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Charity Registration No. 1043360

Company Registration No. 03006451 (England and Wales)

MIDLAND MENCAP

TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021

midland GBncapThe voice of learning disability

MIDLAND MENCAP

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MIDLAND MENCAP

Legal and Administrative Information

Registered Charity Name

Midland Mencap

Status

The Organisation is a charitable company limited by guarantee and not having a share capital, incorporated in June 1995 and registered as a charity. The Company was established by its Memorandum of Association which sets out the objects and powers of the Charitable Company and is governed by its Articles of Association. The Memorandum and articles of association were amended and a resolution was passed at a Special General Meeting held on 31 October 2018. The Charity Commission has also approved the amendments to the governing documents.

Registered Charity number 1043360

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|||||||| |---|---|---|---|---|---|---| |Company|oumber|03006451| |Trustees|MF|Gallagher — Chairman| |RC Young| |K|Gujral| |J Cleminson| |V M Penney|-|Resigned|30 September 2021| |N|Smith| |C McGinley| |A Westwood — Resigned 23|October 2020| |W B|Clements — Resigned 21|January 2021| |Dr F M McConnell — Appointed|23 November 2020| |Principal|address|and|registered|office|Unit|E, Pinewood| |Bell Heath Way| |Woodgate|Business|Park| |Birmingham| |B32|3BZ| |Auditors|Cooper|Parry Group Limited| |Park View| |One|Central|Boulevard| |Blythe Valley|Business Park| |Solihull| |B90|8BG| |Bankers|Unity Trust Bank| |Four Brindleyplace| |Birmingham| |B1|2JB| |Chief Executive|D Rogers|

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MIDLAND MENCAP

TRUSTEES’ REPORT For the year ended 31 March 2021

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The trustees are pleased to present their annual report together with the consolidated financial statements of the charity and its subsidiary (“the Group”) for the year ending 31 March 2021 which are also prepared to meet the requirements ofa Directors’ report and accounts for Companies Act purposes. The financial statements comply with the Charities Act 2011, the Companies Act 2006, the Memorandum and Articles of Association, and Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102).

Mission

Midland Mencap works and campaigns for accessible and inclusive services and a better quality of life for everyone with experience of learning disability by advancing the views, needs and ambitions of people with experience of learning disability, promoting inclusion through challenging prejudice and discrimination, influencing social policy through campaigning, inspiring, developing and delivering innovative quality services which express inclusion, integration, expressed need and diversity and achieving equality of civil and legal rights through campaigning.

Trustees

The Trustees, who are also the Directors for the purpose of company law, who served during the year were:

MF Gallagher — Chairman RC Young K Gujral J Cleminson V M Penney - Resigned 30 September 2021 N Smith C McGinley A Westwood — Resigned 23 October 2020 W B Clements — Resigned 21 January 2021 Dr F M McConnell — Appointed 23 November 2020

None of the Trustees have any beneficial interest in the Company. All of the Trustees are members of the company. The Trustees and other members guarantee to contribute £1 in the event of an insolvent winding up. N Smith is a Trustee and a shadow Director of the Charitable Company.

TRUSTEES’ REPORT For the year ended 31 March 2021

MIDLAND MENCAP

Organisational Structure

The business of the Charity is managed by the Trustees acting as members and the Executive Committee. The Committee consists of the honorary officers of the Charity; up to twelve other members are appointed by the Board. The number of Executive Committee members may not be less than eight.

On 31 October 2018 a special general meeting was held to pass a special resolution allowing the Charity to now be governed by the revised Memorandum and Articles of Association. The Charity Commission has approved amendments to the organisation’s Memorandum and Articles of Association and Charity's Objectives.

The Board of Trustees continues to delegate the responsibility for the day to day management ofthe Charity business to the Chief Executive and the senior management team. There is a clear distinction between the roles of the trustees and the senior management team. The senior management team is responsible for the production of strategic and operational plans, policies and budgets which are presented to the board of trustees for consideration, approval and monitoring. Board meetings are held regularly in order to update the Trustees on the activities and financial performance of the Charity.

Trustee Recruitment

When recruiting new Trustees the existing Trustees look for those individuals whose skills and experience can make a significant contribution to the management of the Charitable Company.

All new Trustees are made aware of their responsibilities as Charity Trustees and Company Directors and are helped to familiarise themselves with the practical and financial aspects of the Charitable Company’s operations. To help them they are provided with a copy of the Company’s Memorandum and Articles of Association, the latest published accounts, the Charitable Company’s mission statement and appropriate Charity Commission publications.

OBJECTIVES AND ACTIVITIES

The current organisational strategy continues to steer the organisation against a backdrop of extreme challenges and uncertainty of funding that is facing the Third Sector. However, Midland Mencap continues to deliver a progressive and solution based strategy that continues to identify opportunities for growth in our service delivery in order to best serve people with disabilities and their families and carers regardless of age, gender and ethnicity. In delivering Midland Mencap’s aims and objectives we will endeavour:

° To consolidate Midland Mencap’s position as a leading disability provider in the West Midlands. . To embed the recent governance changes within our offer to citizens and families that both strengthen and broaden access to Midland Mencap’s three core offers.
® To further develop the robustness and effectiveness of the organisation’s governance with ongoing commitment to Board development and trustee recruitment.
° To be a sector lead in the delivery of Universal Prevention Services. ° To align our Housing with Care & Support offer to proposed Prevention First and lifestyle commissioning of social care and Public Health.
. To position Midland Mencap core services with regional local authorities, West Midlands Combined Authority and other prospective funders.
To work with partner organisations in securing Community Asset Transfer opportunities and mergers where they are consistent with Midland Mencap’s core mission.

MIDLAND MENCAP

TRUSTEES’ REPORT (continued) For year ended 31 March 2021

OBJECTIVES AND ACTIVITIES (continued)

° To deliver on the expectations of our registration on Birmingham City Council’s Business Charter for Social Responsibility.
° To continue to invest in our Housing provision.
° Working with citizens and family carers, as key partners, continue developing the organisational community offer promoting inclusion, well-being, and active lifestyles relevant to changing needs and rising demand.
° To continue to explore and diversify our funding streams in order to ensure continuity of projects that promote the core mission of Midland Mencap.
° To continue to explore and develop IT advancement and systems that promotes productivity and smooth delivery of our services..
° To continue to deliver a comprehensive volunteering strategy that meets the core mission of Midland Mencap.
. To maximise the use of marketing and social media to achieve recognition that promotes the work of Midland Mencap.
. To modernise and streamline the way we work .
° To raise more income through our fundraising and the development of corporate relationships.
To continue to build capacity and resilience of our subsidiary organisation.
To focus on our expertise and obtaining necessary expertise as a base for entering new market segments.

Public Benefit

The trustees have referred to the guidance contained in the Charity Commission’s general guidance on public benefit when reviewing the aims and objectives of the Charitable Company and in planning any future activities. The trustees always ensure that their strategic and operational objectives are carried out for the public benefit. This is achieved through the provision ofa wide range of services to people with learning disabilities. This annual report demonstrates how Midland Mencap has spent funds available towards meeting its charitable objectives.

Review of financial position

Midland Mencap continues to hold a 100% stake in its subsidiary, Birmingham Multi-Care support services. This is a charitable company, limited by guarantee, whose mission, values, objectives and activities continue to align with those of Midland Mencap. As such the Midland Mencap financial statements are reported as consolidated accounts in accordance with relevant Accounting Standards.

The total consolidated income of £8,921,415 included of £775,739 income from the subsidiary and the total expenditure of £8,000,411 included £643,152 (after intercompany recharged of £85,671) from the subsidiary. The subsidiary reported a surplus of £46,916 and the overall group performance reported a surplus of £921,004. The consolidated balance sheet shows tangible fixed assets at £3,686,175 (2019: £3,343,627). This increase in tangible fixed assets is due to the acquisition of two new properties. The consolidated total reserves are £11,076,805 ofwhich £5,181,722 are free reserves, £2,774,175 is designated to fixed assets and £2,200,000 are designated funds to Domceare services, IT system investment, Community Hub project and new business development funds. The group continues to have sufficient cash flows to carry out its charitable objectives.

MIDLAND MENCAP

TRUSTEES’ REPORT (continued) For year ended 31 March 2021

As explained in the reserves policy below, some reserves have been designated to meet planned expenditure and projects expected to be undertaken in the coming financial year. £2,2m has been designated to Domeare, new business development to ensure funding diversification and funding the growth and sustainability of Midland Mencap’s Community services in the face of funding cuts against an increased demand for services.

The £91 2k in restricted reserves is attributed to Birmingham Multi-Care properties with a proviso that the monies be repaid to the trust, local and central government departments should certain conditions not be met.

Covid-19 impact and review

Midland Mencap and its subsidiary continued to deliver through out the Covid19 pandemic which covered all on the 2020/21 financial year. Despite the challenges with personal protective equipment (PPE), every Domcare and support need was met. The Community services were closed during lockdown periods and opened with very strict social distancing restrictions when lockdowns were lifted. Our Children services were initially closed but opened later in the 2020 summer period due to high demand for the services.

The coronavirus job retention scheme was utilised for the periods when services had to close due to lockdown and also allowed the organisation to maintain the employment of staff who had to shield on health grounds. However, the organisation could not claim the extra cost of statutory sick pay for staff self-isolating in accordance with government guidelines because Midland Mencap was classed as a large organization.

Continuous risk reviews were carried out to ensure that Midland Mencap continues to deliver its operational services, The closure of the local authority day centers meant that our Domcare and Support services provided extra hours of services which resulted in an increased income. The Housing offer had a steady income due to restricted movement of tenants and covidi9 community infection control measures. Despite the fall of income in our Children and Community services, the extra Domeare delivery income and the continued grant payments from local authorities, Midland Mencap has ended the 2020/21 with a surplus. Due to restricted movement in our Housing offer,

Due to the overall strong cash flow and financial performance, it is reasonable to conclude that the organisation is a going concern at the date of signing off these financial statements.

Reserves policy

Over the last fifteen years Midland Mencap has built up substantial assets and cash reserves. The Trustees and Executive recognise that though the level of reserves provides the charity with significant financial security it also potentially inhibits relationships with existing or potential funders.

Having a reserves policy and clear explanations on why reserves are held at particular levels is a key part of the internal financial management of the organisation allowing the Trustees and management team to manage resources effectively and plan for the future.

Free reserves are the funds Midland Mencap can expend on any of its charitable purposes without external restrictions from funders. This does however exclude restricted funds as these must be spent for a specific purpose that it was initially intended by the funder. The free reserves also exclude the organisations tangible fixed assets held for the

MIDLAND MENCAP

TRUSTEES’ REPORT (continued) For year ended 31 March 2021

charity’s own use. This is because these assets are used by Midland Mencap to deliver activities and as such will not be instantly be converted to cash in order to meet a funding deficit should such need arise. In addition to this, designated funds are also excluded from free reserves. The designated finds are set aside to meet essential and specific short to medium term liabilities and projects that advance the organisation’s charitable aims and objectives.

