HOME SINCE 1883 TURNER MORE SPACE. LESS PACE Turner Home Trustees Annual Report and Financial Statements Dingle Lane, L8 9RN Liverpool 0151 72741 77 www.turnerliverpool.com
Content I. Chairman's Introduction and Review of Achievements II. Executive Summary III. Vision, Mission and Core Purpose IV. Service Offer V. Performance Management VI. Our Impact VII. Finances VIII. Risk and Relationships IX. The Future X. Statement of trustees responsibilities
Legal and Administrative Details The company was incorporated on 26th May 1993 under the Companies Act 1985 as a private limited company by guarantee. Charity registration number: 1022689 Company registration number: 02821762 Chair of the Trustees: Martin Farran (appointed 19.07.2024) Bankers: Barclays Bank plc 48b & 50 Lord Street Liverpool L2 1TD Registered Auditors: Champion Accountants LLP 7-9 Station Road Hesketh Bank Preston PR4 6SN Registered Office: The principal place of business is Dingle Lane, Liverpool. L8 9RN. The registered office is care of Brabners LLP at Horton House, Exchange Flags, Liverpool, L2 3YL. Key management personnel: Mr Karol Zwolinski- Managing Director Mrs Laura Smith- Head of Finance and People Mrs Natalie Desilva - CQC Registered Manager Mrs Beth Roberts- Clinical Manager Trustees: Mr Anthony Rowan Mrs Helen White Mrs Catherine Johnson (appointed 19.07.2024) Mr Oliver Beaumont Mr Gary Wormald (appointed 19.07.2024) Mr Steven Draper 01
Chairman's Introduction and Review of Achievements A warm welcome to our annual report. Firstly, on behalf of all our residents and their families, n70y I say thank you to all our wonderful supporters, In particular recognise the dedication and professlonalism of the staff team, for their ongolng commitment to ensuring our Charlty con continue to grow and develop, ensuring we are oble to provide high quality support 365 days a year. to meet local needs. Arguably the health and soclal care system Is under the greatest pressure ever. and as such we have a crltlcal role to mointain and grow the support requlred to meet local needs. As a specialist Mental Health focussed charity, it Is Imperatlve we remain fit for purpose and flt for the future, ensuring we have the rlght level of funds and our Income Is sustolnable, so we con dellver our ambltions and continue to develop both In terms of the quality of offer, plus ronge of services. This year.. We have developed our strategy, vlslon and dellvery of speciallst MH Nurslng Core. We hove estobllshed a new. experienced ond capable senlor team. We hove had highly effectlve recruitment, with a signlficant reductlon In agency staffing. We hove increased occupancy. We have continued our quallty Improvement Journey. systematically addresslng Issues prevlously Identiried. We have engaged local archltects to support the development of robust plans to maxlmlze the use of the bulldlng We have successfully attracted addltlonal funding to Invest In the fabrlc of the bulldlng. We have developed our webslte, and droft marketing strategy. We have strengthened our Board, os several Trustees have retired, we hove recrulted new Trustees wlth o weolth of experlence ocross social core, health / NHS, locol government, legol servlces etc. We made further enhancements to our already strong governance to contlnually Improve the robustness and effectlveness of how we operote, and developed a series of Board/ Trustee led sub groups Engaglng wlth our resldents and staff and volunteers ensurlng everyone has a volce, feels heard Is essentlal to maklng sure we have o culture where everyone feels valued, part of o team and has the opportunlty for personal growth and development. Thls year we wlll.. Continue to Improve our progressive. people centred opprooch wlth a partlcular focus on best In closs culture. whlch we recognise os important to be valued as an 'employer of choice,. Implement a refreshed Buslness Development strategy and Action Plon. Contlnue to develop our workforce strategy to ensure full staffing, and the benefits it brings to our people - residents and stoff. Implement and utlllse the "Frlends of Turner" policy, to increase the use of supporters and key stakeholders. utllise the odditional funding to invest In the building to increase the quality of the offer and number of beds. Explore the opportunities to expand the services we offer to meet local needs, while malntolnlng our USP. In shaplng the future of our Charity, our aim Is to leod the way in bringing the hospital to the potlent and to thls end we have big, brave, and bold aspirations over the coming years as set out in the Forward Look section. This annual report wlll Inform you further of the achievements, challenges and performance of our Charity over the last 12 months. in line with our strategy, all of whlch have been m¢7de posslble thanks to the dedication and commitment of all our supporters. staff, and volunteers. Together, we will continue to improve the services we provlde, both in terms of quality and ronge - ensurlng those who use our servlces "Ilve their best lives" Mr M. Farran Chair, on behalf of the board of Trustees 01
Chairman's Introduction and Review of Achievements Key Achievements Mission and Values Definition: We successfully defined our mission, core purposes, and values through collaboration with teams and residents, aligning branding with our operational ethos. Launch of Master Plan 2023-2025.. We launched our Master Plan 2023-2025, focusing on further developing our services and enhancing co-productive approaches with residents and staff. Stakeholder Feedback: We listened to feedback from stakeholders, using insights to drive improvements. Significant increases in Net Promoter Scores, with employee satisfaction reaching a score of 40 and resident satisfaction a score of 45. Feedback is shared in meetings, newsletters, and displayed on "you said, we did" boards. Continuous Learning and Development: We partnered with specialised training providers to offer courses such as ABI Awareness, Communication and Positive Behaviour Support, and Diabetes Awareness. Created opportunities for staff to take lead roles in key areas, leveraging their skills and experiences. Resident Involvement: Residents actively participate as partners in their care, contributing to recruitment decisions and shaping daily operations. Our Master Plan emphasizes co-productive approaches, ensuring residents have an equal voice in shaping the services and care they receive, fostering true partnerships in every aspect of care delivery. Values-based Recruitment Success: We implemented values-based recruitment, hiring over 40 healthcare assistants, strengthening nursing teams, and addressing sector-wide recruitment challenges, maintaining consistent care quality. Expanded Multidisciplinary Care: We invested in a retained GP, physiotherapist, and regular medical services, ensuring residents receive comprehensive care, including annual eye tests and hearing checks. Commissioned and delivered 384 hours of additional physiotherapy services and 120 