2021-03-31-accounts

Annual Report and Accounts

REACH LEARNING DISABILITY 2020/21

Supporting people with learning disabilities in Nottinghamshire All Part of Life Project 2020/21 16

Who We Are and What We Do

Contents

3 Who We Are and What We Do

3 Where We Work

4 Chairman’s Report 5 Chief Executive’s Report

6 Financial Review 7 A Strategy for Impact and Growth 2020 - 2023 8 People with Learning Disabilities in Nottinghamshire

10 Our Crisis Response 12 Carers Matter Project 13 Average Weekly Client Facing Hours

Reach’s overall goal is to enable people with learning disabilities in Nottinghamshire to achieve a good life in the community. The charity started life as Southwell Care Project in 1999, set up by parents who were worried about the lack of local services for their family member with a learning disability. We now reach people from across the county, supporting 250 regular clients a week at our centres.

Our day centres are Reach Mansfield, Reach Newark, Reach Southwell, Flower Pod Southwell and Flower Pod Newark. We normally offer over 60 weekly courses at our centres as well as socials and supported volunteering. In March 2020, the advent of the coronavirus pandemic caused us to temporarily close our centres. During 2020 we have offered our alternative delivery programme which comprised online courses and socials, delivery of activity and wellbeing packs and telephone welfare calls. In more normal times, outreach

courses create further opportunity to gain vital skills and confidence, as do our popular holidays and trips.

Our domiciliary care agency, Reach Learning Disability Care CIC, provides high-quality one-to-one care support for people with learning disabilities. In 2018 this service was rated ‘outstanding’ by the Care Quality Commission (CQC) – less than 4% of adult social care organisations achieve this.

We also run best practice projects to enable people with learning disabilities and their families to achieve a better quality of life. Examples of three such projects can be found on pages 12, 17 and 26. We are also starting to address the need for quality accommodation in the county. More information about our Southwell Accommodation Project can be found on page 28.

14 Fundraising Statement

16 Partner Story

17 All Part of Life Project

18 Volunteer Stories

19 Centre Focus

26 ROSE Project 28 Southwell Accommodation Project 29 Accommodation Story

30 Reach Learning Disability Care CIC 31 Reach Learning Disabiltiy Staff Training Story 32 Structure, Governance and Management 35 Officers of Reach Learning Disability 36 Company Particulars

Accounts

37 Annual Accounts

53 Our Supporters and Partners 56 Accreditations, Awards and Membership

Where We Work

Who We Are and What We Do 2020/21 3

16 All Part of Life Project 2020/21

Chairman’s Report

It goes without saying that the dominant feature of the year has been the pandemic; its impact on our clients, their families, our staff and our volunteers. Our task has been to make the loss of activities and social contact as bearable as possible whilst keeping the strictest of regimes in terms of infection control. The solution initially was virtual learning and social activities backed by online and telephone contact. Fortunately, in Summer 2020, we began to offer outdoor face-to-face activities again and, a year on, life has begun to return to something approaching normality.

Of course, our domiciliary care service could not be discontinued in any way and it is to the team’s great credit that standards were maintained over this extended period of disruption. After a long wait for the Supreme Court ruling on the Royal Mencap Society v Tomlinson-Blake sleeping nights case, it was a great relief when the threat of potentially devastating unfunded back pay liabilities were taken away. However, it will always remain Reach Care’s policy to do the right thing by our care support staff who provide the highest quality one-to-one care for our clients in the community.

From its inception more than 20 years ago, Reach has set out to achieve the highest standards possible in its operational efficiency and in its empathetic and deeply caring approach to clients and their families. As we have become larger and more complex we have sought to stay flexible and agile so that we can respond effectively to changing needs. These strengths have been tested to the full by the pandemic and we have come through with flying colours, stronger in every way. My thanks to Steve and his management team for a truly outstanding year of service delivery and financial management.

Sadly, not all of the founding Trustees are still with us and it is with deep regret that I have to report the death of Ann Best, the best ambassador we’ve ever had. There have been many occasions when we despaired, but her enthusiasm and unwavering support always kept us going.

Harking back to our beginnings is relevant in another way. The main purpose then in setting up the charity was to establish homes in Southwell so that people with learning disabilities could live there independently, supported by the community they knew. It therefore comes as a great relief to me personally, as a parent of a son with a learning disability, a founding Trustee and Chairman for the last 20 years, to know that we are at long last on the cusp of fulfilling that purpose. The campaign to raise the necessary funds is approaching its target thanks to the exceptional generosity of so many friends and supporters, and of course, the skill and perseverance of our fundraising staff. It will establish an asset to the community as well as increasing the financial strength of the charity. My intention is to retire when the contracts for the building works are signed, safe in the knowledge our children and those of others for generations to come will be cared for in the best possible way.

Finally, I would like to acknowledge the tremendous support and encouragement I’ve received from Trustees past and present and to wish Reach continued success in the future.

David Thompson

Chairman

Chief Executive’s Report

This has been a strange and challenging year in many ways but, as usual, our organisation has responded magnificently to safeguard the wellbeing of our clients, volunteers and colleagues alike. Our wonderful day centre teams have made thousands of home deliveries and telephone calls and delivered hundreds of Zoom sessions over the year to support families. Our Carers Matter Project Manager has been invaluable over the year offering extra support at a very difficult time for many households.

Despite all the challenges we have faced this year, I am proud to report that we improved our Investors in People rating to Gold and, once again, achieved The Trusted Charity Mark, Level 1.

We are now incredibly close to achieving our fundraising target to build our long-awaited supported living accommodation which will accommodate 12 clients. We are about to start the procurement process for a main contractor, and we hope to commence construction at the beginning of 2022. Exciting times indeed for Reach and the many families who may benefit from this unique rural project.

work and commitment to the cause. This ethos is now so embedded in the organisation that it will live on as part of his legacy.

Recently, we lost a wonderful colleague and friend of Reach. Chris Lathlane started at the charity the same day as I did, in 2007. She was a constant source of support, wholeheartedly throwing herself into every new project and initiative for 13 years. Her seemingly limitless energy and enthusiasm for everything we did typified all we would expect in a Reach colleague. She will be greatly missed by all at Reach and our wider community.

Our domiciliary care company, Reach Care, rated ‘Outstanding’ by the CQC, in 2021 continues to set the benchmark for quality in the sector. Like many other care providers, we have struggled to recruit enough quality staff to meet the escalating demand for our service. Hopefully, the recent political acknowledgement of the need for a properly funded social care system will, in the future, help relieve the situation. In the meantime, my heartfelt thanks go to all our Care Support Workers and their amazing management team for their continued commitment to deliver the highest quality of care.

We continue to develop our Flower Pod horticultural centres at Southwell and Newark and look forward to opening our new classroom building in the coming weeks at Newark. These outdoor activity centres have been immensely important during the pandemic, offering a safe and therapeutic environment for clients at a time of much uncertainty.

Lastly, I would like to acknowledge the exceptional ongoing support of all our staff and volunteers who have worked immensely hard over the last year to support and protect our clients and their families from the effects of the pandemic. Also, we could not have achieved anything like the outcomes we have without the amazing support of external funders who responded so quickly with financial support to the voluntary sector.

Our founding Trustee and Chairman has announced his retirement from Reach. David Thompson has successfully steered the organisation through many challenging times, not least this past year. As well as nurturing and developing the Trustee body to be fit for the strategic challenges ahead, he has also been a great mentor to me personally as we have, together, taken the charity from humble beginnings to the robust, resilient and responsive organisation that Reach has become. High quality service has been David’s watchword since the start and our continual development without any diminution of that quality is a testament to his hard

Emerging Stronger – Growing Together, we will achieve our vision!

Steve Shatwell

Chief Executive

Chief Executive’s Report 2020/21 5

4 Chairman’s Report 2020/21

Financial Review

This financial year has been unprecedented due to the pandemic. Through our agile approach we have been able to adapt our critical services to guarantee income, manage overheads and secure grants and funding to come through this in a positive position.

Reach’s consolidated accounts show a net income of £2,915,688, an increase of 13% on last year and a surplus of £650,280, with an unrestricted component of £260,759, increasing our unrestricted funds to £793,261 – a 49% increase from last year.

Our restricted funds have increased to £526,201 as a result of further funds being received towards the cost of building our supported living accommodation in 2022.

Principal funding for Reach Learning Disability, the charity, has continued to come through its charitable activities. With our alternative delivery plan of activities, and a phased return of service users to Covid-19 secure day centres, we have been able to retain our personal budget income from Nottinghamshire County Council, together with our maintained contract with their adult learning service (Inspire Learning).

The Fundraising Team have been extremely successful in securing funding through a crisis appeal and applying to Trusts for significant grants. Our project funding from both the National Lottery Community Fund and Samworth Foundation Young Voices has continued into this year.

Our expenditure across the charity was tightly managed during the year whilst accessing government grants totalling £72,255.

The staff of our domiciliary care business, Reach Learning Disability Care CIC, worked relentlessly during the pandemic. Although client support hours were lower than last year, we managed to negotiate enhanced rates for some clients; these rates and level of service allowed us to maintain a turnover of £1,421,291.

Government grants added £40,776 to the CIC’s income during the year.

Through the controlled management of our direct costs and overheads, both our gross and net margins increased on last year. This has resulted in a donation to the charity of £158,600, an increase of 61%. We see this as being an exceptional result for this year, with margins returning to pre-pandemic levels next year as we reinvest in our staff welfare, training and new rented office space.

Reach Cafe CIC ceased trading during the financial year and the company is now dormant.

A one-off 2% bonus was paid to eligible staff in recognition of their hard work and commitment during the pandemic.

Our cash balances total £1,024,373 at the year end, a movement of £762,580 during the year, with £526,201 restricted in use. These financial results give us a platform for the next year when our ambitions continue and we focus on Emerging Stronger – Growing Together.

A Strategy for Impact and Growth 2020 - 2023

The Issue

Barriers to Inclusion

People with learning disabilities are at higher risk than other people of poor physical and mental health, loneliness and social exclusion.

Low self-esteem, low confidence, poor skills, negative perceptions, lack of opportunity.

What We Offer to Achieve Change

Our Vision

• Courses and social activities

A community where people with learning disabilities can make a good future for themselves – a safe, healthy and happy life filled with purpose, achievement, opportunity and friendship.

• Outreach courses around the county

• One-to-one care support

• Supported volunteering opportunities

• Volunteer led activities

• Supported holidays and trips

• Accommodation solutions

• Family support

Our Mission

• Special projects to tackle exclusion.

We work to achieve an enduring and positive impact by supporting all those who place their trust in us – people with learning disabilities, their families and carers. To accomplish this, we will bring together the support of extraordinary people in our community and the imagination, skills, commitment and compassion of our team.

Our Strategic Direction for Growth 2020-23

• Reach more people

• Increase delivery of activities & services to achieve impact

• Introduce new services to meet identified needs · Continue innovating new solutions to promote inclusion.

• Difference Made

• More people with learning disabilities and their families will have: · More independent lives with greater voice and choice · Improved physical and emotional health

• The skills and knowledge they need to stay safe

• · More opportunities to participate in community life.

Impact More people with learning disabilities in Nottinghamshire achieve a good life in the community.

Critical to Success

Our Values

• Everything we do should inspire trust and confidence

• Expert, knowledgeable, caring staff

• We all need to feel safe , encouraged and valued

• Dedicated volunteers including peer mentors

• Welcoming, accessible venues

• Everyone has the right to aspire

• Understanding individual needs takes time and care

• Engaged community and funders

• We all have the right to share in the life of the community

• Strong networks and partnerships

• Person-centred, creative, flexible approaches

• The voices of people with learning disabilities AND their

• families must be heard

• Reliable income streams

• Effective infrastructure

• Our commitment to high standards must underpin all that we do.