Therefore Midland Mencap’s strategic plans have and will be developed to utilise the remaining ftee reserves to:

e Protect the financial stability of the organisation.
e Invest in IT infrastructure that will ensure efficient and effective operational processes. e Facilitate the strategic and planned investment in growing our Community Hub offer to ensure its selfsustainability and wider reach.
e Allow the organisation to operate uninterrupted services in the event of funding delay or substantial funding cuts.
e Fund the organisation’s growth strategy especially for new geographical areas.

Further to the use of free reserves outlined above, below are the details of the circumstances in which the free reserves will be utilised:

e To ensure funds are available for unforeseen emergencies or other unexpected needs, for example unexpected property repairs or funding for an urgent project opportunities.
« Unforeseen day to day operational costs.
¢ Grant income not being renewed.
¢ Planned commitments which may need higher levels ofreserves.
° Funds to allow for increased beneficiary need.
° The need to fund short-term deficits in a cash budget, for example, money may need to be spent before funding is received.
© Staffretention

In 2020/2021, the consolidated total reserves are £11,076,805. Of this total, £5,181,722 are free reserves, £3,686,175 designated to fixed assets (£912k restricted) and £2,208,908 designated to projects and liabilities.

The Trustees consider that the current level of reserves will ensure that, in the event of a significant drop in funding, they will be able to continue the Charitable Company’s current activities whilst consideration is given to ways in which additional funds may be raised. The reserves levels are monitored and maintained throughout the year.

MIDLAND MENCAP TRUSTEES’ REPORT (continued) For year ended 31 March 2021

Risk factors

The board of Trustees continually assess the risks to which the charity is exposed and systems have been put in place to mitigate these risks. Internal controls have been put in place to minimise operational risks by implementing an active and rigorous policy on safeguarding and health and safety procedures. Internal financial risks have been minimised by continual review and implementation of authorisation and monitoring of all transactions. Risks to future income and expenditure levels are monitored by setting annual budgets and monitoring actual performance on a monthly basis and this is reported to trustees at every board meeting. Where significant financial risk still remains, the board has ensured proper insurance cover.

The following table explains the principal risks that have been identified and could seriously impact on the charity’s performance and future prospects and the steps taken to mitigate such risks.

||Potentialrisk||||Potentialimpact||Stepstomitigaterisk|| |---|---|---|---|---|---|---|---| |||||||||| ||Dependencyonincome
sources||¢|Cashflowand budget impactofloss of
incomesource,|©|Identificationofmajordependencies and
finding
alternativeincome sources well|| |||||||beforeend ofcontracts with major funders.|| ||||||e|Adequate reserves policy.|| ||||||e|Diversificationofincomestreams.|| |||||||||| ||Relationship with||e|Deterioration in relationship mayimpact|®|Regularcontactandbriefings tomajor|| ||funders|||on fundingand support available.||funders.|| ||||||e|Projectreporting asperrequiredtimelines|| |||||||by thefunder.|| ||||||®|Meeting funders’ terms, conditionsand|| |||||||requirements.|| ||Government Policy||¢|Availability ofcontract andgrant funding.|©|Monitoringofproposed legal and|| ||||¢|Impactoftaxregimeonvoluntarygiving.||regulatorychanges.|| ||||e
e|Impactofgeneral legislation orregulation
onhow servicesare delivered.
Roleofvoluntarysector.|e|Membershipofumbrellabodies that
advocate forrights ofpeoplewithlearning
disabilities.||| ||Investment||e|Globalmarket instability.|e|Spreadofriskoninvestment portfolios.|| ||||¢|Unforeseen ethical issues.|e|Regular reviews byinvestmentmanagers|| |||||||on riskto portfolios.|| ||||||@|=©Regular reviewsbytheinvestment|| |||||||managementsystem toensure|| |||||||investments are in line with charitable|| |||||||objectives.||

MIDLAND MENCAP

TRUSTEES’ REPORT (continued) For year ended 31 March 2021

Risk factors (continued)

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||||||||| |---|---|---|---|---|---|---|---| |Project or service|©|Compatibility with|objects,|®|Project appraisal and|costing|procedures to| |development|plans and priorities.|ensure|that new projects|are viable and within the| |¢|Funding and financial|charity’s|objectives.| |viability.|«|Authorisation procedures followed|to|ensure| |©|Project viability.|proper|allocation of income and expenditure,| |©|Skills|availability.||Monitoring and reporting procedures|to ensure| |project’s|progress|is|in|line with|available| |funding| |Disaster recovery and|«|Computer system failures||—|Information systems recovery plan.| |planning|or loss of|data,|@|Data backup procedures and precautions,| ||—|Destruction of|property,|®|—|Insurance cover,| |equipment,|records through||Disaster recovery plan for alternative| |fire,|flood or similar|accommodation,| |damage.| |Competition||Loss of|contract income,|®|Monitoring performance|and quality of service|to| |¢|Reduced|fund-raising|ensure that we maintain and improve the|quality| |potential|of service| |©|Reduced|profile.|e|Review of|market and methods of service| |©|Profitability|of trading|delivery to find ways of delivering services that| |activities.|helps Midland Mencap|to stand|out.| |®|Fuynd-raising|strategy to promote public| |awareness|and|our external|profile|within and| |outside our sector.| |Subsidiary company|e|‘Staff integration|and TUPE|e|Through due diligence|ofpolicies, processes,| |©|Integration|of systems,|mx|;| |policies and processes|°|Continued liquidityRene| |“Hiaasen|oeece|ieee tanmiesana|*©|maid TUPE auditCRTC ofhistorical contracts and| |—|xtra funding requirements|®|Operation’s|continuity reviews|

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MIDLAND MENCAP

TRUSTEES’ REPORT (continued) For year ended 31 March 2021

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Employee remuneration

Midland Mencap aims to pay salaries that are fair and competitive within the charity sector in order to retain qualified staff. The remuneration of the senior management team is set and approved by the board of trustees’ who benchmark their decision based on pay levels of similar sized charities.

Our key management personnel are the Chief Executive, Director of Operations, Head of Housing Care and support, Head of Community Operations, Head of Finance and Deputy Director of Operations.

Midland Mencap is committed to paying the Living Wage as set by Birmingham Business Charter.

Going Concern

The Trustees are satisfied that there are sufficient assets and funds for the Charitable Company to remain a going concern as explained in the notes to the financial statements below.

Related parties

The Charity is affiliated to Royal Mencap, Mencap National Centre, 123 Golden Lane, London, EC1Y ORT.

This report was approved by the trustees on 25 November 2021 and signed on their behalf by:

MF Gallagher —- Chairman

MIDLAND MENCAP

STRATEGIC REPORT

Achievements and Performance

Housing, Care and Support services

Midland Mencap’s Housing, Care and Support Services encompass a range of services namely Home Support, Supported Living and the Carers Emergency Response Service (CERS) under our CQC registered domiciliary care services, Housing/Tenancy Related Support, Sitting Service, Placing Vulnerable Urban Residents into Employment and Training (PURE) and Housing Management Services.

Driven by our ethos to deliver high quality care and support services and to deliver these to a high standard centred on the Care Quality Commissions five key areas of safe, effective, caring, responsive and well-led, the right to safe, secure, housing with the right support at the right time remains the cornerstone of Midland Mencap’s offer to citizens. We continue to maintain the high specification of our existing portfolio ofhousing stock for people with a learning disability, our current portfolio of properties consists of:

® Ludford Close 24 studio apartments 2x 1-bedroom flats 1 x 3-bedroom flat
e Dunnigan Road | x 3-bed, fully accessible, bungalow 1 x 2-bed, fully accessible, bungalow
@ Underwood Close 2x 3 bed, fully accessible, bungalow 7x 1-bedroom flat 7 x 2-bedroom flats
e Kings Lodge 7x 1-bed flats 2 x 2-bed flats

3 x fully accessible bungalows

We also have housing management responsibility for: -
e Burnel Road 1 x 4-bed shared house 1 x 3-bed shared house

We have also purchased two, three-bedroom, houses in Cornbrook Road, Selly Oak (part of the Bournville Village Trust estate). The properties are currently undergoing full refurbishment and will be supporting the tenants from Burnel Road to relocate to these properties thus affording them a smart, modem, larger living environment. By managing our own housing stock, we continue to have the invaluable opportunity to model the interiors and adapt these to meet individual needs to ensure they offer the opportunity for those with the most complex of disabilities to enjoy high quality, independent living.

A large proportion of Midland Mencap’s Housing, Care and Support services are based on the provision of social care and health services, The service provides support with personal care, independent living and accessing social, recreational and leisure activities within the local and wider community. The service is available to children, young people and adults, All the services are built upon the provision of personalised support, independent living

MIDLAND MENCAP

STRATEGIC REPORT

Achievements and Performance

Housing, Care and Support services (continued)

and accessing social, recreational and leisure activities. Services are provided in a manner flexible enough to meet peoples’ individual needs, as specified in their own Personal Citizen Plan.

Housing, Care and Support continue to be at the forefront of driving new digital technology and software across the organisation, improving a range of previously paper driven processes. We continue to expend tremendous resources in modelling our Unique:IQ software into a bespoke, tailor-made, solution to meet the whole organisation’s needs. This is a complete care management software package that supports us to manage our end-to-end operational requirements from rostering, care planning, monitoring and time and attendance, electronic daily logs through to electronic payroll and invoicing. This will support the organisation to eliminate paper-based procedures, achieve operational efficiencies and reduce admin time and costs.

As a service we continue to manage and evaluate the impact of COVID-19 on our citizens and staff, as well as those cared for and their carers. There is no service within the organisation that has not felt the impact or effect of the virus. It is too early to assess the long-term implications on the scale and type ofdemand that COVID-19 has created, and the changes in the ways we may have to work in the future. The economic impacts of the virus mean that funding is likely to remain constrained unless there are wholesale changes to the national funding model by Government.

COVID-19 has impacted the already growing demand for mental health services and this will be exacerbated by any prolonged economic impacts. We remain committed to working with health colleagues and local authorities to enhance team working and to deliver a service that focusses on the individual’s needs.

With ever decreasing resources and the continuation of central government austerity policies this has remained a challenging environment for both the recipient of support and the provider. Housing, Care and Support services have this year continued to advocate for the citizen in ensuring individuals continue to receive the right amount of support at the right time. Indeed, whilst many services have suffered due to COVID-19, we have seen a large-scale increase in our service delivery as many of the people who use our services would ordinarily attend a day placement/day centre. Due to COVID-19 restrictions these have remained closed thus meaning that additional care and support is required to ensure that individuals remain safe and well in their own home environments. In the 2020/2021 period we provided an additional 17,940.5 hours specifically to cover day placement/day centre closures.

