2023-03-31-accounts

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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 2023

midland GEncapThe voice of learning disability

MIDLAND MENCAP

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MIDLAND MENCAP

LEGAL AND ADMINISTRATIVE INFORMATION FOR THE YEAR ENDED 31 MARCH 2023

Registered Charity Name

Midland Mencap

Status

The Organisation is a charitable company limited by guarantee and not having a share capital, incorporated in January 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 anda 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.

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||||||||| |---|---|---|---|---|---|---|---| |Registered|Charity|number|1043360| |Company|number|03006451| |Trustees|M F|Gallagher — Chairman| |K Gujral| |J|Cleminson| |Dr F M|McConnell| |N P|Green| |CS|Proctor| |N|Smith| |C|McGinley — Resigned 06|February 2023| |RC|Young — Resigned 26|August|2022| |Principal|address|and|registered|office|Unit|E,|Pinewood| |Bell Heath Way| |Woodgate|Business|Park| |Birmingham| |B32|3BZ| |Auditors|Haines|Watts Birmingham LLP| |5-6|Greenfield|Crescent| |Edgbaston| |Birmingham| |B15|3BE| |Bankers|Unity Trust Bank| |Four|Brindleyplace| |Birmingham| |BI|2JB| |Chief Executive|D|Rogers|

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MIDLAND MENCAP TRUSTEES’ REPORT FOR THE YEAR ENDED 31 MARCH 2023

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 2023 which are also prepared to meet the requirements of a 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 K Gural J Cleminson Dr F M McConnell N P Green CS Proctor N Smith

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.

MIDLAND MENCAP TRUSTEES’ REPORT (continued) FOR THE YEAR ENDED 31 MARCH 2023

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 of the 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.
e 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 THE YEAR ENDED 31 MARCH 2023

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 of a 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 100% stake in its subsidiary, Birmingham Multi-Care Support Services. This is a charitable company, limited by guarantee, whose mission, values, objectives and activities 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 £9,608,511 included £827,214 income from the subsidiary and the total expenditure of £8,352,467 included £775,460 (before intercompany recharges of £95,276). The subsidiary reported a surplus of £5,800 and the overall group performance reported a surplus of £1,203,554. The consolidated total reserves stood at £13,177,871. The group continues to have sufficient cash flows to carry out its charitable objectives.

MIDLAND MENCAP TRUSTEES’ REPORT (continued) FOR THE YEAR ENDED 31 MARCH 2023

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 Domcare, 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 £874k 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.

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 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 funds 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 free 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:

¢ To ensure funds are available for unforeseen emergencies or other unexpected needs, for example unexpected property repairs or funding for an urgent project opportunities.
e Unforeseen day to day operational costs.
e Grant income not being renewed.
Planned commitments which may need higher levels of reserves.
e 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.
e Staff retention

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MIDLAND MENCAP TRUSTEES’ REPORT (continued) FOR THE YEAR ENDED 31 MARCH 2023

The group's consolidated total reserves at 31 March 2023 were £13,177,871. £5,884,904 of this is represented by tangible fixed assets held for charitable use (£874,000 of which is restricted funds), and a further £2,200,000 is designated funds (details given under financial review), which leaves the group with free reserves of £5,092,967 as at 31 March 2023 - equivalent to 9 months’ worth of current staff salaries.

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.

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.

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||||||||||||| |---|---|---|---|---|---|---|---|---|---|---|---| |ee| |Dependency on|income|¢|Cash|flow|and budget|impact|of loss|of|®|Identification|of major dependencies and| |sources|income|source.|finding alternative income|sources|well| |before|end|of contracts|with|major|funders.| |e|Adequate|reserves|policy.| |e|Diversification|of income|streams.| |Relationship|with|e|Deterioration|in|relationship|may impact|e|Regular|contact and briefings|to major| |funders|on|funding|and support available.|funders.| |¢|Project reporting|as per required|timelines| |by the|funder.| |@|Meeting|funders’|terms,|conditions|and| |requirements.| |Government|Policy|¢|Availability of contract|and|grant|funding.|¢|Monitoring of|proposed|legal and| |e|Impact|of|tax regime|on voluntary|giving.|regulatory changes.| |©|—|Impact|of general|legislation|or regulation|¢|Membership|ofumbrella bodies that| |on how services|are delivered.|advocate|for rights of|[people]|[with]|[learning]| |e|—|Role of voluntary sector.|disabilities.|

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MIDLAND MENCAP TRUSTEES’ REPORT (continued) FOR THE YEAR ENDED 31 MARCH 2023

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Risk factors (continued)

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|||||||||||| |---|---|---|---|---|---|---|---|---|---|---| |Investment|e@|Global|market|instability.|e|—|Spread of risk on investment portfolios.| |e|Upnforeseen|ethical|issues.|e|Regular reviews by investment|managers|on risk| |to|portfolios.| |®|Regular reviews by|the|investment|management| |system|to|ensure|investments|are in|line with| |charitable|objectives.| |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.|e|Authorisation|procedures|followed|to|ensure| |e|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.|e|Data backup procedures|and precautions.| |©|—|Destruction of|property,|¢|—|Insurance|cover.| |equipment,|records|through|e|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.| |e|Fund-raising|strategy|to promote|public| |awareness|and our external|profile|within|and| |outside|our|sector.| |Subsidiary company|¢|—|Staff integration and TUPE|©|Through due diligence|of|policies,|processes,| |©|Integration|of systems,|contracts| |policies and processes|e|Continued|liquidity reviews| |©|Historical|liabilities and|e|Review transferability of historical|contracts and| |contract|commitments|Properties| |°|—|Extra funding requirements:|:|e¢|Operation’s TUPE|audit continuity reviews|

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MIDLAND MENCAP

TRUSTEES’ REPORT (continued) FOR THE YEAR ENDED 31 MARCH 2023

Employee remuneration

Midland Mencap aims to pay salaries that are fair and competitive within the charity sector in order to retain qualified staff. From January 2023 the Board took the decision to introduce the real living wage ahead of May 2023 deadline. 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, Deputy Director of Operations and Head of Finance.

Midland Mencap is committed to paying the Real 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 26 October 2023 and signed on their behalf by:

MF Gallagher — Chairman

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MIDLAND MENCAP STRATEGIC REPORT FOR THE YEAR ENDED 31 MARCH 2023

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, Learning Disability Community Wellbeing Service (CWS), 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 of housing stock for people with a learning disability, our current portfolio of properties consists of: -

e Ludford Close 24 studio apartments 2 x 1-bedroom flats 1 x 3-bedroom flat
« Dunnigan Road 1 x 3-bed, fully accessible, bungalow 1 x 2-bed, fully accessible, bungalow
© Underwood Close 2 x 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

e Cornbrook Road 2 x 3 bed, shared, houses

® Nailers Close 1 x 2 bed, accessible, bungalow

During the 2022/2023 period we have purchased the main building at Underwood Close having previously managed this under a lease agreement. We have also purchased another bungalow on Dunnigan Road. This purchase has only just been agreed and once completed, the property will undergo extensive refurbishment to improve the building’s sustainability, energy efficiency and allowing us to maintain our high-quality housing portfolio.

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.

MIDLAND MENCAP STRATEGIC REPORT (continued) FOR THE YEAR ENDED 31 MARCH 2023

Achievements and Performance

Housing, Care and Support services (continued)

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 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.

In April 2023 we were successful in applying to join the Flexible Contracting Arrangements for the Provision of Care and Support (Supported Living) Framework with Birmingham City Council, replacing our 2018 contract framework agreement, and thus giving us a new flexible contracting arrangement that runs to April 2028, with the possibility of a further two-year extension, running up to April 2030.

Housing, Care and Support continue to drive 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. We are currently in the process of upgrading our systems from IQ:CarePlanner to IQ:CareManager which is cloud based software and has allowed the organisations migration away from an old style server, to cloud based solutions that can be accessed without the need for server access, thus creating a more agile way of working. 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 has supported the organisation to eliminate paper-based procedures, achieve operational efficiencies and reduce admin time and costs.

With ever decreasing resources and the continuation and potential worsening 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.

