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||||Page|
|---|---|---|---|
|Chairman's|Statement||1 —2|
|Trustees'|Report||3 —16|
|Statement|ofTrustees'|Responsibilities|17|
|Independent
Auditors'||Report|18 —21|
|Statement|of Financial|Activities|22 —23|
|Balance Sheet|||24|
|Statement|of Cash Flows||25|
|Notes to the Accounts|||26-39|
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|Matthew Robert D|e|Com
an|Director|||04/08/2016||
|---|---|---|---|---|---|---|---|
|Phili
B.Woodman||Accountant||||26/09/2012|26/09/2022|
|Lisa Waterman&I|ow|Communications||Director||30/06/2015||
|Ma
Grrlnth-Jones||Retired Social Worker||||27/09/2017||
|Owen Evans||Charity CEO||||27/03/2019||
|David Rankin||Accountant||||23 09 2020||
|Michael Scott||Retired||||23 09 2020||
|Paul Anderson||Social Worker||||26 0
2021||
|Jennifer O'Connell||Lawyer||||21/09/202 1||
|Tom Bin
am||Marketin|and Communications||Director.|30 1 2021||
|Martine Bond||Banker||||27/09/2017|30/04/2021|
|Andrew White||Com
an|Director|||27/03/2019|23/09/2021|
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|P.B.Woodman|P.B.Woodman|(Chair —resigned
20&|(Chair —resigned
20&|M. Griffith-Jones|M. Griffith-Jones|(Chair)|
|---|---|---|---|---|---|---|
|September 2022).||||D Rankin|||
|M. Bond|(resigned||30w April 2021)|P Anderson|(from|26& January 2021)|
|M Scott|(Chair|20'"|September 2022)|T Bingham|(from|September 2021)|
|0 Evans|||||||
|D Rankin|(from|19v' October 2021)|||||
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|||There are two new advisors
and members
have:-|||||
|---|---|---|---|---|---|---|
|||~
Sat on four different
interview
panels.|||||
|||t d
h
I
TACTBT ffh
ACI
h
Ith
~hi
t
C|||||
|||~
Sat on a TACT Fostering Panel as a care experienced
and policy expert.|||||
|||~
Met with TACT Trustees to give insight
into TACT Connect and the care|||||
|||experience.|||||
|||~
Met with Area Teams to give insight
into TACT Connect and the||care|||
|||experience.|||||
|||~
Written and publicly
published
an article about
~sti ma.|||||
|||~
Met with older care experienced
adults to explore their views on being|||||
|||heard.|||||
|||~
Attended
English Care Review events and other training events||to ensure|||
|||that views are shared from a member's
perspective.|||||
|||~
Participated
in and hosted our Young Voices Participation|Events.||||
|||~
Co-produced
all aspects ofthe TACT Connect scheme.|||||
|Strategic|Fundraising.
To increase levels offundraised
income to provide additional|||resources||for|
|Objective 2|investment
and innovation
and cover the costs ofservices we provide that are not||||within||
||our|core contractual fees.|||||
|Achievement|~|During the year we received f167,000(2020/21: 135,000)ofgrants||and|||
|||donations
to support our charitable
activities|||||
||~|Restricted
income totaled 5129,000and the remainin
531,000|was|unrestricted.|||
|Strategic|Carer Recruitment
and
Retention.