hours of chiropody care for our residents. Technology for Safety and Care: Introduced a new electronic care planning system and invested in fall prevention tools and alert systems, improving safety and care delivery. Medication Management Enhancements: We engaged an external consultant to review and improve medication management practices, resulting in higher audit scores from external medication management teams. Quality and Compliance Improvements: We appointed a Quality Assistant to focus on infection control and service compliance. Established a robust Audit and Governance Committee to oversee quality and regulatory adherence. Ongoing Governance Development: We strengthened governance through regular audits in care delivery, medication administration, and health and safety protocols, driving continuous improvements across the organisation. External Validation and Inspections: We engaged with health. safety, and compliance experts, achieving outstanding ratings, including a perfect 5/5 from the Food Standards Agency staffing Innovations: We reduced vacant staffing hours by 900/0, ensuring balanced staff-to- resident ratios and promoting better care. Made significant strides in addressing staffing challenges by introducing innovative recruitment strategies. Nursing Student Placements: We provided 2,691 hours of nursing student placements, contributing to the development of future healthcare professionals. 02
Executive Summary Trustees report The Trustees, who are also directors of the Charity for the purposes of the Companies Act, submit the annual report and audited financial statements for the year ended 31 March 2024. The Trustees have adopted the provisions of the Statement of Recommended Practice 2019 Accounting and Reporting for Charities second edition, October 2019, in preparing the annual report and financial statements of the Charity. About us Turner Home is a specialist mental health nursing care home dedicated to providing high-quality, tailored support exclusively for men with complex mental health needs, memory loss, and acquired brain injuries. Our distinctive approach lies in offering a men-only environment, something that is rare in the social care sector, allowing us to address specific needs more effectively. We are dedicated to recognising the best in everyone, helping residents rediscover themselves and find happiness. We support men who have faced significant changes due to illness or injury, enabling them to better respond to their thoughts and feelings, stay safe and maintain hope. Our vision is to create a world where these men feel secure and supported, enabling them to manage challenges and live fulfilling lives without fear or isolation. Rooted in values of belonging, adaptability, uplifting interactions, and nurturing care, we foster an inclusive environment where everyone feels accepted. We aim to always remain proactive in our support, bring joy to our residents, and provide thoughtful, attentive care. Finances Turner Home operates with a budget based on 55 placements. Our income sources include funding from local authorities and ICBS, private placements, and student practice placements funded by NHS England (NHSE). The key baseline figures include costs related to staffing, facilities, and compliance, balanced by income from these diverse funding streams. Future Plans The future of Turner Home will focus on maximising income from existing services and controlling costs to stabilise finances and enable growth. 03
-vision. Mission and Core Purpose MISSION We support those who, through Illness or Injury, have altered perceptions of the world, helplng them to respond differently to their -thoughts and feelings, to stay safe, be happy and to have hope. VISION We live In a world where men experienclng slgnlflcant changes In thelr thoughts, feellngs or behaviours feel safe and supported to find ways to manage, to work through thelr challenges and to keep on Ilvlng thelr Ilfe wlthout fear or Isolatlon. OUR VALUES 10*1 $PA¢E IESS PACI BELONGING DOING UPLIFTING NURTURING We feel proud to be part of Turner We are fluld and adaptable, always ready to help. We love to have fun and enjoy a good sense of humour. We do thoughtful thSngs that show we care. We keep an open mind, recognlslng other's needs and nev8rJudglng them. We go out of our woy to make thlngs happen. We Ilke to put smiles on people's faces. We are generous and go above and beyond. We work hard and effectively juggle our responslbllities. We flnd the positives ond quickly bounce back from the occasional bad days. We help people to feel sale and secure. We believe in falrness and make sure everyone is Included. We always want things to improve and do an even better job. We take time to get to know peopl8 and Ilsten to them. We keep OUT eyes open, remaining observant to what's happening We recognlse each other's strengths and hidden talents.
Service Offer Our main business model focuses on the provision of specialist complex nursing and residential care for men with mental health challenges, memory loss and acquired brain injuries. The support is delivered from its unique 59-person capacity home in South Liverpool. We aim is to provide all residents (male only) with a life that is as normal as possible, given their individual health and care needs. The Home provides this in homely surroundings with care that will enable people to live as independently as possible with privacy, dignity and appropriate information which enables people to make their own choices. To achieve this, the Home ensures that assessments of individual needs are used to develop individual person-centred care plans. MARKET DEMAND Our prlmary customers are local authorlties responslble for fundlng placements for individuals wlth complex mental health needs. Local authorltles recognlse the importance of our care home that cater exclusively to men wlth dlagnoses such as mental health challenges, memory loss, and acqulred braln Injurles. Turner Home stands out as one of the few care homes provlding thls unlque and essentlal service, maklng It an attractlve optlon for local authorlties seeklng approprlate placements for thelr clients. WHY LOCAL AUTHORITIES CHOOSE TURNER HOME Turner Home's speclallzed care for men wlth complex mental health needs makes us a preferred partner for local authoritles. By addresslng a crltlcal community need, we allgn wlth authorltles, objectives to provide focused care. Our commitment to residents, well-belng and Improved outcomes strengthens collaboratlons wlth councils like Liverpool City Council, comprlsing 60 % of our income. Turner Home's tallored approach makes us the go-to cholce for local authorities seeking specialized care solutions. PUBLIC BENEFIT STATEMENT The Trustees have complied with the duty In sectlon 17(5) of the Charities Act 2011 and confirm that they have referred to the guidance contained in the Charity Commlssion's general guidance on public benefit when revlewing the charity's alms and objectlves and in planning future actions.
