Realstered number: 03491237 Charlty number: 1067888 Plonearlng Care Partnershlp Report of the Trustees and Flnanclal Statements For the year ended 31 March 2024
Pioneerlng Care Partnership Contents Page Report of the Trustees 1-20 Report of the Independent Auditors 21-23 Statement of Flnancial ActivKies 24 Balance Shegt 25 Cash Flow Statement 26 Notes to the Financial Statements 27-41
Pioneering Care Partnershlp Report of the Trustees Forthe year ended 31 March 2024 Th8 Trustees submit their report and th8 audited accounts for the year ended 3181 March 2024. They confirm that the report and accounts conform with current statutory requirement5 and the charity's memorandum and articles, and also th8 requiremants of the Statem&nt of Recommonded Practice - Accounting and Reportlng by Charities. Reference and adminlstratlve details Company Number 3491237 Charity Number 1067888 Registered Offlce Pioneering Car8 Cenlre, Car8r's Way, Newton Aycliffe, County Durham DL5 4SF Patron Carol Briggs (appointed 16th October 20231 Board of Trustees Heather Brewster Carol Brfggs David Cockburn Molanie Fordham Marilyn Mohan Dame Dela Smith Dr Mark S8GGO Neil Hurst {Chair) {r6sign8d 16th October 2023) (resigned 16th October 2023) (resign6d 131h August 2023) (appointed 1¥1 April 2023} (appointed 16 October 2023) (appointed 16th October 2023) Company Secretary Carol Gaskarth Princlpal Staff Carol Gaskarth (Chlef Executive) Llz Fisher (Deputy Chief Executiv8, appointed 81h June 2023) Melanie Bear (External Partnerships Manager) Vicky BrDwning (Operations Manager) Jo Davie5 (Finance Manager) Gayle Goldsmith (Project Development Manager. appolnted 12th June 2023} Bobby H8Wltson (Project Development Manager. appolnted 151 Jun8 2023) R8becca Morgan (Project Development Manager) Sanéra Roberts (Governance and Development Manager) Audllors CLA Evelyn Partners Limited, 17 Qu88ns Lan9, Newcastle Upon Tyne. NE11 RN Bankers Natwest, 29 Newgate Street, Bishop Auckland. Co Durham, DL14 7ET
Ploneering Care Partnership Report of the Trustees fContlnu8d) For the year ended 31 March 2024 The Trustees submit their report and the audited accounts for the year ended 31 March 2024, They ¢orifinn that the report and accounts comply with current stalulory requiroments and the charills memorandum and arb'des, and also thg requirements of the Statement of Recommended Praotlce - Accounting and Reportlng by Chgrities. structure, Governance and Management Governlng Document The Ploneering Care Partnership (PCP) is a company limited by guarantee establlshed on 7th January 1998 and a registered charity (r8gistered 2nd Feb 1998). Th8 company was establishad under a Memorandum of Association, which establishes the obJects and powers of the charitable company and is governed under its Articles of Association. The governanc6 Structur8 was reviewed over the period 2019-2023 and new Articles of Association were adopted in October 2023. In the event of the company being wound up members are required to contribute an amount of£1 on the winding up of the organisation. Governance Revlew PCP was founded 26 years ago, and, over time, the organisation has developed and changed. Recognlslng goveman¢e arrangern8nts musl be suitable for the specific charlty, PCP 6nsures proactwe reviews take place regularly. As a growing Gharily, in 2019-20 PCP undertook a series of consullallons and conversatian wilh those involved in l&adership. oversight and governance, fully considering the charitable aims and public benefit pcp strives to address. This led to a full refresh, consultatlon with Voting Members and ultimately a speclal resolution to adopt the new govemlng document. As a result, the revised governing document r8flects the current organisation and the charity's objecls now read.. 2.1. The Charity's objects are restricted specifically, in each Case only for the public benefit and mainly but not exclusively in North East England- 2.1,1 the re116f of need, hardship, poverty or dlstress including but wlthout limitalion the preseNation, protection and advancement of good health and improvoments of the qualilies of lrfe of people in need of assistance or support by reason of caring responsibilities, poverty, disability. age, ill h8alth or substance addiction: 2.1.2. the advancement of educatlon of persons In need. hardship. povety or distress; and 2.1.3. developing the capacity and skills of seNice users and the community in such a way that they are better able to identify, and help rneet, their needs and to lrnprov8 thèir health and wellbeing to participatè more fully in society, Details on the Charity Commission register and with Company's House was updated in quarter 3 of 2023-24. PCP continues to use the Good Gov8man¢e Code to assess progress and organisational development. Recognising good govèrnance is fundamental to a charity's success, enabling and supporting complian¢e with the law and relevant regulations but a150 promoting a cullure in which evérything works towards fulfilling the charity's vision. The Good Governance CDde has been used as the basls of reporting far several years. In November 2023, trustees and senior leaders conducted a cornprehensive review of the organisaticns approach and progr8SS against the self-asse5sment toolkit. Overall, this demonstrated good progross and generated ideas for continuous improvernent, As a result, PCP'5 Govemance and Development Manager is currently developing an organisation- de action plan. Recruitment and Appointment of Trustees Th8 charity Trustees are also Company Dir8ctors for the purposes of Company law. As a charity. under the requirements of the Arlic18s of Association. one-third, or, if their number is not divisibl8 by three. the number nearest lo one-third must retire by rotation. These shall ba those who have been longest in ofFIGe since their last appointment or reappointment. In 2023-24 Carol Briggs, David Cockburn and Melanie Fordham stood down and we thank them for their contribution to the charity and for their continuing 5UPPQrt of PCP. The updated Articles changed the maximum tenure of sèrvice for Directorsrrrustees. From 2023 no Director shall serve for more than six conseculive years, unless the Directors resolv8 It would be in the best intèrests of the Charity for that Director to continue to seNe beyond that period. In which case the Director Can be reappoinled, in accordance with the Articles, for a maximum single period of three years, and Ihereaftgr for single periods of one year. This fits with the organisations desire to ensure good governanc6 and maintain an appropriate mix of up-to- date and relevant experienc8 on the board.
Pioneering Care Partnership Report of the Trustees (Contlnugd) For thè year ended 31 March 2024 PCP continues to refresh the Board to ensure a suitable mix of business skills, leadership, governance and accounlan¢y. PCP aims to ensuring the organisation is governed by representatives of those it seeks to serve which includes local people, those who represent particular communltles, older people, carers, prevlous-carers andlor seNice users. Whilst there is no obligation to ensure Trustees shall be seNlce users, during 2023-24 801J/o of the Board of Trustees were considered lo be Servi user representatives. Annually, PCP reviews Trustee skills and aspirations through a revlew wtth the Chair and Chi8f Executive and an anonymous survey. The last survey was undertaken in July 2023 reviewlng truslee Input and infiuence over a number of key areas. Comments Included., "I couldn't be prouder of our staff, trustees and volunteers." 'PCP has proved it was rasilienl (through the threat of Brexlt, COVID. war In Ukraine) and 8norrnous credlt should be given to the Chief Exe¢ulive who provlded leadershlp throughout." Key ar6as of development identified through the survey Included- 1, Trusteg rooruitment - to ensure ongoing diversity of thinking 2. Trustee development- to maintain awareness of the 'bigger picture,. 3. Mobilisatlon of new contracts and servlces - recognlslng PCP is in a sustained period of growth. 4. Being aglle third s8Ctor organisatlons need to remaln agile whilst having 8 person-centred approach. Trustee Inductlon and Trainlng Trustee recruitrment look place over Summer 2023. PCP currenlly has 5 active trustees. 2 of whom were n8Y appointed in 2023-24. Trustee induction processes are well-8Stablished. covering govemance, lead8rship, charity guidance, PCP policies and produreS and 8xpectations from the perspectlV8 of the organisation and the incfividual. Thls helps to orientate new trustees into the charily. Mentoring and peer support from gxperienGed trustees is offered to newcomers. Often this is matched b8S8d on areas for development or whére skills could be enhanced. Th8 Chair and Chief Executive directly support trustee induction enabllng new members to settlg into the role well. New trusteès comment8d'. "The Trustee's Infomialion Pack gave a helpful oveNlew of PCP and the skills and commltment requlred for the truste8 role: this enabled me to assess my suitability. The Trustee Inductlon Pack presented comprehensive infomiation on PCP'S corporate governance processes, strategic plan and financial position. Meetings with the Chief Exocutiv6, Chaimian and the Truslees provided a warm w6lcome, clear briefing and encouragement to ask questions. In my view Ihe onboarding process is excell8nt." "Following a well structured recruilment procèss l joined the PCP as a Trustee at the 2023 ACM. It is my first tim& as a Trustee and I was somewhat daunted by the scope of the role and all the legal and moral governance implicatlons involved. However, the PCP recruitment process provided me awess to all the required material about Trustee responsibilities and also the detalled govemance procedures at the PCP. These were further explained during my induclion session wher8 1 met other Trustees and we worked through an extensive Induction Pack. I'm still léarning but I f881 confident I now know what is 8xpected during regular Board and business management meelings." PCP benefits from hlghly sknlled trustees who bring a wealth of experienc6 In different S8Ctors and disclpllnes including finance. health and saf6ty, governanc8, leadership, commissioning and education. Trust6es' skills are reviewed annually. No specific gaps hava been identified however the ch8rity aims to grow tha number of truslees to 8nsure successlon plannlng and ald dlversily of thinking In decision-making. Training and continuous professional developmènt opportunities are offered to trustees. During 2023-24 these have been intemally provided induding governance awareness and finance for non-financlal people. thls training was delivered to both trustees and senior leaders. Annually trustees take tlme to refiect on progress toward the strategic plan. They also recelve presentallons from projects and sewices take place at the Busines5 Development and Best PracliGe Sub Committee-, all of which aids learning.
Pion88rlng Care Partnership Report of the Trustees fcontlnuedj For the year ended 31 Mah 2024 Many of PCP'S projects and services support children or people who rnay be vulnerable therefore PCP ensures the leadership team is trained and equipped to manage any safeguarding concern5 effectively. This incorporates training across 811 local authority areas where the organisation works lo ensure local processes are followed, Working with local infrastructure organlsations, trustees are also offered the opportunity to particlpate in Safeguardlng training. The Chairpersan is a member of the Association of Chairs, and the Chief Executive is a member of ACEVO, the Assoclatlon of Chief Executive of Voluntary Organisations and a member of the Chartered Institute of Management. PCP also subscrlbe5 to the National CoLtncil of Voluntary Organlsatlons. Mernbership of these bodies offers the opportunity for training, development, networking. guidance and support. PCP proactively uses Charity Commission updates to assist to provide infomiative and timely updates around best practicè and governance and the Chief Executive's quarterly reports also guide trustees to further sources of reading and information. PCP ensures trustees have support wth further leaming and guldance from external consultants where this is appropriata. In addition to contracting indep8ndent HR and Health & Safety specialists PCP seeks legal advlce for tenancy and legal matters, and engages other specialists as necessary. Appolntment of Patron Carol Briggs, one of the founding trustees, decided to stand down in 2023-24 after dedicating over 26 years to PCP. Carol. along with a small group of local people, had an ambition of bringing health and soclal care services together to make them more accessib18. and this is how the Pioneering Care Centr8 was born. Sha Is well-respected by trustees and staff alike. and it was fitting to appoint her to the role of Patron at the AGM in Octob8r 2023. This ambassadorial role is doveloping and will continue to evolve in the coming year.
