ategi Annual Report & Financial Statements 2023124 We have a craft club that the people we support come along to. Here they are making a banner for the Welsh office. Hilly is supported by Hazel through Shared Lives. Thanks to living with Hazel, Hilly travelled with her and Roy to Malaysia and Australia where Hilly got to spend time with her brother for the first time in years! 1 aieae nos ## **Charity management** ## **Registered/Principal Office** Flynn House Cardiff Road Rhydyfelin Pontypridd Rhondda Cynon Taf Wales CF37 5HP 01443 484400 info@ategi.co.uk www.ategi.org.uk Charity Number: 1077595 Company Number: 02894715 ## **Investment Advisors** ## **Bankers** Ravenscroft 20 New Street Guernsey GY1 2PF National Westminster Bank PLC Canton Cardiff (A) Branch 277 Cowbridge Road East Cardiff, CF5 1WX ## **Auditors** MHA Statutory Auditors Elfed House Oak Tree Court Cardiff Gate Business Park Cardiff CF23 8RS ## **Key Management:** Kate Allen, Chief Executive Jayne Drummond, Head of Finance - resigned 30th Jun 2023 Brian Robert Blundell, Head of Finance - appointed 31st Jul 2023 - resigned 29th Feb 2024 Michael John, Head of Finance – appointed 5th Feb 2024 Laurence Taylor, Finance Business Partner Rebecca Belaidi, Head of Operations – redundant 16th Feb 2024 Karen Thomas, Head of Administration & Company Secretary Ruth Smith, Head of Human Resources & Organisation Development - resigned 15th Jun 2023 Lynn Longland, Head of HR – appointed 1st Jun 2023 Alice Peycke, Head of Business Development - redundant 1st March 2024 Richard Cox, Head of Quality & Compliance - redundant 29th January 2024 Richard Cox, Head of Services -appointed 29th January 2024 ## **Trustees** Jill Davies - Chair of Trustees Susan Ali-Shah Helen Whitfield Paul Smith - resigned 30th Oct 2023 Connor James Erika James Christopher Dowell-Bennett Beverly Mills Robert Pitt - resigned 28th June 2023 2 ## **Table of contents** **2** Charity management **5** Welcome: Chief Executive & Chair **4** Shared Lives story **7** Who we are **8** What we do ## **10** Quality Support: Priority 1 **12** A Great Place: Priority 2 **13** Future Fit: Priority 3 **14** **15** Financially Robust: Priority 4 Financial Overview **16** Co-production and Influence: Priority 5 **18** Supported Living Story **17** Management Structure ## **19** Future Fit: Our strategic priorities **20** To the Future **21** Community Support story **22** Governance & management **23** Governance -Managing risk **24** Financial Review **26** Statement of Trustees **28** Independent Auditors Report & Financial Statements ## **28** Thank you to our supporters 3 “When we first met there was an instant warming. There was a feeling of - we can do this.” - Kath, Shared Lives carer ## **Amanda, Kath & John’s story** Shared Lives In 2024, Amanda, Kath, and John celebrated a big milestone - they’ve been part of Shared Lives for 20 years! Kath and John have big hearts. They used to help children by giving them a safe place to live. After that, they joined Shared Lives to support adults moving out of big hospitals like Ely Hospital. Amanda had a tough time because she lost her family. She moved around a lot, staying with her sisters. But she needed a place to call her own. That’s when she met Kath and John. Kath and John were very kind and made Amanda feel at home. With their help, Amanda became a confident and happy woman. She’s really good at British Sign Language, this skill helped her connect with many people. Amanda loves being active. She enjoys making pottery, swimming, and horse riding. She goes to church with her Shared Lives carers every Sunday, which they all love very much. Even though it was hard at first, Amanda found a happy and safe place with Kath and John. This story highlights the wonderful journey of Amanda with the support of Kath and John, and how Shared Lives has made a positive impact on their lives. 4 ## **Welcome:** Chief Executive & Chair ## **Welcome to Ategi’s Annual Report for the year ending 31st March 2024 describing the work and achievements of our organisation during the last financial year.** We have been determined to see above and beyond the challenges that exist in the provision of social care. We all know that austerity in public services is a serious and significant problem for both the central and Welsh government and it is not going to be resolved in the foreseeable future, however with our minds set clearly on finding solutions we have not dwelled on what is hard to do, but have rejoiced in what is possible: The day to day happiness of people we support is reliant on Ategi’s workforce, the Shared Lives carers and our supporters. Whatever role you have had, we couldn’t do it without you and we thank you. - Where there have been funding limitations - we have increased efforts to find financial efficiencies, sought out fundraising opportunities and established a well-being fund to help people we support. - And, where people we support, carers and colleagues have wanted to build & strengthen relationships - we have created opportunities with informal & formal events and get-togethers helping to foster a sense of community. - Where people with additional needs have needed help to rebuild their lives - we have created professional relationships founded on trust, enabled people to engage with their local communities and empowered people to take back control of over their lives and make informed decisions. - Where technology has the potential to improve systems - we have migrated to cloud based systems to streamline information, we have enhanced our cyber security measures to protect sensitive information and we are improving our data analysis to drive up quality. Shared Lives carer, Grazelda, and the lady she supports, Wendy came along to support a local fundraising concert for Ategi! 5 stee ## **Welcome:** Chief Executive & Chair Following our 5 strategic priorities, we want our annual report to share the positive impact that Ategi has been a part of, and showcase the successes of people we support, Shared Lives carers and the Ategi team despite the challenges. With our focus clearly on supporting people to live their best lives we have not progressed steadily through year 2 of our strategy ‘Their Lives, Their Way’ we have romped through it! We have repeatedly seen Ategi people jumping hurdles and firmly pushing challenges to one side. **The day to day happiness of people we support is reliant on Ategi’s workforce, the Shared Lives carers and our supporters. Whatever role you have had, we couldn’t do it without you and we thank you.** ## **Kate Allen** Chief Executive Officer ## **Jill Davies** Chair of Trustees “I am filled with immense pride in the resilience and dedication of the Ategi team. Together we have created countless moments of happiness over the last year, and when I see the smiles of the people we support and hear their laughter, I know that really is a true sign of our success.” “As Chair of Board I have witnessed the efforts of our trustees, staff and the Shared Lives carers who together work tirelessly to enhance the lives of those with additional needs. It is a testament to our shared vision and combined efforts that we go from strength to strength in these challenging times.” 6 ## **Who we are** In 2024, Ategi celebrates a remarkable 30 years of dedication to empowering individuals and fostering positive change through our services. As a friendly and reputable charity, we take pride in delivering support of the highest quality. Our team, comprising devoted staff, trustees, volunteers, and a network of exceptional independent Shared Lives carers, works tirelessly alongside the many individuals we assist. The is Michelle and her emotional support dog, Lucky. Michelle is supported by Shared Lives carer, Juliet, in Bucks. Our commitment to nurturing our staff and Shared Lives carers is unwavering. Through meticulous recruitment and comprehensive training, we instill our core values and methodologies into every aspect of the support we offer, ensuring a consistent and compassionate experience for all. ## **Our values** ## **Ambitious** We enable people we support, employees & carers to be successful ## **Inclusive** We recognise, welcome & value differences ## **Authentic** We are fair, honest & act with integrity ## **Kind** We are considerate of others in everything we do; personalising our approach to be the best it can be **Collaborative** We are curious; we work, listen & learn with others in our journey for continuous improvement 7 ## **What we do** —_ ## **Ategi is dedicated to assisting and inspiring individuals with our services, helping them make meaningful improvements in their lives.** At Ategi, we recognise the unique needs of each individual, providing tailored support to enhance their abilities, boost their self-assurance, and promote greater self-sufficiency. The reasons for requiring support are diverse, and so is the support itself, varying according to each person’s circumstances. We deliver a variety of services across England and Wales., ## **Shared Lives** Shared Lives is a supportive family home experience for adults with additional needs, similar to foster care. Ategi matches these adults with our Shared Lives carers, who offer their homes and guidance to foster independence and skill development. The service is flexible, catering to the adult’s and carer’s needs, whether it’s for a day visit, short break, or longer stay. We offer Shared Lives in South Wales, South Gloucestershire, Central Bedfordshire, Slough, Buckinghamshire, and Southwark. ## **Supported Living** Supported Living provides assistance for adults with additional needs to live independently in their own homes. Our dedicated support workers help individuals enhance their skills and strengths, set personal objectives, and take actionable steps towards achieving them. They offer comprehensive support, whether it’s within the home or out in the community, ensuring a well-rounded approach to personal development. We offer this service in Cardiff. **----- Start of picture text -----**