Performance Management At Turner Home, we prioritise the comprehensive monitoring of all essential aspects of our business operations, with a focus on quality assurance. We closely oversee key areas including financial management and governance, quality and compliance, as well as residents, individual goals and aspirations. QUALITY ASSURANCE FINANCIAL MANAGEMENT AND GOVERNANCE Our Finance and Governance Committee provides oversight and assurance on our financial management and governance processes. This committee ensures that we adhere to best practices in financial reporting, budget management, and governance standards. Its primary purpose is to offer independent assurance to the Board of Trustees on the adequacy and effectiveness of our financial controls, reporting systems, and governance framework. This oversight is crucial to maintaining our financial health and operational integrity. QUALITY COMITTIEE The Quality Committee plays a vital role in Turner Home's governance. This committee focuses on audit, assurance, and reporting arrangements, which are fundamental to good governance. Its purpose is to provide independent assurance to the Board of Trustees regarding our compliance, risk management, and control frameworks, aligning with the Board Assurance Framework and regulatory requirements. The committee oversees internal and external audits, ensuring that efficient and effective assurance arrangements are In place, which is essential for maintaining transparency and accountability. THIRD PARTY ASSURANCE We measure our performance through a variety of methods, including conducting regular financial and regulatory audits, monitoring the achievement of individual resident objectives, gathering feedback from residents and their families, and undergoing external audits by regulatory bodies such as the ICB, Mersey Care NHS FT, the Fire Regulator. the CQC and Local Authorities. These approaches enable Turner Home to maintain high standards of care, financial integrity, operational excellence, and adherence to regulatory requirements and best practices 06
Our Impact SUMMARY OF THE YEAR Our unique men-only environment enables us to effectively address mental health, memory loss, and acquired brain injuries. Through collaboration with staff and residents, we have defined our mission and values, aligning them with our operational goals. By listening to stakeholder feedback, we have improved satisfaction levels, achieving employee Net Promoter Scores of 40 and resident scores of 45. Our well-being programs, including Employee Assistance and counselling services, provide vital support to staff. Residents are integral to our recruitment and decision-making processes, creating meaningful partnerships in care. Our Master Plan 2023-2025 focuses on developing these co-productive approaches and enhancing services. The clinical team consistently delivers high levels of patient care, as evidenced by internal and external peer review audits, and continues to provide proactive interventions. We are committed to maintaining high standards through strong clinical governance and continuous improvement. Regular audits and reviews ensure quality care, while investments in multidisciplinary services and technology further enhance resident safety and experience. This dedication to clinical excellence and resident partnership helps create a safe, supportive, and inclusive environment at Turner Home. RESIDENTS IMPACT- OUR TEAM At Turner Home, our focus is on delivering a holistic, wraparound approach to care, ensuring our residents receive the highest quality of support tailored to their individual needs. Our dedicated clinical team, led by a highly experienced Clinical Manager (RMN), includes a diverse mix of eight skilled nurses (RGN, RMN, RLND). Together, they oversee a team of five team leaders and 63 healthcare assistants (HCAS), working in unison to provide round-the-clock care. This multidisciplinary team brings a wealth of expertise to support residents with complex mental health needs, memory loss, and acquired brain injuries, ensuring every aspect of care is covered. Supporting the clinical team is our CQC-registered Operational Manager, who leads efforts to maintain service compliance and drive safety improvements across the home. This focus on regulatory adherence and best practices guarantees that our residents are not only cared for in a safe and well- managed environment but also in one where continuous improvement is a priority. Our commitment to safety and service quality means that every resident can live in comfort and with confidence. In addition to clinical care, residents benefit from the support of our catering and housekeeping teams, who ensure that daily living needs are met, creating a homely, clean, and nurturing environment. To further enhance the experience of our residents, we provide additional services such as physiotherapy and access to a retained GP. 07
Our Impact RESIDENTS IMPACT- TECHNOLOGY The integration of assistive technology in healthcare is increasingly vital, with around 1.7 million people in England currently using such devices to support their care. At Turner Home, we have implemented a cloud-based solution that allows our teams to track and monitor resident data remotely, providing real-time access and enabling proactive, timely interventions. This system enhances our ability to respond effectively to residents, needs and identify potential issues early. Additionally, we utilise the Eagle Lifting Cushion, which safely assists staff in lifting individuals who have fallen. This device not only reduces the risk of injury to carers by eliminating the need for manual lifting but also provides a stable and secure lift for residents. Our experience with assistive technology has been overwhelmingly positive, enhancing care quality, safety, and operational efficiency as we strive to improve the lives of our residents. IMPACT ON OUR PEOPLE AND COMMUNITY Turner Home is deeply committed to creating a positive and lasting impact not only on the lives of our residents but also on our employees, the local community, and the future healthcare workforce. Situated in one of Liverpool's most economically challenged area, Turner Home plays a significant role in generating employment opportunities and offering fair wages, ensuring that our staff's hard work and dedication are acknowledged and appreciated. Our partnership with local Universities allows us to host nursing and social work placements, providing students with hands-on experience that enriches their theoretical knowledge. This collaboration is truly beneficial for everyone involved: students develop practical skills, our teams gain fresh insights, and our residents receive top-quality care from skilled and compassionate professionals. Between April 23 and March 24 we proudly hosted 2,691 hours of student placements, demonstrating our commitment to nurturing the next generation of healthcare professionals. As custodians of the Grade II listed building, Turner Home continues to fulfill its original mission of providing care and support for men facing mental health challenges. Our dedication to preserving our heritage not only enriches the character of our community but also ensures that the history and legacy of the building are treasured and upheld for generations to come. 08
Finances Turner Home operates primarily on funding provided by local authorities and by Integrated Care Boards (ICBS) which cover the nursing element known as Funded Nursing Care (FNC). Our budget is structured around maintaining 55 placements. FEES The fees for existing residents are determined by the hosting local authority and are revlewed annually to account for changes in the soclo-economic landscape. For privately funded placements and those outside the Liverpool City Region, we utilise a personallsed bandlng system to set our fees. This system allows us to tailor pricing based on the specific needs and circumstances of each resident, ensuring fairness and transparency. OTHER INCOME We have diversified our Income streams by providing student practlce placements, whlch are funded by NHS England {NHSE). Thls not only brlngs in additional revenue but also supports the development of future healthcare professlonals. KEY COSTS At Turner Home, we diligently manage various operational costs to maintain our high standards of care and services. These expenses primarily comprise staffing, training, utilities, maintenance, regulatory compliance and medical supplies. Our dedicated team closely monitors and optimises these costs, striking a delicate balance between providing top-quality care and ensuring financial sustainability. To maintain a sustainable operation, we carefully review and adjust our service fees annually. This process is especially crucial for residents whose funding comes from local authorities, as we strive to align our pricing with prevailing economic conditions and the costs of providing exceptional care. In essence, our approach to managing key costs is a dynamic and multifaceted endeavour that ensures the well-being of our residents without compromising the financial viability of Turner Home. FUTURE PROJECTIONS Our flnancial model assumes that we will maintaln at least 930/0 occupancy throughout the three-year cycle. This high occupancy rate, combined with our diversified income streams, ensures that Turner Home remains financially robust and capable of delivering exceptional care to our residents. 09