Pioneering Car8 Partnorshlp Report of the Trustees (Contlnued) For Ihe year 8nd8d 31 March 2024 The Structure of the Organisation The Board of Trustees are elected by PCP'S Voting Members. The Board can hava up lo 12 rnembers and have responslbility for slratéglc diredion and policy ensurlng PCP meets Its legal requlrements. The Board of Trustees meel quarterly. and their work Is supported by a robust sub-commlttee slructure. Truslee attendance and commilment is excellenl, they are dedicated to supporting the charity to grow and develop and provide effective constructive challeng8. scrutiny and support. To do this Ihey question, réad and reflect. The Chief Execullve reports include links to kéy documents and reference mat8rlals to help with overall knowl@dge and skills development which In turn assist to ensure PCP maintains good govérnance. During 2023-24 fwe board meetings were held, 4 ordinary board meelngs, I specific budget board meeting. Written board reports provlded d8lalls of truslee duties and obligations, ensuring full compllance. Th6 board report structure continues to be based on the Charity Good Governancé Code, this assists PCP trustees not only tD embed the princlples of sound governance but also to malntaln a clear focus on the organisatlon's mission and object5. To support good govemance PCP'S Board of Trusteas regularfy r8vl8w and update the organisation's Scheme of Dalegation and Register of Interests. Both of thase document wara reviewed lco during 2023-24. Annually Trust88S, the Chlef Executive and senior st8ff complete an Automatic Disquallflcallon Dec18ration. this process énsures PCP is confident those who are appointed to gov8rn or18ad the organisation are not disqualified from acting as a charity truslee or holdlng a senior leadership position. The Charity Commission guidance suggests ihat this check should be oonducted periodically, PCP has chosen to do this annually. The Charity Commission refers lo 'senlor leaders, as the Chief Exg¢ulive. Finance Dlrector and Chief Operating Officer, however PCP has deemed it approprlate that all leadership team members should renew the de¢laratlon fomi for completeness. During 2023-24 the following were also r8V18wed: Business Development and Budget Guldellnes Comments and Camplaints Quarterly Reports Comrnents and Complaints Procedure Environmental Pollcy Statement Equality, Diversity & Inclusion Pollcy Statement Health & Safety Policy Statement Investors In People 2023 rgport Inveslmenl Policy, Investment strategies and portfolios PCP'S Risk Register Quallty Policy Voting Members and Trustee Data Protection and Privacy Stat8ment The Health and Safety Policy Statsment, Equallty Diversity and Incluslon Pollcy Statement and the Environmental Policy Statement are circulated to all staff and displayed in prominenl placas across PCP offices, demonslfftting the organisational commitment to best practice. In March 2024. the Finance and Inveslm8nt Sub Commlttee IFISC) and Board of frusle8s approved the organisatlon's Financial Strategy. This had been developed over a number of months and during 2024-25 the Financ8 Manager and FISC 11 develop an action plan to ensure progress is made across all areas of the Strategy. PCP'S Sub-committe6 structur8 continues to work w811 as is fit for purpose; Buslness Development Sub Commlttee to further PCP'S objects. 8nsurlng that projects and services meet the organisational mission and aims and considerlng new opportunifies. 2. Flnance and Investment Sub Committee to enhance the stewardship of the organisation's financial arrangements and ensure prudence, and ethical invgstment principles. 3. Centre Development Sub Committee alms to ensure Centre activities are developed and provided In line with the organisations rnis5ion and aim. During 2023-24 this sub committee also provided oversight for the major renovatlon works Mthich includes a new Hydrotherapy Pool and extensions in 3 areas of tha building.
Ploneerlng Care Partnershlp Report of the Trustees (Continued) For the year ended 31 March 2024 The terms of reference along with key polici85 are reviewed as part of the annual review cycle. 4¥Jt*" Trustees are clear that the main Board reiains responsibility for decision making and the Sub Cornmittee's provide a valuable opportunity to consider areas of work. projects or dsvelopments more closely. The reporting structure ensures trustee feedback to the Board and enables all trustees to maintain full oversight and accountability. Chief Executive The Board of Trusteos delegales the r8sponsibly of the running of thè organisalion lo thè Chi8f Executive, who lakes full responsibility and accountability for the leadership, management and development of the Vioneering Care Partnership {PCPI. This Indudes ensuring sound goveman¢e, strategic development, business generation, stakeholder relations, overall oversight and leading the full staff and volunt8or loams across the North East. Trustee anonymous survey asked sp8cific questions about effectiveness of the Chief Executive. Results induded.. 100 % felt the Chief Executive effectively uses powérs delegated by th8 board to ensure PCP delivers its aims and objectives. 1000/0 felt the Chièf Executive provided sound leadership across the organisalion. 100% of trustees felt eff8CtivÉly 5UPPOrted by the Chief Executive. PCP'S Chief Executlvo celebrated her 20-year work anniversary during 202&24, and she has been Chlef Executive for more than half of this tim8. In addition to the Chief Executive's experience, sh8 has an MBA in leadership and Is a qualified Coach and Mentor. She is ¢ommitted to lifelong learning and is an Emotional Intelligence Practitioner- PCP will be considering how to roll this out across the organisation in 2024-25.
Ploneerlng Care Partnership Report of the Trustees (Continued) For the year ended 31 March 2024 PCP'S external pr8s&nce is strong and the Chlef Executive chairs several strategic meetings and networks on behalf of statutory partners. She is a school governor and enlerprise advisor, all of which assists with PCP'S ability to thrive In partnership with others. She has a good reputation and is well-respected In hgr field and Is thereft)re a strong ambassadtsr for the organisation. The Chief Executive works to ensure PCP strives towards the organisation's mission and purpose,. effectively oversèes the organisation, ensuring systems and processes to govern the Charity are robust, regularfy reviewed and In line with best practice. The organisation continues to thrlve, WFth strong track record of sustaining projects and services and fundralslng. since her tenure as Chlef Executive began In 2013 incom8 has increased by over 295Vo (£1,490,676 to £5,683.373), Deputy Chlef Execulive Trustees recognise succession planning is a responsibility of the board, they also recognise this applies to key personnel such as the role of Chief ExeGutive. In the last financial year, the Chief Execullve and trustees agreed the organlsation had r8ached a point where investment was required lo Increase capacity at the senior level. The role of Deputy Chief Executive was successful appolnted in June 2023. The postholder brings a wealth of strategic developmènl and operational insight from the voluntary and community sector at a regional and national level. After a period of induction, orlenlation and reflection, the Deputy Chief Executive worked alongside the Chief Executlv8 to determlne maln areas of focus. She is accountable for prolect delivery, including the PionÉ8ring Care Centre. She has already made a positive impact and has developed a good insight across all areas of the organisation. Moving fOard the focus will be on growth, sustainability of project and services and best practice. The Deputy Chief Executive also plays a key role in supporting the organisation workforce comprlslng of circa 140 staff and 430 volunteers. Senlor Leadershlp Team Experienced in leading through organis8tional change the Chief Executive oversaw the development of a new S8nior Leadership Team (SLT) in 2023-24. After considering capacity, opportunities for growth and succession planning with th8 Board th8 approach was Iwo-prtsnged,, harnéssing the talents of existing staff, and bringing in new expert¢S8. Thls has resulted In a strong, progressive and forward-looking dynamlG tearn. They ensure all key areasldisciplines are represented at a strategic level including, governance, project d8veloprnent, external partnerships, HR, marketing, finanGe, quality and business development. In addition to strategic development and day-to-day management of the organisation. this broader range of skills, knowledge and exp8rtise provides appropriate and effective cross-organisational support. whilst driving fOard improvemenls at all levels. Throughout 2023-24 PCP'S newly fomied senior leadership team have worked tirelessly to leam about pcp, embed stnjctures, roles and responsibilili8s across tho organisatlon and develop as a t8am. This has included a comprehensive induclion and support packagé for each indlvidual, dedicated senior leadership development kn'me, a peer mentor and team training. Work to further embed PCP'S senior18adership teal team will be progressed during 2024-25 (team below).
Pioneerlng Care Partnership Report of the Trustees (Contlnued) For the yéarended 31 March 2024 Senior Leadership Team (SLT) c1 GJskJrt11 Ja DRvIp.s Undsoywoo Bobby HowilsoTr GiyloGDldsmllh SandraRobertg RQbDcm9w9lln cky BrtywftY OpomllonshEinllgEr 12Ji4WI Management Development Team PCP'S middle-managgm8nt structure 'Managemgnt Development Team (MDT),, continues lo evolve. The MDT involves senior leaders and all project and seNice leads working together to improve communication. support developments and share best practlce. This helps to generate new ideas. review operational policies and supports the organisations approach to quality. During 2024-25 this wtll be developed further. As a user-16d charity PCP relies upon its d9dicated, skillad and knDedgeab]e learn of staff and volunteers to work with people. organlsatlon5 and communlli95. We are proud to support our worlrforce wlth thelr learning and d8velopment. Through their ¢ompasslonate and highly effectlve approach to supporting peopl@ PCP has an excellent Irack record in sustaining seNices. Our outstandlng commissioner relationships, solld reporting mechanisms and success in delivering engaging and innovative provlsion 0ft9n results in projects and services being extended. This is a clear testament to the wid&r-tèam's effectweness. sound leadership and overall strong governance. Chlef Executlve Pay Transparency 15 the first principle of good pay and 15 crucial if the voluntary sector 15 to retain public trust. pcp lakes its obligations seriously and to this end PCP prfdes itsolf on the efficient use of resources and 6nsur8S that pay rates a proportlonate. PCP does not pay higher salaries than are necGssary andlor reasonable whilst valuing the importance of talented and exp8rten¢ed staff lo the fulfilment of the charfty's public benefit objectives. The procedure for setting PCP'S Chief Executwe pay Is robust. periodically the Board appolnts a task group of Trustees to ¢onsid8r the external envlronment and organisatlon81 perfomance to assess approprlate remuneration levels. This process includes taking independent advice and reviewing tr8nds and benchmarks in the sector in addition to reviewing organisation-wid6 impacts, outputs and financial perfomanGe. This prooass was last conducted In 2014- 15 and the Chief Executive has begn at the top of their pay scale for several years. However, the Chigf Executive continues to feel it is not 8ppropriat8 to r8VleW this and glven the current climate Ihe Board of Trust88s agree.