In addition to this we have also encountered increased staff absences and significant additional PPE and infection control procedures all increasing costs. In the short term the impact has been addressed through additional funding from central government, but with COVID-19 likely to be present for a long period and with the vulnerability of some of our citizens, practices will need to be adapted.

MIDLAND MENCAP

STRATEGIC REPORT

Achievements and Performance

Housing, Care and Support services (continued)

Key achievements during 2020/2021:

Home Support/Supported Living & Tenancy/Housing Support Services

Across the year our care and support teams have delivered 325,085.5 hours ofhome-based care and housing support to individuals’ right across Birmingham. Our home support and supported living services operate twenty-four hours a day, seven days of the week. We have: -

e Delivered 181,550 hours of home care/supported living with an additional 17940.5 hours delivered due to day placement/day centre closures.
e Delivered 68,993 hours of tenancy related support
e® Delivered 27,118 waking night hours.
¢ Delivered 29,484 sleep-in hours.
¢ Supported 358 individuals with tenancy related support.
e Supported 5 individuals with home support.
e Supported 107 individuals with supported living.

Our services have been provided by a phenomenal group of frontline social care workers who have worked tirelessly and diligently to ensure that all the people who use our services have received high quality, person centred care this is despite the risks faced by our frontline staff and their families. We cannot commend our workforce enough for the service they have provided, ensuring that no one missed any critical care calls throughout the whole pandemic this is without mentioning the emotional support that they provided in ensuring that peoples spirits were kept up amongst those that were unable to go outside at the height of the pandemic.

Likewise, there was no break in frontline services for any citizen receiving tenancy related support via Supporting People. Face-to-face calls remained for anyone who required or wanted this, with additional doorstep visits carried out routinely supporting with additional shopping/pharmacy runs as well as weekly well-being calls.

Ensuring our staff have the right range of skills to undertake their roles and then maintaining these skills is critical to the safe delivery of our services. The 201-frontline housing, care and support staff have received 935.75 hours of training and support this year across a wide range of training covering areas such as the Care Certificate, induction, infection control, safeguarding, medication management, safe lifting and handling practices as well as update training in areas such as First Aid and Fire safety. This ensures that our staff are skilled, confident, but most importantly competent to support individuals with a wide range of care and support needs.

Carers Emergency Response Service (CERS}

Our Carers Emergency Response Service (CERS) has continued to ensure that Carers have absolute peace of mind knowing that if they are unable to undertake their caring responsibilities due to an emergency then our team will step in ensuring care and support to their loved one will continue in their absence. As well as the emergency provision of care CERS also provides an essential service allowing family carers to attend important pre-planned

MIDLAND MENCAP

STRATEGIC REPORT

Achievements and Performance

Housing, Care and Support services (continued)

appointments, such as health related consultations, ensuring carers can prioritise their own well-being alongside that of the person they care for.

Covid-19 impacted on the delivery of the CERS service, many pre-planned appointments were cancelled by the NHS due to the massive constraints placed on the national health service, In addition, a vast number of carers were isolating as they were deemed to be clinically extremely vulnerable so would not allow staff into their homes. Considering this, and with government guidance around the various lockdown situations, CERS staff fulfilled a mixture of remote and office-based working and tock on numerous welfare check calls, offering advice/support to those that were struggling. Carers have been grateful and have spoken highly of those ‘checking-in’ on them. Many appreciated that family carers were remembered in a time of crisis.

CERS staff continue to share information relating to positive mental health websites and helplines. CERS staff also have a referral pathway to utilise should they recognise a family is struggling to cope, especially with the closure of schools and day centres. Families have on occasion called the CERS emergency line to simply ask for advice it has been a pleasure to be able to assist someone with a simple conversation; this may have possibly avoided a breakdown in the care delivery.

CERS staff continue to use their time flexibly and offer support via telephone evening and weekends, this has been welcomed by carers when isolation can feel like such a long and lonely time. This has proved that flexibility works from a service delivery aspect and the personal aspect of staff who were also having to deal with their own issues during the crisis.

Despite the constraints we have: -

e 1451 carers registered for the service (as of end March 2021) ¢ Supported with 13 separate emergencies, providing 326.75 hours of emergency support. e Supported with 88 pre-planned appointments, providing 295 hours to carers to support these appointments. ¢ Completed 243 assessments for people wishing to access the service.
¢ Reviewed and updated 815 individual emergency support plans. « Made 1791 Covid-19 related safe and well/welfare checks.

Placing Vulnerable Urban Residents into Employment and Training (PURE)

The PURE project is a part-funded European Social Funded project and has been operating since March 2019. It brings together a range of coordinated interventions which will assist the needs of citizens with barriers into the employment market. With the support of PURE Intervention Workers, they will support, guide and mentor individuals through to Employment, Education or Training.

¢ Participants gain an intensive level of support including but not limited to: (one to one support / action planning / at work support) leading to positive outcomes including Employment Education and Training.
e Bespoke support tailored to the individuals needs and demands.

MIDLAND MENCAP

STRATEGIC REPORT

Achievements and Performance

Housing, Care and Support services (continued)

The project is eligible for participants Birmingham wide, with an emphasis on areas of deprivation

In the last twelve-month period: -

¢ PURE havea total of 198 participants engaged and registered to the project. e Midland Mencap, as an organisation, has employed two individuals to the post of Site Assistant, through the PURE project.
e¢ We pivoted the team capacity to our organisation well-being effort during the pandemic with Intervention Workers contributing significantly to the organisation’s wider effort.
e Despite the challenges faced by the pandemic, the team have supported a number of individuals into activities that have moved them closer to the job market. They have done this by assisting participants into volunteering, accredited training and CV building.

Birmingham Multi-Care Support Services

Birmingham Multi-Care is a subsidiary of Midland Mencap and provides a range of care and support services to children, young people and adults across Birmingham. Birmingham Multi-Care services include home based care and support, short breaks and respite as well as access to community based social, leisure and recreational opportunities.

Birmingham Multi-Care Respite Care Provision

We provide 8 respite care beds across two registered Respite Care Homes — Silver Birch Road in Erdington and Greswolde Park Road in Acocks Green. Both homes are regulated by the Care Quality Commission and offer high quality respite provision seven days per week.

The COVID-19 pandemic has had a serious impact on our respite service delivery as almost all carers who use our service were deemed to be clinically extremely vulnerable and, consequently, had to shield. This impacted on the respite care bookings as the people who use our services shielded along with their family members/carers. We were left with no option other than to temporarily close both ofour respite care homes for a period and used the government Coronavirus Job Retention Scheme. This allowed us to designate the staff within both respite care homes as ‘furloughed workers’, with us accessing government support to continue paying part of the furloughed employees salaries and potentially protecting the employees from redundancy.

Ordinarily we would have the capacity to provide 5,840 nights of respite care provision per year however Greswolde Park Road closed on Friday 27 March 2020, re-opening on Monday 3 August 2020 whilst Silver Birch Road closed on Friday 27" March 2020 and re-opened on Monday 2" November 2020. This reduced the annual capacity at Greswolde Park Road by 512 nights and Silver Birch Road by 876 nights, therefore reducing our annual capacity by a total of 1,388 nights, with an overall capacity reduced to 4,452 nights. Furthermore, when we re-opened, and in line with creating a COVID secure environment for both citizens and staff, our capacity was reduced to 3 beds and not the normal 4 beds. This was mtroduced in both homes as they re-opened and was in place until the end of June 2021. This further reduced the capacity at Greswolde Park Road by another 240 nights and at Silver Birch

MIDLAND MENCAP

STRATEGIC REPORT

Achievements and Performance

Housing, Care and Support services (continued)

Road by another 149 nights (up to 31** March 2021) so, overall, we lost a combined total of 1,777 nights from the 2021/2021 period.

Birmingham Multi-Care Home Based Care and Support

Our home support and supported living services operate twenty-four hours a day, seven days of the week. As with our other services, this has been severely impacted by the pandemic as most of the support provided by Birmingham Multi-care is home based and many families were deemed to be clinically extremely vulnerable and, consequently, had to shield. As with our respite care services this impacted on the home-based care bookings as the people who use our services shielded along with their family members/carers. In addition to this staff that specifically supported individuals with recreational based activities were left with no work as all recreational activities and venues closed duc to lockdown. We were left with no option other than to use the government Coronavirus Job Retention Scheme. This allowed us to designate these staff as ‘furloughed workers’, with us accessing government support to continue paying part of the furloughed employees salaries and potentially protecting the employees from redundancy.

We have: -

¢ Delivered 15,934.5 hours of care and support
e Delivered 3,510 sleep-in hours.
« Supported 60 individuals with home-based care and support, short breaks and access to community based social, leisure and recreational opportunities.

The 29 frontline staff have received 49.5 hours of training and support this year across a wide range of training covering areas such as the Care Certificate, induction, infection control, safeguarding, medication management, safe lifting and handling practices as well as update training in areas such as First Aid and Fire safety. This ensures that our staff are skilled, confident, but most importantly competent to support individuals with a wide range of care and support needs,

MIDLAND MENCAP

STRATEGIC REPORT (continued)

Community Services Update 2020/2021

Key achievements during 2020/2021

‘Keeping in Touch’ Service in response to the pandemic

Key Stats

e We have made 82,581 safe and well calls, meaning on average 1,588 per week
e We have provided a 12 hour helpline, 7 days a week.
e We have delivered over 1,000 activities online (at least 3 per day) Minutes Viewed — 264,300 minutes Increase (4,405 hours, 183.5 days)
e Our online content has reached over 2,000,000 individual profiles (1006% increase on last year) e 336 hours of Health and Wellbeing Workshops have been offered ¢ Distributed 140 Amazon Fire Tablets to individuals who did not have the access for online content e 5067 activity packs were sent out, with up to 4 hours of activity (a total of 20,268 hours)
e Transferred awareness events online, such as Carers Week and LD Awareness week. Carers week included filming a live brass band at two carers homes.
¢ During LD week, citizens accessing services took over our channels for a week and created their own content

The community services team created the ‘Keeping in Touch’ offer in response to the closure of face to face provision across the West Midlands. The outcomes for ‘Midland Mencaps Outreach service” were to ensure:

1) Individuals having up to date information on keeping safe and well and if they are unwell they have clear guidance and support on what they need to do
2) regular encouragement of adhering to the governments guidelines for the health and safety of all
3) have a7 day support service for people to use on a needs basis
4) have arange of daily activities for individuals to engage with to reduce loneliness and isolation
5) increased levels of resilience, and maintain a healthy level of wellbeing

This has become a service offer which will be embedded into all community provision moving forward, ensuring that there is a hybrid on support on offer, including face to face and virtual.