Summary Financial Statements 2023-24 2022-23 INCOME RESIDENTIAL & NURSING £4,198,169 £3,504,446 OTHER £24.979 £7,282 TOTAL INCOME £4,223,148 £3,511,728 EXPENDITURE COST OF CARE £4,085,179 £3,501,105 SUPPORT COSTS £70,559 £89,130 TOTAL EXPENDITURE £4.155.738 £3,590,235 NETINCOME £67.4 10 (£78,507) NET MOVEMENT IN FUNDS £67.410 (£28,507) RESERVES AND INVESTMENT POLICY After reviewing the operational requirements of the Charity, the Trustees have determined that it is necessary to maintain three months, worth of unrestricted reserves, based on the unrestricted direct charitable expenditure for last year, which equates to £1,032,000. At the end of the year, the Charity held general free funds totalling £216,000 (funds that are not restricted or otherwise designated for specific purposes). After deducting net long-term assets (fixed assets (£1,351,000) less loans due after more than one year (£240,000) totalling £1,111,000) which, therefore, are not liquid funds. Consequently, the net current assets available for day-to-day use are £216,000, which corresponds to 0.6 months, unrestricted charitable expenditure. The Trustees will endeavour to increase the level of general reserves to align with the reserves policy. The trustees regularly review investment opportunities aligned to the needs of the Charity. When opportunity presents itself investments will be made which benefit the longevity of the Charity. 10
Risk and Relationships MAIN RISKS Financial Stability Ensuring consistent funding from local authorities and maintaining a balanced budget can be challenging, especially with fluctuating economic conditions and potential changes in government funding policies. Level of Risk: Hlgh Mitigation Strategy: Diversification: Continue to diversify income streams through private placements and student practice placements as well as BDI Initiatives Annual Fee Reviews: Regularly review and adjust fees based on the socio-economic landscape to ensure they cover costs and generate a surplus. Cost Management: Implement stringent cost management practices to ensure operational efficiency. Reputation Management Maintaining a positive reputation is crucial for attracting residents and securing funding. Negative Incldents or reviews could significantly impact the business. Level of Risk: Medium Mitigation Strategy: Quality Assurance: Implement robust quality assurance processes to ensure high standards of care and service. Feedback Systems: Establish effective feedback mechanlsms to quickly address any issues or concerns ralsed by resldents and their families. Community Engagement: Engage with the local communlty and stakeholders to build strong, positive relationships and supportive network. Competition The presence of other care homes and new entrants into the market can pose a competitive threat. Level of Risk: Medium Mitigation Strategy: Unique Selling Proposition: Emphasise Turner Home's unique focus on men-only care with specialised services for complex mental health issues. memory loss. and acquired brain injuries. Quality of Care: Maintain and continually improve the high standard of care to build and sustain a strong reputatlon. Marketing and Outreach: Increase marketing efforts to highlight Turner Home's unique offerings and success stories.
Risk and Relationships KEY STRATEGIC RELATIONSHIPS At Turner Home, we collaborate with a diverse range of partners and supporters to ensure adherence to best practices and to continually enhance our services. We work closely with multldisciplinary teams, including doctors, nurses, therapists, and social workers, to provide comprehensive care for our residents. This collaborative approach ensures that all aspects of each resident's health and well-being are thoroughly addressed. We also engage with commissioners from local authorities and health services to secure funding and placements, aligning our services with the needs and expectations of both the communlty and funding bodies. Additionally, our trustees, along with former trustees who remain involved, offer valuable oversight and strategic guidance. Their experlence helps shape our policies and ensures robust governance. To support our growth and operational excellence, we consult wlth external experts in business development, marketing, catering, and heritage and building. These consultants help us expand our services, deliver high-quallty meals, and maintain our facilities to the highest standards. Independent Inspectors also play a crucial role by assesslng and enhanclng our services, guiding us In Improvlng our Care Quallty Commission (CQC) ratings and meeting regulatory standards. We actively engage with the relatives and famllles of our residents. Their feedback Is essentlal for refinlng our care services and ensuring a supportive envlronment. By leveraging the expertise of these partners, along with the insights from families, Turner Home is well-positioned to maintain high standards of care and continually strive for excellence in all areas of our operations. 12
The Future MAXIMISING INCOME AND MANAGING COSTS FOR A RESILIENT FUTURE We recognise the importance of focusing on maximising income from existing services and controlling costs. These efforts are crucial for stabilising our finances in the short term, providing a solid foundation for future growth and diversification of our offerings. To achieve this, we have established both short-term and long-term goals for each of our three core themes of work. THEME ONE: MAXIMISING THE MARGIN WE DERIVE FROM OUR BUILDING Our strategy focuses on balanclng the preservatlon of our historical heritage wlth the need for Increased capacity and enhanced care offerlngs. The "25 Project" exempllfles thls approach, as we explore opportunltles to extend the Turner bulldlng, optlmise the number of rooms, and create a speclallsed zone for high-end care packages. By actlvely pursulng grant funding for professional assessments related to bulldlng expanslon, we demonstrate our commltment to preservlng the Integrlty of our hlstorical site whlle Investlng In the future of our organlsation and the well-belng of those we serve. THEME TWO: MAXIMISING THE MARGIN WE DERIVE FROM EXISTING'IN-HOUSE SERVICES,. Our strategy revolves around leveraglng our exlsting resources and expertise to develop new, Innovative In-house servlces that address unmet needs wlthln our communlty. By explorlng inltlatlves such as Meals on Wheels, we alm to collaborate wlth other care provlders, Includlng domlclliary care, extra care, and resldentlal sltes, to expand our reach and ensure that vulnerable Individuals recelve essentlal nutrltion and support. THEME THREE: EXPLORING OPPORTUNITIES FOR DIVERSIFICATION IN OUR DIRECT CARE SERVICE Our strategy centers on broadenlng our scope of services and addressing the diverse needs of our community by establishing complementary care offerlngs, Through thoughtful investment and strateglc plannlng, we will overcome initial financial hurdles to implement essential servlces, such as complex respite, extra care, specialist supported Ilvlng, domiciliary care, and community mental health preventative services. THEME FOUR: WORKING TOWARDS NET ZERO CARBON FOOTPRINT Our strategy is focused on embraclng envlronmental sustainability as a core principle, setting tangible goals for reducing our carbon footprlnt, and fosterlng a culture of continuous Improvement. We are committed to taking decisive action in response to the envlronmental audit, leveraging the expertise of our in-house Environmental Sustainability Group and the identified opportunities to drive positive change.