Ploneoring Car8 Partnership Report of the Trustees (Contlnued) For the year ended 31 March 2024 Volunteers Tha organisalion has a succ8ssful volunteer recrultment and support strategy, and volunteers support projects and seNices across the whole organisatlon. In 2023-24 PCP almed to Identify more volunteerlng opportunllies for local people In lin8 with our misslon of 'Health, Wellbelng and Learning fer All and thls was achieved. During 2023-24 PCP was supported by 433 active volunteers (an increase of 22010 from 354 to 433} who gave 9.405 hours (an increase of 170/0 from 8.024 to 9,405). Volunteers assist with prolecls and acb'vities run by the organisation, provid6 goveman¢e 5UPPOrt and also help wth areas such as receptlon and coff8e shop. Using the real livlng wage as a benchmark, this Is an In-kind 8quivalent of £112,860 (an increase of £25,398 from the previous y8ar). Many of the volunteers have been seNice users themselv8s in the past and have progressed on to supporting the delivery of activities. Volunteèring remalns at the heart of what PCP is about and during 2023-24 PCP was successfully reassessed for the County Durham Volunt9er Kitemark. Risk Management The Chief ExecLrtive leads a procèss with the Board of Trustees to conduct a bi-annual review of the risks which the organisation is exposed lo, through assessing every area of the OTganisation's activity. The Risk Register covers high-level areas including,. th8 environment, governanGo and managemgnl, operational issues, financial and compllanc&. The Risk R8glsler considers the potential 'impact' and 'likelihood' to provlde and overall rating. Should there be any signlficant changes or addltlonal risks outside of the bl-annual review schedule the system is flexible to enablé a review at any point, ensuring a robust approach. Durlng 2023-24 the maln organlsational rlsks were assoclated wlth trustee reGrultment and on-boarding a new senlor leadership team- therefore, It was agreed to review the Risk Register quarterly, Both of these risks have been mitigated. PCP'5 Heallh and Safety Policy is revlewed annually along with the fire risk assessment and olher organisational. building and activity rfsk assessmenls. PCP is compliant Mrith CHAS the Contractors Health and Safety Assessment Scheme, this was successfully renewed In December 2023 and wlll be assessed again in December 2024. Alrns, objectlves and actlvltles.. The Pioneering Care Partnership's (PCP) is a multi-award-winning organi5ation whose mission is: 'Health, Wellbeing and Learning for Al,. and PCP operatgs across the North East of England predominatsly In County Durham, Sunderland, and feesside. PCP'S purpos8 is. To improve health, wgllbeing and quality of life for people disadvantaged by dlsability, age, ill health andl or carlng responsibllltles, and reduce inequalltles In health. Tha long-term outcome5 the PCP is seeking to support are: To promote independence, choice & control To improve lifestyle To increase knowledge & skills To improve physical h8alth To Improve confidence, sglf-8Steem & well-belng To improve economi¢ well-being To build community capacity To improve access to services for disadvantaged communities & groups To promote social inclusion As a Chartty and Company Lirnited by Guarantee PCP exists to seNe local people and our customer-basa Is wide ranging. PCP supports groups and communities through projects and services which aim lo build capaGlty and cohesion and Individual people. parkncularly those who may be disadvantaged in locallties, businessas with employe8 health and wellbeing and other Gharities through mentoring support,
Pioneerlng Care Partnershlp Report of the Trustees (Contlnued) For the year ended 31 March 2024 Following successful prevlous delivery, during 2023-24 PCP continued to support srnallervoluntary and community seclor organisations with grant funding. This funding supported the developmant of community activities Wlth a partlcular emphasis on mental health and wellbeing and improving access to services. PCP sUPPQrts the wider determlnants of health, these are the diverse range of soclal, economic and envlronmental fadors which influence people's mentsl and physical health. An individual's health is not simply tho result of individual behaviours, genetics and health care. The differenc8 in health outcomes 15 due to the social, economic and environmental factors which shape people's lives. PCP considers health In Its widest sense and to progress towards our mlssion of 'Health, Wellbeing and Leaming for All, we support people in the community wilh learningleducalion, 8mployability, physical health, family and social conneolions, and mental and emolional resilience. Partnership 15 in our name, because we alm to bring people together, working collectively to help but importantly we do this Mth local people and cornmunities, so they are a key stakeholder In all we do. During 2023-24 PCP was also proud to partn8r with several VCSE'S (Voluntary Community & Social Enterpris8s) to develop and d811very services, harnessing their expertise for the benefit of the people we aim to 5UPPOrt. Principal Activities The Pioneering Care Partnership is a mulli-award-wnning organisation whose impact spans across the North East. PCP'S first achievement was the dèvelopm6nt of a unique healthy living centr8. bringing tog8ther voluntary and slalutory services under one roof,. the Pioneering Care Centre in Newton Aycliffe opened in 1999. The Pioneering Care Canlre {PCC), is seen as a beacon on best praclice and has been replicated across the County. The Pioneerlng Care Centre is home to a range of accesslble aclivittes deslgned to brlng people together and support healthier lifestyles. A community hub that provides a range of heallh and wellbeing activities including community events. exercise classes, learning workshops, a community garden. community coffee shop, hydrotherapy pool, natural therapies. employability support seNices, and disability projects. The Centre also houses a GP Practice, Pharmacy, Mental Health SeNices, Children's Nursery. Speè¢h and Language servi and other health and soclal care seNices maklng it a real community hub and hive of actlvlty. Actlvitie5 based at the Pione8ring Care Centre include: Health and wellbeing aclivltles A fLlty accessible Hydroth8rapy Pool Community garden and allotment5 Conference, meeting, room hire facilities and hospitality sorvices The Garden Kitchen, community coffee shop Community courses and adult learning opportunitie5, lifestyle and exercise classes and activit16S Wellbeinglllfestyle support servlces Non-clinical cancer support The Centre also houses services delivered by oth8r partners as follows: Jubilee Medical Practi¢elGroup The Village Pharmacy NHS clinics (Podiatry and Speech & Language} NHS Mental Health Services House of Eden Chlldren's Nursery Great Aycliffe & Middridge Area Actlon Partnership (GAMP) Improving Access to Psychological Therapias (IAPTI SeNic8S The Reflex CliniG 2023-24 was an 8x¢lling year for the Ploneering Care Centre. trustees approved the d8velopment and renovation plans and commltted a slgnlficant proportion of reseNes to a building programmg. Speclallst, Architects and ContraGtors were appointed, and the bullding work commenced In November 2023. This work was ongoing throughout the remainder of 2023-24 and as a result Ihe Hydrotherapy Pool closed. the cornmunily garden was not accessible. and Options moved rooms for the remainder of the year. We look fotward to the bulldlng to be complete and to providlng slgnificanlly Improved setvices from later in 2024 and beyond. 10
Pioneerlng Care Partnership Report of the Trustees (Continued) For the year ended 31 March 2024 PCP provld8s several projécts across tha North East. Working in collaboration with a range of other voluntary or statutory organisations, PCP now provides over 50 projects and servlces these Include.. Options, supporting adults with learning and physical disabilities Together 21, supporting children with Down syndrome and their families County Durham and Sunderland Workplace Health Wellbeing for fe stockton Community ConnecVSo¢lal Prescrfblng Sérvlce Stockton Independent Complaints Advocacy Service Joining the Dots Macmillan Cancer Support Wellbeing for the Tlme Bèing Healthwatch In County Durham, Redcar & Cleveland, Mlddlesbrough, Stockton and Sunderland ESF Building Bettgr Opportunities Step Forward Tees Valley ESF Building Better Opportunities Reaching Out Across Durharn SafeHaven 'Happiness Hubs, Grants Programme Community Mental Health Pop up Cafes County DLJrham Resilience Service Peer Support Workers Cancèr Champions Slockton COVID-19 Community Champion Programme Primrose Lodge Events Worker Peer Support and Befriending Research Learning Disabilily & Autism Research COVID-19 Resilience Research Physical Health Workers in County Durham Lived Experience Leads ICB Sub Regional Support Men's Pie Clubs Health Squad Further plans are in progress for additional project and services in 2024-25 including Héalth Checks in the workplace and Men's Pie Clubs, we also continue to support with the development of the Poverty Truth Commisslon in County Durham. Partnership working is an essential part of PCP'S success. PCP is recognised for its expert156 in health and wellbeing and the Chief Executive plays a key role in developing community adult mental health wellbeing services across County Durham. Chairing thè external County Durham Resilient Communities Group, a sub-committee of tho Mental Health Strateglc Partnership Board. and Joint chalrlng the County Durham Mental Health Transformation steering Group. PCP'S work aligns with the 'County Durharn Togetherf agenda and links with the IC8 and other areas are fomiing. At a local18V81 PCP has been a key partn8r in the concept scoping of a town Gentre community hub, this work is being led by the Deputy Chief Executive on behalf of PCP. For further information please refer to PCP'S Annual Report which can be found on the website: .uk.net 11
Ploneerlng Care Partnership Report of Ihe Trustees fcontlnued) For the year ended 31 March 2024 Achievemenls and performance pcp strateg1¢ Plan In June 2019 pcp's Board of Trustees approved the Strategic Plan. This informs the dlrection of the charity, feeds Into the Ch18f Executive's obleclives and supporls the operatlonal delivery and management of PCP. Annually PCP Board of Trustees recelves a progress update., this annual assessment helps to determine where the organisation's energy and rasources should focus for the coming year. The Slrategic Plan runs until 2026 and is deslgned as a cross-cutting document to direcl organisational focus, enable continuous devèlopment and to instil Confidenco In PCP'S governance arrangements as a Charity and Company Limlled by Guarantee. The Strategic Plan covers 10 main are8S'. PCP Mlssion and Purpose Health. Wellbeing and Learning for All- targeting support Governance Lead6rship Core Values Finance Quality. Human Resources & Volunteering Marketlng, Communlcations & Engagement Digltal Strategy 10. Environmenlal Management Speclflc progress has been made in the following areas during 2023-24 New Governing docutllents approved and in place Impact and commissioner reporting improvements; Leadership structure reviewed and implemented., Operational irnprovemonts to internal processes., Succession planning and recruitment of Deputy Chi8f Executive,. Financial Strategy developed and approved; Markeling Strategy implemented,. and Investing in the Environment s6lf.assessment in readiness for extemal assessment. All of these areas will progress furth8r in 2024-25. Monltorlng & Evaluation PCP continues to maintain the approach to apply a model of evalualion called 'lmpact Mapplng, developed by the New Economics Foundation (NEFI. This is based on a 'theory of change, methodology and assists PCP to link Dur mission, objectives and activilles wilh what happens because of them. This is the tenth year of successfully using this model to rnonitor p8rfotTnance, consequently the organisalion is usually able to use prevlous data to benchmark perfomiance and undertake trend analysis. PCP project and service leads produce comprehensive quarterly reports in addition to commissioner or grant reporting. The following section highlights some of tha key ach16vements for the year 2023-24: 12