• A learning culture.

A Strategy for Impact and Growth 2020 - 2023 2020/21 7

6 Financial Review 2020/21

People with Learning Disabilities in Nottinghamshire

About the people we support

There are around 16,000 adults in Nottinghamshire with a learning disability (Nottinghamshire Joint Strategic Needs Assessment: Learning Disabilities 2019). Even in more usual times, people with learning disabilities face disproportionate risk of disadvantage, for example:

• Poor quality healthcare causes health inequalities and avoidable deaths (The 2018 Learning Disabilities Mortality Review [LeDeR]).

• One in four people interviewed for research said they didn’t have any friends (‘Loneliness & Cruelty’, Gravell 2012).

• Studies suggest the rate of mental health problems in people with a learning disability is double that of the general population (Cooper, 2007; Emerson & Hatton, 2007; NICE, 2016).

• The pandemic has highlighted how this ongoing level of disadvantage makes people with learning disabilities even more vulnerable during difficult times. People with learning disabilities in England are eight times more likely to die from Covid than the general population. Among

Covid patients with Down’s syndrome, for example, the risk of dying from the infection was 36 times higher than in the general population (Study from the London School of Hygiene & Tropical Medicine, Oxford University and Public Health England).

As Reach staff describe throughout this Annual Report, our engagement with clients and carers this year has led to greater insight into the lives of the people we support. Highlighted issues include:

• How quickly social isolation, loss of friends and routine can impact on people’s emotional and physical wellbeing.

• Feeling ignored and isolated – media discussion rarely focused on the plight of people in the community who relied on day service and one-toone care support.

• Digital exclusion – some people felt excluded from the emerging online communities and struggled to access services and information online. Some people

• needed support to access and interpret vital public health information and its relevance to them. Feeling trapped indoors – not everyone could get to safe, accessible outdoor spaces.

• Many of our clients were deemed clinically vulnerable or clinically extremely vulnerable.

• Many carers were also in these categories. They needed support to navigate difficult decisions about shielding and its impact on family wellbeing.

• Some people have missed their health checks and routine appointments.

• We heard from families in crisis who needed support for the first time. This included older parents with a son or daughter in their forties and fifties. We are also aware that a cohort of young people will have missed vital education and therapeutic support during the past year.

• Families expressed concern about the longer term future and the need to make robust plans.

Testimony from our clients and carers about their pandemic experiences can be found on ‘Our Stories’ page on our website. We are also pleased to have taken part in several county-wide and national consultations, enabling our clients and carers to have their voice heard, for example: ‘Coronavirus and People with Learning Disabilities Study’– Chris Hatton (Manchester Metropolitan University), Richard Hastings (University of Warwick) and the Project Team.

As I live on my own the support I get from Reach makes me feel not alone and that I have plenty of support.”

Client and Carer Survey December 2020

To find out more, visit our stories webpage

All Part of Life Project 2020/21 16

16 All Part of Life Project 2020/21

Our Crisis Response

Risks

Aims

Basic needs not met

Reduce trauma Reduce negative effects of social isolation Reduce risk to physical health Facilitate maintenance of pleasant home environment Reduce risk to mental health Improve digital competency. Improve coping skills & resilience

Negative impact of social isolation

Distress, trauma & anxiety leading to behaviours of concern, family breakdown & possible urgent need for hospital/residential care

Output (Activities) Input

Input (Resources required)

• Helping clients & carers get online & enjoy being • Partnership working part of new ‘digital community’ • Re-introduction of face-to-face courses blended

• • New online courses, socials & information with online delivery resources • Films, case studies, participating in listening

• • Filmed tutorials & courses events & consultation, liaison with decision

• • Telephone welfare calls makers: enabling voice of people with learning • Preparation and delivery of learning & wellbeing disabilities and their families to be heard packs • Support for volunteers to stay in touch &

• • Doorstep & garden visits connected with Reach • Bespoke support for clients & families in crisis • Support for staff. • New online & face-to-face socials & support for family carers. See Carers Matter Project page on page 12

• • Socially distanced walks; managed visits to centres

• • Practical help to ensure basic needs met

• • Signposting

• • New Covid-19 security measures • Increased outdoor activities: fast-tracking Flower Pod Newark

• Experienced, knowledgeable, dedicated, creative care support & centre teams

• Expert staff able to coordinate crisis response

• • Supporters, funders, commissioners & decision makers

• New digital equipment & software

• • Our new van! • Volunteers • Flexible but robust infrastructure: physical spaces; compliance framework

• • Existing project funding

• • New emergency funding • Inspire Learning contract • Personal budgets.

People have the skills, connections and knowledge they need to cope better in challenging times now and in the future

Reduced or delayed risk of needing further support and intervention from primary & secondary health services, social care or other

Overall enduring impact

• Flexibility of our existing funders, including The National Lottery Community Fund, Samworth Foundation and the Masonic Charitable Foundation

• Everyone who took part in virtual events

• Our expert staff team and dedicated volunteers

• Our Big Give Christmas Challenge 2020

• Our Partners like Newark and Sherwood District Council, Nottinghamshire County Council and Inspire Learning

All of this was made possible thanks to:

• Individuals and local organisations who supported our community appeal

Declining physical and emotional health Lack of accessible, relevant information & support Digital exclusion – exacerbating other identified risks

Need for safe, accessible outdoor exercise spaces.

The difference we made to individuals

People stayed safe, well & connected

Able to find information and get timely support

Improved digital competency & confidence Communication skills maintained/improved

Reduced isolation; social connections & friendships sustained/developed

People said they felt happier & healthier

Voice, experiences & view heard at local & national level.

Improved communication and relationships with the individuals and their families.

• Covid-19 specific grants from the National Emergencies Trust, The National – Coronavirus

• Lottery Community Fund Community Support Fund, CAF Coronavirus Fund, The Julia and Hans Rausing Trust, The Thomas Farr Charity, The Jones 1986 Charitable Trust and The Edward Gostling Foundation.

Our Crisis Response 2020/21 11

10 Our Crisis Response 2020/21

Average Weekly Client Facing Hours

Carers Matter Project

What we did for carers during the pandemic:

Catherine Shatwell Carers Matter Project Manager

My personal experience as a carer to my son and my late brother-in-law helps me to understand the issues faced by carers today. I have well-established relationships with many of our clients and their families from my work as Centre Manager at Reach Newark and Reach Mansfield, supporting carers with direct payments and coordinating client holidays. These experiences really highlighted the urgent need for more in-depth support for carers.

Thanks to a three-year grant from the Nottinghamshire Freemasons in March, we launched our ‘Carers Matter’ project supporting carers aged 50 years+ of people with learning disabilities.

The funding arrived just in time. When the pandemic struck, lockdown put carers at a greater risk than ever of feeling isolated and for some, excluded from the new digital society springing up around them. Carers were worried about missing out on support, feeling exhausted and being forgotten.

Thanks to the funding, we were able to quickly put measures in place to support family carers’ physical and emotional wellbeing.

I recently supported Cheryl to arrange urgently needed respite care for her son Ricky and supported her to plan for the family’s longer-term future.

Catherine is my lifeline and without her and my daughter’s support I would not be able to focus on anything. I have held things in for so long but trusted Catherine to support me and we regularly talk and I know I can ring her if I need to.” Cheryl, family carer to Ricky

• Made regular telephone welfare calls

• • Hosted one-to-one video conference calls via Zoom and Microsoft Teams

• Arranged garden visits and socially distanced walks

• • Enabled carers to have their voice heard with local and national statutory bodies

• Delivered care and wellbeing packs

• Created an informal Reach family carers network including access to a closed Facebook group

• Held coffee mornings and online social events including virtual afternoon teas to bring carers together to share experiences and provide mutual support

• Delivered Caring for Carers flowers and doorstep chats

• Signposted to important health messages including vaccine entitlement and changes to restrictions during the first lockdown for people with learning disabilities and their carers

• Provided support with benefit applications and appeals.

The grant from the Nottinghamshire Freemasons has enabled us to respond flexibly throughout the pandemic and lever in additional funding. This includes grants from an anonymous funder and from Persimmon Community Champions to purchase supplies for virtual afternoon teas.

To find out more, visit our Carers Matter webpage

Reach Learning Disability Day Service Hours

----- Start of picture text -----
MAR CH 2021 517
MAR CH 2020 1353
MAR CH 2019 1305
MAR CH 2018 1264
MAR CH 2017 1232
MAR CH 2016 1021
MAR CH 2015 950
MAR CH 2014 750
MAR CH 2013 706
MAR CH 2012 548
----- End of picture text -----*

• Our 2020/21 weekly day service client-facing hours are lower than in previous years due to our centres delivering services in alternative ways to meet people’s needs during the pandemic. Not reflected in this total are the hours of engagement and support offered to families, nor the bespoke one-to-one support provided to people with – learning disabilities in crisis details of which can be found throughout the Report and on our website.

----- Start of picture text -----
Reach Learning Disability Care CIC
Care Support Hours
MAR CH 2021 1699
MAR CH 2020 2030
MAR CH 2019 1861
MAR CH 2018 1770
MAR CH 2017 1537
MAR CH 2016 1050
MAR CH 2015 780
MAR CH 2014 405
MAR CH 2013 250
MAR CH 2012 102
----- End of picture text -----*

• Our 2020/21 weekly care support hours are lower than in previous years due to providing care to fewer families, as some needed to self-isolate, and the sad loss of two clients in the previous year who had required round the clock care.

Care support hours include sleep and waking night shifts.

12 Carers Matter Project 2020/21

Average Weekly Client Facing Hours 2020/21 13

Fundraising Statement

Our approach

It has cost the charity £852,637 to provide services to people with learning disabilities this year. Approximately £559,000 came from personal budgets, trading, contracts and business grants. We need to raise the balance and additional project funding through fundraising. Fundraised income includes grants, donations from organisations and individuals, events, individual sponsorship, and corporate sponsorship. This income enables Reach to develop and deliver bespoke, personcentred activities.

Fundraising activity is managed by a small fundraising team who also coordinate marketing communications for the entire charity including website and social media platforms. All appeals are managed in-house. Appeal communications are with people who have opted in to receive appeal information and via local media. Taking part in national virtual events like the 2.6 Challenge helped to replace lost events’ income and enabled us to hone our digital communication skills.

We strive to achieve a good return for our time and resources, to meet the charity’s current financial needs whilst developing income streams that will support future activities. The main focuses of activity are: applications to grantmakers; offline and online engagement with individual supporters; working with community groups and companies to raise funds; building productive relationships.

The advent of Covid-19 necessitated adapting our approach during 2020/21. Most of our planned community and events fundraising was of course cancelled. Our trading income was also affected. But we knew that our clients and families needed our delivery colleagues to respond flexibly and creatively. It was also vital to keep the charity on a firm financial footing during volatility and uncertainty. We achieved this by:

• Working with existing funders to see how their funding could initially help our teams’ response to

urgent needs.

• Running our own public Crisis Appeal raising over

• £15,000 from generous local people, organisations and community groups.

• Taking part in national virtual fundraising events like the 2.6 Challenge.

• Targeted applications to special Covid-19 funding.

We are proud of securing funds that enabled our delivery colleagues to help clients and their families stay as safe, well and socially connected as possible through the pandemic.

We owe a huge debt of thanks to our funders and supporters who have been alongside us through this difficult year.