Statement of trustees responsibilities TRUSTEES GOVERNANCE The Trustees (who are also the directors of the charitable company for the purpose of company law) are responsible for preparing the Trustees, Report and the financial statements in accordance with the applicable law and the United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice) and applicable law and regulations. 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 of the charity and of the incoming resources and application of resources, including the income and expenditure. of the charitable company for that year. In preparing these financial statements, the Trustees are required to: select suitable accounting policies and then apply them consistently; observe the methods and principles in the Charities SORP; make judgments and accounting estimates 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 a going concern basis unless it is inappropriate to presume that the charitable company will continue in business. The Trustees are responsible for keeping proper accounting records, which disclose with reasonable accuracy at any time the financial position of the charitable company and to enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for ensuring that the charitable company maintains an adequate system of internal control designed to provide reasonable assurance that assets are safeguarded against loss or unauthorised use and to prevent and detect fraud and other irregularities. Leadership Team The running of the Charity and subsidiaries led by the Managing Director is undertaken by the Leadership team following delegated powers of authority. The Leadership team consists of: Managing Director Head of Finance Operations Manager Clinical Manager The remuneration packages of the Leadership team are benchmarked against those of similar organisations and are reviewed annually by the Trustees. 14
Statement of trustees responsibilities Legol Company secretarial and governance advice is provided by Brabners LLP. Board Sub Committees 1 . Flnance and Governance Committee: The FSC, comprising of minimum of two Trustees and members of the Leadership team. meets quarterly to consider financial matters, risk management. governance and business continuity. and reports to the board of Trustees accordingly. 2.Quality Committee: Provide overslght and guidance on audit, assurance, and compllance matters to ensure the organissation's adherence to legal, regulatory. and ethical standards. The Committee's primary purpose is to support the Board of Directors In fulfllllng Its fiduclary responslbllities by monitoring and evaluating the effectiveness of internal control systems, risk management, and compliance processes across the organissation. Statement as to Disclosure of Information to Auditors So far as the Trustees are aware, there is no relevant audit Information of which the charitable company's audltors are unaware, and each Trustee has taken all the steps that he or she ought to have taken a5 a Trustee In order to make hlmself or herself aware of any relevant audit Informatlon and to establish that the charitable company's auditors are aware of that informatlon. Auditors Champlon Accountants LLP were appolnted as audltors for the audlt of the financlal statements for the year ended 31 March 2024 and subsequent years. This report has been prepared in accordance with the special provislons of Part 15 of the Companles Act relating to small companies. Approved by the Board of Trustees on and slgned on Its behalf by: Z£) _17 Date: Slgnature: Mr Anthony Rowan 15
THE TURNER HOME INDEPENDENT AUDITOR'S REPORT TO THE TRUSTEES OF THE TURNER HOME Oplnlon We have audited the financial stalements of The Turner Home (the 'charity') for the year ended 31 March 2024 which comprise 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 Financial Reporting Standard 102 The Financial Reporting Slandard applicable in rhe 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 slate of the charitable company's affairs as at 31 March 2024 and of its incoming resources and application of resources, 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 2008. Basls for oplnlon We conducted our audil in accordance with International Standards on Auditing (UK) (ISAS (UK)) and applicable law. Our responsibilities under those standards are further described in the Audilorfs responsibililies for tlie aiidil ol Ihe financial slalemeiits section of our reporl. We are independent of the charity 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 oblained is sufficient and appropriate to provide a basis for our opinion. Concluslons relatlng to golng concern In auditing the financial statements, we have concluded Ihat the Irustees, use of the going concern basis of accounting in Ihe preparation of the financial stalements 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 charily's ability to continue as a going concern for a period of at least twelve months from when the financial stalemenls 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 Informatlon The other information comprises the information included in the annual report other than the financial statements and our auditor's report thereon. The tfustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other infom)ation and 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 this gives rise to a material misstatement in the financial statements themselves. If, based on Ihe work we have performed, we conclude Ihal there is a material misstatement of this olher informalion. we are required to report that fact. We have nothing to report in this regard. Matters on which we are required to report by exception We have nothing to report in respecl of the following matlers in relation to vA)ich the Charities (Accounts and Reports) Regulations 2008 require us to report to you if, in our opinion.. the information given in the financial statements is inconsislent in any material respect with the trustees, report., or sufficient accounling records have not been kept- or the financial statements are not in agreement wth the accounting records. or we have not received all the information and explanations we require for our audit. 16-
THE TURNER HOME INDEPENDENT AUDITOR'S REPORT (CONTINUED) TO THE TRUSTEES OF THE TURNER HOME Responsibilities of trustees As explained more fully in the statement of Iruslees, responsibilities, the trustees, who are also Ihe directors of the charity for the purpose 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 ffaud or error. In preparing the financial statemenls, the truslees are responsible for assessing the Charity's ability lo continue as a going concern. disclosing. as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees eilher intend to liquidate Ihe charitable company or to cease operations, or have no realistic allernalive but to do so. Auditor's responslbllltles for the audlt of the flnanclal statements We have been appoinled as auditor under section 144 of the Charilies Act 2011 and report in accordance with the Act and relevant regulations made or having effect thereunder. Our objectives are to obtain reasonable assurance about whelher 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 bul 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 the aggregate, they could reasonably be expected lo influence the economic decisions of users taken on the basis of these financial statements. The extent to which our procedures are capable of detecting irregularities, including fraud, is detailed below. A further description of our responsibilities is available on the Financial Reporting Council's website at.. htlps:11 www.frc.org.ukjaudilorsresponsibilities. This description forms part of our auditor's report. Use of our report This report is made solely to the charity's trustees. as a bcKly, in accordance with part 4 of the Charities (Accounts and Reports) Regulations 2008. Our audit work has been undertaken so that we might stale to the charity's trustees those mallers we are required to state to them in an auditorfs report and for no other purpose. To the fullest exlent permitted by law, we do not accept or assume responsibility to anyone other than the charily and the charity's Irustees as a body, for our audit work, for this report. or for the opinions have formed. Peter Biick FCA, DChA (Senior Statutory Audltor) for and on behalf of Champion Accountants LLP Chartered Accountants Statutory Auditor 7-9 Station Road Hesketh Bank Preston Lancashire PR4 6SN Champion Accountants LLP is eligible for appointmenl as auditor of the charily by virtue of ils eligibility for appointmenl as auditor of a company under section 1212 of the Companies Act 2006. 17-
