HOME SINCE 1883 TURNER MORE SPACE, LESS PACE Turner Home Trustees Annual Report and Financial Statements Dingle Lane, L8 9RN Liverpool 0151 727 4177 www.turnerl5verpool.com Content I. 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 (appolnted 19.07.2024) Bankers: Barclays Bank plc 48b & 50 Lord Street Llverpool L2 1TD Registered Auditors: Champion Accountants LLP 7-9 Station Road Hesketh Bank Preston PR4 6SN Registered Office: The princlpal place of business is Dingle Lane, Liverpool, L8 9RN. The registered office Is care of Brabners LLP at Horton House, Exchange Flags, Llverpool, L2 3YL. Key management personnel: Mr Karol Zwollnski - Managing Dlrector Mrs Laura Smith - Head of Flnance and People Mrs Natalie Desilva CQC Registered Manager Mrs Beth Roberts - Clinical Manager Trustees: Mr Anthony Rowan Mrs Helen White Mrs Catherine Johnson Mr Oliver Beaumont Mr Gary Wormald Mr Steven Draper 01 Introductions and Review of Achievements Welcome from the Managing Director It's a pleasure to introduce thls year's Annual Trustees Report and reflect on the Journey we've shared at Turner Home. Staying true to our purpose, we've remalned active and focused, worklng towards the goals set out In our master plan. Progress Is part of who we are. It's In our nature to grow, adapt and respond to the evolving needs of those we support, whlle never losing sight of the Importance of strong governance. I'm incredibly proud of the dedicatlon shown by our team throughout the year. Thelr commitment was recognSsed by the Care Quality Commlsslon, who rated us GOOD. Thls achlevement speaks volumes about the care, compasslon and professlonalism that runs through everythlng we do. But the work doesn't stop here. We contlnue to embed best practlce Into our culture, always looklng for ways to enhance the experlence of our resldents and strengthen the quallty of our services. I am especlally proud of the way our teams rlse to every challenge wlth creativity and heart. Nothlng Is ever too much for them. This year, there have been many moments worth celebratlng. One of the highllghts has been the transformation of our caterlng offer, whlch has had a posltive impact on residents, health and wellbeing. Our teams consistently think outslde the box to deliver the best posslble experience, and the Introductlon of muslc therapy sesslons has brought joy, calm and connection to many of our resldents. Our operational teams have also contlnued to make a meanlngful dlfference. Early In the year, we partnered with FRC to deliver Important upgrades that Improved comfort and wellbelng across our home. We've taken further steps to reduce our carbon footprint, thanks to support from the Key Fund. Thls partnership enabled us to modernise our heatlng systems and transltlon to energy-efficSent LED lighting, helplng us create a more sustaSnable environment for everyone. Karol Zwollnskl Managlng Dlrector 02 Introduction and Review of Achievements Welcome from our Chalr of the Board of Trustees As chair of the Board of trustees I am pleased to welcome you to our annual report and share with you some of the key achlevements over the past 12 months. and outline the challenges and ambitlons for the future. Perhaps the blggest achlevement has been the poslt5ve outcome of the recent Care Quallty Commlsslon Inspectlon resultlng In an overall ratlng of the servlce as 'GOOD" However, it Is Smportant to recognlse thls is the result of a culmlnatlon of actlvltles and only tells part of the story. Engaging with our resldents and thelr famllles, staff, volunteers and other agencles ensurlng everyone has a voice and feels heard Is essentlal to maklng sure we have a culture where everyone feels valued. part of a team and has the opportunlty for personal growth and development. I would encourage you to read the CQC Inspection report as while already mentloned the overall rating was 'GOOD" In my opinlon the text of the report provldes much greater depth on the Quallty of Care and Leadershlp, whlch Is reflected In both Care Plannlng and Leadership domalns belng rated as "Excellent" So whlle on behalf of my colleague Trustees, all our resldents and thelr famllles. I want to say a blg thank you to the staff team, In partlcular to recognlse thelr dedicatlon, professlonallsm and hard work, also for thelr on-golng commltment to ensurlng our charlty can continue to grow and develop, ensurlng we are able to provlde hlgh quallty care and support 365 days a year to meet local needs. As prevlously mentloned the health and soclal care system Is under the greatest pressure ever, and the past 12 months have been more so as demand for speclalSst mental health support has contlnued to grow thls Is reflected In the fact as I wrlte thls note our servlce Is at 1000/0 occupancy. As such we have a crltlcal role to malntaln and grow the support requlred to meet local needs. Over the past few years we have made great strldes In ensurlng our servlces are fit for purpose: ensurlng we recrult and maintain a skllled workforce: ensured we have the rlght level of resources and our Income Is sustalnable so we can dellver servlces that meet the resldents needs. But bulldlng on success, recognlslng our skllls and abllltles we are developlng a much greater ambltlon to meet future needs, contlnulng to develop our servlces both In terms of Quallty. the range and quantlty of the offer. Thls year we wlll: Malntaln and contlnue to develop our progresslve , person centred approach and Excellence In Care Plannlng and strlve towards "Outstandlng" Contlnue to strlve to be recognlsed and valued as an "Employer of Cholce" and Excellence In leadershlp, alongslde our workforce strategy to ensure full staffing Review and develop a long term vislon for local mental health and Turner's servlces Explore optlons to further utlllse the current bulldlng and 51te, wlth the potentlal to expand the offer Implement and utllise the 'Frlends of Turner" pollcy to ralse the profile of the services and garner wider support Explore opportunltles for phllanthropy Explore opportunities for greater collaboratlon across the sector to dellver greater efficlencles and expanslon of servlces Thls annual report wlll Inform you further of the achievements. challenges and performance of our Charlty over the last 12 months, In Ilne with our strategy and core purpose. all of which has been made posslble by the dedicatlon and commltment of all our supporters. In particular our staff and which is reflected in the CQC ratlng - together we wlll contlnue to Improve the servlces we provlde. both In terms of range and quallty, and go on to be rated as Outstandlng - ensuring that those who use our servlces "live their best lives" Mr M Farran Chair, on behalf of the Board of Trustees 03 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 2025. The Trustees have adopted the provislons 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 speclalist mental health nursing care home dedicated to providlng high-quality, tailored support exclusively for men with complex mental health needs. memory loss, and acquired braln Injuries. Our distinctive approach Iles In offering a men-only envlronment, something that is rare in the soclal care sector, allowlng us to address specific needs more effectlvely. We are dedlcated to recognlslng the best In everyone, helplng residents rediscover themselves and find happiness. We support men who have faced signiflcant changes due to illness or injury, enabling them to better respond to their thoughts and feellngs, 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, adaptabllity, upliftlng Interactions, and nurturing care, we foster an incluslve environment where everyone feels accepted. We alm to always remain proactlve 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. 