Company Number: 03082546 Charity Number: 1048314
Alzheimer’s Support Report and Accounts For the year ended 31[st] March 2022
Alzheimer’s Support Legal and Administrative Information
Company Number: 03082546 Charity number: 1048314 Registered office: 5 Sidmouth Street Devizes Wiltshire SN10 1LD
Chair: Janet Dore Trustees Management Committee: Janet Dore Michel Streams Wendy O’Grady Jane Ebel Carolyn King Melissa McCloy Harry Theobald Paul Tumim Paul Whitby
Chief Executive Officer:
Sarah Marriott
Auditors:
William Price & Co. Chartered Accountants Suite 9 Westbury Court Church Road Westbury on Trym Bristol BS9 3EF
Bankers:
CAF Bank Ltd 25 Kings Hill Avenue Kings Hill West Malling Kent ME19 4JQ
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REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2022
Structure, Governance and Management
The Trustees, who are the directors of the charity for the purposes of the Companies Act, submit their annual report and audited financial statements of the year ended 31[st] March 2022. The trustees have adopted the provisions of the Statement of Recommended Practice (SORP) “Accounting and Reporting by Charities”, issued in 2019, in preparing the annual report and financial statements for the charity.
Governing Document
Alzheimer’s Support is a charitable company limited by guarantee, incorporated on 21 July 1995 and registered as a charity on 27 July 1995. The company was established under a Memorandum of Association which established the objects and powers of the charitable company and is governed under its Articles of Association.
Recruitment and Appointment of Management Committee
Any person may be elected to be a member of the Board, excluding a member of staff of the organisation, but not excluding any volunteer of the organisation.
It is our aim to have a skill mix of carers, ex carers and professionals working in the field of dementia and social care, finance and law as members of the Board. In the event of particular skills being lost due to retirements, efforts are made to close the skills gap as soon as possible.
The members of the Board of Trustees are elected at the Annual General Meeting. The trustees relinquish their positions every year and are eligible for re-election at the Annual General Meeting.
Trustee Induction and Training
Most prospective Trustees are already familiar with the work of the Charity; however, after completing an application form they are invited to attend a minimum of two Board meetings as observers before agreeing to be co-opted and standing for election at the AGM.
All new Trustees are encouraged to attend a comprehensive induction programme. A Trustee handbook is distributed to all new Trustees along with the Memorandum and Articles and “The Essential Trustee” published by the Charity Commission. Feedback from new Trustees about their induction has been very positive.
Trustees are informed about suitable external training and their expenses are reimbursed. An annual joint meeting with senior managers; participation in sub committees; spending time within the different departments; attending team meetings when possible, has all helped to increase the visibility of the Trustees to the staff, and helped the Trustees have a good understanding of the organisation’s services and challenges.
Organisation
The Board of Trustees meets every six weeks and is responsible for the governance of the organisation. Subcommittees for Finance and Fundraising, Quality Assurance and Risk Management meet regularly and report to the Board. Decisions on the day-to-day operation of the Charity are taken by the Chief Executive in consultation with the senior management team. The Board receives
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reports from the Heads of Services on operational matters and from the Head of Finance and Business on financial performance. Decisions on matters with significant implications for the organisation are brought to the Board of Trustees.
These include:
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Organisational priorities
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Strategic planning
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All matters of risk to the organisation – in particular resource and reputation
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Significant organisational change
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Major initiatives
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Policy formation and development
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Appointment of senior posts
The Finance and Fundraising Sub-Committee meets quarterly. The specific responsibilities of this committee include the management of the assets and liabilities of the Charity, the agreement and monitoring of the annual budget, and credit control.
The Trustees have delegated the day to day management of operation to the Charity’s Chief Executive – Sarah Marriott.
The organisation’s structure is robust, with a full complement of committed Trustees. We have three patrons - Lady Sidmouth, Lady Lansdowne, and John Bush, ex Lord Lieutenant of Wiltshire. An experienced Senior Management Team, comprising of the Heads of Departments provides the drive and hands on approach to implementing the organisation’s vision to an exceptional standard. Alzheimer’s Support generally enjoys high levels of staff retention, and the appointment of new CEO and some Senior Management during summer 2021 was done smoothly, with staff and service users largely unaffected. The CQC survey confirms this.
Internal control
The Trustees have overall responsibility for ensuring that the Charity has appropriate systems of internal controls across the entire organisation. They are also responsible for keeping proper accounting records which disclose, with reasonable accuracy at any time, the financial position of the Charity and enable them to ensure that the financial statements follow best practice. 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. The systems of internal control are designed to provide reasonable, but not absolute, assurance against material misstatement or loss.
Internal control processes implemented by the Trustees include:
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A Quality Assurance Sub-Committee, consisting of Trustees, Senior Managers, and representatives from each department, meets at least three times a year and reports to the Board of Trustees. It is responsible for providing:
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assurance to the Trustees that the Charity operates sound systems of internal control; and
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comfort and transparency to donors and beneficiaries that there are appropriate systems in place to ensure that the resources of the Charity are effectively allocated and utilised.
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An internal audit system which conducts an ongoing programme of reviews of internal controls across all areas of the Charity.
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A strategic plan and an annual budget approved by the Trustees.
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Regular consideration by the Trustees of financial results, variances from budgets, forecasts and performance indicators.
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Delegation of authority and segregation of duties.
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Identification and management of risk.
Risk Management
The Trustees have in place a formal risk management process to assess risks and implement risk management strategies. This Risk Register is reviewed and updated at least 3 times a year by the Risk sub-committee, consisting of Trustees, Senior Managers, and representatives from each department (ensuring that changes are understood and implemented at all levels). The subcommittee identifies the types of risks the Charity faces, prioritises them in terms of likelihood of occurrence and potential impact, and identifies the means of mitigating these risks. Risk management is embedded in the day to day processes of the Charity.
We have also appointed Croner as our provider of HR and Health and Safety advice and guidance, helping to create new Staff Handbooks and update Policy and Procedures so we comply with all current employment, and health and safety law.
Objectives, Activities and Achievements
The Trustees have complied with the duty set out in Charities Commission (CC3a) to have regard to the public benefit guidance published by the Charity Commission.
The objectives of the Charity are to “improve the quality of life and to relieve poverty, sickness and distress for people with all forms of dementia and their carers, primarily for people living in Wiltshire.”
Specific activities which confirm the public benefit the Charity produces by its existence are set out below, within the principal operating activities and under the sub-headings “Ongoing Activities” and “The Difference We Make”, whilst the sub-heading “2021/2022 Achievements” sets out the targets set last year and the degree to which they have been achieved.
