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← One Fylde Limited

2021-03-31-accounts

One Fylde a Company Llmited by Guarantee

Report and financial statements for the year ended 31 March 2021

Charity number: 1045039 Company number: 3017303

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Contents

Page

1-11 Report of the Trustees

12-14 Auditors’ report
15 Statement of financial activities
16 Balance sheet
17 Statementofcashflows

18-27 Notes to the financial statements

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Report of the Trustees for the year ended 31 March 2021

The Trustees, who are also directors of the Charity for the purposes of the Companies Act, present their report and audited financial statements for the year ended 31 March 2021.

Purposes and Alms

The Charity’s purposes as set out In the objects contained in the company’s memorandum of association are to advance the education and promote the welfare of persons with learning disabilities, particularly, but not exclusively, by the provision of residential housing and learning centres in community areas, so as to enable such persons to develop mental, physical and spirltual capacltles, that they may reallse their full potential as individuals and members of soclety and that their condition of life may be improved.

The focus of our work

The Charity’s mission statement, updated and approved by the Board in April 2010 reads: One Fylde is a locally focussed, independent, community led charitable provider of support and housing to people with learning disabilities.

Its reason for existing is: To be a leader in innovation (trying new things) inclusiveness (Involving everyone) and transparency (being open and honest.}

Everyone who is part of One Fylde therefore strives:

Strategic report

Over this fast 12 months, One Fylde has continued to work through the Covid-19 pandemic and has ensured the people we support, staff, families and friends have been supported and updated throughout. Whilst continuing to manage the day to day operations through the pandemic, the Leadership team ensured we continued to drive forward the changes required as outlined In the One Fylde Plan. The maln objectives of the plan were to focus on the following areas:

Objective 1

Operational Excellence - to ensure that every aspect of our service is dellvered right first time, every time. This wilt be achleved by Integrating all our systems (which will take time to transition), consolldating our processes and developing a consistent ‘One Fyide Way’ of behaving, working and being.

Achieving this will require the most focussed of organisational structures, as well as robust financial control and reporting systems for our needs at every level, including the Board of Trustees and Leadership Team.

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This involved recruiting new trustees following a skills gap analysis, 7 new trustees were recrulted from a variety of backgrounds such as Finance; Health; Soclal Care; and Housing. One of the 7 new trustees Is a person One Fylde supports. This has ensured One Fylde now havea highly skilled and experienced Board of Trustees to support One Fylde on its journey.

A full review of the Operational structure was completed and all Operational Management posts reallgned from Team Leaders to Heads of Support. This resulted in a clear structure across One Fylde with consistent titles, job descriptions and contracts of employment.

Work on a One Fylde rota system started In 2020 with a phased implementation of some Supported Living houses, followed by Homecare and Activities, with the remalning Supported Living houses due to be moved in June 2021,

One Fylde’s Administration Team was reviewed to ensure a fit for purpose administration function was In place to support the organisation.

During Covid, processes were put in place to ensure all staff In homecare and the houses had all the relevant _ equipment required as per Government guidance. Office staff were also equipped and risk assessed to work at home as required, Throughout the pandemic, the logistical arrangements for the delivery of Personal Protective Equipment was overseen by the Admintstratlon Team and ali staff at all times had enough resources.

A clear system for PCR testing and reporting for all staff and people we support have been in place as identified through the local councils and national guidance.

A clear and supportive process was put Into place, to respond to outbreaks of Covid-19, within properties, supporting the people we support and the staff team, to deal with self-isolation, in terms of the impact both physically and emotionally.

Throughout the pandemic, a clear process for communication was in place. This involved daily meetings, Frequently Asked Questions, videos from the Chief Executive, in-depth risk assessments and Business Continuity Planning at all levels.

There has been a focus on, culture and leadership, with a new leadership development programme, Leading In the One Fylde Way, implemented for all Leaders, withIn the organisation.

The Focus on leadership culture includes promoting wellbeing for all, with the commission of a welibeing survey and a commitment to developing a wellbeing strategy.

A new Quality Assurance Framework was developed, known as the One Fylde Quallty Way, a more inclusive and responsive way of demonstrating our compliance and our commitment to both understanding and enabling the outcomes that are Important to the people we support. A series of events, working together for change, were facliltated, to identify what really matters to the people we support, in relation to their personal outcomes, what It means to have my own front door and activities, volunteering and employment opportunities.

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Post-merger integration continues although due to Covid, some of the integration of the new systems has been delayed. This Includes the quallty audit function of the quality assurance framework.

Objective 2

Integrate both Finance and HR Systems - to move towards a single HR and Finance information system, This Is a key element for the Executive Team to provide the Trustees and external bodies with the necessary assurance and meaningful management reporting.

Management reporting and data collation remains an area for improvement, through the pandemic, priority areas were considered such as collecting data on Covid statlstics re: testing, sickness, staffing levels, recruitment vacancies and more recently, vaccination status.

There will be a drive towards harnessing the systems in place, to achleve a single repository of evidence, that identifies live, dynamic and meaningful key performance indicators, that are considered of high value, to the people we support, our staff, our leaders and our Trustees

My Learning Cloud (MLC) an on-line, integrated learning platform was rolled out to all staff in February 2020. This ensured One Fylde could continue to provide fearning both from a mandatory and developmental perspective for all staff through the pandemic.

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There Is a review of our current recruitment and Induction process, to continue to support person centred recruitment, to improve both our recrultment and retention of our staff.

Objective 3

Identify Opportunities for Growth - as we begin to achleve the objective of operational excellence, One Fylde will become an Increasingly attractive provider of services both to existing service users and others. We want to be open to appropriate opportunities, but not overly opportunistic. .