04 Vision" Mission and Core Purpose MISSION We support those who, through illness or Injury, have altered perceptlons of the world, helplng them to respond differently to thelr thoughts and feelings, to stay safe, be happy and to have hope. VISION We Ilve In a world where men experlenclng slgnlflcant changes In thelr thoughts, feellngs or behavlours feel safe and supported to flnd ways to manage, to work through thelr challenges and to keep on Ilvlng thelr Ilfe wlthout fear or Isolation. OUR VALUES TURNER MOHI ¥PAGI. BELONGING DOING UPLIFTING NURTURING We feel proud to be part of Turner We are Iluid ond adaptable, always ready to help. We go out of our way to make thlngs hoppen. We love to hove fun and enjoy a good sense of humour. We do thoughtful thlngs that show we care. We keep on open mlnd, recognlslng other's needs ond never ludglng them. We Ilke to put smlles on people's foces. We are generous ond go above ond beyond. We work hard and effectively juggle our responsibilitles. We flnd the positlves and quickly bounce back from the occoslonal bad days. We recognlse each other's strengths and hidden tal8nts. We help people to feel safe and secure. We belleve In falrness and moke sure everyonè 1$ Included. W& always want things to improve and do on even botterlob. We take tlme to get to know people and Ilsten to tham. We keep our eyes open, remalnlng observant to what's happening around us. 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. Our aim is to provide all residents (male only) with a life that is as normal as possible, glven their indlvidual health and care needs. The Home provides this in homely surroundings with care that wlll enable people to live as independently as possible with privacy, dignity and appropriate informatlon 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 authorltles responslble for funding placements for indlvlduals wlth complex mental health needs. Local authorltles recognlse the Importance of our care home that cater excluslvely to men with dlagnoses such as mental health challenges, memory loss, and acqulred braln Injurles. Turner Home stands out as one of the few care homes provldlng thls unlque and essentlal servlce, maklng It an attractlve optlon for local authorltles seeklng approprlate placements for thelr cllents. WHY LOCAL AUTHORITIES CHOOSE TURNER HOME Turner Home's speclallsed care for men wlth complex mental health needs makes us a preferred partner for local authorltles. By addresslng a crltlcal communlty need, we allgn wlth authorltles, objectlves to provlde focused care. Our commltment to resldents, well-belng and Improved outcomes strengthens collaboratlons wlth counclls Ilke Llverpool City Councll, comprlslng 600/0 of our Income. Turner Home's tallored approach makes us the go-to choice for local authorities seeking speclalized care solutlons. PUBLIC BENEFIT STATEMENT The Trustees have complied with the duty In sectlon 17(5) of the Charlties Act 2011 and confirm that they have referred to the guidance contained In the Charlty Commission's general guldance on public beneflt when reviewlng the charity's aims and objectlves and In plannlng future actions. 06 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, risk 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 financlal health and operational integrity. QUALITY COMirrIEE The Quality Committee plays a vltal role In Turner Home's governance. Thls committee focuses on audit, assurance. and reportlng arrangements, which are fundamental to good governance. Its purpose is to provlde Independent assurance to the Board of Trustees regarding our compliance, and control frameworks, aligning wlth the Board Assurance Framework and regulatory requlrements. The committee oversees Internal and external audits, ensuring that efficlent and effective assurance arrangements are in place, which Is essential for maintaining transparency and accountability. THIRD PARTY ASSURANCE We measure our performance through a varlety of methods, including conductlng 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 07 Our Impact SUMMARY OF THE YEAR This year has been one of meaningful progress, reflection, and continued commitment to excellence at Turner Home. Our unique men-only envlronment continues to be a cornerstone of our approach, enabling us to respond effectively to complex needs such as mental health, memory loss, and acquired brain injuries. Through close collaboratlon with staff and resldents, we have refined our mlssion and values, ensuring they remain allgned wlth our operational goals and the evolvlng needs of those we support. Llstening to feedback remalns central to our culture. By actlng on insights from stakeholders, we've seen a positive shlft in satlsfaction levels, with employee Net Promoter Scores reaching 40 and resldent scores at 20, Resldents have played an actlve role in recruitment and decision-making, helpSng us bulld meaningful partnerships Sn care. These co-productive approaches are a key focus of our Master Plan, whlch aims to further enhance services and deepen resident involvement. Our cllnlcal team has conslstently delSvered hlgh standards of care, supported by both Internal and external peer reviews. Thelr proactlve InterventSons and commltment to contSnuous Improvement have helped us malntaln strong cllnlcal governance. Regular audlts and revlews ensure quallty and safety, while Investments In multidisclplinary servlces and technology have further enhanced the experlence and well-belng of our resldents. We are proud of the creativity and dedlcatlon shown by our teams. Thls year, we Introduced changes to our caterlng offer that have had a posltlve impact on residents, health and well-belng. We also launched muslc therapy sessions, which have brought comfort, joy, and connection to many of our residents. These initlatives reflect our commitment to thlnking differently and always putting residents at the heart of what we do. As a charlty with over 140 years of history, we remaln commltted to growth and sustainablllty. Thls year, we Introduced our phllanthropy strategy, the '150 Circle, of supporters, to help dlversify our income and strengthen our role as a community landmark. Alongslde thls, we've taken steps to rediscover our herltage and celebrate the legacy that continues to shape our future. We also undertook a comprehenslve revlew of our rlsk management processes, supported by our colleagues at Ecclesiastical. Thls led to the introductlon of a new enterprise risk management framework, now embedded across our organlsatlon, helplng us remaln resillent and responslve In a changing envlronment. Our commltment to listening extends to our staff. In response to employee feedback, we launched the 'You Sald, Together We Will... Inltiative, working closely wlth teams to implement meaningful changes. Thls collaborative approach has been recognlsed Internally and has contributed to increased staff satlsfaction across the organlsation. As we look ahead, we remaln focused on our mlssion: to provlde compassionate, person-centred care in a safe, Inclusive and forward-thlnking environment. 