In Control Partnerships Trustees’ report and accounts for the year ended 31 March 2023
Charity registration no: 1130761 Company registration no: 06393960 (England and Wales) A Company Limited by Guarantee
In Control Partnerships
Contents
| Contents | |
|---|---|
| Page | |
| Reference and administration information | 3 |
| Chair’s report | 4 |
| Statement from the Chief Executive Officer | 5 |
| Treasurer’s report | 12 |
| Trustees’ report | 14 |
| Independent Examiner’s report | 20 |
| Statement of financial activities | 21 |
| Balance sheet | 22 |
| Notes to the accounts | 23 |
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In Control Partnerships
Reference and administrative information For the year ended 31 March 2023
Trustees Joanna Webber (Chair) Susan Bott CBE (vice chair) Loredana Guetg-Wyatt (Treasurer) David Ashley Gillian Crosby Paul Davies Helen Leonard Chief executive officer Julie Stansfield BCAc Company secretary Julie Stansfield BCAc Charity number 1130761 Company number 06393960 The working name of In Control Partnerships is ‘In Control’. Principal address PO BOX 16749 Solihull West Midlands B90 9LA Registered address Invicta House 108-114 Golden Lane, London EC1Y 0TL Independent Examiner Fleur Holden Sayer Vincent LLP Invicta House 108-114 Golden Lane, London EC1Y 0TL Bankers Barclays Bank Plc Mell Square 19-21 Mill Lane Solihull B91 3AR The Co-operative Bank Plc 80 Cornhill London EC3V 3NJ
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In Control Partnerships
Chair’s Report For the year ended 31 March 2023
As the chair of In Control, I am pleased to present the fifteenth annual report for the charity.
The need for a neutral and independent, charitable entity to influence the wider national welfare agenda continues and has been amplified by the current coronavirus situation. In Control has, as part of its mission, to champion the maintenance of strong ethical values and principles in the delivery of self-directed support. It has strength through its “people power", its thought leadership and practical innovation. It has offered very timely support and services which address the challenges being faced by many in the current circumstances.
In her report below, Julie Stansfield, Chief Executive Officer, sets out in greater detail the development of activities from In Control.
As Julie reports, in its fifteenth year of operation as an independent entity, In Control has continued to shift and adapt to new circumstances. In Control also continues to reorganize, develop and lead the way to meet the challenges. The hosting of such an array of innovative movements covering people who draw on health and social care, the workforce, the public and development of leaders bring hope that positive change can be made for the benefit of our society as a whole.
In Control is continuing to build on the firm foundations which have been created during its lifetime through the hard work and dedication of its staff and through the people that it serves. I would like to send my heartfelt thanks to everyone who works with and for the charity. I would also like to express my personal thanks to all the Trustees, both past and present who have been involved in the work of the charity. Your enthusiasm and commitment sets us in good stead for the future and it is much appreciated.
Jo Webber
Chair of In Control Partnerships Board of Trustees
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In Control Partnerships
Statement from the Chief Executive Officer For the year ended 31 March 2023
As one of the initial founders of In Control, I remain honoured and very proud to have played a key part in its development and the important work it carries out.
Our overarching aim is to help build a better world for those who by reason of their circumstances are in need of additional support. In Control's values are rooted in a deep appreciation of human rights and the value of human diversity. We believe in supporting citizenship and community at every level and having faith in the capacity of every individual with support to contribute to their own development and consequently create a better society for all. Our objectives are:
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to provide support to people who, by reason of disability, age, ill health or some similar cause, have need of additional support.
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to enable people who need additional support to lead an ordinary life; and
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To advance the education of the public in relation to the needs of people who need additional support.
I report that in our fifteenth year of operation we have continued to change and develop as an organisation. In particular, this year has continued to focus on the challenge between the rhetoric and the reality.
In Control is hosting and serving a range of movements and organisations in order to meet our objectives.
We host a range of innovative activity which cover public perception and support, leadership for people who are recipients of support and leadership for the NHS and social care workforce, and #socialcarefuture for social care reform and change. We still continue to serve statutory organisations such as local authorities (children and adult social care services) and with NHS providers and commissioners. This year we have been contracted to support NHS England with a range of projects.
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In Control Partnerships
Statement from the Chief Executive Officer For the year ended 31 March 2023
Highlights of some of our key achievements and activities over the year are below.