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## **Community Support** Our Community Support service offers personalised assistance that encourages self-reliance and boosts confidence in the adults we assist, in collaboration with their families or social workers. Designed for adults living on their own or with family, this service provides the additional support they need to confidently make decisions and lead their lives as they choose. Our one-to-one support is committed to helping them reach their aspirations, develop new skills, explore fresh experiences, and gain more independence in their daily lives. We offer this service in Cardiff. 8 Carol has supported Annalise as her Shared Lives carer for over 10 years. Their friendship has blossomed through shared experiences and mutual interests, with travel becoming a major passion. 9 ## **Quality Support** Strategic priority 1 ## **We pride ourselves in the provision of high quality support to those who need it, and it is the priority in everything we do.** Our support is tailored to each person, placing them at the centre of their care and support plans. We strive to understand what really matters to people, recognising personal goals and work together to achieve those, understanding that the people are the experts of their own lives. During 23/24, we continued to develop our service provisions in all areas. We were delighted to be commissioned to deliver new services with Central Bedfordshire Council and Slough Borough Council. We recruited new Shared Lives carers, matched people into new placements, and started supporting new individuals through our Supported Living and Community Support Services. ## **Our Support Approach** We continue to embed our support approach through equipping staff with the skills and competence to understand and implement a Strengths Based Practice (SBP) and Positive Behaviour Support (PBS) model. Our aim is to support people to build on their skills and strengths in order to achieve what matters most to them. Strengths based practice underpins our approach to recognise and focus on the abilities and interests that people we support have rather than seeing the challenges. We see potential, talent and take a positive approach to risk management to empower people to make informed decisions and calculated risks that support personal growth and experiences. We strive to understand what really matters to people, recognising personal goals and work together to achieve those, understanding that the people are the experts of their own lives. Ty Cornel residents on a day trip to Barry Island. 10 ## **Quality Support** Strategic priority 1 ## **Quality Objectives** We invested significantly in the creation of our quality assessment framework and accompanying audit programme and it is a rolling process of assessment and reporting, feeding into planning and delivering improvement. All design and drive to ensure we are providing the best support we can. ## **The five objectives we have continue to be helpful:** **1** Our involvement makes a positive difference to the people we support. Ategi will continue to provide high quality, person centred and strengths based support to more people, in ways that work for them. **2** Quality staff supervision, management and development. Ensuring staff and carers are empowered, trained, supported, and have fulfilling roles. - **3** Record keeping is good, safe and suitable. **4** Quality decision-making informs the provision of good quality strategies and intervention. **5** Ategi is a great place to work. Staff and Shared Lives carers feel valued and are provided with the support and challenge to undertake their roles. The senior leadership team are engaged, and there is effective communication. We have continued on our digitalisation through a thorough review of our SharePoint software. We have reviewed all documentation and recording forms for our Shared Lives and Domiciliary services to ensure a consistent approach. Our services have commenced on our ‘paperless’ journey, utilising digitalisation. ## **Regulation & Compliance** During July 2023 Care Inspectorate Wales inspected our domiciliary support services providing a positive report with a silent rating of Good. ## **The themes for the inspection focus are:** - Well-being - Care & support - Leadership and management - Environment In order to achieve a good rating the inspector must feel and evidence that the services provided are successful, strong, skilful, worthwhile, beneficial, valuable, positive, thorough, useful, powerful, purposeful, used well, consistently good and effective. 11 ## **A Great Place** Strategic priority 2 ## **We want Ategi to be ‘a great place’ for people to work and for Shared Lives carers who work with us.** The recruitment of the right staff and Shared Lives carers has remained a high priority to ensure consistency and the delivery of an excellent service. ‘Being a Great Place to Work’ is always our priority to attract and retain forward-thinking, diverse staff. Over the year, our vacancy rate sat an average of 10%, well below the sector norm. This with a stabilised low turnover rate and low staff absences is a great achievement and directly reflects our commitment to employee wellbeing and paying above the Real Living Wage. Following a review of Ategi’s Senior Leadership Team and our financial position, a restructure was undertaken. This saw the removal of Head of Business Development, Head of Operations and Head of Quality & Compliance. Richard Cox was promoted into the new role of Head of Services and the new position of Service Development Manager introduced to the management team. This new role is pivotal in ensuring the ongoing high quality of services alongside supporting Ategi to extend services across Shared Lives, Supported Living and Community Support. Offering employees volunteering opportunities provides a range of benefits for the staff member, local community and Ategi. Giving Tuesday (a global initiative to use people’s individual power of generosity) inspired Ategi’s ‘Volunteering Opportunity’. This encourages and supports employees to participate in volunteer activities by providing up to 8 hours per year paid time off to work with a registered charity. Following comprehensive research a new HR & Payroll platform was introduced, replacing an outdated Sage system. As it was tailored specifically for our organisation, this has given us the ability to streamline HR processes and provide an accessible and user friendly platform for our staff that can also be accessed using a mobile app. Ategi has continued to focus on promoting Equity, Diversity & Inclusion within the organisation. We assess and review our recruitment processes using diverse materials and language to attract a wider range of candidates, ensuring all applicants have equal opportunities to apply and therefore creating a fair and equitable workplace. We will continuously look at ways to implement and promote EDI initiatives so all our employees feel valued and respected. **10%** Our vacancy rate sat an average of 10%, well below the sector norm. 12 ## **Future Fit** Strategic priority 3 ## **This year we continue our journey to ensure that we are fit for the future and are ready to embrace change.** Whilst we continue to prioritise the investment in our resources to the provision of our frontline services this year, we have also started our journey to digitalisation. We have invested in our digital strategy to continue our pathway to ensuring we maximise the benefits of digitalisation and ensure that we are equipped to operate in a digital world. We were pleased to collaborate with Digital Communities Wales to develop a team of digital champions so that we can support our staff, carers and the people we support to join our journey to digitalisation. We have invested in software to support our workforce to be more effective in the delivery of our services including a new HR database to manage leave and a CRM database to support our fundraising and Shared Lives recruitment strategies. Our ambitions to embrace assistive technology has led us to identify the most suitable assistive technologies for the people that we support. Our goal is to create an inclusive environment where everyone can thrive. We believe that the thoughtful application of assistive technology not only improves the wellbeing of the people we support but also empowers them to lead more fulfilling and lives in the communities that they live. In the summer of 2023, we were excited to work with a graduate intern from Cardiff University who worked in partnership with **----- Start of picture text -----**
Kate and Karen, Ategi senior
leadership, donating items to
the local foodbank.