In addition to this we have also encountered increased staff absences, especially around ‘Long-COVID’ and experience unprecedented problems around recruitment. The health and social care sector continue dealing with the emotional toll of the pandemic and frontline health and social care workers are dealing with the added pressures around the cost-of-living crisis which is pushing people who are in secure employment into poverty. To help in alleviating this we, as an organisation, have implemented the Real Living Wage. This is the only UK wage rate based on the cost of living and, although we had to commit to paying this as part of our framework agreement with Birmingham City Council, we chose to implement this earlier than the April 2023 guideline and started paying this to our frontline staff effective from January 2023. From November 2022 through to March 2023 we introduced an emergency staff foodbank scheme to support any member of staff that needed any assistance. This was completely confidential, with no records maintained and no questions asked and was a way of us being able to discreetly support staff throughout the winter months with food parcels containing essentials. In December 2022 all staff were gifted a £50 Asda gift voucher as a thank-you and in recognition of their continued support to the organisation.

MIDLAND MENCAP STRATEGIC REPORT (continued) FOR THE YEAR ENDED 31 MARCH 2023

Achievements and Performance

Housing, Care and Support services (continued)

Home Support/Supported Living & Learning Disability Community Wellbeing Service

Across the year our care and support teams have delivered 329,775.5 hours of home-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. Our Supporting People/Tenancy Related Support service became the Community Wellbeing Service (CWS) from July 2022. Not only were we successful in winning this contract, but we were also actually allocated more hours than we had originally applied for.

We have: -

e Delivered 240,517.5 hours of home care/supported living.
e Delivered 85,262 hours of Community Wellbeing Service support. (This was 95% face to face support, 3.1% of group activity support 1% telephone support and 1% Zoom/Teams support)
¢ Within the 240,517.5 hours, we delivered 28,139 waking night hours.
e Within the 240,517.5 hours, we delivered 23,224 sleep-in hours.
e Supported 450 individuals with Community Wellbeing Service support.
e Supported 5 individuals with home support.
e Supported 104 individuals with supported living.
e 31 individuals ‘floated off from our Community Wellbeing Service having been supported to live with full independence across this period.
e The Community Wellbeing Service reported 2103 outcomes related to health and wellbeing, community participation, obtaining/maintaining accommodation, and economic wellbeing.

Our services are provided by a phenomenal group of frontline social care workers who worked tirelessly and diligently to ensure that all the people who use our services received high-quality, person-centred care.

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 203 frontline housing, care and support staff have received 1080 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) FOR THE YEAR ENDED 31 MARCH 2023

Achievements and Performance

Housing, Care and Support services (continued)

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 appointments, such as health related consultations i.e., chemotherapy appointments, ensuring carers can prioritise their own wellbeing alongside that of the person they care for.

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 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 who can feel particularly isolated.

Two of our CERS Officers have both received Trusted Assessor training with the Occupational Therapy Service, allowing them to assess for simple O/T equipment and assisting with the BCC waiting list for O/T appointments — this can now be carried out by CERS staff as part of their assessment process rather than the individual having to be referred via the single point of access.

In the last twelve-month period, we have: -

e 1257 carers registered for the service (as of end March 2023)
e Supported with 20 separate emergencies, providing 407.5 hours of emergency support.
e Supported with 327 pre-planned appointments, providing 1000 hours to carers to support these appointments.
e Completed 613 assessments for people wishing to access the service. © Reviewed and updated 1513 individual emergency support plans.

MIDLAND MENCAP

STRATEGIC REPORT (continued) FOR THE YEAR ENDED 31 MARCH 2023

Achievements and Performance

Housing, Care and Support services (continued)

Some of our CERS Case Studies/Good News Stories over the last twelve months are:

¢ CERS supported a family to source respite care provision after an emergency without interaction from the local authority as family were privately funding.
e CERS supported another family to source a care package from the local authority following an emergency. e CERS signposted and supported a Carer with bereavement counselling after the Cared For individual passed away a few days after being assessed for the service.
e O/T assessment completed with Cared For during an emergency as cancelling this would have delayed the necessary adaptations needed to a wet room within the property.
e CERS supported a family with a pre-planned appointment that then turned into an emergency. CERS supported the family to liaise with social workers and source suitable respite provision for the Cared For as the hospital would not discharge the Carer as they would not have got any rest. Sadly, the Carer passed away and CERS supported the family and signposted them for grief support.

Domestic Abuse Service

The Domestic Abuse service was mobilised in November 2022. We have a very experienced Domestic Abuse Lead in post as well as a Domestic Abuse Assistant who was appointed in early 2023.

Bespoke Learning Disability Domestic Abuse Awareness training has been designed and produced by the service lead with piloted training due to be provided in April 2023. This will then be rolled out to internal and external groups and professionals.

This service is grant funded until November 2023 with the possibility of a one-year extension, potentially extending this to November 2024 as Birmingham City Council establishes its’ Domestic Abise Strategy.

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.

e 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 (continued) FOR THE YEAR ENDED 31 MARCH 2023

Achievements and Performance

Housing, Care and Support services (continued)

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

e PURE have 224 registrations since April 2022, with 93 outcomes around employment, training, and job searches in the 2022/2023 period.
¢ Midland Mencap, as an organisation, continues to employ an individual to the post of Site Assistant, through the PURE project. This is a huge success as, after many years of unpaid volunteering elsewhere, this individual is now a valued member of the staff team with positive family feedback “PURE, and Midland Mencap in particular, have been a great support and do brilliant work giving the opportunity to work and integrate more fully in the community...which is amazing”.
¢ Midland Mencap hosted a ‘PURE Expo’ at the Weoley Castle Community Centre with 120 attendees. The Midland Mencap PURE service was the top performing of all providers as of July 2023.
e We have been successful in being awarded a contract extension until December 2023. We are waiting for news as to whether PURE will transition to the UK Shared Prosperity Fund from April 2024.

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 hada 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. It has taken a long time for families to start using out respite care provision once again, but this is now increasing with bookings beginning to increase once more. At the end of the 2022/2023 period, Silver Birch Road had an overall occupancy rate of 65.35% (an increase from 60.78% in 2021/2022) and Greswolde Park Road had an overall occupancy rate of 71.29% (an increase from 68.55% in 2021/2022), providing 25,792.25 hours of respite support.

MIDLAND MENCAP STRATEGIC REPORT (continued) FOR THE YEAR ENDED 31 MARCH 2023

Achievements and Performance

Housing, Care and Support services (continued)

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 due to lockdown.

We have: -

© Delivered 18,858 hours of care and support
e Delivered 2,187 sleep-in hours.
e Supported 46 individuals with home-based care and support, short breaks and access to community based social, leisure and recreational opportunities.

The 33 frontline staff have received 381.75 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.

From April 2023, Birmingham Multi-Care Home Based Care and Support will novate over to Midland Mencap and will be provided under the Midland Mencap registration, with Birmingham Multi-Care’s Domiciliary Care Agency then being deregistered.

Community Services Update 2022/2023

Key achievements during 2022/2023

Children and Young people services:

CYP sessions continue to strive and capacity of spaces has increased as well as CYP attendance rising over this period.

Key Stats:

e Delivered a total of 3820.5 hours to Children & Young People and their families across Birmingham, this is split between LOT3 553.75 hours and Specialist 2746.50 hours.
e Delivered 7276.5 hours to after school club (ASC), schools reaching out within the Weoley Castle locality.

MIDLAND MENCAP

STRATEGIC REPORT (continued) FOR THE YEAR ENDED 31 MARCH 2023

Achievements and Performance

Community Services Update 2022/2023 (continued):

e Delivered a total of 1157.5 hours to Children & Young People and their families in Worcestershire, this is split for 986.5 hours for commissioned short breaks sessions and 171 for DOM care hours.
e Delivered 917.25 hours to Children & Young People and their families in Coventry, for commissioned short breaks sessions.
e Delivered 218.75 hours to Children & Young People and their families in North Warwickshire, for commissioned short break sessions.
e Wecontinued to run and delivery community support packages. e Total hours delivered: 13,390.50

In the year 2022-2023, Midland Mencap CYP team continued to deliver a consistent service to children, young people and their families as circumstances surrounding the Covid-19 pandemic eased. Short Breaks session continued to run weekly and during school holidays on a higher capacity of session being offered which were all in line with local authority commissioned contract.