Social Care Future
In Control continue to be proud of hosting and support the Social Care Future National network. The aim is to help change how we conceive of care and support and tell a different story about what it can do to the wider public – one that they can get behind. This continues to create an amazing gathering of people collecting the best ideas, innovations and connections for the future of social care. Social Care Future has 4 voluntary convenors who bring a whole range of experience, passion and commitment to getting a better social care future. All of these convenors have had recent direct experience of receiving care and support for themselves or family member and also bring a variety of other experience.
Social Care future have published the following.
Social Care Future is:
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A movement about good, equal lives with people at the heart. Not an organisation – a place to come together.
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Starting with a vision for the future and focused on how to get there. Ambitious – about big change even if it starts small.
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Coming together to do things ourselves as well as asking the govt and others to change.
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In Control Partnerships
Statement from the Chief Executive Officer For the year ended 31 March 2023
A Theory of change has been developed;
There are communities of council and providers striving to use the vision to build a roadmap.
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In Control Partnerships
Statement from the Chief Executive Officer For the year ended 31 March 2023
Leadership programmes
Partners et al
We continue to run leadership programmes based on “Partner in Policymaking” based on the belief that people who need support and their families have always been the true experts on what they want and need in order to lead positive, fulfilling, successful lives.
The course is designed to train, identify, support and sustain a local network of people who work within statutory, providers or community alongside those who receive support. It instigates an
inclusive culture change for people who believe that things can be better for people and their families and who want to make a difference in their local community. It is about: Providing people with the right mix of information and inspiration, so they know what support is available and what is possible, in order for them to plan the best futures for themselves and other people in the community. Meeting & collaborating with others who want things to be better in the local area and making new contacts, which become incredibly powerful and make a real difference.
This year we have completed a new online course, learning lessons that many people through the pandemic have been accessing information and support on line and remain in a position where they are not able to attend a face to face course. The programme started in Summer 2022 and utilized the sessions based on Partners in policymaking and then added bespoke session from international speakers.
The Speakers included: John O’Brien Jack Pearpoint Lynda Khan Patti Scott John Evans Will Case Andy Walker OBE Us in a bus Steve McGuiness Sam Clark Karen Saville and Gavin Croft Simple Stuff Works Joe Whittaker Barry Jones Alicia Wood Mitchell Woolf
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In Control Partnerships
Statement from the Chief Executive Officer For the year ended 31 March 2023
Leadership for Personalised Care
We have been partners for the Leadership for Personal Care along with the NHS England leadership for personal care team, the NHS leadership academy, Skills for care, Coalition for personal care and Think Local Act Personal (TLAP). This has developed further Leadership for Personalised Care | Leadership Framework | Programmes for leaders in healthcare, social care and beyond
Whilst these events are usually done face to face live during the year we have continued to run regional programmes online. We have developed a website base for this that can be found >>
Leadership for Personalised website link
And now developing the collaborative leadership and applied to be on the Leadership Academy Faculty Framework. Participants who have been on the programme are joining together in the Northwest to keep some momentum of personalized leadership approaches.
BE HUMAN
This work was financially supported via a grant from Esmee Fairburn. Its aim to make organization more human and follow the principles that we know make a massive difference to people. This moves away from it being about funding and puts the human element into the process. We can forget what people show us and tell us but we never forget how people make us feel.
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In Control Partnerships
Statement from the Chief Executive Officer For the year ended 31 March 2023
Specific support to people who need support due to ill health, age or disabled
In Control gave an immediate platform for people who are on Direct Payments through a personal budget or personal health budget. This group was not mentioned in any early guidance. So, since March 2020, we have continued to gather people to share information, - ideas, concerns & plans. Previous webinars, the recordings can be found at: https://be human.org.uk/webinars/
The webinars were able to seen by people not able to access zoom but able to be shown on you tube on their TV, so we were able to reach far more people who draw on long term health and social care than ever before. These webinars are still being used and accessed by people
We have amended the Register. To continue record experiences and offer advice and support to people. The key elements of recording were described as: register, advice, conciliation, arbitration (RACA). RACA was formed by people and organisations connected to In Control Partnerships. It’s a group of people who see the challenges faced in today’s society where people, due to a lack of personal power, are often not seen for the individual human beings they are in their interactions with public services.
The formal objectives of the initiative were:
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To record experiences of health and social care support
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To identify what went well and what not so well
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Where appropriate and practical to intervene and help to improve experiences
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To learn from experiences and develop best practice
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To inform future strategy
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In Control Partnerships
Statement from the Chief Executive Officer For the year ended 31 March 2023
It was very important to go beyond analysis and reporting with policy recommendations. We were clear at the outset of our intention to act as well as listen, where people wanted this. We reported on our findings:
iC-Building-Personal-Power-report-2021-SINGLE-FINAL.pdf (be-human.org.uk) and are in the process of out next report which will be published late spring time.