Alzheimer’s Support enjoys the support of about 150 volunteers in all aspects of our work. Their involvement ranges from occasional fundraising events, cake bakes and staffing an information stall, to regular attendance at our day clubs or community groups. Volunteers are an integral part of the teams, dedicated to their role, and enable us to offer a uniquely high staff-client ratio and highquality service delivery. The Volunteer Manager oversees recruitment, induction and ongoing training, monitoring and communications for them.
Alzheimer’s Support is instrumental in the implementation of the National Dementia Strategy and is a member of the countywide Dementia Delivery Board (when operational). We contributed to and endorse the aims of the Wiltshire Dementia Strategy. Alzheimer’s Support will continue to play an active part in planning and delivering the strategy, and future development.
2021/2022 was a year of recovering from the Covid-19 pandemic. We continued to open and expand services in line with Public Health guidelines, while also maintaining the online services and hybrid working for staff where possible. By the end of the year we were practically back to pre-covid levels of occupancy and service delivery.
This was not easy, and we appreciate the dedication and commitment of all staff.
Babs Harris resigned as CEO, to take up a new challenge with another charity, and Sarah Marriott was selected to take over as interim CEO, with the support of Senior Management and Trustees. This
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position was made permanent in September 2021.
Kate Sharpe took over her position as Head of Community Services. Due to other retirements and resignations, we also had new Head of Finance and Business (John Broomfield) and Head of Home Support Service (Monique Bentley).
The Senior Management team is a cohesive and collaborative unit. The benefits of this are felt throughout the organisation, with the cascading example of teamwork and transparency.
Information and Support – Dementia Advisers
2021/2022 achievements
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Maintaining the access to advice and support from our offices, website and online requests, through flexible and hybrid working
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Dementia Advisors maintained contact with healthcare providers both face to face and over TEAM meetings. This has increased our presence throughout the county and embedded working relationships
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Referral rates have stayed steady, and are on average 20% increased year on year
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New post created to cope with the increasing referral rates from the Memory Service
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Memory Liaison Dementia Adviser is working well with the staff from Fountain Way Hospital in Salisbury, picking up all referrals from the South of the County
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Linking with local hospitals and being part of the Dementia Operational team meetings, and Carers committee meetings, help continue working relationships with the wider healthcare teams. We have also run training courses within Salisbury Hospital to staff, creating more dementia awareness.
Ongoing activities
Relationships with local contacts, community health and wellbeing boards are continuing. The team have manned several stands during the summer at the Wellbeing events. The Team have very good relationships with surgery Social Prescribers, dementia nurses and Admiral nurses.
The Difference We Make
Since the Covid pandemic, cases seem to be much more complex, and carer stress higher. Difficulties in contacting GP surgeries by telephone has resulted in a higher demand for help from the Dementia Advisers. Even within the surgeries, staff are struggling to know how to help, so are passing onto the team without looking at what can be done first. Collaboration works well in some areas not so in others. Contacting the Advice and Contact Team at Wiltshire Council can also be an exhausting process, so again Carers will contact the team for answers. The team has a wealth of knowledge so can often cover all areas of concern. The reliance on the Dementia Adviser team by carers, those diagnosed, and other healthcare professionals, has been huge. We will continue to work in partnership with all concerned to achieve the best outcome for those needing our support.
Feedback regarding Dementia Advisers:
“ . . . we met Claire on Monday, she came to speak to us reference Jean’s mum who has dementia. We were so moved by Claire’s knowledge and how professional she was. After Claire had gone we both felt that we wanted to help. You all do a marvellous job and we wish your charity all the very best.”
A carer
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“ . . . The dementia advisers are a wonderful group of people. Thank you to everyone. I met Chris Maple a few years ago and found him to be such a kind, caring and reassuring man. I went to his office on an off chance to speak to someone, he sat me down, a cup of tea appeared, and he listened to me pouring my heart out. His advice has proved invaluable, as inevitably my Alzheimer’s has progressed.” A person with dementia.
Priority objectives for 2022/2023
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Work with Area Boards to increase awareness of the support available for those diagnosed with a dementia, and their carers.
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Responding to the increased referral rates for Dementia Advisers in a timely manner
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Upskilling staff to enable them to be up to date with current practices and information regarding dementia
Home Support Service (Registered)
This end of this year sees the service enjoying a period of stability following changes in management and administrative support. The retention and recruitment of front-line staff has been challenging to navigate. However, we have continued to maintain existing service provision without disruption. All staff have shown extraordinary resilience to management changes and continued to ensure that service delivery is efficient, consistent and of outstanding quality.
2021/2022 achievements:
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Successfully navigated the (ongoing) national retention and recruitment crisis in health and social care so that existing service provision remained unaffected
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The service was shortlisted as one of three finalists in the national Markel 3[rd] Sector Care Awards
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Hours of support have increased in all areas. However, comparable data is skewed due to Covid19 restrictions 2020/2021 and 2019/2020 data being incomplete due to the implementation of CarePlanner during the year. Of note, we have seen a significant increase in hours of support in the North East HSS team
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The service has continued to explore how CarePlanner can support the service with its administrative needs, implementing new ways of working that are more efficient, and supported other departments to explore the systems potential to their benefit
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Compliments received from service staff and other departments with regards to changes in management, service procedures and organisational initiatives.
Ongoing activities
During 2021/2022 the service provided 23,149 hours of support over 9,803 visits. This is an increase of 234% on reported data from 2020/2021 (9,912 hours of support).
We can attribute this to Covid-19 recovery and an unprecedented increase in demand for the service. As we emerged from lockdowns, we are seeing referrals with much larger requests for support, and more service users with complex and challenging needs. So the demand is twofold – more people needing Home Support, and those that are being referred to us need more hours of service than previously.
The Difference We Make
Through the provision of home support, individuals with dementia retain a degree of independence that allows them to continue to live at home for longer. Their quality of life is enhanced by a one-toone association with a trained support worker who encourages them to participate actively in life, through the exploration of likes and interests, participation in hobbies and to (re)connect with their
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local community. The family carer benefits by receiving a reliable respite during the visits, and are afforded the knowledge that their loved one is safe and well looked after by the support worker. All staff work effectively as advocates for the individual with dementia and their carer, raising the profile of dementia in the local community.
Care Co-ordinators work closely with our Dementia Advisers and have a good relationship with the Adult Care Teams, CIT (Complex Interventions Team) and Resource Teams. We continue to build relationships with the wider healthcare provision to encourage and manage referrals into the service.
Feedback on the service:
“I cannot compliment Anna (support worker) enough, she is such a lovely person and gets on so well with mum. The change in mum’s general mood and outlook in such a short period of time is amazing. I cannot thank you enough.”