Durlng this financial year, One Fylde has continued to support over 300 people with learning disabllities In supported living and homecare. Previous traditional activity support provided by One Fylde had to be reInvented In the pandemic. This gave the opportunity to form Innovative Ideas such as the Recycling Team continue to work with smaller numbers In a safe environment. One of the Team Leaders who was shielding throughout the pandemic, started a weekly podcast. This has continued to develop and grow and now has International listeners and team of over 8 people we support who now run and produce the radio shows.

One Fylde supported the commission of two new properties; one large bungalow and seven refurblshed apartments. This increased the number of people we support by ten. The apartments were part ofa planned joint approach with Lancashire County Council and a private property developer. This ensured seven people One Fylde currently supported, moved from shared support to having their own front door and increasing their independence. We have submitted an ambitious development plan, to our main commissioner, Lancashire County Council, as part of our contractual obligations. The development plan Is both visionary and ambitious and has been well received by the County Council. It includes a clear commitment to respond to rising demand for more innovative and person-centred accommodation and support arrangements, particularly for people who need to live on their own.

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Objective 4

Develop ‘Landlord’ Strategy - One Fylde Is both a service provider through shared facllities and a landlord in relation to the ownership and malntenance of some properties occupied by Service Users.

A thorough examination of the opportunities and challenges offered by the current position and the variety of options for the future is required before any meaningful decisions can be taken. It is most likely that external expertise will be sought in supporting this objective.

Unfortunately, due to the pandemic, Objective 4 was put on hold until 2021/2022.

Achievements and Performance

During 2020-21, the annual management objectives were focussed on the following areas

Objective 1 Operational excellence

Objective 2 Integration of both the Finance and the HR Systems Objective 3 Identification of opportunities for growth Objective 4 Development of a ‘Landlord’ Strategy

Managing to contlnue to provide a service throughout the Covid-19 pandemic

The main focus [n 2020/21 was to ensure safety was paramount throughout the Covid-19 pandemic.

Measurlng Performance

in March 2020, as we are all aware, a Pandemic was declared across the world. One Fylde joined the fight with courage and determination, with all staff continuing to go above and beyond to support people with Learning Disabilities across the Fylde Coast.

Homecare was reduced to critical support only and ail activities staff redeployed to Supported Living services. Staff, who were considered Extremely Clinically Vulnerable, were supported to be placed on shielding to ensure thelr safety.

All office-based staff were sent home to work with the equipment they needed to continue to be productive in their work.

Daily meetings with the operational staff were held on teams and a family what's app group set up to communicate with families. A fuil team leader meeting was held monthly with over 50 mangers on teams. Statistics were collated on a daily basis and reviewed by the Director of Operations and Quality lead.

The key indicators for One Fylde remained focused on safety and resource management of staff and PPE particularly.

A new Quality Assurance Framework has been developed, known as the One Fyide Quality Way, a more inclusive and responsive way of demonstrating our compliance and our commitment to both understandIng and enabling the outcomes that are important to the people we support.

A serles of events, working together for change, were facliltated, to identify what really matters to the people we support, In relation to having their own front door, which will inform our future landlord strategy.

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Financial Review

As required by the Charitles Commission Statement of Recommended Practice (SORP) for larger charltles, the accounts for this year have again been cast In terms of the activities; firstly, of soclal care provision and secondly of housing.

The year was extremely challenging as a result of the COVID 19 pandemic. However, due to the support of our commissloners by uplifting rates (over and above annual cost of living Increases) and /or providing funding for exceptional COVID 19 related costs, Income generated by social care increased the turnover of the charity by £729,424. Contribution generated from social care was £481,584 (2020 loss of £205,111) for the year. The Charity’s housing activity continues to provide revenue support of £900,180 (2020 £874,916) however increased property costs resulted In a joss of contribution of £113,210 (2020: £73,375 surplus) Overall, a surplus after donations, revaluations and exceptional costs lead to a net increase in funds of £1,291,252 (2020: £2,508,402).

Prudent budgetary control over this last year and the inability to spend money on services such as building contractors, has resulted In the surplus clearly identified in the accounts. This has been achieved with minimal Impact on support service provision throughout the pandemic.

A decision was made to sell a property in St Anne’s as it no longer met the needs of the people we support. It was sold for £178,856 resulting In a loss of £4,924,

In the context of these increases, the Trustees are satlsfied that the Charity has managed Its affairs during the year in a prudent manner and that the financial health of the Charity is sound.

Plans for Future Periods

The plans for the next period of reporting is to move towards business as usual and living with Covid-19. This will involve the following:

Fundraising Pollcy

The Charity generates minimal income by fundraising. Fundraising activity is mainly via online giving and the Charity does not engage the services of fundraising consultants.

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As part of the Trustee’s Strategy Day, an action was taken to develop a fundraising strategy for One Fylde.

Investment Policy

The Charity malntains Its banking with a reputable and established Clearing Bank, keeping cash in an interest-bearing account wherever possible.

Subject to the requirements of the Charity’s investment Pollcy, cash not required for the maintenance of reserves, Is Invested for the benefit of the Charlty’s beneficiaries, having regard to a balance of security and return as follows. Any investments purchased are those recommended by a qualified IFA (Independent Financial Advisor) whose opinion is recorded In the minutes of the Charlty. The Trustees note, however, that It Is they who are wholly responsible for the decislon to purchase an Investment.

All acquisitions and disposals of Investments are actioned only after the board has so decided. In general, and subject to changing conditions, the Trustees recognise the wisdom of balancing Investments between those based on securities or bonds and those based on equities, and endeavour to minimise risk whilst maximising return by spreading investments between these types.

The Trustees recognise that investments which depend on the performance of the markets must be treated as Jong term (i.e. able to remaln Invested for five years or more) and will seek to avoid placing cash in Investments if there are foreseeable circumstances in which ft would be required earlier than this. During the year the return on the Charity’s fixed asset investments was 29.75% (2020: -18%).