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us to produce an interactive tool to establish our baseline for our carbon footprint The partnership allowed us to meet our ambition to be a climate conscious organisation that considers the impact of our decisions and actions on the environment in which we live. As we move into the next phase of our 3 year strategy to be Future Fit we will be working to establish our social impact policy so that we continue to meet our ambitions to be fit for the future and ready to embrace change! "As a trustee, it makes you feel like you're part of it and part of the Ategi family and that we’re really trying to help people get the best out of their lives." - Susan, Ategi Trustee 13 ## **Financially robust** Strategic priority 4 **Austerity is still continuing across social care contributing to a difficult financial environment and in these times difficult decisions have had to be made. However, with Ategi closely monitoring its budgets and cash position the charity has continued to improve its financial position.** Our financial success is due to efficient resource management and overall, it was a positive financial year concluding with a surplus of £84,572. New service provision in Central Bedfordshire and Slough was welcomed, although the year saw some disappointment as after 20 successful years as the provider of Shared Lives services across Rhondda Cynnon Taf (RCT) the contract came to a natural end. However, the introduction of peer-group project Support Circles funded by WCVA & Albert Gubay Charitable Foundation was launched in RCT and Cardiff. Although a registered charity for 24 years, historically income generation has been through local authority contracts. Building on a fundraising foundation introduced the previous year, Ategi received a total of £43,242 through grants and foundations for the 2023/24 year. A programme of local authority discussions generated annual uplifts for almost al contracts as the last financial year concluded. This coupled with efficiencies in expenditure saw core services moving into a positive, surplus operating position over the year. Wil, an Ategi support worker, running a marathon to raise money for Ategi. Our financial success is due to efficient resource management and overall, it was a positive financial year concluding with a surplus of £84,572. A summary of income & expenditure follows this page with full details within the financial statements towards the end of this report. 14 ## **Financial overview Total income for the year** Income & expenditure ## **Total income for the year** Grants & donations Interest & invesments Local authority income **----- Start of picture text -----**
2% 0.1%
98%
98%
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Total for the year £5,064,305 Income England £2,187,865 Income Wales £2,876,440 ## **Total expenditure for the year** Staff costs Shared Lives carers Other support costs Professional fees Audit & accountancy Training, travel & employment 0% 2% 0% 22% 25% 51% Total expenditiure £4,981,277 15 ## **Co-production and influence** Strategic priority 5 **Our strategic ambitions for 2024/25 were realised as the last 12 months saw us strengthen existing partnerships and build new relationships across Wales & England.** **The voices of people we support, our employees and our Shared Lives carers are vitally important to us in our efforts to continually learn and improve our services.** We not only increased the number of local events last year, we listened to feedback and changed our approach to make them less formal. Bringing Shared Lives carers together to foster peer relationships we also supported other non-profit or independent organisations by using their venues for Ategi get-togethers. We held coffee mornings in community centres and churches, we had seasonal parties in local offices and we shared lunches at animal charity locations with organised animal experiences. At each event, we listened more than we talked, and we took away valuable stakeholder insights. With considerable expertise within the organisation, supporting projects that focus on innovation or improvement is something we have been keen to support. In the last year, we led a Wales nation group for the IMPACT project to explore how to improve the health and wellbeing of care and support workers across the UK. Driven by the University of Birmingham and funded by the Economic and Social Research Council and the Health Foundation, the IMPACT project is dedicated to seeking and sharing evidence that leads to better practice in adult social care. We also sat on the advisory group for the Royal College of Art’s Helen Hamlyn Centre for Design, ‘Streets for Diversity’. Well known for research in areas such as healthcare and inclusive design for social impact, the project aimed to understand the experiences of neurodivergent individuals in urban street environments and in turn influence improvements through the research. Our partnership on strengths-based practice with the May Day Trust was a valuable one that will continue to underpin and influence our service provision. We shared our learning and experience through a blog by our Head of Operations. The successful launch of the volunteer peersupport group ‘Support Circles’ saw a coproduced project commence in South Wales. With funding from WCVA (Wales Council for Voluntary Action) and The Albert Gubay Trust, the project aims to provide a space where adults with additional needs can offer peer support to one another in a collaborative and supportive environment. Seeing new friendships flourish and self-esteem increase is testament to the achievements already experienced by those in the groups. We not only increased the number of local events last year, we listened to feedback and changed our approach to make them less formal. 16 ## **Management, structure & operations** Whilst the Board maintain strategic responsibility for the charity, operational responsibility is delegated to the Chief Executive who is accountable for developing a business plan that delivers the strategy and meets its objectives. Assisting the Chief Executive is a senior leadership team with a range of skills and expertise.* The Board and Chief Executive are supported by a Business Secretary for governance and administrative matters. ## Trustee board **----- Start of picture text -----**
Jill Davies (Chair) I Helen Whitfield I Susan Ali Shah
Connor James | Erika James | Chris Dowell-Bennett | Beverley Mills
Christopher Dowell- Bennett
FARCOM Quality &
CEO
(Finance, Audit & Kate Allen Safeguarding
Risk Committee)
Committee
GeGp Ga»
Head of Head of Company Head of
Finance Human Secretary & Services
Resources Head of Admin
Kate Allen Kate Allen
Michael Lynn Karen Richard Cox
John Longland Thomas
Carer
recruitment
Ategi
services:
Shared Supported Community
Lives Living Support
"iD
*Personnel at time of print, Aug 24 17
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**Liz’s story** Supported Living Liz is a very independent lady with strong views, and she likes to be listened to. Liz has been supported by Ategi's Supported Living team since 2006. She has been very busy making her home more homely by buying new furniture. She enjoys going to work and likes arts and crafts, often making things to decorate her home. When she goes to work, she enjoys seeing her friends too. Liz speaks to her family on the phone regularly and enjoys her family coming to visit her and going home to spend time with them. Liz has just got a new car and is very pleased with it. 18 ## **To the Future** Looking ahead **As we conclude the second year of our three-year strategic plan, I am proud of the progress we have made and I am excited for the future.** Over the past two years we have worked tirelessly towards our mission of ensuring that people we support with additional needs live their best lives. 2024 will see Ategi celebrate our 30th year of making a difference. With our founders passionate to see the end of institutionalised care, in 1994 Ely Hospital closed and we helped people transition to more community based, independent living arrangements. Our origins are steeped with determination for social justice and inclusion and whilst our work has evolved and expanded, those foundational principles still exist and our dedication has not, and will not, waiver. Our employees, Shared Lives carers, trustees, volunteers and supporters are the backbone of our success and I am incredibly grateful for their ongoing support and proud of the difference we have made together. And as we move into the last year in our current strategy we will continue to evolve and change as we respond to the needs of those who use and commission our services. Local authorities continue to experience financial pressure such that their ability to fund social care is challenged. As a charitable provider and not-for-profit our role is to work with commissioners and provide affordable services without affecting quality. The people we support now, and the people we hope to support tomorrow, have the right to expect the best possible care at the highest possible standard. There are a lot of uncertainties ahead, not least of all a new government and changing ministerial faces across both Wales and England. Whilst we wait to hear more about the proposed National Care Service, we welcome the much-needed attention that social care needs and deserves. A long-time supporter of the Real Living Wage we continue to focus our efforts on being a great place to work and the retention of our experienced staff, thereby reducing recruitment costs and instead investing resources into the support and care we provide, to our employees as well as those we use our services. We are more committed than ever and as passionate believers in the benefits of Shared Lives as a model of social care that sits alongside Supported Living and Community Support, in the year ahead we will push our boundaries further to promote the model, driving growth to attract more carers, offering greater options for people with additional needs. ## **Kate Allen** Chief Executive Officer 19 ## **Joseph’s story** Community Support Joseph is a bubbly person who has been supported through Ategi's Community Support scheme since 2019, after being in residential college. Since joining Ategi, the support teams have helped shape Joesph’s weekly activities and social life. Joseph, enjoys sports, he has a passion for basketball and cricket, as well as Zumba and drama. One of the best parts of Ategi is its community and events such as the Ategi Christmas gathering stood out for Joesph, he loved the chance to connect with familiar faces and make new friends As Ategi celebrates its 30th anniversary this year, Joseph acknowledges the challenges, but remains appreciative of the dedicated team efforts to support him and his family. Ategi's commitment to Joseph's well-being extends beyond mere assistance, empowering him to pursue his passions and embrace a healthy, active lifestyle. Through Ategi, Joseph thrives in an environment that celebrates diversity and inclusivity. 