In December we reached our £40,000 Big Give Christmas Challenge target. Through this national matched funding campaign, we raised funds for our new online services and support. By the end of 2020 we were able to return to our original plan of commencing fundraising for our Southwell Accommodation Project. With the support of Trustees and generous donors, the fundraising began in earnest. A year later we are not far off our original £1.4m target thanks once again to the support of our community and local and national grantmakers.

Voluntary scheme for regulatng fundraising

Reach complies with current fundraising regulatory standards. We are registered with the Fundraising Regulator and are committed to the Fundraising Promise and adherence to the Code of Fundraising Practice. We subscribe to the Fundraising levy. Information about the Code is provided in training to staff, volunteers and third parties involved in our fundraising. A link to the Fundraising Regulator’s website is provided on our website.

All privacy notices including our supporter privacy notice are available on our website or from the fundraising team. We do not swap or sell our supporter data.

Supporters can change communication preferences at any time. We comply with General Data Protection Regulations, working with colleagues to review and improve policies and procedures.

We will continue to work to ensure transparency about how we fundraise.

Complaints and compliance

Our Fundraising Complaints Policy explains how an individual can complain. This is available on our website. We received one complaint in 2020/21 concerning the messaging of an appeal on Instagram. We have used the learning to inform future appeals. Staff and volunteers are made aware of our policies and procedures pertaining to fundraising including complaints, ethical fundraising, data protection, and safeguarding of vulnerable people. This happens through inductions, team meetings, emails from the Fundraising Team and training.

The Fundraising Team use a specialist fundraising database to ensure compliance with GDPR and the Fundraising Code of Practice and related regulations and laws including those on direct marketing.

Monitoring activities

• Other staff members and volunteers also help with fundraising. Planned activities are clarified and supervised by the Fundraising Team with training, advice and guidance provided.

• Service level agreements or contracts are in place with third parties, proportionate to our relationship and any expected return. These outline key responsibilities, timelines, milestones, target income, handling and processing of monies, data protection and confidentiality, complaints process, and how our relationship with the third party should be described. We ensure that correct safeguards are in place with parties that are fundraising on our behalf. We explain to them about the Code of Fundraising Practice, data protection, safeguarding and ask them

to confirm their compliance.

• Trustees are informed of performance against fundraising plan and budget at quarterly meetings, and also kept apprised of emerging risk relating to fundraising. A dedicated fundraising committee oversees fundraising for our accommodation project.

• • Fundraising staff undertake regular training and professional development. They can access an online portal of training and access fundraising specific training from specialist providers. Our Fundraising Director is a member of the Institute of Fundraising. She leads the team to regularly review compliance and practice, to address training needs, and to deliver fundraising training and updates to all staff, Trustees, volunteers and partners as appropriate.

Vulnerable people

Our Ethical Fundraising Policy includes our approach to the protection of vulnerable persons. This policy was updated in 2021 by a Trustee group and the Fundraising Director. Both policies are available on our website or from the Fundraising Team. All Fundraising staff and volunteers undertake safeguarding training every year and regularly seek advice from colleagues with expertise on issues relating to vulnerable people.

Summary of Fundraising Objectives

• Secure £250,000 in revenue income and small capital grants, including multi-year grants Secure outstanding balance for build stage of accommodation project Achieve robust return through grants and thirdparty support

• Grow diversified, unrestricted income streams to ensure stability and sustainability; build on learning and connections from accommodation campaign Increase annual income from regular giving by 40%; pilot regular giving campaign Communicate our impact and stories.

Julia Sandhu, Fundraising Director

Fundraising Statement 2020/21 15

14 Fundraising Statement 2020/21

All Part of Life Project

Partner Story – Newark and Sherwood District Council

Reach has worked closely with Newark and Sherwood District Council (NSDC) for many years, working together to find creative, mutually beneficial solutions to problems that benefit our clients and the wider community.

A few years ago, our increasing client numbers in Newark meant we urgently needed new premises. Discussion with NSDC ultimately led us to take over the day-to-day management of a community centre in Hawtonville. This provides us with a spacious and well-resourced centre during the week, creates a new income stream from hiring out the facilities whilst maintaining a community asset for the benefit of local people during evenings and weekends.

Last year we again worked with the District Council to take on the management of another valuable local asset – a community garden close to our Reach Newark centre. Our new Flower Pod Newark outdoor centre will offer Newark clients the therapeutic benefits of nature and create new volunteering opportunities for local people. At the same time the site has huge potential for increasing biodiversity by transforming part of a ‘green corridor’ connecting domestic gardens, contributing to environmental sustainability.

Nature is a common theme in our relationship with NSDC. Flower Pod Newark’s ‘Walk & Grow’ Project was funded by a grant from Active Notts, in which Newark and Sherwood District Council is a partner. The funding enabled clients to increase their daily steps in a therapeutic outdoor environment. Elsewhere, clients have enjoyed being part of the District Council’s contribution to local and national initiatives like community litter picks and wildlife counts. Working in partnership means that we can offer our clients the chance to become active, engaged citizens alongside other local people.

NSDC is also supportive of our new work to provide housing solutions. Their agreement that our Southwell accommodation could represent the affordable housing element of a new development is a creative solution to a national issue. We have also worked with the Council to initiate a housing solution for two clients in need in Newark.

The opportunities Reach provides for its clients are invaluable, allowing them to reach their full potential, take part in lots of creative activities, make new friends and learn new skills. We are pleased to have been partnered with Reach for several years. The group is an integral part of our community and makes a significant contribution to the achievement of the Council’s Community Plan Objectives.” Councillor Tim Wendels, Chair of Homes and Communities at Newark and Sherwood District Council

Our van, funded by TNLCF which we took delivery of in March 2020, was a game-changer. Thanks to the flexibility of TNLCF, I immediately looked at how we could best use the van to support people with learning disabilities and their families during the early weeks of the pandemic. I worked closely with centre teams and Reach Care staff, delivering wellbeing and activity packs and keeping in touch with clients and families. The van became a well-known sight about Nottinghamshire, very much loved by everyone at Reach.

Alongside this, I continued to develop relationships with local groups and businesses. I also put new communication channels in place to keep in touch with volunteers, including a closed Facebook group, weekly email bulletins and telephone chats, Zoom socials and filmed tours of our sites.

Wayne Wilmot Volunteer Manager

By autumn, I began supporting volunteers to gradually return to centres safely. I am proud of how we supported volunteers during the pandemic and how they continued to support us: from joining online classes and socials via Zoom to building a self-composting toilet at Flower Pod. Thank you to all our volunteers – we couldn’t do it without you.

Our ‘All Part of Life’ Project, funded by The National Lottery Community Fund (TNLCF), aims to develop volunteering at Reach. The second year of our 5-year project started very differently to the way we had planned.

Key Achievements in 2020/21

• Production and distribution of new Volunteer Handbook

• Preparing for assessment process for volunteer specific quality standard

Piloting Volunteers’ Driver scheme and rota – we now have three regular volunteer drivers and are gradually growing the team

• Online training for volunteers rolled-out

New Volunteer Strategy created

• Exploring potential to increase green volunteering in the north of the county

• New policies and procedures implemented

• Re-engagement with local agencies and partners on shared initiatives such as Volunteers’ Week and green community participation schemes

• Working with Flower Pod Newark Centre Manager to recruit, induct and train new volunteers and peer volunteers.

Ben loved the Zoom chats – a real highlight during lockdown. He liked getting the garden packs and watching them grow... He also liked seeing Wayne when he dropped off the garden packs.” Sue and Tim, Ben’s parents

To find out more visit our All Part of Life webpage

All Part of Life Project 2020/21 17

16 Partner Story 2020/21

Volunteer Stories

Ben’s Story Reach Newark Volunteer

I was a Community Support Worker in Newark for a few years prior to retirement. It was in 2014 I started volunteering for Reach in Newark. Before that my life ranged from power industry engineering in the UK and overseas, forestry care and even the aircraft industry. I could go on and on, however, as my grandchildren would say “oh dear he’s off on one again.”

Volunteering for Reach has given me a special lease of life during retirement. Clients can enjoy a great deal from volunteers with a wide experience of life knowledge and skills.

So far I have supported clients in Pottery, Film and Photography, Art and now Computing. Oh, and before lockdown, don’t forget Fun and Fitness.

The pandemic meant that people couldn’t meet at the centre. That was hard for everyone so when an opportunity to participate in Friday Zoom sessions cropped up I jumped at the chance. This was brilliant for keeping the Reach community connected.

Clients and staff have become like a family to me. I have thoroughly enjoyed giving time to supporting class sessions and other activities such as outings. I have enjoyed and admired the passionate, professional, caring and fun way that Reach use individual skills and care with clients.

When I see these happy, laughing, thoughtful faces, volunteering for Reach has definitely been one of the best decisions I have ever made.

Phil’s Story Flower Pod Volunteer

Phil has been volunteering with Reach for four years. He started as a volunteer at Reach Newark, taking on responsibility for tasks such as setting up and clearing classrooms before and after sessions. As his skills developed and he grew in confidence, he asked to take on more responsibility and extended his volunteering to Flower Pod Southwell and, more recently, Flower Pod Newark. At both of the Flower Pod sites he undertakes gardening tasks and acts as a peer mentor to other clients.

Phil loves the social aspect of volunteering and the chance to learn new skills – he enjoys passing on his knowledge of gardening and showing others how hard work can bring about great results in the garden.

I have made lots of good friends volunteering at Reach. It is very important and I like feeling useful.” Phil

“Phil is always keen to help others and is a genuinely kind person. He is a great ambassador for Reach and enjoys introducing new volunteers to the wide variety of volunteering opportunities available.” Wayne, Volunteer Manager

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that Zoom would be the most effective platform for delivery of online courses and socials. Matt has extensive experience as a Tutor for Reach so his planning was informed by knowledge of our clients and how they like to learn and participate.

I am proud that a large proportion of the individuals and families we support needed no further involvement from the Local Authority, and of those that did need further intervention, it was only for light touch support.

One of my personal learning curves was supporting our Chief Executive in his discussions with the Local Authority. I feel that the pandemic has helped us to explain our work to Commissioners, and highlight how we support our clients to overcome barriers to inclusion in a way that brings a good social return on investment.

Chantelle Welsher Group Manager – Client Services

The temporary closure of our centres due to the pandemic was unfortunate but necessary. We realised that we really needed somebody to lead a holistic response and restructure our day centre services accordingly. That’s where I came in!

The process of engaging with our clients and families in new ways meant that we have gained a higher level of insight into their needs. We have built many good, positive working relationships because of our new communication channels that we have developed due to the pandemic.

Our starting point was to undertake thorough risk assessments with clients and families to understand level of risk using a traffic light system. We contacted every family individually to run through a number of questions which we combined with our existing knowledge of clients’ individual situation and needs. We worked closely with the community learning disability team to ensure those who needed the most support and whose needs were urgent were prioritised. We then put in place an Alternative Delivery Plan (ADP) to provide vital support, supplies and online learning and social activities for all clients. We moved very quickly on this and by 6th April 2020 our new delivery was in full swing, helping to keep people safe, well and connected.

Over and above managing our ADP, my new role has focused on streamlining processes and procedures and embedding best practices across the centres. Each of our centres has its own personality, but we know that where we do something well, we want to make sure that clients who attend all of our centres benefit from that. Staff training days focus on standardisation with a particular focus on when individuals use more than one centre.

We have faced challenging times but our creative and resourceful staff have found ways to keep reaching our clients and families and I wish to extend my thanks to them.