Children and Young people (CYP) services:

Key Stats - Delivered 3673 hours to Children & Young People and their families across Birmingham, where 74 children accessed
- Delivered 2578.5 hours to Children & Young People and their families in Worcestershire, where 20 individuals accessed
Delivered 1346.5 hours to Children & Young People and their families in Coventry, where 20 individuals accessed
- Delivered 1506.25 hours to Children & Young People and their families in Warwickshire, where 18 children accessed
- Total hours delivered: 9,104.25

MIDLAND MENCAP STRATEGIC REPORT (continued)

Community Services Update 2020/2021 (continued):

In the year 2020-2021, Midiand Mencap CYP have reacted to the ever changing circumstances surrounding the Covid-19 pandemic. Throughout the first lockdown, we responded to the need to have children and young people with disabilities in a short break environment when children were not able to attend school settings. We provided short tailor made sessions to individuals every weekday to enable parent carers the break they very much required. Covid secure protocols and guidelines were followed throughout and in the months of April to August we were able to deliver 1514 hours of short break support in Birmingham.

In the months that followed, Midland Mencap continued to deliver short break sessions in Birmingham at weekends and throughout the holidays and also provided some online zoom sessions for our children and young people who could no attend the sessions in person.

In Coventry, Warwickshire and Worcestershire, Midland Mencap have been delivering commissioned packages of support to children and young people. These have been adapted to fulfil the needs and wants of the family and the children. Throughout the year, numbers have grown and we were able to start some group based sessions in Coventry for children to attend.

Community Hub services:

Key Stats

e Delivered 1,223 health & wellbeing sessions for people with a learning disability across Birmingham, Walsall & Coventry
e 945 registered citizens including 65 new citizens, accessing meaningful things to do across Birmingham, Walsall & Coventry
e Delivered 256 hours of ‘women only’ day opportunities in East Birmingham

This annual review period has been one of immense changes and challenges due to the global Coronavirus Pandemic. None the less it has been a year ofgreat achievements. While traditional service delivery has been severely impacted by lockdowns, social distancing guidelines and the wider fall out of Covid-19 infections and self-isolation, we none the less identified, risk assessed and planned for safe ways to deliver face-to-face day opportunities. Our face-toface opportunities ranged from 1:1 session to groups between 3 and 10 depending on current local and national guidelines. Where we could, we utilised outdoor, open space to deliver health and wellbeing day opportunities. These sessions initially targeted those vulnerable adults most at risk of negative impacts of social isolation, on their mental health and wellbeing. These sessions have been essential in helping reduce mental health decline and increasing overall wellbeing, not just impacting on the individual, but feedback has shown us whole families benefited and took part as a family e.g., cycling, sailing and walking activities. Sessions that were delivered included the following: sailing lessons, cycling courses, wellbeing walks, football training and competitions, arts and crafts, Wii games, movie nights and healthy eating courses to name but a few. Within our specific Female South Asian Day Service we have been providing 1:1 home visits and local activities like wellbeing walks, while working on a modemise programme with the services commissioners and social work teams to create a modem building free community day opportunity programme of choice, with personal assistants supporting the ladies to be a more personcentred and user-led offer.

MIDLAND MENCAP

STRATEGIC REPORT (continued)

Community Services Update 2020/2021 (continued):

Family Carers Support services

Key Stats

e 5877 case notes delivered to 1432 unique carers
e 587 new carers to Midland Mencap, resulting in 87 new registrations
e 78 Wellbeing Assessments
¢ 16 Completed Statutory Assessments

Short Breaks Brokerage Service

Key stats

e 434 Children & Young People identified as high priority or key workers CYP received short breaks, brokered through the team to our managed provider network.
e 21,915 hours of short breaks delivered in the network, an average of 69 hours for each CYP
e 1,000 Activity Packs Sent Out
e 768 online sessions covering aprox. 50 different themes, from coking, to learning new languages was produced,

Within our Short Break Brokerage work, we worked closely with the commissioners of the service, from the Children’s Trust and those partner providers who were still open and delivering short breaks to Key-Workers Children and Young People or those identified by the Children’s Trust or local partners as highly vulnerable and in need, to continue to deliver a hybrid of face to face delivery or online interactive sessions (a mix of lives and prerecorded content) along with creative activity packs designed to go along with the online content, or be used alone. We also negotiated an uplift in funding for our partner network to take into account the extra costs they were incurring as a result ofmoderating their service delivery to keep CYP with SEND safe and engaged during the pandemic.

MIDLAND MENCAP

STRATEGIC REPORT (continued)

Community Services Update 2020/2021 (continued):

Parkride

Key Stats

Number of parkride sessions delivered to families and adults citizens / groups:

Delivered 378 hours of delivery and 48 hours virtual delivery
- 603 individuals attended Parkride - 157 families engaged in project - Weran 28 events across the West Midlands Combined Authority Region

Parkride had gone from strength to strength despite the pandemic delivering more sessions & events and reaching more individuals, families and carers across the West Midlands.

Whilst sessions were put on hold during April — June 2020 we continued to support and communicate with all parkride participants via weekly zoom meetings, individual calls and regular social media posts! Participants were appreciative of the opportunity to talk to staff and others who were facing issues with the lockdown and the increase in isolation for them as individuals and families.

We used this time wisely to refocus our offer and ensure that we increased the reach across all areas of the West Midlands. We were able to achieve this after receiving funding from the emergency travel fund from Travel West Midlands/WMCA to deliver parkride pop events. Working in partnership with local authority colleagues we took ‘Parkride Summer Extravaganza’ across the 7 areas of the West Midlands combined Authority and successfully delivered events in each locality taking advantage of the many local parks. We delivered to over 269 individuals and families across the 6-week summer holidays. For many this gave individuals their first experience of adapted cycling supported by skilled staff. This enabled them to experience the many Health & Wellbeing benefits from being outside and learning or improving their cycling ability. Feedback from participants proved that there was a need for adapted cycling and has been a useful resource in negotiations with LA’s to offer adapted cycling in local areas.

Following on from the success of the parkride at home we have received funding from the tranche 2 Emergency Travel Fund and are currently delivering cycling with confidence courses, try cycle events and recruiting travel buddies across the 7 LA areas.

At the same time, we continued to deliver our family fund project funded by Sport England to families and individuals across Birmingham and we are in the process of expanding this across the neighbouring authonities. Our Woodgate Over 50’s Neighbourhood Network Scheme (NNS) has welcomed new participants at our twice weekly sessions and our oldest participant is 91 years old! This truly proves that you can cycle at any age!

Citizens Network (Jan 2021-March 2021)

Key Stats

e 165 groups/organisations have been contacted, which will have resulted in 4000 indirect contacts e 87 fully engaged citizens providing feedback e 20 external consultation events

One of new services this financial year is the Include Me Citizens Network. With the involvement and support of the Network Connector, the Citizens Network is a social movement that’s designed to be the voice for people with a disability or long term health condition, along with parents, carers and other family members to work in collaboration

MIDLAND MENCAP

STRATEGIC REPORT (continued)

Community Services Update 2020/2021 (continued):

with the West Midlands Combined Authority, and encourage positive changes to improve the overall accessibility for physical activity, and ultimately enable our minority groups across the region to develop a lifelong enjoyment, engagement and participation of physical activity and sport.

Becoming involved with Citizens Network is the first step in allowing us to develop a louder voice to influence and encourage the changes needed to make the West Midlands the best it can possibly be for accessibility, and what better time to start taking action in the midst of a pandemic, when everyone is planning and preparing for a new norm.

Essential Food Service

Key Stats

Offered ‘Packed lunches’ in October half term and distributed 467 meals
- Offered a ‘Hot Christmas Day Food Box’ on Christmas Day and distributed over 100 hot meals
Offered an ‘Essential Food Bag Offer’ and have distributed over 500 meals to families in the South Birmingham area

Midland Mencap became quickly aware, through our keeping in touch response during the beginning of the pandemic, that families were facing real struggles financially and a key area that was highlighted, was that of food poverty. As an organisation we acted quickly to support families with this urgent need. Initially we were signposting families to other food provisions, but we realised demand was so high that demand was outstripping supply, so during the half term of October 2020 we launched our free packed lunch offer for those families who were facing food poverty over the holidays. We were inundated with requests for help, but equally inundated with offers of help from the local community and businesses, who offered money and dry food goods. Over Christmas we provided essential food bags to families and a free hot lunch to those alone or in need of support over Christmas and in the third quarter of the period secured a small grant to help continue this work. Alongside this we have been working with the families to support them out of food poverty through a range of support options like money management, debt reduction, simply but healthy recipes. We will continue to grow our support in the area of healthy eating and the removal of citizens from food poverty.

Business Development

Key Stats

Secured £120k from WMCA Active Travel Fund for Parkride
Secured £40k from Birmingham City Council to support our Keeping in Touch Offer
Secured £30k from WMCA Emergency Travel Fund for Parkride Summer Extravaganza
Secured £30k from Peter Harrison Foundations to support a sports offer in Coventry
- Secured £25k from WMCA for Citizens Network

Secured £10k from This Girl Can to provide a women only based sport offer
Secured £9k from Sports England to deliver Parkride at Home, to take community provision to peoples front doors to build confidence during pandemic
Secured £5k from Royal Mencap to provide four Healthy Eating Courses
- Secured £2k from Sports England to provide ‘Sports Activity Packs’ for citizens to enjoy at home
Secured a range of funding below £1,500 for multiple resources

eeee

MIDLAND MENCAP

STRATEGIC REPORT (continued)

Key Organisational Strategic Aims

. To consolidate Midland Mencap’s position as a leading disability provider in the West Midlands ° To embed the recent governance changes within our offer to citizens and families that both strengthen and broaden access to Midland Mencap’s three core offers
° To further develop the robustness and effectiveness of the organisation’s governance with ongoing commitment to Board development and trustee recruitment
° To be a sector lead in the delivery of Universal Prevention Services ° To align our Housing with Care & Support offer to proposed Prevention First and lifestyle commissioning of social care and Public Health
. To work with partner organisations in securing Community Asset Transfer opportunities and mergers where they are consistent with Midland Mencap’s core mission
. To position Midland Mencap core services with regional local authorities, West Midlands Combined Authority and other prospective funders
. To deliver on the expectations of our registration on Birmingham City Council’s Business Charter for Social Responsibility
. To continue to invest in our Housing provision . Working with citizens and family carers, as key partners, continue developing the organisational community offer promoting inclusion, well-being, and active lifestyles relevant to changing needs and rising demand
° To continue to explore and diversify our funding streams in order to ensure continuity of projects that promote the core mission of Midland Mencap
° To continue to explore and develop IT advancement and systems that promotes productivity and smooth delivery of our services
° To continue to deliver a comprehensive volunteering strategy that meets the core mission of Midland Mencap
° PR and Social Media: Maximising the use of marketing and social media to achieve recognition that promotes the work of Midland Mencap and serve our client’s needs beyond the West Midland region.