20 ## **Governance & management** ## **Ategi was incorporated on 4 February 1994 as a company limited by guarantee and became a registered charity on 29 September 1999. Our governing documents are our Articles of Association.** The Articles of Association state our objectives as: 1. For the public benefit, the relief of people in need, in particular, but not exclusively by the provision of: i. Shared Lives/adult placement; - ii. Domiciliary care and/or support; - iii. Visiting Support; - iv. Any other care and/or support as may be appropriate. 2. The relief or possible prevention of sickness through the provision of respite for carers of people in need whether by reason of learning or physical disability, mental ill health, age related need or other disadvantage. We continue to build on the investment and development in the governance of Ategi. Our Board of Trustees, who are also our Directors, have responsibility for the overall strategy of Ategi. At the start of this financial period the number of Trustees serving on the board was 9. We said goodbye to Robert Pitts and Paul Smith during the period of this report. Paul Smith was the Deputy Chair of our Trustees and we take this opportunity to say thank you for their support and commitment to our charity. Our Trustees serve for an initial period of 3 years and can be reappointed to serve for a maximum of 9 years. Our Articles allow for up to 10 Trustees. To ensure that the board has the required skills we conduct an annual audit of skills and diversity and checks for conflict of interest. Our induction is based on our values and our Trustees have training to help and support them to perform well and develop as a trustee. This year our Trustees, Company Secretary and leadership team joined together for a strategic away day on 7th February where the skills audit was reviewed and a new Trustee Handbook was approved. We also held a workshop about the principles of a foundational economy. As we look forward we will continue to build on the strengths of our board with targeted recruitment based on the gaps identified in the skills audit. Our Trustees and leadership team will be working hard together to deliver the agreed strategy focussing on direction, effectiveness, supervision and accountability. “Working at Ategi is special because of the people. The charity has changed quite a bit over the years but the thing that has remained constant is the warmth and dedication of colleagues.” - Laurence, Ategi’s Finance Business Partner 21 ## **Governance** Managing risk Ategi is committed to making a positive impact in the lives of the people we support and the communities that we work in. The board recognise the importance of transparent reporting on potential risks that may affect our operations. The board is responsible for the risk management strategy and delegates risk scrutiny to the Finance, Audit and Risk Committee (FARCOM) and to the Senior leadership Team (SLT). The comprehensive risk register identifies the principle strategic and operational risks that Ategi faces and the RAG rating approach allows governance oversight of the mitigation of the risks. While the board generally takes a prudent approach to risk management, it recognises that things do go wrong from time to time, and accepts that we need to take some risks to be able to grow. The risk management framework is designed to give a clear view of our risks and make sure we’re not exposed to them unnecessarily. Ategi has prioritised the key risks and has in place policies, systems and procedures to mitigate the risks identified. The risks identified are recorded in the risk register and each risk is owned by a member of the SLT and reviewed at the monthly SLT meetings. The two key risks to highlight this year are the recruitment and retention of Shared Lives carers. Recruitment remains a challenge across social care and in particular in Shared Lives. And the second risk to highlight is the financial pressures on local authorities, which impacts us as because of our reliance on our contracts with them. Ategi staff doing some volunteer litter picking in support of a local event, The Eisteddfod. "I enjoy working for Ategi because it fosters a supportive and inclusive environment where teamwork and diverse perspectives are valued." - Edith, Ategi’s Business Support Manager 22 Anthony has been supported by Kelvin for over 10 years, through Shared Lives. Their bond goes beyond support; they're true pals, — navigating life's ups and downs together. In 2023 Anthony landed a job at McDonald's. This exciting opportunity marks a significant milestone for Anthony, granting him a newfound sense of independence and accomplishment. 23 ## **Financial Review** ## **Public Benefit** Trustees have referred to the guidance by the Charity Commission when reviewing our objectives and activities against both our business plan and in planning for the future. All our charitable activities are centred round meeting the needs of people with additional needs, and we meet our public benefit through the provision of care and support across Shared Lives, Supported Living and Community Support; and respite care. Through these services we equip Ategi people, employees and carers, to deliver the best possible care that enables people we support to live their best life. ## **Going Concern** Ategi continues to provide valuable services to people with additional needs across Wales and England, with both areas showing an increase in the number of Shared Lives carers in the last financial year and in the hours delivered in Supported Living & Community Support services. The Board of Trustees monitors and assesses the financial viability of the charity, primarily through the Finance, Audit & Risk subcommittee with oversight from the wider Board. With 98% of the charity’s income continuing to come from local authority contracts, there is a good level of security around the contract management process. The breadth of income streams, aged debt management and the liquidity of its assets are such that the charity can withstand the loss of a contract and seek to generate new income through alternative contracts. Furthermore, the conclusion of a contract includes TUPE provision therefore at least 80% of associated contract expenditure (usually more) would accompany loss of income. In reviewing our business and financial plans, and financial forecasts alongside actual results (as presented in the statutory accounts of this report) the Trustees have taken into account the end-of-year position; projected income and growth opportunities; existing financial controls; the level of reserves; and risk management approach to reach a reasonable expectation that the charity has sufficient resources to continue to operate for the foreseeable future. On that basis, the Board of Trustees believe the charity has sufficient resources to meet its liabilities and continues to adopt the going concern basis in the preparation of the accounts and financial statements. In order to achieve maximum return on available funds, Ategi has a comprehensive investment policy that informs the Cautious Investment Portfolio it has with specialist investment company Ravenscroft. The objective being that funds generate contribute to the overarching objectives of the charity. The Board reviewed its portfolio in March 2023 to explore exposure with business areas that might conflict with being a socially responsible investor. The review found that less than 3% of the investment was connected with areas of concern i.e. alcohol, tobacco, nuclear, gambling. The Board agreed to adopt an acceptable low(rather than zero) tolerance level and continue with the policy on the grounds it would be reviewed regularly. 24 ## **Financial review cont.