08 Our Impact RESIDENTS IMPACT At Turner Home, our commitment to person-centred care Is reflected Sn every aspect of our servlce. We take prlde In dellverlng a hollstlc. wraparound approach that ensures each resldent receives high-quallty support tailored to thelr Indlvldual needs. Our dedlcated cllnlcal team, led by an experlenced Cllnlcal Manager {RMN), Includes elght skllled nurses who brlng a wealth of expertlse to the home. Worklng alongside five team leaders and 63 healthcare asslstants, thls muStldlsclplinary team provldes round-the-clock care to our resldents. Together, they create a safe, nurturlng envlronment where every resldent Is supported with dlgnlty and respect. Supportlng our clSnlcal efforts Is our CQC-reglstered Operatlonal Manager, who leads on servlce compllance and safety Improvements. Thls focus on regulatory standards and best practlces ensures that Turner Home remalns a well- managed, responslve settlng where contlnuous Improvement Is embedded In our culture. Our residents beneflt from Ilvlng In a home where safety, comfort, and quallty of care are always prlorlt55ed. To further enhance outcomes, we have Invested In addltlonal support from our local GP practlce. Thls partnershlp has led to a reduction In hospltal admlsslons, thanks to more effective management of health needs wlthln the home. Resldents now benefit from tlmely Interventlons and contlnulty of care, contrlbutlng to Improved well-belng and stablllty. We have also strengthened our physiotherapy provlslon through a partnershlp wlth Clty Rehab. Over the past 12 months, resldents have received tallored. evldence-based physlotherapy alongside staff tralnlng and collaboratlve support. The Impact has been slgniflcant. Quantitative measures showed a 48 % average Improvement In the Functlonal Reach Test (FRT), a 20 % increase In moblllty. Resldent feedback has been overwhelmlngly posltlve, with 870/0 agreelng the programme helped reduce thelr fall rlsk and 80% reportlng Improved transfer ablllty. Thls collaboratlve approach has not onSy Improved physlcal health but also contributed to emotional well-belng and safety. The physiotherapy programme has empowered resldents, reduced fall rlsk. and supported staff In dellverlng Informed, effectlve care. IMPACT ON OUR PEOPLE AND COMMUNITY Turner Home Is deeply commltted to creatlng a posStlve and lastlng Impact not only on the Ilves of our resldents but also on our employees, the local comrnunlty, and the future healthcare workforce. Sltuated in one of Llverpool's most economlcally challenged area. Turner Home plays a slgnlficant role In generatlng employment opportunltles and offering falr wages, ensurlng that our staff's hard work and dedicatlon are acknowledged and appreciated. Our partnershlp wlth local Unlversltles allows us to host nurslng and soclal work placements, providlng students wlth hands-on experience that enrlches their theoretlcal knowledge. Between April 24 and March 25. we proudly hosted nurslng and nurslng assoclate student placements. demonstrating our commitment to nurturing the next generatlon of healthcare professlonals. As custodlans of the Grade II listed bulldlng, Turner Home contlnues to fulfill Its orlglnal mission of provlding care and support for men facing mental health challenges. Our dedlcatlon to preservlng our heritage not only enrlches the character of our community but also ensures that the hlstory and legacy of the building are treasured and upheld for generatlons to come. 09 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 resldents are determined by the hosting local authority and are reviewed annually to account for changes in the soclo-economic landscape. For privately funded placements and those outslde the Llverpool City Region, we utilise a personalised bandlng system to set our fees. Thls system allows us to tailor prlclng based on the speciflc needs and circumstances of each resident. ensuring falrness and transparency. OTHER INCOME We have diversified our Income streams by provldlng student practice placements, which are funded by NHS England (NHSE). This not only brings in additional revenue but also supports the development of future healthcare professionals. KEY COSTS At Turner Home, we diligently manage varlous operational costs to maintaln our high standards of care and services. These expenses primarily comprise stafflng, tralning, utllltles, malntenance, regulatory compliance and medical supplies. Our dedicated team closely monitors and optimises these costs, striking a delicate balance between providlng top-quality care and ensuring financial sustainability. To maintain a sustainable operatlon, 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 wlth prevailing economic conditlons 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 financial model assumes that we will maintain at least 93 % 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 dellvering exceptional care to our residents. 10 Summary Financial Statements 2023-24 2024- 25 INCOME RESIDENTIAL & NURSING £4,198,169 £4,734,215 OTHER £24,979 £ 18,401 TOTAL INCOME £4,223.148 £4,752,616 EXPENDITURE COST OF CARE £4.085.179 £4,322,869 SUPPORT COSTS £70,559 £112,467 TOTAL EXPENDITURE E4,155,738 £4,435,336 NET INCOME £67,410 £317,280 NET MOVEMENT IN FUNDS £67,410 £317,280 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 unrestrlcted reserves, based on the unrestricted direct charitable expenditure for last year, which equates to £1,109,000. At the end of the year, the Charity held general free funds totalling £1,644,073 (funds that are not restrlcted or otherwise designated for specific purposes). After deducting net long-term assets (fixed assets (£1,419,000) less loans due after more than one year (£264,000), totalling £1.155,000) which, therefore, are not liquid funds. Consequently, the net current assets available for day-to-day use are £489,000, which corresponds to 1 .3 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 with the needs of the Charity. When opportunity presents itself, investments will be made that benefit the longevity of the Charity. Risk and Relationships MAIN RISKS Financial Stabllity Ensuring consistent fundlng from local authoritles and maintaining a balanced budget can be challenging, especlally wlth fluctuating economlc conditions and potentlal changes in government fundlng policies. Level of Rlsk: High Mitigation Strategy: Diverslficatlon: Continue to dlverslfy Income streams through private placements and student practice placements as well as BDI Inltlatives Annual Fee Revlews: Regularly revlew and adjust fees based on the socS0-economic landscape to ensure they cover costs and generate a surplus. Cost Management: Implement strlngent cost management practlces to ensure operatlonal efficiency. Reputatlon Management Maintalnlng a posltive reputation Is cruclal for attracting resldents and securlng funding. Negative incldents or reviews could slgnlflcantly Impact the business. Level of Rlsk: Medlum Mltlgation Strategy: Quality Assurance: Implement robust quallty assurance processes to ensure hlgh standards of care and servlce. Feedback Systems: Establish effective feedback mechanlsms to quickly address any Issues or concerns raised by residents and theSr famS1Ses. Communlty Engagement: Engage wlth the local communlty and stakeholders to build strong, posltlve relationships and a supportive network. Competltlon The presence of other care homes and new entrants Into the market can pose a competitive threat. Level of Risk: Medium Mltlgation Strategy: Unlque Selling Propositlon: Emphaslse Turner