Pioneering Care Partnershlp Report of the Trustees (Continued) For the year ended 31 March 2024 Ouryear In numbers We supported 122,,928 peoplo through dedlcBlèd health orwellbeing $8rvlceB arKI learning 8ctivllle& S7D/o of people benelitting from PCP surgort accessed more Ihan one ol ourservices. Froni pgopl8 attgnding a PCP EgTViGQ, 16,838 hours of rÈ$pSts Énabled t*rers lo hav¢ tif¢ lo thom¥plw arA tske a bak. lty worked wilh $90 ¢rganl$allon$. supportirtg businessos ¢0 prioritise the heallh and wellbolrvJ ot tocal communitles. Th18 an increase of 27Vo fn)m last ygaT. There wÉrè 309,261 v<s to our heallhy Ilvlng céntre, the PiDne8ring Care Cenlrè. £12,703,637 was wured lorthe dellveryof iecl8 and BL4rnices for ftrture years. We Provided £2S7,415 in 9ranis lo develop Happiness Ilubs 8cmss County Durh8m and D¥rflngknn. Our 433 voluntee donaled 9,405 tv)ur6 to suppori ¢onknunilles. Thls wu4tg5 to an In-klnd ntribUll0n of £112,860 using the Real Llvlng FoundaOon rate as a benchmark 13
Ploneerlng Carè Partnershlp Report of the Trustees (Continued) For the year ended 31 Mar¢h 2024 FINANCIAL REVIEW This trustees report should be read In conjunction with the 2023-24 Annual Report which details the organlsation's impact across the North East. PCP Further Information can be found at PCP'S webslte PCP has well-d8veloped and effeclfva policies and procedures in place to ensure sound financlal govemance. An established schedule enables trustees to receive, scrutinlse and approve the organisational budget. Ttuslees dedicate tirne to car8fully considerlng Infiallon and the lrnpact on the charity, this leads to declsions on staff infiatlonarylcost of Ilvlng rises. Truslees are committed to awarding ris8s based on inflation where thi8 is affordable. Senior Léaders and the Finan and Investment Sub Committee {FISC) monitored financial perfomiance and managernent accounts during the year and reported concem5. The Board m8intain full a¢¢ountability and ulilise the time during FISC to ensure additional scrutiny, PCP Board and Leaders take a long-term view of the organisations finan¢ial position and during 2023-24 a comprehensivé Financial Strategy was agreed. Short term cornmilments are also considered,. in the coming year PCP plans to ulilise reserves for severai projects in support of the organisation's charitable objectsves. Dlversrfication of income is a key factor of PCP'S approach. Additional incom8 was secured for proj8Gts and seNIc8s in 2023-24, Ihls equated to 690/0 morelthan Ihe previous year. Expenditure in the organisation continued lo be lower than forecasted. The efficient delivery of projects and seNices and the organisatlon's prudent approach was demonstrated by actual expendlturo being 79Yc¢ lower than budgeted. The full results and company's flnanc181 position at the end of the year are shown in the attached financial statements. Activltles generatlng funds Activities generating funds for the organisation includg the lfjtchen Garden, Room Hire. Natural Therapy Suite and the Hydrotherapy Pool within the Pioneering Care Centre. The range of natural and complimentary Iherapies dalivered since the Centre re-opened has remained low and due to the Centre renovation th8 Hydrotherapy Pool has been closed to the public since November 2023: therefore income g8néraling activities overall have beon reduced. Th8 organisation sublets the Pioneering Care Centre to a nurnber of Tenants wthin th8 bullding. Tenants Induded: The Village Phannacy., Jubi18e Medical Group. Durham County Council," Tees, Esk'& Wear Valley NHS Trust. House of Eden Children's Nursery, NHS Property Services and private Reflexology practitioners. The market value of the Centre was last assessed in 2022 by an independent surveyor, fulfilling trustees legal obligation to obtaln and conslder a written report from a suitably qualified surveyor before any disposal, such as a lease, is granted. Trustees are aware of their responsibility to achieve the best rent possible, and lease arrang8ments are designed to progress toward the market value suggested in the independent report. Investrnent Pollcy PCP'S investment portfolio is managed by Rathbone Investment Management Ltd. The portfolio is a combination of different asset types and weightings to consider both long tenm inveslment behaviours and short-tertn prevailing market conditions, The inv8slrnent objective aims to preserve the capital invéstment in real temis whllst providing the opportunity for som8 growth in capital and income and therefore PCP opted for a medlum risk toleranc8 for the fund. During 2023-24 an inveslment risk rater was cornplete by trustees and key leaders, the Oxford Risk rater helps lo undersland the appetite for investmenl risk. Whilst this had marginally increas8d, trustees agreed PCP should maintain the existing approach, with the tolerance towards the lower end of'medium risk,. 14
Pioneering Care Partnership Report of the Trustees (Conttnued) For the year ended 31 March 2024 Investment Updat8 The first quarter of 2024 was a positnie one, but market volalility picked up during the final days of March amid concern for heightened geo-polltical tgnsion in the Middle East coupled th a reallsation from an economic perspectlve thal Central Banks would not be in a position to start cutting interest rates until Summer at the earliest. A technical recession in the UK appears to have come and gone but Ihe economy remalns stagnanl as attention turned towards eleclionearing. The EU economy M31nS in Similar shape, but the US is running holler than expected. backed by strong employment numbers and inflation falling more SI0Y than predlcled - there Is even some talk of interest rale rlses In the US. The portfolio saw a 90k gain for the year ending 31 March 2024, wilh best retums coming from the US technology holdings supported by Gold which rose lo a near-record high. On the downside, infr8Structure hol£tings were driven lower on the back offawer prospective interest rate cuts- this hit valuaUons. The portr010 remains well balanced and whlle, with hindsight, It was positioned too cautiously into thg and of 2023, the investment management company saw no need lo shlft strategy at the tlme and the view remains unchanged. It Is envisaged Ihe outlook for the global economy is positive as we come through the bottom of the cycle. and will adjust Ihe investment strategy accordingly if needed. PCP'S portfolio remains w811 diversified across asset classes whlch should enable it lo b8 relatlvely r8silient In the short-term and perfom w811 over the long-term. During 202>24 PCP worked wth the Nat West Bank to assess short-tami investment opportunities. Trustees revlewed proposals and agreed to open 95 day investsrenl accounts in January 2024. Reserves, Policy PCP'S Reserves, Policy ensur8S that Trustees, the Chlef Executive and senior leaders. act In the Interests of their Gharity and its beneficiaries al all times. A signifiGant proportion of PCP'S income comes from short tarm slatulory contracts and, as a responsible employer, the Raserves Policy provid8s some assuranca and safeguard for sÉaff. The Reserv8s' Policy aims to aid PCP'S strategic planning, budgeting and risk management proc8SS8s. PCP reserves provlde a cushion for planned or unplanned future needs safeguarding the organisation from unexpected events. losses of income and large unbudgeted expenses. The ReseNes' Policy also aims to assist wth the management of cash f5ow. provide working capital for day-to4ay operations and aid declsion making when considering investing in new ways of working. This Policy protects and safeguards organisational assets, assists Trustees to act with reasonable care and skill. and ensures that PCP is accountable. This Reserves, Policy helps to ensur8 that thé charfty can meet its financial obligations lo core and cantre staff salary and operating costs. Olhar factors which are beginning to affed the organisalion is that some funding streams have payments arrears, therefore the organisatlon needs to have monles available to cushlon this effect and ensure operational liquidity. The organisational Reserves, Policy is reviewed on an annual basis by the Financ8 and Inveslmant Sub Committee and full Board of Tnjstees. Thi5 was revièwed during 2023-24. In addition, the Board takes regular reports from the Finance Manager, with recommendations from the Chief Executive to enable Irustees to ensure appropriat6 and tlmely action is taken Whe required. To protect the financial stability of our organisation therg are planned unrestricted reserves, The Pollcy and associated procedures sets out that PCP will aim to maintain reserves of a minimum of 6 months core and centre operatlng ¢osts. this equates to circa £859,000. As of 31 MarGh 2024. the charity held free reseNes of £1,069,659 which equates to 7.4 months Gore and centre runnlng costs. 15
Pioneerlng Care Partnership Report of Ihe Trustees (Contlnued) For thg year end8d 31 March 2024 Where the reseNes position exceeds the set level of 6 months the Board idenlifies if resources are available to ulilise to further PCP'S charitable alms. Trustees were aware that, after 25 years of use by the comrnunity, some areas of the Pioneering Care Centre needed refreshlng and other areas, such as the Hydrotherapy Pool needed a complete renovation due to breakdowns and parts belng obsolete which led to poor seNice for people acSS thls well-used facillly. Trustees, along with the organisations leaders, through effectlV8 and prudent planning were able to allocat8 reserves to further devèlop the Pioneering Care Centre, the organisations flagship healthy living centre. PCP has Invested a slgnlflc8nt level of reserves to lrnprove use and accesslblllty of the Ploneering Care Centre, thls Indudes.. extending the Hydrolh8rapy Pool ar88 by 100Yo, and installing a state-of4he.8rt Hydrotherapy Pool with rnuch improved changing facilities, host tracknng system and new plant equipment., increasing the space available for the Day Servic8, building an axtension which doubles there capacity, providing a small kitchen, gard8n and media wall to ensure activities are interactive and user-led.. and General improvements intemally, redottoration and new carp&ts elc. This investment programme is scheduled for completion in Summer 2024. On the fac8 of it. at the year-end reserves appaar to be high, in real temis. however after the planned inv6slment for asseubuildlng develpped during 2024-25 PCP'S actual reseN8S Posltion is forecast to be £656,437 which equates to 4.6 months core and centre running costs. Qualtty Quality is at heart of what PCP does and is vitally important to ensure we fulfil our mission, continue to meet the needs of local people and communities. strive for improvement and ultimately make a difference or positive impact. 2023-24 was another excellent year for PCP with s8veral external assessors r6viawing Ihe organisations systems, practice, delivery and impa. Fundamental to the success of external verffication is leadership commitrnent and thls. through all a55essments, was deemed to be an area of outstandlng practice. PCP achieved the Envlronrnental QUalty Standard ISO 14001 and ISO 9001 the international standard that specifies requirements for a quality managemenl system. Organisationally PCP has brought the standards together as one, enabling a joint reaccr8ditation lo both standards with positive feedback from the assessorlauditor about PCP'S approach, progress and continuous developrnenl. During 2023-24 PCP also maintained: Investors in People Standard, Gold Award (full reassessrnent due July 2023) Belter Health at Work Award, Mainlaining ExcellenGe and Arnbassador Status CHAS the Contraciors Health and Safety Assessment Volunteer Kilemark Time to Change Pledge Carerfs Pledge Mindful Employer/Charter for Employers who are Positive About Mental Health 16