Employee and volunteer contribution

Midland Mencap recognises the involvement of its entire staff in the shaping of its strategy to achieving its core charitable objectives. The skills, ideas and expertise of our management and staff are key to the success of the organisation. Staff engagement was key during 2020/21 Covid19 pandemic period. The wellbeing of our workforce, working under acute levels of stress and risk, was a priority from the very beginning of the pandemic. Through regular communication, staff were updated at least weekly on circumstances across the organisation. All staff were reminded of the confidential access to the existing employce wellbeing assistance scheme and signposted them to additional support provided by NHS and partner organisations. Supervisory managers were tasked with identifying staff who were struggling to ensure extra support could be provided. An open communication among staff and also from the Covid19 management team was essential to ensure that front line staff had the right personal protective

MIDLAND MENCAP

STRATEGIC REPORT (continued)

Employee and volunteer contribution (continued)

equipment and know-how to ensure that staff kept themselves, their families, our clients and their families safe under very challenging circumstances.

It has been a monumental effort across the board in absorbing significant workloads and working long hours and in providing relentless support clients. Without doubt our frontline colleagues are unquestionably heroes. To do what they have done every day, facing enormous risks, to then go home, rest, and do it all over again has been the most humbling experience. They deserve the most sincere and heartfelt thanks. There have been so many individual and team contributions throughout the pandemic that have demonstrated extraordinary dedication and commitment to simply helping citizens and families it’s impossible to catalogue them all.

Face to face volunteering opportunities were suspended during the year due to Covid19 restrictions and service delivery challenges. However, as at signing of the 2021 accounts, a volunteer manager has been recruited to rebuild our volunteering offer and engage various members of the public, our clients, corporate bodies and other external stakeholders to create meaningful volunteering opportunities that will advance the organisation’s charitable objectives.

MIDLAND MENCAP

Statement of Trustees’ Responsibilities for the Financial Statements

———————

The Trustees (who are also directors for the purposes of company law — except for those mentioned on page 1) are responsible for preparing the Trustees’ Report (including the Strategic Report) and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepting Accounting Practice).

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 charitable company and the group and of the incoming resources and application of resources, including the income and expenditure, of the charitable group for that period. In preparing these financial statements, the Trustecs are required to:

¢ select suitable accounting policies and then apply them consistently;
e observe the methods and principles in the Charities SORP; e make judgements and estimates that are reasonable and prudent,
state whether applicable UK accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements; and
prepare the financial statements on the going concern basis unless it is inappropriate to presume that the Charitable group will continue in business.

The Trustees are responsible for maintaining adequate accounting records which disclose with reasonable accuracy at any time the financial position of the Charitable Company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable group and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

The Trustees are responsible for the maintenance and integrity of the corporate and financial information included on the Charitable Company’s website. Legislation in the United Kingdom governing the preparation and dissemination of the financial statements may differ from legislation in other jurisdictions.

Statement of disclosure of information to auditors

In so far as the Trustees are aware:

e there is no relevant audit information of which the Charitable Company’s auditor is unaware; and
e the Trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditor is aware of that information.

Auditors

Cooper Parry Group Limited will be proposed for re-appointment in accordance with section 485 of the Companies Act 2006.

This report was approved by the Trustees on 25 November 2021 and signed on their behalf by:

M F Gallagher —cama

MIDLAND MENCAP

Independent Auditor’s Report to the Members of Midland Mencap

Opinion

We have audited the financial statements of Midland Mencap for the year ended 3] March 2021 which comprise the Consolidated Statement of financial activities, the Consolidated and Parent Company Balance sheets, the Consolidated Statement of cash flows and the related notes, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice), including Financial Reporting Standard 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland”.

In our opinion the financial statements:

¢ give a true and fair view of the state of the charitable group’s and company’s affairs as at 31 March 2021, and of its incoming resources and application ofresources, including its income and expenditure, for the year then ended;
e have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
« have been prepared in accordance with the requirements of the Companies Act 2006.

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the Trustees’ use ofthe going concern basis of accounting in the preparation of the financial statements is apprapriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the Trustees with respect to going concem are described in the relevant sections of this report.

Seaee

MIDLAND MENCAP

Independent Auditor’s Report to the Members of Midland Mencap (continued)

Other information

The Trustees are responsible for the other information. The other information comprises the information included in the Trustees’ Annual Report, other than the financial statements and our Auditor’s report thereon. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

In connection with our audit of the financial statements, 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 audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information; we are required to report that fact.

We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

the information given in the Trustees’ Annual Report for the financial year for which the financial statements are prepared is consistent with the financial statements; and
e the Trustees’ Annual Report has been prepared in accordance with legal requirements.

Matters on which we are required to report by exception

In the light of our knowledge and understanding of the company and its environment obtained in the course of the audit, we have not identified material misstatements in the Trustees’ Annual Report.

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

e adequate accounting records have not been kept by the parent charitable company, or returns adequate for our audit have not been received from branches not visited by us; or
e the parent charitable company financial statements are not in agreement with the accounting records and returns; or
¢ certain disclosures of trustees’ remuneration specifted by law are not made; or
e we have not received all the information and explanations we require for our audit.

MIDLAND MENCAP

Independent Auditors’ Report to the Members of Midland Mencap (continued)

Responsibilities of trustees

As explained more fully in the Trustees’ responsibilities statement, the Trustees who are also the Directors of the charitable company for the purposes of Company Law, except for those mentioned in page 1 of this annual report, 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 contro] as the directors determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the directors either intend to liquidate the company or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether dtie to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or etror and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances ofnon-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

Our assessment focussed on key laws and regulations the group and the parent charitable company has to comply with and areas of the financial statements we assessed as being more susceptible to misstatement. These key laws and regulations included but were not limited to compliance with the Companies Act 2006, Charities Act 2011, Charities (Protection and Social Investment) Act 2016, taxation legislation, data protection, anti-bribery and employment legislation.

We are not responsible for preventing irregularities. Our approach to detecting irregularities included, but was not limited to, the following:

e obtaining an understanding of the legal and regulatory framework applicable to the group and parent charitable company and how the group and parent charitable company is complying with that framework, including agreement of financial statement disclosures to underlying documentation and other evidence;
e obtaining an understanding of the group and parent charitable company’s control environment and how the group and parent charitable company has applied relevant control procedures, through discussions with Trustees and other management and by performing walkthrough testing over key areas;
obtaining an understanding of the group and parent charitable company risk assessment process, including the risk of fraud;
e reviewing meeting minutes of those charged with governance throughout the year;
e performing audit testing to address the risk of management override of controls, including testing journal entries and other adjustments for appropriateness, evaluating the business rationale of significant transactions outside the normal course of business and reviewing accounting estimates for bias; and

MIDLAND MENCAP Independent Auditors’ Report to the Members of Midland Mencap (continued) ia ee e obtaining sufficient appropriate audit evidence regarding the financial information ofthe entities or business activities within the group to express an opinion on the consolidated financial statements. We are responsible for the direction, supervision and performance of the group audit. We remain solely responsible for our audit opinion.

Whilst considering how our audit work addressed the detection of irregularities, we also considered the likelihood of detection based on our approach. Irregularities arising from fraud are inherently more difficult to detect than those arising from error.

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at www.frc.org.uk/auditorsresponsibilities. This description forms part ofour Auditors’ Report

Use of our report

This report is made solely to the company’s members, as a body, in accordance with Chapter 3 Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the company’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the company and the company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

Nicholas Simkins (FCA) Senior Statutory Auditor for and on behalf of:

Cooper Parry Group Limited

Chartered Accountants and Statutory Auditor Park View, One Central Boulevard, Blythe Valley Park, Solihull, West Midlands B90 8BG

Date: < \ wz se[Be] J |

MIDLAND MENCAP

Consolidated Statement of Financial Activities including the Income and Expenditure Account For the year ended 31 March 2021

----- Start of picture text -----
|||||||| |---|---|---|---|---|---|---| |Unrestricted|Restricted|Total|Total| |Notes|Funds£|Funds£|2021£|2020£| |INCOME FROM:| |Grants. donations and|legacies|Z|626,365|630,095|1,256,466|802,891| |Charitable activities|5|7,560,604|-|7,560,604|7,564,474| |Other trading|activities|4|322|-|322|9,953| |Investments|3|55,948|-|$5,948|62,927| |Other income|Sa|48,081|-|48,081|123,005| |Total income|8,291,320|630,095|8,921,415|8,563,251| |EXPENDITURE|ON:| |Fundraising|:|*|7|8,583| |Charitable|activities|6|7,337,918|662,493|8,000,411|8,035,887| |Total|expenditure|7,337,918|662,493|8,000,411|8,044,470| |Net movement in funds|953,402|(32,398)|923,004|518,781| |Reconciliation|of funds| |Fund balance at|1|April 2020|9,211,403|944,398|10,155,804|9,637,020| |Fund balances at 31 March 2021|15,|16|10,164,805|912,000|11,076,805|10,155,801|

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The statement of financial activities includes all gains and losses recognised in the year, The notes on pages 31 to 47 form part of these financial statements

MIDLAND MENCAP Registered Number 03006451

Consolidated Balance Sheet

As at 3£ March 2021

	Nates	2021			20206
		£	£	£	£
Fixed assets
Tangible assets	10		3,686,175		3,343,627
					3,343,627
Current assets
Asset held forsale		-		250,000
Stocks		1,170		1,166
Debtors Cash atbank andinhand	ll	945,218 6,205,035		$16,188 5,374,299
Investments		900,000		900,000
		8,051,423		7,341,657
Creditors: amounts falling duewithin
one year	12	(651,885)		(520,571)
Netcurrent assets			7,399,538		6,821,082
Total assets less current liabilities			11,085,713		10,164,709
Creditors: amounts fallingdue after	13		(8,908)		(8,908)
norethan one year			:		a
Total net assets			11,076,805		10,155,801
Funded by
Unrestricted funds	15
FreeReserves			§,181,722		4,589,868
TangibleFixedAssets Financial Commitments			2,774,175 8,908		2,412,627 8,908
Otherdesignated funds			2,200,000		2,200,000
Restricted funds	16
TangibleFixedAssets Restricted reserves			912,000 -		931,000 13,398
			11,076,805		10,155,801

The notes on pages 31 to 47 form part of these financial statements

The accounts were approved by the Board on 25 November 2021, and were signed on their behalfby:

MF Gallagher — Chairman

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MIDLAND MENCAP Registered Number 03006451 Balance Sheet (Company) As at 31 March 2021

	Notes		2021		2020
		£	£	£	£
Fixed assets
Tangible assets	10		2,771,100		2,408,119
					2,408,119
Current assets
Assetheld forsale	10a	-		250,000
Stocks Debtors	11	1,170 891,467		1,166 691,560
Cash atbankand inhand		6,020,736		5,334,464
Investments		900,000		900,000
		7,813,373		7,177,194
Creditors: amounts fallingdue within
oneyear	12	(600,208)		(475,114)
Net current assets			7,213,165		6,702,080
Total assets less currentliabilities			9,984,265		9,110,199
Creditors: amounts fallingdue after	13		(8,908)		(8,908)
morethan oneyear
Total net assets			9,975,357		9,101,291
Fundedby
Unrestricted funds	15
FreeReserves			4,995,349		4,470,866
TangibleFixed Assets			2,771,100		2,408,119
Financial Commitments			8,908		8,908
Otherdesignated funds			2,200,000		2,200,000
Restricted funds	16
Restricted reserves			-		13,398
			9,975,357		9,101,291

The notes on pages 31 to 47 form part of these financial statements The accounts were approved by the Board on 25 November 2021, and were signed on their behalf by:

MF Gallacher — Chairman

4 tf F /

MIDLAND MENCAP CONSOLIDATED STATEMENT OF CASHFLOWS For the year ended 31 March 2021

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||||||||| |---|---|---|---|---|---|---|---| |we| |Note|2021|2020| |£|£| |Cash|flows from|operating|activities:| |Net cash|provided|by operating|activities|19|1,040,039|375,094| |Cash|flows|from|investing|activities| |Interest received|11,964|26,651| |Rental|income|43,984|36,726| |Payments|to|acquire|tangible|fixed|assets|(553,278)|(340,729)| |Receipt from the|sale of assets held for|sale|293.000|772,750| |Net|cash provided|by investing|activities|835,709|870,042| |Cash|flows from|financing|activities:| |Finance|lease|instalments|adjustment/(repayment)|(4,973)|(811)| |Net cash|used|in financing activities|(4,973)|(811)| |Change in cash|and cash|equivalents|in the reporting period|830,736|870,772| |Cash|and|cash equivalents|at the beginning|of the reporting period|5,374,299|4,503,527| |Cash and|cash equivalents|at the end of the reporting|period|6,205,035|$374,299|

----- End of picture text -----

MIDLAND MENCAP NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2021

1 ACCOUNTING POLICIES

The principal accounting policies adopted, judgements and key sources of estimation in the preparation of the financial statements are as follows:

1.1 General information and basis of preparation

Midland Mencap is a charitable company domiciled in the United Kingdom. The address of the registered office is shown on the legal and administrative information page of this report. The charity constitutes a public benefit as defined by FRS102

The financial statements have been prepared in accordance with Accounting and Reporting by Charities Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2015) — (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

In the Trustees’ Report, there is a review of the charity’s current financial performance, liquidity and the ability to meet its current and future obligations. Financial projections into the foreseeable future have been made taking into consideration the potential risks to various income streams to Midland Mencap. Asa result of this analysis, the trustees have reasonable assurance that the charity is able to continue with its operations for the foreseeable future. Therefore, the financial statements are prepared on a going concern basis under the historical cost convention as modified to include property at fair value. The financial statements are prepared in sterling which is the functional currency of the charity.

The consolidated accounts incorporate the accounts of the parent charitable company and all group undertakings. Consolidation has been undertaken on a line by line basis. A separate statement of financial activities for the parent charitable company is omitted from the group accounts by virtue of section 408 of the Companies Act 2006.

12 Income recognition

Income from grants for charitable activities is recognised when earned, Other trading activities, investment and other income is recognised when received. Donations and legacies are recognised when notified provided the conditions for their receipt have been met and there is reasonable certainty of receipt and the amounts can be measured reliably.

No amount is included in the financial statements for volunteer time in line with SORP (FRS 102).

13 Expenditure recognition

All expenditure is accounted for on an accruals basis and has been classified under headings that aggregate costs related to the category. Expenditure is recognised where there is legal or constructive obligation to make payments to third parties, it is probable that the settlement will be requixed and the amount of the obligation can be measured reliably.

Irrecoverable VAT is charged as an expense against the activity for which the expenditure arose.

MIDLAND MENCAP NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2021

SSS

1 ACCOUNTING POLICIES (CONTINUED)

Expenditure recognition (continued)

As per FRS 102, governance costs form part of the charitable expenditure in the Statement of Financial Activities (SOFA) but more details is shown in Note 6 to the accounts. Charitable expenditure comprises those costs directly incurred in carrying out its charitable activities and expenditure of an indirect nature necessary to support these activities, Governance costs are those associated with the constitutional and statutory requirements of the charitable company and include audit fees and costs incurred in the strategic management of the charitable company.

Rental charges payable under operating leases are charged to the Statement of Financial Activities on a straightline basis over the term of the lease. Assets held under finance leases are shown as fixed assets and depreciated over the life of the lease.

1.4 Tangible fixed assets and depreciation

Tangible fixed assets are stated at cost (or deemed cost as per FRS 102 first adoption rules) less depreciation. Depreciation is provided at rates calculated to write off the cost less estimated residual value of each asset over its expected useful life. The rates used are:

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|||||||| |---|---|---|---|---|---|---| |Leasehold property|Over the period of|the lease| |Freehold property|Written off over 25|years|and|50 years| |Property|additions|10%|straight line| |Office|machinery|Between|10% and 35%|straight|line| |Fixtures|and|fittings|Between|10% and 35%|straight|line| |Motor vehicles|25%|straight line|

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Purchases of equipment and any fixtures and fittings deemed to be additions, as distinct from replacements, are capitalised if the initial cost of the asset exceeds £1,000. Otherwise the cost is treated as an expense.

Where the current value of a tangible fixed asset is found to be less than its carrying value, the asset is written down to its recoverable amount. The loss on impairment is charged to the appropriate expenditure category in the statement of financial activities. The charitable company currently has no assets to which impairment provisions apply.

Individual freehold and leasehold properties are carried at current year value at fair value at the date of the revaluation less any subsequent accumulated depreciation and subsequent accumulated impairment losses. Revaluations are undertaken with sufficient regularity to ensure the carrying amount does not differ materially from that which would be determined using fair value at the balance sheet date. Fair values are determined from market based evidence normally undertaken by professionally qualified valuers.

Revaluation gains are recognised within the statement of financial activities unless they reverse a charge for impairment that has previously been recognised as a cost within expenditure headings of the statement of financial activity. Revaluation losses are recognised as an expense in the relevant expenditure heading of the Statement of financial activities except to the extent to which they offset any previous revaluation gains, in which case the loss is shown in the ‘Gains/(losses) on the revaluation of fixed assets section ofthe statement of financial activities.

MIDLAND MENCAP NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2021

1 ACCOUNTING POLICIES (Continued )

15 Stocks

Stocks are valued at the lower of cost and net realisable value.

1.6 Investment properties

Investments are included in the balance sheet at market value. They are regularly revalued and the resultant surpluses or deficits are taken to the Statement of Financial Activity as an investment gain or loss. In accordance with FRS 102, no depreciation is provided on investment properties.

1.7 Debtors and creditors receivable / payable within one year

Debtors and creditors with no stated interest rate and receivable or payable within one year are recorded at transaction price.

1.8 Leases

Assets acquired under finance leases are capitalised and depreciated over the shorter of the lease term and the expected useful life of the asset. Minimum lease payments are apportioned between the finance charge and the reduction of the outstanding lease liability.

Rentals payable and receivable under operating leases are charged to the SoFA on a straight-line basis over the period of the lease,

1.9 Fund accounting

Unrestricted funds are available to spend on activities that further any of the purposes of the charity. Designated funds are unrestricted funds of the charity which the trustees have decided at their discretion to set aside to use for a specific purpose. Restricted funds are donations which a donor has specified to be solely used for particular areas of the charity’s activities.

1.10 Going concern

These accounts have been prepared on a going concern basis. The Trustees have considered current funding streams and reviewed the 2020/21 budget. The grant income for the coming year from the local authorities has been confirmed and a detailed review of budgeted income and expenditure 2020/21 has been undertaken. Asha House day care activities are have been reviewed favourably and their delivery is aligned with Midland Mencap’s community hub services to ensure that wellbeing activities and opportunities continue to be delivered. Current plans are to extend the day care offer to a wider demographic. The Homes are not yet operating at full capacity and as such the parent company, Midland Mencap, has formally committed, through its Board of Trustees, to underwrite any necessary investment to services that may be required in the ordinary course of providing operational services and activities to the citizens and carers of Birmingham Multi-Care. The Trustees are therefore satisfied that there are sufficient assets and funds for the Charitable Company to remain a going concern.

MIDLAND MENCAP NOTES TO THE FINANCIAL STATEMENTS

For the year ended 31 March 2021 laeeee a SS

1 ACCOUNTING POLICIES (Continued)

1.41 Financial Instruments

The charitable company enters into only basic financial instrument transactions that result in the recognition of financial assets and liabilities like trade and other accounts receivable and payable, loans from banks and other third parties, loans to related parties and investments in non-puttable ordinary shares. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value with the exception of bank loans which are subsequently measured at amortised cost using the effective interest method.

1.12 Pensions

The charitable company operates a defined contribution pension scheme for employees. The assets of the scheme are held separately from those of the charitable company. The annual contributions payable arc charged to the Statement of Financial Activities.

2

Donations	Unrestricted funds	Restricted funds	Total 2021	Total 2020
	£	£	£	£
Donations Legacies Grants	32,399 19,186 574,780	- - 630,095	32,399 19,186 1,204,875	22,394 - 780,497
	626,365	630,095	1,256,440	802,891

Of the £802,891 income received in 2020, £780,497 was restricted income and £22,394 was unrestricted income.

Included within unrestricted grants is £317,284 claimed under the governments coronavirus job retention scheme.

Investment income

Investment income
	Unrestricted funds	Restricted funds	Total 2021	Total 2020
	£	£	£	£
Rental income	43,984	-	43,984	36,726
Interestreccivable	11,964	-	11,964	26,651
	55,948	-	55,948	62,927

All investment income received in 2020 all related to unrestricted funds.