Reserves Pollcy

One Fylde is required to hold reserves In order to achieve its charitable aims. In particular, as a Charity which owns property, fixed asset reserves are held In order to provide a quality and security of accommodation to the people we support which would not otherwise be achievable. Reserves of cash are also held In order to allow the Charity to continue operations when streams of funding reduce following, for example the death or departure of people we support.

Notwithstanding working properties or other investments held, the Trustees’ policy is to hold reserves of cash sufficient to allow a flexible and timely response to any urgent requirement for a package of care and accommodation similar to those currently operating — this is represented by the unrestricted general fund.

The Trustees therefore consider it both prudent and realistic to have general funds of between £900,000 and £1,800,000 (representing 1-2 months running costs) - within which should be cash balances of between £500,000 and £1,000,000, ideally. The Trustees, through their Finance Sub-Committee and otherwise, will keep the level of reserves under review and take steps to keep any available funds surplus to the reserve range outlined above fully invested In [Ine with the Charity’s Investments policy, They will also seek to ensure, through management, that no decisions of the Charity allow the general fund to drop below the levels described above considering the options for sustalning reserves Jn good time. As at 31 March 2021, the Charity’s general funds amounted to £1,330,986 (including cash balances of £1,990,150). This balance Is after separating designated funds which represent net fixed assets (long term assets held as property, less mortgage balances due after more than one year in connection with those properties) and the revaluation reserve which also forms part of the net long term property total.

Going concern

Whilst the reserves held are within the target area, the Trustees are mindful that cash balances are higher than required. However, as the changes in the way commissioners pay organisations In the future are

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expected to have an adverse Impact on cash flow, the Trustees belleve a higher cash balance is appropriate at this tlme.

The Accounts are prepared on a going concern basis, which the Trustees consider to be appropriate having considered the foreseeable future. The Charity holds reserves which are sufficiently in line with Its reserves policy.

Structure, governance and management

The Charity is Registered Charlty number 1045039 and a charitable company limited by guarantee and was incorporated at Companies House in February 1995 as Company Number 3017303, having operated as an unincorporated Charity since 1985, it Is governed by a memorandum and articles of association which was last amended on 20 March 2019. In the event of the company being wound up, members are required to contribute an amount not exceeding £10.

The board of Trustees, of whom there may be an unlimited number, are appointed at the Annual General Meeting for a three-year period under the procedure described in Section 27-38 of the Articles of Association and may be deemed disquallfled or removed from office as described in Section 39 of the Articles. The Trustees meet six times a year and at other times as required.

Ail members of the Board give their time voluntarlly and recelve no benefits from the Charity. Any expenses reclaimed from the Charity are set out In note 6 to the accounts.

Salaries pald to senior managers are set at a level which the Trustees consider to be competitive and are reviewed from time to time with reference to comparable roles in similar organisations.

The current Trustees are already familiar with the practical work of the Charity. New Trustees are given an Induction pack consisting of vartous Charity Commission publications giving guidance to Trustees, along with the memorandum and articles and latest financial statements of the Charity. There is an ongoing programme of in-service training for Trustees which has Included sessions on the Role of the Trustee, the commissioning climate and similar subjects.

Employment Fyide almsPollcy to ensure that no employee or candidate Is subject to unlawful discrimination, either directly Pollcy to ensure that no employee or candidate Is subject to unlawful discrimination, either directly

OneEmployment Fyide almsPollcy to ensure that no employee or candidate Is subject to unlawful discrimination, either directly or indirectly, on the grounds of age, disability, gender reassignment, marrlage and civil partnership, pregnancy and maternity, race {including ethnic or national origins, colour and nationality), religion or belief {Including lack of belief), or sex and sexual orientation. This commitment applies to all aspects of

employment, Including:

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The Organisation recognises the benefits of having a diverse workforce and will take steps to ensure that:

Trustees attend events and are accessible for staff to engage with by listenlng to thelr views and opinions and feeding back to the Executive team.

Risk Management

The management and mitigation of risk to individuals’ safety is central to the planning, delivery and monitoring of services. Staff are trained in risk assessment and focus on balancing reasonable risk alongside responsibllity for safeguarding In every aspect of their work. Safeguarding and whlistleblowing policies are in place and function to gain information about any risk at an early stage so that appropriate interventions can be considered. All safeguarding matters are reported to and scrutinised by the Board.

The Charity uses the services of Rradar Law and Health and Safety consultancy to reduce the risk of liability for employment and safety related issues. This service fosters the development of positive and appropriate management practice and aiso provides insurance backed indemnity for preparation, representatlon and certain awards at Employment Tribunals and Health and Safety Tribunals.

Financial risk is managed through the appointment of professionally qualifled managers, scrutiny of a corporate risk register, interim financial statements and internal audit procedures, but also through clear communication between Trustees and management about the financial and regulatory position Jn relation to current and proposed activities.

Organlsatlonal Structure

The Board of Management is the decision-making body which runs One Fyide. It and Its subcommittees consist of volunteers who carry legal responsibility for the affairs of the organisation. Members of the Board are registered as directors of the Company Limited by Guarantee at Companies House, and also as Charitable Trustees wlth the Charities Commission. The Board gives guidance and direction to management, sets policy, and monitors financial matters. Trustees participate in the recruitment of senlor staff and In hearing disciplinary appeals agalnst decisions of senlor management.

During the year under review, the Leadershlp Team is comprised of senior Executive — Chlef Executive, Director of Human Resources, Director of Finance and Corporate Services and a Director of Operations and

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Quality. Meeting weekly, the Leadership Team dealt with day to day management matters, monitored quality of service, communicated decisions of the Board, monitored financial matters etc. Membership of Leadership Team Is ex officio, arising from appointment to one of the senlor management positions.

