section 256 of the Taxation of Chargeable Gains Act 1992. to the extent that such I￿ome or gain5 are applied exclusively to charitable purp05e5 No tsx charge arose in the period. 14. RELATED PARTY TRANSACTIONS There were no related party transactions carried out during the year. 33 Docusign En¥ÈlopÈ ID". E88C8ECF-895&45D6-BACD-F157DOC51FD3 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. Our values- See 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 wraodbin 2014WtsThr Central Support. FitzRoy House. 8 Hyiion Road. Petersfield, Hampshire. GU32 3JY Call 01730 711111 Web.. www fitzroy.org Reg￿teredChanry￿￿Mber1011290. Acornpany Linited byGuarantee. Regi4lered In EryL3nd number2699902 OGlconfdent FJNE42AISING 34