“Just a note to thank you all for your support over this year. I know Sam, in particular, bore the brunt of Mum's frustration but without her help, and also Caroline, Mum would have been in a much worse place. I have realised what a vital service you all provide and AS will be a charity that is always close to my heart.”
“Joyce is really happy with the visits and is really benefiting from the social contact. It's a shame that it took so long for her to agree to some support, but she really likes Sue. In all honesty it is a relief to know that somebody is popping in twice per week, and I know she is ok. It is also hopeful that if she needs more support in the future, she may actually accept it! Joyce now sounds happier than I have heard her in a long time. The isolation of the pandemic has been very difficult, and I know that Sue's company has really helped. Sue also helped Joyce to put her new hoover together, so she can now do no wrong!!”
“I just wanted to take a moment to thank you for taking part in the Markel 3[rd] Sector Care Awards. The work your organisation is doing is truly inspiring, and I hope we’ve gone some way in celebrating that hard work.”
“What a success story, best thing I ever did was refer him to Alzheimer’s Support, you have changed his life by placing Debbie with him and her arranging for him to get back to playing bowls - she is a superstar.”
“If it wasn’t for you guys I wouldn’t and couldn’t carry on. Since you started visiting, Mum has improved no end and is better both mentally and physically. The support workers stimulate her and this has made a positive change. She is brighter and enjoys her visits.”
2022/2023 Priority objectives:
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To continue to increase the resilience of the service including (but not limited to): developing and implementing strategies to increase staff retention and recruitment and addressing ways of working with regards to annual leave and sickness cover
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To review and consolidate service activity spread and structure including the development of senior support worker roles
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To develop and implement an internal audit programme to drive excellence within the service
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To review service training to ensure that staff have the information and skills to meet the changing needs of our service users
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To review service procedures to ensure we continue to be efficient and accountable
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Day Care Service
2021/2022 achievements
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Incredible teamwork to deliver support and club members, and all staff through another very tough year
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The links with local community groups and other healthcare professionals through visits and joint projects were re-established
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Determination and commitment by everyone to keep the clubs open, and build up the occupation levels which had been decreased during the pandemic
Ongoing activities
A year still dominated by Covid, but the clubs went from strength to strength.
The pressure on the club staff and volunteer teams was intense. Through keeping them informed and dealing with any fearfulness as it arose, we maintained our usual service and informal atmosphere even with the constraints of PPE and extensive Covid-related procedures. The club teams were remarkable in how they adapted and made things work and are a credit to Alzheimer's Support.
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The clubs adapted as needed to the various lockdowns and ever- changing government advice. We started asking for Covid testing for the clubs in September 2020 and it took about six months for this to be provided. In the meantime, and until now, we have kept the clubs safe and without major incident for members, only having to shut once in Warminster as a precaution, due to staff exposure. We have also kept our staff and volunteer teams almost entirely intact with all now returned to working in their respective clubs.
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We are welcoming visitors and entertainers, university trainees and therapy dogs back to the clubs and we are starting to reconnect with our many friends in the community including schools. We are however, proceeding with caution and have plans in place to adapt as needed should the Covid situation worsen.
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All day clubs are generally running at capacity providing 128 places of day care four days a week. In May 2022 we will open an additional day at Old Silk Works, Warminster, so it offers five days a week.
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The new day club planned for Salisbury is moving ahead, and we are using our learned experience from running the three current clubs in helping to plan the new one.
The Difference We Make
Day Care Services provide members with a socially engaging and safe environment to feel connected with others, pursue hobbies or activities, and most importantly feel recognised for the person they are. The high staff ratio (1:2), which is achieved through volunteer input, ensures that each member’s needs are met. This positive impact extends beyond their time in the club into the home life. Family carers benefit from up to 7 hours of respite, secure in the knowledge that their loved one is receiving person-centred care in a stimulating environment.
Feedback on day care:
“I know I have said before, but the care support and encouragement your team have shown to mum has been quite outstanding. I really appreciate all that has been done and feel sure it has played a significant part in slowing down mum’s progression of this dreadful disease.” Mark Windeatt, Mill St, April 2022
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I volunteer at Old Silk Works on a Thursday and have made so many new friends young and old alike. Before volunteering I was a carer myself and felt the relief of dad having a place at the Old Silk Works on both a Wednesday and Friday. I could have much needed respite whilst knowing that dad was safe and happy and wonderfully entertained all day. This in turn also gave me the strength to carry on caring for my dad in a very challenging world for him and me. The love my dad and myself felt being supported by the Old Silk Works still touches my heart today and forever will.” Maria Noke, OSW April 2022
2022/2023 Priority objectives
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Going forward in the next 12 months we look forward to opening in Salisbury and bringing much needed day care to this community.
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We will also continue to reconnect to our many community supporters to inform, support and include them in the running of the clubs where appropriate, and be a tangible example of what the charity does when they are fundraising for us.
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We will maintain the excellent reputation we already have with our members and carers and peer group care organisations.
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We will also retain and encourage our 'open door policy' of inviting people in to see what we do, make dementia visible, and hope they find some inspiration from our practices that they can take away for themselves.
Community Groups
2021/2022 achievements
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From March 2021 we still ran all of our groups with Covid protocols at the forefront. With cleaning regimes and social distancing between people. A lot to manage with the groups of people that we have joining our groups. This was a challenge as we had staff members off with Covid along with volunteers who were still concerned to come back to the groups.
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From July onwards, we relaxed the social distancing enabling more people to come to the groups.
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Delivered over 246 sessions of Music for the Mind; 80 x Movement for the Mind; 78 x Art; 65 x Cafes; 36 x Carers Groups; 48 x Muddy Boots; 3 x Training Course for Carers (each 6 weeks in length. 21 x Memory Shed.
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The face to face sessions achieved an average of 15-20 people attending per session, a mix of people with dementia, family carers. We also have 4-5 volunteers at each session along with an Alzheimer’s Support facilitator and an Art/music/Shed/Movement specialist.
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Training Course for Carers was so successful online that we have carried running them online. Generally, we have 20-25 family members using Zoom to get the advice needed when family members have recently been diagnosed.Online has proved a great success as carers can be at home and can continue to care for their loved one while the course is running. Getting help to look after the person with dementia if we do face to face is always a problem.
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Our new Carers Group works nicely in conjunction with the Training Course for Carers. Being able to talk face to face with people in the same position has proved to be a big success.
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In May 2021 we delivered a new training course online – for those diagnosed. The Support and Information course after Diagnosis was very successful, and we hope to repeat it again.
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Ongoing activities
The range of activities we offer include: Music for the Mind, Movement for the Mind, Art Groups, Muddy Boots outdoor groups, Gardening Café Groups, Memory Cafes, Memory Shed, carers groups and Training Courses for Carers.