Pay Is reviewed for key management posts !n line with external benchmarking and criterla will be set golng forward to manage any reviews.

The Senior Management Team (SMT) Meeting takes place every six weeks and exists to promote good communication between staff and management, advocate for staff and service user concerns and pass matters for decision up to the Leadership Team and Board

Staff Meetings—Supported Living, Homecare, Activities or Office, are for discussion and communication of everyday operationa! matters.

The Quality Group is a sub group to the Board which monitors the quallty of service being delivered.

Associated organisations

The Charity Is afffliated to: The Lancashire Learning Disabflity Consortium The National Council for Voluntary Organisations Association of Chief Executives of Voluntary Organisations

Reference and Administrative Information Charlty name: One Fylde Registered Charity number: 1045039 Registered company number: 3017303 Principal address/ registered office: 19 Church Road Lytham St Anne’s FY8 5LH

Trustees serving during and/or in post at the date of these accounts jan Douglas Everard {appointed 8'" May 2019 resigned 21% October 2020) KatharineFreda MaryWykes Gwilliam (appointed(resigned 27" April8"" May2020) 2019 resigned 31% May 2020) Katherine Angela White (appointed 8°" May 2019 resigned 18" November 2020) Anthony John Christopher Winter (appointed 8'" May 2019 resigned 18° November 2020) Angela Rosemary Jacques (appointed 8" May 2019) Susan Deirdre Sharples (appointed 8" May 2019) Teresa Jane Jennings (appointed 1% June 2020) Angela Boyle (appointed 1° June 2020) Elizabeth Andrea Walker (appotnted 1 June 2020 resigned 10 Dec 2020) Leslie Paul (appointed 1 June 2020 resigned 9" September 2021} Elizabeth Joyce Winkfield (appointed 1 June 2020) David Stanhope (appolnted 20* January 2021) Chair Vanessa Harris (appointed 24° March 2021) Gemma Grace Rothery (appointed 24" March 2021) Sharon Mary Morris (appointed 20" August 2021)

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Leadership Team at the date of approval of this report Tracey Bush (appointed 9 June 2019) Chief Executive Terry Mears {appointed 19 April 2021) Director of Operations and Quality

Bankers: Royal Bank of Scotland Drummond House 1 Redheughs Avenue Edinburgh EH12 9RH

Solicltors: Easthams 292-302 Church Street Blackpool FY1 30A

Auditors: Champion Accountants LLP 7-9 Station Road Hesketh Bank Preston PR4 6SN

Responsibllities of the Board of Trustees

The Trustees (who are also directors of the Charlty for the purposes of Company Law) are responsible for preparing the Trustees Annual Report (including the Strategic Report) and the financial statements In accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice}. Company and Charity 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 of the Incoming resources and application of resources, including the income and expenditure of the charitable company for that perlod. In preparing these financial statements, the Trustees are required to:

The Trustees have overall responsibility for ensuring that the Charity has appropriate systems of control, financial and otherwise. They are also responsible for keeping adequate accounting records which disclose with reasonable accuracy at any time the flnanclal position of the charitable company and to enable them to ensure that the financial statements comply with the Companies Act 2006, the Charities Act 2011/2006 and the regulations made thereunder. They are also responsible for safeguarding the assets of the Charity and hence for taking reasonable steps for the prevention and detection of fraud and other Irregularities and

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to provide reasonable assurance that the charitable company is operating efficiently and effectively, Its assets are safeguarded against unauthorised use or disposition, proper accounting records are maintained and flnancial information used within the charitable company is reliable and that the charitable company complies with relevant laws and regulations.

The Trustees have, as part of the business planning cycle, assessed business risks and their potential impact and likelihood of occurrence and where necessary investigated means to mitigate the risks.

Auditors

Aresolution proposing that Champion Accountants LLP, Statutory Auditors, be re-appolnted as auditors will be put to the Annual General Meeting

In so far as the Trustees are aware:

In addition to this years’ Trustees Report, an Annual Review has been produced ‘Making a difference together’.

The Trustees approve this report for the year ended 31 March 2021 in their capacity as company directors and the Trustees’ report on 24° November 2021.

Approved on behalf

of the Board ofTrustees

David Stanhope Chalr

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INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF ONE FYLDE

Opinion

We have audited the financial statements of One Fylde (limited by guarantee) (the ‘charitable company’) for the year ended 31° March 2021 which comprise the Statement of Financial Activities, the Statement of Financial Position (Balance Sheet), Statement of Cashflows and notes to the financial statements, including a summary of significant accounting policies. The financlal reporting framework that has been applied in thelr preparation Is applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

In our opinion the flnanclal statements:

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK}} and applicable law. Our responsibilltles under those standards are further described in the Auditors responsibilities for the audit of the financial statements section of our report. We are independent of the 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 fulfflled our other ethical responslbllities In accordance with these requirements. We belleve that the audit evidence we have obtained Is sufficient and appropriate to provide a basis for our opinion.

Concluslons relating to going concern

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

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditlons that, Individually or collectively, may cast significant doubt on the charitable company’s ability to continue as a going concern for the 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.

Other Information

The Trustees are responsible for the other information. The other Information comprises the Information Included in the annual report, other than the financial statements and our Report of the Independent Auditors 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.

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INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF ONE FYLDE — continued

In connection with our audit of the financial statements, our responsibility is to read the other information and, in dolng 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 this gives rise to a material misstatement tn the flnancial statements themselves. If, based on the work we have performed, we conclude that there Is a material misstatement of thls other information, we are required to report that fact. We have nothing to report in this regard.