Based on advice from Matt, our IT Manager, we decided

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18 Volunteer Stories 2020/21

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Reach Mansfield Maria Williams, Mansfield Manager

Although the Covid-19 pandemic forced us to temporarily close Reach Mansfield in March 2020, we didn’t let that stop us! Thanks to Mansfield Rotary Club and the Armchair Club, we took part in a sponsored swim at Water Meadows in October 2020. It was great to be able to enjoy a positive, covid-secure event in our local community.

We have been so impressed by the optimism and resilience demonstrated by our clients and their families over the last year. For example, despite feeling confused and isolated at the start of the first lockdown, Reach Mansfield client Adam was recently presented with a

During the pandemic, Amelia joined in with Reach Mansfield’s online classes as well as taking part in a weekly one-to-one Zoom call or socially distanced walk (weather permitting!).

During lockdown, at a time that was confusing with no routine for all of us, I can safely say you and your team saved us and Amelia’s lives. The amount of calls, Zooms, work packs, quizzes, one-to-one walks and the distanced gift you dropped off absolutely kept us all going.

We couldn’t have got through this time without you and I can’t thank you enough for the lease of life you continue to give Amelia.”

Katie, Amelia’s mum

Courage Award because of his positive outlook on life and how he coped with the impact of lockdowns and restrictions. We attended the award ceremony via Zoom and Adam received his award virtually, which was a first for all of us!

Adam featured in a Reach film during the first lockdown to demonstrate how it was affecting people with learning disabilities which can be viewed on Our Stories page on our website.

Thanks to a grant from the Nottinghamshire County Council’s Local Improvement Scheme COVID-19 Community Fund, the Freemasons of Mansfield Town and the Tesco Bags of Help Covid-19 Communities Fund, we put bespoke support in place for our Mansfield clients. This included activity packs to promote enjoyment of digital social activities. Importantly, delivering the packs meant we were able to have a doorstep chat to check in with people to see how they were coping. Staff were able to then put additional support in place, such as socially distanced walks or one-to-one Zoom sessions for people we could see were struggling to cope.

We were delighted to be able to begin welcoming our clients back to Reach Mansfield in August and are glad to now be offering a diverse timetable of face-to-face and online activities to our clients.

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package delivered by Reach staff, who were known and trusted, meant we could easily identify when a family needed additional support. Sometimes this included extra phone calls or one-to-one Zoom sessions with staff. Other times it was help from our IT Manager to get connected to the internet or borrow a laptop to take part in online activities. Getting support in place quickly made it easier for clients to adjust to accessing our new alternative service developed during the first lockdown. Although this proved to be very popular, the highlight for me was when we reopened the centre in September and welcomed clients back through the doors of Reach Newark.

Reach Newark Vickie Ward, Newark Manager

We continued to offer our alternative service alongside face-to-face activities in the centre with courses like our Eat-Wise Project. Social distancing restrictions meant we had to rethink some of our existing classes due to space or equipment – we reviewed our timetable with feedback from clients which led to the introduction of new courses including Educational Games and Forward Computers.

I was appointed Reach Newark Centre Manager in July 2020. I was really impressed by how the whole staff team pulled together during the pandemic. Their at ude was always “yes we can do it!” no matter what challenges we faced. When we had to temporarily close the centre, receiving a phone call or having a wellbeing

In January 2021, our Eat-Wise Project was funded by a grant from the National Emergencies Trust Coronavirus Programme, supporting clients to plan and prepare healthy meals through online cooking tutorials.

Our Eat-Wise Project really brought us together at a time when people were feeling more isolated than ever as the country headed into our third lockdown. I had never used Zoom before the pandemic and I must admit I did feel anxious! But I was able to take my skills and experience as a tutor and apply them to an online setting. With 45 clients online at once it was very busy and could be noisy at times.

We delivered ingredients to each client before the Zoom session and recipes were carefully planned to ensure there was something for everyone. Receiving the food parcel each week gave people something to look forward to – not just clients but family carers too. Another parent said it was such a joy for somebody else to source the ingredients as she had been cooking each week with her son and was running out of new ideas. The fantastic feedback we’ve received from clients and families about this project made me feel proud to be a part of it.

Tina, Eat-Wise Project Lead

I was a little worried for my daughter as she thought the noise level would be too much – at first she didn’t want to take part. However she really engaged in the sessions and ended up cooking a meal for the whole family. Tina managed the situation with ease.” Family Carer

You can read more about the difference this project made to Joe and his Mum on page 22.

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20 Centre Focus 2020/21

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continued to support us where possible via Zoom, we’re glad to be able to see them in person again now.

Due to the lockdown, or the need to shield, we noticed that some clients found it difficult to maintain their physical wellbeing, so keeping active has been really important to us. Moving forward we are incorporating an element of physical activity into all our activities. We enjoyed keeping active in our online Fun and Fitness class while the centre was closed. Using Zoom for our online learning and social activities was a real lifesaver. Clients were able to meet up online and we managed to keep in touch, play games and do quizzes, all from our own homes while keeping safe and well. For many Reach Southwell clients, joining in with our online activities was one of the very few interactions they had with the outside world. It made us realise how much coming to Reach means to our clients and their families.

Reach Southwell Helen Davenport, Southwell Manager

One thing we really missed at Reach Southwell over the past year is having volunteers in our centre. They really make a difference to the clients and the activities we can offer. Some of our volunteers have been with us for a number of years and know our clients really well. Others are new faces and help clients to learn about building new relationships. All of them have valuable skills and experiences to share, and although our volunteers have

The best thing about being able to re-open Reach Southwell was being together. Lockdown has been very isolating for some of our clients and seeing friends and doing normal everyday activities, like going out for a coffee, feels like a real treat. We’re making the most of every minute!

Like many of our clients, Joe found the restrictions presented by lockdown very difficult to cope with. Before the pandemic, he regularly took part in Reach Southwell’s Men’s Cooking class and bespoke volunteer-led one-to-one cooking sessions for several years. During the third lockdown, Joe joined with clients from other Reach centres to take part in our Eat-Wise Project.

The project meant we were able to help families like Joe’s to find ways to enjoy interacting with others online. Joe was able to meet new people whilst taking part in an activity he loves and is familiar with, developing his knowledge of food and nutrition and love of cooking.

You can read more about this project on page 21.

I just wanted to say thank you for including Joe in this programme. He does not usually like to do Zoom things, but he says he enjoyed the session this afternoon and we have just eaten the food and it was delicious. I felt very cared for when Project Assistant Jonny turned up on a cold dark evening with our bag of goodies. Thank you also for taking the trouble to provide gluten and dairy free ingredients – so kind of you to take that extra step. Project Lead Tina was great fun and led the session really well. We did the whole thing with my mobile phone perched in the tissue box and somehow it all worked out ok.” Alison, Joe’s mum

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Flower Pod Newark Christine Daniels, Flower Pod Newark Manager

During the early days of the pandemic, it became clear that many of our clients lack access to safe opportunities to enjoy nature and benefit from the therapeutic benefits of outdoor life. The increased demand from our clients for outdoor activities led us to fast-track our ‘takeover’ of a 1.5 acre community garden in Hawtonville in Summer 2020 which we now call Flower Pod Newark. We are grateful to the Boots Charitable Trust, and the BNA Trust whose funding has helped us to get the project off the ground in challenging times. Funding from the Charities Aid Foundation Resilience Fund helped us to deliver our crisis response activities.

With the support of our funders, clients and volunteers,

James has been attending Reach Newark since 2013 where he enjoys Fun and Fitness and Cooking. Earlier this year he joined the Mindfulness in the Garden course at Flower Pod Newark – offering a blend of horticultural and craft activities based around the natural world in the garden. James has enjoyed harvesting tomatoes and chillies from the polytunnel, making seed bundles from sunflower heads and helping to weave the sticks and twigs into the dead hedge.

I like making things and learning about flowers and plants and using them in my work at Flower Pod. The best thing about being at Flower Pod Newark is spending time with my friends.”

we have made significant improvements to the site, including clearing, sorting and creating more useable space, naturalisation of a neglected pond, the revamp of a neglected Willow Igloo and much more. We’ve already seen a marked increase in the wildlife on the site. Clients keep logs of species and activities focus on ways to protect and improve the natural habitat of the local wildlife population. We have also become the proud protectors of a three-legged hedgehog after she was rescued by the Hedgehog Protection Society. She is thriving and very happy at Flower Pod Newark.

The most important thing for me during the pandemic has been to support clients to maintain physical and emotional wellbeing. So as soon as we were safely able to, we began to bring small groups onto the site – it was amazing to watch them blossom alongside the flowers and vegetables. We have now grown our group sizes – we have lots of fun in the great outdoors.

Support from Newark and Sherwood District Council helped us to secure funding from Active Notts and Sport England’s Tackling Inequalities Fund for our popular Walk & Grow Project, which helped clients to learn about the benefits of walking, building physical skills and confidence. A grant from the D’Oyly Carte Charitable Foundation enabled us to deliver short courses focused on calming and reassuring therapeutic horticultural activities to support positive emotional wellbeing.

We’re really looking forward to the arrival of a modular building later in the year which has been donated by Premier Modular – it will be great to have the opportunity to run some of our activities inside.

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22 Centre Focus 2020/21

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Flower Pod Southwell Jane Hufton, Flower Pod Southwell Manager

One thing the pandemic brought home to us is the central role that Flower Pod plays in our clients’ lives. Re-opening helped families to return to familiar routines and provided much needed respite for carers. The bespoke support we put in place for clients led to leaps in confidence, skills, and a reduction in behaviours of concern despite the challenges and fear that many were experiencing.

Our expert staff team’s resolve, resilience and creative problem-solving facilitated the safe return of clients to Flower Pod. We piloted approaches, conducted risk assessments, and continuously reviewed and evaluated our processes and procedures to ensure our clients remained as safe as possible. One client was so excited to be back, he clapped and smiled as staff drove him onto site.

We exceeded expectations at the Southwell Christmas market, completely selling out of the beautiful festive wreaths made by Flower Pod clients and our lovely volunteers in their own homes. Bug hotels which we sold through the Minster Cathedral shop and on their website were made by fantastic volunteer Brian, who donated them to Flower Pod for clients and volunteers to fill with materials harvested from the garden. Brian said “it gave me something to do during lockdowns.” We gave him thank you flowers which he gave to his neighbour to thank her for doing his shopping during Covid-19. The great circle of Flower Pod life!

Thanks to a grant from the Screwfix Foundation and a dedicated team of volunteers, we officially opened our new composting loo. Our volunteer team included a stoic project manager, a former architect, a joiner and a bricklayer, who had worked together on the project

since July 2020. True to Flower Pod’s principles, the building was constructed using mainly recycled materials and includes pallets, sheep’s wool, polystyrene boards, a growing roof and solar lighting. This project was essential to the overall development of the site, having managed with just one toilet since 2012. The need to socially distance meant these additional facilities couldn’t have come at a better time as they enabled us to welcome more people back to site. Returning clients and volunteers have enjoyed expressing their creative sides by decorating the outside with mosaic bird-boxes. With the reintroduction of visitors to site we are proud to share this wonderful place to be.

Connor’s Story Attends Flower Pod Southwell

Connor is 23 and has been coming to Flower Pod Southwell for 3 years. He loves animals, music, snooker and dustbin lorries.

School wasn’t always the easiest place for Connor and he had a difficult transition to adult services. Cerebral palsy affects his speech and fine motor skills, and he struggles with busy environments. Connor sometimes finds it difficult to understand and to be understood. At times, Connor’s frustration levels become so significant that he struggles to cope.