To be the agency
of choice for||foster carers|||by|
|Objective 3|providing
them
with
highly
skilled
social work support,
training
and||competitive|||fee|
||levels that reco nise carers contributions
in supportin
oun
people.||||||
|Achievement|~|Average 78%improvement
in timescales across the carer recruitment||journey|||
|||stages|||||
||~|Conversion
from enquiry to assessment
increased
from 0.62% baseline to 1%in|||||
|||line with targets|||||
||~|A lower unit cost per enquiry
—reduction
of37%|||||
||~|Website search visibility for TACT increased to4.75%up from 1.94%|||||
||~|Review of recruitment
processes and an upgrade to a new system|that|will reduce|||
|||manual
processes.|||||
||~|Review ofcarer offer to improve attractiveness
ofTACT as an agency.|||||
||~|Improved
core training
and preparation
for applicants to ensure they are|||||
|||'placement
ready'.|||||
||~|Increased carer payments
and fees for enhanced
placements.|||||
||~|Harmonised
birthday
and festival payments
for all children across|a e|ran es|||
|Strategic|Our|People. To invest
in our people through
training,
wellbeing,
career|development,||||
|Objective 4|reward
and systems and processes to support them
in delivering
excellent|||levels of|||
||support to our foster carers and young people.||||||
|Achievement|~|Best Companies
Top 100Not For Profit Organisations
to Work for|—Achieved||Two||
|||Star Status, which equates outstanding
levels ofemployee engagement.|||||
||~|Staff Turnover as at June 2022 is12.3%. Employee retention
rate at90.9%and|||||
|||average
length ofService 7years.|||||
||~|Low sickness absence (5%lost time rate) and TOIL balances.|||||
|||23.2%ofvacancies
filled
lnternall|||||
|(A COMPANY LI|MI|TED BYGUARANTEE)|||
|---|---|---|---|---|
|TRUSTEES' REPORT|||||
|||No formal disciplinary
or grievances
since 2020|||
|||Anti-Racist Survey 2022- 2%ofstaff members
report recently experiencing
racial|||
|||harassment
at work. On average, across all respondents,
ethnic minority staff do|||
|||not feel their ethnicity
is a significant
barrier to feeling included at work. High|||
|||levels of racial diversity amongst
entry level/junior
staff.|||
|||Further developed
our well established
and embedded
Wellbeing
Program for all|||
|||Staff and introduced
a core wellbeing
offer to all Foster Carers.|||
|||We started a relationship
with "Fostering Training" on March 1st, 2021.Since|||
|||then, we have had over 2,700courses completed
by foster carers and currently|||
|||have 592 live accounts and feedback has been overwhelmingly
positive.|||
|||Compliance
training -99%in 2021.|||
|||FASD training offered to a total of5 online sessions open to all staff (not just|||
|||Social Workers, although
one ofthe events was specifically for Independent|||
|||Assessors)
in July/August/Sept
2021.20 attended
on average across the 5|||
|||events.|||
|Strategic|Finance and Business Development.
To achieve a surplus
year on year that can be|||re-|
|Objective 5|invested
in the charity||||
|Achievement|~|The charity returned
to surplus
in the year and ended the year with a reported|||
||~|surplus
of61.202M and a balance sheet totalfunds
position ofZ6.071M.
During the year, we committed
to investment
of$1.3M in foster carer pay, staff|||
|||pay, expansion
ofthe Education service and foster carer capacity,
with circa 61M|||
|||expended
in the year.|||
||~|Average weekly fee for our services increased
by4.1%in the year as we|||
|||continued
renegotiation
ofsome historical
placements
and introduction
of new|||
|||pricing on retendered
frameworks.|||
||~|I evels of Free Reserves are at 88%ofthe targets set by Trustees (see reserves|||
|||policy on page 13for detailed
explanation
of reserves).
It isforecast that target|||
|||levels offree reserves
will be achieved
within the next 12 months.|||
|Strategic|Innovation.
To be innovative
in our approaches
and act as a driver for change
in||the||
|Objective 6|sector.||||
|Achievement|~|Commenced
working
with Welsh Commissioners
and the non-profit sector in|||
|||delivering
a partnership
approach
to LAC in North Wales comprising
residential,|||
|||step forward
and fostering|||
||~|Building
on the undoubted
success of our education
service we have developed|||
|||plans for a dedicated
Health Service and an Employment
Service. We have recruited|||
|||a very experienced
child health
professional
who will begin work
in 2022/23|and||
|||aim to ensure that our children,
young people and care experienced
adults
have|||
|||access tothe health support and services they require. As with education, there|are||
|||resources within the health service dedicated to support children
in care and we|will||
|||unlock these to improve outcomes for our children
and young people. The service|||
|||will also support
our care experienced
adults.
