2023-03-31-accounts

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Leading the way for improved social care Annual report and financial statements 2022/23 31 March 2023

Company Limited by Guarantee Registration Number 04289790 (England and Wales), Charity Registration Number 1092778

About SCIE

The Social Care Institute for Excellence improves the lives of people of all ages by coproducing, sharing, and supporting the use of the best available knowledge and evidence about what works in practice. We are a leading improvement support agency and an independent charity working with organisations that support adults, families and children across the UK. We also work closely with related services such as health care and housing.

We improve the quality of care and support services for adults and children by:

identifying and sharing knowledge about what works and what’s new
supporting people who plan, commission, deliver and use services to put that knowledge into practice
informing, influencing and inspiring the direction of future practice and policy.

Social Care Institute for Excellence Isosceles Head Office One, High Street Egham TW20 9HJ

www.scie.org.uk

Chief Executive’s report ...................................................................................................1 Chair’s report ............................................................................................................ 2 Our year in summary ................................................................................................ 3 Activities and impact ............................................................................................... 5 What we have achieved ........................................................................................... 5 Future priorities .......................................................................................................11 Governance report ................................................................................................. 13 Financial overview .................................................................................................. 18 Independent auditor’s report ................................................................................. 22 .................................... 26 Statement of financial activities: Year to 31 March 2023 Balance sheet: As at 31 March 2023 ..................................................................... 27 ................................................. 28 Statement of cash flows: Year to 31 March 2023 Principal accounting policies: Year to 31 March 2023 ........................................ 30 ................................. 34 Notes to the financial statements: Year to 31 March 2023

Leading the way for improved social care: Annual report 2022/23 1

Chief Executive’s report

2022/23 has been a year of continued improvement and progress against the objectives we set ourselves last year. We want to be the best we can be for the benefit of the sector and after a successful year of impact and strong governance we have delivered a second year of surplus in succession. I am immensely proud that we have such a solid foundation to drive forward our strategy and future plans.

Thank you to the Board of Trustees for all of your support over the last year and to my hugely dedicated team along with our Co-production Steering Group and wider network.

Our contribution to the social care agenda continues to widen with SCIE now having a presence on the All-Parliamentary Party Group for Adult Social Care coupled with our membership of the new Housing Taskforce.

Ultimately, the purpose of all of this is the way we serve you the sector, and that we deliver the outcomes we promise. Over the last year we have been reviewing our stakeholder impact and it has been humbling to see the feedback we have received. Improving as an organisation is crucial for us, knowing what we need to improve on is just as important as hearing about what we do well.

For both our Local Improvement and Safeguarding work our stakeholders likelihood of promoting SCIE to peers generated a world class net promoter score of 78 - a brilliant benchmark to work to across all of our work programme areas.

Testament to our effectiveness is the fact that a large part of our work programme is with organisations and partners that we have worked with on a regular basis for a number of years. We pride ourselves on our quality of work and the fact that a large part of our work programme is with existing partners is testament to my team. We will continue to serve these partnerships to the best of our ability and look forward to increasing the number of partners that we work with over the coming 12 months.

A permanent shift to home working whilst beneficial from an environmental and financial point of view, has not been without its challenges. But, as is our culture, we have adapted and fought hard to make it work for the benefit of not only our mission but for the wellbeing of our staff.

There always remains more to do to fulfil our purpose. Now more than ever our sector needs a charity that makes the case for and demonstrates the incredible value and difference that great social care can make to people’s lives. Driven by the evidence and by the voice of lived experience SCIE has a unique role to play.

We look forward to working with you and thank you for your interest in SCIE.

Best wishes

Kathryn Smith Chief Executive, SCIE

2 Leading the way for improved social care: Annual report 2022/23

Chair’s report

The Social Care Institute for Excellence (SCIE) is a trusted partner to the social care sector. Over 22 years we have built our activities around a base of evidence. Our reach into the sector, years in the making, is unsurpassed. With strong and stable leadership under our Chief Executive, Kathryn Smith, we are well placed to implement our plans for the future in order to achieve our vision of a society where care and support maximises people’s choices, removes social inequality and enables people to live fulfilling, safe and healthy lives.

This has been another enormously challenging year for social care, but despite the political uncertainty we have continued to help the sector navigate the challenges it continues to face. Our success in facing this challenge is demonstrated by our annual impact report. One of the highlights for me is that 82% of our impact survey respondents told us that they had/intended to change their practice/approach following our intervention - a brilliant endorsement of our work.

The narrative that is switching to a focus on ‘solutions’ rather than ‘problems’ is key for us as we believe the sector has huge potential to continue to improve care and support based on evidence and best practice. Our focus on personalisation and the use of co-production lies at the heart of our ethos and enables the application of effective and practical care.

I am hugely proud to be the Chair of this leading charity and improvement agency. I want to thank my fellow Trustees along with our Chief Executive, Kathryn Smith, and all of the SCIE team for their huge efforts and dedication. Huge thanks also to our Co-production Steering Group who continue to work with us ensuring that the voice of lived experience is integral to all we do. A special mention should be made to Think Local Act Personal (TLAP), who SCIE host, and their contribution and recognition within the Adult Social Care White Paper ‘people at the heart of care’.

The social care sector is such an important sector to work in and contribute to and at SCIE we know it is a privilege to be part of it.

With best wishes

Rt Hon Paul Burstow Chair, SCIE

Leading the way for improved social care: Annual report 2022/23

Our year in summary

SCIE is a trusted voice in the social care sector and a leading values driven charity and improvement agency. As set out in the memorandum and articles of association, SCIE’s objective is the ‘relief of need arising from youth, illness, disability, old age or poverty, by the review, provision and dissemination of knowledge of, and guidelines for, good practice, and other information, to persons who use, work in or are otherwise involved in social care’. To fulfil its charitable objective, SCIE conducts its work under three core functions:

building a knowledge base about what works in social care
translating this into resources
disseminating this across the social care sector.