The CYP team continued to keep in regular communication with all children, young people and their families via social media, emails text and face to face meetings during sessions.

Birmingham delivery worked in partnership with Street Games (HAF) and offered a total of 17 sessions through this period, where 135 CYP’s attended. These free sessions offered much needed support for those families in financial difficulties during the later part of the year with the ongoing cost of living crisis.

As part of the Tesco Community Fund the Birmingham service was able to offer 2 family days to CYP’s and their families, one being Blackpool and one being a day at Ackers Adventure. This then enabled us to assess 4 further children for our services.

The team have been networking within the local community in Northfield, Selly Oak and Solihull, these events have provided opportunities to share our services and what we offer. It has allowed us to work in partnership places such as Selly Oak Send Hub also.

The Birmingham CYP team have seen an increase in the number of assessments they are completing this is due to having a better staffing structure in place and altering CYP systems to fit the needs of the service.

Worcestershire service delivered commissioned Holiday’s and Activities sessions at a continued increase at 2 sessions per week during school holidays during this period. This service moved to a new location at Warndon Hub, providing more consistency and stability for both CYP’s and staff.

The CYP service stop delivery on DOM care hours due to staffing. This then enabled the team to focus on getting in new CYP packages and stabilising the service within Worcestershire. This totalling 10 children receiving DOM care support throughout these months. Worcestershire service continued to deliver commissioned short breaks session during school holiday’s at Warndon Hub, where 7 -10 children attended these sessions.

MIDLAND MENCAP STRATEGIC REPORT (continued) FOR THE YEAR ENDED 31 MARCH 2023

Community Services Update 2022/2023 (continued)

Worcestershire CYP service also worked in partnership with Ready, Steady, Worcester (HAF) who provided funding for staffing and CYP’s to attend the pantomime at Christmas. The service continues to work in partnership with Ready, Steady, Worcester (HAF)

In Coventry and North Warwickshire Midland Mencap for the period of April 2022 through to March 2023 have continued to deliver commissioned packages of support to children and young people.

These continue to operate on the basis of fulfilling the individual needs and wants of the family and the children. July 2022 saw a new coordinator take over the service and this has since Throughout the period of April 2022 to March 2023, capacity has continued to increase from the previous year, where we have been able to better establish our group-based sessions on a weekly basis at Pathways Family Hub, and at Moat Family Hub and Foleshill Family Hub during school holidays. The service has seen an increase in packages where CYP hours continue to be increased during school holidays. This is also the case for community support packages.

Staffing

In June 2022, a new CYP Service manager was appointed. In July 2022, a new coordinator was appointed for the Coventry and North Warwickshire service. In November 2022 the CYP service manager was promoted to CYP Operations Manager and Birmingham coordinator was promoted to CYP Service Manager in December 2022. As a result, the Worcestershire Communities Coordinator was successful in being appointed to Birmingham CYP Coordinator, meaning the service had one vacant position, this being the Worcestershire Communities Coordinator.

The After school club facilitator left the organisation, therefore the structure was changed to meet the needs of the service, meaning one support worker was promoted to facilitator and the remaining hours were reduced to 7.5 for administrative duties, which is done by CYP admin team.

The CYP support team capacity worked at:

¢ Birmingham: 21 support staff by November 2022, this enabled us to not use agency from December 2022. Coordinators were not needed as much to support individual CYP’s relieving them from this extra duty.
¢ Worcester: 3 staff for the support staff base team as well as 1 coordinator, supported in total. To support the delivery the Birmingham support staff team were rotated into these sessions increasing the in-house staffing capacity, meaning no agency were used.
e Coventry: 12 Staff supported in total, where co-ordinators/ senior support worker also supported additionally to support child capacity on sessions and delivering community support. Due to challenges around recruitment, agency usage was higher within this part of the service. However, after a successful recruitment drive in January this reduced significantly to one agency staff a week and reduced again where in March only 1 was used for the whole month.
e North Warwickshire: 12 Staff supported in total, where co-ordinators/ senior support worker also supported additionally to support child capacity on sessions and delivering community support. Due to challenges around recruitment, agency usage was higher within this part of the service. However, after a successful recruitment drive in January this reduced significantly to one agency staff a week and reduced again where in March only 1 was used for the whole month.

MIDLAND MENCAP

STRATEGIC REPORT (continued) FOR THE YEAR ENDED 31 MARCH 2023

Community Services Update 2022/2023 (continued)

The Weoley Castle Community Centre (WCCO), Café, Community Hub (including Asha Community Project) & Sports Team

The main service (The Community Hub) has hada full year of ‘normal’ delivery, back to post covid activity. The Community Hub ‘Day Opportunities’ continue to be delivered from the WCCC as the main base, while being active back in other wards of the city e.g. Swimming in Aston or Football in Moseley, as well as our own building in the north of the City, the Clifton Road Outdoor Activity Centre.

In the WCCC the Community Hub hosts a broad range of community partners, for regular and one partnership work e.g. weekly drop-in surgeries from the local authorities OT and Adult Social Care Services, Local Ward Meetings, Birmingham Carers Hub all added with the CYP services like the local after school club and it has been the first year since covid stopped the original plans for the building to be an open community centre.

Upgrade work to the WCCC has either been completed or set to be, includes a brand new enlarged all year all weather artificial grassed activity area and toilets including an official changing place to ensure the building and services are accessible to all in the local community and beyond.

The onsite Café continues to build a steady customer base, with more plans for the future to ensure a bespoke community offer, which will bring in more local community members.

The main service has continued to be rated green (highest rating) in each quarterly review period and at the time of writing has been successful in being awarded a new 3 year contract with the option of a further 2 years extension. During this year, we have now fully integrated the Asha Community Project service and staff into Midland Mencap. The service remains stable and has just undergone a full review and re-assessment and planning process as it moved into Midland Mencap.

During this year we have also become fully staffed across the team, including sports posts and have begun to rebuild our accessible sports offer, including being officially affiliated to Birmingham F.A. starting partnership work with Alcester F.C and The Edgbaston (Cricket) Foundation.

Family Carers Support including Short Break

During this year we have been successfully refunded for a further 3 years with the option of 2 years extension and have further repurposed the offer of family support towards a lead role for parent-carers as part of our role in the Birmingham Carers Hub. While continuing to deliver Statutory Carers Assessments for Carers of Adults. We continue to manage the Birmingham Disabled Children’s Register and deliver wellbeing groups and events for families.

Weare in the final year of the short break brokerage contract, but have continued to manage and monitor the provider network in the safe delivery of short breaks for parent-carers of disabled children.

MIDLAND MENCAP STRATEGIC REPORT (continued) FOR THE YEAR ENDED 31 MARCH 2023

Community Services Update 2022/2023 (continued)

Walsall Community Disability Hub

It has been another busy year for the hub in Walsall, which has seen a growth in participants joining the day opportunities including a broader range of disabilities and mental health vs the traditional learning disability participants, as well as joint activities with the carers hub, it has all helped to really develop a strong citizen community network around the service. Like with the Birmingham Services, the service this year had it’s contract renewed and has continued to hold a close relationship with the local authority and as a lead local charity with the responsibility of acting as official hubs for disability and unpaid carers on behalf of the local authority — creating a one-stop support and advice service for town.

Carers Hub

The Carers Hub has completed a year of operation and with a small team behind it, it has exceeded targets and had a big impact in the town, fast securing a favourable reputation with the town’s community of unpaid carers, professionals and the funding partner Walsall Council. With two large scale successful public events under its belt and a third in the planning stage — we have delivered the largest public events for Carers Week and Carers Rights Day the two has seen. We have launched a network of community-based support groups which cover things like ladies and men’s groups, mixed groups, wellbeing activity groups and such is the growing reputation of the hub, we have been inundated with requests to work in partnership with the groups and other projects by statutory and nonstatutory partners which we have accepted to the benefit of the towns unpaid carers e.g. Walsall College & One Pelfrey to name but a few. In other work such as benefit and welfare related the team were successful in securing £80,000 of back dated benefits for just one family.