This describes the process of gaining support and information described here >
Over 15K have accessed Be Human for information linking to 1 and 2 of this process. Over 3K have attended webinars linking to 2 and 3.
There are over 300 individual situations who have benefited from direct support this over the last year linking from 2 to 5.
We have started to collate direct stories of how this has impacted on both people who work in and/or receive long term health and social care.
Final-Story-AB.pdf (be-human.org.uk)
Despite the massive challenges over the year, In Control are doing their utmost to continue with its mission and objectives. This is for the most due to an incredibly talented, dedicated & hard-working team at its core. My very grateful thanks to Gaynor Cockayne, Neil Crowther, Lynne Elwell, Wendy Kellett, Chris Hatton, Richard Holland, Tricia Nicoll, Martin Routledge & Anna Severwright, Andy McCabe also to our supporting bodies NHS England, Disability Rights UK, Learning Disability England & The Esmee Fairburn Foundation.
Julie Stansfield BCAc Chief Executive Officer
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In Control Partnerships
Treasurer’s Report For the year ended 31 March 2023
Financial Review
Key Activities
As outlined by the Chair, In Control has continued to shift and adapt to new circumstances. The Charity continues to reorganize, develop and lead the way to meet the challenges. As In Contol continues to adapt, the overarching aim remains always the same: to help build a better world for those who by reason of their circumstances are in need of additional support. Thus, key activities and sources of income remain from the provision of support services, programmes and projects to families and to organisations in the health, education and social care sectors.
The chief executive’s report sets out in greater detail a description of key services delivered in 2022/2023, the majority of which will continue to be delivered in 2023/24.
Financial Results
Our aim for 2022/23 was to operate across our programmes with a small surplus, while seeking to maintain costs at the same level as last year. As the charity operates a ‘cloud’ based model with employees working from home, there are no costs associated with fixed assets. Costs related to salaries have increased partly due to a general review of salaries and roles and responsibilities as well as an increased use of associates.
Results for this year 2022/23 shows a surplus of £7,728, (2022: £18,892). Income for the year was £553,382, a decrease of £69,738 compared to the previous year (2022: £623,120).
The majority of the income in 2022/23 remains from products and programmes. In particular, programmes related to Integrated Personal Care with a total income of £504,287 (2022: £554,099).
As per previous years, given the challenging public sector budgets, income from membership activities has decreased to £48,433 (2022: £51,556).
Grant income for the year was £35,183 (2022: £28,019).
The largest part of In Control’s expenditure remains to be staff (contracted and associate) costs at £228,204 (2022 £192,760). As in previous years, we continue to closely monitor associate rates in line with the market and client expectations.
Reserves Policy
We continue to monitor our reserves to ensure that they remain prudent in the light of our own circumstances and general economic conditions.
The charity reserves policy is to maintain a level of unrestricted funds that will enable the charity to ensure a continuity of activity and have the ability to adjust, in a measured way, to significant changes in the external economic environment and demands on the services provided by the charity. The Board of Trustees recognises that a level of unrestricted reserves sufficient to maintain the day-to-day operations of In Control for a period between 6 to 9 months is appropriate. At 31 March 2023 unrestricted reserves amounts to £385,439 (2022: £382,422) which meets the policy requirements to hold sufficient unrestricted reserves to cover expenditure for a period of up to 8 months.
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In Control Partnerships
Treasurer’s Report For the year ended 31 March 2023
Investment Policy
The Charity can make investments that are within the investment policy agreed by the Board which follow the guidelines and regulations issued by the Charity Commission.
In Control holds its operational reserve in its current account whereas free reserves are held in fixed rate saving accounts. The cash balance remains positive with year-end cash of £477,271 and current asset investment balance of £444,438. Our cash balance remains on deposit primarily with two financial institutions, whereas our current asset investment accounts sit with 5 different banks to spread the risk.
Interest income remained low given current market interest rates though we believe we have achieved a prudent balance between income and guarding against the risk of failure of any one institution.
As a smaller charity, we benefit from the protection offered by the Financial Services Compensation Scheme of £85,000 per institution.
Governance and Control
The Finance and Business Committee met six times during 2022/23. Its purpose is to review budget preparation and management accounts, including progress against budgets, in order both to monitor performance and make recommendations to management as required.
In Control’s financial position and forecast is also reported formally to the Board of Trustees which also meets four times each year, which includes an Outcome Impact focus – trustees are keen and passionate to see resources making a difference to the mission.