THE TURNER HOME STATEMENT OF FINANCIAL ACTIVITIES INCLUDING INCOME AND EXPENDITURE ACCOUNT FOR THE YEAR ENDED 31 MARCH 2024 Unrestricted Restricted funds funds 2024 2024 Total Unrestricted Restricted funds funds 2023 2023 Total 2024 2023 Notes Income and endowments from: Donations and legacies Charilable activities Investments Other income 1.846 4.200.209 3,093 300 17.700 19,546 4.200,209 3,093 300 2,500 3,508,186 510 532 2,500 3,508,186 510 532 Total Income 4.205,448 17,700 4,223,148 3,511,728 3,511,728 Expendlture on: Charitable activities 4,126,395 29.343 4,155,738 3,578,592 11,643 3,590.235 Total expendlture 4,126,395 29,343 4.155.738 3,578,592 11,643 3,590,235 Net Incomellexpendlture} 79,053 (11,643) 67.410 {66,864) (11,643) (78,507) Transfers between funds 300,003 (300,003) Other recognlsed galns and losses: Revaluation of langible fixed assets 50.000 50,000 Net movement In funds 379.056 (311.646) 67.410 (16,864) (11,643) (28,507) Reconclllatlon of funds: Fund balanGes at 1 April 2023 947,737 311,646 1,259,383 964,601 323,289 1,287,890 Fund balances at 31 March 2024 1,326,793 1.326,793 947.737 311,646 1,259,383 The stalemenl of financial activities includes all gains and losses recognised in the year. All income and expenditure derive from conlinuing activities. 18-
THE TURNER HOME BALANCE SHEET AS AT31 MARCH 2024 2024 2023 Notes Flxed assets Tangible assets 13 1,351,872 1,367,266 Current assets Stocks Deblors Cash at bank and in hand 14 15 7.439 540.478 406.643 10,173 430,440 222,816 954.560 663,429 Credltors: amounts falllng due wlthln one year 17 (739,639) (741.312) Net current assetsllllabllltles) 214.921 (77,883) Total assets less current Ilabllltles 1.566,793 1,289,383 Credltors: amounts falllng due after more than one year 18 (240.000) (30,000) Net assets excludlng penslon Ilablllty 1,326.793 1,259,383 Net assets 1,326,793 1,259,383 The funds of the charlty Restricted income funds Unrestricted funds 20 311,646 947,737 1.326,793 1.326.793 1,259,383 The company is entitled to the exemption from the audit requirement contained in section 477 of the Companies Act 2006, for the year ended 31 March 2024, although an audit has been carried out under section 144 of the Charities Acl 2011. The directors acknowledge their responsibilities for complying wilh Ihe requirements of the Companies Act 2006 with respect to accounting records and the preparation of financial statements. The members have not required the company to obtain an audit of ils financial statements under the requirements of the Companies Act 2006. for the year in question in accordance wilh section 476. These financial statements have been prepared in accordance with Ihe provisions applicable to companies subject lo the small companies regime. 19-
THE TURNER HOME BALANCE SHEET (CONTINUED) AS AT 31 MARCH 2024 The financAal 6t3temeTht6 were apwoyed by Ifu6tees on ......................... Mr A Rowan Trust88 Company registration number 02821762 (England and Wales) 20-
THE TURNER HOME STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31 MARCH 2024 2024 2023 Notes Cash flows from operating activities Cash generated from operations 24 16,020 66,958 Investing actlvities Purchase of tangible fixed assets Investment income received {44.645) 3.093 (62,853) 510 Net cash used In Investlng activities (41.552) (62,343) Flnanclng actlvStles Proceeds from new bank loans 209,359 Net cash generated froml(used In) f Inancing actlvltles 209.359 Net Increase In cash and cash equlvalents 183,827 4,615 Cash and cash equivalents at beginning of year 222,816 218,201 Cash and cash equlvalents at end of year 406,643 222,816 21
THE TURNER HOME NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024 Accounting policles Charlty Information The Turner Home is a private company limited by guarantee incorporated in England and Wales. The registered office is Graeme Hughes, Brabners LLP, Horton House. Exchange Flags, Liverpool, Merseyside, L2 3YL. 1.1 Accountlng conventlon The financial slalemenls have been prepared in accordance with the charity's Memorandum and Articles of Association as amended by special resolutions dated 28 June 2004, 17 March 2015 and 17 March 2019, the Companies Act 2006, FRS 102 "The Financial Reporting Standard applicable in the UK and Republic of Ireland. {"FRS 102°) and the Charities SORP "Accounting and Reporting by Charities.. Slalement of Recommended Practice applicable to charities preparing their accounts in accordance wilh the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)" (effective 1 January 2019). The charity is a Public Benefit Entity as defined by FRS 102. The financial statements are prepared in sterling, which is the functional Currency of Ihe charity. Monetary amounts in these financial statements are rounded to the nearest £. The financial statements have been prepared under the historical cost convention, modified to include the revalualion of freehold properties and to include investment properties and certain financial instruments at fair value. The principal accounting policies adopled are set out below. 1.2 Golng concern Al the time of approving the financial statements, the Irustees have a reasonable expectation Ihat the charity has adequate resources to continue in operalional existen for the foreseeable future. Thus the truslees continue to adopt the going concern basis of accounting in preparing the financial slalements. 1.3 Charitable funds Unrestricted funds are available for use at the discrelion of the trustees in furtherance of their charitable objectives. Designated funds are free reserves that have been designated by the trustees for specific purposes. These are further disclosed in the notes to the accounts. Restricted funds are subject to specific conditions by donors or grantors as to how they may be used. The purposes and uses of the restricted funds are sel out in the notes to the financial statements. Endowment funds are subjecl to specific conditions by donors thal the capilal must be maintained by the charity. 1.4 Income Income is recognised when the charity is legally entitled to it after any performance conditions have been mel, the amounts can be measured reliably. and it is probable that income will be received. Cash donations are recognised on receipt. other donations are recognised once the charity has been notified of the donation, unless performance conditions require deferral of the amount. Income tax recoverable in relation to donalions received under Gift Aid or deeds of covenant is recognised at the time of the donation. Legacies are recognised on receipt or otherwise if the charity has been notified of an impending distribution. Ihe amount is known. and receipt is expected. If the amount is not known. the legacy is treated as a contingent asset. -22-