Flower Pod is a safe place for Connor. We have worked with him, his family and healthcare professionals such as Speech and Language Therapy to get to know him. Some of the ways we support Connor are:

• Enabling him to communicate his needs

• Offering him choice – empowering him to select the tasks he wants to do. He now prioritises and orders what he wants to do

• Using his interests and coping mechanisms positively, giving him a voice

• Encouraging him to understand how his actions might impact on others

• Rewarding him for wise choices, for example remembering to distance and wear a mask

• Planning ahead and providing a bespoke visual timetable for the day

• • Modelling positive behaviour and appropriate language

• Being mindful of how Connor perceives situations, for example we learned that he becomes anxious if he feels he is being told off.

When Connor was doing some shredding recently, someone close by was disturbed by the noise. Connor calmly got up and closed the door to the adjoining room. This was a good example of the positive changes in Connor – he now displays empathy for other people and their own challenges.

At Flower Pod we use specialist software to help people to communicate – Connor uses an app called Widgit on an iPad to tell his family what he’s been doing. Short videos and pictures and recordings of his day help him to share, explain, and remember what he does. His mum, Sam, has told us Connor’s speech deteriorates when he is stressed, so the stories are very important to him.

Connor thinks of Flower Pod Southwell as work whilst having fun. On the days he’s at Flower Pod Southwell he’s tired physically and mentally when he gets home, and this helps him to feel relaxed and takes pressure off the family. He counts down the days until he’s back – he’s always smiling when he’s at Flower Pod Southwell. He has developed some selfawareness and patience. Because he’s better able to manage his frustration and not lash out or kick things, he has better relationships now. It’s better for everyone. He is so much calmer. What a difference! He is happier than ever, has matured and manages his frustration so much better now. I don’t know what it is you’re doing but keep doing it!.”

Sam, Connor’s mum

• Connor’s reading and writing have improved since he’s been at Flower Pod – he is more confident. He knows it’s not a problem if he doesn’t get things right first time, we just try again.

• Sam says she’s confident his needs are being met – it’s clear by the fact he can’t wait to get to Flower Pod and see his friends. He loves working with staff and they love working with him – he’s a delight!

Connor can become obsessive, so we help him to channel his interests positively. We work with him to learn more about rubbish, recycling, shredding and how to dispose of rubbish properly, without promoting the obsessive tendency of this interest. Connor sees this as part of his responsibility at Flower Pod – he knows he’s helping our community.

Connor takes enormous pride in his Flower Pod journals. They are all numbered and stored neatly. He likes to revisit them, thinking and remembering what he’s done.

At Flower Pod we provide an adult service, Connor is able to take charge of his own day, and to explore his own potential.

Connor says “I just can’t stop working here, I just can’t. I love it.”

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24 Centre Focus 2020/21

ROSE Project

Training Evaluation

Our Reach Out Stop Exploitation In response to the question “what did you find most (ROSE) Project useful?”, professionals who attended our training told us: aims to raise awareness of Being delivered by people with learning

Being delivered by people with learning disabilities, hearing their perspectives.”

sexual exploitation and how to stay safe online by delivering training and presentations to schools, colleges and health care professionals. The training is delivered by 14 Reach clients with learning disabilities who have been trained as Peer Mentors.

Having the young people involved in delivering the session as this was more impactful.” I found it useful having the mentors there to Full pg discuss their experiences.” Image

In March 2020, due to Covid-19, we had to come up with new ways to deliver the project and for the mentors to deliver their training.

How we supported our mentors:

• Moved project meetings online via Zoom

• Gave mentors opportunities to discuss increased risks of exploitation due to lockdown

• Delivered regular welfare calls and catch-up sessions to mentors

• Supported mentors to learn new technology skills.

How we adapted our training delivery:

• Stayed in touch with organisations to maintain key relationships

• Apapted training presentations to online format and delivered via Zoom

• Developed project flyer to secure bookings for online training.

2020/21 was a year of adapting, learning new skills and helping our mentors maintain their wellbeing. The ROSE Project Team’s response to the pandemic was incredible in the face of challenging circumstances. The mentors continually demonstrated support for each other and their enthusiasm, engagement and dedication really helped to keep the project moving forward.

Bridget Fisher, Project Consultant Kay Greenwell, Project Coordinator

Thank you to Samworth Foundation Young Voices Programme

• … has helped boost my confidence, I enjoy delivering the information and I feel

• proud of myself for being a mentor and part of the team.” – Anna ... makes me feel proud.” – Isobel … I know I am helping other people keep safe from sexual exploitation as well as

• keeping myself, family, and friends safe.” – Lizzie

… I know I am helping other people keep safe from sexual exploitation as well as keeping myself, family, and friends safe.” – Lizzie

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26 ROSE Project 2020/21

Southwell Accommodation Project

We are now on the brink of realising the long-held dream of Reach’s founding Trustees – to build quality accommodation for people with learning disabilities in the rural market town of Southwell.

to grantmakers and started laying plans for a community appeal. We were delighted when a local benefactor offered £125,000 as matched funding to stimulate local giving. By March we were busy working on a film to demonstrate the need for our community-based accommodation – our film can be seen on Our Stories page on our website.

National policy states people with a learning disability have a right to live independently and have a home within their local community. But research suggests there may be restricted housing options for people with a learning disability in comparison with nondisabled peers (Nottinghamshire Joint Strategic Needs Assessment: Learning Disabilities 2019). Feedback from our own clients and families is that people remain living at home with older family carers in their seventies and eighties. Others are living in short-term rental lets offering little security or stability. Families delay decisions about the future because there is no acceptable alternative.

Supporters of this project can take pride in knowing that they are helping to create a long-term asset in Southwell that will benefit people with learning disabilities and their families both today and for years to come.

We recognised that the prospective 12 tenants would need support to prepare for this big change in their lives. Beverley Rayner has taken on the role of Transitions Coordinator to support people with this process.

Beverley says: “My role is to support clients’ transition into supported or independent living environments, developing or helping them to learn new independent living skills with their current living situation.

Affordable accommodation options in rural localities like Southwell, are especially limited. It has not been easy to progress our accommodation plans due to high prices of property and land locally. However, with families facing crisis situations, we have kept on seeking creative solutions.

I work with clients to develop Individual Learning Programmes using an assessment tool based on the ‘Activities of Daily Living’ model. Prospective tenants explore and learn new skills and develop their relationships in preparation for living together.”

In the final quarter of 2020-21 we began planning our £1.4m capital campaign. We commenced applications

Since Laura’s Mum, Janie, passed five years ago, me and my son Ben have been thinking about Laura’s long-term welfare, safety and wellbeing. Knowing Laura has a safe and secure home for the rest of her life – with people and friends she has known for so long – is a burden that has been lifted from my family’s shoulders. I’m so grateful that Laura has been given this opportunity and I am also comforted that Janie will rest easy.”

Steve, Laura’s dad

To find out more visit our Accommodation webpage

Accommodation Story

Sarah’s Story Prospective Tenant

People with learning disabilities in rural localities, like Southwell, often have to move away from their community, losing friends, family and support. The prospect of this can cause years of desperate worry for families.

After Sarah moved out of her mother’s Southwell home to accommodation in Newark 26 years ago, she lived in 3 different homes, but none worked out for her. She became lonely and isolated living on her own so far from her family, and found it difficult to get along with the others in shared accommodation, returning home when things didn’t work out.

Naturally, the uncertainty and unhappiness that Sarah felt during this time has had a huge impact on her mental health. She went from being an independent young woman who travelled on her own by bus, to someone reluctant to leave her room and join in any activities.

Her mum, Ann, describes this time: “I was constantly worrying. There were always different staff who didn’t really know her. Twice we agreed with her that she would come home as she was becoming depressed. She lost her confidence and her independence.”

Happily, two years ago, Reach helped Sarah to secure a place in a rented house in Southwell, sharing with two other Reach clients, Chelsea and David. Sarah’s mental health started to improve, and she began to regain her independence skills.

Ann now says: “When Sarah moved into the house in Southwell I felt more relaxed, and felt she was getting good quality support. It was lovely to see her out and

about in Southwell, where people know her. I can see the difference in Sarah – she is more relaxed now, less tense, less tearful.”

Sarah has regained some of her confidence and enjoyed shopping and cooking with her housemates.

Unfortunately for Sarah and her housemates, the lease on her current house has come to an end and they have had to move again to another rented property. They are all looking forward to when they can live together in a long-term home with a sense of security.

Sarah’s story really gets across the difficulty of finding suitable independent living accommodation for adults with learning disabilities in the area where they were born and grew up, and how that impacts on their mental health and their families. This is why we are fundraising to build permanent accommodation in Southwell for 12 local people with learning disabilities. It will give them and their families the peace of mind that they need, knowing that they have a long-term home.”

Steve Shatwell, Chief Executive

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28 Southwell Accommodation Project 2020/21

Reach Learning Disability Care CIC

piloting Digital Care Planning, so that staff can log into an app on their phones, and issues can be reported immediately.

We have pooled resources with our day service colleagues through the pandemic and have felt the benefits of being part of an organisation with infrastructure and knowledgeable, experienced people. Some day service staff with previous care experience undertook refresher courses and supported us to address staff shortages at difficult times. Reach Care staff also supported the delivery of Reach classes via Zoom.

Recruitment remains very difficult for us and across the care sector as a whole. We continue to work on differentiating Reach from other care providers, and to explain the benefits of a Reach Care Support Worker role which include varied work, high-quality training and being part of a dedicated team.

Reach Care

Dani Noquet Registered Care Manager

This year has been more challenging than we could have ever imagined, but we have adopted the theme of Emerging Stronger – Growing Together, and it has strengthened and encouraged us to find new ways of working which improve the service long term.

Despite the challenges of the pandemic, we planned some major developments this year including:

• Setting up the supported living service in Newark for two service users in accommodation to be owned by the charity. We aim to review and expand this model in the future.

We have continued to provide essential care since March 2020, but to fewer families as some needed to selfisolate. Staff numbers were also reduced as some were furloughed because of needing to shield.

• A move to new offices in Newark to give us more space and increase our capacity to run in-house training and meetings.

Initially everyone really rallied together as we worked out how to operate, but after six months we noticed that resilience was waning, and some families and staff were struggling to cope. We addressed this by ensuring that people felt valued and less isolated. We made regular phone calls, held Zoom meetings and delivered tokens of appreciation such as a ‘Hug in a Mug’.

We have also recruited two new team members: Debbie Mirfin as Deputy Manager and Lauren Gamble as Learning and Development Coordinator. They have already made fantastic progress and have been an enormous help to me. You can read about Lauren’s work on page 31.

We have significantly increased our use of technology during the pandemic, including using Teams, Zoom, and Microsoft Forms, making us more efficient. We are

To find out more visit our Reach Care webpage

Reach Learning Disability Staff Training Story

training, some delivered by external trainers, and some by Dani (our Registered Care Manager), Debbie (Deputy Manager) and myself. These specialist courses include learning disability awareness training, mental health, dementia, epilepsy, autism, and Down’s syndrome training. Face-to-face training has an additional benefit for staff who often work alone, as it gives them the opportunity to get to know colleagues from across the organisation.

During the pandemic we recognised that staff across the organisation were at risk of declining mental health, wellbeing, and resilience. In response, we invested in Mental Health First Aid training for five employees, who are now Mental Health Champions and can share their knowledge with the rest of the organisation.

Lauren’s Story Learning and Development Co-ordinator

Training is not only essental for our CQC registraton and other accreditatons, but It also enables us to future-proof the Reach brand and promote a clear career pathway for our staf in a fercely compettve job market. As a charity, we need to ensure we get the best value for money but are stll able to provide high quality training for all staf, volunteers and Trustees.