Pioneering Care Partnership Report of th8 Trustees (Contlnued) For th8 year ended 31 March 2024 Feedback from the Investors in People Assessor included.. Your peopl8 cleady are advocates of the work PCP does and state that PCP is a great place to work- wth many seeklng out PCP as a preferred employer. As a result, you have the makings of an amazing, loyal workforce who take pride in their work, who feel trusted, empowered, and involved in delivering success People are motivated by active involvement in supporting communities, thelr work is d91ivered with pride, and they want to do the right thing for the environment and thè future. Your people are actively wanting to 'up their game, and seek improvement and devglopment, to str8tch their skllls and knowledge. You are progressive, seeing that your people are provided a variety of OppOrturtles to spread their wings, and you seize opportunities to bring other expertise when needed. You have considered successlon planning and this supports your strong commitment to internal progr&ssion. You know what good lèadership means al dlfferent levels, and help people develop their skllls in thls regard. You are agile alongside an ever-quickening pace and challenging external environment which are consistently improvlng. People are confident to be open with their opinion and will express these with confldence and enthusiasm in groups or individually, viaengag&mant andcommunlcations channels as well as work related discussions. You see. and want to find out more. Ihe impact of putting your people and purpose first. You use data and analysis of peopla and service-re5ated matters to flne lune how you operate. Peopl8 live the PCP values as their own, whaleverthe challenges. and takè initiative to achieve your purpose, prioriti8s. and objectives. Manager's focus is on supportlng, developing, helping. coaching, role modelling, and working alongslde your people. Everyone is engaged in innovation and Iransforrnation from small to big thinklng. wthln their own work and field of expertise to th8 bigger changes PCP faces. You have overt and deep apprecialion of your marketplaGe. how PCP shapes itself in response to external changes, as well takes actlon to grasp Opportunities and to diversify. You hav8 been investing conslderable effort, lim8, and resources to ensure 8v8ryone in the charity. had clarity around the purpose, vision and objectives. Kay operalional objectives supporting effective performance were transparent, and you measured this through multiple metrics and scorec8rds- wlth enviable r8sults to bootl with results Feedback from lh8 North East Better Health at Work Assessor included.. pcp takes a strategic approach to all of its cor6 objectives and works hard to ensure they quality assure and functlon professionally whilst retaining their ethos and remit. Thè Slrat8gic Plan provides the overall organisational direction and this is then devolved Inlo specific delivery areas, which is then reflecied in the Health & Wellbeing Sttegy. The Assessor recognises Ihe detailed work that go8s into producing the comprehensive and conscientious AGtion Plan and Gommends the targetingand inclusion of previous Assèssor comments and recommendations, and bettor still, the progress agalnst them. It Is best practice that the plan is then also rnonitored quarterly by PCP'S Employee Engagément Council. The Mindful Employer Assessor also gave positive feedback- Your submission evidences a proaotiV8 approach to wellbeing; whilè r8¢ognising that some addrtional support may som8times be required. Again, thls 8mphasis on a proactive, prev8ntative approach is in line with recommended best pracllce. Alongside supporting your staff, it as also positive to read that you actlvely promote the need for them to take responsibility for their own wellbelng. It Is a shared responsiblllty," PCP has pledged publicly a commitment through the North East Climate Coalition (NEECCO). "To understand the Impact the oryanisation has on the envlronment. We will monltor eneryy consumption and acliveSy strive to reduce It. We wlll work wlth our teams to In¢rease awareness and encourage Ideas to take positive action at work, horne and In the community." The envlronmental categories PCP Gontrlbutes to are.. Consumplionlshopping habits Encouraging nature and biodiverslty Reducing energy usage Reducing travell greener travel Reducing Wastelrecyde 17
Ploneering Care Partnershlp Report of the Trustees (Contlnued) For the year ended 31 March 2024 In Jung 2024 PCP was assessed for the 'lnv8Stors in the Environment, standard. successfully achleving Silv8r stslus. The Assessor staled.. "PCP has a strong 6nvlronmental slrategy whSch is fuelling action within the offJanisation, bolstered by senior management support. They have excellent resource measuring and monilorrng systems in place. driving efficiencies and resource reductions across the organisation. The Auditor was really impressed by the commllment shown by the organisatlon lo identify and reduce its envlronmental impa¢ls 2nd bring the whole staff along with them." The achievement of these quality and best practlc8 Standards maintains PCP'S strong posltion in the competitive tendering market in 8ddilion to demonstrating our commitment to quality for our customers, clients, staff and volunteers. financlal erformance Indicators 2023-24 Rallo 2023-24 2022-23 2021-22 Liquidity ratio 16.2.1 17.8.-1 23.05.'1 verage ReseeS 1,046.'1 1.076.-1 1.277:1 Expendlture Other Charitabl8 unds Debtors Days abour urnover Labour Stability Index 2020-21 19.72.'1 1,071.1 2019-20 7.1:1 0.54:1 2018-19 7.1:1 0.58:1 2017-18 6.8:1 0.63'.1 2017-18 6.08'.1 0.66:1 37 days 133 days 31Yo 162 days 15.20/0 77 days 35 days 25.10/. 26 day5 32.90/0 54 days 25.9Yo 58 days 85% 820 82% 89/ 76Y. 3.50/0 78°/0 2.6/0 96Y. 2.20 68Yo 2,6Yo 75% 2.6% 87Vo 2.9Yo 2.70/0 95Yo taff participatlon in training and evelo m8nt 88% PCP ended Ihe financial year with 137 employees, and increase of 180/ty on the prevlous year (from 116 to 137). PCP continues to grow and il is anticipated thig will increase by a further 10-15OA in 2024-25. The organisalion's liquldlEy ratio is hlgh again. as a result af project and seNice expenditure being reduced post-pandemic. Working praCtIS have changeij with more staff working from home, meetings being online and subsequently costs for Iravel and room hire etc hav& reduced. PCP also held reserves which were earmarked for tho Pioneering Care Centre renovation. Expenditure for the capital project will be over 2 financial years. 2023-24 and 2024-25. Notably the rocènt trend for high Debtors Days has been mitigated. Thls was previously due to one local authorities preference of providors raising invoic6s at the beginning of the financial year which were paid incremenlally over the year. Labour turnov8r (which can Indlcate employee $8tisfactlon) has improved. reduclng from 31 Q/0 in 2022-23 to 100/0 in 2023-24. Naturally th8 voluntary sector can have a high turnover due to the short-t8rm nature of prolects and servlces. It is testament to the dedlcatlon of the senlor team who work to ensure opportunities are available to offer employees as and when short term funding ends, Labour stability {can demonstrate permanency of the workforce) increased from 71 % 10 84°A, which is positive. PCP'S Labour Market stabllity has always fluctuatad due to the nature of the charitablg business. short terrn Contracts and extemally funded projects. PCP'S absence rate remained static at 3.5Yo This is better than thè average for the NHS whl¢h is r8POrted to b8 5.60/.. According to the Office for National Statistics (ONS, 2022) sickness levels in the UK were 2.60/0. However, Ihe Chartered Institute of Personnel and Development (CIPD) published a report in September 2023 citing national sickness levels averaging 3.410, {'note PCP'S absence rate includes all absences. not purely sickness.) 18
Ploneering Care Partn8rshlp Report of the Trustees (Contlnued) For the year 8nd8d 31 March 2024 PCP continues to benefit from well developed organisational HR polices, a keen focus on employee wellbeing. a solid approach to tslent management and we provide support to sustain staff wh8rever possible. The organlsation prides1ts81f on being supportive to staff and we hav8 a number of iniliatlves in placg Ihrough our Work Life Balance pollcy and procedurgs and our relurn-to-work processes. Organisationally PCP contirlues to strive to ensure we support our teams effeclively and feédback has been overwhelmingly positive in relation to the measures in place. PCP works to support people to sustain their employment wilh us through several support inteNentlons. We have a continuous improvement approach, Included ènhanced carer support into our employee benefils portfolio and have improved the employee assistance offer. W8 have a slrong track record of sustaining projocts and InteNentions across th8 North East which also helps to maintain stability levels. Furthermore. olher incenllves such as volunteerlng time. team development actlvltles and rewards and recognition at st8ff m88tings helps wlth employee engagement, support and r8t@ntion. The organisation's liquidity ratio is high again, as a result of project and s8rvlce expenditure being reduced post- pandemic. Working practice$ have changed with more slaff working from home, meetings being online and subsequently costs for travol and room hire etc have reduced. PCP also held reseNes which were eamiarked for the Pioneering Care Centre renovation. Expenditure for the capltal project will bè over 2 flnanclal y8ars, 2023-24 and 2024-25. Notably the recent trend for high Debtors Days has been mitigaled. Thls was previously du8 to one local authorities preferen of provlders raising Involces at the beglnnlng of the flnancial year which were paid In¢remenlally over the year. Future Prlorltles and devèlopments include: 1. Trustee recrultment and tralnlng addltlonal skills and experience will be brought into the Board to assist future planning. governance and development. 2. Senlor Leadershlp Team development will be ongolng. The organlsations. new senlor team has been In place for 1 year and is opèratlng extreTllely èffactlvèly. However we recognise it takes tlme to Greate high impact teams, and this is fundamantal to the organisation continued success. 3. Strateglc Plan rèfresh PCP'S current Strategic Plan covers the period up to 31 $1 March 2026, during 2024-25 plannlng and ideas generation wlll commence with a vlew to thè full re-write occurring In 2025-26. 4. Bu51ness Development both the Chief Exe¢utiV9 end Deputy Chief Executive will continue and extend horizon scanning and research around evidence based best practice to ensure PCP remains pioneering. 5. Flnan¢lal Strategy Implementatlon, a comprehensive adion plan will be created in line wth Ihe organisations Mission and governing documents. 6. Complete Centre Renovation and other building works to sustain and improve the Pioneersng Care Centre. 7. Develop a buslness plan for the Ploneertng Care Centre looklng considerfng the range of activities dellvered and how to ensuro they meat the organisations aim, 19
Ploneerlng Care Partnershlp Report of the Trustees (Contlnued) For the year ended 31 March 2024 STATEMENT OF TRUSTEES RESPONSIBILITIES The Trustees (who are also the Directors of The Ploneerlng Care Partnershlp for the purposes of company lawl are responsible for preparlng the Report of the Trustees and the financial statements Sn accordan with applicable law and United Kingdom Generally Accepted Accounting PraGtice. Company law requires the TNStees lo prepare flnancial statemenls for each financlal year, whlch glve a true and fair view of the stat@ 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 Ihat period. In preparing those financial statements. the Trustees are required lo select sullable accounting policies and then apply them consistently,. obseNe the methods and princtples in the Chartty SQRP; make judgements and estimates Ihat are reasonable and pwdent; pr&pare Ihe financial statements on the going concem basis unless it is inappropriate to presume thal the charitable company will continue in business. The Trust6es are responsible for keeping proper accounting records which dlsclose with reasonable accuracy at any time the financial position of the charitable company and to enable them to ensure that the finanaal statements comply with the Cornpanies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. In so far as th8 Trustees are aware: there is no relevant audit information of which the charitable company's auditors are unaware,. and the Trustees have taken all steps that they ought to have taken to make themselves aware of any levant audit inforrnalion and to establish thal the auditors are aware of that information, AUDITORS The auditors. CLA Eveiyn Partners Limited will be proposed for re-appointment at the forthcoming Annual General Meeting. ON BEHALF OF THE BOARD OF TRUSTEES: Heather Br8wsl8r- Chairperson Dated 2010912LP. 20