Opinions on the other matters prescribed by the Companles Act 2006

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

Matters on which we are required to report by exception

in light of the knowledge and understanding of the charitable company and Its environment obtained In the course of the audit, we have not Identifled material misstatements in the Report of the Trustees.

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

Responsibllities of Trustees

As explained more fully In the Statement of Trustees Responsibilities’, the Trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and falr view, and for such internal control as the Trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the Trustees are responsible for assessing the charitable 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 Trustees elther intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

Our responsibllittes 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 materlal misstatement, whether due to fraud or error, and to Issue a Report of the Independent Auditors that includes our opinion. Reasonable assurance {s a high level of assurance, but is not a guarantee that an audit conducted In accordance with ISAs (UK) will always detect a materlal misstatement when It exists. Misstatements can arlse 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 basls of these financial statements.

proceduresIrregularities,in lineIncluding with ourfraud, responsibilities,are instances outlinedof non-compliance above, to detectwith materiallaws and misstatementsregulatlons. inWe respectdesignof

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irregularities, Including fraud. The event to which our procedures are capable of detecting irregularities, including fraud Is detailed below.

There are Inherent limitations in the audit procedures described above, and the further removed noncompliance with laws and regulations is from the events and transactions reflected in the flnanclal statements, the less likely we would become aware of It. Also, the risk of not detecting a materlal misstatement due to fraud is higher than the risk of not detecting one resulting from error, as fraud may involve deliberate concealment by, for example, forgery or inherent misrepresentations or through colluston.

A further description of our responsibilities for the audit of the financial statement Is located on the Financial Reporting council’s website at www.frc.org.uk/auditorsresponsibilities. This description forms part of our Report of the Independent Auditors.

Use of our report

This report is made solely to the charitable company’s members, as a body, In accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the 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 charltable company and the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed. P BuckACA, DChA (Senior Statutory Auditor) Theol for and on behalf of Champlon Accountants LLP 7-9 Station Road Hesketh Bank Preston Lancashire PR4 6SN

Date: 2 {ulzor....

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||||||||||| |---|---|---|---|---|---|---|---|---|---| |Statement|of|Flnanclal|Activities|(including|income|and|expenditure|account)| |for|the|year ended|31|March|2021| |Unrestricted|Restricted| |Note|funds|funds|Total|Funds|Total|funds| |2021|2021|2021|2020| |£|£|£|f.| |Income:| |Donations| |Transfer|of The|Ormerod|Home|Trust|-|-|-|2,583,296| |Other|2,283|-|2,283|4,300| |Charitable|activities:| |Social|care|contracts|10,346,107|-|10,346,107|9,936,082| |Property|income|900,180|-|900,180|874,916| |Other|Income|338,095|-|338,095|18,696| |Total|Incoming|resources|11,586,665|-|11,586,665|13,417,290| |Expenditure:| |Charltable|actlvities|2| |Proviston|of social|care|10,202,618|-|10,202,618|10,159,889| |Landlord|costs|1,013,390|-|1,013,390|801,541| |Total|expenditure|11,216,008|-|11,216,008|10,961,430| |Gains/(losses)|on|revaluation|of investments|2,417|-|2,417|(1,797)| |eee| |Net income|373,074|-|373,074|2,454,063| |Reorganisation|costs|-|-|-|(285,661)| |Unrealised|gain on|fixed|asset revaluation|918,178|-|918,178|340,000| |Net movement in funds|1,291,252|-|1,291,252|2,508,402| |Reconciliation|of|funds| |Total funds brought forward|5,377,901|-|5,377,901|2,869,499| |Total funds carried forward|6,669,153|-|6,669,153|5,377,902| |The statement of financial activities includes all gains and losses recognised|in the year| |All|income|and|expenditure|derives from continuing|activities.| |There was|no|restricted|Income|and|expenditure|In|the|previous|year|

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15

Balance Sheet as at 31 March 2021

2021 2020
Note £ £
Fixed assets:
Tangible assets 8 6,433,305 5,795,386
Investments 3 10,541 8,124
Total fixed assets 6,443,846 5,803,510
Current Assets:
Debtors 10 1,022,597 1,066,967
Cash at bankand In hand 1,990,150 925,880
Total current assets 3,012,747 1,992,847
Liabilities:
Creditors: Amounts falling duewithin one year 11 1,668,578 1,451,460
Netcurrent assets 1,344,169 541,387
Total assets fess current llabllities 7,788,015 6,344,897
Creditors: Amounts falling due aftermore than one
year 12 800,590 851,336
Provisions for liabilities 13 318,272 115,660
Total net assets 6,669,153 5,377,901
Thefunds ofthe charity: 16
Restricted funds 97,973 97,973
Unrestricted Income funds 1,330,986 799,290
Designated - revaluatlon reserve 2,192,944 1,272,349
Designated - unrestricted net fixed assets fund 3,047,250 3,208,289
Totalcharltyfunds 6,669,153 5,377,901

The notes on pages 18 to 27 form part of these accounts Approved and authorised for issue by the trustees on 24 November 2021 Signed on behalf of the Trustees