Parkride

The West Midlands region’s leading adapted cycling project Parkride has continued to provide safe, affordable inclusive cycling utilising green and accessible venues. Our sessions are well attended with excellent feedback from participants and funders. We have seen an increase in work with local schools across the region with several schools booking sessions throughout the academic year. The team have provided individual sessions to 2573 participants who have a wide range of disabilities & experiences of cycling. Some participants attend on a regular basis and for some one session is enough — our aim is to ensure that we go at the individuals’ pace and their abilities.

To ensure sustainability for the project, our main focus for the management of the project has been Identifying suitable funding streams to enable us to continue to offer the service. We have successfully bid for funding from Sandwell Metropolitan Borough Council and five Neighbourhood Network Schemes across Birmingham. This will enable participants to have access to a wide range ofadapted and mainstream cycles which will help them to improve their health and wellbeing, improved fitness levels and reduce isolation within their communities. We continue to deliver in all local authority areas and are confident that this too will increase over the next 12 months.

MIDLAND MENCAP STRATEGIC REPORT (continued) FOR THE YEAR ENDED 31 MARCH 2023

Community Services Update 2022/2023 (continued)

Citizens Network

This citizens network has continued to develop various forums for disabled people to be at the heart of the conversations and coproduction opportunities. It provides a collective voice by connecting existing groups, networks, and forums together with disabled individuals to share their thoughts and views on the things that matter the most to them so physical activity becomes a viable option. The Citizen's Network is key to developing coproduction opportunities and ensuring the voices collated are credible and representative of our communities. The focus this year has been to strengthen the support given to citizens who access Midland Mencap’s various services to continue to enable their views to be heard and shared via our management and governance structures. We have seen a 25% increase in participation over the last 6 months of the financial year.

We have secured funding from external organisations to undertake consultation work with carers and services users to provide an independent review of their services.

Worcester Day Opportunities

We commenced delivery of our day opportunities service in July 2022 offering a wide and varied range ofmeaningful opportunities. The service offers a open door policy, for those who could attend independently without support and for those who would equally require some aspect of support to engage.

The service runs across 7 days a week which includes evenings. The menu of opportunities using a hybrid model of our own facilitators and community entrepreneurs includes a mix of social, leisure, wellbeing, learning and vocational opportunities.

These opportunities are supported by a wider network of linked services, which if required and needed will enhance the experience of the citizen.

Business Development

Key Stats

e Secured £120k from WMCA Active Travel Fund for Parkride received final £80k in year e Secured £40k for new Domestic Abuse service for 12 months
® Secured £25k over 2 years from Peter Harrison Foundation — received final £12.5k in year
© Received £6.7k for Citizens Network focus groups
e Received £10k from Norman Laud Association
© Received £9.78k from Lottery fund for Jubilee arts and celebration project
© Received £8k from McMillan Cancer Trust
e Received £3.25k from Tesco Groundworks towards children’s services
e Received £2.4k from Think Active sports
e Secured a range of funding below £1,500 for multiple resource

MIDLAND MENCAP STRATEGIC REPORT (continued) FOR THE YEAR ENDED 31 MARCH 2023

Key Organisational Strategic Aims

The organisation is currently undertaking a further refresh of its operating strategy published in November 2019. This is to ensure that our strategic objectives remain relevant but also take into account environmental changes as a result of covid recovery planning, the impacts of the cost-of-living crisis and the financial crisis at Birmingham City Council. This has been a strong operating year for Midland Mencap and we have seen growth in services across our operating footprint. We have been successful in winning, retaining and mobilising new contracts providing health and wellbeing services, a specialist domestic violence service and a new carer support service in Walsall as well as strengthening the offer from our Children’s services and in our accessible cycling scheme Parkride. Post covid we have seen a significant rise in the demand for support from citizens and families, particularly our community services which has meant increasing the range and availability of opportunities and activities provided. We now plan to:

e Publish the refreshed strategy to cover the period 2023-2026 e Publish a fully costed Business plan outlining not only how we would plan to deliver our strategic objectives but how this would be resourced.
e We intend to introduce a new strategic objective to increase our current housing stock by 10 units and this will be costed into our Business Plan, to include additional rent revenues these properties will attract. To achieve this, we will use organisational reserves to purchase property and expect this to deplete our current reserves by as much as 50%
e Continue to build our service offer in Coventry, Worcester, Sandwell and Warwickshire
e We will continue to invest into our workforce, particularly in terms of mitigating sector wide recruitment - and retention concerns. From January 2023 we became a Real Living Wage employer ensuring our lowest paid staff will be paid £10.90ph
e Continue to build the capacity of the Trustee Board

The organisation is recovering positively from the pandemic but particular pressures remain, particularly regarding recruitment and retention of staff. This is a sector wide issue and remains the biggest determinate in us successfully delivering our strategic objectives, with pay and conditions a primary driver in people choosing to join the social care workforce.

Overall, Midland Mencap is robustly positioned to deliver on its stated strategic objectives not only by using our own resources but by continuing to strengthen collaboration and partnership with key stakeholders with particular reference to co-producing outcomes with citizens and families influencing our decision making through lived experience.

MIDLAND MENCAP STRATEGIC REPORT (continued) FOR THE YEAR ENDED 31 MARCH 2023

Birmingham Multi-Care Strategic Aims

The organisation parent company, Midland Mencap, is currently completing a further refresh of our shared operating strategy published in November 2019. This is to ensure that our strategic objectives remain relevant but also consider environmental changes as a result of post covid planning and the impacts of the cost-of-living crisis. This has been a year of further recovering the financial position of our organisation and these accounts show we have succeeded in that aim and the organisation is now financially stable. The reputation of the organisation remains positive with Citizens, families and funders and this has been reflected in referrals to our team.

We now plan to:

e Through our parent company publish the refreshed strategy to cover the period 2023-2026 e Through our parent company publish a fully costed Business plan outlining not only how we would plan to deliver our strategic objectives but how this would be resourced
e We will be undertaking a review of the operating model for Birmingham Multi-Care to ensure we are positioned to meet the needs of the citizens and families supported, the expectations of commissioners and funders and the challenging economic environment we operate within
e Our intention is to secure the future of our residential respite services
e We will continue to invest into our workforce, particularly in terms of mitigating sector wide recruitment and retention concerns. To that end from January 2023 through our parent company we will become a Real Living Wage employer ensuring our lowest paid staff will be paid £10.90ph
e Continue to build the capacity and stability of the Trustee Board

The organisation has recovered robustly from the pandemic. However particular pressures remain on recruitment and retention of staff. This is a sector wide issue and remains the biggest determinate in us successfully delivering our strategic objectives, with pay and conditions a primary driver in people choosing to join the social care workforce.

Overall Birmingham Multi-Care is positioned to deliver on its stated strategic objectives not only by using our own resources but through the parent company by continuing to strengthen collaboration and partnership with key stakeholders with particular reference to co-producing outcomes with citizens and families influencing our decision making through lived experience.

MIDLAND MENCAP

STATEMENT OF TRUSTEES’ RESPONSIBILITIES FOR THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

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 Trustees are required to:

e select suitable accounting policies and then apply them consistently;
® 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
e 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

Haines Watts Birmingham LLP, were appointed during the year and will be proposed for re-appointment in accordance with section 485 of the Companies Act 2006.