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Vision
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Mission
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Strategy
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A society where care and support:

maximises people’s choices
removes social inequality
enables people to live fulfilling, safe and healthy lives.

To research, evidence, share and support the implementation of best practice.

We use this evidence and experience to shape policy and outcomes, and to raise awareness of the importance of social care and social work for creating a fair and equal society.

Everything we do is informed by people with experience of care and support.

Our 2022/23 strategy focused on four strategic areas:

Driving improvements in social care locally.
Influencing better policy and practice nationally, including the Think Local Act Personal programme.
Supporting better safeguarding everywhere.
Improving SCIE as an organisation.

4 Leading the way for improved social care: Annual report 2022/23

Our values

The values we have signed up to

Progressive always learning and developing Inclusive working together for equality, diversity and fairness Credible evidence-based, robust and reliable Transparent open and honest Committed focused on making a difference to people’s lives

Our achievements

SCIE in 2022/23 22 years in operation Member of APPG ASC 87% Member of Housing Taskforce

87% said our strengths-based training “made a positive contribution to the work”

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8 8
6 6
4 4
2 2
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attendees
4,446 webinar followers 96,242 training sessions 353 individual
21 webinars social media
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Webinars, social media and training

6 strategic alliances and partnerships

125k subscribers to our newsletter with high rated open rate

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82%
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82% of 2,106 respondents either had or intended to change their practice/ approach following our intervention

Overall, SCIE received a world class net promoter score of 71 for the likelihood of promoting SCIE to peers across all areas

”

“SCIE were instrumental in how we’ve taken forward all of our knowledge mobilisation activity”

Leading the way for improved social care: Annual report 2022/23

Activities and impact

Why we exist: Leading the way for improved social care

The quality of life of people of all ages in the UK is improved or maintained because the people and organisations who support them have access to high quality research, evidence, insight and support.

Our current strategy focusses on four priorities:

Improving social care locally.
Influencing better national policy and practice, including the Think Local Act Personal programme, to drive personalisation of health, care and support.
Supporting better safeguarding everywhere.
Improving SCIE as an organisation.

What we have achieved

In our annual impact survey we wanted to know if:

Did/will practice/policy change as a result of our work?
What could SCIE have done differently to help you change?
Would they recommend SCIE to colleagues and peers?
What are the current areas you are working on where SCIE could support you?

Over the last year we have:

Improved social care locally

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Good
Poor Very Good
SCIE received a world class
net promoter score of 78 for
Very Poor World Class the likelihood of promoting
SCIE to peers.
+78
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The six main priorities we set for this year related to practice with impact, supporting place-based integration of health and social care, commissioning for innovation and outcomes, embedding the named worker approach, co-production of care and support and preparing local authorities for assurance arrangements.

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CASE STUDY

Adult Social Care Strategy – critical friend and improvement partner for South Tyneside Council

What we did:

South Tyneside needed an improvement partner to support them in the process of implementing their new Adult Social Care Strategy – Living Better Lives. At the same time there were significant developments across the Council, the ICB/ICS and the broader local system with the Adult Social Care Service also having a range of improvement initiatives and projects underway.

The difference we made:

“SCIE have improved our understanding of co-production and we’ve been able to develop our own co-production framework for implementation with a much broader understanding of what co-production entails.”

“SCIE has helped us to think differently about how we work as an organisation and its been the embedding and transference of the skills into what we do that has the added value piece for us.”

“We are realigning our transformation programme and are thinking so differently; if we hadn’t worked with SCIE, we wouldn’t have got to that point in terms of that realignment and just how we think. Again, it’s the critical analysis and SCIE really helped us with this.”

Leading the way for improved social care: Annual report 2022/23 7

Influenced better national policy and practice – SCIE

We set a priority to speak with an authoritative voice on how we improve people’s experiences and outcomes of social care, providing sector leadership and a strong policy perspective.

“They bring us expertise of a wide range of partners, including people with lived experience. When I was talking to them it was like I was speaking to all the people they had spoken to.”

CASE STUDY

Reforming Adult Social Care (RASC) consultation – Department of Health Northern Ireland

What we did:

In 2022, Northern Ireland, Department of Health carried out the Reforming Adult Social Care (RASC) consultation. This asked the public to respond to a set of questions about the 2022 consultation document which set out 48 Proposed Actions across six different Strategic Priorities, covering the whole of adult social care. SCIE analysed all of the data from the consultation, which consisted of:

153 online survey questions.
62 email responses consisting of 720 pages.
Notes from 17 online engagement sessions. The Department published its full response, including SCIE’s analysis in June 2023.

The difference we made:

This work has helped to inform the next steps in the development of adult social care reforms.

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Influenced better national policy and practice – Think Local Act Personal

TLAP continues to drive the personalisation of health, social care and support, working with a wide group of partners and have influence over national policy and the development of local care and support.

“An opportunity to think around corners, to hear the views of others and share, to be with people with the same drive to change things for the right reasons.”

(attendee at Archbishop Commission on Social Care Webinar TLAP hosted)

“Very real conversation between passionate experts who didn’t appear to be there simply in order to hear their own voices. Ensuring the audience were inspired.”

(attendee at Archbishop Commission on Social Care Webinar TLAP hosted)

CASE STUDY

Advancing Co-Production as a way to reach better decisions – Association of Directors of Adult Social Services (ADASS

What we did:

Think Local Act Personal, together with the National Co-Production Advisory Group have been supporting ADASS with progress to embedding co-production in their organisation nationally. This work started with making events more inclusive but has moved on to exploring how ADASS can co-produce policy effectively.