I joined Reach in November 2020, so for me working here during the pandemic has been the norm! I was delighted when the opportunity came up to work for Reach, as I was working for another care provider with little opportunity to progress, and I wanted to work for a charity.

I report to Dani Noquet our Registered Care Manager at Reach Care, but my role covers Reach as a whole, and includes training for employees, volunteers, and Trustees. To maintain our Outstanding Care Quality Commission (CQC) rating, we need to offer a huge range of training, with each new Reach Care worker needing over 80 hours of training in their first year. In addition to this, we offer Continuous Professional Development and the opportunity to study for qualifications up to Level 4.

My first priority was the mammoth task of transferring Reach Care training data to the Adult Social Care – Workforce Data Set (ASC-WDS) system. We can now use ASC-WDS reports to identify when staff need to renew their training, enabling us to plan and assign eLearning and book face-to-face courses.

This has also enabled us to access £27,000 of free training from a new training provider, Tempest Training for accredited courses up to Level 4 through the Digital Apprenticeship Service.

We are currently using two eLearning providers – Ellis Whittam and Social Care TV. We use Ellis Whittam across both the charity and Reach Care for 80% of our mandatory eLearning, and it is currently free of charge.

In addition, we offer a wide range of face-to-face

Reach Learning Disability Staff Training Story 2020/21 31

30 Reach Learning Disability Care CIC 2020/21

Structure, Governance and Management

Head Office and Delivery Premises

Reach Learning Disability’s principal office is Prebend Passage, Southwell, Nottinghamshire. This is also our Southwell day service centre. Other sites:

Reach Newark – Hawtonville Community Centre, St Mary’s Gardens, Newark, NG24 4JQ Reach Learning Disability Care CIC – Beacon Centre, Cafferata Way, Newark, NG24 2TN (as of May 2021) Flower Pod Newark operates at a site next to Eton Court, Newark, NG24 4JB Reach Mansfield Centre – St John’s Church Hall, St John’s Street, Mansfield, NG18 1QH

Flower Pod Southwell – Home Farm, Brackenhurst Lane, Southwell, NG25 0QL

We hold the freehold title of Springfield Bungalow, Southwell. In Dec 2020 Trustees approved the business case to purchase the freehold of a three bedroom bungalow in Newark.

From May 8th 2019 to Dec 18th 2020 we held the tenancy on a community café at Coronation Street Playing Fields in Balderton – Reach Cafe CIC. The tenancy ended after we decided to cease trading.

Structure

On 1st April 2014, the charity’s name was officially changed from Southwell Care Project to Reach Learning Disability. It is a company limited by guarantee without a share capital (company number 3724275), and also a registered charity (number 1076318). It is governed by its Memorandum and Articles of Association.

On 3rd May 2011, the charity set up a wholly owned domiciliary care agency, Reach Learning Disability Care CIC (company number 07619886).

On 30th March 2019, the charity set up a wholly owned café social enterprise, Reach Cafe CIC (company number 11915426). The company is now no longer trading.

Purposes and Aims

Our charitable object is to provide support and services for people with learning disabilities (including those without a formal diagnosis, those with autism, brain damage and/or whose sensory and communication impairments present a similar barrier to quality of life as living with a learning disability) and their families and carers within a 50-mile radius of Southwell, Nottinghamshire.

Delivering Public Benefit

The Trustees have due regard to the Charity Commission’s public benefit guidance in the course of exercising powers or duties relevant to the guidance. We have referred to the guidance contained in the Charity Commission’s general guidance on public benefit when reviewing our aims and objectives and in planning our future activities. In particular, the Trustees consider how planned activities will contribute to the set aims and objectives.

Risk Management

The Trustees have a duty to ensure that appropriate procedures, processes and controls are in place to identify, assess and mitigate against the risks to which the charity is exposed, including those to provide reasonable assurance against fraud and error.

A Risk Register, which identifies the major operational and business risks which the charity faces and the actions to mitigate against them, is maintained. It is reviewed on a regular basis by the SMT and annually by the Board of Trustees. All changes to the Risk Register are approved by the Trustees.

The organisation completes individual operational risk assessments in all areas of our work including specific fundraising events and special projects. Where risks have been identified, action is taken to minimise them, and insurance cover is arranged where available and considered prudent.

Reserves

It is our policy to maintain unrestricted free reserves at a level which provides funds both to cover three months’ operating expenditure of the charity and to mitigate against financial risks in our commercial trading operations. The level of reserves is reviewed regularly taking into account strategic development plans, financial projections and related cash demands. The Trustees believe that the level of resulting free reserves is adequate and not excessive.

Governance

The Company is administered by its Council of Management (The Council), the members of which are Trustees for the purposes of Charity Law and directors for the purposes of Company Law. Senior managers report to Trustees on performance against yearly targets at quarterly Trustee meetings. These meetings are supplemented by focused meetings for all Trustees in areas such as finance and strategy every year. Further review and planning also take place at Strategy and Audit meetings with designated Trustees and the Senior Management Team. Organisational aims and objectives are reviewed every three years by Trustees and the Senior Management Team incorporating feedback from all staff, clients, family carers, volunteers and professional contacts.

Directors of the wholly owned subsidiary company, Reach Learning Disability Care CIC meet four times a year.

Directors of Reach Cafe CIC (Company number 11915426) agreed to cease trading on September 25th 2020. Council of members of Reach Learning Disability on May 10th 2021 resolved to transfer all residual assets, after satisfaction of Reach Cafe CIC liabilities, to Reach Learning Disability, which is the Asset Locked Body.

We have an 85% attendance at Board meetings. We ensure the membership of the Board comprises a good mix of the skills required to steer the organisation together with an adequate representation of family carers. Five of our Trustees have been on the Board for more than nine years. In our sector the experience of long-serving Trustees is invaluable especially at this time of our major development initiatives such as accommodation. During 2019 we adopted a policy regarding constitution of the Trustee Board. All Trustees go through a thorough induction process including ensuring their understanding of their statutory responsibilities. They participate in ongoing training relevant to our work including safeguarding and fundraising.

Structure, Governance and Management 2020/21 33

32 Structure, Governance and Management 2020/21

Officers of Reach Learning Disability

Remuneration

The Chief Executive’s salary is reviewed annually by the Chairman who makes proposals for the Board to agree. In doing so, information is drawn from the Association of Chief Executives of Voluntary Organisations’ (ACEVO) pay survey which analyses by charity income, number of employees, sector and whether it is local, regional or national. The general percentage increase awarded to the staff is also taken into account. The positioning of senior management remuneration is delegated to the Chief Executive and declared to the Board annually.

Affiliations

We are members of the National Council for Voluntary Organisations, the Association for Real Change and Attend. We subscribe to the Fundraising Levy. We engage regularly with other support agencies including our local Councils for Voluntary Service and carers’ networks.

Directors’ Responsibilities

Company and Charity Law requires the Council to prepare statements for each financial period, which give a true and fair state of the affairs of the company and of the profit or loss of the company for that period. In preparing those financial statements, the Council are required to:

• select suitable accounting policies and then apply them consistently

• observe the methods and principles in the Charities SORP

• make judgements and estimates that are reasonable and prudent

• prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in business.

The Council are responsible for keeping proper accounting records which disclose at any time the financial position of the Company and its subsidiary and to enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and of the group and hence for taking reasonable steps for the prevention and detections of fraud and other irregularities.

Signed on behalf of the Council.

David Thompson, Chairman

Council of Management

David Thompson FCA – Chair

Formerly Deputy Chief Executive and Finance Director of The Boots Co plc and Non-executive Director of Cadbury Schweppes plc. Formerly Chairman of Nottingham Building Society. Currently Trustee of the Boots Pension Fund. Formerly Chairman of The Nottingham Healthy Living Centre. Father of a son with learning disabilities.

Nick Turner – Deputy Chair

Retired local businessman. Member of Southwell Lions. Verger at Southwell Minster.

Bob Gardner

Retired Chartered Accountant. Most of career spent with three UK public companies in senior roles in finance, business development and general management. Father of a daughter who had profound and multiple disabilities.

Madeline Oliver

Former Radiographer. Mother of a son with learning disabilities.

Keith Harding

Former Operations and Marketing Executive of The Boots Co plc. Father of a daughter with learning disabilities.

Michael Davidson

Former Head of Humanities and Religious Education Teacher at Magnus School.

Pati Colman

Independent Investigator of Complaints and Employment Matters. Former Complaints Manager, Training Officer and Social Worker for Nottinghamshire County Council. Chair of the Westgate Group for people with disabilities and their families.

Julie Payne

Founder member of Westgate Group. 20 year foster carer, former chair roles at local school and Family Care adoption panel. Parent of three sons, one with a physical disability, adoptive parent to two disabled daughters and “mum” to S, who also has disabilities.

Rachel Lannon

Independent Corporate Business Consultant and Trainer with over 10 years’ experience of supporting multinational companies and statutory bodies to improve capabilities and capacity. Former Global Procurement and Operations Manager at Kodak Ltd. Former JP.

Adrian Hartley

Member of the Nottinghamshire’s Learning Disability and Autism Partnership Board, Expert by Experience working with CQC Inspectors. Former Health and Social Care Assessor with Tempest Management Training. Father of a son with complex needs.

Dr Bradley Poulson

Semi-retired Management Consultant, Academic, and Non-Executive Director. Extensive experience gained working for three of the world’s leading IT Services Corporations; and has held CIO and Executive positions within well-known high street Retail, Financial Services, and Public Sector organisations.

Paul Evans

Chief Executive of social mobility charity Leadership Through Sport & Business. Strong background in education, youth services, homelessness and mental health. Passionate about social mobility, inclusion and services that create real and lasting change in peoples lives. Fellow of the Royal Society of Arts and full member of the Chartered Management Institute.

Officers of Reach Learning Disability 2020/21 35

34 Structure, Governance and Management 2020/21

Report of the Independent Auditors to the members of Reach Learning Disability

Senior Paid Officers

Steve Shatwell Chief Executive Full time

Julia Sandhu Fundraising Director

Julia Sandhu Alison Hall Business Operations Director Full time Full time

Sharon Card Finance Director

Full time

Part time

Company Particulars

Registered Office Prebend Passage, Southwell, Nottinghamshire, NG25 0JH

3724275 Registered Number

Charity Number 1076318

Principal Address Prebend Passage, Southwell, Nottinghamshire, NG25 0JH

Beeley Hawley & Co Ltd, 44 Nottingham Road, Mansfield, Nottinghamshire, NG18 1BL

Auditor

CAF Bank Ltd, 25 Kings Hill Avenue, Kings Hill, West Malling, Kent, ME19 4JQ

Bankers

Browne Jacobson, Mowbray House, Castle Meadow Road, Nottingham, NG2 1BJ

Solicitors

Website

www.reachuk.org

We have audited the financial statements of Reach Learning Disability for the year ended 31 March 2021 on pages 40 to 52. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

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

Respective responsibilities of council and auditors

As explained more fully in the Directors’ Responsibilities set out on page 34, the Council (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view.

Our responsibility is to audit and express an opinion on the financial statements in accordance with applicable law and International Standards on Auditing (UK and Ireland). Those standards require us to comply with the Auditing Practices Board’s Ethical Standards for Auditors.

Scope of the audit of the financial statements

An audit involves obtaining evidence about the amounts and disclosures in the financial statements sufficient to give reasonable assurance that the financial statements are free from material misstatement, whether caused by fraud or error. This includes an assessment of: whether the accounting policies are appropriate to the charitable company’s circumstances and have been consistently applied and adequately disclosed; the reasonableness of significant accounting estimates made by the council; and the overall presentation of the financial statements. In addition, we read all the financial and non-financial information in the Report of the Council to identify material inconsistencies with the audited financial statements. If we become aware of any apparent material misstatements or inconsistencies we consider the implications for our report.