Home's unlque focus on men-only care with speclalised services for complex mental health issues, memory loss, and acquired braln Injuries. Quality of Care: Maintain and continually Improve the hlgh standard of care to build and sustain a strong reputatlon. Marketing and Outreach: Increase marketing efforts to highlight Turner Home's unique offerlngs and success stories. Risk and Relationships KEY STRATEGIC RELATIONSHIPS At Turner Home, collaboration is central to how we deliver care and shape our future. We work closely wSth a dlverse range of partners and supporters to ensure our servlces reflect best practice and contlnue to evolve in response to the needs of our resldents and the wider communlty. Our multld5sclpllnary approach brlngs together doctors, nurses, therapists and soclal workers to provlde comprehenslve, person-centred care. This integrated model ensures that every aspect of a resldent's health and wellbeing Is thoughtfully addressed, creatlng a safe and responslve envlronment where individuals can thrive. We malntaln strong relatSonshlps wlth commlssloners from local authorltles and health servlces, securlng fundlng and placements that reflect both communlty needs and the expectations of our partners. These collaboratlons help us remain agile and accessible, ensuring our services are sustainable and allgned wlth local priorlties. To support our growth and maSntain operatlonal excellence, we engage wlth external consultants across key areas 5ncludlng buslness development, marketing, caterlng, heritage and buildlng malntenance. Their expertlse enables us to expand our services, dellver hlgh-quality meals and preserve our facllltles to the highest standards. Independent auditors also play a vltal role In assesslng our servlces, supportlng our development. We also place great Smportance on engaging wlth the famllles and loved ones of our resldents. Thelr feedback Is essential In shaplng our care practlces and ensurlng that Turner Home remalns a place of warmth, safety and belonglng. We believe that partnershlp Is not Just beneficlal, it Is essentSal. The health and care sector must work together to create better outcomes for the communltles we serve. That's why we've Joined Well Placed, a collaborative group of strateglc 5eaders from Liverpool's third sector health, wellbeing and care providers. Through thls partnership. we are helping to transform how the sector engages with public services, raise the profile of third sector contributions, and create clearer pathways for commissioners and partners to connect with our work. This shared commitment to collaboration strengthens our volce and helps us drlve meaningful change across the region. 13 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 Is focused on honouring Turner Home's hlstorlc legacy while preparlng for future growth. We are exploring opportunltles to extend the building, optimlse room capaclty and Introduce speciallsed spaces for enhanced care packages. By seeklng grant fundlng for professional assessments, we are ensurlng that any development protects the integrity of our heritage whlle supportlng the evolving needs of our. resldents and strengthening the future of our organisatlon. THEME TWO: MAXIMISING THE MARGIN WE DERIVE FROM EXISTING 'IN-HOUSE SERVICES,. We are commltted to making the most of our exlstlng resources and expertlse by developlng Innovative In-house servlces that respond to unmet needs in our community. Inltiatlves such as Meals on Wheels allow us to collaborate with other care provlders, Includlng extra care and resldential sites, to extend our reach and ensure vulnerable Indlvlduals receive essential nutrltlon and support. THEME THREE: WORKING TOWARDS NET ZERO CARBON FOOTPRINT Envlronmental sustainability is a core principle of our strategy. We are commltted to reduclng our carbon footprlnt and fosterlng a culture of contlnuous improvement. In > vresponse to our environmental audit, we are taking decislve action through our in- house Environmental Sustainability Group, identifying and implementing opportunitles that will drive long-term positive change across our organisation. 14 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 preparlng 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 accountlng policies and then apply them conslstently; 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 materlal departures dlsclosed and explained in the financial statements; and prepare the financial statements on a going concern basis unless it Is Inapproprlate to presume that the charitable company wlll continue in business. The Trustees are responslble for keeping proper accountlng records, whlch 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 wlth 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 unauthorlsed use and to prevent and detect fraud and other irregularities. Leadership Team The running of the Charity led by the Managing Director is undertaken by the Leadership team following delegated powers of authority. The Leadershlp team consists of: Managing Director Head of Finance and People 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. 15 Statement of trustees responsibilities TRUSTEES PERFORMANCE The Chair of Trustees meets with individual trustees every April to talk about their contribution to the Board and to the organisation as a whole. The Chair also has an appraisal done by the Vlce Chair, and committee members have an annual meeting with the relevant Chair to talk about thelr experience of volunteering for Turner Home and their contributlon to their committee. The Board also does a review of its own performance and on the skills and expertise of our Board members on a biennial basis, as well as self-assessments against the Charity Governance Code. This helps us to make sure trustees are acting in line with best practice. Our teams regularly come to Board meetings to talk about the different parts of what they do, and our trustees often get out and about to vlslt our servlces throughout the year. Trustees are also expected to regularly attend Board and sub-committee meetings. These elements of trustee performance are reported to the Governance Committee every 6 months. DELEGATION OF AUTHORITY The Board of Trustees give our Managing Director responslblllty for the day-to-day worklngs and development of Turner Home. and for making sure Turner Home is moving in the right dlrection towards our goals. We've got a delegation of authority framework, which allows our trustees to delegate authority in a structured way. Before every Board meeting, our trustees are given a range of things to read through which glve them updates on how Turner Home Is doing, so they've always got a great picture of what's going on and what our next steps are. Trustees are also kept up-to- speed on any risks they need to be aware of, and our Finance and Governance Sub-committee looks at Turner Home strateglc risk register really closely before our whole Board sees It and gives their views. The Board is also involved in making decisions about collaborations with other charitles or organisatlons. TRUSTEES, STATEMENT ON PUBLIC BENEFIT Turner Homes, vision is to ensure those who are experienclng slgnificant changes in their thoughts, feelings or behaviours feel safe and supported to find ways to manage. Turner Home trustees therefore confirm that they have complied with the duty in section 17 of the Charities Act 2011 to have due regard to the public benefit guidance published by the Charity Commission in determining the activities undertaken by the charity. Statement of trustees responsibilities LEGAL Company secretarial and governance advice is provided by Brabners LLP. Board Sub Committees Finance and Governance Committee: The FGC. 