It is very important to Community Services and that of our facilitators that we continue to offer diversity to all our members.
We have regular evaluation forms so that we can get feedback and suggestions from our clients, so that we can collate more qualitative and quantifiable data. This is done in June before our summer break.
It is important to have regular volunteers and instructors so that they are familiar to our clients to make our activities and stimulating, friendly and fun places to be with continuity to all who come along on a weekly basis. The groups all follow a familiar format, guidelines of which are reviewed regularly.
We run groups each and every week but what is fantastic to see is that our members go onto make friendships beyond Alzheimer’s Support.
Easter, Summer and Christmas concerts
Due to Covid still around we decided to postpone any big concerts until the Summer/Winter of 2022. However, each group held its own mini concert or Christmas party which was enjoyed across Wiltshire. Along with special activities over the year to celebrate being together.
The Difference We Make
The groups provide a fun and welcoming environment for the various activities, and help people reengage with familiar activities. It creates a sense of community, and reminiscence. However, more than that, it also allows a period of time for couples to reconnect, to return to being wife and husband, mother and daughter. Together they are people enjoying an art project, or singing together. We are linking with the person behind the diagnosis, which is so crucially important.
Feedback on Community Groups:
‘’I expected to learn about the illness and the impact it can have on individuals and their families. The course surpassed expectations because of the amount of practical advice and information shared. It was particularly helpful and reassuring to speak with others and to hear what they had to say from their own experience.’’ Participant from the Training Course for Carers.
“Really good to realise that I’m not the only one and how I feel is normal.’’ Participant from the Training Course for Carers.
‘’The day centre and all the activity groups have literally been life savers, giving Dave fun and enjoyment as his illness has progressed.’’ Sue - carer.
‘’The change I saw in my mum after she had been to the Art Group was amazing.’’ Daughter.
‘’I still remember our days attending all the different groups with such fondness, despite the difficult circumstances. You all really do make such a huge difference and everyone’s love and compassion will forever be in my heart. It allowed us all as a family to enjoy this stage of Mum’s life and to be become part of your family.‘’ Family member
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2022/2023 Priority objectives
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Continued consolidation of department – evaluation of value to members and development of best practice
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Delivery of more Training Courses for Carers
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Run another course for those recently diagnosed
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Link with other healthcare providers for increased awareness of our services
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Group facilitators to use the ‘Sum up machine’ to ensure that fees are paid
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Increase in fees across all groups
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New Art Group in Chippenham and Malmesbury
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Seasonal Muddy Boots Group in Chippenham
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Muddy Boots Warminster
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Memory Shed Arts & Craft
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Two new Coordinators – to receive relevant training
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Five new facilitators – to receive relevant training
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Re-opening of Discussion Group – fortnightly support and information group for those diagnosed. Training of staff to facilitate this is planned for October 2022.
Awareness Raising – Communication, Engagement and Fundraising
2021-2022 achievements
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We kept in touch with and grew our various audiences in new ways from hyperlocal websites and social media presences to regular supporter bulletins which achieved a very high average open rate of 72%
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Fundraising Strategy written with benchmarked targets set
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In Memory online tribute pages launched
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Communi-TEAS summer fundraiser launched
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Denim4Dementia relaunched
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Contactless payment systems introduced
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Registered with the Fundraising Regulator
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Website redesigned in line with accessibility guidelines
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Revamped website fundraiser pages for better supporter journeys
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Community Fundraising rebalanced after the previous exceptional year, raising £127,494 (excluding legacies)
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Website generated income of £47k, down by 27% from the previous year but a 61% increase over 2019-20
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Updated and continued to promote the Dementia Roadmap for Wiltshire. Visits grew by 8%.
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Social media presence and engagement continued to grow
Ongoing activities
Face-to-face community fundraising returned in force towards the end of the year with a very busy calendar of events across Wiltshire in the last quarter. To help cope with the plethora of events and partnerships we recruited an active team of community ambassadors to represent us in their own communities.
Alongside the launch of our Communi-TEAS summer fundraiser, we developed our own ‘pop-up
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café’ to take to events, including several gardens open under the National Gardens Scheme. After the sad premature death of our longstanding volunteer Andrea Staniforth, her friends in Starry Eyes Productions staged a series of music events and public showings of the Secret Spitfires film in her memory. Although Covid concerns forced us to cancel the 2021 Walk to Remember, individual challenge events continued, with the Skydives popular for a second year. October saw the return of our Denim 4 Dementia fundraising campaign.
We laid the groundwork for a new training offer , developing Learning to Live with Dementia sessions pioneered by Buzz Loveday and people living with dementia which we are now licensed to deliver. Our trainer Annie Clayton also developed our own one-hour Understanding Dementia sessions to replace Dementia Friends in many instances.
The team relocated to Old Silk Works on the closure of Park House, benefiting from being adjacent to the day club and with dedicated admin support for the first time.
The Difference We Make
Our relationships are key to our success as a charity; our small team of fundraisers work hard to develop and nurture relationships with supporters, families, businesses and communities while also making the most of the changing digital landscape.
As our charity has grown, we are proud of how we have maintained a personal, ‘family’ feel in our external relations, with exceptionally high engagement levels on some social media channels. Our communications offer, from the authoritative information on the website to more relaxed social media updates, reflects our values, represents us visually, and allows informal engagement with the families we support, as well as with potential service users, volunteers, supporters and other professionals.
Feedback on Communications and Fundraising
“We both left Old Silk Works with huge grins on our faces having seen what fundraising events can achieve. We are already planning our next event!”
“My name is Emily and I am a teaching volunteer with Homeschooling Adventures. I’m reaching out because our class found your website very useful. We are teaching students about social and moral development in society and how we should provide support for seniors with geriatric conditions such as dementia and Alzheimer's disease. We wanted to say thank you for your resources.”
“I imagine it has been a tough time for you all as a charity and I do hope that events can start taking place soon to raise money for such a wonderful charity. You have helped me make Mum's life a better one for as long as possible. Couldn't have done it without your support.”
2022/2023 Priority objectives
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Develop and implement a legacies campaign
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Reintroduce A Walk to Remember as a major fundraising event
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Continue to increase awareness, particularly through corporate engagement
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Redesign our print newsletter
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Market our training offer externally
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Organisation wide
2021/2022 achievements
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The Covid pandemic continued to impacted us throughout all aspects of our service delivery, our finances and our strategy.
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We recruited key new staff, and looked at how we were supporting our staff and volunteers, aiming to prevent burnout.
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Simply Health was maintained as a source of both financial and advice support for staff.
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The legacy from Mr William Elliott provided financial security during the period.
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Staff were given an additional concession day holiday in December 2021, recognising that people were tired and needed rewarding for the long hours they had worked to help clients/members during the year.