We are also seeking to launch||an|
|||employment
service and our treasurer
has agreed to take the role of Employment|||
|||Ambassador
.We will seek to build a portfolio of partner companies
who will offer|||
|||our young
people
work experience,
internship
& employment
opportunities.|Our||
|||Education
Service, Connect and our foster carers
will support
our young people||to|
|||take advanta
eofthese opportunities.|||
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|FOR THE YEAR ENDI|NG 31MA|RCH 2022||||||
|---|---|---|---|---|---|---|---|
|||||||Total|Total|
|||||Unrestricted|Restricted|funds|funds|
||||Note|funds|funds|2022|2021|
|||||f'000|8'000||f'000|
|Income from:||||||||
|Donations||||||||
|Charitable
activities|||2|25,247|129|25,376|25,525|
|Other income||||51||51|39|
|Furlough
Income||||5||5|29|
|Total income||||25,303|136|25,439|25,597|
|Expenditure
on:||||||||
|Raising funds:||||||||
|Costs ofgenerating|donations|||98||98|91|
|Charitable
activities:||||||||
|Foster care||||23,971|129|24,100|23,789|
|Campaigning,
policy,|and research|||39||39|30|
|Total expenditure|||3|24,108|129|24,237|23,910|
|Net Income and net|movement|in funds||1,195|7|1,202|1,687|
|Reconciliation
offunds:||||||||
|Total funds brought|forward||14|4,802|67|4,869|3,182|
|Total funds carried forward||||5,997|74|6,071|4,869|
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|rior year comparative|s||||||
|---|---|---|---|---|---|---|
|||||Unrestricted|Restncted|Total|
|||||funds|funds|funds|
||||Note|||2021|
|||||8'000|J'000|6'000|
|Income from:|||||||
|Donations|||||4|4|
|Chantable
activities||||25,407|118|25,525|
|Other income||||39||39|
|Furlough
Income||||29||29|
|Investments|||||||
|Total income||||25,475|122|25,597|
|Expenditure
on:|||||||
|Raising funds:|||||||
|Costs of generating|donations|||91||91|
|Charitable
activities:|||||||
|Foster care||||23,671|118|23,789|
|Campaigning,
policy,|and research|||30||30|
|Total expenditure||||23,792|118|23,910|
|Net income and net|movement|in funds||1,683|4|1,687|
|Reconciliation
offunds:|||||||
|Total funds brought|forward||14|3,119|63|3,182|
|Total funds carried forward||||4,802|67|4,869|
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|OR THE YEAR ENDED 3|1MARCH 2|022||||
|---|---|---|---|---|---|
||||Note|2022|2021|
|||||5'000|y.'000|
|Cash flows from operating|activities||17|959|3,003|
|Cash flows from investing|activities:|||||
|Proceeds from the sale|of property||||24|
|Change
in cash and cash|equivalents|in the year||959|3,027|
|Cash and cash equivalents|atthe beginning cfthe year|||5,001|1,974|
|Cash and cash equivalents|at the end|ofthe year|||5,001|
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|||funds|funds||funds|funds||
|---|---|---|---|---|---|---|---|
|||2022|2022|2022|2021|2021|2021|
|||6'000|f.'000|6'000|6'000|f.'000|6'000|
|Fostering|Fees|25,216||25,216|25,390||25,390|
|Grants||31|129|160|17|118|135|
|||25,247|129|25,376|25,407|118|25,525|
##
|er Incom|e|||
|---|---|---|---|
|||2022|2021|
|||g'000|OOOO|
|Net gain|on disposals offixed assets||4|
|Furlough|Income|5|29|
|Other income||51|35|
|||56||
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||||2022|2021|
|---|---|---|---|---|
||||f'000|f'000|
|Depreciation|||14|15|
|Auditor's|remuneration|—audit services|29|26|
|Auditor's|remuneration|—other services|||
|Operating|lease charges||99|420|
||||2022|2021|
|---|---|---|---|---|
||||f'000|f,'000|
|Wages and|salaries||6,651|5,929|
|Social secunty costs|||644|578|
|Pension|||246|226|
|Redundancy|and termination|costs|18|72|
||||7,559|6,805|
|2022|2021|
|---|---|
|Number|Number|
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|e average
m|onthly
|head|count ofemployees
during th|e year was as follows:||
|---|---|---|---|---|---|
|||||2022|2021|
|||||Number|Number|
|Fundraising||||2|2|
|Fostering||||99|100|
|Campaigning,|policy,|and|research|1|1|
|Support||||89|81|
|||||191|184|
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|||||||||2022|2021|
|---|---|---|---|---|---|---|---|---|---|
|||||||||OOOO|g'000|
|Contributions|payable|by|the|company|for|the|year|246|226|
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|ngible fixed assets|||||
|---|---|---|---|---|
||||Fixtures,||
||Freehold|Leasehold|fittings,||
||land and|land and|and||
||buildings|buildings|equipment|Total|
||g'000|g'000|g'000|g'000|