Opinion on financial statements

In our opinion the financial statements:

• give a true and fair view of the state of the charitable company’s affairs as at 31 March 2021 and of its incoming resources and application of resources, including its income and expenditure, for the year then ended;

• have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and

• have been prepared in accordance with the requirements of the Companies Act 2006.

Opinion on other matters prescribed by the Companies Act 2006

In our opinion the information given in the Report of the Council for the financial year for which the financial statements are prepared is consistent with the financial statements.

36 Company Particulars 2020/21

Annual Accounts 2020/21 37

Statement of Group Financial Activities for the Year Ended 31st March 2021

Report of the Independent Auditors to the Members of Reach Learning Disability

Matters in which we are required to report by exception

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

• adequate accounting records have not been kept or returns adequate for our audit have not been received from branches not visited by us; or

• the financial statements are not in agreement with the accounting records and returns; or

• certain disclosures of Council’s remuneration specified by law are not made; or

• we have not received all the information and explanations we require for our audit; or

• the Council were not entitled to prepare the financial statements in accordance with the small companies regime and take advantage of the small companies exemption in preparing the Report of the Council.

Ray Callingham (Senior Statutory Auditor) for and on behalf of Beeley Hawley & Co. Ltd

Chartered Accountants

Statutory Auditors 44 Nottingham Road Mansfield Nottinghamshire NG18 1BL

Unrestricted Restricted 2021 Total £ £ £ Income from: Notes Donations & Legacies 3 112,833 767,867 880,700 Charitable Activities 4 1,965,838 69,101 2,034,939 Other Trading Activities 5 Investments 49 49 Total 2,078,720 836,968 2,915,688 Expenditure on: 7 Raising Funds 105,704 105,704 Charitable Activities 1,701,753 447,447 2,149,200 Governance costs 10,504 10,504 Total resources used 1,817,961 447,447 2,265,408 Net incoming /(outgoing) resources 260,759 389,521 650,280 Transfers between funds (300) 300 Total funds brought forward as previously stated 532,802 136,380 669,182 Funds carried forward 793,261 526,201 1,319,462	2020 Total £ 495,230 2,079,533 2,335 66
	2,577,164
	101,189 2,281,052 9,789
	2,392,030
	185,134 484,048
	669,182

The above statement also serves as the Company's Income & Expenditure Account and the net incoming resources for the year is the excess of income over expenditure. There have been no recognised gains or losses in the year.

Date: ..............................8th November 2021....................

Annual Accounts 2020/21 39

38 Annual Accounts 2020/21

Balance Sheet as 31st March 2021

Notes Fixed Assets Tangible Fixed Assets 10 Investment in Subsidiary Co. 6 Loan 11 Current Assets Stock Bank balances Debtors 12 Creditors - amounts falling due within one year 13 Net current assets Net Assets Represented by:- 16 Unrestricted Funds General Fund Restricted Funds Total Funds Carried Forward	Group 2021 £ 297,139 25,000 322,139 1,024,373 158,282 1,182,655 185,332 997,323 1,319,462 793,261 526,201 1,319,462	Group 2020 £ 313,910 25,000 338,910 700 261,793 213,493 475,986 145,714 330,272 669,182 532,802 136,380 669,182	Charity 2021 £ 296,164 30,001 25,000 351,165 834,810 207,726 1,042,536 74,462 968,074 1,319,239 793,038 526,201 1,319,239	Charity 2020 £ 304,263 30,001 25,000
				359,264
				221,641 195,355
				416,996 86,925
				330,071
				689,335
				552,955 136,380
				689,335

These financial statements have been prepared in accordance with the special provision of part 15 of the Companies Act 2006 relating to small charitable companies.

The financial statements were approved by the Council of Management on 8th November 2021 and were signed on behalf by:

Statement of Group Cash Flows and Statement of Charity Cash Flows for the Year Ended 31st March 2021

Group Notes 2021 £ Cash used in operating activities 1 775,217 Cash flows from investing activities Purchase of fixed assets (12,588) Investment in subsidiary Interest received (49) Cash provided by (used in) investing activities (12,637) Change in cash and cash equivalents 762,580 in the year Cash and cash equivalents at the 261,793 beginning of the year Cash and cash equivalents at the end 1,024,373 of the year	Group 2020 £ 225,271 (153,927) (66) (153,993) 71,278 190,515 261,793	Charity 2021 £ 625,757 (12,588) - (12,588) 613,169 221,641 834,810	Charity 2020 £ 192,591
			(142,798) (1) -
			(142,799)
			49,792 171,849
			221,641

of the year

Reconciliation of net movement in funds to net cash flow from operating activities

Net movement in funds (as per the statement of financial activities) Adjustments for: Depreciation/impairments Interest received Decrease (increase) in stocks Decrease (increase) in debtors Increase (decrease) in creditors Net cash used in operating activities	Group 2021 £ 650,280 29,359 49 700 55,211 39,618 775,217	Group 2020 £ 185,134 16,403 66 (700) (3,181) 27,549 225,271	Charity 2021 £ 629,904 20,687 - (12,371) (12,463) 625,757	Charity 2020 £ 205,824 13,188 - (52,770) 26,349
				192,591

David Thompson - Chairman

Annual Accounts 2020/21 41

40 Annual Accounts 2020/21

Notes to the Financial Statements for the Year Ended 31st March 2021

Notes to the Financial Statements - Continued

2. Financial Performance of the Charity

1. Accounting Policies

Accounting convention

The financial statements of the charitable company, which is a public benefit entity under FRS 102, have been prepared in accordance with the Charities SORP (FRS102) ‘Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2015)’, Financial Reporting Standard 102 ‘The Financial Reporting Standard applicable in the UK and Republic of Ireland’ and the Companies Act 2006. The financial statements have been prepared under the historical cost convention.

Group financial statements

The financial statements consolidate the results of the charity and its wholly owned subsidiaries Reach Learning Disability Care CIC and Reach Cafe CIC on a line by line basis. A separate Statement of Financial Activities, and income and expenditure account, for the charity itself are not presented because the charity has taken advantage of the exemptions afforded by section 408 of the Companies Act 2006 and paragraph 397 of the SORP.

Incoming resources

All incoming resources are included on the Statement of Financial Activities when the charity is legally entitled to the income and the amount can be quantified with reasonable accuracy.

Resources expended

Expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all cost related to the category. Where costs cannot be directly attributed to particular headings they have been allocated on a basis consistent with the use of resources.

Governance costs

Governance costs include the costs attributable to the charity’s compliance with constitutional and statutory requirements, including audit, strategic management and Trustees’ meetings and reimbursed expenses. Such costs include both direct and allocated support costs.

Allocation and apportionment of costs

In accordance with the Charities SORP, expenditure has been analysed between the cost of generating funds, charitable activities and governance. Items of expenditure which involve more than one cost category have been apportioned on a reasonable, justifiable and consistent basis for the cost category concerned.

The consolidated statement of financial activities includes the results of the charity’s wholly owned subsidiary Reach Learning Disability Care CIC & Reach Cafe CIC

The summary financial performance of the charity alone is:

The summary financial performance of the charity alone is:
Incoming resources Gift aid from subsidiary company Expenditure on charitable activities Governance costs Net incoming/(outgoing) resources Total funds brought forward Total funds carried forward Represented by Restricted funds Unrestricted funds	2021 £ 1,440,149 158,600 1,598,749 958,341 10,504 968,845 629,904 689,335 1,319,239 526,201 793,038 1,319,239	2020 £ 1,121,668 98,500
		1,220,168 1,004,555 9,789
		1,014,344 205,824 483,511
		689,335
		136,380 552,955
		689,335

Taxation

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

Fund accounting

All the resources of the Company are either unrestricted funds expendable at the discretion of the Council in the furtherance of the objects of the Company, or restricted funds which are to be used in accordance with restrictions imposed by the donors.

Annual Accounts 2020/21 43

42 Annual Accounts 2020/21

Notes to the Financial Statements - Continued

Notes to the Financial Statements - Continued

3. Donations and Legacies

3. Donations and Legacies
Mr J Finn (b) The National Lottery Community Fund - All Part of Life (revenue) Samworth Foundation Young Voices Julia and Hans Rausing (a) Mrs S Barnes (b) The Blyth Charitable Trust (b) The National Lottery Community Fund - Coronavirus Community Support Fund (a) Mr D Thompson (b) National Emergencies Trust (a) CAF Resilience Fund (b) Masonic Charitable Foundation Anonymous Crisis Funder (Trust) (a) The BNA Charitable Incorporated Organisation The Thomas Farr Charity (a) The Thomas Farr Charity The Jones 1986 Charitable Trust (a) Monday Charitable Trust (Big Give Christmas Challenge Champion) Boots Charitable Trust The Chetwode Foundation (b) Edward Gostling Foundation (a) Notts County Council Local Improvement Scheme - Reach Together Nottinghamshire County Council’s Local Improvement Scheme COVID-19 Community Fund (a) The DRH No 3 Trust (b) Screwfix Foundation The D'Oyly Carte Charitable Trust (a) Active Notts and Sport England - Tackling Inequalities Fund (a) The Mary Robertson Trust (Big Give Christmas Challenge Pledger) first4care (Big Give Christmas Challenge Pledger) The David Crane Charitable Trust Severn Trent Community Fund (a) Co-op Local Community Fund - Reach Southwell and Flower Pod The Casa Stella Trust Persimmon Community Champions The National Lottery Community Fund - All Part of Life (capital) The Edna Szwarc Will Trust The Wates Foundation - Flower Pod Centre Manager LNER Customer & Community Improvement Fund The Reed Foundation (Big Give Christmas Challenge Champion) Portakabin and The Sylvia and Colin Shepherd Charitable Trust Notts County Council Local Improvement Scheme - Reach Cafe Easthorpe Common Lands Foundation Mary Potter Convent Hospital Trust Edwinstowe Lodge Freemasons No 3998 St James's Place Charitable Foundation Community Donations & Small Charitable Trusts Big Give Christmas Challenge Donations & Pledges Tax refunds Government Grants: Job Retention Scheme N&SDC Coronavirus Grants	2021 2021 Unrestricted Restricted £ £ 100,000 82,614 67,026 60,012 50,000 50,000 50,000 40,000 21,972 17,554 16,735 14,050 12,822 10,000 10,000 10,000 10,000 9,987 8,000 8,000 7,000 6,500 5,000 3,754 3,500 3,033 3,000 2,500 2,000 2,000 1,775 1,500 1,000 31,609 19,911 24,938 3,969 31,684 42,255 35,000 112,833 767,867	2020 £ 78,613 66,880 50,000 40,000 18,880 3,600 10,000 10,000 8,000 7,000 5,000 1,000 32,000 20,000 15,000 6,968 5,000 4,800 4,500 2,000 1,000 1,000 1,000 59,976 28,899 14,114
		495,230

4. Charitable Activities

4. Charitable Activities
Reach Learning Disability Care CIC Income Personal Budgets Inspire Learning Short break holidays and trips Activities less £2,000 Flower Sales Room Hire / Workshops Tours and Talks Reach Cafe CIC Income	2021 2021 Unrestricted Restricted £ £ 1,462,067 481,769 - 69,101 1,000 832 6,059 688 - 13,423 1,965,838 69,101	2020 £ 1,424,845 448,075 97,823 32,320 16,723 14,053 15,183 6,257 24,254
		2,079,533

5. Other Trading Activities

2021 2020 £ £ 2,335 2,335

Santa Run Event

(a) Crisis and Stabilisation Funding - Trusts

(b) Accommodation Project

Annual Accounts 2020/21 45

44 Annual Accounts 2020/21

Notes to the Financial Statements - Continued

6. Commercial Trading Operations

Reach Cafe CIC

Reach Learning Disability Care CIC

The wholly owned trading subsidiary Reach Cafe CIC is incorporated in the United Kingdom and pays all of its profits to the charity by gift aid. The charity owns the entire share capital of one ordinary £1 shares.