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With funding from Wiltshire Council Recruitment and Retention fund, applied for in December 2021, we were able to give all eligible staff a £260 bonus in May 2022. This was exceptional, and went a long way to improving staff morale.
Ongoing Activities
Everyone continued to work with dedication and commitment to provide the valuable services for which we have a great reputation. We not only consolidated what we do, but looked at ways of improving the services wherever possible, working with all stakeholders for ideas and suggestions.
2022/2023 Primary Objectives
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Co-production of new Dementia strategy for Wiltshire.
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We will continue to be innovative, but within the parameters of current service provision.
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We must increase our staff to meet the ever- increasing demand for services, and will review internal structures and roles. We will be careful and informed in our development of job opportunities.
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Salisbury Dementia Centre (Day Care centre, with office bases for staff from Home Support, Community Services and Dementia Advisers, Admin presence so we offer a drop- in facility for advice and support) is well underway. Building work has started, and fundraising and awareness of the project gains momentum.
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We have reviewed our staff contracts and conditions, taken advice and guidance from Croner, and are beginning to implement the new contracts after consultation and explanation with staff. We want to ensure we remain an attractive employer.
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Evaluation of training and development opportunities for staff and volunteers.
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Active participation in the new Integrated Care Alliance and the opportunities it presents for us to position ourselves as a respected Dementia care specialist working within the wider care system to achieve the best integrated care for service users
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Chair of Trustees Additional commentary
Covid was still having a significant impact at the beginning of the year, and I must again congratulate all staff on their efforts and stamina in these difficult circumstances. The strain on everyone has continued and yet there has still been enthusiasm and dedication. We were lucky to also receive monies for continuing to operate during the pandemic, which meant small bonuses for those staff who continued to work.
It has been also the case of a new year and a new regime. When CEO Babs Harris left, she was succeeded by Sarah Marriott in the first ever internal promotion for the post. A well-received move and I must congratulate Sarah, who took over at a difficult time, but took it in her stride and has reshaped the organisation to reflect the fact that it has 'grown up' from a small charity to a medium sized one. No easy task to reassure staff and implement changes, but the result is a much more coordinated organisation.
The need for our services continues to grow. The new ways of working introduced during the pandemic have continued so that we have online links for many meetings, allowing easier attendance. Trustees regularly meet with the Senior Management Team and staff representatives in various sub committees, to take stock of the situation as it changes and determine how to manage new risks as they arise. There are a range of perspectives, and collaboration for agreed actions. This I think has made the organisation stronger and more resilient.
Financially we were lucky to again receive a number of bequests which were gratefully received. In fact, we now have good reserves and are on a more secure financial footing than we have been for some time.
FINANCIAL REVIEW
Principal sources of funding during this financial year were: Wiltshire CCG, Wiltshire Council, Masonic Charitable Foundation, Wiltshire Community Foundation. Local financial support is also received from a variety of community groups including Rotary, Lions, Freemasons and Town Councils as well as Area Boards and Health and Wellbeing Boards.
During the 12 months under review income exceeded expenditure by £312,187. During the year the unrestricted reserves increased from £312,187 to £592,992 This was largely due to the bequest of £340,000 from Mr William Elliott.
RESERVES POLICY
The Finance and Fundraising Sub-Committee, on behalf of the Board of Trustees, conducts an annual review of the level of unrestricted reserves by considering risks associated with the various income streams, expenditure plans and balance sheet items. This enables an estimate to be made of the level of reserves that are sufficient:
-
to allow time for re-organisation in the event of a downturn in income
-
to protect ongoing work programmes; and
-
to allow the Charity to meet its objectives.
15
Risks and issues considered by the Finance and Fundraising Sub-Committee in making this judgement on the level of unrestricted reserves include:
-
over-dependence on any single source of income;
-
likelihood of a downturn in income streams;
-
period of time required to re-establish income streams;
-
period of time required to downsize the Charity operations;
-
whether there is adequate control over budgets;
-
requirements for a reasonable level of working capital.
The target for unrestricted level of reserves is estimated at the equivalent of three months of the Charity’s general expenditure budget. The unrestricted reserve held as at 31 March 2022 is £592,992 which exceeds this target.
TRUSTEES RESPONSIBILITIES IN RELATION TO THE FINANCIAL STATEMENTS
Company law requires the Trustees to prepare financial statements that give a true and fair view of the state of affairs of the Charity as at the end of the financial year and of its surplus or deficit for the financial year. In doing so the Trustees are required to:
-
select suitable accounting policies and then apply them consistently;
-
make sound judgments and estimates that are reasonable and prudent; and
-
prepare the financial statements on a going-concern basis, unless it is inappropriate to presume that the Charity will continue in business.
The Trustees are responsible for maintaining proper accounting records, which disclose with reasonable accuracy at any time the financial position of the Charity and enable them to ensure, that the financial position of the Charity and the financial statements comply with the Companies Act 1985. The Trustees 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.
AUDITORS
A resolution will be proposed at the Annual General Meeting that William Price & Co will be appointed as auditors to the charity for the coming year.
This report has been prepared in accordance with the special provisions of part VII of the Companies Act 1985 relating to small companies.
Chair Janet Dore
Date:
16
Alzheimer's Support Independent Auditors' report to the members of Alzheimer's Support
Opinion
We have audited the financial statements of Alzheimer’s Support (the ‘charitable company’) for the year ended 31 March 2022 which comprise of the Statement of Financial Activities, Balance Sheet, Cash Flow statement and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).
In our opinion the financial statements:
-give a true and fair view of the state of the charitable company’s affairs as at 31 March 2022 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 -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 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 charitable company's ability to continue as a going concernfor 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.
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. The trustees are responsible for the other information contained within the annual report. 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.
Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on 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.
Matters on which we are required to report by exception
We have nothing to report in respect of the following matters in relation to which the Charities (Accounts and Reports) Regulations 2008 require us to report to you if, in our opinion:
-the information given in the financial statements is inconsistent in any material respect with the trustees’ report; or
-the charitable company has not kept adequate accounting records; or
-the financial statements are not in agreement with the accounting records and returns; or
-we have not received all the information and explanations we require for our audit.
17
Alzheimer's Support Independent Auditors' report to the members of Alzheimer's Support
Responsibilities of trustees
As explained more fully in the trustees’ responsibilities statement the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to 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 either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.
Auditor’s responsibilities for the audit of the financial statements
We have been appointed as auditor under section 144 of the Charities Act 2011 and report in accordance with regulations made under section 154 of that Act.
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 an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or 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.
Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.