David Stanhope Chair

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Statement of cash flows

for the year ended 31 March 2021

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|||||||||||| |---|---|---|---|---|---|---|---|---|---|---| |2021|2020| |Note|£|£| |Cash|flows from|operating|activities:| |Net|cash|provided|by|operating|activities|1,020,771|234,984| |Cash|flows from|Investing|activitles:| |Purchase|of|tangible|fixed|assets|(96,589)|(166,644)| |Proceeds|(net)|from|sale|of|fixed|assets|179,686|200| |Worklng|capital|from|transfer|of The Ormerod|Home Trust|-|533,847| |Net|cash|provided|by|InvestIng|actlvities|83,097|367,403| |Cash|flows from|financlng|activities:| |Repayments|of|borrowing|(89,598)|(84,424)| |Bank|loan|50,000|-| |Net cash|provided|by financing|activities|(39,598)|(84,424)| |Change|in|cash|and|cash|equlvaients|fn|the year|1,064,270|517,963| |Cash|and|cash|equivalents|at|the|beginning|of the|year|925,880|407,917| |Total|cash|and|cash|equivalents|at the|end|of the|year|1,990,150|925,880| |Reconciliation|of|net|Income|to|net|cash|flow|from| |operating|activities| |Net|movement|in|funds|1,291,252|2,508,402| |Adjustments|for:| |Depreciation|193,068|201,905| |Transfer value|of The|Ormerod|Home|Trust|-|{2,583,296}| |Loss on|disposal|of|fixed|assets|4,094|4,670| |Revaluation|of properties|(unrealised)|(918,178)|(340,000)| |(Gains)/losses on|investments|(2,417)|1,797| |(Increase)/decrease|in debtors|44,370|(518,033}| |increase|(decrease)|In|credlitors|205,970|843,879| |Increase|(decrease)|In|provisions|202,612|115,660| |Net|cash|provided|by operating|activities|1,020,771|234,984|

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Notes to the accounts

The Charity fs a registered Charity and a charitable company limited by guarantee and Is incorporated in the UK.

1, Accounting policies

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

Basis of accounting

The financlal statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts In accordance with the Financial Reporting Standard Applicable In the UK and Republic of Ireland {Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

One Fylde meets the definition of a public benefit entity under FRS 102. Assets and liabitities are initially recognised at historical cost unless otherwise stated in the relevant accounting pollcy.

Preparation of accounts on a going concern basis

The Charity continues to hold cash reserves at the higher end of the cash reserves pollcy of between £100,000 and £500,000 In the period since the balance sheet date. Projected cash flow forecasts for the next 12 months Indicate that this will continue to be the case. On this basis the Charity Is a going concern.

Income

Income from funding bodies and clients are accounted for when the Charity is entitled to the funds on an accrual’s basis. Income from rents are accrued on a straight-lIne basis over the length of the tenancy, Donations are accounted for as recelved by the Charity.

Fund accounting

Unrestricted funds are available to spend on activities that further any of the purposes of the Charity. Restricted funds are donations which the donor has speclfled are to be used solely for a particular purpose.

Expenditure and Irrecoverable VAT

Expenditure fs recognised on an accruals basis as a liability Is incurred. Value added tax is not recoverable by the Charity, and as such Is Included In the relevant costs.

Expenditure on charitable activitles comprises those costs incurred by the Charity in the delivery of Its activities and services to beneficiaries. It includes both costs that can be allocated directly to such activities and thelr associated support costs.

Allocatlon of support costs

Support costs are those functions that assist the work of the Charity but do not directly undertake charitable activitles. Support costs include back office costs, finance, human resources and governance costs which support the Charity’s activities, These costs are apportioned between activities on the basis on Income generated.

Operating Leases

Rental charges are charged to the SoFA ona straight line basis over the life of the lease.

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Tangible flxed assets

Fixed assets, other than properties, are stated at purchase price, less depreciation and amounts written off. Properties are stated at their market value. Depreciation Is provided at the following annual rates In order to write off each asset over its estimated useful life:

Freehold and leasehold property 2% on cost/revalued amount Improvements to leasehold property straight line over the period of the lease Fixtures and fittings 25% reducing balance method Office equipment 25% reducing balance method Motor vehicles 25% reducing balance method Furnishings 20% reducing balance method

Individual expenditure below £100 fs not capitalised.

No depreciation is provided on freehold and long leasehold land.

Properties are revalued externally by a professional chartered surveyor every five years and internally in the intervening years. Internal valuations are carrled out using published data on the changes in property prices In the appropriate postcode areas.

Investments

Investments are Included at market value at the balance sheet date and the gain or loss is transferred to the SoFA.

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Debtors

Trade debtors and other debtors are recognised at the settlement amount due after any trade discounts offered. Prepayments are valued at the amount prepaid net of trade discounts due.

Cash at bank and In hand

Cash at bank and cash in hand Includes cash and bank accounts with immediate access.

Creditors and provisions

Creditors and provisions are recognised where the Charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due in settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at thelr settlement amount after allowing for any trade discounts due. Deferred Income

Where income recelved for soctaj care contracts remains unspent at the end of the financial year this is carried forward as deferred Income (balance sheet creditors) to be utillsed for the benefit of the people we support In future perlods. If any money remains unspent after one year these are released to Income on the statement of flnancial activities.

LeaseFinancial paymentsinstruments received in advance are released to the SOFA over the length of the lease.

The Charity only has financial assets and financial liabiilties of a kind that qualify as basic financial Instruments. Basic financial Instruments are initially recognised at transaction value and subsequently measured at thelr settlement value with exception of bank loans which are subsequently measured at amortlsed cost using the effective Interest method.

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Pensions

The Charity operates three money purchase defined contribution pension schemes. Contributions are charged in the Statement of Financlal Activities as they become payable In accordance with the scheme.