The difference we made:

We held the first ever Co-production Zone at NCASC, hosting talks, interviews and conversations on co-production with guest speakers. To encourage inclusivity we distributed free passes to those that draw on care and support, which ensured that 10% of overall attendees at NCASC were people with lived experience.

All sessions at the event were delivered in partnership between professionals and people who draw on care and support, including a plenary session on the work that TLAP and NCAG have been supporting at a regional level.

Other events include the hosting of a Co-production at ADASS webinar with ADASS, which highlighted emerging practice and impact.

TLAP Director, Ian McCreath and TLAP Chair Clenton Farquharson joined Rich Amos, Mel Williams and Phill Holmes for a panel discussion at Spring Conference.

Work is ongoing with ADASS on plans for developing national policy in co-production with people who draw on care and support, building on successful work in partnership with Turning Point on Social Justice.

Leading the way for improved social care: Annual report 2022/23 9

Supported better safeguarding everywhere

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Good
Poor Very Good
Very Poor World Class
+78
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SCIE received a world class net promoter score of 78 for the likelihood of promoting our safeguarding audits, reviews and foundation courses to peers.

SCIE is a leading authority on safeguarding across children’s and adult services and is the go-to organisation for politically sensitive safeguarding issues such as Whorlton Hall or Tate Modern.

“I want to thank the Social Care Institute for Excellence team for this thorough, constructive and helpful report for @LambethPalace. We welcome the encouragement and the challenge from SCIE to continue our ongoing learning and improvement of safeguarding practices.”

(Archbishop of Canterbury @JustinWelby)

CASE STUDY

Safeguarding Audit – Children’s Hospices Across Scotland (CHAS)

What we did:

Following a board governance audit, CHAS really wanted to understand their strengths and areas for development in relation to child protection and safeguarding public protection.

The difference we made:

The quote from CHAS below shows the difference we made to the client:

“The audit worked well and the auditors were phenomenal shining a real light on safeguarding child protection. The audit highlighted the importance of prioritising children’s voices and will help to put child protection and safeguarding at the centre, a golden thread, where it is everybody’s responsibility and everybody absolutely understands that and their role in it. Our governance, around safeguarding will be much better and our documentation and recording, as well as our framework for information sharing. It has also given us the confidence and momentum to improve our protection policies and procedures.”

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Improved SCIE as an organisation

“it’s not just a job, it really matters to them (SCIE), they really care about getting it right…..I need to feel that any organisation I work with is coming from a clear value base”

(SCIE stakeholder)

CASE STUDY

Moved to being a digital organisation

What we did:

Following the Covid-19 pandemic and the necessity to switch to working remotely, SCIE decided to make this a permanent switch in 2022. We have worked hard to make this a positive experience for the team. Whilst it hasn’t been without its difficulties, in our 2022 staff engagement survey 75% of the team said they felt connected to their colleagues. We will continue to work hard on our values, which include inclusion, to make team members feel connected and part of the charity. Ongoing support and improvement are key for the future.

The difference we made:

This has enabled the charity to become more geographically dispersed which helps to attract a wider pool of talent.

Leading the way for improved social care: Annual report 2022/23

Future priorities

We will continue to lead the way for improved social care through the priorities we have set for 2023/24.

We believe the sector has huge potential to continue to improve care and support based on evidence and best practice. Consequently, our focus will be on five strategic areas:

1. Drive improvements in social care locally to deliver better outcomes for people who need care and support. We will:

Continue delivering improvement projects to approximately 20 clients a year. Our improvement offer will include a new focus on delivering long-term impact through a critical friend support approach.
Continue delivering our highly popular strengthsbased leadership courses every month.
Develop new support offers in the areas of children’s social care improvement and in relation to the CQC assurance regime.

“SCIE was an amazing glue….feel like I am part of a community now.”

2. Influence and support implementation of better policy to improve the lives of people accessing care and support. We will:

Deliver the SCIE Commission on Care Equity.
Develop a new Social Care Online minimum viable product app, which we will seek to scale up thereafter into a training and development service for the social care workforce.
Deliver the SCIE DHSC core grant as per our agreed workplan.
TLAP will deliver its DHSC grant as per their agreed workplan.

“Experts in bringing together theory and practice which lends further credibility to their expertise of the sector.”

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3. Improve safeguarding processes to keep children and adults safe and support their social wellbeing. We will:

Continue delivering our audits, reviews and training to our client groups.
Develop, market and deliver a new improvement offer that takes evidence from audits and reviews and translates them into improvement support for greater impact.
Develop a new framework and tools for delivering safeguarding audits to multi-academy trusts and/or choir schools.
Showcase learning from our audits and reviews to increase system capability.

4. Embed co-production and the voice of people with lived experience in the design and delivery of health and care services to better meet people's needs. We will:

Deliver the co-production survey, co-production week and research evaluating the impact of co-production.
Work across SCIE, TLAP and the SCIE Co-production Steering Group to co-produce a strategy, vision for co-production and co-production evaluation tool.

“Experts in understanding the sector and in bringing together voices from across the sector.”

TLAP will develop, create and launch an online co-production hub bringing together guides, toolkits, easy read and multimedia resources showcasing the role of co-production within Making it Real and personalised reforms across social care, health and within ICSs.

5. Organisational development and infrastructure. We will:

Reduce the ratio of associate staff expenditure, only using associates when the team is at capacity or we require specialist skills or knowledge that we do not have in-house.
Install and configure a new finance system, project management system and HR/leave systems on Salesforce.
Launch our new website and decommission the old website.
Develop a detailed business development implementation plan for 2023/24, and a mid-term plan for 2024/25.

Leading the way for improved social care: Annual report 2022/23 13

Governance report

Statement of Trustees’ responsibilities

The Trustees (who are also directors of SCIE for the purposes of company law) are responsible for preparing the Trustees’ report and financial statements in accordance with applicable law and regulations.