Pioneering Care Partnershlp Report of the Independent Audilors to the Membars of Pioneering Care Partnership For the year ended 31 March 2024 Opinion We have audited the financlal statements of Pioneering Care Partnership {the 'charitable company'l for the year ended 31 March 2024 which comprise the Statement of Financial Activities, the Balance Sheet, the Cash Flow statement and notes to the financial statements, including a summary of significant accounting polici8s. The finanoal reporting framework that has been applied In their preparation is applicable law and United Kingdom Accountlng Standards, including Flnancial Reportlng Standard 102 The Financial Reporting Standard applicable in the UK and Republi¢ of Ireland {United Kingd¢Jm Generally Accepted Accounllng Practlce). In our opinion the financial statements: giv8 a true and fair view of the state of the charitable company's affalrs as at 31 March 2024. and of its incoming resources and appllcation of resources, Including Its income and 8xpendlture. for the year then ended: have been properfy prepared in accordance with United Klngdom Generally Accepted Accounting Practice. and hav8 been prepared in accordance with the requirern8nts of the Companies Act 2006. Basis for opinion We condu¢l8d our audit in accordance wth International Stsndards on Auditing (UK) (ISAS (UK)) and applicabl8 law, Our responsibililias under those standards are further described in the Auditorfs responslbillliBs for the audit of Ihe financial statements section of our report. We are independent of the charitable company in accordanGe with the ethical requiremonls that are re18vant to our audit of the financial slalemenls in tha UK, including th8 FRC'S Ethical Standard, and we have fulfllled our other ethical responsibilities in accordance with these requiraments. We believe Ihat the audit evidence we hav8 obtsined is sufficient and appropriate lo provide a basis for our opinion. Concluslons r8latlng to golng concern In auditing the financial statements. we have concluded that the trustees. use of the golng concern basis of accounting in the preparatton of the financlal statements is appropriate. Based on the work we have perfom18d, we have not identified any materi81 uncertainles relating to events or conditions that, individually or co118clively, may cast significant doubt on the group's or parent charitable company's abllily to continue as a golng concem for a period of at leasl e1ve months from when the financia5 statements are authorised for issue. Our responsibilities and the responsibilities of the trustees wth respect to going concern are described in the rélevant sections of this r9POrt. Other Informatlon The truslees are responsible for the other informatlon. The other information comprises the information inclLtded In the Report of the Trustees, other than the financial slatements and our Report of the Independent Auditors Ihereon. Our opinion on the financial stalemenl5 does not cover the other information and we do not express any forrn of assurance conclusion thereon In connection with our audit of Iha financial statemenls, our responsibility is to read the other infomiation and, in doing so, consider whether Ihe other infomiation is materlally inconsislent with the financlal statements or our knowledge obtained in the audit or OtheiSe appears to be materially misstated. If we identify such material inconsistències or apparent materlal misstatements, w8 are requir8d to determine wh8ther ther8 Is a material misstatement in the financial statements or a material mlsgtatement of the other information. If, based on the work we have perfomied. we conclude that there is a matarial misstatement of this other infomiation. wè are required lo report that fact. 21
Ploneerlng Care Partnershlp Report of the Independent Auditors to the Members of Pioneerfng Care Partnership fConNnu8d) For the year ended 31 March 2024 We have nothing to report in this regard. Oplnions on other matters pr8seribed by the Companies Act 2006 In our opinion, based on the work undertaken in the course of the audlt,. the infonnalion given In the Report of the Trustees for the financlal year for whlch the financlal statements are prepared is consistent wlth the financial statements,. and the Report of the Trustees has been prepared in accordance wth applicable legal requirements. Matters on whlch we are roquired to report by exceptlon In the light of our knowledge and understanding of the charitable company and ils environment obtained In the course of Ihe audit, we have not identified materlal misstatements in the Report of the Trustees. We have nothing ta report in respect of the following matters where the Companies Act 2006 requires us lo report to you if, in our opinion: adequate accounting records have not been kept, or retums adequate for our audlt have not been ieceiv8d from branches nol visited by us,. or thÈ financlal statements are not in agreement with the accounting records and returns. or certaln dlsclosureg of trustees, remuneration speclfied by law are not mado., or we have not received all th8 infomiation and 8xplanalions we qUIre for our audit; or the trustees were not entitled to prepare the financial statements In accordance with the small companies, regime and take advantage of the small compani8s' exemplions in preparing. the directors. report and from the requirement to prepare a strategic report. Responslbilitles of trustees As explained more fully in the Statgment of Trustees Responsibilities set out on page 21, the trustees (who are also the directors of the charitable company for the purposes of company law) are rgsponsiblo for Ihe preparation of the rinandal statements and for being satisfied that they glve a true and falr view, and for such internal control as Ihe Irustees detemiine is necessary to enable the preparation of finandal statements that are freo from material misstatement, whether due to fraud or error. In preparing the financlal statements, the trustees ar9 responsible for assessing the charitable cornpanvs ability to continue as a going concern, dlsclosing, as appllcable, matt8r5 related to going concern and using the golng concern basis of accounting unless tho trustees 8ither intend to Ilquidate the charitable company or to cease operations. or have no realistic alternative bul to do so. Auditor's responslbllities for the audit of the financlal statements Our objeGtiVg5 are to obtain reasonable assurance about whether the financlal statements as a whole are free from material misstatement. whether due to fraud or 8rror, and to issue a Report of the Independent Auditor5 thal in¢ludes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee thal an audit conducted in accordance with ISAS (UK) wlll always deteot a material misstatement when it exists. Msslatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economlc decislon5 of users taken on the basls of these financlal slalernents 22
Pioneering Care Partnership Report of the Independent Audltors to the Members of Plone8rlng Care Partnarship (Contlnued) For the year ended 31 March 2024 Irregularilles, including fraud. ar8 instances of non-Gompliance with laws and regulations. We dèslgn procedures in line with our responsibilitles, outlined abov8, to detect materlal mlsstatements in respgct of irregularities, Induding fraud. The extent to which our procedures are capable of detecting irregularities. including fraud. Is detailed below. We obtained an understanding of the legal and regulatory frarnework appllcable to both the charitable company itself and the industry Sn which it opgrates. We identlfied areas of laws and regulations that could reasonably be expectsd to have a material effect on the flnancial statements frorn our sector experlence and through dlscussion wtth the directors and other management. The most slgnlflcant were identlfled as the Charities AGt 2011, Ihe Companies Act 2006, UK GAAP IFRS102) and relevant tax leglslation. We considered the extent of mplianCe with those laws and regulations as part of our procedures on the relat8d financial statements, Our audit procedures included: making enquires of truste8s and management as to wh8r8 they conslder ther8 lo be a susceptibillty to fraud and whether they have any knowledgo or suspicion of fraud; obtaining an understanding of the internal Controls establlshed to mitigate risks related fo fraud or non- compliance wth laws and regulations: reviewing the minutes of meetlngs of those charged wlth governan,, assessing the risk of management override including Identrfwng and testing journal entries; confimiation receiv8d directly from the banks to verify the balance at 31 March 2024; and Our audit did not idenlfy any key audit matters relatlng to the detection of irregularities including fraud. However. despite the audit being planned and conducled in accordance with ISA5 (UK) there remains an unavoidable risk that material misstatemenls in the financlal statém6nts may not be detected owing to Inh8r8nt limitations of the audit, and that by their very nalure, any such instances of fraud or irregularity lik61y involve collusion, forgery. intentional misrepresentations, cr the ovÈthde of internal controls. A further description of our responsibilities for the audlt of the flnanoial statements is IoGated on the Flnancial Reporting Council's webslte at: www.frc.org.uklaudllorsresponsibillties. This description forms part of our auditor's r8POrt. Use of our report This report is made solely to the charitable company's members, as 8 body, in accordance with Chapter 3 of Part 16 of the Companles Act 2006. Our audlt work has been undertaken so that we might state to the charitable cornpany's members those matters we are required to state lo them In an auditorfs report and for no olher purpose. To th8 fullest extent pemiilted by law, we do not accept or assum8 responsibility to anyone othèr than the Gharitable Gompany and the charifiab18 company's members as a body. for our audlt work, for thls report, or for the opinions we have fomied. Cralg Henderson (Senior Statutory Audltor) For and on behalf of CLA Evelyn Partner5 Limitad Statutory Auditors 17 Queens Lane Newcastle upon Tyne NE1 IRN 23
Pioneering Care Partnershlp Statemenl of Flnancial Actlvltles (Incorporatlng the Income and Expenditure Account) For the year ended 31 March 2024 Unrestrlcted Deslgnated Restrlcted funds funds funds Total 2024 Total 2023 Notes Income frorn: Donatlons Charitable actlvltles Grant income contra Incom8 Trading activilias Investment income 1,497 1,060 2,557 18.805 60,658 3.811,942 417,990 50.229 142,251 202,909 271,064 1,192,031 5,003,973 2,626,124 5,715 423,705 436,220 50,229 14,450 Total Income 4,342,316 1,341,057 5,683,373 3,366,663 Expenditure on: Ralslng funds Investment manager costs Trading activities Charitablo activities 3.000 25,925 2.687.164 3.000 3,000 25,925 23,494 1,656,750 4,343,914 3,850,235 Total expendttu 2,716,089 1,656,750 4,372.839 3,876,739 Net gain l {loss} on investments 15.964 15,964 { 17.077) Net in¢omelexpendlture before transfers 1.642,191 (315,693) 1,328,498 1527,144) Transfers 19 (1,645,390) 1,805,903 (160,513) Net incomelexpendlture { 3,199) 1.805,903 (476.206) 1,326.498 (527,144) Reconclliatlon of funds Total funds brought fomard 2,010,175 633.219 1,278,651 3,922,045 4.449.189 Total funds carried forward 2,006.976 2,439,122 802,445 5,248.543 3.922,045 24
Pioneering Car8 Partnershlp Balance Sheet As at 31 March 2024 Notas 2024 2023 Flxed assets Tangible assets Investments 15 16 629,721 307,595 106.004 288.130 937,316 394.134 Current assets Debtors Cash at bank and in hand 17 522.130 4.074.668 317,871 3,445,931 4,596,798 3.763,802 Liabilities Creditors,. amounts falling due withln one year 18 { 285,571) { 235,892) Net current assets 4,311,227 3.527,910 Total net assets 5,248,543 3,922,045 The funds of the ¢harity Unrestricted funds Designated funds Restrict8d funds 2,006,976 2,439,122 802,445 2.010,174 633.219 1.278,651 19 5,248,543 3,922,045 The financial statements have been prepared in accordance with the provisions applicable to cornpanles subject to Ihe small companies reglme. The )7nancial statements were approved by the Board of Trust88s on behalf by: 2024 and were signed on Its Heather Brewster- Chairperson Marilyn Mohan - Traasurer Company Number.. 03491237 The notes fom part of these financial statements 25