2. Analysis of expenditure on charitable actlvitles

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|||||||||| |---|---|---|---|---|---|---|---|---| |Provision|of|2021|2020| |social|care|Housing costs|Total|Total| |£|£|£|£| |Direct|staffing|costs|8,280,089|21,350|8,301,439|8,239,944| |Staff training|and|recruitment|147,371|-|147,371|154,089| |Activity|costs|20,562|-|20,562|56,150| |Operational|other|costs|169,700|-|169,700|92,812| |Property|rental|and|mortgage|costs|-|318,462|318,462|315,918| |Councll|tax|and|utility|costs|-|21,507|21,507|18,279| |Property|maintenance|costs|-|277,048|277,048|111,136| |Insurance|38,688|8,772|47,460|61,478| |Depreciation|91,128|91,416|182,544|201,905| |Other|property|costs|-|31,658|31,658|13,787| |Bad|debt|provision|22,918|-|22,918|170,105| |Fleet|&|travel|29,803|-|29,803|28,404| |Miscellaneous|costs|16,904|-|416,904|31,853| |Marketing,|communications|& engagement|7,455|-|7,455|17,637| |Support|costs|1,333,544|235,331|1,568,875|1,411,687| |Governance|costs|44,456|7,846|52,302|36,246| |10,202,618|1,013,390|11,216,008|10,961,430| |Summary|analysls|of expenditure and expenditure and and|related|income|for|charitable|activitles| |Provision|of|2021|2020| |soclalcare|Housing costs|Total|Total| |£|£|£|£| |Costs|{10,202,618)|{1,013,390}|(11,216,008)|(10,961,430)| |Care|Contract|income|10,346,107|-|10,346,107|9,936,082| |Rents|-|900,180|900,180|874,916| |Other income|338,095|-|338,095|18,696| |Net contribution|to charitable funds|481,584|(113,210)|368,374|(131,736)|

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  1. Summary analysls of expenditure and expenditure and and related income for charitable activitles

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4. Analysls of governance and support costs

Support Governance
2021		 2020
costs costs
Total		 Total
£ £
£		 £
Payroll and related costs 1,026,796 29,149
1,055,945		 1,102,923
Office costs 508,228 53
508,281		 331,404
Auditfees - 23,100
23,100		 9,005
Legal and professional fees 33,851 33,851 4,601
1,568,875 52,302
1,621,177		 1,447,933
5. Net income/expenditure for the year
2021 2020
£ £
This isstated after charging:
Depreciation oftangible fixed assets 193,608 201,905
Losson disposal offixed assets "4,094 4,670
Auditfee , 23,100 9,005
Interest payable on bank loans 19,246 26,983
Operating teases - equipment 4,280 31,132
Property rents 305,210 297,673
Exceptional restructuring costs - 285,661
SSscrcz }—+—_}+} +4
6, Analysisofstaffcosts,Trusteesremunerationandexpenses,
personnel		 expenses,andthecostofkeymanagement
2021 2020
Wages and salaries 8,226,140 8,144,726
Social security costs 668,662 680,738
Penslon costs 268,287 259,821
9,163,089 9,085,285

6, Analysis of staff costs, Trustees remuneration and expenses, and the cost of key management personnel

Included in reorganisation costs are redundancy, and ex gratia payments of £16,400, relating to two people. Number of employees whose total employee benefits Is In excess of £60,000 (including pension payments and ex gratia payments) Is as follows:

2021 2020
£60,000-£69,999 - -
£70,000-£79,999 2 1
£80,000-£89,999
£90,000-£99,999
£100,000-£110,000		 -
-
1		 3
”
-

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The Charity Trustees were not paid nor did they receive any other benefits from employment with the Charity during the year (2020: nil}. Trustee expenses paid during the year were £53. (2020: nil).

The key management personnel of the Charity comprise the Chief Executive Officer, Head of Care, Head of Staff Services, and Head of Corporate Services. The total employee remuneration of the key management personnel of the Charity was £404,991. (2020: £456,703).

7. Staff Numbers

The average headcount in the year was 406 (2020; 424). Full time equivalent 323 (2020: 339)

8. Tangible flxed assets

Fixtures,
Long Fittings,
Freehold Leasehold Furnishings
Land and Landand Leasehold Equipment and
Bulldings Buildings Imp'ments Motor Vehicles Total
£ £ £ £ £
Cost/ valuation
As at 1 April 2020 2,194,807 3,137,168 9,430 1,769,337 7,110,742
Additlons - - - 96,589 96,589
Disposals - (183,780) - (9,483) (193,263}
Revaluation 735,143 111,612 - - 846,755
As at31 March 2021 2,929,950 3,065,000 9,430 1,856,443 —_—_7,860,823
Depreciation
As at 1 April 2020 - - 4,412 1,310,944 1,315,356
Charge fortheyear 30,792 40,631 612 121,033 193,068
On disposals - - - (9,483) (9,483)
Transfer to revaluation
reserve (30,792) {40,631} - - (71,423)
As at31 March 2021 - - 5,024 1,422,494 1,427,518
Net book value
As at 31 March 2021 2,929,950 3,065,000 4,406 433,949 6,433,305
Asat1April2020 2,284,542 3,047,433 5,018 458,393 5,795,386

The cost or valuation of freehold bulldings and long leasehold bulldings, on which depreciation Is charged, amounted to £3,245,722. The carrying amount of freehold land and buildings and long leasehold land and buildings are considered to be at the open market value. A commercial valuation, of these assets, was carried out during the year by estate agents Frank Wyles and Kendricks Commercial. The freehold land and bulldings and long leasehold jand and bulldings were revalued at £2,929,950 and £3,065,000 respectively at that time.

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The historical cost of freehold land and building less accumulated depreciation was £1,356,412, as at 31 March 2021. The historical cost of long leasehold land and building less accumulated depreciation was £2,188,607 as at 31 March 2021.