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 income and expenditure of the charitable company for that period. Under company law the Trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the charitable company and of the income and expenditure of the charitable company for that period. 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 Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable to the United Kingdom and Republic of Ireland (FRS 102)
make judgements and estimates that are reasonable and prudent
state whether applicable United Kingdom Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements
prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in operation.

The Trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charitable 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 charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

Each of the Trustees confirms that:

so far as the Trustee is aware, there is no relevant audit information of which the charitable company’s auditor is unaware
the Trustee has taken all the steps that they ought to have taken as a Trustee to make themselves aware of any relevant audit information and to establish that the charitable company’s auditor is aware of that information.

This confirmation is given and should be interpreted in accordance with the provisions of s.418 of the Companies Act 2006.

The Trustees are responsible for the maintenance and integrity of 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.

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SCIE’s Board of Trustees

Up to 15 people are able to sit on SCIE’s Board of Trustees. At the time of this report, the board had 10 members, including its Chair. In the event of the charity being wound up, members are required to contribute an amount not exceeding £1.

New Trustees are elected by existing Trustees and serve for a term of three years before retiring from office. Retiring Trustees can be nominated to serve a second consecutive term provided that no Trustee serves more than two consecutive terms of office, except with the unanimous support of all the other Trustees.

Constant regard is paid to the skills mix of the Trustees to ensure that they have all the necessary skills required to contribute fully to the charity’s development.

On agreeing to become a Trustee of the Charity, the Trustees are thoroughly briefed by their co-Trustees on the history of the charity, the day-to-day management, the responsibilities of the Trustees, the current objectives, and future plans. The Trustees are also encouraged to attend any courses which they feel are relevant to the development of their role, and to keep up-to-date on any changes in legislation.

The Board of Trustees is supported by an Audit and Risk Committee and a People and Nominations Committee, which meets throughout the year.

The Audit and Risk Committee is established by the Board to make recommendations, provide oversight and assurance in respect of the Charity’s financial integrity, transparency and effective risk management. The Committee oversees the accuracy and reliability of the Charity’s financial reporting as well as evaluating the adequacy of internal controls. The Committee plays a pivotal role in maintaining accountability, good governance and the long-term sustainability of the Charity.

The Nominations and People Committee is established by the Board to make recommendations, provide oversight and assurance in respect to the Charity’s arrangements for appointing and assessing the contribution of Trustees, including the Chair and Hon Treasurer. The Committee also provides the Board with assurance in respect of the C harity’s people strategy and processes.

The following Trustees were in office at the time this report was approved and served throughout the year, except where shown:

Leading the way for improved social care: Annual report 2022/23 15

Trustee	Appointed / Resigned	Audit and Risk Committee	People and Nominations Committee
Rt Hon Paul Burstow (Chair) Clenton Farquharson Mark Atkinson Annie Hudson Osmund Stuart Jane Green John Grosvenor Margaret Lally (Vice Chair) Rachel Armitage Sean Holland Zoe Gould Zoe Hallam Brett Terry Georgia Chimbani	Resigned 19 January 2023 Resigned 19 May 2022 Resigned 19 May 2022 Resigned 03 August 2023 Appointed 14 July 2022 Appointed 14 July 2022 Appointed 14 July 2022 Appointed 18 July 2023	Treasurer Member Member Member	Member Member Chair

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Company secretary Chief Executive Registered and principal office Company Registration Number Charity Registration Number Auditor Banker	Kathryn Smith Kathryn Smith Social Care Institute for Excellence Isosceles Head Office One High Street Egham TW20 9HJ E: info@scie.org.uk W: www.scie.org.uk 04289790 (England and Wales) 1092778 Haysmacintyre LLP 10 Queen Street Place London EC4R 1AG Barclays Bank plc Public Sector Team Level 27 1 Churchill Place London E14 5HP

Leading the way for improved social care: Annual report 2022/23 17

This annual or Trustees’ report has been prepared in accordance with Part VIII of the Charities Act 2011 and constitutes a directors’ report as required by the Companies Act 2006.

The financial statements for the year to 31 March 2023 have been prepared in accordance with the accounting policies set out on pages 29 to 32 of the financial statements and comply with the charity’s memorandum and articles of association, applicable laws and 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 United Kingdom and Republic of Ireland (FRS 102).

Structure

The Chief Executive and Strategic Leadership Team staff attend, and provide reports to regular meetings of the Board of Trustees. This enables the business of the Board, including strategy, development, and governance, to be undertaken collaboratively and in accordance with good practice. The Chief Executive manages the day-to-day activity with assistance from senior executives.

Through involvement of staff representatives, circulation of papers, and staff meetings, there is wide communication of board discussions and decisions to staff members.

Key management personnel

The key management personnel are the Trustees together with the Chief Executive and the Strategic Leadership Team. Payments made to Trustees are set out above with all such payments being approved by the Board, those receiving such payments absenting themselves from such approval.

All of SCIE’s pay grades are externally evaluated by an external reward consultant. The consultant gathered relevant market data to design the associated pay levels. This involved extracting and gathering market data from a number of different sources in order to produce a rounded and robust outcome that smoothed out any anomalies which may exist in the source data. Data collected covers the Charity, Public, Institute, Academic and Research and Policy Sectors. In gathering pay data the consultant included organisations/data sources that are comparable with SCIE, in terms of size and location. After gathering data from these organisations and surveys, all of this was placed into a translator (which is merely a mechanism to extrapolate the salary figure from each organisation/data source at SCIE’s job size level/grade). This produced an indicative salary figure for every possible job evaluation score and therefore allowed us to read-off the market salary data from the relevant data sources for each of SCIE’s grades.

Equality, diversity and inclusion

Inclusion is one of our values that drives our organisational culture here at SCIE. We’re committed to listen and act where required so people can be included without fear or prejudice regardless of race, age, gender, sexual orientation, faith and belief, or a disability.