** ## **Investment performance** The original investment portfolio, managed by Ravenscroft, was re-called in May 2023. At the point of re-call, there was nil return on the portfolio. Cash Deposit Interest towards the end of the year returned £400 for the month of March 2024. ## **Pension commitments** An entry level auto-enrolment master trust with The People’s Pension is in place to comply with regulations and enable employees to start saving for their futures and receive a boost from Ategi in the form of employer contributions from the outset. The assets of the money purchase Group Personal Pension Plan are held separately from those of the company in funds administered by Scottish Widows. Contributions made by the company (up to 6%) to the schemes during the year amounted to £60,715 (2023: £54,938). Pension contributions of £nil (2023: £nil) were outstanding at the balance sheet 31 March 2024. "All five of us were fostered by her (Juliet, Shared Lives carer) and some of us when we were older joined Ategi Shared Lives all our special needs never bothered her...She’s our world and amazing and we love her." - Michelle, Kelly, Chloe & Emma, are people we support in Shared Lives, Bucks For the 2023/24 year the charity held total reserves of £1,045,571. The policy requires reserves to cover 3 months of indirect overheads. Although reserves were below policy target for the year total reserves are considered sufficient to cover known liabilities. ## **Financial controls** Ategi has a solid Financial Responsibility Policy to ensure a controlled environment across central services and operations. Furthermore, the Charity adopted the Charity Commission Financial Controls Internal Audit, a useful tool to monitor compliance and strengthen practice. ## **Reserves Policy** The charity reviews its risk policy annually and maintains adequate cash reserves in light of the main risks to the organisation. With this in mind, the charity has updated its reserve's policy. For the Big Help Out in 2024, all of Ategi’s offices volunteered doing gardening. Here’s the South Glos team at the PROPS allotment. 25 ## **Statement of Trustees** The Trustees, who are also directors of Ategi for the purposes of company law, are responsible for preparing the Trustees’ Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). Company law requires the Trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that year. In preparing these financial statements, the Trustees are required to: - Select suitable accounting policies and then apply them consistently; - Observe the methods and principles in the Charities SORP; - Make judgments and estimates that are reasonable and prudent; • State whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements, and • Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation. The Board of Trustees is responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charitable Lots of people we support enjoyed a day at The Amelia Trust Farm. Here’s Mark who is supported through our Community Support and Support Circles. company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the Charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. This report has been prepared in accordance with the Charity’s Statement of Recommended Practice: SORP (FRS102) and in accordance with the special provisions of part 16 of the Companies Act 2006 relating to small entities A list of professional advisors are at the front of this annual report. ## **Auditors** A decision to reappoint MHA was proposed and agreed at the AGM on 31st October 2023. Trustee Awareness Statement In so far as the Trustees are aware: 26 ## **Statement of Trustees Cont.** - There is no relevant audit information of which the charitable company’s auditors are unaware, and - The Trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditors are aware of that information. The Trustees are responsible for the maintenance and integrity of the corporate and financial information included on the Charitable company’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions. Approved by the Board of Trustees of Ategi on 7th October 2024 and signed on its behalf by: Jill Davies, Ategi Trustee Chair This is the “Happy Wanderers” Support Circle, a volunteer group hosted by Ategi, brings together individuals to learn, grow, and support each other. Through teamwork and careful planning, they enhance skills and build a strong community. 27 ## **Thank you to our supporters** In 2023-24, Ategi received tremendous support from donors, charitable trusts, grants, and dedicated fundraisers. We are incredibly grateful for the generosity that allows us to continue empowering the lives of those we support. We would like to extend special thanks to the charitable trusts and organisations that provided essential funding this year: - Baily Thomas Charitable Fund - ;; Albert Gubay Foundation - Millennium Stadium Charitable Foundation Here’s Darren with the Teddy, “Arthen” - Ategi’s new mascot. - e 29th May 1961 Charity - e WCVA Volunteering Fund - e WCVA Energy Efficiency Scheme Survey Grant - Sarah for her successful Hockey Stick auction - with a hockey stick donated by local legends, The Cardiff Devils. Our heartfelt appreciation also goes out to the incredible individuals and groups who helped raise funds in their own creative ways, including: - Laurence for his adventurous bungee jump. - Thornbury Orchestra for their beautiful charity concert. - Darren, one of the people we support, who organised a Name the Teddy competition that raised £47 and brought us our beloved mascot, Arthen. Darren’s passion for giving back also led to a fantastic cake sale that raised £134. As Darren shared: - Everyone who contributed to our festive raffles, including Shared Lives carers, employees, the people we support, and friends of Ategi. It’s through the enthusiasm and dedication of people like Darren, Sarah, Laurence, and all our supporters that we are able to continue our vital work. We are so grateful for their contributions, and if you're inspired by their stories, we’d love to hear your own fundraising ideas! - “I always wanted to be a fundraiser. I have lots of ideas for charity fundraising.” - Darren 27a REPORT OF THE INDEPENDENT AUDITORS TO THE MEMBERS OF ATEGI LIMITED Opinion We have audited the financial stslements of Ategi Limited (the 'chatitable company,) for the year ended 31 March 2024 which comprise the Statement of Finanaal Actiwties, the Balance Sheet. the Cash Flow Statement and notes lo the financial slatemenls. including a summary of significant accounting policies. The finanaal reportifig framework that has been applied li their preparation is applicable law Untled KirKJdom Accounting Standards (United Kingdom Generalty Accepted A￿Unting Practice).. In our opinion the finanaal slaternenls.. give a true and fair view o,. the state of the tharitable compa￿3 affairs as at 31 March 202.1 and of tts iruming resources and application of resour￿, induding ils inojme and expenditure. for the year then ended,. have been property prepared in accordance with United Kingdom Generally Accepted Accountiro practi￿., and have been prepared in accordan￿ with the requirements of the Companies Act 2CK)6. Basls for oplnlon We conducted our autht in a￿rdance with IntematK)nal Standards on A￿Jiting (UK) {ISAs {UlQ) and applicable law. Our responsibilities under those str¢ ndards are further described in the Auditors, responsibilities for thp. audit of the financial statements section of our report. We are independent of the charitable cornpany in accordance with the ethical requirements that are relevant io our audit of the financial slalements in the UK. induding the FRC'S Ethical Standard. and we have fuffilled our other ethical res￿)nSibl11ties in accordan￿ with these requirements. We believe thal the audit eviden￿ we have obtained 15 sufficient and appropriate to provide a basis for our opinion. Conclusions relating to golng coneem In auditing the financial stslemenls, we have conduded Ihal the trustees, use of the goir¥J cOn￿M basis of a(xounting in the preparatFon of Ihe financial statements is appropriate. Based on the work we have performed, have not identtfied any material un￿rtaIntieS relatsng to events or condftions Ihal, individually or collectively. may cast significant doubt on the tharitable ￿MpanY'S ability lo continue as a going concem for a period ofat least tsvelve nK)nths from'when the finanoal statements are aUth￿sed for issue. Our responsibilities and the responsibilities of Ihe tmstees with respect to goin9 cor)cem are described in the relevant sections of this report. other infomiation The Iruslees are responsible for the other infom)alion. The other infomation comprises the Nlformation induded in Ihe Annual Report. other than the financial statements and ¢)ur Report of the Independent Auditors thereon. Our opinion on the financial statements does not cover the other inforrnation and, except to the extent otherwise expli¢itly stated in our reporL we do not express any fom of assurance conthsion thereon. In connection with our audit ofthe finanoal stalements. our responsibilty K5 to read the other infomation ￿d, in doing so. consider whether the other inlomation is materially inconsistent with the financial statements or our knowledge obtained in Ihe aLKJit or otherwise appears to be materially misstated. Ifwe identtfy such material Inconsisten￿eS or apparent material misstatements. we are required to determine whether this gNes rise to a material misstatement in the financial statements themselves. If. based on the work we have perfomied. we condude that there is a material misstatement of this other infomiation. we are required lo report that fact. We have nothing to rep)rt in this regard. Opinions on other matters prescrlbed by the Companies Act 21)06 In our opinion, based on the work undertaken in the course of Ihe audit.. the infomalion given in the Report of the Trustees for the financial year for which the financial statements are prepared is ￿nSIstenI with the financial statements,. and the Report of the Trustees has been prepared in accordance with applicable legal requirements. Matters on which we are ￿qUired to report by exception In the light of the knowledge and understanding of the charitable company and its environment (kntained in the course of the audit, we have not identified material mlsstatements in the Report of the Trustees. We have nothing to report in respect of the folbwiThJ matters where the Companies Act requires us to report to you in our opinion.. adequate accounting records have not been kept or retums adequate for our audit have not been r￿1ved from branches not visited by us.. or the financial statements are not in agreement with the accounting records and ￿tuM$. or ertain disclosures of trystees. remuneration speetfied by law are not made" or we have not received all the infomiation and explanations we require for our audi( or the trustees were not entitled to take