The wholly owned trading subsidiary Reach Learning Disability Care CIC is incorporated in the United Kingdom and pays all of its profits to the charity by gift aid. Reach Learning Disability Care CIC provides domiciliary care for adults with learning disabilities in Nottinghamshire. The charity owns the entire share capital of thirty thousand ordinary £1 shares.

The summary financial performance of the subsidiary alone is:

The summary financial performance of the subsidiary alone is:
Turnover Other income Investment income Cost of sales and administrative costs Net profit/(loss) Amount gift aided to the charity Retained in subsidiary The assets and liabilities of the subsidiary were: Fixed assets Current assets Current liabilities Total net liabilities Aggregate share capital and reserves	2021 £ 1,421,291 40,776 49 1,303,608 158,508 158,600 (92) 975 298,485 (269,457) 30,003 30,003	2020 £ 1,424,845 66 1,326,853
		98,058 98,500
		(442)
		1,300 185,535 (156,740)
		30,095
		30,095

The summary financial performance of the subsidiary alone is:

The summary financial performance of the subsidiary alone is:
Turnover Other income Donations Cost of sales and administrative costs Net profit/(loss) Amount gift aided to the charity Retained in subsidiary The assets and liabilities of the subsidiary were: Fixed assets Current assets Current liabilities Total net liabilities Aggregate share capital and reserves	2021 £ 24 13,399 (7,045) 20,468 - 20,468 234 (13) 221 221	2020 £ 24,254 6,331 50,833
		(20,248) -
		(20,248)
		8,347 2,152 (30,746)
		(20,247)
		(20,247)

Reach Cafe CIC ceased trading during the year.

Annual Accounts 2020/21 47

46 Annual Accounts 2020/21

Notes to the Financial Statements - Continued

Notes to the Financial Statements - Continued

7. Expenditure Analysed by Purpose

Salaries, pensions and N.I. Contract labour/IT services Advertising Training costs Travelling Rent and services Maintenance and cleaning Insurance Office equipment and repairs Printing, post and stationery Telephone/internet Website costs Software and subscriptions Professional charges Audit fee Bank charges DBS checks Depreciation of fixed assets Short break holidays and trips Clients' activities Clients' flower growing activities Direct costs of Fundraising Events Other costs Subsidiary loan write off Commercial trading operations - Reach Care Commercial trading operations - Reach Cafe	Costs of Charitable Governance raising activities costs funds £ £ £ 93,916 620,119 8,504 50,108 4,114 1,954 4,310 4,822 42,230 11,682 7,093 19,670 5,931 1,440 10,526 254 3,088 8,145 213 9,130 - 2,000 1,009 579 20,688 11,131 779 979 343 24,088 1,303,608 (7,045) 105,704 2,149,200 10,504	Total 2021 £ 722,539 50,108 4,114 6,264 4,822 42,230 11,682 7,093 19,670 5,931 11,966 254 11,233 9,343 2,000 1,009 579 20,688 - 11,131 779 979 343 24,088 1,303,608 (7,045) 2,265,408	Total 2020 £ 747,709 37,184 929 3,315 5,416 43,936 15,726 3,563 11,358 3,490 11,311 4,389 9,870 8,398 2,000 1,183 595 13,187 25,895 51,068 6,034 5,594 2,194 1,326,853 50,833
			2,392,030

The heading Salaries, Pensions and NI includes £53,865 in respect of employers NI

8. Net Incoming / Outgoing Resources

Net incoming resources are stated after charging:

Net incoming resources are stated after charging:
Depreciation Auditors remuneration	2021 £ 20,688 2,000 22,688	2020 £ 13,187 2,000
		15,187

9. Staff Numbers

The average number of employees throughout the year was as follows:

Management and administration Service delivery	2021 12 86 98	2020 12 88
		100

No employee, this year or last, had emoluments exceeding £60,000 per annum

10. Fixed Assets - Group

Cost brought forward Additions during year Impairment Cost carried forward Depreciation Brought forward Charge for year Carried forward Net Book Value At 31st March 2021 At 31st March 2020	Office Equipment £ 42,158 42,158 40,908 325 41,233 925 1,250	Other Equipment £ 22,885 (6,260) 16,625 14,488 2,087 16,575 50 8,397	Alterations to leasehold premises £ 56,855 56,855 33,879 1,641 35,520 21,335 22,976	Flower Pod £ 211,747 211,747 68,458 11,547 80,005 131,742 143,289	Motor Accommodation Vehicle £ £ 29,998 108,000 12,588 29,998 120,588 7,499 7,499 - 22,499 120,588 29,998 108,000	Total 2021 £ 471,643 12,588 (6,260) 477,971 157,733 23,099 180,832 297,139 313,910	Total 2020 £ 317,716 153,927
							471,643
							141,330 16,403
							157,733
							313,910

Annual Accounts 2020/21 49

48 Annual Accounts 2020/21

Notes to the Financial Statements - Continued

Notes to the Financial Statements - Continued

11. Loan

A loan was made to Golden Lane Housing Ltd, to assist them in the purchase of 33 Silvey Avenue Southwell, which is used by adults with learning disabilities. It is secured by a second charge on the property, is interest free and only repayable in the event of its sale or cessation of use by people with learning disabilities.

12. Debtors

12. Debtors
Reach Learning Disability Care CIC trade debtors Personal budgets Taxation recoverable Others Reach Learning Disability Care CIC donation Amount owed by subsidiary company Prepayments	Group 2021 £ 102,579 41,709 1,736 12,258 158,282	Group 2020 £ 141,409 55,955 4,594 396 11,139 213,493	Charity 2021 £ 41,709 1,736 158,600 5,681 207,726	Charity 2020 £ 55,955 4,594 396 98,500 30,197 5,713
				195,355

13. Creditors

Expense accruals Sundry creditors Trade creditors PAYE Pensions Loans	Group 2021 £ 30,066 7,000 8,204 33,820 6,242 100,000 185,332	Group 2020 £ 98,991 424 6,206 34,361 5,732 145,714	Charity 2021 £ 1,000 7,865 13,552 2,045 50,000 74,462	Charity 2020 £ 66,634 424 4,868 13,246 1,753
				86,925

14. Operating Lease Commitments

At 31 March 2020 the charity was committed to making the payment of £21,500 during the next year in respect of an operating lease expiring in 2035.

15. Payments to Trustees

No expenses were paid to Trustees throughout the year.

16. Movement in Funds

At 01.04.20 £ Unrestricted Funds General Fund 532,802 Restricted Funds 136,380 669,182 Net movement in funds included in the above are as follows: Incoming resources £ Unrestricted Funds General Fund 2,092,131 Restricted Funds 823,557 2,915,688	Net movement Transfers in funds between funds £ 260,759 (300) 389,521 300 650,280 - Resources expended £ (1,817,961) (447,447) (2,265,408)
		At 31.03.21 £ 793,261 526,201
		1,319,462
		Movement in funds £ 274,170 376,110
		650,280

Annual Accounts 2020/21 51

50 Annual Accounts 2020/21

Notes to the Financial Statements - Continued

Supporters

17. Analysis of Funds

17. Analysis of Funds
Tangible Fixed Assets Loan Cash at Bank and in Hand Debtors Creditors	General Fund £ 176,551 25,000 632,171 158,282 (185,332) 806,672	Restricted Fund £ 120,588 392,202 512,790	Total £ 297,139 25,000 1,024,373 158,282 (185,332)
			1,319,462

18. Accommodation

On 19 December 2018, Reach Learning Disability took possession of the Freehold Title of the property, Springfield Bungalow, Halloughton Road, Southwell upon which we plan to build a facility to accommodate 12 adults with learning disabilities. At this current time, the property itself is subject to an encumbrance by virtue of a Section 106 agreement which will be released once the aforementioned property has been built and is occupied. In our opinion, the value of this encumbrance equates to the open market value of the property as it stands and therefore, at this stage, the only asset value that is recognised on the Balance Sheet is in relation to capitalised costs expended in the planning and design stage.

Partners

Writing and layout: Reach staff and Beryl Pettitt Photographs: Reach Staff

Some photographs were taken before the coronavirus pandemic.

Our Supporters and Partners 2020/21 53

52 Annual Accounts 2020/21

Thanks to our Supporters

To every person, community, company and organisation who has supported our work during this difficult year – thank you. Your support has helped ensure our clients and their families have stayed as safe and well as possible.

Actons Solicitors

Active Notts and Sport England - Tackling Inequalities Fund

Allan Joyce Architects Shelagh Barnes Geoffrey Bond Casa Stella Trust Jeremy Finn CAF Resilience Fund

Dominic Joyce, Filmmaker The Hair Studio first4care

Flower Pod Composting Toilet Project Volunteer Team Freemasons of Mansfield Town Charity Committee Friends of Reach Newark

Good News Journal

Heron Food Honest Inks Cash 4 Cause Jigsaw Planning and Development Lincolnshire Co-op Community Champions

Masonic Charitable Foundation

Monday Charitable Trust

Morton, Fiskerton and Rolleston WI National Emergencies Trust Neighbourly Newark Castle Rotary Club Nottingham Folk Dance Group Nottinghamshire Community Foundation Nottinghamshire County Council - Local Improvement Scheme

Nottinghamshire Farm Women’s Club Orchestral Manoeuvres in the Dark Pat Dean and Sue Powell Persimmon Community Champions Premier Modular Prime Print Reach Bridge Club Real Deal Holidays Ridgeway Marketing Rotary Club of Mansfield

Saint Gobain Formula Newark Samworth Foundation ScreenPop Screwfix Foundation Severn Trent Community Fund Southwell & Calverton 200 Club Southwell & District Lions Club Southwell Life Magazine Southwell Torpedos Staythorpe Power Station Tesco Bags of Help Covid-19 Communities Fund David Thompson The Andrew and Edward Douglas-Pennant Trust The Blyth Charitable Trust The BNA Trust The Bramley The Chetwode Foundation The Co-op Local Community Fund The D’Oyly Carte Charitable Trust The DRH No 3 Trust

The Edward Gostling Foundation The John Starkey Charitable Trust The Jones 1986 Charitable Trust The Julia and Hans Rausing Trust The Lord Nelson, Winthorpe The Mary Robertson Trust The National Lottery Community Fund The National Lottery Community Fund - Coronavirus Community Support Fund The Poyser Fund The Thomas Farr Charity Uniper Technologies Ltd. Unite Siemens Volunteers, each and every one Waitrose, Newark

Partners

Inspire Learning ROSE Steering Group & Mentors Newark and Sherwood District Council Nottinghamshire County Council

Partners Advocacy 2 Engagement Inspire Nottinghamshire YMCA Perfect Motion ROSE Steering Group & Mentors

16 All Part of Life Project 2020/21

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All Part of Life Project 2020/21 16
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Accreditations and Awards

Membership

Reach Learning Disability Prebend Passage Southwell, NG25 0JH www.reachuk.org 01636 819066 [e-mail]

Registered Charity Number 1076318

@ReachLearningDisability @ReachLDCare @flowerpodsouthwell

reach_learning_disability flowerpod_official

@reach_ld @FlowerPodReach