9. Fixed assets investments

Investments held In the UK primarlly to provide

an Investment return

Investments held In the UK primarlly to provide
an Investment return
2021 2020
£ £
At valuation
At 1 April 2020 8,124 9,921
Unreallsed gain/(loss) on investments 2,417 (1,797)
At31 March 2021 10,541 8,124
Nominal
value Cost Valuation
£ £ £
40 Charifund accumulation units 2,812 2,812 10,541
10. Debtors
2021 2020
£ £
Amounts due within oneyear:
Trade debtors 887,922 929,915
Otherdebtors 14,351 18,763
Prepayments and accrued Income 120,324 118,289
1,022,597 1,066,967
andtt sssssss
11, ‘Creditors (amounts fallingdue within one year)
2021
£		 2020
£
Trade creditors 462,199 377,949
Social securityand other taxes 206,008 185,045
Mortgages (secured) 90,574 83,592
Bank loan 4,166 -
Deferred income 450,019 399,703
Accruals
Othercreditors		 393,597
62,015		 321,056
84,115
1,668,578 1,451,460
======= sGSsens
  1. Creditors (amounts falling due after more than one year and payable by Instalments)
2021 2020
£ £
Mortgages (duewithin within 1-2years) 90,574 83,592
Mortgages (due within 2-5 years) 362,294 334,365
Mortgages (due after 5years) 301,888 433,379
Bankloan (duewithin within 1-2 years) 10,000 -
Bankloan (duewithin within 2-5 years) 35,834 -
800,590 851,336

The mortgages are secured against the freehold and long jeasehold properties. The proportion of the liabllity to the value of the assets charged Is 22% (2020: 30%). The interest rate charged on the mortgages was between 1.75% and 2.65% above base rate. The bank loan was repald after the year end.

13. Provision for llabilities

As a result of the merger the charity has acquired several onerous contracts for IT and office equipment.

equipment.
2021 2020
£ £
Balance as at 1 April 2020 115,660 -
TransferfromThe Ormerod HomeTrust - 151,624
Released in theyear (44,718) (35,964)
Provision for additional costs 247,330 -
Balance as at 31 March 2021 318,272 115,660
14, Deferred Income
2021 2020
£ £
Balance as at 1 April 2020 399,703 113,260
TransferfromThe Ormerod HomeTrust - 632,411
Amount released to income earned from charitable activities (232,876) (402,774)
Amountdeferred in year 283,192 56,806
Balance as at 31 March 2021 450,019 399,703
cesee forces

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15. Obligations under operating leases

As at 31 March 2021, the Charity had future minimum lease payments under non-cancellable operating leases for each of the following perlods:

2021 2020
£ £
Equipment
Payments due
-within oneyear 35,085 37,242
- between one and fiveyears 53,600 88,685
88,685 125,927
Sees ==sS=Ss5
Land and bulldings
Payments due
-within oneyear 258,991 259,277
- between one and five years 905,671 965,859
- more than five years 522,455 716,591
1,687,117 1,941,727
Sss=== =====S=5

The Charity aims to secure long leases (between 5 and 15 years) on its leased residenttal properttes In order that tenants can have greater security of tenure and the costs to the Charity are minimised.

16. Movement in funds

16.
Movement in fundsfunds
Balance at 1 Incoming Resources Funds at 31
April2020 —sresources expended Transfers March 2021
£ £ £ £ £
Unrestricted funds
General Fund
Designated revaluation fund		 799,290
1,272,349		 11,586,665
920,595		 (11,216,008)
-		 161,039
-		 1,330,986
2,192,944
Designated - unrestricted net asset
funds		 3,208,289 - - (161,039) 3,047,250
Restricted funds 97,973 - - - 97,973
Total 5,377,901 12,507,260 (11,216,008) - 6,669,153

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Balance at 1 Net Funds at 31
April 2020 movement March 2021
Unrestricted funds ;
General Fund 799,290 531,696 1,330,986
Designated revaluation fund 1,272,349 920,595 2,192,944
Designated - unrestricted net asset
funds 3,208,289 (161,039) 3,047,250
5,279,928 1,291,252 6,571,180
Restricted Funds
Dementla Service 38,775 38,775
Head office refurbishment 34,700 34,700
Childrens Service 5,475 5,475
Sensory Room 5,592 5,592
Other 13,431 13,431
97,973 - 97,973
TOTALFUNDS 5,377,901 1,291,252 6,669,153

Name of unrestricted fund -

description, nature and purpose of the fund

General fund

The “free reserves” after allowing for all designated funds.

Designated funds:

The designated revaluation fund Is the difference between the cost or valuatlon of properties and Investments when first recognised, less any depreciation and [ts subsequent revalued amount.

The designated net assets fund consists of the net book value of fixed assets as shown on the balance sheet, fess the balance on loans due after more than one year and the revaluation reserve element noted above.

17. Financial Instruments

Financial instruments measured at amortised cost comprise mortgages provided by The Royal Bank of Scotland

of ScotlandScotland
2021 2020
£ £
,
Mortgages (due within one year) 90,574 83,592
Mortgages (due within 1-2 years) 90,574 83,592
Mortgages (due within 2-5 years) 362,294 334,365
Mortgages (due after 5 years) 301,888 433,379
845,330 934,928
i SSescese

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18. Related Party Transactions

No trustee or other person related to the Charity had any personal interest In any contract or transaction entered into by the Charity during the year. (2020: nil).

19. Funds held on behalf of People we Support

2020 2019
£ £
Balance broughtforward 79,582 -
TransferofThe Ormerod Home Trust - 74,924
Movement in year 289 4,928
Balances at the end ofthe year 79,871 79,852
at ssrcssc==

The charity acts as agents In relation to these monies. The income/expenditure and balances are not included in the financial statements.

20. Legal status of the Charity

One Fylde Is a company limited by guarantee and has no share capital. In the event of the Charity being wound up, the liability In respect of the guarantee is limited to £10 per member of the Charity.

No tax charges have arlsen in the Charity.

21. Taxatton

As a Charity, One Fylde Is exempt from tax on Income and gains falling within section 505 of the Taxes Act 1988 or sectlon 252 of the Taxation of Chargeable Gains Act 1992, to the extent that these are applied to Its charitable objects

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