Beginning with our Board we’ve made appointments to increase diversity and we will look to build on this when we recruit to Trustee roles next year. We have people with lived experience on our Board and supporting committees. We’re also proud to include a person with lived experience on recruitment panels for Trustee and employee roles.

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Co-production Network

The Co-production Network involves users and carers in shaping and influencing SCIE’s work. The Network works with SCIE on its work programme, priorities, and performance.

Building on SCIE’s strong reputation for working with people who use services and carers, the Co-production Network met during the year, chaired by a SCIE Trustee (who is also a person that draws on services), to hold the organisation to account for ensuring the core values of the organisation continued to underpin its overall business plan.

Key risks

The Audit and Risk Committee regularly review the strategic risk register and have identified key risks and their mitigation. These include:

Monitoring financial sustainability to ensure that our expenditure does not exceed our income. This risk is mitigated by careful budget management, planning and forecasting.
Monitoring internal controls and procedures to ensure they are effective. This risk is mitigated by regularly reviewing and testing internal controls and by closely liaising with staff to obtain their feedback.
Having a robust and effective cyber security strategy in place to protect our infrastructure, assets, staff and clients. This risk has been mitigated by the appointment of a virtual Chief Information Security Officer (vCISO) who works closely with the Director of Finance and Corporate Resources.
Ensuring full compliance with our legal, financial and data protection responsibilities. This risk is mitigated by undertaking regular reviews, for example at the Audit and Risk Committee and Board meetings. SCIE have also appointed an external data protection advisor, who will undertake an annual audit to review SCIE’s ongoing compliance with data protection.

Financial overview

2022/23 represents a successful year for SCIE, on the back of recording our first operational surplus for the 2021/22 financial year, after a number of operationally deficit financial years.

SCIE is pleased to report an operating surplus of £302,505 for the 2022/23 financial year and SCIE staff should be congratulated on this achievement as we look to build on this surplus moving forward.

Although SCIE’s income for the 2022/23 financial year decreased by 6% in comparison to the 2021/22 financial year, expenditure also decreased by 3% over the same financial period. SCIE has its cost base firmly under control and we continue to seek to reduce and minimise expenditure where possible, regularly reviewing our strategies to maximise our income potential.

SCIE regularly reviews operations, to ensure that value for money in relation to goods and core services are being provided and received. SCIE’s procurement policies and processes have been strengthened to ensure that quotes for goods and services received are both competitive and represent value for money.

Leading the way for improved social care: Annual report 2022/23 19

SCIE’s defined benefit pension fund

Please refer to note 15 in the accounts.

Up until 7 December 2021, SCIE participated in a local government pension scheme (The Fund), administered by Essex County Council. The Fund was a defined benefits scheme providing benefits based on final pensionable pay. The contributions to the Fund up until 7 December 2021 were determined on the basis of triennial valuations by a qualified actuary.

On 7 December 2021 (the Exit Date), the charity became an Exiting Employer of the Fund, as a result of it no longer having an active member contributing towards the Fund. Essex County Council obtained an actuarial valuation as at the Exit Date to determine the amount due by the charity as at the Exit Date, under the Regulations (the Exit Payment). SCIE entered into a deferred debt agreement (DDA) with Essex Pension Fund as at the Exit Date. The DDA agreement ends if Essex Pension Fund assesses that SCIE has paid sufficient contributions to cover the required exit payment that would have been due if SCIE had become an exiting employer on that date the assessment is made.

SCIE remains a member of the SEI Master Trust Pension on a defined contribution benefit basis.

F igure 1: Total funds

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Total Funds of the Charity
4,500,000
4,000,000
3,500,000
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
-
Restricted Free Reserves Tangible Fixed
Reserves Assets
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The balance sheet shows total funds to be in credit by £4,346,240 at 31 March 2023 (2022 – deficit of £384,841). At this date, restricted funds amounted to a surplus of £187,276 (2022 – £248,264 surplus). These monies have either been restricted for use on specific projects or they comprise donations subject to donor-imposed conditions. Full details of these restricted

20 Leading the way for improved social care: Annual report 2022/23

funds can be found in note 12 to the financial statements together with an analysis of movements in the year. £6,493 (2022 – £6,210) of the total funds is represented by tangible fixed assets held in unrestricted funds.

SCIE’s remaining general funds (being unrestricted funds excluding tangible fixed assets are ‘free reserves’ and total £4,152,471 at 31 March 2023 (2022 – £2,929,261).

SCIE received its income from two principal sources – grants and fees and commissioning income. It spent its money on charitable activities delivering projects and meeting contracts and agreements. SCIE was also in receipt of £11,600 for “income in kind”, to support SCIE with marketing, impact and evaluation work and for the provision of meeting room space.

Figure 2: Income

----- Start of picture text -----
Our Income Sources
43%
53%
3% 2%
Department of Health and Social Care
Social Care Wales
Department of Health, Northern Ireland
Other funders
----- End of picture text -----

Policies

Reserves policy

SCIE carries out a diverse range of activities, some of which comprise short-term and externally funded projects, whilst others are long-term projects requiring ongoing financial commitment and investment.

The Trustees have examined the requirement for free reserves, that is, those unrestricted funds not invested in tangible fixed assets, designated for specific purposes or otherwise committed. This has been undertaken by a regular consideration of pension liabilities both by the Audit Committee and the Trustees, including the information from the most recent triennial review and the FRS 102 valuation. The Trustees have assessed the risks arising from a more uncertain future.

In the current climate, SCIE is determined to keep a level of reserves commensurate with balancing the need to release funds for new streams of income generation with the need to retain sufficient funds for liabilities and strategic investments; and, in addition, having funds to support three to six months of operating costs in the unlikely event of a closure. This would require reserves of £1 million to £2 million. The Trustees believe the minimum level of free reserves at this time, should be £2 million.