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. Quality Committee: Provide oversight and guldance on audit, assurance, and compllance matters to ensure the organissation's adherence to legal, regulatory, and ethical standards. The Committee's prlrnary purpose is to support the Board of Directors in fulfilling Its fiduciary responsibilities by monitoring and evaluatlng 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 informatlon of whlch the charltable company's auditors are unaware, and each Trustee has taken all the steps that he or she ought to have taken as a Trustee in order to make himself or herself aware of any relevant audlt information and to establish that the charitable company's auditors are aware of that Informatlon. Auditors Champion Accountants LLP were appolnted as auditors for the audit of the financlal statements for the year ended 31 March 2025 and subsequent years. This report has been prepared in accordance with the special provisions of Part 15 of the Companies Act relating to small companies. Approved by the Board of Trustees on and signed on its behalf by: Date: 2211212025 Signature". Mr Anthony Rowan 17 HOME SINCE_1883 TURNER MORE SPACE, LESS PACE Dlngle Lane, L8 9Rn Llverpool 0151 727 41 77 www.turnerliverpool.com Charity registration number 1022689 Company registration number 02821762 {England and Wales) THE TURNER HOME ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 THE TURNER HOME INDEPENDENT AUDITOR'S REPORT TO THE TRUSTEES OF THE TURNER HOME Oplnlon We have audited the financial statements of The Turner Home (the 'charily') for the year ended 31 March 2025 which comprise Ihe slatemenl of financial activilies, Ihe balance sheet. the slalement of cash flows and notes to the financial slatemenls, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and Uniled Kingdom Accounling Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in Ihe UK and Republic of Ireland (United Kingdom Generally Accepled Accounling Practice). In our opinion. the financial slalements: give a true and fair view of the slate of the charitable company's affairs as at 31 March 2025 and of ils incoming resources and applicalion of resources. for the year then ended., have been properly prepared in aeKOrdan￿ with United Kingdom Generally Accepted Accounting Pra¢liGe; and have been prepared in accordance with the requirements of the Companies Act 2006. Ba818 for oplnlon We conducted our audit in accordance with Internalional Standards on Auditing (UK) {ISAs (UK)) and applicable law. Our responsibilities under Ihose standards are furlher described in Ihe Audilorfs responsibilities for Ihe audil of Ilie financial slalemenls seclion of our report. We are independent of the charily in accordance with the ethical requirements that are relevant to our audit of the financial slatemenls in Ihe UK, including the FRC'S Ethical Standard. and we have fulfilled our other ethical responsibilities in accordance with Ihese requirements. We believe that Ihe audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Conclu81ons relating to golng concern In auditing the financial slalemenls, we have concluded thal Ihe Iruslees, use of Ihe going concern basis of accounting in the preparalion of Ihe financial slalemenls is appropriale. Based on the work we have performed. we have not idenlified any malerial uncertainties relaling lo evenls or conditions Ihal, individually or collectively, may cast significanl doubl on the charity's ability lo continue as a going concern for a period of at least twelve months from when the financial statements are aulhorised for issue. Our responsibilities and Ihe responsibilities of the truslees with respect to going concern are described in the relevanl sections of this report. Other Informatlon The other information comprises the information Included in Ihe annual report other than the financial stalemenls and our auditor's report Ihereon. The Iruslees are responsible for Ihe other informalion contained within the annual report. Our opinion on the financial slalements does not cover the other informalion and we do not express any form of assurance conclusion Ihereon. Our responsibilily is to read Ihe olher informalion and, in doing so, consider whether the other information is materially inconsistent wilh Ihe financial slalements or our knowledge obtained in the course of the audil, or olherwise appears to be materially misstated. If we idenlify such material inconsistencies or apparent material misstatements. we are required to delermine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed. we conclude thal there is a material misslalement of this olher information, we are required to report that fact. We have nothing to report in Ihis regard. Matters on whlch we are fequired to report by exceptlon We have nolhing lo report in respect of the following matters in relation to which the Charities (Accounts and Reports) Regulations 2008 requires us to report to you if, in our opinion.. Ihe information given in the financial statemenls is inconsistent in any material respect with Ihe trustees, report.. or sufficient accounting records have not been kept- or Ihe financial slatemenls are not in agreemenl with the accounting record5- or we have not received all the information and explanations we require for our audit. THE TURNER HOME INDEPENDENT AUDITOR'S REPORT (CONTINUED) TO THE TRUSTEES OF THE TURNER HOME Responslbllltlès of trustees As explained more fully in the statement of trustees. responsibilities, the trustees, who are also the directors of the charity for the purpose of company law. afe responsible for Ihe preparation of the financial slalements and for being satisfied Ihat 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 slalements. the trustees are responsible for assessing Ihe charily's abilily to continue as a going concern, disclosing, as applicable, matters related lo going concern and using the going oncern basis of accounting unless the Iruslees either intend lo liquidate the charilable company or lo cease operalions, or have no realistic allernalive bul to do so. Audltor's respon8lbllStles for th8 audlt of the flnanclal Ststements We have been appointed as auditor under section 144 of the Charities Act 2011 and report in accordance with the Act and relevant regulations made or having effect Ihereunder. Our objedives are lo obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error. and lo issue an auditorfs report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee Ihat an audit conducted in accordancé wilh ISAS (UK) will always delect a material misslatemenl when it exists. Misslalemenls can arise from fraud or error and are considered material if, individually or in the aggiegale. they could reasonably be expected to influence the economic decisions of users taken on Ihe basis of th8se financial stalemenls. The extenl lo which our procedures are capable of detecting irregularities. including fraud, is detailed below. We understood the legal and regulatory frameworks applicable to the Charity and ils sector, identifying the Charities Act 2011, the Health and Social Care Act 2008. Employment regulation, and Heallh and Safely legislation as most significant. We assessed the