advantage of the small companies exemption from the requirement to prepare a Strategic Report or in preparing the Report of the I nistees. Page 28 REPORT OF THE INDEPENDENT AUDITORS TO THE MEMBERS OF ATEGI UMITED Responsibilities of tTU5tees As explained more fully in the Trustees, Responsibiliti"es Statement. the tTUStees (who are also the directors of the charitable company for the purposes of company lawl are responsible for the preparatK)n of the financial statements and for being satisfied that they give a true wid fair view. and for such inlemal control as the trustees determine ib ne￿SSary lo enable the preparation of financial st*tmenls that are free from material misslatement, whether due lo frabd or error. In preparing the financial statements. the trustees are reSp￿sIble forassessing the charitsble company's ability to ￿ntinUe as a going concein. disclosing, as applicable, matters related to going concem and using the g(Sing con￿rn basis of accounting unless the trustees either intend to liquidale the tharitsble ￿rnPany or to cease operations, or have no realistic altemative bLrt to do so. Our responsibilltEes for the audit of the financial slatements Our objectives are to obtain reasonable assvrance about whelherthe financial statements as a whole are free from material misslalemenl, whether due to fraud or e￿Or. and to issue a Report of the Independent Auditors thal indudes our opinion. Reasonable assuran￿ is a high level of assurance. bul is not a guarantee that an audit conducted in a￿ordanCe with ISAS {UK) will always delect a material misststeme.nl when it exists. Misstatements can arise from fraud or error and are considered material if. indivKlually or in the aggwate. they could reasonably be expected to int]Uen￿ the economic decisions of users taken on the ba￿S of these financial statements. Irregularities, including fraud. are instances of n(￿-cOMpliance wilh laws and regulations. We design Pro￿dureS tn line with our responsibilities, outlined above, lo detect material misststemenls in respect of irregularitieb, including fraud. TF specific procedures for this engagement and the extent to which these are capable of detecting irregulafities, induding fraud is detailed below. Enquiries of management. those tharged with govemance around actual and potential litigati(￿ claims; Enquiry of management to identfy any instances of non-complian¢e with laws and regulations". Perfomiing audit work over the risk of managenient override of controls, induding testing of journal entries and other adjustments for appropriatenes¢ and evaluab.ng the business rationale of signjficant Iransactions oul&de the no￿al course ol business and reviewing a(uunting estimates for bias; Reviewing minutes of meetings of those charged with govemance; Reviewing financial stslement disctosures and lesling to supporting documentation lo assess compliarKe wtth applieable laws and regulations.to undeflying supporting do¢xrnenta￿n. Because of ihe inherent limitations of an audit Ihere is a risk that we wll not detect all irregularities. indLKling those leading lo a material misslalement in the financial statements or non-compliance with regulation. The risk increases the more that compliance with a law or regulation is removed from the events and transadions reflected in the financial statements as we will be less likely lo become aware of instan￿S of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error. as fraud invofves intentional concealment, forgery, collusion, omission or misrepresenlations. A further descrrption of our responsibilities for the audit ol the finanaal statements is loc*ed on the Financial Reporting Council's website at www.frc.org.uklaudilorsreswnsibilities. This description foms part of our Report of the Independent Auditors. Page 29 REPORT OF THE INDEPENDENT AUDITORS TO THE MEMBERS OF ATEGI LIMITED Use of our report This report is made solety to the charitable ￿MpanY'S memters. as a body. in accordance wilh Chapter 3 of Part 16 ofthe Companies Act 2006. Our audit woth has been undertaken so that we might state lo the charitable c4)mpany's members those matters we are required to'slate lo them in an auditors. report and for no other purpose. To the fullesl exient permitted by law, we do not accept or assume responsibility lo anyone other than the charitable compani and the charitable company's members as a body. for our audil work. for this report. or for the opinions we have fomed. Julia Mortirner FCCA {Senior Statutory ALMJit(K) for and on behalf ofMHA Slatutory Audrtor CARDIFF CF23 8RS Date. .2.1 .Q.£KryknLi .20. MHA Is the trading name of Mac.Intyre Hudson LLP. a limited liability partnershlp in England and Wales {register6d number OC312313). Page 30 ATEGI LIMITED STATEMENT OF FINANCIAL ACTIVITIES (INCORPORATING AN INCOME AND EXPENDITURE ACCOUNT) FOR THE YEAR ENDED 31 MARCH 2024 2024 Totdl funria 2023 Total funds Unreslriiknl funds Restricted fvnds Notes INCOME AND ENDOWMENTS FROM Donations and legacies 2.374 3.195 Charitable activities Domiciliary care and support 4.938.442 43.159 5.041,601 4,535,1 other trading adivities Investment income Other income 2.833 400 17,097 2.833 400 17.Q97 2,346 44,618 Total 5.021.146 43.159 5.064.305 4.585.349 EXPENDITURE ON Charitable activities t)omiciliary care and support 4.957,546 23.731 4.981.277 4,655.595 Ntri gains on investrnents 168.159 NET INCOME 65,144 19.428 84.572 97,913 RECONCILIATION OF FUNDS Total fijnds brought forward SO.999 960.999 863,086 TOTAL FUNDS CARRIED FORWARD 1.026.143 19.428 1,045,571 960.999 The rvjtes fo￿ part of these financAal statements Page 31 ATEGI LIMITED BALANCE SHEET 31 MARCH 2024 2024 Total funds 2023 Total funds Unrestricted fvnds Restricted funds Not8S FIXED ASSETS Tangible assets Investments 15 16 464.703 464.703 476,719 112.529 464.703 464.703 589,248 CURRENT ASSETS Debtors Cash at bank and in hand 17 405.598 427.209 405,5Q8 446,637 429.474 272.487 19.428 832,807 19,428 852.235 701,961 CREDITORS Amounts falling due wlhin one year 18 (271.36n (271.367) {330,210) NET CURRENT ASSETS 561,440 19.428 580.868 371.751 TO (AL ASSETS LESS cURRETr￿ uABIL￿1Es 1.026.143 19,428 1,045,571 gPA).999 NET ASSETS 1,026.143 19.428 1.045.571 FUNDS Unrestricted funds Restricted funds 1.026.143 19.428 960.999 TOTAL FUNDS 1,045.571 These financial statements have been prepared in accordance with the provisions applicable lo charitable companies subject to the small companies regime. 0711012024 The financial slalements were approved by the Board ofTrustees and author￿1 for issue on . and were signed on its behalf by- J Davies- Trustee The notes fomi part of these finanoal statements Page 32 ATEGI LIMITED CASH FLOW STATEMENT FOR THE YEAR ENDED 31 MARCH 2024 2024 2023 Notes Cash flows from operating activities Cash generated from operations 80,370 81,372) Net cash provided byl(used in) operating activities 80.370 81.3721 Cash flows from Investlng activities Purchase of tangible ffixed assets Purchase of fred asset investments Sale of fixed asset investments Interest received Dividends received (20,692) (12.255) (2.284) 114.072 400 62 2.284 Net cash provided byl(used in) invesling aclivrties 93.780 12,193> Change in ¢ash.-.nd cash equivalents in the reporting period Cash and cash equivalents at the beginning of the reporting perfod 174.150 {93.565) 272,487 366,052 Cash and cash equlvalents at the end of the reportlng period 446.637 272.487 The notes fom part of these financial ststements Page 33 ATEGI LIMITED NOTES TO THE CASH FLOW STATEMENT FOR THE YEAR ENDED 31 MARCH 2024 RECONCILIATION OF NET INCOME TO NET CASH FLOW FROM OPERATING ACTIVITIES 2024 2023 Net income for the reporting period las per the Statement of Flnancial Activities) Adjustments for. Depreciation charges Gain on investments Interest [￿1Ved Dividends received Decrease in debtors Decrease in credrtors 84.572 97,913 32,708 {1,5441 (4001 33.170 (168,159) {62} (2.2841 61,262 103.212 23.877 58.843 Net ¢ash providgd byl{used in) operations 80.370 81.372} ANALYSIS OF CHANGES IN NET FUNDS At 114r23 Cash Ilow At 3113124 Net cash Cash at bank and in hand 272,487 174,150 446.637 272.487 174.150 44G,637 Total 272,487 174.150 446.637 The notes fomi part of these ffinancaal statements Page 34 ATEGI LIMITED NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024 STATUTORY INFORMATION Ategi Limited is a regislerets, charity and piivate ￿rnpanY limited by guarantee having no share capital. Members have agreed to contribute C1 in the event of a winding up. The company is incorporated in ￿aleS in the United Kingdom. The registered otTice is Flynn House. Cardiff Road. Rhydyfelin. Pontypridd, CF37 5HP. The nature of the company's operations a￿1 yrincipa aclivities is disclosed Imthin Ihe Report of the Trustees. The finanaal statements are presented in Sterling {£). Ihe companvs fijndional currency. and rounded to the nearest pound. The significant accounting policies applied #i Ihe preparation of these finanaal statements are sel cwt below. These pcdicies have been consistently aFvlied to all years presented unless otherwise stated. ACCOUNTING POLICIES Basis of preparing the financial statements The finanaal statements os the charitable Coffipany. which is a public benefit entty under FRS 102, have been prepared in accordance wth the Charities SORO {FRS 102) 'Accounting and Reporting by Chartties.. Statement of Recommended Practice applicable to chafities r￿reparing their accounts in accordance with the I".inancial Reportrng Standard applicable in the JK and Republic of Ireland (FRS 102) (effeclive 1 January 2019).. Financial Reporting Stsndard 102 The Finanaal Reporting Standard applicable in the UK and Republic of IreEand' and the Companies Acl 2(NJ6. The financial slatements have been r.repared under the hisloncal cost convention with the ex￿pIlon of investments which are induded at market va1ts2. as modified by tho fevaluation ol certain assets. There have been no materiat departures from th> standard. Going