Ploneerlng Care Partnershlp Cash Flow Statement For the year ended 31 March 2024 2024 2023 Notes Cash flows from operatlng actlvitie5: Cash generated from operations 24 1,133,116 442,434 Net cash provlded by operating actlvltles 1,133,116 442,434 Cash flows from Investing activltles.. Purchasé of tangible fixed assets Interest received Interest paid { 561,135) 5Q,229 (3,473) (11.673) 14,450 Net cash used In investing actlvttles { 504,379) (729) Change In cash and cash equlvalents in the reportlng perlod 628,737 441,705 Cash and cash equlvalents al the b6ginning of the reporting period 3,445,931 3,004,226 Cash and cash equivalents at the end of the repDrtlng period 4,074.668 3,445,931 26
Ploneering Care Partnership Notes to tho flnancial statements for th8 year ended 31 March 2024 Accountlng PollGles 1.1 Basls of prèparatlon of finaneial statements The flnanclal statements have been prepared in accordance with Arxountlng and Rep¢rUng by Charities: Statement of Recommended Practice applicable to chadues preparing thelr accounts in 8ccordance wEth the Financi81 Reportlng Standard applicable In the UK and Republlc of Iland (FRS 102) issued In October 2019, the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102), the Charities Act 2011, the Companies Act 2006 and UK Generally Accepted Practice. Pioneerlng Cara Partnershlp megts the definition of a public benefit entity under FRS 102. Th8 financial statements are prepared on a going concem basis under the historical convention, modified to include certain items al fair value, The financlal statements are prepared in sterting which is the functional currency of thé charity and rounded to the nearest £. Thè significant accounting policies applièd in the preparation of thes8 financial statements are set out below. These policies have been consist6ntly appli&d (o all years presented unless otherwise stated. 1.2 Golng concern The financial statements have beèn prepared on a going concern basis. The Trustees (Company Directors for the purpose of Company law) have reviewed and considered relevant informalion, including the annual budget in making their as58ssment. Based on thesè assessments, given the measures that could and will be undertaken to mltigate the cuent adverse conditions, the curr8nl resources available and new projects already confimied for 2024-25 th8 Trustees have concluded that they can continue to adopt the going concern basis in preparing the annual report and accounts. 1.3 Fund accounting Unrestricted funds can be used in accordance with th8 charltable objectives at the discretion of the trustees. Designated funds comprise unrestricted funds that have been set aside by the trustees for particular purposes. The aim and use of each designated fund is 56t out in the notes to the financial statements. R8Stricted funds can only be used for parttcular restricted purposes specrfied by the donor or wh8n funds are rais8d for particular restrlcted purposes. Further explanation of the nature and purpose of each fund Is included in the notes to tha flnancial statements. 1.4 Income All incoming resources are included in the Statement of Financial Aclivili8s when the charity is legally enlillgd to the income after any perfomiance conditions have been met, the amounl can be meaSud rellably and it is probable that the income will be received. Income from charitsble activities includes income recelvgd under contract or where entitlement to grant funding is subjact lo specific perfomance conditions and is rècognised as earnad. Grant income included in this category provides funding to support performance activities and is recognised where there 15 entitlement, certainty of ceipt and the amount can be measur8d with reasonable certainty. Income received to deliver services over a specific period wvering more than one financial y8ar is accounted for over the specif p8riod- related expenditure is accounted whan incurred. 27
Pioneerfng Care Partnershlp Notes to the financial statements (Contlnuedj for the year ended 31 March 2024 For donations to be recognised the charity will have been notified of the amounts and th$ Sgtllemenl date In wrltlng. Interest receivable on funds held on deposit is included when receivable and the amount can be measured reliably by the charity. this is nomally upon notlftcallon of the interest paid or payable by the bank, 1.5 Expenditure and Irrecoverable VAT Liabilitias are recognised as expendlture as soon as there is a legal or constructive obligation comrnitling the charity to that expenditure, it is probable that a transfer of economi¢ benefits will bg required in settlemenl and the amount of the obligatlon can be measured reliably. Expenditure is accounted for on an accruals basis and has been classifiéd under headings that aggregate all cost related to the Galegory. Where costs cannot be directly attrlbuted to partlcular headings they have been allo¢ated to actlvlties on a basls consistent wilh the use of resources. The charity is partially exempt for VAT and input VAT not recoverable is charged to management and administration costs. 1.6 Support cost allocation Support costs are those that assist the work of the charity but do not directly represent charitable activities and include office ¢ost5. governance costs, and admlnlstratiV6 payroll costs. They are incurred directly in support of expenditur8 on the objects of the charity. 1.7 Tanglble fixed assets Tangible fixed assels are stated at cosl (or deemed cost) or valuatlon less accumulated depreciation and accumulated Impalrment losses. Cost includes costs d1CY attrlbutab16 to making the asset capable of operating as intended. Depreciation Is provided at the following annual rates In order to write off each asset over its estimated useful Ilfe. Improv9ments to prop@rty Hydrotherapy pool Equipmanl 611A on cost 20°h on cost 20tyk . 33% on cost Assets Costlng less than £1,500 are not capilalised. 1.8 Investments Investments are recognised inits'ally as fair value which is normally the transaction price excluding transaction costs, Subsequently, they are m8asured at fair value through Statement of Financlal Activities. 1.9 Debtors and creditors Debtors and ¢reditors with no stated interèst rate and recelvablè or payable wtthin one year are recorded at transaction price. Any losses arising from impairment are rocognlsed in the income statgment in other operating expgnses. 28
Pioneering Care Partnarshlp Notes to the flnan¢ial statements (Gontlnued) for tho year endéd 31 March 2024 1.10 Financlal Instruments The charitable company only has financlal assets and financlal Ilabllltles of a klnd that qualify as basic financlal Instruments, Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value with the exceptSon of bank loans which are subsequently measured al amortised cost using the effecliv8 Interest method. 1.11 Taxation The charity is an exempl 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. 1.12 P9nsion Costs and other post-retirem8nt benefits The charitable company operates a defined contribution pension scheme. Contributions payable to the charitable cOmpanS pension scheme are charged to the Statement of Financial Activities in the period to which they relate. 1.13 Leaslng Rentals payable under operating leas8 contracts are charged to managemenl and support costs on a straight Ilne basls over the term of the contract. The Charity oxlended its18ase wilh Durham County Council on the Pioneering Care Cenlre during th8 year ended 31 March 2011, The Council will now lemiinate the lease in 125 years from April 2010. Leasehold property improvements capitalised aft8r the extension of th818ase will be apprais8d on an individual project basis and wll be depreciated according to the Charlty's assessment of their useful economic life. 1.14 Significant judgements and estimatlons In th8 application of the charity's accounting pollcles Iha trustees are required to make ludgoments, estimates and assumptions about the carrying amounts of certaln assets and liabllltles, The estimates and associated assumptlons are based on historical axperience and oth6r factors that are consider8d to be relevant. There ar6 no significant judgements ara 8Stimations. Legal form Pioneering Car8 Partnership is a Company Limited by Guar8nte9 registered in England and Wales. Every member of tho company undertakes to contribute to the assets iflhe companyls wound up while helshe is a mgrnb8r or within one year of ceasing to be a member, such amount as may be required not exceeding £1. The address of the registered office is given in the charily information in th8 referenc& and administration pages of these financial statements. 29
Ploneerlng Care Partnershlp Notes to the financial statements (Contlnuedj for the year ended 31 March 2024 statement of financial actlvllies for the prior year Unrestrlcted Designaled Restricted funds funds funds Total 2023 Total 2022 Notes Ineomg frorn: Donations Charllabl8 activities Grant income Contract Income Trading aclivities Investmènt income 18,805 18,805 21.903 40,473 2.177,856 433,955 14,450 230,591 271,OS4 1,176.870 448,288 2,626,124 2,449,979 2,265 436,220 416,692 14.450 3,759 Totsl Income 2,685,539 681,124 3.366,663 4,069.203 Expenditure on: Raising funds Investment manager costs Trading adivilies Charitable aclivitles 3,000 23.494 2,337,360 3.000 3.000 23,494 13,324 1,510,456 3,850,236 3,077,607 2,420 Total expendlture 2,363,854 2.420 1,510,456 3,876,730 3,093.931 Net loss on investm8nts (17,077) (17,077) Net Incornelexpenditure before transfers 304,608 (2.420) (829,332) (527.144 } 989.099 Transfers 19 (9,638 > 9,638 Net incomelèxpenditure 294,970 (2,420) (819.694) (527,144) 989.099 Reconclllatlon of funds Total funds brought forward 1,715,205 635,839 2.098,345 4,449,189 3,480,090 Total funds carrfed forward 2,010.175 633.219 1.278.851 3,922.045 4,449,189 Donatlons and legacles 2024 2023 Donatlons and gifts 2,557 18,805 2,557 18,805 30
Pioneerlng Care Partnership Notes to the financlal statemenls (Continued) forthè year ended 31 March 2024 Income from charltable actlvlties 2024 2023 Grants Contracts 202,909 271.064 5.003.973 2,626,124 5,206,882 2,897.188 Analysls by fund: Unrestricted funds Restricted funds 4,404.436 2,218,329 802,446 678.859 5,206,882 2,897.188 other Irading activltles 2024 2023 Hydropool takings Rents and Service charges Fées and room hir& Therapy income Cla&88s and courses Coffee shop Options Fundraising 13,864 312,402 26,340 ,962 1,193 38,523 16,743 7,678 35,124 304.967 42.495 3,969 639 24,869 13,208 10.949 423,705 436.220 Investment income 2024 2023 Bank Inter8St receivable Investment income 43,728 6,501 9.147 5,303 50,229 14,450 Ralslng funds 2024 2023 Coff@e Shop Hydropool malntenanca Investment manager 19,537 6,388 3,000 15,522 7,972 3,000 28,925 26.494 31
Ploneering Care Partnership Notes to the financial statements (Continued) for the year ended 31 March 2024 Charftable actlvltlès Costs Dlrect cosls Support costs 2024 2023 Salarles & related costs Room hlre Travel and sub5iStence Activity expenditure Payments to Partners Miscellaneous Office Cosls Training Rent and rates Marketing Legal and professional Bank charges Depreciation Irrecoverable VAT 2,983,965 32,711 54.977 375.825 265.976 17,444 252,302 29,401 112,660 16,222 69,819 3,473 27,419 59,424 12,791 2,996,756 2,486,163 32,711 27.371 60,304 73,752 375,825 268,176 265,976 408,267 19,537 45, 254.984 253.375 29,401 46,694 125.063 106,341 16,222 37,581 76,819 81,581 3,473 3.506 27,419 32.853 59,424 44,533 5.327 2,093 2,682 12,403 7,000 4,301.618 42,296 4,343,914 3,850,235 Analysis by fund: Unrestricted funds Restrfcted funds 2.687,164 2.339,780 1,656,750 1,510,455 4,343,914 3,850,235 10. Support Costs 2024 2023 staff costs Premises ¢OSts Travel costs Office costs .Governance costs 12,791 12,403 5,327 4,747 7,028 47.351 2,363 2,249 6.845 42,296 58.808 11. Governance costs 2024 2023 Trustee expenses Audlt fee 28 7,000 545 6,300 7,028 6.845 32