Leading the way for improved social care: Annual report 2022/23

The level of free reserves was £4,152,471 at 31 March 2023. The Trustees believe that this level of free reserves is adequate but not excessive and that it is consistent with the reserves policy above. The current free reserves provide a solid foundation to support SCIE’s transformation by enabling investment in the development of its commercial offer, diversification of sources of income, and in meeting its future liabilities.

Investment policy

SCIE does not have long-term investments. Funds that are surplus to requirements in the short term are kept on treasury deposit.

The charity’s assets

Acquisitions and disposals of fixed assets during the year are recorded in the notes to the financial statements (see note 8).

Trustees’ report (including the strategic report) approved by the Trustees and signed on their behalf by:

Trustee: Paul Burstow Approved by the Trustees on: 21st November 2023

22 Leading the way for improved social care: Annual report 2022/23

Independent auditor’s report to the members of Social Care Institute for Excellence

Opinion

We have audited the financial statements of Social Care Institute for Excellence for the year ended 31 March 2023 which comprise the statement of financial activities, the balance sheet, the statement of cash flows, and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

Give a true and fair view of the state of the charitable company’s affairs as at 31 March 2023 and of the charitable company’s net movement in funds, including the income and expenditure, for the year then ended;
Have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
Have been prepared in accordance with the requirements of the Companies Act 2006.

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the Charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

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

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company's ability to continue as a going concern for a period of at least 12 months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the T rustee s with respect to going concern are described in the relevant sections of this report.

Leading the way for improved social care: Annual report 2022/23 23

Other information

The Trustees are responsible for the other information. The other information comprises the information included in the Chief Executive’s Report, the Chair’s Report and the Trustees’ Annual Report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

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

the information given in the Trustees’ Annual Report (which includes the strategic report and the directors’ report prepared for the purposes of company law) for the financial year for which the financial statements are prepared is consistent with the financial statements; and
the strategic report and the directors’ report included within the Trustees’ Annual Report have been prepared in accordance with applicable legal requirements.

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Trustees’ Annual Report (which incorporates the strategic report and the directors’ report).

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

adequate accounting records have not been kept by the charitable company, or returns adequate for our audit have not been received from branches not visited by us; or
the charitable company financial statements are not in agreement with the accounting records and returns; or
certain disclosures of T rustees’ remuneration specified by law are not made; or
we have not received all the information and explanations we require for our audit; or
• the Trustees were not entitled to prepare the financial statements in accordance with the small companies’ regime and take advantage of the small companies’ exemptions in preparing the Trustees’ report and from the requirement to prepare a strategic report.

24 Leading the way for improved social care: Annual report 2022/23

Responsibilities of trustees for the financial statements

As explained more fully in the Trustees’ responsibilities statement set out on page 12, the Trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the Trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the Trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

Based on our understanding of the charitable company and the environment in which it operates, we identified that the principal risks of non-compliance with laws and regulations related to those laws and regulations that have a direct impact on the preparation of the financial statements such as the Companies Act 2006, the Charities Act 2011, income tax, payroll tax and sales tax legislation.

We evaluated management’s incentives and opportunities for fraudulent manipulation of the financial statements (including the risk of override of controls), and determined that the principal risks were related to management bias in accounting estimates. Audit procedures performed by the engagement team included:

Discussions with management including consideration of known or suspected instances of non-compliance with laws and regulation and fraud;
Evaluating management’s controls designed to prevent and detect irregularities;
Identifying and testing journals, in particular journal entries posted with unusual account combinations, postings by unusual users or with unusual descriptions; and
Challenging assumptions and judgements made by management in their critical accounting estimates.

Leading the way for improved social care: Annual report 2022/23 25

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities . This description forms part of our auditor’s report.

Use of our report

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

Kathryn Burton (Senior Statutory Auditor) 10 Queen Street Place For and on behalf of Haysmacintyre LLP, Statutory London Auditor Date: 14th December 2023 EC4R 1AG

26 Leading the way for improved social care: Annual report 2022/23

Statement of financial activities: Year to 31 March 2023


Notes	Unrestricted funds £ 49,449 2,022,401 2,071,850 1,708,357 1,708,357 363,493 4,428,576 4,792,069 4,792,069 (633,105) 4,158,964 — — —	Restricted funds £ 11,600 2,400,684 2,412,284 2,473,272 2,473,272 (60,988) (60,988) — (60,988) 248,264 187,276 — — —	2023 Total funds £ 11,600 49,449 4,423,085 4,484,134 4,181,629 4,181,629 302,505 4,428,576 4,731,081 4,731,081 (384,841) 4,346,240 — —	Unrestricted funds £ 861 2,132,456 2,133,317 1,642,670 1,642,670 490,647 (3,568,576) (3,077,929) (58,177) 3.858,000 721,894 (1,354,999) (633,105) —	Restricted funds £ — 2,653,154 2,653,154 2,666,667 2,666,667 (13,153) (13,153) 58,177 — 44,664 203,600 248,264 — —	2022 Total funds £
Income from: Donations and Legacies Short-term bank deposits . Interest receivable Charitable activities . Contracts, grants, service level agreements and fees receivable Total income Expenditure on: Charitable activities Provision and dissemination of knowledge and good practice in social care Total expenditure Net income (expenditure) for the year before exceptional pension items Exceptional Pension items 15 Net income (expenditure) for the year Fund Transfers Actuarial gains (losses) in respect to defined benefit pension scheme 15 Net movement in funds Reconciliation of funds: Fund balances brought forward at 1 April 2022 Fund balances carried forward at 31 March 2023						861 4,785,610 4,786,471 4,309,337 4,309,337 477,134 (3,568,576) (3,091,442) 3,858,000 766,558 (1,151,399) (384,841) — —

All of the Charity’s activities derived from continuing operations during the above two financial periods. There are no other recognised gains and losses. The notes to the accounts also form part of the financial statements.