This report was approved by the Trustees on 26 October 2023 and signed on their behalf by:

M F Gallagher — Chairman

MIDLAND MENCAP

INDEPENDENT AUDITORS’ REPORT TO THE MEMBERS OF MIDLAND MENCAP (continued) FOR THE YEAR ENDED 31 MARCH 2023

Opinion

We have audited the financial statements of Midland Mencap (‘the parent charitable company’) and its subsidiary (‘the group”) for the year ended 31 March 2023 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 group and parent charitable and company affairs as at 31 March 2023, and of its incoming resources and application of resources, including its income and expenditure, for the year then ended;
¢ have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
e 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 group and parent charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

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

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

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

MIDLAND MENCAP

INDEPENDENT AUDITORS’ REPORT TO THE MEMBERS OF MIDLAND MENCAP (continued) FOR THE YEAR ENDED 31 MARCH 2023

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:

e 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
® 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 parent and charitable 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
e certain disclosures of trustees’ remuneration specified 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) FOR THE YEAR ENDED 31 MARCH 2023

Responsibilities of trustees

As explained more fully in the Trustees’ responsibilities statement, the Trustees who are also the Directors of the parent 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 control 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 parent 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 due to fraud or error, and to issue a Report of the Independent Auditors that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in 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 of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

We obtained an understanding of the legal and regulatory framework applicable to both the group itself and the sector in which it operates. We identified areas of laws and regulations that could reasonably be expected to have a material effect on the financial statements from our sector experience and through discussion with the trustees and other management. The most significant were identified as the Companies Act 2006, the Charities Act 2011 and Charities SORP (FRS102).

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

e making enquires of management as to where they consider there to be a susceptibility to fraud and whether they have any knowledge or suspicion of fraud;
¢ obtaining an understanding of the internal controls established to mitigate risks related to fraud or noncompliance with laws and regulations;
® assessing the design effectiveness of the controls in place to prevent and detect fraud;
e assessing the risk of management override including identifying and testing journal entries;
e challenging the assumptions and judgements made by management in its significant accounting estimates.

MIDLAND MENCAP

INDEPENDENT AUDITORS’ REPORT TO THE MEMBERS OF MIDLAND MENCAP (continued) FOR THE YEAR ENDED 31 MARCH 2023

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.

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 of our Auditors’ Report

Use of our report

This report is made solely to the parent charitable 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 parent charitable 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 parent charitable company and the parent charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

) A KR Ne<>8 Kev getts (FCA) Senio tory Auditor for and orf behalf of:

Haines Watts Birmingham LLP

Chartered Accountants and Statutory Auditor 5-6 Greenfield Crescent Edgbaston Birmingham B15 3BE

26 October 2023

MIDLAND MENCAP

CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 MARCH 2023

		Unrestricted	Restricted	Total	Total
	Note	funds	fund	2023	2022
		£	£	£	£
Income and endowments from
Donations, grants and legacies	2	378,633	542,348	920,981	1,242,587
Charitable activities	5	8,562,520	-	8,562,520	7,779,973
Othertradingactivities	3	8,318	-	8,318	1,461
Investment income	4	109,897	-	109,897	51,551
Other income	6	6,795	-	6,795	9,114
Totalincoming resources		9,066,163	542,348	9,608,511	9,084,686
Expenditure on
Charitableactivities	7	7,791,119	561,348	8,352,467	8,154,009
Totalresources expended		7,791,119	561,348	8,352,467	8,154,009
Netincome/(expenditure) beforeinvestment	(losses)/gains	1,275,044	(19,000)	1,256,044	930,677
Net (losses)/ gains on investment		(52,490)	-	(52,490)	(33,165)
Netincome		1,222,554	(19,000)	1,203,554	897,512
Transfers between funds		-	-	-	-
Netmovement in funds		1,222,554	(19,000)	1,203,554	897,512
Fundsbrought forward at 1 April2022		11,081,317	893,000	11,974,317	11,076,805
Fundscarriedforwardat31March2023		12,303,871	874,000	13,177,871	11,974,317

The statement of financial activities includes all gains and losses recognised in the year.

All income and expenditure is derived from continuing activities.

The notes on pages 30 to 39form part ofthesefinancial statements. j

Page (27}

MIDLAND MENCAP

CONSOLIDATED AND CHARITY BALANCE SHEET

AS AT 31 MARCH 2023

		Group	Charity	Group	Charity
	Note	2023	2023	2022	2022
		£	£	£	£
Fixed Assets
Tangible fixed assets	13	5,884,904	5,010,545	3,513,702	2,619,052
Investments atmarketvalue	14	921,841	921,841	966,835	966,835
		6,806,745	5,932,386	4,480,537	3,585,887
Current Assets
Stock Debtors Cash atbankand inhand	15	1,187 1,380,819 §,122,304	1,187 1,203,407 4,850,113	1,187 1,089,145 6,306,345	1,187 1,116,737 5,879,626
Investments		900,000	900,000	900,000	900,000
		7,404,310	6,954,707	8,296,677	7,897,550
Creditors: Amounts falling due within one
year	16	(1,033,184)	(949,798)	(800,368)	(744,792)
Netcurrentassets		6,371,126	6,004,909	7,496,309	7,152,758
Totalassets lesstotal liabilities		13,177,871	11,937,295	11,976,846	10,738,645
Creditors: Amounts falling due aftermore	17	-	:	(2,529)	(2,529)
than oneyear
Totalnetassets		13,177,871	11,937,295	11,974,317	10,736,116
Funds
Unrestricted funds	18
Freereserves		5,092,967	4,726,750	6,258,087	5,914,535
Tangible fixed assets		5,010,904	5,010,545	2,620,702	2,619,052
Financial commitments		:	:	2,528	2,529
Other designated funds		2,200,000	2,200,000	2,200,000	2,200,000
Restricted funds	18
Restricted reserves		874,000	-	893,000	-
		13,177,871	11,937,295	11,974,317	10,736,116

The charity has prepared group accounts in accordance with section 398 of the Companies Act 2006 and section 138 of the Charities Act

Approved by the Board of Trustees on 26 October 2023 and signed on their behalf by

M F GALLAGHER

Chairman

Registered charity in England and Wales - 1043360. Company Registration Number - 03006451

The notes on pages 30 to 39form part of these financial statements.

Page (28)

MIDLAND MENCAP

CONSOLIDATED STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31 MARCH 2023

==> picture [459 x 334] intentionally omitted <==

----- Start of picture text -----
||||||||| |---|---|---|---|---|---|---|---| |2023|2022| |Note|£|£| |Cash flows from|operating|activities:|27|1,254,525|1,072,149| |Net cash provided|by|(used|in) operating|activities|1,254,525|1,072,149| |Cash|flows from|investing|activities:| |Purchase of tangible|fixed|assets|(2,538,438)|(16,009)| |Purchase|of fixed|asset|investments|(147,751)|(968,899)| |Proceeds from|sale|of investments|140,255|-| |Funds|transferred|to|investment|manager awaiting|investment|-|(31,103)| |Rent|received|47,066|43,944| |Interest|received|62,831|7,607| |Net cash provided|by|(used|in)|investing activities|(2,436,037)|(964,460)| |Cash|flows from|financing|activities:| |Finance|lease|instalments|repayment|(2,529)|(6,379)| |Net cash|used|in financing|activities|(2,529)|(6,379)| |Change in|cash and cash equivalents|in the reporting period|(1,184,041)|101,310| |Cash|and cash equivalents|at|the beginning of the reporting period|6,306,345|6,205,035| |Cash and|cash equivalents|at the|end|of the reporting period|§,122,304|6,306,345|

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

The notes on pages 30 to 39form part of these financial statements.

Page (29)

MIDLAND MENCAP

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

1 Accounting Policies

Basis of preparing the financial statements

Midland Mencap is a charitable company in the United Kingdom. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £1 per member of the charity. The address of the registered office is given in the charity information on page 1 of these financial statements.

The financial statements of the charitable company, which is a public benefit entity under FRS 102, have been prepared in accordance with the Charities SORP (FRS 102) ‘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 2019)', Financial Reporting Standard 102 ‘The Financial Reporting Standard applicable in the UK and Republic of Ireland’ and the Companies Act 2006. The financial statements have been prepared under the historical cost convention with the exception of investments which are included at market value.

The significant accounting policies applied in the preparation of these financial statements are set out below. These policies have been consistently applied to all years presented unless otherwise stated.

Basis of consolidation

The consolidated accounts incorporate the accounts of the parent charitable company and ail 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.

Going concern

The trustees assess whether the use of going concern is appropriate i.e. whether there are any material uncertainties related to events or conditions that may cast significant doubt on the ability of the company to continue as a going concern. The trustees make this assessment in respect of a period of one year from the date of authorisation for issue of the financial statements and have concluded that the charity has adequate resources to continue in operational existence for the foreseeable future and there are no material uncertainties about the charity’s ability to continue as a going concern, thus they continue to adopt the going concern basis of accounting in preparing the financial statements.