A further description of our responsibilities is available on the Financial Reporting Council’s website at: https://www.frc.org.uk/Our-Work/Audit/Audit-and-assurance/Standards-and-guidance/Standards-and-guidancefor-auditors/Auditors-responsibilities-for-audit/Description-of-auditors-responsibilities-for-audit.aspx. This description forms part of our auditor’s report.
Use of our report
This report is made solely to the charitable company’s trustees, as a body, in accordance with Part 4 of the Charities (Accounts and Reports) Regulations 2008. 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 charitable company and the charitable company’s trustees as a body, for our audit work, for this report, or for the opinions we have formed.
18
Alzheimer's Support
Statement of Financial Activities (including summary income & expenditure account) For the year ended 31 March 2022
| Unrestricted | Restricted | Restricted | Total Funds | Total Funds | ||
|---|---|---|---|---|---|---|
| Notes | Funds | Funds | 2022 | 2021 | ||
| £ | £ | £ | £ | |||
| Incoming and endowments from: | ||||||
| Donations and legacies | 2 | 473,084 | 37,553 | 510,637 | 354,003 | |
| Charitable activities | 3 | 1,410,938 | 308,751 | 1,719,689 | 1,600,063 | |
| Investments - interest received | 90 | - | 90 | 142 | ||
| Total incoming resources | 1,884,112 | 346,304 | 2,230,416 | 1,954,208 | ||
| Expenditure on: | ||||||
| Raising funds | 4 | 82,785 | - | 82,785 | 64,248 | |
| Charitable activities | 5 | 1,489,140 | 346,304 | 1,835,444 | 1,755,609 | |
| Total resources expended | 1,571,925 | 346,304 | 1,918,229 | 1,819,857 | ||
| Net incoming resources/ (resources expended) | 312,187 | - | 312,187 | 134,351 | ||
| Realised gains on investment assets | - | - | - | - | ||
| Net incoming resources/(resources expended) | ||||||
| including realised gains on investments | 312,187 | - | 312,187 | 134,351 | ||
| Unrealised losses on investment assets | - | - | - | - | ||
| Net movement in funds | 312,187 | - | 312,187 | 134,351 | ||
| Funds balances brought forward at 1 April | 280,805 | - | 280,805 | 146,454 | ||
| Funds balances carried forward at 31 March | 592,992 | - | 592,992 | 280,805 |
The statement of financial activities includes all gains and losses in the year. All incoming resources and resources expended derive from continuing operations.
19
Alzheimer's Support
Balance Sheet As at 31 March 2022
| Notes Fixed assets Tangible assets 11 Current assets Debtors 12 Cash at bank and in hand Creditors: amounts falling due within one year 13 Net current assets Net assets Funds Unrestricted funds 15 Total Funds 20 |
2022 £ £ 141,599 281,856 615,492 897,348 (445,955) 451,393 592,992 592,992 592,992 |
2021 £ £ 163,443 258,557 296,578 555,135 (437,773) 117,362 280,805 280,805 280,805 |
2021 £ £ 163,443 258,557 296,578 555,135 (437,773) 117,362 280,805 280,805 280,805 |
|---|---|---|---|
| 280,805 | |||
| 280,805 | |||
| 280,805 |
The trustees are satisfied that the company was entitled to exemption from audit under section 477 of the Companies Act 2006 and that members have not required an audit in accordance with section 476. However, an audit is required in accordance with the Charities Act 2011.
The trustees acknowledge their responsibilities for:
i) ensuring that the company keeps accounting records which comply with section 476; and
ii) for complying with the requirements of the Act with respect to accounting records and the preparation of accounts.
Janet Dore Date:
Company Number
3082546
20
Alzheimer's Support Cash Flow Statement For the year ended 31 March 2022
| Cash generated from operating activities Operating profit Reconciliation to cash generated from operations: Depreciation Loss on disposal of assets (Increase)/decrease in debtors Increase/(decrease) in creditors Cashflow incoming from investing activities Interest received Cashflow outgoing from non trading activities Purchase of tangible fixed assets Net increase in cash Cash at bank and in hand less overdrafts at 1 April Cash at bank and in hand less overdrafts at 31 March Consisting of: Cash at bank and in hand |
2022 £ 312,097 32,882 - (23,299) 8,182 329,862 90 90 (11,038) (11,038) 318,914 296,578 615,492 615,492 |
2021 £ 134,209 40,328 - 30,947 (761) 204,723 142 142 (15,850) (15,850) 189,015 107,563 296,578 |
|---|---|---|
| 296,578 |
21
Alzheimer's Support Notes to the Accounts For the year ended 31 March 2022
- 1 Summary of significant accounting policies
The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the finacial statements are as follows:
a) General information and basis of preparation
The financial statements have been prepared in accordance with the Financial Reporting Standard 102 (FRS 102), the Statement of Recommended Practice (SORP), "Accounting and Reporting by Charities" published in 2019 and applicable charity and company law. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy note.
b) Funds
Unrestricted funds are available for use at the discretion of the trustees in the furtherance of the general objectives of the charity.
Restricted funds are funds which are to be used in accordance with specific instructions imposed by donors or which have been raised by the charity for a particular purpose. The costs of raising and administering such funds and the costs incurred in complying with the specific restictions are charged against the specific fund.
c) Income recognition
All incoming resources are included in the Statement of Financial Activities (SOFA) when the charity is legally enitled to the income after performance conditions are met, when the amount can be measured reliably and it is probable that the income will be received.
Grant income is recognised on an accruals basis and is allocated to accounting periods specified by the donor.
Grants awarded for the provision of a particular service are shown as charitable activities income and where a service level agreement is in place or a period of funding support is specified in the terms of the award the income is allocated across the period specified in that agreement.
Where no period is specified grant income is allocated equally over a period of twelve months from the month of receipt. Client repayments are fees for the provision of services or charges for travel and ancillary items and are accounted for as Charitable Activities income on an accruals basis.
Funds raised by events, gifts, donations and legacies and other sources of funds raised are accounted for as Donations and legacies and are taken to the SOFA when received.
d) Expenditure recognition
Expenditure is recognised when there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably.
-
Costs of raising funds are those incurred by the fundraising department in attracting grants from trust, voluntary donations and in activities to raise funds.
-
Charitable activities costs include both direct and indirect support costs relating to the activities. The salary element of indirect support costs are allocated to the activity in proportion to staff time spent on the particular activity and all other costs are allocated according to usage of the service provided. The value of services provided by volunteers is not included.
-
Governance costs include those costs associated with meeting the constitutional and statutory requirements of the charity and include a proportion of indirect support costs.
Expenditure incurred by the head office function is allocated to specific projects in accordance with the level of management time and cost incurred and is charged directly to the restricted and unrestricted funds and projects as each cost is incurred.