Leading the way for improved social care: Annual report 2022/23 27

Balance sheet: As at 31 March 2023

2023 £		2023 £	2022 £	2022 £
1,873,252 3,269,074	33,194,5	6,493 4,398,080	1,431,404 2,761,254 4,192,658 (1,015,133)	6,210 3,177,525
5,142,326 (744,246)

		(58,333)
				(3,568,576)
				(384,841)
				248,264
		4,152,471		2,929,261 (3,568,576)
				(639,315) 6,210
				(384,841)

Financial statements and notes to the accounts approved by the Trustees of Social Care Institute for Excellence and signed on their behalf by:

Trustee: Paul Burstow

Approved on: 21st November 2023

Trustee: John Grosvenor Approved on: 21st November 2023

Company Registration No.04289790 (England and Wales) Charity Registration No.1092778

28 Leading the way for improved social care: Annual report 2022/23

Statement of cash flows: Year to 31 March 2023

Notes	2023 £ 2022 £ 467,685 (68,076)
Cash flows from operating activities: Net cash provided by operating activities A Cash flows from investing activities: Interest received Disposal of tangible fixed assets Purchase of tangible fixed assets Net cash provided by investing activities Change in cash and cash equivalents in the year Cash and cash equivalents at 1 April 2022 B Cash and cash equivalents at 31 March 2023 B
	49,449 861 0 8,994 (9,314) -----
	40,135 9,855
	507,820 (58,221) 2,761,254 2,819,475
	3,269,074 2,761,254

Notes to the statement of cash flows for the year to 31 March 2023

A Reconciliation of net expenditure for the year to net cash provided by operating activities

	2023 £	2022 £ 477,134 110,839 228,000 (861) (698,462) (184,726) (68,076)
Net income for the year (as per the statement of financial activities) Adjustments for: Depreciation charge FRS 102 pension charge Interest receivable (Increase) decrease in debtors (Decrease) increase in creditors Net cash provided by operating activities	1,162,505 9,031 58,333 (49,449) (441,848) (270,887) 467,685

Leading the way for improved social care: Annual report 2022/23 29

B Analysis of cash and cash equivalents

Analysis of cash and cash equivalents
	2023 £	2022 £
Cash at bank and in hand	3,269,074	2,761,254

Social Care Institute for Excellence does not have any borrowings or lease obligations. Net debt consists therefore of the cash at bank and in hand.

30 Leading the way for improved social care: Annual report 2022/23

Principal accounting policies: Year to 31 March 2023

The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the financial statements are laid out below.

Basis of preparation

These financial statements have been prepared for the year to 31 March 2023 with comparative information provided in respect to the year to 31 March 2022.

The financial statements have been prepared under the historical cost convention with items recognised at cost or transaction value unless otherwise stated in the relevant accounting policies below or the notes to these financial statements.

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (Charities SORP FRS 102) second edition, issued on 01 January 2019, the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

The charity constitutes a public benefit entity as defined by FRS 102.

The financial statements are presented in sterling and are rounded to the nearest pound.

Critical accounting estimates and areas of judgement

Preparation of the financial statements requires the Trustees to make significant judgements and estimates.

The items in the financial statements where these judgements and estimates have been made include:

Estimating the useful economic life of tangible fixed assets for the purposes of calculating the depreciation charge.
Assessing the appropriateness of the underlying assumptions made by the actuary in the valuation of the defined benefit pension scheme (up until 7 December 2021, the date of exit, see note 15 for further information).
Estimating the amount of income to be accrued in respect of contractual work completed; and
Estimating the amount to defer in relation to contractual and grant income received during the year.

Leading the way for improved social care: Annual report 2022/23 31

Assessment of going concern

The Trustees have assessed whether the use of the going concern assumption is appropriate in preparing these financial statements. The Trustees have made this assessment in respect to a period of one year from the date of approval of these financial statements.

The budget planning exercise for the 2023/24 financial year was a continuation of the focus on our Strategic Priority Areas and their associated sub-streams of work. The Finance Team have continued to work closely with each Strategic Priority Area lead to build an accurate and realistic 2023/24 budget which was recommended for approval by SCIE’s Audit and Risk Committee, before being ratified by the Board of Trustees. The 2023/24 budget forecasts an operating surplus.

Planning beyond the 2023/24 financial year, the Charity continues to have a healthy cash balance, resulting in SCIE being able to meet its financial obligations. Whilst there will be challenges ahead, the Trustees do not expect concerns to arise over the Charity’s financial position. As a result, the Trustees believe it is appropriate for the financial statements to be prepared on a going concern basis, which are free from material uncertainties.

Income recognition

Income is recognised in the year in which the Charity is entitled to receipt, it is probable the Charity will receive the income and the amount can be measured with reasonable certainty. Income is deferred only when the Charity has to fulfil conditions before becoming entitled to it, or where the donor or funder has specified that the income is to be expended in a future accounting period.

Income comprises interest receivable on short-term deposits with the Charity’s bankers, grants and funding from government and other agencies and income from commercial sources.

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the Charity; this is normally upon notification of the interest paid or payable by the bank.

Grants and funding from government and other agencies have been included as income from charitable activities as these comprise either contracts for services or they relate to specific services.

Income of a contractual nature and income generated from commercial sources is recognised to the extent that it is probable that the economic benefits will flow to the Charity and the revenue can be reliably measured. It is measured as the fair value of the consideration received or receivable, excluding discounts, rebates, value added tax and other sales taxes.

32 Leading the way for improved social care: Annual report 2022/23

Expenditure recognition

Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to make a payment to a third party, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably.

All expenditure is accounted for on an accruals basis. Expenditure comprises direct costs and support costs.