Our control systems ensure sign-off of all contracts against certain criteria built into a project template and which ensure that each project remains financially viable. Due to the new controls and reviews introduced last year, bad debt remains at very low levels and is thoroughly and tightly managed. I commend and thank the team for their very efficient and effective running of the charity.
Loredana Guetg-Wyatt Honorary Treasurer
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In Control Partnerships
Trustees’ Report For the year ended 31 March 2023
The Trustees present their report and the audited financial statements of the charity for the year ended 31 March 2023. The financial statements comply with the Charities Act 2011, the Companies Act 2006, the Memorandum and Articles of Association, the requirements of a directors’ report in company law, and Accounting and Reporting by Charities: the Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102).
The Trustees have referred to the guidance contained in the Charity Commission’s general guidance on public benefit when reviewing our aims and objectives and in planning our future activities. In particular, the Trustees consider how planned activities will contribute to the aims and objectives they have set.
Principal aims and activities
In Control’s mission is to create a fairer society where everyone needing additional support has the right, responsibility and freedom to control that support.
The main objectives of In Control are set out in the Chief Executive Officer's report, which also details In Control's achievements and the plans for next year. In Control's legal and administrative details are set out on page 3.
There are a number of factors that are critical to the achievement of In Control’s objectives including relationships with our programme subscribers, suppliers, employees, and contracted staff, members of the public, government, funders and the wider sector.
Structure, governance and management legal structure
In Control Partnerships is a company limited by guarantee, which was registered as a charity on 27 July 2009 with the Charity Commission. It is referred to throughout this report as "In Control". It is governed by memorandum and articles adopted on the date of incorporation (9 October 2007), as amended by special resolution on 21 May 2009. It started to operate as an independent organisation from 1 April 2008.
History
In Control was founded in 2003 by a small group of people who wanted to make life better for people needing support. It was responsible for pioneering the concept of self-directed support and developed individual/personal budgets as a way for people to take charge of their support. Inspired by the Independent Living and Inclusion Movement, In Control piloted the self-directed support model across six areas of England - bringing real, sustainable benefits with no increase in costs. Between 2005 and 2007, this work strongly influenced government policy and resulted in 'Putting People First', a national policy which introduced personal budgets. In Control is continuing to influence government policies affecting a wide range of support systems, including personal health budgets, criminal justice, and homelessness and continuing development in children’s services and adult social care. In 2011, together with the Centre for Disability Research at Lancaster University, we developed the Personal Outcome Evaluation Tool (POET) and published the results of the First National Personal Budget Survey, identifying the outcomes and experiences of people using personal budgets, and those of their family carers, to better understand what improvements were needed. In 2014 the Care Act modernised and consolidated the law on adult social care in England into one statute, and the Children and Families Act introduced the most wide-ranging policy and practice reforms for children with SEND and their families for more than 30 years. Partners in policymaking et al, family leadership course continues to inform and inspire and
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In Control Partnerships
a publication of the “rights of passage” gave some legacy to the last 2 decades of partners. In Control continues its work to ensure the rhetoric noted from the legislation becomes a reality for people and families. In 2016 we supported the independent living group chaired by Baroness Campbell and completed a survey to assess what impact the Care Act is having on day to day life, this led to further reporting impact on payment cards and charging for social care. In 2019 two great initiatives were formed and hosted by In Control. Be Human is a movement aspiring to all and any organisations and companies to sign up to the 7 Be Human principles, noting that how people feel is not only important but powerful, recent publication “Building Personal Power” describes the work Be Human undertook during the pandemic. Social Care Futures created a mass gathering to create a vision of the social care future we want, this vision has such a broad consensus and continues to be very influential in the up coming social care reforms.
Network and subscription structure
In Control is able to support and advise a large number of statutory and non-statutory organisations through a variety of services, free and low-cost networks and fee-based services.
Governance and management The Board of Trustees
The affairs of In Control are governed by a Board of Trustees who are also the directors for the purposes of the Companies Act 2006 and the Trustees of the charity for the purposes of charity legislation. They are referred to collectively in this report as "the Trustees" or "the board".
The board met four times in the year. It has overall ownership and responsibility for In Control and meets at least quarterly to approve budget, to monitor financial and operational activity, to review policies and services, delegate operational activity to the chief executive and plan for the future. The board has also set up one sub-committee, Finance, Audit and Business, in order to work closely with In Control's staff.