22
Alzheimer's Support Notes to the Accounts For the year ended 31 March 2022
e) Tangible Fixed assets
Fixed assets are recorded at their original cost. Assets costing less than £100 are charged to resources expended in the year they are purchased. The net residual value of the asset base is estimated to be nil.
Depreciation
Depreciation has been provided at the following rates in order to write off the assets over their estimated useful lives.
| lives. | |
|---|---|
| Leasehold improvements | Over the length of the leases |
| Computer equipment | 33% straight line |
| Other equipment | 20% straight line |
f) Debtors and creditors receivable or 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.
g) Pensions
The company operates a defined contribution pension scheme. Contributions are charged as they become payable in accordance with the rules of the scheme.
| 2 Income from donations and legacies Gifts, legacies and donations Fundraising events 3 Income from charitable activities Grants and contracts (see note 14) Client repayments: fees Client repayments: travel Client repayments: other 4 Expenditure on raising funds Staff costs IT equipment and support Other Fundraising costs |
Unrestricted Funds £ 443,849 29,235 |
Restricted Funds £ 37,553 - |
2022 Total Funds £ 481,402 29,235 |
2021 Total Funds £ 311,363 42,640 |
|---|---|---|---|---|
| 473,084 | 37,553 | 510,637 | 354,003 | |
| Unrestricted Funds £ 439,858 927,323 35,989 7,768 |
Restricted Funds £ 308,751 - - - |
2022 Total Funds £ 748,609 927,323 35,989 7,768 |
2021 Total Funds £ 868,413 695,214 28,206 8,230 |
|
| 1,410,938 | 308,751 | 1,719,689 | 1,600,063 | |
| Unrestricted Funds £ 71,705 5,040 6,040 |
Restricted Funds £ - - - |
2022 Total Funds £ 71,705 5,040 6,040 |
2021 Total Funds £ 56,008 4,254 3,986 |
|
| 82,785 | - | 82,785 | 64,248 |
23
Alzheimer's Support Notes to the Accounts For the year ended 31 March 2022
| 5 Expenditure on charitable activities Unrestricted Funds £ Information and support 6,174 Community activities 144,916 Dementia adviser service 87,353 Home support 866,712 Day care 380,585 Governance 3,400 1,489,140 6 Governance costs Unrestricted Funds £ Audit 2,400 Accountancy 1,000 Covid related expenditure - 3,400 7 Operating surplus/(deficit) This is stated after charging: Depreciation of fixtures fittings and equipment Amortisation of leasehold improvements Salaries Social security costs Pension costs Auditors' remuneration: - Audit Fee - Other services |
Unrestricted Funds £ 6,174 144,916 87,353 866,712 380,585 3,400 |
Restricted Funds £ 8,917 58,856 238,686 1,853 37,992 - |
2022 Total Funds £ 15,091 203,772 326,039 868,565 418,577 3,400 |
2021 Total Funds £ 31,957 122,640 294,138 900,824 385,518 20,532 |
|---|---|---|---|---|
| 1,489,140 | 346,304 | 1,835,444 | 1,755,609 | |
| Unrestricted Funds £ 2,400 1,000 - |
Restricted Funds £ - - - |
2022 Total Funds £ 2,400 1,000 - |
2021 Total Funds £ 2,200 1,000 17,332 |
|
| 3,400 | - | 3,400 | 20,532 | |
| 2022 £ 11,874 21,009 1,408,722 61,903 33,134 2,400 - |
2021 £ 13,302 27,026 1,363,806 54,007 32,062 2,200 - |
The total number of employees during the year was 142 (2021 - 140).
No employees received emoluments as defined for taxation purposes of over £60,000.
The company contributes to the employees' personal pension schemes which are defined contribution schemes.
The key management personnel of the charity comprises the trustees and the Chief Executive, to whom responsibility for the day-to-day activities of the charity is delegated. The total employee benefits received by key management personnel during the year amounted to £44,907 (2021: £44,521).
8 Related Party Transactions
There were no related party transactions in the year to 31st March 2022.
24
Alzheimer's Support Notes to the Accounts
For the year ended 31 March 2022
9 Resources analysis
| Costs directly allocated to activities Staff costs Volunteer costs Consultants Travel Recoverable travel Subsistence and hospitality Client shopping Recruitment Training Rent and rates Light and heat Insurance Printing postage & stationery Subscriptions Repairs and renewals IT support Photocopier leasing Telephone and fax Accountancy fees Audit fees Legal fees Bank charges Fundraising costs Depreciation & amortisation Bad debts (recovered) Total Resources Expended |
Information and support £ 10,954 76 18 70 - 120 - 7 14 (71) 206 226 235 754 120 1,447 566 198 - - 99 - 127 (75) |
Dementia advisors £ 292,911 - 373 6,297 - 2,025 - 110 378 5,048 1,077 1,173 1,311 1,528 627 6,554 2,956 2,431 - - 514 - 1,119 (393) |
Community activities £ 138,125 43 31,647 3,812 1,299 1,591 - 20 49 15,074 673 732 769 1,097 475 4,220 1,846 1,759 - - 321 - 465 (245) |
Home Support £ 707,083 - 594 34,249 35,109 13,439 175 498 2,913 12,788 2,718 2,960 3,248 5,563 3,198 31,995 7,460 850 - - - 1,298 - 5,107 (980) |
Day Care £ 286,143 1,486 512 1,281 - 9,757 - 70 82 42,709 9,981 2,632 2,002 3,337 19,952 8,256 3,101 1,083 - - 540 - 26,065 (412) |
Governance £ - - - - - - - - - - - - - - - - - - 1,000 2,400 - - - - |
Fundraising £ 71,705 - - - - - - - - - - - - - - 5,040 - - - - - 6,040 - - |
2022 Total £ 1,506,921 1,605 33,144 45,709 36,408 26,932 175 705 3,436 75,548 14,655 7,723 7,565 12,279 24,372 57,512 15,929 4,621 1,000 2,400 2,772 6,040 32,883 (2,105) |
2021 Total £ 1,449,857 602 15,579 30,556 31,053 14,561 3,232 1,937 5,045 66,976 12,131 5,308 7,021 16,477 29,182 50,440 4,635 22,076 1,000 2,200 1,525 1,925 3,986 40,328 2,225 |
|---|---|---|---|---|---|---|---|---|---|
| 15,091 | 326,039 | 203,772 | 868,565 | 418,577 | 3,400 | 82,785 | 1,918,229 | 1,819,857 |
25
Alzheimer's Support Notes to the Accounts For the year ended 31 March 2022
10 Taxation
The charity is an exempt charity within the meaning of schedule 3 of the Charities Act 2011 and is considered to pass the tests set out in Paragraph 1 Schedule 6 Finance Act 2010 and therefore it meets the definition of a charitable company for UK corporation tax purposes.