Charity's compliance by inquiring with management and evaluated the financial stalemenls, sus¢eplibilily lo material misslalemenl, includin9 fraud. Audil procedures included assessing control effectiveness to prevent and delecl fraud, understanding governance's consideralion of control override or inappropriate influence. challenging management's assumptions and judgements in significant accounting eslimales, and identifying and lesling journal entries, especially Ihose with unusual account combinations. A further descriplion of our responsibilities is available on the Financi81 Reporting Council's website at.. hllps'.11 www.frc.org.ukJauditorsresponsibililies. This doscriplion forms part of our auditorfs report. Use of our report This report is made solely to the ¢harily's trustees, as 8 body, in accordance with Parl 4 of the Charities (Accounts and Reports) Regulations 2008. Our audit work has been undertaken so thal we might state to the charily's Irustees those matlers we are required lo slate lo them in an auditor's report and for no other purpose. To the fullest exlenl permitled by law. we do not accept or assume responsibility lo anyone other than the charity and the charity's trustees as a body, for our audit work. for this report, or for the opinions we have formed. Peter Buck FCA, DChA {Senlor Slatutory Audilor) For and on behalf of Champion Accountants LLP. Statutory Auditor Chartered Accounlanls 7-9 Slalion Road Hesketh Bank Preslon Lancashire PR4 6SN Date.. 2z Champion AGcounlanls LLP is eligible for appoinlmenl as auditor of the charity by virtue of its eligibility for appointment as audilor of a company under section 1212 of the Companies Act 21X)6. THE TURNER HOME STATEMENT OF FINANCIAL ACTIVITIES INCLUDING INCOME AND EXPENDITURE ACCOUNT FOR THE YEAR ENDED 31 MARCH 2025 Current flnanclal year Unrestricted funds 2025 Total 2024 Notes Incomè and endowments from: Donations and legacies Charitable aclivilies Investments Olher income 37 4.734,215 5,938 12,426 19,546 4,200,209 3,093 300 Total Income 4.752,616 4,223,148 Expendlture on: Charitable activities 4,435.336 4,155,738 Total expendlture 4.435,336 4.155,738 Nèt Income 317,280 67,410 Net movement In fund8 317,280 67,410 Reconclllatlon of funds: Fund balances at 1 April 2024 1,326,793 1,259,383 Fund balance8 at 31 March 2025 1.644,073 1,326,793 The slalemer)l of financial aclivities includes all gains and losses recognised in Ihe year. All income and expenditure derive from continuing aclivilies. THE TURNER HOME STATEMENT OF FINANCIAL ACTIVITIES (CONTINUED) INCLUDING INCOME AND EXPENDITURE ACCOUNT FOR THE YEAR ENDED 31 MARCH 2025 Prlor flnancial year Unrestricted funds 2024 Restrlcted funds 2024 Total 2024 Notes Income and endowments from: Donalions and legacies Charilable aclivilies Inveslments Other income 1,846 4.200,209 3,093 300 17.700 19,546 4,200,209 3,093 300 Totsl Income 4,205,448 17.700 4,223,148 Expendlture on: Charilable activities 4.126,395 29.343 4,155.738 Total expendlture 4,126,395 29.343 4,155,738 Net Incomellexpendlture) 79,053 {11.643) 67.410 Transfers between funds 300,003 (300.003) Net movement In funds 379,056 (311,646) 67,410 Reconclllatlon of fund8: Fund balances at 1 April 2023 947,737 311,646 1,259,383 Fund balances at 31 March 2024 1.326,793 1,326,793 THE TURNER HOME BALANCE SHEET AS AT31 MARCH 2025 2025 2024 Notes Flxed assets Tangible assets 13 1.418.728 1.351,872 Current assets Stocks Deblors Cash at bank and in hand 14 15 12,122 773,483 413,990 7,439 540.478 406,643 1.199.595 954,560 Credltors: amounts falling due wlthln one year 17 (710,453) (739,639) Net current assets 489.142 214.921 Total assets less current1Sabllltles 1,907,870 1,566.793 Credltors.. amounts falltng due after more than one year 18 {263,797) (240,000) Net assets 1,644.073 1.326,793 The funds of the charity Unreslricled funds 21 1,644.073 1,326,793 1.644,073 1,328,793 The company is enlilled to the exemption from the audit requirement contained in section 477 of the Companies Act 2006, for the year ended 31 March 2025. The directors acknowledge Iheir responsibilities for complying with the requirements of the Companies Act 2006 with respect lo accounting records and Ihe preparation of financial slalements. The members have not required the company lo oblain an audit of ils financial stalemenls under the requirements of Ihe Companies Act 2006, for Ihe year in question in accordance with section 476. These financial slalements have been prepared in accordan￿ with the provisions applicable to companies subject to the small companies regime. The financial slalemenls were approved by Ihe Irustees on . 2211212025 MrA Rowan Trustee Company registralion number 02821762 (England and Wales) THE TURNER HOME STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31 MARCH 2025 2025 2024 Notes Cash flows from operatlng activities Cash generated from operalions 53.550 16.020 Investlng actlvltles Purchase of tangible fixed assets Investment income received (139.645) 5.938 (44,645) 3,093 Nèt cash u89d In Investlng actlvltles {133.707) (41,552) Flnanclng actlvltles Proceeds from new bank loans 87,504 209,359 Net cash generated from flnanclng actlvltleB 87,504 209,359 Net Incr8a88 In cash and cash equlvalents 7.347 183,827 Cash and cash equivalents al beginning of year 406,643 222,816 Ca8h and cash equlvalents at end of year 413,990 406,643 THE TURNER HOME NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 Accountlng pollcles Charity Information The Turner Home is a private company limited by guarantee incorporated in England and Wales. The fegistered office is Graeme Hughes, Brabners LLP. Horton House. Exchange Flags. Liverpool, Merseyside, L2 3YL. 1.1 Accountlng conventlon The financial slalements have been prepared in accordance with the charity's Memorandum and Articles of Association as amended by special resolutions daled 28 June 2004, 17 March 2015 and 17 March 2019, the Companies Act 2006. FRS 102 "The Financial Reporting Standard applicable in Ihe UK and Republic of Ireland" ("FRS 102") and the Charities SORP "Accounting and Reporting by Charities.. Slalemenl of Recommended Practice applicable to charities preparing Iheir accounts in accordance wilh the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)" (effedive 1 January 2019). The charity is a Public Benefit Entity as defined by FRS 102. The financial statements are prepared in sterling, which is Ihe functional curfency of the charily. Monetary amounts in thesé financial statements are rounded to Ihe nearest £. The financial statements have been prepared under the historical cost convention, modified to Include the revaluation of freehold Properties and lo include investment properiies and certain financial instruments at fair value. The principal accounting policies adopted are set out below. 1.2 Golng concern At Ihe lime of approving the financial slatemenls. the trustees have a reasonable expeclation that the charily has adequate resources lo continue in operalional exislence for the foreseeable future. Thus the Iruslees continue lo adopt the going concern basis of accounling in preparing Ihe financial slalemenls. 1.3 Charltable funds Unrestricled funds are available for use al the discretion of the trustees in furtherance of their charitable objectives. Designated funds are free reserves Ihal have been designated by Ihe tTuslees for specific purposes. Thése are further disclosed in Ihe notes lo the a¢￿unIs. ReslriGled funds are subject to specific condilions by donors or granlors as to how Ihey may be used. The purposes and uses of the restricted funds are set oul in Ihe notes to the financial slalemenls. Endowment funds are subject to specific conditions by donors that the capital musl be maintained by thè charily. 