Pion88rlng Care Partnershlp Notes to the financlal statements (Continued) forthe year ended 31 Maroh 2024 12. Net incomel{exp8ndlturel Net incomel{expenditure) is stated after charging: 2024 2023 Fees payable to the Company's auditor Depreciation Operatlng lease rentals- property Operating lease rentals- equipment 7,000 27,419 32,560 5,400 6.300 32.853 29,321 5,698 13. Audltors, remuneratlon 2024 2023 Fees payablé to the charltls euditors for Ihe audit of the charity's annual accounts 7.000 6.300 14. Analysis of staff costs, trustee remuneratlon and expenses, and the cost of key management personnel 2024 2023 Wages and salaries Soci81 securlty Costs oth8r pension costs 2.706.883 2,274,165 208,267 172,735 78,614 72.635 2,993,764 2,519,535 The average monthly number of employee5 durlng the y8ar was as follows.. 2024 No. 2023 Chief Executive Senior Managers Quallty, HR & Flnance staff Adrninlstration & support Other project staff. etc 18 95 15 84 129 113 33
Pioneerlng Care Partnership Notes to the flnancial statements (Contlnued) for the year ended 31 March 2024 14. Analysls of staff Costs, trustee remuneratlon and expenses, and the cost of key management personnel (Conlinued) The number of employees whose annual remuneration was £60,000 or more were: 2024 No. 2023 £70,000 to £80,1]00 The charity trustees were not paid or received any oth6r benefits from employment in the year (2021 £nil). Three trustees were reimbursed expenses during Ihe year of £28 (2023 - £545). No charity trust86 recerved payment for professional or other services supplied to the charity {O- £nill. The key management personnel include the Chief Executive, Executive Leads and Project and People Managers. Tha total employee benefits of the key management personnel of the charity were £349,146 (2023 - £257.739) 34
Pioneerlng Care Partnership Notes to the financial statemenfs (Contlnued) for the year ended 31 March 2024 15. Tanglble fixed assets Office Equipment Improvements Hydropool AUC Total Cost At 01 Aprfl 2023 Additions Disposals 38,655 209,511 42,589 41,829 497.590 508.546 551,135 { 69,840) (41,829) At 31 March 2024 37,343 252.100 508,546 978,886 Deprèciation At 01 April 2023 Charge Disposals 36,008 2,336 (1,312) 145,903 14,350 41,829 391,586 27,419 { 69,840) 141,829) At 31 March 2024 37.032 160,253 349,165 Net Book Value At 31 March 2024 311 91,847 508,546 629,721 At 31 March 2023 42,396 63,608 106,OCM All fix8d assets are for dlrect charitable use. During the year ended 31 March 2011 an extenslon to the Pioneering ca Centre was completed. The extension was developed by County Durham Council under a partnership agreement with PCP and was funded by th8 Communlty Assets Programme via The Blg Lottery. As part of thls partnershlp agreement, on ompl8llon of the building, Durham County Council adjusted the terms of the lease of the Pioneerfng Gare Centre to PCP to a long-temi leasehold of 125 years, starting in April 2010, at a peppercorn renL Leasehold property improvements capitalised after the exlension of the lease will be appraised on an indivldual projeGt basis and will be depreclated according to the chartty's assessment of their useful economic lrfe. 35
Plone8rlng Care Partnership Notes to the flnanclal statements (Continued) forthe year ended 31 March 2024 16. Flxed asset Investment5 Llsted Investments Cash in portfollo Total Cost orvaluatlon At 1 April 2023 Additions Disposals Realised investment Income Investment Manager Fees Valuation gainsnosses 256,029 45.118 (38,352) 32,101 (45,118 > 38,352 6,511 (3,000) 288.130 6,511 13,000 } 15,954 15,954 At 31 March 2024 278,749 28,846 307,595 Llsted equlty Investrnents that are traded on a quot8d market are held at falr valug detemined by reference lo the quoted price for identical assets in an actlve mark8t at the balance sheet date. 17. Debtors: Amounts falllng due within one year 2024 2023 Trade debtors Prepayments and accrued income other Debtors 414,794 105,771 1.565 211,356 105.115 1.400 522,130 317.871 18. Credltors: Amounts falllng due wlthln one year 2024 2023 Trade creditors Social security and other taxes Other creditors Accrued 8xpenses Deferred inct)me 83,636 82.951 17,267 101,256 461 79,100 66,901 15,095 68.334 8.462 285,571 235,891 36
Pione8rlng Care Partnership Notes to the flnanclal staternents (Gontinued) for the y8ar ended 31 March 2024 19. Statemant of funds or the ear ended 31 Marc 2024 Balance at 1 April 2023 Balance at 31 March 2024 Investment Income Expendlture galnsllosses Transfers Unrestrlcled funds General funds 2,010,174 4,342,316 < 2,716,089) 15,964 (1,645,390) 2,006,975 Deslgnated funds Hydrotherapy pool renewal Centre renovation Project fund 161,065 438,222 33,932 (161,0651 174,363 612.585 1,792,605 1,826,537 Total Unrestricted funds 2.643,394 4.342.316 { 2,716.089) 15,964 160,513 4,446.097 Restrlcted fund Hydrotherapy pool 71,925 Growing Our Communlty 6,534 RCG Mapplng Grant 134.612 Befri8nding 3,405 Safe Haven 97,204 Healthwalch CIC . 10,175 Covid 19 Resillencg Hub 271.307 Befriendlng Research ProjeGt 432.998 Young Adults Support Café 5,478 LD & Autlsm Research 169,585 Welfare Roadshow 5,000 Lottery developrnent Alliance work 22,908 Stockton Resilience ProJe¢t 10,000 stocklon Covid Champions 34,526 Options Social Club 2,994 GAMP Lunch Club Grant 124,776 (8,576). (188,125) 6.534 92,656 1,190 95,023 10,175 212.863 233,353 4,519 78.562 (41,956) (2,758) (451,200) 754 449,019 {210) 630,111 (688,557) { 199,645) (959) (91,023) (6,026) (25,657) (8,182) { 125,126) (5,570) { 1,515) 1.026 2,749 122,900 5,922 7,575 25,865 58.165 3,346 6,060 Total restricted funds 1,278,651 1,341,057 (1.656,750) (160,513) 802,446 3,922,045 5.683,373 { 4,372.839) 15,964 5,248,543 Total Reserves 37
Pioneerlng Care Partnershlp Notes to the flnancial statements (Contlnued) for the year ended 31 March 2024 19. Statement of funds Icontlnued) Fo the ear8 ded 31 Marc 023 Balance at 1 April 2022 Balance at 31 March 2023 Investment Income Expendlture galnsllosses Transfers Unrestricted fund8 General funds 1,715,205 2,685.539 (2,363.854) (17.077 } (9,638) 2.010,175 Deslgnated funds Hydrotherapy pool renewal Projecls Centre Renovation 161,065 36,352 438,222 161,065 33,932 438,222 (2,420) Total Unrestricted funds 2,350.844 2,685,539 { 2,366,274) { 9,638) 2,643,394 Restricted fund Hydrotherapy pool 80,643 Growing Our Community 6,533 RCG Mapplng Grant 152,823 Befriending 5,888 Safe Haven 104.003 Healthwatch CIC 13,416 Healthwatch England 947 Covid 19 Res[llen Hub 1,081,665 Befriending Research Project. 322,950 Options Grant 9.005 Young Adults Support Café 9.096 This Girf Can 1,337 LD & Autism Research 222,642 Welfare Roadshow 5,000 Lottery developmgnt Alliance work 50,000 stocltton Resilience Project 16.693 Stockton Covld Champions 15,704 Options Social Club 300 100 (9,018) (604) (18,211 } (2,986) (326.860) { 3,241) (947) (810.358 } (105.143) (9.0051 (5.583) (1.337) { 53,057) (13.026) (27,092) (17.e41) (101.178) (5,189) 71,925 6,534 134.612 3,405 97,204 10,175 505 274 320.061 209 271.307 432,998 215.191 1.965 5,478 169,585 5,000 22.908 10,000 34,526 2,994 5.000 8026 10.300 120,000 7,933 648 250 Total restrlcted funds 2,098,345 681.124 { 1,510.4561 9.638 1.278,651 4,449,189 3.366,662 { 3,876,730 } (17,077) 3.922.045 Total Reserves 38
Plon88ring Care Partnership Notes to the financlal statements (Continued) forthe year ended 31 March 2024 19. Statement of funds (Contlnued) Centre Renovation fund is the amount set aside for the planned replacement of Ihe Hydrotherapy pool and to provide an extension for the Options Room 8t the Pioneering Care Centre. Project fund Is Trustees approved the 2024-25 budget whlch included ullllsation of surplus across a number of prol6Ct areas which provides agreed additional capacity and resources to support people in our community, The Befriending project offers face lo face and virtual support to local p8ople aiming to tackle isolation and reduce feelings of isolation. PCP secured funding for COVID 19 Rèsilience Team (Durham) to help provide access to timely and local support for COVID-19 specific mental health and emotional wellbeing needs within County Durham, The Research Teams underlake specific community research to support a co-ordinated and evidenced basad approach fo servic8 development. Topics indude befriending and peer support,18aming disability and autism. and the affect of COVID. Young Adults Support Café provides an opportunity for young adults to socialise, dévelop resilience and work on coping strategies to aid positive mental health. Lottery development Allianc8 work - PCP secured grant funding from the National Lottery to work wlth Publi¢ Health, Integratad Commissioning and the voluntary and community sector explorfng th8 Potenlial of a poverty & health alllance, The Stockton Resllience Project offers support to help increase emotton81 and mental resilience in response to Long COVID and the irnpacts of isolation, shlelding and government restrlctions. The Stockton COVID Community Champions programme supports publ1¢ health messaging to dispel myths and help community underslandlng. OptEons Social Club is a member led evening activlty providing adults with learning and physical dlsabllltles to socialise. Welfare Roadshow is a grant to deliver 3 events across the GAMP area, thes8 events supported local people affected by welfare reform and the associated issues Such as 8mployability, poverty and housing, along with other concerns. GAMP lunch club is a grant to deliver a series of 4. 8-week courses, aimed al supporting residents within the GAMP area. Th8 courses wll be supporting those who have b&n impacted by both lh8 cost-of4iving increases and who are still feeling tho impacts of the Isolation causad by COVID. Growing our community was forrnerly the Dementia Friendly Gardening grant whlch was received from Durham County Council10 5UPPOrt the Dementia Friendly C8fé. 39
Ploneerlng Care Partnership Notes to the financlal statements (Continued) for the year ended 31 March 2024 RCG Mapping Grant - PCP secured resource to support the development of Infonmation platfomis for Children and Young People and Adults to support the work of County Durham's Mental Health Partnership and the Resilient Communlties Group. This grant was awarded lo enable scoping, testing and developmenl prior to launching a platform (websit&) for use by local people. This work was du8 to fully commence at the end of 2019-20 but was delayed due to COVID-19. Saffj Haven - as part of a natlonal NHS Transfomiallon pilot PCP has been commissioned to develop 'Safe Havans. across the cornmunities of County Durham and Darlington. This work was due to commence at the end of 2019-20 but was delayed due to COVID-19. Healthwatch CIC relates to funds transferred to PCP during 2016 following the closure of the organisation. 20. Analysis of net assets For the gar ended 31 h 2024 Unrestrlcted Restrlcted funds funds Total Fixed assets Investments Nel current assetsllliabilities) 629.721 307,595 3.508,782 629,721 307,595 802,445 4,311,227 4,446,098 802,445 5,248,543 the ear 8n 31Ma 023 Unrestricted Restrlcted fund$ funds Total Fixed assets Investments Net curr8nt assetsl(Ilablllties) 106,004 106,004 288,130 288.130 2.249.260 1.278,651 3,527,911 2,643,394 1.278,651 3.922,045 40
Piona8rlng Care Partn8rship Notes to the flnanelal statements (Continued) forth8 year ended 31 March 2023 21. Penslons The charity operates a defined contribution pension plan for its employees. The amount recognised as an expense in the period was £78.614 {2023- £72,635). 22. Leasing agreements Land & bulldings 2024 2023 Other 2023 2024 Expiring.. Within one year Between one and flve years In mor6 than five years 32.560 31,380 106 29,321 7,854 107 5.400 7,833 5,698 9,034 64,046 37,282 13,233 14,732 23. Related party disclosures There were no related paty transactions for the year ended 31 March 2023 (2022- non6>. 24. Reconciliation of net Income to net cash from operatlng activities 2024 2023 Net incomel(expenditure} for the reporting period (as per the stalement of finandal advlties) Adjustments for: Investm8nt Income Interest payable Dapr8ciation charges Unrealised (losses)Igains on investments Decr8as81(Increase) in debtors Increasel(deGrease) in creditors Movement in cash 1,326,498 (527.144 } (50,229) 3.473 27,419 (15.954) (204.260) 49.679 (3,510) { 14.450) 3,506 32,853 17,077 878,88ti 54,016 { 2,303 > Net cash provided by operating aGtivities 1,133,116 442,434 41