concem No materi81 uncertainties related to events or ￿￿n￿rtionS that may cast signif￿1 doubt upon the entitys ability to continue as a going concem exist. Significant accounting judgements and estlmates Estimates and judgements are continually evaluated aThJ are based on historical experience and other relevant factors. induding expectations of future events that are believed to be reasonable under the circumstances. The preparation of the finanaal statements requires man4ement to make estimates and assumptions COn￿rning the fulure. The resulting accounting estimates will. by definition. be likely lo differ from the related actual results. The estimates and assumptions that have Significant risk of causing material adjustment lo the carrying amounts of assets and lial%likn'es within the next financial year are dIS￿sSe<_ below... The charity makes an estimale of the fair value of accwed aThJ deferred irrome held at each balan￿ sheet date. The balan￿ Present￿ in the accounts is recognised in accordance wtlh the contracts with customer5. The freehold property is included al fair value. and whlst a professional valuation has been obtained, there is still some degree of estimation. Income All income is recognised in the Statement of Finanaal Activities orrE the charity has entitlement to the funds. it is probable that ts ino)me will be r￿1Ved and the amount can be measured reliatAy. This inelLKles caytsl grants. Income from tharitable activities indudes received from local authority contr&t services whith is recognised by ￿feren￿ to the point of completion of ddivery of each service. the amount of income is conlingenl on future events. this is onty recognised where the amount of income ¢2n be measured reliably and il is probable that the economic benefits will be received. SeMrEs provided to clients which al the balance sheet date have not been billed, have be￿ recognised as income and are induded in debtors as accnRd Income. Investment inci)me is recognised on a recerrfable basis. Page 35 continued... ATEGI LIMITED NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 MARCH 2024 ACCOUNTING POUCIES - contlnued Income Government grants Govemment grants are recognised on an aCcrU￿S basis. Grants relating to revenue are recognised in income on a syslemalic basis over thts periods in which the company recognises the related costs for ￿h1¢h the grant is intended to compensate. A grant that becomes r￿1Vable as compensation for expenses or losses already incurred, or for the purpose of gwing immediate financial support vath no fijture related costs, is recognised in income in the peri(MJ in which it becomes receNable. Grants ￿lating to assets are recognised in income on a systematic basis over the useful life of the asset. ￿ere part of a grant relating to an asset is deferred. it is r￿ognISed as deferred income and not deducted from the carrying amount of the assÉ:. Expenditure and basis of recognition of liabilities Liabilities are reeognised as expenditure as soort as there is a legal or Constr￿t￿e obligation commitbng the charity to that expenditure, it is probable that a transfer of economic beneffts wll be required in settlement and the amount of the obligation can be measured reliably. E...penditu￿ is accounted for on an accruals basis and has been classffied under headings IF.,at aggregate all cos: related to the category. ￿ere costs cannot bo directly attributed to pa￿Ular headings they have been all(Kated to activities on a ba￿S consistent wth the use of resources. Charitable expenditure comprises those costs incajrred by the chanty in the delivery of its activtties and seNices for ils beneficiaries. It indudes both costs that caf> )e allocated directly to such activities and those costs of an indire nature necessary to support them. Support costs indude 211 expendtlure not directly related to the charitable activity. Govemance costs a￿ the Costs as￿l81ed with the governan￿ arrangements of the tharity which relato. lo the general running of the charity as opposed to those costs assooated wtth charitable activity- Included within this category are the cost of au(kt fees and ¢osls linked to the strategic manw3ement of charity. Allocation and apportionment of costs Certain expenditure, induding g0veMan￿ costs. are. Ythere possible. directly allocaled to appropriate cost centres. Other costs are apportioned on the basis of time or office space used for those aCtivit￿s. Governance costs are those incJJrred in the management of the charity's assets. administration, planning. organisation aThJ compliance with conslilutional and statutory requirements. Tangible fixed assets Tangible fixed assets are stated at cost less accumulated depreciation. Cost includes costs directy attributable to making the asset capable of operating as intended. Depreoation is provided at rates calculated to wiite off ￿ed asselg. less their estimated residual value. over their expected useful INes on the follcAving base5: FreehcAd buildings Leasehold propety Office fumrture and equipment Computer equipment 2% straight line over the term of the lease 10-250/0 Straight line 33.33% straight line Freehc4d properties are measured at matket value which ts considered to be their fair value. deteThined annually by independent professional valuers or Ihe directors who are qualrfied in this respect. Revaluation surpluses and deficits are recognised in the revaluation reserve. with losses recognised only to the extent that they relate to a previous revaluation gain. othefwise they are recrynised in the profit and loss account. Freehotd land is not depreciated. The assets, residual values, useful lives and depreaation methods are reviewed, and adjusted prospectively If appropriate. if there is an indi¢2tion of a significanl change since the last reporting date. Taxation The chariiy is exempt from corporation tax on its charitabEe arAivities. Page 36 continued... ATEGI LIMITED NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 MARCH 2024 ACCOUNTING POLICIES- eontinued Fund accounting Unrestricted funds can be used in aco)rdance with the charitat4e objectives at the discretion of tfrE trustee5. Restricted funds can Kjnly bwused for particular Teslricted purposes within the objeds of the charrty. Restrictions arise when specified by the donor or when funds are raised for particular restricted purposes. Further explanation of the nature and purtJ)se of eath fuTrJ ts included in the notes to the financial statements. Pension costs and other pnst-retitsment benefits The charity operates a money purchase Group Personal Pension Plan providing beneffts for emptoyees addihonal to those from the State. Certjui employees are atso members of the Local Govemmenl Pension Jcheme {LGPS}, a defined benefit scheme. The company rnakis Contributi(￿ to the scheme in respecl of these eM￿oYees, but sponsibility for any pensioa scheme deficits rpmains wth their previous employer. The pension charge to the statement of financial activtties represents contnErfJtions paYa￿e by the company lo pension schemes in resped of the year. Operating leases Rentals applicable to operating leases where sutrstantially all of the beneffts and risks of the ownership remain with the lessor are tharged against profits on a slTaigwil line basis over the period of the lease. Yhe benefits of lease ir￿￿1ve$ are recogniseu :'fi the statement of liancial activities over the lease period. Debtors Short le￿n debtors are measured at tr£~.."saction pr1*, less any impainnenL Creditors Financial liabilities and equty are classified accx)rding to the substsnce of the finar￿la1 instrumenfs contractual obligations. rather than its legal fomi. Cash and cash equivalents Cash is represented by cash in hand and deposits with fina￿1 institutions repayable without penaty on notice if not more than 24 hours. Ftnancial instruments The charity only has ffinancaal assets and financial liabilities of a kind that qualify as basic financ4al instruments. .Basic financial instruments are initially recognised at transactior. value subsequenly measured at thelr settlement value. Trade and other debtors are recognised at the settlement amtyjnt due and prepayments are valued at the amount prepaid. Creditors and provisions are recognised where the chartty has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation- can- be measured or estimatgj reliably. Creditors and provisions are normdly recognised at their settlement amount after allowin9 for any trade discounts due. DONATIONS AND LEGACIES 2024 2023 Donations 2.374 3.195 Page 37 continued... ATEGI LIMITED NOTES TO THE FINANCIAL STATEMENTS - G•Jntinued FOR THE YEAR ENDED 31 MARCH 2024 OTHER TRADING ACTIVITIES 2024 2023 Fundraising events 2,833 INVESTMENT INCOME 2024 2023 Dividends from investrnents DeFJOSit account interest 2.284 62 400 400 2.346 INCOME FROPII CHARITABLE ACTIVITIES 2024 2023 Contract fees Housing Benefit Supporting People Grants 4,447,356 407.￿5 143.098 43.242 4,008,533 362,108 115,673 48.876 5.041.601 4.535.190 Grants received, widuded in the above. a￿ as folluws: 2024 2023 WCVA- VSRF Smdl Grant A Gubay Grant VWG Small Granl Bally Thomas Grant WCVA Energy Efficiency Grant 48.876 12,508 24.818 5.833 83 43.242 48.876 OTHER INCOME 2024 2023 Goverrment grants Kickstart scheme iundry income 38.952 4,906 760 17,097 17.097 44,618 Page 38 continued... ATEGI LIMITED NOTES TO THE FINANCIAL STATEMENTS- continued FOR THE YEAR ENDED 31 MARCH 2024 CHARITABLE ACTIVITIES COSTS Direct Costs (see note 9) Support costs (see note 10) Totals Domicaliary care support 3,862,921 1,118,356 4.981,277 DIRECT COSTS OF CHARITABLE ACTIVITIES 2024 2023 Staff costs Temporary staff costs staff and carer Iraining Carer payments, Insuran￿ and membership Health screening and DBS checks Travel. car hire and expenses 1,242,585 78,154 13.967 2.450.473 14,279 63.463 1.091.140 17,469 31,688 2,475,819 13,798 49,695 3.862.921 3,679,609 10. SUPPORT COSTS Staff Costs Other costs Govemance costs Totals Domiciliary care aT¥J support 701.384 407.302 9.670 1.118.3f6 Induded within goveman¢e costs is £9,670 (2IY23- £9.888) in relation to auditors, remuneration. 