|As at 1April 2021|461||11|814|
|Asat31March 2022|461|342||814|
|Depreciation:|||||
|As at 1April 2021|161|117|11|289|
|On disposals|||||
|Charge for year|9|5||14|
|Asat31March 2022|170||11|303|
|Net book value|||||
|As at31March 2022|291|220||511|
|As at31March 2021|300|225||525|
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|
FOR THE YEAR ENDED
11.Debtors|31|MARCH 2022|||
|---|---|---|---|---|
||||2022|2021|
||||&000|6'000|
|Trade debtors|||3,003|2,677|
|Other debtors|||95|124|
|Prepayments
and accrued income|||238|180|
||||3,336|2,981|
|12.Creditors: amounts|falling due within one year||||
||||2022|2021|
||||OOOO|g'000|
|Trade creditors|||381|147|
|Taxation and social|security costs||182|153|
|Other creditors|||245|160|
|Accruals and deferred||income|2,796|2,749|
|Termination
costs|||132|429|
||||3,736|3,638|
|13.Deferred income|||||
||||2022|2021|
||||g'000|OOOO|
|Brought forward|||171|90|
|Released
in the year|||(222)|(67)|
|Recognised
in year|||236|149|
|Carried forward|||185|172|
##
||||||Balance|Transfers||||||
|---|---|---|---|---|---|---|---|---|---|---|---|
||||||asst 1|between|Income|||Balance as||
||||||April|Funds|and|Expenditure||at31March||
||||||2021||gains|and|losses||2022|
||||||g'000|$000's|g'000||g'000||&000|
|Restricted|income|funds||||||||||
|Donations|for children's|||activities|||7||||74|
|Children
in|Need grant||||||8||(8)|||
|Confidence|in Care||grant||||4||(4)|||
|Skills to Care|||||||9||(9)|||
|Big Lottery|Fund||||||73||(73)|||
|Lord Laming|||||||4||(4)|||
|Covid Grant|||||||18||(18)|||
|Murgatroyd|Foundation||||||13||13|||
|Total restricted
income funds|||||||136||(129)||74|
|Unrestricted|funds|||||||||||
|General|funds||||3,574||25,303|(24,108)|||4,769|
|Designated
funds||||||||||||
|o|Capital||Fund||1,200||||||1,200|
|o|Adoption||Fund||28||||||28|
|Total unrestricted||funds|||4,802||25,303|(24,108)|||5,997|
|Total funds|||||4,869||25,439|(24,237)|||6,071|
|Movement|in funds (prior year)||||Balance as|Transfers|Income|Expenditure||Balance as||
||||||at1April|between|and gains|and losses||at|31March|
||||||2020|Funds|||||2021|
||||||||g'000||&000||&000|
|Restricted|income|funds||||||||||
|Donations for children's||||activities|||4||||67|
|Children
in|Need grant||||||22||(22)|||
|Confidence|in Care||grant||||43||(43)|||
|Skills to Care|||||||6||(6)|||
|Big Lottery|Fund||||||47||(47)|||
|Total restricted
income funds|||||63||122||(118)||67|
|Unrestricted|funds|||||||||||
|General|funds||||1,891||25,475|(23,792)|||3,574|
|Designated
funds||||||||||||
|o|Capital||Fund||1,200||||||1,200|
|o|Adoption||Fund||28||||||28|
|Total unrestricted||funds|||3,119||25,475|(23,792)|||4,802|
|Total funds|||||3,182||25,597|(23,910)|||4,869|
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|nd balan|ces at31March 2022 are represen|ted
by:|||
|---|---|---|---|---|
|||Unrestricted|Restricted|Total|
|||funds|funds|Funds|
|||2022|2022|2022|
|||5'000|&000|&000|
|Tangible|fixed assets|511||511|
|Current|assets|9,222|74|9,296|
|Creditors|ofless than one year|(3,736)||(3,736)|
|||5,997|74|6,071|
|nd balan|ces at31March 2021were repres|ented
by:|||
|---|---|---|---|---|
|||Unrestricted|Restricted|Total|
|||funds|funds|Funds|
|||2021|2021|2021|
|||g'000|5'000|5'000|
|Tangible|fixed assets|525||525|
|Current|assets|7,915|67|7,982|
|Creditors|ofless than one year|(3,638)||(3,638)|
|||4,802|67|4,869|
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||||||Property||Equipment||
|---|---|---|---|---|---|---|---|---|
||||||2022|2021|2022|2021|
||||||g'000|OOOO|g'000|OOOO|
|Expiry date:|||||||||
|Within one year|||||14|102|14|73|
|Between two and|five|years||||15||20|
||||||14|117|14|93|
|e following lease|payments||were recognised as an||expense during|the year:|||
||||||||2022|2021|
||||||||OOOO|9'000|
|Land and buildings|||||||66|344|
|Equipment|||||||33|76|
||||||||99|420|
|econciliation
ofcashflows from operating||||activities|||||
||||||||2022|2021|
||||||||5'000|9'000|
|Net (expenditure)|/ income for the reporting|||period|||1,202|1,687|
|Depreciation
charges|||||||14|15|
|Loss/ (profit) on sale||offixed assets||||||(4)|
|(Increase) / decrease||in debtors|||||(355)|1,344|
|Increase / (decrease)||in creditors|||||98|-39|
|Net cash provided|by/|(used|in) operating activities||||959|3,003|
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