Income

All incoming resources are included in the Statement of Financial Activities (SoFA) when the charity is legally entitled to the income after any performance conditions have been met, the amount can be measured reliably and it is probable that the income will be received.

For donations to be recognised the charity will have been notified of the amounts and the settlement date in writing. If there are conditions attached to the donation and this requires a level of performance before entitlement can be obtained then income is deferred until those conditions are fully met or the fulfilment of those conditions is within the control of the charity and it is probable that they

For legacies, receipt must be recognised when it is probable that it will be received. Receipt is normally probable when: there has been a grant of probate; the executors have established that there are sufficient assets in the estate, after settling any liabilities, to pay the legacy; and any conditions attached to the legacy are either within the control of the charity or have been met.

Investment income is eared through holding assets for investment purposes such as shares and property. It includes dividends, interest and rent. Where it is not practicable to identify investment management costs incurred within a scheme with reasonable accuracy the investment income is reported net of these costs. It is included when the amount can be measured reliably. Interest income is recognised using the effective interest method and dividend income is recognised as the charity's right to receive payment is established.

Expenditure

All expenditure is accounted for gross, on an accruals basis. Expenditure is recognised where there is a legal or constructive obligation to make payments to third parties, it is probable that the settlement will be required 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.

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

Allocation and apportionment of costs

Resources expended are allocated to the particular activity where the cost relates directly to that activity.

Stocks Stocks are valued at the lower of cost or net realisable value. Unsold donated items are not included.

Fixed assets Fixed assets are included at cost or valuation, items below £1,000 will be normally expensed through the statement of financial activities.

Page (30)

MIDLAND MENCAP NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

1 Accounting Policies (continued)

Depreciation

Depreciation is provided to write off the cost or valuation, less estimated residual values of all fixed assets except freehold jand, over their expected useful lives. It is calculated at the following rates: 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 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 of the statement of financial activities.

Taxation

The charity is exempt from corporation tax on its charitable activities.

Fund Accounting

Unrestricted funds are donations and other income resources receivable or generated for the objects of the charity without further specified purpose and are available as general funds.

Designated funds are unrestricted funds earmarked by the management committee for particular purposes.

Restricted funds are to be used for specific purposes as laid down by the donor. Expenditure which meets these criteria is charged to the fund, together with a fair allocation of management and support costs.

Pension costs and other post-retirement benefits

The charity operates a defined contribution pension scheme. The assets of the scheme are held separately from those of the charity. The pension cost charge represents contributions paid by the charity to the fund.

Hire purchase and leasing commitments

Rentals applicable to operating leases where substantially all of the benefits and risks of ownership remain with the lessor are charged against income ona straight line basis over the period of the lease.

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. Any losses arising from impairment are recognised in expenditure.

Critical accounting judgements and key sources of estimation uncertainty

In the application of the accounting policies, trustees are required to make judgement, estimates and assumptions about the carrying value of assets and liabilities that are not readily apparent from other sources. The estimates and underlying assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.

Judgements made by the Trustees in the application of these accounting policies that have a significant effect on the financial statements and estimates with a significant risk of material misstatement in the next year, are deemed to be in relation to the depreciation rates of tangible fixed assets and are discussed above.

The areas where these judgements and estimates have been made include the following for the group:

a) Depreciation and residual values

The Trustees have reviewed the asset lives and associated residual values of all tangible fixed asset classes, and have concluded that the asset lives and residual values are appropriate.

Page (31)

MIDLAND MENCAP

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

2	Donations and legacies	Unrestricted	Restricted	Total	Total
		funds	funds	2023	2022
		£	£	£	£
	Donations	7,897		7,897	25,789
	Legacies Grants	- 370,736	542,348	- 913,084	83,989 1,132,809
		378,633	542,348	920,981	1,242,587
	Ofthe £1,242,587 income received in 2022, £643,471 was restricted incomeand		£599,116was unrestricted	income.
3	=Othertradingactivities	Unrestricted	Restricted	Total	Total
		funds	funds	2023	2022
		£	£	£	£
	Bar Sales	726	-	726	-
	Community Café	7,592	-	7,592	1,461
		8,318	-	8,318	1,461
	In2022 all income related to unrestricted funds.
4	Investment income
		Unrestricted	Restricted	Total	Total
		funds	funds	2023	2022
		£	£	£	£
	Rental income	47,066	-	47,066	43,944
	Interest receivable	62,831	-	62,831	7,607
		109,897	-	109,897	$1,551
	In 2022 all income related to unrestricted funds.
5	Income from charitable activities
		Unrestricted	Restricted	Total	Total
		funds	funds	2023	2022
		£	£	£	£
	Carers activities (Forward carers)	704,243	-	704,243	676,768
	Domcare fees	4,598,873	-	4,598,873	4,566,047
	Supporting People HB& Residents contributions	1,789,427 840,443	- -	1,789,427 840,443	1,319,308 758,311
	Activity andtravel contributions	85,991	-	85,991	48,829
	Othercontributions	36,175	-	36,175	45,989
	PA Service	507,368	-	507,368	364,721
		8,562,520	-	8,562,520	7,779,973
	In2022 all incomerelated to unrestricted funds.
6	Other income
		Unrestricted	Restricted	Total	Total
		funds	funds	2023	2022
		£	£	£	£
	Miscellaneous income	6,795	-	6,795	9,114
		6,795	-	6,795	9,114
	In2022allincomerelatedtounrestrictedfunds.

Page (32)

MIDLAND MENCAP

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

==> picture [477 x 290] intentionally omitted <==

----- Start of picture text -----
||||||||||||| |---|---|---|---|---|---|---|---|---|---|---|---| |7|~~|Charitable activity costs|Unrestricted|Restricted|Total|Total| |funds|funds|2023|2022| |£|£|£|£| |Salaries,|wages|and|social|security|6,298,228|405,693|6,703,921|6,427,930| |Other|staff costs|59,528|11,188|70,716|113,419| |Direct|costs|for|charitable|activities|315,670|36,965|352,635|455,793| |Office,|support and admin|costs|855,863|85,129|940,992|851,282| |Governance|(see note|8)|113,594|3,373|116,967|117,101| |Depreciation|148,236|19,000|167,236|188,484| |7,791,119|561,348|8,352,467|8,154,009| |Of the £8,154,009|in|2022,|£662,471|was|restricted|expenditure|and|£7,491|,538|was|unrestricted.| |8|Governance|costs|Unrestricted|Restricted|Total|Total| |funds|funds|2023|2022| |£|£|£|£| |Salaries|and|social|security|41,533|-|41,533|39,000| |Audit|fee|25,336|1,016|26,352|21,150| |Audit|fee|- prior year under provision|-|-|-|18,565| |Travel|expenses|298|32|330|47| |Payroll|charges|-|-|-|720| |HR consultancy|45,408|2,324|47,732|36,599| |Affiliation|1,020|-|1,020|1,020| |113,594|3,373|116,967|117,101|

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

Of the £117,101 in 2022, £2,477 was restricted expenditure and £114,624 was unrestricted.

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

9 Net Group income for the year

Net income is stated after charging/(crediting):

==> picture [455 x 63] intentionally omitted <==

----- Start of picture text -----
|||||| |---|---|---|---|---| |2023|2022| |£|£| |Rentals from operating|leases|278,883|245,173| |Auditors’ remuneration|-|current year|26,352|21,150| |Auditors’ remuneration|- prior year under provision|-|18,565| |Depreciation|- owned|assets|167,236|188,484|

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

10 Trustees’ remuneration and benefits

There was no trustees’ remuneration nor other benefits for both the year ended 31 March 2023 and the year ended 31 March 2022.

Trustees’ expenses

The total amount reimbursed for out of pocket expenses in relation to travel amounted to £277 (2022: £47).