11. NET INCOMEIIEXPENDITUREI Net incomel(expenditure) is stated after chargingl{¢Jeditrng): 2024 2023 'lepreaation- owned assets 32.708 33.170 12. TRUSTEES, REMUNERATION AND BENEFITS There were no trustees. remuneration or other benefits for the year ended 31 March 2024 or for the year ended 31 March 2023. rustees. expenges There were no trustees. expenses for the year ended 31 March 2024 ￿ for the year ended 31 March 2023. 13. STAFF COSTS 2024 2023 Wages and salaries Social security costs Other pensitin o)sts 1.727.265 155.989 60,715 1,523.6C6 142.694 54,938 1,943.969 1,721,238 Page 39 continued... ATEGI LIMITED NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 MARCH 2024 13. STAFF COSTS - continued The average monthly nurn￿r of employees during the year vras as follows: 2024 17 2023 18 48 Adminislralion Support The number ofemployees whose emkloyee benefits (exdudin9 employer pensKJn costs) exceeded £60,000 was.. 2024 2023 £100,000 - £110,0(>J The key management pers?nnel ofthe Charity comprise the trustees. the Chief Executive Offic&. Head of Finance. Finance Bu*biness Partner, Head of Admin. Head of HR and Head of Services. The lolal ernployee benefits of the key management personnel of the charity was I￿,145 {2023.' £460.938). This includes agency payments in relation to th6 Interim CEO. 14. COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES Unrestricted nds Restricted funds Total funds INCOME AND ENDOWMENTS FROM Donations and legacies 3.195 3,195 Charltable activities Domiciliary care and SUp￿rt 4.486.314 48.876 4,535.190 Investment income Other income 44,618 44,618 Total 4,536,473 48,876 4,585.349 EXPENDITURE ON Charitsblg activities Domiciliary care and support 4.61X.719 48.876 4.655,595 Nel gains on ￿vestments 168.159 188,159 NET INCOME 97.913 97.913 RECONCIUATION OF FUNDS Total funds brought forward 863,086 863,086 TOTAL FUNDS CARRIED FORWARD 960,999 960.999 Page 40 inued... ATEGI LIMITED NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 MARCH 2024 15. TANGIBLE FIXED ASSETS Office fumiture and equipment Freehc4d propety Totals COST OR VALUATION Al 1 April 2023 Additions Disposals 142,978 14.714 18,056) 582.978 20,692 18.056) 5,978 At 31 March 2024 445,978 139.636 585.614 DEPRECIATION At 1 April 2023 Charge for year Eliminated on disposal 7.040 7,125 99.219 25.583 18,056 106,259 32.708 18.056 At 31 March ?024 14,165 106,746 120.911 NET 800K VALUE At 31 Marth 2024 431.813 32.890 464,703 At 31 Marth 2023 432.￿0 43,759 476.719 Freehold land and buildings are held at valualb)n of £440,COJ less depreciation. All such assets y￿re revalued on 11 May 2022 by an independent professional VGTluer, on the basis of fair value bvhich is in acCOrdar￿ wth RICS Valuation Professional Standards- The Red Bo&x, (2017 Edition). Freehold land and buildings are the On￿ category of tangible asset assets induded at valuation. Freehold land and buildings y￿uld have been induded on a historical cost basis as fotlows: 2024 2023 Aggregate cost Aggregate accJJmulated depr￿latiOn 322,418 61,882 316.440 57.014 Aggregate carrying amount 260,536 259,426 16. FIXED ASSET INVESTMENTS There We￿ no inveslment assets outside the UK. Listed Investments MARKET VALUE Al 1 April 2023 Disposals 112.529 112 At 31 March 2024 NET BOOK VALUE Al 31 March 2023 112.529 At 31 March 2024 Page 41 continued... ATEGI LIMITED NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 MARCH 2024 16. FIXED ASSET INVESTMENTS - contlnued Inveslments comprise other i*ivestrnents of £nil (2023 - £112.529). The historical cost of the investments is £nil 12023 - £120,197). Investments are held as part of resenies policy to generate Ir￿ome and for Iheir investment poteriaal. 17. DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR 2024 2023 Trade debtors Prepayments and accrued income 344,225 61,373 338.029 91.445 405.598 429.474 18. CREDITORS: AMOUNTS FALUNG DUE WITHIN ONE YEAR 2024 2023 Trade cre¢filors Social security and other tsxes Other creditors Accruals and deferred ino)me 46.485 30,209 95.631 99.042 44.425 36.158 80.766 168,861 271.367 330.210 Induded within a(xruals and deferred income ab(>ve is deferred contracl fee inccme of £36,28912023- £32,314). Movement li the year is as foliows: 2024 2023 Deferred Income at 1 April Resources deferred during the year Amounts released from previous years 32.314 36.289 32.314} 123,872 32,314 123,872 Deferred in¢cNne al 31 March 36.289 32.314 At the balance sheet dale. the charity was holding funds r￿1ved in adva￿ for services to be provided in 2024- 25. 19. LEASING AGREEMENTS . Minimum lease payments under non-cancellable operating leases f 2024 2023 Within one year Between one and five years 14.840 15.303 18,201 14,866 30,143 Total operating lease payments charged to the statement of finanual athvities in the year amounted lo £32.633 (2023-£41.6861. Page 42 continued... ATEGI LIMITED NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 MARCH 2024 20. MOVEMENT IN FUNDS Net movement in funds Transfers be￿een funds At 3113124 At 114r23 Unrestrfcted funds General fund Revaluation reseNe 785,208 175.791 65.144 1.677 852.029 174.114 85.144 1.026.143 Restricted funds A Gubay grant WG Small Grant Bally Thomas Grant 12.508 1.087 5.833 12,508 1,087 19.428 19.428 TOTAL FUNDS 84.572 1045,571 Net movement in funds. IncFuded in the above are as follrrws: Incoming resources Resources expended Gains and losses Movement in funds Unrestricted funds General fund 5,021,146 (4.957.546) 1.544 65,144 Restrl¢ted funds A Gubay grant VWG Small Grant Bally Thomas Grant 12.508 24.818 5,833 12,508 1.087 5.833 (23.731) 43.159 23,731 19,428 TOTAL FUNDS 5.064,305 4,981,277 84,572 Comparatives for movement in funds Net movement in fijnds Transfers betsyeen fijnds At 3113r23 At 114122 Unrestricted funds General fund Revaluation reseNe 863,Cfj6 97.913 (175.791) 175.791 785.208 175.791 863,086 97.913 960.999 TOTAL FUNDS 863,086 97.913 960,999 Page 43 continued... ATEGI LIMITED NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 MARCH 2024 20. MOVEMENT IN FUNDS - continued Comparative net Mov￿￿en1 in ljnds, included in the above are as folknws: Incoming Resources resources eXp￿ded Gains and losses Movement in funds Unrestricted funds General fund 4.536.473 (4.6C6.719) 168.159 97,913 Restricted funds WCVA - VSRF small grant 48.876 (48,876) TOTAL FUNDS 4.655.595) 168.159 97,913 WCVA- VSRF small grant Funding has bf en received from WCVA in respect of the Third Sector Resilience Fi!nd- Phase 3. iTre funding will enable the company to employ a Fundraising mdnager to devek)p a fundraising strategy and diversity incom8 primarily through Trusts and Foundation5. The funding will also enable the company lo establish a Shared Lives Carer recruiknent leam. A Gubay Grant Funding received to provide Peer Support Cirdes tjr adults Mryth complex needs attoss RhoThJda Cynon Taf. Bally Thomas Grant Funding to be used towards salary costs of the Shared Lives Carer Recruitrnent programme. VWG Small Grant The grant will pay for a volunteer co-ordinator lo estabfish support cirdes for adults with complex n*ds. Cardiff and Rhondda Cynon Taff. Each support urcle would have &6 volunteer peer rnento￿. Meet weekly (in a local warm spacel cafél ccffimunity organisation near their homel. Each support carcle Mll.. Establish their own group agreements, priorities and group goals. how they wish to communicate with each other between meetings {e.g. WhatsApp group. closed Facebook). Develop a group strengths based plan. This will enable the groi.? to establish the strengths of eath indNidual wthin the group arKI the group as a whole. identify colleknlive goals, prioritise and agree a pian for action, identify the resources needed to &hieve their goals (e.g. communty assets) and take steps to deliver the goals. Goals will be specific to each group but examples could be to go Out shoppin￿t0 a r2fé together, to exerciselwalk regularly. to vdunteer in a local proiecvorganisation. to develop confidence using wblic transport together. to make new friends, go out to s(￿latiSe - pub- dubs. nor year only Designated fund During the prior year the board of trustees. workirKJ closely with the executwe team, identtfied and developed a phased approach lo strengthening the company's govemance and structure. and in order lo achieve this set aside designated funds during the year, for the strategic use of surplus reseNes lo invest in refining servtce delivery and the furtherance of the organisation's charitable aims. This has enabled the charity to better serve all stakeholde and. in parbcular. the individuals Ategi came into beirffJ to support. Page 44 continued... ATEGI UMITED NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 MARCH 2024 21. EMPLOYEE BENEFIT OBLIGATIONS The assets of the money purchase Group Personal Pension Plan are held separately from those o,. the compary in funds administered by Scottish Wdows. Certain employees are also meiiibers of the nats'onal Local Government Pension Scheme (LGPS), a (Jnded defined benefil scheme with assets held in separate Irustee-adminislefed funds. The company makes conlribulions lo the scheme in respect of these employees. but resFonsibilty for any pension scheme deficits remains with their previous employer. Contributions made by the comnany to the schemes during the year amounted to £60,715 (2023- Lfj4,9381. There were no outstanding pension ￿ntrIbUtionS at the the bdance sheet date {2023 - £nil). RELATED PARTY DISCLOSURES The￿ were no other related party tranSaC￿nS for ill e year ended 31 March 2024 or for the year ended 31 March 2023 that require discloswe. Page 45 **Ategi Ltd Flynn House Cardiff Road Rhydyfelin Pontypridd Rhondda Cynon Taf Wales CF37 5HP** **01443 484400 info@ategi.co.uk www.ategi.org.uk Charity Number: 1077595 Company Number: 02894715** **October 2024**