THE TURNER HOME NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2024 Accounting pollcles (Contlnued) 1.5 Expendlture Expenditure is recognised once there is a legal or constructive obligation to Iransfer economic benefit to a third party, it is probable that a transfer of economic benefits will be required in setllemenl, and the amount of the obligation can be measured reliably. Expenditure is classified by activity. The costs of each aclivily are made up of the total of direct costs and shared costs. including support costs involved in undertaking each activity. Direct costs altribulable lo a single activity are allocaled directly to that activity. Shared costs which contribute to more than one activity and support costs which are not attributable to a single aclivity are apportioned between those activities on a basis consistent with the use of resources. Cenlral staff costs are allocated on the basis of time spenl, and depreciation charges are allocated on Ihe porlion of Ihe asset's use. 1.6 Tanglble fixed assets Tangible fixed assets are initially measured at cost and subsequently measured at cost or valuation, net ol depreciation and any impairment losses. Depreciation is recognised so as to write off the cost or valuation of assets less their residual values over their useful lives on the following bases.. Freehold land and buildings Fixtures and fittings Computers Motor vehicles 2% on cost 200k on cost 25% on cost 20% on cost The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds and the carrying value of the asset, and is recognised in the statement of financial activities. 1.7 Impalrment of flxed assets Al each reporting end dale. the charily reviews the carrying amounts of its tangible assets to determine whether Ihere is any indication Ihal Ihose assets have suffered an impairment loss. If any such indication exists, the recoverable amount of the asset is estimated in order to determine the exlenl of the impairment loss (if any). 1.8 Stocks stocks are stated at the lower of cost and estimaled selling price less costs to complete and sell. Cost comprises direct malerials and, where applicable, direct labour costs and those overheads that have been incurred in bringing the slocks to their present location and condition. Items held for distribution al no or nominal consideration are measured the lower of replacement cosl and cost. Net realisable value is the estimated selling pri less all estimated costs of completion and costs lo be incurred in marketing. selling and dislribulion. 1.9 Cash and cash equivalents Cash and cash equivalents include cash in hand. deposits held at call with banks, other shorl-term liquid investments with original malurities of three monlhs or less, and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities. -23-
THE TURNER HOME NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2024 Accounting pollcles (Continued) 1.10 Flnanclal Instruments The charity has elected to apply the provisions of Section 11 'Basic Financial Instruments, and Section 12 'other Financial Instruments Issues, of FRS 102 to all of its financial instruments. Financial instruments are recognised in the charity's balance sheet when the charity becomes party to the contractual provisions of the instrument. Financial assets and liabilities are offset. with the net amounts presented in the financial statements, when there is a legally enforceable right to sel off the recognised amounts and there is an intention to settle on a net basis or to realise the asset and settle the liability simultaneously. Baslc financial assets Basic financial assets, which include debtors and cash and bank balances, are initially measured at transaction price including transaction costs and are subsequently carried at amorlised cost using the effective interest method unless the arrangement conslitutes a financing transaction, where the transaction is measured at the present value of the future receipts discounted at a market rate of interest. Financial assets classified as receivable within one year are not amortised. Baslc flnanclal Ilabilities Basic financial liabilities, including creditors and bank loans are initially recognised at transaction price unless the arrangement constitutes a financing transaction, where Ihe debt instrument is measured at the present value of the future payments discounted at a market rate of interest. Financial liabilities classified as payable within one year are not amortised. Debt inslruments are subsequently carried at amortised cost, using the effective interest rate method. Trade creditors are obligations to pay for goods or services Ihat have been acquired in the ordinary course of operations from suppliers. Amounts payable are classified as Current liabilities if payment is due within one year or less. If not, they are presented as non-current liabililies. Trade creditors are recognised initially at Iransaclion price and subsequently measured at amortised cost using the effective interest method. Derecognl¢lon of financial liabilities Financial liabilities are derecognised when the charity's contractual obligations expire or are discharged or cancelled. 1.11 Employee beneflts The cost of any unused holiday entitlement is recognised in the period in which the employee's services are reived. Termination benefits are recognised immediately as an expense when the charity is demonstrably committed to terminate the employment of an employee or to provide termination benefits. Crltlcal accountlng estimates and Judgements In Ihe application of the charily's accounting policies, the trustees are required to make judgements, eslimates and assumptions about the carrying amount of assels and liabilities Ihat are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience arld other factors that are considered to be relevant. Actual results may differ from Ihese estimates. The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period. or in the period of the revision and future periods where Ihe revision affects both current and future periods. -24-
THE TURNER HOME NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2024 Income from donatlons and legacles Unrestrlcted Restrlcted funds funds 2024 2024 Total Unrestricted Restricted funds funds 2023 2023 Total 2024 2023 Donations and gifts Grants received 358 1.488 358 19,188 2,500 2,500 17.700 1,846 17,700 19,546 2,500 2,500 Income from charltable actlvltles Unreslrlcted funds 2024 Unrestrlcted funds 2023 Provlslon of resldentlal servlces Residents fees Charitable rental income 4,198,169 2,040 3.504,448 3,740 4,200,209 3,508,186 Incom8 from Investments Unrestrlcted Unrestrlcted funds funds 2024 2023 Interest receivable 3,093 510 other Income Unrestrl¢ted Unrestrlcted funds funds 2024 2023 Sundry income 300 532 -25-
THE TURNER HOME NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2024 Expendlture on charitable activities Provlslon of Provision of resldentlal residential services servlces 2024 2023 Dlrect costs Staff costs Depreciation and impairment Motor expenses Repairs and renewals Domestic expenses other related service costs Other expenses Bad Debts 2,542,957 60,038 5,178 199,010 424,373 711,601 137,494 4,528 1,687,832 50,705 2,452 113,922 406,928 1,055,106 184.160 4,085.179 3,501,105 Share of support and governance costs (see note 8) Support 70,559 89,130 4,155,738 3,590,235 Analysls by fund Unrestricted funds - general Restricted funds 4,126,395 29,343 3,578,592 11,643 4,155,738 3,590,235 Support costs allocated to activitles 2024 2023 Governance cosls 70,559 89,130 Analysed between: Provision of residential services 70.559 89,130 Net movement In funds 2024 2023 The net movemenl in funds is stated after chargingl(crediting): Fees payable for the audit of the charity's financial stalemenls Depreciation of owned tangible fixed assets 16,340 60,037 9,000 50,705 -26-