11 Staff costs

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----- Start of picture text -----
|||||| |---|---|---|---|---| |2023|2022| |£|£| |Wages|and|salaries|6,188,873|5,948,228| |Social|security|costs|412,081|413,454| |Other pension|costs|102,967|105,248| |6,703,921|6,466,930|

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

Page (33)

MIDLAND MENCAP

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

11 = Staff costs (continued)

The average number of employees during the year was:

Management	15	16
Admin	17	17
Operational	351	353
	383	386
Thenumberofemployees whose employee benefits (excluding employers pension costs) exceeded
£60,000 was:	2023	2022
	£	£
£100,000 -£110,000	1	1
£80,000 -£90,000	1	1
£60,000 -£70,000	1	2
	3	4

The total amount of employee benefits received by key management personnel is £469,362 (2022: £465,438). The key management personnel of the Charity comprise, the trustees and senior managers.

12 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 2023 amounted to £112,118 (2022: £105,248).

13 Tangible fixed assets

Group
	Freehold	Leasehold	Office	Fixtures&	Motor
	property	property	Equipment	fitting	vehicles	Total
	£	£	£	£	£	£
Cost
As at 1 April 2022	3,614,783	612,434	240,014	318,246	40,889	4,826,366
Additions	2,447,614	46,907	15,625	28,292	-	2,538,438
Disposals	-	-	-	-	-	-
Asat31 March 2023	6,062,397	659,341	255,639	346,538	40,889	7,364,804
Depreciation
As at 1 April2022	233,163	594,573	203,293	257,064	24,571	1,312,664
Charge fortheperiod	73,493	2,750	24,710	57,005	9,278	167,236
Eliminatedon disposal	-	-	-	-	-	-
As at 31 March 2023	306,656	§97,323	228,003	314,069	33,849	1,479,900
Net book value
As at31 March 2023	§,755,741	62,018	27,636	32,469	7,040	5,884,904
Asat31March2022	3,381,620	17,861	36,721	61,182	16,318	3,513,702

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

Page (34)

MIDLAND MENCAP

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

Tangible fixed assets	(continued)
Charity
	Freehold property	Leasehold property	Office Equipment	Fixtures& fitting	Motor vehicles	Total
	£	£	£	£	£	£
Cost
As at 1 April 2022	2,664,783	612,434	235,955	316,596	40,889	3,870,657
Additions	2,447,614	46,907	15,625	28,292	-	2,538,438
Disposals	-	-	-	-	-	-
Asat31 March 2023	§,112,397	659,341	251,580	344,888	40,889	6,409,095
Depreciation
As at 1 April 2022	176,164	594,573	200,610	255,687	24,571	1,251,605
Charge fortheperiod	54,493	2,750	23,695	56,729	9,278	146,945
Eliminated on disposal	-	-	-	-	-	-
Asat31 March2023	230,657	§97,323	224,305	312,416	33,849	1,398,550
Net book value
As at31 March 2023	4,881,740	62,018	27,275	32,472	7,040	5,010,545
Asat31March2022	2,488,619	17,861	35,345	60,909	16,318	2,619,052

The net book value as at 31 March 2023 represents fixed assets used for direct charitable purposes .

Freehold property includes £375,257 for the costs of land, which is not depreciated.

‘Fixed asset investments
Group and charity
		2023
		£
Market value at 1 April		966,835
Additions at cost		147,751
Disposals atopeningbookvalue		(113,054)
Realised (losses)		(370)
Netunrealised investment (losses)		(52,120)
Movement on cash account		(27,201)
Market value at 31 March 2023		921,841
Historical costofinvestments at 31 March 2023		870,117
	2023	2022
The market value ofinvestments as at31 March 2023 can be analysed as:	£	£
Investment assets in theUK	223,354	268,974
Investment assets outside theUK	698,487	697,861
	921,841	966,835
	2023	2022
The marketvalue ofinvestments ismadeup of:	£	£
Listed investments	917,066	934,862
Cash	4,775	31,973
	921,841	966,835

Page (35)

MIDLAND MENCAP

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

==> picture [479 x 630] intentionally omitted <==

----- Start of picture text -----
||||||||||| |---|---|---|---|---|---|---|---|---|---| |15|Debtors| |Group|Charity|Group|Charity| |2023|2023|2022|2022| |£|£|£|£| |Trade debtors|942,456|808,435|611,193|691,881| |Prepayments|49,449|46,050|54,712|49,442| |Accrued|income|388,914|348,922|423,240|375,414| |1,380,819|1,203,407|1,089,145|1,116,737| |16|Creditors:|amounts|falling due within|one year| |Group|Charity|Group|Charity| |2023|2023|2022|2022| |£|£|£|£| |Trade creditors|-|119,377|-|-| |Social|security|and|other taxes|111,352|102,820|124,227|115,594| |Other|creditors|623,560|438,534|169,017|132,195| |Amounts owed|to group undertakings|-|4,443|-|-| |Accruals|85,999|72,351|487,014|476,893| |Deferred|income|212,273|212,273|20,110|20,110| |1,033,184|949,798|800,368|744,792| |17.|Creditors:|amounts|falling|due|after|more|than|one|year| |Group|Charity|Group|Charity| |2023|2023|2022|2022| |£|£|£|£| |Obligations|under finance|leases|-|-|2,529|2,529| |-|-|2,529|2,529| |18|Movement|in|funds| |Group| |Opening|Incoming|Outgoing|Investment|Closing| |balance|resources|resources|gains|Transfers|balance| |£|£|£|£|£|£| |Unrestricted|funds| |Free|reserves|6,258,087|9,066,163|(7,642,883)|(52,490)|(2,535,910)|§,092,967| |Designated|funds| |Tangible|fixed|assets|2,620,702|-|(148,236)|-|2,538,438|5,010,904| |Financial|commitments|2,528|-|-|-|(2,528)|-| |Other designated|funds|2,200,000|-|-|-|-|2,200,000| |11,081,317|9,066,163|(7,791,119)|(52,490)|-|12,303,871| |Restricted|funds| |Community|Hub|-|100,000|(100,000)|-| |Walsall|Hub|-|42,084|(42,084)|-| |Walsall|Groups|-|7,000|(7,000)|-| |CYP|Commission|-|233,978|(233,978)|-| |Birmingham|Multi-Care|-|159,286|(159,286)|-|-|-| |Freehold|property|- BMC|893,000|(19,000)|874,000| |Total Restricted||—|_|—|Oo|——| |funds|893,000|542,348|(561,348)|-|-|874,000| |Total Funds|11,974,317|9,608,511|(8,352,467)|(52,490)|-|13,177,871|

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

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

Page (36)

MIDLAND MENCAP

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

18 Movement in funds (continued)

Restricted funds:

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 families, to tailor services to suit their needs and wishes, atranging 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. Walsall 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

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+B735-Care’s citizens and carers.

Freehold property BMC represents the value of the properties held in the subsidiary Birmingham Multi-care Support Services Limited.

Analysisofnetassetsbetweenfunds	General	Restricted	Total
Group (currentyear)	£	£	£
Tangible fixed assets	5,010,904	874,000	5,884,904
Fixed asset investments	921,841		921,841
Stocks Debtors Cast atbankand inhand	1,187 1,380,819 5,122,304	- - -	1,187 1,380,819 §,122,304
Investments	900,000	-	900,000
Creditors (duewithin oneyear)	(1,033,184)	-	(1,033,184)
Creditors (due aftermore than one year)	-	-	-
Balance as at31 March 2023	12,303,871	874,000	13,177,871
	General	Restricted	Total
Group (previousyear)	£	£	£
Tangible fixed assets	2,620,702	893,000	3,513,702
Fixed asset investments	966,835		966,835
Stocks	1,187	-	1,187
Debtors Cast atbankand inhand	1,089,145 6,306,345	- -	1,089,145 6,306,345
Investments Creditors (due within oneyear)	900,000 (800,368)	- -	900,000 (800,368)
Creditors (due aftermore than oneyear)	(2,529)	-	(2,529)
Balanceasat31March2023	11,081,317	893,000	11,974,317

Page (37)