MIDLAND MENCAP

Notes to the Financial Statements (continued) For the year ended 31 March 2021

4 Other Trading Activities

	Unrestricted	Restricted	Total	Total
	funds	funds	2021	2020
	£	£	£	£
Barsales	322	-	322	9,489
VendingMachines	-	as	5	464
	322	=	322	9,953
IncomefromOther trading activities in2020 all related tounrestricted			funds
income from charitable activities
	Unrestricted	Restricted	Total	Total
	funds	funds	2021	2020
	£	£	£	£
Carers activities (ForwardCarers)	635,297	-	635,297	655,221
Domcare fees	4,608,440	-	4,608,440	4,377,204
Supporting People	1,340,753	-	1,340,753	1,381,185
HB & Residents’ contributions	689,030	-	689,030	642,298
Activityand Travel Contributions	20,509	-	20,509	137,879
OtherContributions	38,760	-	38,760	31,831
PA Service	227,816	”	227,816	338,856
	7,560,604	-	7,560,604	7,564,474

Income from Other trading activities in 2020 all related to unrestricted funds 5 income from charitable activities

Of the £6,783,977 total income in 2020, £780,497 was restricted income and £7,564,475 was unrestricted income.

Other income
	Unrestricted	Restricted	Total	Total
	funds	funds	2021	2020
	£	£	£	£
Otherincome	5,081	-	§,081	10,422
Profitfrom sale offixed asset	43,000	-	43,000	112,583
	48,081	-	48,081	123,005

In 2020 all other income related to unrestricted funds.

MIDLAND MENCAP

Notes to Financial Statements (continued) For the Year ended 31 March 2021

Resourcesexpended	Unrestricted	Restricted	Total	Total
	funds	funds	2021	2020
	£	£	£	£
Charitable expenditure
Salaries,wages and social security	5,806,127	439,702	6,245,829	6,121,937
Otherstaffcosts	67,489	17,574	85,063	80,904
Direct costs for charitable activities	319,846	55,157	375,003	502,726
Office, Support andAdmin costs	872,942	113,862	986,804	1,013,701
Governance (note 6 a)	96,982	-	96,982	103,778
Depreciation	174,532	36,198	210,730	212,842
	7,337,918	662,493	8,000,411	8,035,887

Of the £8,035,887 expended in 2020, £805,549 was restricted expenditure and £7,230,339 was unrestricted expenditure.

		Unrestricted	Restricted	Total	Total
		funds	funds	2021	2020
		£	£	£	£
6a	Governance costs
	Salariesand social security	39,026	-	39,026	40,502
	Trustees’ indemnityinsurance	1512	~	1,512	1,341
	Auditors’ remunerationcurrentyear	20,087	“	20,087	19,392
	Legalandprofessional	-	~	-	2,480
	Printing Travel expenses	23 ~	- -	23 -	338 781
	Catering HRconsultancy	- 35,825	- -	- 35,825	2,548 35,885
	Affiliation	509	-	509	510
		96,982	-	96,982	103,778

Expenditure not directly attributable to governance has been apportioned on an appropriate basis such as staff time or usage.

MIDLAND MENCAP

Notes to the Financial Statements {continued) For the year ended 31 March 2021

6b Net Group incoming resources for the year

Net incoming resources for the group are stated after charging:

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||||| |---|---|---|---| |2021|2020| |£|£| |Depreciation|210,730|212,842| |Rentals from|operating expenses|263,260|287,194| |Auditor’s|remuneration|21,618|21,872| |495,608|521,908| |—|—|

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7 Trustees

During the year, nil (2020: four trustees} were reimbursed out of pocket expenses in relation to travel. No Trustee received any remuneration (2020: £nil). There were no donations from Trustees to the charitable company (2020: Nil)

8 Employees

Total Staff costs

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||||||| |---|---|---|---|---|---| |2021|2020| |£|£| |Wages|and|salaries|5,821,293|5,724,902| |Social|security|costs|361,762|336,086| |Pension|scheme|contributions|101,800|101,450| |6,284,855|6,162,439| |Number|of employees| |2021|2020| |No.|No.| |The average number|of employees|during the|year was:|387|397|

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In 2020/21 the organisation had eight senior managers whose total pay remuneration costs amounted to £468,905 (2020, seven senior managers: £356,600). Pension contributions in respect of these individuals were £5,415 (2020: £5,194).

There was one employee whose annual emoluments were in the range £90,000 - £100,000 and one employee in the range of £60,000 - £70,000 (2020: one employee in the range of £80,000 - £90,000 and one employee in the range of £60,000 - £69,999,

MIDLAND MENCAP

Notes to the Financial Statements (continued) For the year ended 31 March 2021

eee

9 Pension scheme

The Charitable group contributes to group personal pension plans for certain employees. Midland Mencap continues to comply with Work Place Pensions law by making contributions to the new pension scheme for all eligible employees. All employees who qualify are automatically enrolled into the pension scheme. Those employees who are not automatically eligible are given the opportunity to opt into the pension scheme. The employer contribution is 3% in line with the Pension regulators requirements. The old pension scheme was closed to new entrants so it is set to remain stable or decrease as employees make career moves. The charge in the Statement of Financial Activities represents contributions paid by Midland Mencap in respect of the year ended 31 March 2021 amounted to £101,800 (2020: £101,450).

10 Tangible fixed assets (Group)

	Freehold	Leasehold	Office	Fixtures&	Motor
	property £	property £	equipment £	fittings £	vehicles £	Total £
Cost or valuation
At 1 April 2020	3,079,438	606,935	224,169	450,285	28,289	4,389,115
Additions Disposal	524,833 -	- -	15,845 -	- (132,039)	12,600 -	553,278 (132,039)
At 31 March 2021	3,604,271	606,935	240,014	318,246	40,889	4,810,354
Depreciation At	April2020	103,489	512,311	150,175	=.271,136	8,378
Charge foryear Disposals	61,769 -	54,631 -	27,309 -	60,106 (132,039)	6,915 -	210,730 (132,039)
At 31 March2021	165,258	566,942	177,484	199,203	15,293	1,124,179
Net book value
At31 March 2021	3,439,013	39,993	62,530	119,043	25,596	3,686,175
At31March2020	2,975,949	94,624	73,994	179,148	19,911	3,343,627

The charity lets a portion of its freehold property to another charity with similar charitable purposes and receives a rental income from this arrangement

MIDLAND MENCAP

Notes to the Financial Statements (continued) For the year ended 31 March 2021

10 Tangible fixed assets (continued))

Tangible fixed assets (Company only)

	Freehold	Leasehold	Office	Fixtures&	Motor
	property	property	equipment	fittings	vehicles	Total
	£	£	£	£	£	£
Cost
At 1 April2020	2,129,438	606,935	220,110	316,596	28,289	3,301,368
Additions	524,833	-	15,845	-	12,600	553,278
At 31 March 2021	2,654,271	606,935	235,955	316,596	40,889	3,854,646
Depreciation
At 1 April2020	84,489	512,311	149,521	138,547	8,378	893,246
Chargeforyear	42,769	54,631	26,292	59,693	6,915	190,300
At31 March2021	127,258	566,942	175,813	198,240	15,293	1,083,545
Net bookvalue
At 31 March 2021	2,527,013	39,993	60,114	118,356	25,596	2,771,100
At31March2020	2,044,949	94,624	70,590	178,049	19,911	2,408,123

MIDLAND MENCAP

Notes to the Financial Statements (continued) For the year ended 31 March 2021

11 Debtors

----- Start of picture text -----
||||||||| |---|---|---|---|---|---|---|---| |Group|Company| |2021|2020|2021|2020| |£|£|£|£| |Trade debtors|$42,702|433,008|463,607|327,579| |Accrued income|47,533|310,858|387,434|291,826| |Prepayments|354,982|72,322|40,426|72,154| |945,218|$16,188|891,467|691,560| |12|Creditors:|amounts|falling|due within|one year| |Group|Company| |2021|2020|2621|2020| |£|£|£|£| |Tax|and|Social|Security|118,160|88,029|109,846|78,283| |Other creditors|104,775|80,323|103,769|76,547| |Accruals|346,456|350,219|315,635|318,284| |Deferred|income|(12a)|82,494|2,000|79,866|2,000| |651,885|§20,571|609,116|475,114| |12a|Deferred|income|analysis|(Group|and|Company)| |2021|2026| |£|£| |Deferred income|brought forward.|2,000|8,300| |Deferred income released in year|(2,000)|(8,300)| |Deferred income|during|the year|82,494|2,000| |Deferred income|carried|forward|82,494|2,000|

----- End of picture text -----

12a Deferred income analysis (Group and Company)

MIDLAND MENCAP

Notes to the Financial Statements (continued) For the year ended 31 March 2021

13 Creditors: amounts falling due after 1 year

Creditors: amounts falling duedue after 1	year
	Group		Company
	2021	2020	2021	2020
	x	£	£	£
Obligationsunder finance leases	8,908	8,908	8,908	8,908
	8,908	8,908	8,908	8,908
Analysis ofnet assets between funds
		Unrestricted	Restricted	Total
		funds	funds
GROUP(CURRENTYEAR)		£	£	£
Tangible fixed assets		2,774,175	912,000	3,686,175
Stocks		1,170	-	1,170
Debtors		945,218	-	945,218
Cash atbankand inhand		6,205,035	-	6,205,035
Investments		900,000	-	900,000
Creditors: amounts fallingdue within oneyear		{651,885)	-	(651,885)
Creditors: amounts fallingdue aftermorethanone		(8,908)	-	(8,908)
year
		10,164,805	912,000	11,076,805
		Unrestricted	Restricted	Total
		funds	funds
GROUP(PRIORYEAR)		£	£	£
Tangible fixed assets		2,412,627	931,000	3,343,627
Assets held for sale		250,000	-	250,000
Stocks		1,166	-	1,166
Debtors		816,188	=	816,188
Cash atbankand inhand		5,360,301	13,398	5,374,299
Investments		900,000	-	900,000
Creditors; amounts falling due within one year		(520,571)	-	(520,571)
Creditors: amounts fallingdue aftermore thanone		(8,908)	-	(8,908)
year
		9,211,403	944,398	10,155,801

14 Analysis of net assets between funds

MIDLAND MENCAP

Notes to the Financial Statements (continued) For the year ended 31 March 2021

14 Analysis of net assets between funds (Continued)

	Unrestricted	Restricted		Total
	funds	funds
COMPANY(CURRENTYEAR)	£	£		£
Tangible fixedassets	2,771,100		-	2,771,100
Stocks Debtors Cash at bankand inhand	1,170 891,467 6,020,736		- - -	1,170 891,467 6,020,736
Investments Creditors; amounts fallingduewithinoneyear	900,000 (600,208)		- -	900,000 (600,208)
Creditors: amounts falling due after more than one	(8,908)		-	(8,908)
year
	9,975,357		-	9,975,357
	Unrestricted	Restricted		Total
	funds	funds
COMPANY(PRIORYEAR)	£	£		£
Tangiblefixed assets	2,408,119		-	2,408,119
Investment assets held for sale	250,000		-	250,000
Stocks Debtors Cashatbankand inhand	1,166 691,560 5,334,464		- - 2	1,166 691,560 5,334,464
Investments Creditors: amounts fallingdue withinone year	900,000 (475,114)		- -	900,000 (475,114)
Creditors: amounts falling due after more than one			-
year	(8,908)			(8,908)
	9,101,291		-	9,101,291

MIDLAND MENCAP

Notes to the Financial Statements (continued) For the year ended 31 March 2021

15 Unrestricted funds Group (Current year)

	Atl April	Incoming	Outgoing	Transfer/gains	At31
	2020	resources	resources	or (losses}	March
					2021
	£	£	£	£	£
Freereserves	4,589,868	8,291,320	(7,337,918)	(362,548)	3,658,867
Designated funds
Tangible fixed assets	2,412,627	.	-	362,548	2,774,175
Financial commitments	8,908	~	-	-	8,908
Otherdesignatedfunds	2,200,000	-	-	-	2,200,000
	9,211,402	8,291,320	(7,337,918)	-	10,164,805

The £2,200,000 reserves are designated to Domecare services (£800k), IT system investment (£400k), Community Hub project (£500 k) and new business development funds of (£500k).