THE TURNER HOME NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2024 10 Trustees None of the trustees (or any persons connecled with them) reIVed any remuneration or benefits from the charity during the year. 11 Employees The average monthly number of employees during the year was.. 2024 Number 2023 Number Nursing staff Administration 91 62 Total 96 67 Employment costs 2024 2023 Wages and salaries Social security cosls Other pension costs 2,298,007 206,086 38,864 1,526,372 136,984 24,476 2,542,957 1,687,832 The number of employees whose annual remuneration was more than £60,000 is as follows {2023: None).. 2024 2023 Number Number £70.001- £80.000 Remuneratlon of key management personnel During the year the employment benefits of the Key Managemenl Personnel, as detailed In the Trustees Report, tolaled £246,757 (2023.. £167,050) 12 Taxatlon The charity is exempt from taxation on ils aclivities because all ils income is applied for charitable purposes. -27-
THE TURNER HOME NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2024 13 Tangible fixed assets Freehold land Fixture5 and and bulldlngs flttlngs Computers Motor vehicles Total Cost At 1 April 2023 Additions 1,350.000 219.336 44,645 22,760 19.274 1.611.370 44,645 At 31 March 2024 1,350,000 263,981 22,760 19,274 1,656,015 Depreclatlon and Impalrment At 1 April 2023 Depreciation charge(J in the year 73,745 25.525 139,711 29.124 11.376 5,388 19,274 244,106 60,037 At 31 March 2024 99.270 168.835 16,764 19,274 304,143 Carrylng amount Al 31 March 2024 1.250,730 95,146 5.996 1.351,872 At 31 March 2023 1.350,000 79,625 11,386 1,367,266 14 Stocks 2024 2023 Raw materials and consumables 7,439 10,173 16 Debtors 2024 2023 Amounts falllng due wlthln one year: Trade debtors other debtors Prepayments and accrued income 305,775 20.274 214,429 152,282 15,563 262,595 540,478 430,440 16 Loans and overdrafts 2024 2023 Bank loans 249,359 40,000 Payable within one year Payable after one year 9,359 240.000 10,000 30,000 -28-
THE TURNER HOME NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2024 17 Creditors: amounts falling due withln one year 2024 2023 Notes Bank loans Other taxation and social securily Deferred income Trade creditors Other creditors Accruals and deferred income 16 9.359 63,683 173.416 233,504 160,291 99,386 10,000 42,808 48,960 303,712 235,504 100,328 19 739,639 741,312 18 Credltors: amounts falllng due after more than one year 2024 2023 Notes Bank loans 16 240,000 30,000 19 Deferred Income 2024 2023 Arising from government grants Other deferred income 21,764 151,652 10,525 38,435 173,416 48.960 Deferred income is included in the financial stalements as follows.. 2024 2023 Deferred income is included within.. Current liabilities 173,416 48,960 Movements in the year: Deferred income al 1 April 2023 Released from previous periods Resources deferred in the year 48.960 {48,960) 173,416 124,212 (124,212) 48,960 Deferred income at 31 March 2024 173,416 48,960 -29-
THE TURNER HOME NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2024 20 Restricted funds The restricted funds of the charity comprise the unexpended balances of donations and grants held on trust subject to specific conditions by donors as to how they may be used. At 1 April 2023 In¢omlng resources Resources expended Transfers At 31 March 2024 New wing fund Generator fund Eric Fisher wing fund Lift fund Liverpool City Council 56.000 10.000 198.768 46,878 {2,000) (54,000) (10,000) (190,125) (45,878) (8.643) (1.000) (17,700) 17,700 311.646 17,700 {29.343) (300,003) Prevlous year: At 1 Aprll 2022 In¢omlng resources Resources expended Transfers At 31 March 2023 New wing fund Generator fund Eric Fisher Wing fund Lift fund 58,000 10,000 207,411 47.878 (2.000) 56.000 10,000 198,768 46,878 (8,643) (1,000) 323,289 (11,643) 311.646 The balances of the funds brought forward relate to grants which have been previously received in order to improve the property at Dingle Lane. The movement on these funds is the deprecialion charged for the year. At the end of the year the Trustees have reviewed the restrictions on these funds and the lenglh of time that the have been held and concluded that they are now able to transfer Ihe remaining balances to general funds. During the year a grant was received from Llverpool City Council which was reslricted in its use on winter payments and was all spent in the year. 21 Unrestrlcted funds The unrestricled funds of the charily comprise the unexpended balanGe5 of donalions and grants which are not subject to specific condilions by donors and grantors as to how they may be used. These include designated funds which have been set aside out of unrestricled funds by the trustees for specific purposes. At 1 Aprll 2023 Incoming resources Resources expended Transfers Gains and At 31 March losses 2024 General funds 947.737 4.205.448 (4,126,395) 300,003 1,326,793 -30-
THE TURNER HOME NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2024 21 Unrestrlcted funds (Contlnued) Previous year: At 1 April 2022 Incoming resources Resources expended Transfers Gains and At 31 March losses 2023 General funds 964.601 3.511.728 (3.578.592) 50,000 947,737 22 Analysls of net assets between funds Unrestricted funds 2024 Restricted funds 2024 Total 2024 At 31 March 2024: Tangible assels Current assetsl{liabililies) Long term liabililies 1,351,872 214,921 (240,000) 1,351,872 214,921 (240,000) 1.326,793 1,326,793 Unrestrlcted funds 2023 Restrlcted funds 2023 Total 2023 At 31 March 2023: Tangible assets Current assetsl(liabilities) Long term liabilities 1,055,620 {77,883) (30,000) 311.646 1.367,266 {77,883) (30.000) 947,737 311,646 1,259,383 23 Related party transactlons There were no disclosable relaled parly transaclions during the year (2023 - none). -31
THE TURNER HOME NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2024 24 Cash generated from operations 2024 2023 Surplusl{deficil) for the year 67,410 (78,507) Adjustments for.. Investment income recognised in statement of financial activities Depreciation and impairment of tangible fixed assets (3,093) 60,038 (510) 50,705 Movements in working capital.. Decrease in stocks {Increase)Idecrease in debtors IDecrease)lincrease in creditors Increasel(decrease) in deferred income 2,734 (110,038) (125,487) 124,456 9,400 147,748 13.374 (75.252> Cash generated from operatlons 16,020 66,958 26 Analysls of changes In net funds At l Aprll 2023 Cash flow$At 31 March 2024 Cash at bank and in hand 222,816 183,827 406,643 Loans falling due within one year Loans falling due after more than one year (10,000) (30,000) 641 {210,000) (9,359) (240,000) 182.816 (25,532) 157,284 26 Golng Concern The financial statements are prepared on a Going Concern basis. which the TrusteeslDirectors believe to be appropriate having Considered the foreseeable future. Although the reserve levels fall below the target level, the Charity has made significant improvements over Ihe course of the year, and the unrestricled funds have generated a surplus for the Charity. This is expected to (x)ntinue for the foreseeable future. Budgets are prepared on a prudent basis of less than maximum occupancy. and these are showing that continued surpluses can be expected. Increased occupancy levels would generate further general funds. The Iruslees will continue to explore other avenues to raise additional funding. -32-