1.4 Income Income is recognised when Ihe charily is legally enlilled to il after any performance conditions have been mel, the amounls 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 charily has been notified of Ihe 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 Ihe charity has been nolified of an impending distribution, Ihe amount is known, and receipt is expected. If the amount is not known, the legacy is treated as a conlingent asset. THE TURNER HOME NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 Accountlng policles (Contlnued) 1.5 Expenditure Expendilure is recognised once Ihere is a legal or conslruclive obligalion to transfer economic benefit to a Ihird party, it is probable that a transfer of economic benefits will be required in selllemenl. and the amount of Ihe obligation can be measured reliably. Expenditure is classified by activity. The cosls of each aclivily are made up of Ihe total of direct costs and shared costs, including support costs involved in undertaking each activity. Direct costs atlributable to a single activity are allocaled directly to that aclivily. Shared costs which conlribule to more than one aclivily and support costs which are not atlribulable to a single aclivily are apportioned between Ihose activilies on a basis consistent wilh the use of resources. Central staff costs are allocated on the basis of lime spent, and depreciation charges are allocated on tho portion of the asset's use. 1.6 Tanglble flxed a88ets Tangible fixed assets are initially measured at cost and subsequently measured at cost or valuation, net of deprèciation and any impairment lossès. Depreciation is recognised so as lo write off the cost or valualion of assets less their residual values over thelr useful lives on the following bases.. Freehold land and buildings Fixtures and fittings Computers Motor vehicl&s 2% on cost 200A on cosl 25% on cost 20% on cost The galn or loss arislng on the disposal ol an asset is determlned as the differen￿ belween the sale proceeds and the carrying value of the assel, and is recognised in Ihe slalemenl of financial aclivilies. 1.7 Impalrment of fSxed asset8 At each reporting end date. the charily reviews the carrying amounts of ils tangible assets to determine whelher there is any indication Ihal those assels have suffered an impairment loss. If any such indication exists, the recoverable amount of the asset is eslimaled in order to determine the extent of the impairment loss (if any). 1.8 Stocks Stocks are slated at the lower of cost and eslimated selling price less cosls to complete and sell. Cost comprises direct materials and. where applicable, direct labour costs and those overheads thal have been incurred in bringing the stocks to their present localion and condition. Items held for distribution at no or nomlnal consideration are measured Ihe lower of replacemenl cost and cost. Net realisable value is the estimated selling prtce less all eslimaled costs of completion and costs to be Incurred in rnarkeling. selling and distribution. 1.9 Cash and cash equlvalents Cash and cash equivalents include cash in hand, deposits held al call with banks, olher short-term liquid investments wilh original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities. THE TURNER HOME NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 Accounting policies {Continued) 1.10 Financial instruments The charily has elected lo apply the provisions of Seclion 11 'Basic Financial Instruments. and Section 12 'Olher Financial Instruments Issues, of FRS 102 to all of ils financial instruments. Financial inslrumenls are recognised in the charily's balance sheel when the Gharity becomes party to the contractual provisions of the inslrument. Financial assets and liabilities are offset, wilh the net amounls presented in the financial slatemenls, when there is a legally enforceable right to set off the recognised amounts and there is an intention to sellle on a net basis or to realise the asset and seltle the liability simultaneously. 8aslc Ilnanclal assees Basic financial assets, which include debtors and cash and bank balances, are initially measured at Iransaclion price including transaction costs and are subsequently carried at amorlised cost using the effective interest method unless the arrangement conslilules a financing Iransaclion, where the Iransaclion is measured al the present value of the fulure receipts discounled al a market rate of inlerest. Financial assels classified as receivable within one year are not amortised. Baslc flnancl81 liabillties Basic financial liabilities, including creditors and bank108ns are initially recognised al Iransaclion price unless the arrangement conslitutes a financing transaGlion, where Ihe debt instrument is measured at the presenl value of Ihe fulure payments discounted at a market rale ol interest. Financlal liabililies Classifièd as payable within one year are not amortised. Debt instruments are subsequently carried al amortised cost. using the effective interest rale method. Trade creditors are obligations to pay for goods or services that have been acquired in Ihe ordinary course of operations from suppliers. Amounts payable are classified as current liabililies if payment is due wilhin one year or less. If not, they are presented as non-current liabilities. Trade creditors are recognised inilially at Iransaclion price and subsequently measured al amortised cost using the effeclive interest melhod. Derecognltlon of flnanclal Ilablli(les Financial liabilities are der6cognised when the charily's contractual obligations expire or are discharged or cancelled. 1.11 Employee beneflts The cost of any unused holiday enlillernent is recognised in the period in which the employee's seNices are received. Termination benefits are recognised immediately as an expense when the charity is demonslrably commilled to leiminate the employment of an employee or lo provide termination benefits. Critical ac¢ountlng estlmates and Judgements In the application of the charity's accounting policies. the trustees are required to make judgemenls, eslimales and assumptions about the carrying amount of assets and liabililies that are not readily apparent from olher souices. The estimates and associated assumptions are based on historical experience and other factors Ihat are considered lo be relevant. Aclual results may differ from these eslimales. The estimates and underlying assumplions are reviewed on an ongoing basis. Revisions lo accounting eslimales are recognised in Ihe period in which the eslimale is revised where Ihe revision affecls only Ihal period, or in the period of the revision and future periods where the revision affects bolh current and fulure periods. THE TURNER HOME NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 Income from donations and legacles Unrestricted Restrlcted funds funds 2025 2025 Total Unrestrictèd Restricted funds funds 2024 2024 Total 2025 2024 Donations and gifts Grants 37 37 358 1.488 358 19.188 17,700 37 37 1.846 17,700 19,546 Income from charitable actlvltles Unrestrlcted Unrestrlcted funds fund8 2025 2024 Provlslon of resldentlal servlces Residenlial care Chaiilable rental income 4,734,215 4.198,169 2,040 4,734,215 4,200,209 