MIDLAND MENCAP

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

19	Analysisofnetassetsbetweenfunds(continued)		General	Restricted	Total
	Company (currentyear)		£	£	£
	Tangible fixed assets		5,010,545	-	5,010,545
	Fixed asset investments		921,841	-	921,841
	Stocks Debtors Cast atbank and in hand		1,187 1,203,407 4,850,113	- - -	1,187 1,203,407 4,850,113
	Investments Creditors (duewithinoneyear)		900,000 (949,798)	- -	900,000 (949,798)
	Creditors (due aftermore than one year)		-	-	-
	Balance as at31 March 2023		11,937,295	.	11,937,295
			General	Restricted	Total
	Company (previousyear)		£	£	£
	Tangible fixed assets		2,619,052	-	2,619,052
	Fixed asset investments		966,835	-	966,835
	Stocks		1,187	-	1,187
	Debtors Cast atbank and in hand		1,116,737 5,879,626	- -	1,116,737 5,879,626
	Investments Creditors(duewithinoneyear)		900,000 (744,792)	- -	900,000 (744,792)
	Creditors(due aftermorethan oneyear)		(2,529)	-	(2,529)
	Balance as at31 March 2022		10,736,116	-	10,736,116
20	Leasing agreements
	Minimum leasepayments under non-cancellable operating leases fall due as follows,
		Group	Charity	Group	Charity
		2023	2023	2022	2022
		£	£	£	£
	Within oneyear	204,119	204,119	248,880	248,880
	Betweenoneand fiveyears	$05,334	805,334	661,560	661,560
	Greater than fiveyears	1,226,451	1,226,451	1,121,950	1,121,950
		2,235,904	2,235,904	2,032,390	2,032,390

20 Leasing agreements

21 Pension costs

The company operates a defined contribution pension scheme for its employees. The charge to the general fund for the period was £112,118 (2022: £94,958).

22 Related party disclosures

There were no related party transactions between Midland Mencap and its trustees during the year ended 31 March 2023.

Birmingham Multi-Care Support Services Limited is a wholly owned subsidiary of Midland Mencap. Midland Mencap provides all functions of financial services, strategic and operational management. Amounts charged to Birmingham Multi-Care Support Services Limited to cover these costs totals £98,706. Balance due from Birmingham Multi-Care Support Services Limited at the year end is £45,876.

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 2022/23 the total value of transactions to CERS, Family Carers and management services amounted to £594,601 (2022: £520,918). The amount due to Midland Mencap at 31 March 2023 was £31,151 (2022: £66,286).

Page (38)

MIDLAND MENCAP

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

23 Ultimate controlling party

The company is under the control of its trustees.

24 Post balance sheet events

On 10 July 2023 the Group entered an agreement to acquire property for a consideration of £385,000. A deposit of £3,000 was paid on the same date to secure the transaction.

26 Reconciliation of net income to net cash flow from operating activities

			2023	2022
			£	£
Netincomeforthe reportingperiod (asperthestatementoffinancial activities):			1,203,554	897,512
Adjustments for:
Depreciation charges			167,236	188,484
Losses on investments			370	-
Interest received	‘		(62,831)	(7,607)
Rent received			(47,066)	(43,944)
Unrealised loss on investments			§2,120	33,165
(Increase) in stocks			-	(17)
(Increase) in debtors			(291,674)	(143,927)
Increase in creditors			232,816	148,483
Netcash provided by (used in) operating activities			1,254,525	1,072,149
27_~+‘Analysis ofchanges in net funds
		At 1/4/2022	Cash flow	At31/3/2023
Net cash		£	£	£
Cash atbank		6,306,345	(1,184,041)	§,122,304
Total		6,306,345	(1,184,041)	§,122,304

28 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 2023 are shown below.

Audited accounts will be filed with the Registrar of Companies.

Audited accounts will bebe filed with the Registrar of Companies.of Companies.Companies.
	2023	2022
	£	£
Incomingresources	827,214	927,073
Resources expended.	(821,414)	(790,299)
Netexpenditure	5,800	136,774
The assets and liabilities at 31 March were:
Fixed assets	874,360	894,649
Current assets	507,808	570,944
Current liabilities	(138,168)	(227,393)
Net Assets	1,244,000	1,238,200
Total funds
Unrestricted funds	370,000	345,200
Restricted funds	874,000	893,000
	1,244,000	1,238,200

Page (39)

MIDLAND MENCAP

TRUSTEES’ REPORT AND FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2023

MIDLAND MENCAP

Contents

MIDLAND MENCAP

LEGAL AND ADMINISTRATIVE INFORMATION FOR THE YEAR ENDED 31 MARCH 2023

Registered Charity Name

Midland Mencap

Status

MIDLAND MENCAP TRUSTEES’ REPORT FOR THE YEAR ENDED 31 MARCH 2023

Mission

Trustees

MIDLAND MENCAP TRUSTEES’ REPORT (continued) FOR THE YEAR ENDED 31 MARCH 2023

Organisational Structure

Trustee Recruitment

OBJECTIVES AND ACTIVITIES

MIDLAND MENCAP TRUSTEES’ REPORT (continued) FOR THE YEAR ENDED 31 MARCH 2023

OBJECTIVES AND ACTIVITIES (continued)

Public Benefit

Review of financial position

MIDLAND MENCAP TRUSTEES’ REPORT (continued) FOR THE YEAR ENDED 31 MARCH 2023

Reserves policy

MIDLAND MENCAP TRUSTEES’ REPORT (continued) FOR THE YEAR ENDED 31 MARCH 2023

Risk factors

MIDLAND MENCAP TRUSTEES’ REPORT (continued) FOR THE YEAR ENDED 31 MARCH 2023

a

Risk factors (continued)

MIDLAND MENCAP

TRUSTEES’ REPORT (continued) FOR THE YEAR ENDED 31 MARCH 2023

Employee remuneration

Going Concern

Related parties

MF Gallagher — Chairman

MIDLAND MENCAP STRATEGIC REPORT FOR THE YEAR ENDED 31 MARCH 2023

Achievements and Performance

Housing, Care and Support services

MIDLAND MENCAP STRATEGIC REPORT (continued) FOR THE YEAR ENDED 31 MARCH 2023

Achievements and Performance

Housing, Care and Support services (continued)

MIDLAND MENCAP STRATEGIC REPORT (continued) FOR THE YEAR ENDED 31 MARCH 2023

Achievements and Performance

Home Support/Supported Living & Learning Disability Community Wellbeing Service

MIDLAND MENCAP STRATEGIC REPORT (continued) FOR THE YEAR ENDED 31 MARCH 2023

Achievements and Performance

Housing, Care and Support services (continued)

Carers Emergency Response Service (CERS)

MIDLAND MENCAP

STRATEGIC REPORT (continued) FOR THE YEAR ENDED 31 MARCH 2023

Achievements and Performance

Housing, Care and Support services (continued)

Domestic Abuse Service

Placing Vulnerable Urban Residents into Employment and Training (PURE)

MIDLAND MENCAP STRATEGIC REPORT (continued) FOR THE YEAR ENDED 31 MARCH 2023

Achievements and Performance

Housing, Care and Support services (continued)

Birmingham Multi-Care Support Services

Birmingham Multi-Care Respite Care Provision

MIDLAND MENCAP STRATEGIC REPORT (continued) FOR THE YEAR ENDED 31 MARCH 2023

Achievements and Performance

Housing, Care and Support services (continued)

Birmingham Multi-Care Home Based Care and Support

We have: -

Community Services Update 2022/2023

Key achievements during 2022/2023

Children and Young people services:

MIDLAND MENCAP

STRATEGIC REPORT (continued) FOR THE YEAR ENDED 31 MARCH 2023

Achievements and Performance

MIDLAND MENCAP STRATEGIC REPORT (continued) FOR THE YEAR ENDED 31 MARCH 2023

Community Services Update 2022/2023 (continued)

Staffing

MIDLAND MENCAP

STRATEGIC REPORT (continued) FOR THE YEAR ENDED 31 MARCH 2023

Community Services Update 2022/2023 (continued)

Family Carers Support including Short Break

MIDLAND MENCAP STRATEGIC REPORT (continued) FOR THE YEAR ENDED 31 MARCH 2023

Community Services Update 2022/2023 (continued)

Walsall Community Disability Hub