All expenditure is incurred on the Charity’s primary charitable purposes as described in the trustees’ report. It includes all costs associated with furthering the charitable purposes of the charity through the provision of its charitable activities. Such costs include direct and support costs including governance costs.

All expenditure is stated inclusive of irrecoverable VAT.

Allocation of support and governance costs

Support costs represent indirect charitable expenditure. In order to carry out the primary purposes of the Charity it is necessary to provide support in the form of personnel development, financial procedures, provision of office services and equipment and a suitable working environment.

Governance costs comprise the costs involving the public accountability of the C harity (including audit costs) and costs in respect to its compliance with regulation and good practice.

Support costs and governance costs are allocated as described in note 3 to these financial statements.

Tangible fixed assets

All assets costing more than £1,000 and with an expected useful life exceeding one year are capitalised.

Tangible fixed assets are capitalised and depreciated at the following annual rates in order to write them off over their estimated useful lives:

computer and IT equipment (including software) – 33.3% per annum based on cost
office furniture and fittings – 25% to 33.3% per annum based on cost
leasehold improvements – over the remaining period of the lease.

Debtors

Debtors are recognised at their settlement amount, less any provision for non-recoverability. Prepayments are valued at the amount prepaid. They have been discounted to the present value of the future cash receipt where such discounting is material.

Cash at bank and in hand

Cash at bank and in hand represents such accounts and instruments that are available on demand or have a maturity of less than three months from the date of acquisition. Deposits for more than three months but less than one year have been disclosed as short-term deposits. Cash placed on deposit for more than one year is disclosed as a fixed-asset investment.

Leading the way for improved social care: Annual report 2022/23 33

Creditors and provisions

Creditors and provisions are recognised when there is an obligation at the balance sheet date as a result of a past event, it is probable that a transfer of economic benefit will be required in settlement, and the amount of the settlement can be estimated reliably. Creditors and provisions are recognised at the amount the Charity anticipates it will pay to settle the debt. They have been discounted to the present value of the future cash payment where such discounting is material.

Fund structure

Restricted funds comprise monies raised for, or which have their use restricted to, a specific purpose, or contributions subject to donor-imposed conditions.

The general fund represents those monies which are available for application towards achieving any charitable purpose that falls within the C harity's objects. It is represented by free reserves.

The tangible fixed-assets fund represents the net book value of the C harity’s tangible fixed assets held under unrestricted funds. This fund has been separated from other unrestricted funds to emphasise that the assets are of fundamental importance to the Charity being able to achieve its charitable objectives and, as such, their value should not be regarded as realisable.

Leased assets

Rentals applicable to operating leases where substantially all of the benefits and risks of ownership remain with the lessor are charged to the statement of financial activities on a straight-line basis over the lease term.

Pension costs

Up to 7 December 2021, the Charity contributed to a defined benefits pension scheme providing benefits based on final pensionable salary. The assets of the scheme are held and managed separately from those of the Charity. Please see note 15.

Pension scheme assets are measured using market values. Pension scheme liabilities are measured using the projected unit actuarial method and are discounted at the current rate of return on a high-quality corporate bond of equivalent term and currency to the liability. Any increases in the present value of the liabilities within the C harity’s defined benefit scheme expected to arise from employee service in the period is allocated to the respective expense category within the statement of financial activities. Actuarial gains and losses are recognised in the statement of financial activities as part of other recognised gains and losses for the period.

34 Leading the way for improved social care: Annual report 2022/23

Notes to the financial statements: Year to 31 March 2023

1. Donations and legacies, contracts, grants, service level agreements and fees receivable

	Unrestricted funds £ Restricted funds £	2023 Total funds £	Unrestricted funds £	Restricted funds £	2022 Total funds £
Department of Health and Social Care project grants Social Care Wales Department of Health, Northern Ireland Fees and commissioning Donations and legacies National Community Fund (Formerly Big Lottery) Other funders	— 2,357,557 86,910 — 129,740 — 1,426,477 11,600 — 428,723 43,127 — —	2,357,557 86,910 129,740 1,426,477 11,600 471,850 —	— 182,946 111,347 1,597,205 — 241,819	2,477,525 — — — 140,334 35,285	2,477,525 182,946 111,347 1,597,205 140,334 277,104
	2,071,850 2,412,284	4,484,134	2,133,317	2,653,154	4,786,471

The above donations and legacies, contracts, grants, service level agreements and fees receivable relate to the sole charitable activity of Business, Development & Delivery (BDD).

2. Provision and dissemination of knowledge and good practice in social

care

Business, Development & Delivery (BDD) Staff costs Office and premises costs Donations and legacies Commissioning costs Electronic access and publication costs Publicity and dissemination Support costs (note 3)	Unrestricted funds £ Restricted funds £ 2023 Total funds £ 274,430 1,270,996 1,545,426 (2,449) 4,173 1,724 11,600 11,600 674,530 615,663 1,290,193 58,749 13,437 72,186 - - - 703,097 557,403 1,260,500 1,708,357 2,473,272 4,181,629 -	Unrestricted funds £ Restricted funds £ 2022 Total funds £
		81,395 1,498,154 1,579,549 - - - - - - 750,142 379,764 1,129,906 6,909 18,104 25,013 - - - 804,224 770,645 1,574,869
		1,642,670 2,666,667 4,309,337

The £1,724 “office and premises costs” relate to specific projects and did not form part of the wider support cost allocations as detailed in note 3.

Leading the way for improved social care: Annual report 2022/23 35

3. Support costs

----- Start of picture text -----
|||| |---|---|---| |2023|2022| |Total|Total| |funds|funds| |£|£| |Staff costs|761,699|799,222| |Premises costs|(32,664)|223,061| |Office costs|17,599|29,195| |Governance costs (Excluding staff| |27,763|22,630| |costs)| |Other costs|486,103|500,761| |Total|1,260,500|1,574,869|