Unrestricted funds Group (Prior year)

	At1lApril	Incoming	Outgoing	Transfer/gains	At31
	2020	resources	resources	or (losses)	March
					2021
	£	£	£	£	£
Freereserves	3,531,945	7,782,754	(7,238,922)	(416,910)	3,658,867
Designatedfunds
Tangiblefixed assets	2,925,906	-	-	417,721	3,343,627
Financial commitments	9,719	-	-	(811)	8,908
Otherdesignated funds	2,200,000	-	-	~	2,200,000
	8,667,570	7,782,754	(7,238,922)	-	9,211,402

MIDLAND MENCAP

Notes to the Financial Statements (continued) For the year ended 31 March 2021

a 16 Restricted Group funds (Current Year)

e

	At1	Incoming	Outgoing	Transfer/gains	At31
	April 2020	resources	resources	or (losses)	March 2021
	£	£	£	£	£
CommunityHub WalsallHub	- -	118,750 39,500	(118,750) (39,500)	- -	- -
Walsall Groups	-	7,000	(7,000)	-	-
SportsEngland Children’s Commissioned	13,398 -	55,625 249,934	(69,023) (249,934)	- -	- -
Services
Birmingham Multi-Care Freeholdproperty-BMC	- 931,000	159,286 -	(159,286) (19,000)	- ~	- 912,000
	944,398	630,095	(662,493)	-	912,000

Restricted Group funds (Prior year)

	Atl	Incoming	Outgoing	Transfer/gains	At31
	April 2020	resources	resources	or (losses)	March 2021
	£	£	£	£	£
CommunityHub WalsallHub	- -	179,984 39,416	(179,984) (39,416)	- -	- -
Walsall Groups SportsEngland	- 19,450	7,000 120,693	(7,000) (126,744)	- -	- 13,398
Children’s Commissioned
Services BirminghamMulti-Care Freeholdproperty-BMC	- - 950,000	241,228 192,176 -	(241,228) (192,176) (19,000)	- - -	- - 931,000
	969,450	780,497	(805,549)	-	944,398

MIDLAND MENCAP

Notes to the Financial Statements (continued) For the year ended 31 March 2021

16 Restricted funds (continued)

The Community Hub — is a service for adults with learning disability, offering meaningful daytime opportunities and activities such as education, training and leisure. The staff consults individuals, their carers and familics, to tailor services to suit their needs and wishes, arranging support and activities, and signposting to other relevant agents if necessary. You Choose service is part of the Community Hub grant that gives information and advice, using person-centred approaches, to young people with learning disabilities in the transition period of moving from education to adult life. Staff helps the service-user to plan and organise their care support, exploring their options, in a culturally sensitive way to meet their everyday needs, and give practical advice in managing their finances.

The Walsall Hub — is a service for all people with a learning disability, offering opportunities and activities such as education, leisure and training. The services are provided in a bespoke setting in Walsall town centre. Walsali City Council provides funding towards the building and clubs.

Walsall Groups — is a service facilitating social groups for people with a learning disability and receives funding from Walsall Council.

Sports England - Park Ride is a Sports England funded project that facilitates an inclusive family cycling project that provides the whole family, regardless of age or need with the opportunity to enjoy the great outdoors together by using a range of adapted and mainstream bikes.

Children’s Commissioned Services — offer short breaks usually in 2 hour blocks to family carers. This gives them some free-time to pursue their own interests, secure in the knowledge that their dependent is professionally supported, whether at home or on planned outings. This grant was extended further to March 2021.

Birmingham Multi-Care Restricted income — Birmingham City Council funds the two respite care homes and the day centre to provide respite care and day time activities for Birmingham Multi-Care’s citizens and carers.

The transfer from unrestricted funds presents the contribution from unrestricted funds to fund various services where a shortfall arises.

Freehold property cost represents the value of the properties purchased. The Trustees have considered the allocation of depreciation in respect of these properties and a transfer has been made from restricted reserves to unrestricted reserves to correct the previously misallocated depreciation.

Freehold property revaluation reserve represents the revaluation of freehold properties.

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MIDLAND MENCAP

Notes to the Financial Statements (continued) For the year ended 31 March 2021

17 Capital commitments

There were no material capital commitments as at 31 March 2021.

18 Finance and Operating leases

At 31 March 2021 the group company had minimum future lease payments under non-cancellable finance and Operating leases as follows:

	Finance	Operating	2021	2020
	£	£	£	£
Less than 1 year 2-5 years More than 5 years	3,635 - -	256,707 728,240 1,453,410	260,342 728,240 1,453,410	260,342 728,240 1,753,752
	3,665	2,438,327	2,441,992	2,702,334

Our three main housing long term operating leases are for periods of 10 and 20 years.

19 Net cash provided by operating activities

Net cash providedcash providedprovidedbyoperatingactivities
Net cash providedcash providedprovided by operating activities	2021	2020
	£	£
Netmovementinfunds	921,004	518,781
Interestreceived	(11,964)	(26,651)
Rentreceived	(43,984)	(36,276)
Depreciation Profitondisposaloffixed assets (Increase)/Decrease instock (increase) /Decreaseindebtors Increase/ (Decrease) increditors	210,730 (43,000) (4) (129,030) 136,587	212,842 (112,583) 4 $1,000 (232,023)
	1,040,039	375,094

MIDLAND MENCAP

Notes to the Financial Statements (continued) For the year ended 31 March 2021

20 Related party transactions

There were no related party transactions between Midland Mencap and its Trustees in the year ended 31 March 2021.

Birmingham Multi-care Support Services Limited is a wholly owned subsidiary of Midland Mencap. Transactions during the year related to providing all functions of the Finance services, strategic and operational management. These services range from day to day transaction processing to internal and external reporting and governance. The related part transactions also include Central overhead costs allocation as BMC operates from the parent company’s premises. Birmingham Multi-care Support Services paid £85,671 to Midland Mencap for the provision of these services (2020: £4,144).

Midland Mencap is a member of Forward Carers Consortium Limited and the CEO of Midland Mencap is a Board Director of the Consortium. Midland Mencap facilitated the transition of Forward Carers Consortium Limited from being a Midland Mencap project to delivering the project independently as a social enterprise organisation. In 2020/21 the total value of transactions to CERS, Family Carers and management services amounted to £550,014 (2020: £501,308).

21 Net income from activities of subsidiary

Birmingham Multi-Care Support Services Limited, the wholly owned subsidiary of the charity is a charity providing care and support to people in Birmingham who have multiple disabilities and respite to their Parents and Carers. A summary of its results for the year to 31 March 202] are shown below.

Audited accounts will be filed with the Registrar of Companies.

	2021	2020
Incomingresources	775,739	796,731
Resources expended	(728.823)	(849.383)
Netexpenditure	46,916	(52,652)
The assets and liabilities at31March were:
Fixed assets	915,077	935,504
Currentassets	326,499	164,463
Current liabilities	140.150	(45.457)
Total netassets	1,101,426	1,054,510
Total funds
Unrestrictedfunds	189,426	123,510
Restrictedfunds	_912.000	__931,000
	1,101,426	1,054,510

2021-03-31-accounts

MIDLAND MENCAP

MIDLAND MENCAP

Contents

MIDLAND MENCAP

Legal and Administrative Information

Registered Charity Name

Midland Mencap

Status

Registered Charity number 1043360

MIDLAND MENCAP

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Mission

Trustees

MIDLAND MENCAP

Organisational Structure

Trustee Recruitment

OBJECTIVES AND ACTIVITIES

MIDLAND MENCAP

OBJECTIVES AND ACTIVITIES (continued)

Public Benefit

Review of financial position

TRUSTEES’ REPORT (continued) For year ended 31 March 2021

Covid-19 impact and review

Reserves policy

MIDLAND MENCAP

TRUSTEES’ REPORT (continued) For year ended 31 March 2021

MIDLAND MENCAP TRUSTEES’ REPORT (continued) For year ended 31 March 2021

Risk factors

MIDLAND MENCAP

TRUSTEES’ REPORT (continued) For year ended 31 March 2021

Risk factors (continued)

MIDLAND MENCAP

Employee remuneration

Going Concern

Related parties

MIDLAND MENCAP

STRATEGIC REPORT

Achievements and Performance

Housing, Care and Support services

MIDLAND MENCAP

STRATEGIC REPORT

Achievements and Performance

Housing, Care and Support services (continued)

MIDLAND MENCAP

STRATEGIC REPORT

Achievements and Performance

Housing, Care and Support services (continued)

Key achievements during 2020/2021:

Home Support/Supported Living & Tenancy/Housing Support Services

Carers Emergency Response Service (CERS}

MIDLAND MENCAP

STRATEGIC REPORT

Achievements and Performance

Housing, Care and Support services (continued)

Placing Vulnerable Urban Residents into Employment and Training (PURE)

MIDLAND MENCAP

STRATEGIC REPORT

Achievements and Performance

Housing, Care and Support services (continued)

Birmingham Multi-Care Support Services

Birmingham Multi-Care Respite Care Provision

MIDLAND MENCAP

STRATEGIC REPORT

Achievements and Performance

Housing, Care and Support services (continued)

Birmingham Multi-Care Home Based Care and Support

MIDLAND MENCAP

STRATEGIC REPORT (continued)

Key Stats

Children and Young people (CYP) services:

MIDLAND MENCAP STRATEGIC REPORT (continued)

Community Services Update 2020/2021 (continued):

Community Hub services:

Key Stats

MIDLAND MENCAP

STRATEGIC REPORT (continued)

Community Services Update 2020/2021 (continued):

Family Carers Support services

Key Stats

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