Income from Investments Unrestrlcted Unre8trlcted fund8 funds 2025 2024 Interest receivable 5.938 3,093 Other Income Unrestrlcted Unrestri¢ted funds funds 2025 2024 Sundry income 12,426 300 10- THE TURNER HOME NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 Expenditure on charitsble activities Provlslon of Provision of residential residential services services 2025 2024 Dlrect costs Staff costs Depreciation and impairment Motor Repairs Domestic expenses Olher relaled expenses Other expenses Bad debts 2.902,222 72,790 2,542,957 60,037 5.179 199,010 424,373 711,601 137,494 4,528 341,792 445,497 447,883 102.751 9.934 4,322.869 4.085,179 Share of support and governance costs18ee note 81 Support 112,467 70,559 4.435,336 4,155,738 Analysls by fund Unreslricled funds - general Reslricled funds 4,435,336 4,126.395 29,343 4,435.336 4.155.738 Support costs allocated to acllvllles 2025 2024 Governance costs 112.467 70,559 Analysed between: Provision of residential servi￿$ 112,467 70.559 2025 2024 Governance costs comprisè: Audit fees Legal and professional 14,770 97,697 16.340 54,219 112,467 70,559 11 THE TURNER HOME NOTES TO THE FINANCIAL STATEMENTS {CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 Net movement in funds 2025 2024 The net movement in funds is stated after chargingl(crediling): Fees payable for the audil of the charilrfs financial statements Depreciation of owned langible fixed assets 14.770 72.789 16,340 60,037 10 Trustse8 None of the trustees (or any persons connected with Ihem) received any r8muneration or benefils from the charily during the year. 11 Employees Th8 average monlhly number of employees during Ihe year was.. 2025 Number 2024 Number Nursing staff Adminislralion 90 91 Total 99 96 Employment costs 2025 2024 Wages and salaries Social security costs Other pension Gosl8 2,615,044 239,307 47,871 2,298,007 206,086 38,864 2,902.222 2,542,957 The number of employees whose annual remuneralion was more than £60.000 is as follows None (2024.. None): 2025 Number 2024 Number £60,001- £70.000 Remunoratlon of key management personnel During the year the employment benefits of Ihe Key Managemenl Personnel, as delailed in Ihe Trustees Report, totaled £243.641 (2024: £246,757) 12 Taxatlon The charity is exempt from taxation on ils aclivilies because all ils income is applied for charitable purposes. 12- THE TURNER HOME NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 13 Tangible fixed assets Froehold land Flxluro$ and and bulldlngs fittlngs Comput•rs Motor vehlcles Total Cost At 1 April 2024 Additions 1.350,0(MJ 263,981 139,645 22,760 19,274 1,656,015 139,645 At 31 March 2025 1.350.000 403,626 22,760 19,274 1,795,660 Depreciation and Impaimient At 1 April 2024 Depreciation charged in the year 99,270 27,000 168.835 42,643 16.764 3,146 19,274 304,143 72,789 At 31 March 2025 126,270 211,478 19,910 19,274 376,932 Carrylng amount At 31 March 2025 1.223.730 192,148 2,850 1,418,728 Al 31 March 2024 1.250,730 95,146 5,996 1,351,872 14 Stocks 2025 2024 Raw materials and consumables 12,122 7,439 15 Dèbtor8 2026 2024 Amount8 fallSng due wlthln one year: Trade deblors Other debtors Prepayments and accrued income 363,646 8,547 401,290 305,775 20,274 214,429 773,483 540,478 16 Loans and overdrafts 2025 2024 Bank loans 336.863 249,359 Payable wilhin one year Payable after one year 73,066 263.797 9,359 240,000 13- THE TURNER HOME NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 17 Crodltors: amounts falling due within one year 2025 2024 Notes Bank loans Other laxalion and social security Deferred income Trade creditors Other creditors Accruals 16 73.066 67.849 104.659 221,828 115.004 128,047 9,359 63,683 173,416 233,504 160,291 99,386 19 710,453 739,639 18 CredStor8: amounts falllng due after more than one year 2025 2024 Note8 Bank loans 16 263,797 240,000 19 Deferred Income 2025 2024 Arlsing from government grants Other deferred income 21,764 82.895 21,764 151,652 104.659 173,416 Deferred income is included in the financial statements as follows: 2025 2024 Deferred income is included within.. Current liabilities 104.659 173,416 Movements in the year.. Deferred income at l April 2024 Released from previous periods Resources deferred in the year 173.416 (151.652} 82.895 48,960 (48.960) 173,416 Deferred income at 31 March 2025 104.659 173,416 20 Restricted funds The restricted funds of the charity comprise the unexpended balances of donations and grants held on Irusl subject to specific conditions by donors as to how they may be used. 14- THE TURNER HOME NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 20 Restricted funds (Continued) Previous year: At 1 April 2023 Incoming 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) 21 Unrestrlcted funds The unrestricted funds of Ihe charily comprise the unexpended balances of donations and granls which are not subject lo specific conditions by donors and grantors as lo how they may be used. These include designated funds which have been set aside out of unreslricled funds by the trustees for sp8cifi¢ purposes. At 1 Aprll 2024 Incomlng resourc08 Resource8 expendèd Transfer8 At 31 March 2025 General funds 1.326,793 4.752.616 (4.435.336) 1.644,073 Prevlou8 year: At 1 Aprll 2023 Incomlng resources Resources expended Transfer8 At 31 March 2024 General funds 947.737 4,205,448 {4.126.395) 300.003 1.326,793 22 Analy818 of net a88et8 between funds Unrestricted funds 2025 At 31 March 2025: Tangible assels Current assetsl(liabilities) Long term liabilities 1,418,728 489,142 (263,7971 1.644,073 15- THE TURNER HOME NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 22 Analysis of net assets between funds (Continued} Unrèstricted funds 2024 At 31 March 2024: Tangible assets Current asselsl(liabililies) Long term liabililies 1,351,872 214,921 (240,000) 1,326,793 23 Relatèd party transactlons There were no disclosable related party Iransaclions during the year {2024 - none). 24 Cash generated from operatlons 2025 2024 Surplus for the year 317.280 67,410 Adjustments for: Inveslmenl income Tecognised in slatemenl of financial aclivilies Depreciation and impairment of tangible fixed assets (5,938) 72.790 (3,093) 60,037 Movements In worklng capStal: {Increase)Idecrease in stocks (Increase) in debtors (Decrease) in creditors {Decrease)lincrease in deferred income (4,683) (233,005) (24.137) {68,757) 2,734 {110,0381 (125.486) 124,456 Cash generated from operations 53.550 16,020 25 Analysis of changes In net funds At 1 Aprll 2024 C8$h IIow8At 31 March 2026 Cash at bank and in hand 406,643 7.347 413,990 Loans falling due within one year Loans falling due after more than one year (9.359) (240.000) (63,707) (23,797) (73.066) (263,797) 157,284 (80,157) 77,127 16- THE TURNER HOME NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 26 Going Concern The financial statements are prepared on a Going Concern basis, which the TrusleeslDirectors believe to be appropriate having considered the foreseeable future. Although Ihe reseNe levels fall below the largel level, the Charily has made significant improvements over the course of the year, and the unreslricled funds have generated a surplus for the Charily. This is expected to conlinue lor the foreseeable future. Budgets are prepared on a prudent basis of less than maximum occupancy, and these are showing that conlinued surpluses can be expected. Increased occupancy levels would generate further general funds. The Iruslees will continue lo explore other avenues lo raise addilional funding. 17-