11 Tangible fixed assets
| Property improvements £ Cost At 1 April 2021 271,215 Additions - At 31 March 2022 271,215 Depreciation At 1 April 2021 130,936 Charge for the year 21,009 At 31 March 2022 151,945 Net book value At 31 March 2022 119,270 At 31 March 2021 140,279 12 Debtors Trade debtors Prepayments and accrued income Other debtors 13 Creditors: amounts falling due within one year Trade creditors Other taxes and social security costs Accruals Deferred income (Note 14) Other creditors |
Property improvements £ 271,215 - |
Computer equipment £ 90,043 5,630 |
Other equipment £ 61,406 5,408 |
Total £ 422,664 11,038 |
|---|---|---|---|---|
| 271,215 | 95,673 | 66,814 | 433,702 | |
| 130,936 21,009 |
75,472 7,509 |
52,813 4,364 |
259,221 32,882 |
|
| 151,945 | 82,981 | 57,177 | 292,103 | |
| 119,270 | 12,692 | 9,637 | 141,599 | |
| 140,279 | 14,571 | 8,593 | 163,443 | |
| 2022 £ 176,005 105,851 - |
2021 £ 169,082 88,374 1,101 |
|||
| 281,856 | 258,557 | |||
| 2022 £ 23,042 14,271 172,514 182,037 54,091 |
2021 £ 16,774 14,755 172,394 167,620 66,230 |
|||
| 445,955 | 437,773 |
Deferred income represents grants received that are specified to future periods as set out in Note 14
26
Alzheimer's Support Notes to the Accounts For the year ended 31 March 2022
14 Deferred grants and contracts
| Statutory funding: WC/CCG: Dementia advisors project Trusts and Foundations: St James' Trust HSBC Garden grant Royal British Legion - Aged Veterans Fund Wiltshire Council - Area Board Grant Wiltshire Commuity Foundation Chippenham Borough Lands Charity Wessex Water Community Fund Girdlers Trust Masonic Fund Serco Armed Forces Covenant National Lottery Community Fund Warminster Town Council Fulmer Trust Wiltshire Council - Pewsey Art Group Wiltshire Council - Mill Street Wilsthire Council - Malborough Area Board Wiltshire Charities Fund - Salisbury Pargiter Trust CHAPS Saturday Hospital Fund St Thomas' & St Edmunds' Harry and Ali Theobald Stonehenge Chamber of Commerce Melksham Town Council Ernest & Marjorie Fudge Trust Julius Silman Trust Total restricted grants (see note 16) Statutory funding: WC/CCG: Wilts Council Covid grants Other grants Total Unrestricted grants (see note 15) Unrestricted Restricted funds |
Deferred Income B/Fwd £ 32,245 |
Grant Received £ 246,281 |
Deferred Income C/fwd £ (39,865) |
Income 2022 £ 238,661 |
|---|---|---|---|---|
| 333 31,735 8,750 825 1,267 1,655 1,657 117 5,000 166 3,250 5,000 500 - - - - - - - - - - - - - |
2,000 - - - 1,000 - - 1,150 30,000 - - - - 900 2,500 1,550 2,250 5,000 10,000 2,000 672 1,100 2,000 782 1,000 500 |
- (31,735) - - - - - - - - - - - - - - (2,062) (5,000) (10,000) (2,000) (672) (1,100) (2,000) - - - |
2,333 - 8,750 825 2,267 1,655 1,657 1,267 35,000 166 3,250 5,000 500 900 2,500 1,550 188 - - - - - - 782 1,000 500 |
|
| 60,255 | 64,404 | (54,569) | 70,090 | |
| 92,500 | 310,685 | (94,434) | 308,751 | |
| 75,120 - - |
401,576 32,354 18,411 |
(71,167) (16,436) - |
405,529 15,918 18,411 |
|
| 75,120 | 452,341 | (87,603) | 439,858 | |
| 167,620 | 763,026 | (182,037) | 748,609 |
27
Alzheimer's Support Notes to the Accounts For the year ended 31 March 2022
15 Unrestricted funds
| 15 Unrestricted funds | ||||
|---|---|---|---|---|
| Balance as at 1 April 2021 Income £ £ Unrestricted Funds General funds 280,805 1,884,112 Designated funds - Grants (see note 14) - 280,805 1,884,112 16 Restricted funds Balance as at 1 April 2021 Income (See note 14) £ £ Statutory funding Dementia advisors project per note 14 - 238,661 Trusts and Foundations-per note 14 - 70,090 Total per Note 14 - 308,751 Donations - 37,553 Total restricted funds - 346,304 17 Other financial commitments within one year within two to five years in over five years within one year within two to five years in over five years As at the year-end the charitable company had total minimum commitments under non-cancellable operating leases as set out below. |
Balance as at 1 April 2021 £ 280,805 - |
Income £ 1,884,112 |
Expenditure £ (1,571,925) - |
Balance as at 31 March 2022 £ 592,992 - |
| 280,805 | 1,884,112 | (1,571,925) | 592,992 | |
| Balance as at 1 April 2021 £ - - |
Income (See note 14) £ 238,661 70,090 |
Expenditure £ (238,661) (70,090) |
Balance as at 31 March 2022 £ - - |
|
| 308,751 37,553 |
(308,751) (37,553) |
- - - 2021 Land & Buildings £ 60,170 185,855 23,250 |
||
| 346,304 | (346,304) | |||
| 2022 Land & Buildings £ 45,925 133,375 7,750 |
||||
| 187,050 | 269,275 | |||
| 2022 Equipment £ 20,860 41,900 - |
2021 Equipment £ 6,509 1,627 - |
|||
| 62,760 | 8,136 |
18 Trustee expenses
No trustees received emoluments or expenses during the year. (2021 - £ Nil).
28
Alzheimer's Support Notes to the Accounts For the year ended 31 March 2022
19 Ultimate controlling party
The trustees do not consider that the organisation has an ultimate controlling party.
20 Analysis of Net Assets Between funds
| lysis of Net Assets Between funds | |||
|---|---|---|---|
| Tangible Fixed Assets Current Assets Current Liabilities |
Total 141,599 897,348 (445,955) |
Restricted £ - 94,434 (94,434) |
Unrestricted £ 141,599 802,914 (351,521) |
| 592,992 | - | 592,992 |
21 Going concern
The charity's accounts are produced under the going concern convention. The charity is reliant for its future operation on the continuing support of its principal funders, in particular, Wiltshire Council and the Wiltshire CCG. These funders have continued to support the Charity for many years and are expected to do so in the future. They ensure the provision of its core services and the fulfilling of its main aims and objectives.
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