Within the board, Trustees have specific areas of responsibility including the treasurer and company secretary. Any exceptional decisions not related to general operations or business will be presented to the board by the chief executive officer to approve. The Trustees, all of whom served throughout the year were:
David Ashley Susan Bott CBE (Vice Chair) Gillian Crosby Paul Davies Loredana Guetg-Wyatt – (Treasurer) Helen Leonard Joanna Webber (Chair)
Appointment and terms of office of Trustees
A person is first appointed as a trustee by the Trustees must retire at the next annual general meeting and is then eligible for re-election by the members. Each trustee is assigned to serve for three-year renewable terms. The trustees may review the activities and service at the time of re-election. There is no limit to the number of terms to which trustees may be elected.
None of the Trustees has any beneficial interest in the company other than the declaration of related party transactions noted herein. All of the Trustees are members of the company and guarantee to contribute £1 in the event of a winding up.
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In Control Partnerships
Trustee induction
Most new Trustees are already familiar with In Control, with its activities and with charitable operations in general because they are drawn from partner connection or member agencies, most of which are, or deal with, charities. However, all new Trustees are offered a personalised programme of induction to enable them to be fully conversant with the organisation, the operation of the board, obligations under charity and company law, the memorandum and articles, the way the charity and its members operate, the operating environments, staffing structure, staff, financial monitoring and future plans.
Operations and staffing
The chief executive officer, Julie Stansfield, is responsible for In Control's operations through delegated authorities. The chief executive officer, in turn, delegates areas of operation to those overseeing particular work areas. The current staff structure and persons used on a self-employed, seconded or contracted basis during the year for the delivery of services are set out below:
Employees of In Control during the year
Gaynor Cockayne, head of support services * Lynne Elwell, head of imagination / partners network Wendy Kellett, finance assistant & admin Martin Routledge, policy advisor * Anna Severwright Julie Stansfield BCAc, chief executive officer * Andy McCabe
*Members of key management
Self-employed, seconded or contracted staff used during the year
Neil Crowther Tricia Nicoll Karen Saville Andy Walker Rosie Redstone Molly Hartill Rebecca Williamson Katie Casey Heather Simpson Kristie Adams Jaimee Lewis Tristian Kayes CarolineEastland Debra Carter Jo Delree Kirit Mystery Di Domenico Sarah Pickthall Ali Smith Emma Brown Julie Flower
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In Control Partnerships
Staff involvement
In Control's staff has comprised a mixture of employees, seconded, contractors and selfemployed individuals. In Control seeks to fully engage its entire staff in pursuit of its objectives and vision. An employee handbook which includes policy, practice and a communications and support plan set out the organisation's values. Routine internal communication takes place which includes regular meetings, conference calls, video conferencing and one-to-one meetings with line managers
Staffing policies
In Control contracts an independent HR service for employment law and advice on a retainer basis, which supports a personnel review and strategy. In Control reviews its personnel policies and procedures at least annually and has updates on personnel at each board meeting.
Remuneration
Trustees give of their time freely so do not receive any remuneration or benefits from In Control though they may claim travel and accommodation expenses.
The pay and remuneration strategy for Key Management Personnel and employees was set in 2011 by a Remuneration Committee. A number of criteria are used in setting pay levels including:
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the nature of the role and responsibilities;
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trends in pay;
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a benchmarking exercise with comparable organisations to ensure suitable rates of salary are paid to staff;
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The needs of the organisation.
We take inflation into account by considering yearly increments based on available finances and pay trends. Rates of pay are reviewed by The Treasurer, the Chair and the Chief Executive annually.
Health and safety
The Business manager is the appointed health and safety coordinator who, together with other members of staff, undertakes an audit and review of risks, takes appropriate actions under delegated authority and makes any recommendations necessary to the executive group. The chief executive officer ensures any causes for concern are included on the company risk register.
Risk Management
The Trustees have a risk management strategy involving a regular review of the major risks to which In Control is exposed and approval systems and actions for managing and mitigating them, including the maintenance of a risk register which is updated on a regular basis. The board recognises In Control operates at significant risk of failing to achieve adequate income to meet its commitments and pursue its objectives. The risk is monitored and actively managed by the employees who report through the Finance, Audit and Business Committee to the Trustees of In Control.
The key elements in the management of this risk have been as follows;
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diversification of income minimised by actively shifting the balance of reliance on public service funding by seeking trust funds and exploring partnerships with other groups to share resource to meet the same outcomes.
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Surplus reserves have been utilised over the last year to invest in development activity. In Control have a reserves policy in place and mitigate risks by ensuring it is discussed as a standing agenda item at every Board of Trustee meeting.
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Internal control risks are minimised by the procedures in place for authorisation of expenditure and commitments. Insurance is in place.
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We are currently assessing and creating a strategy for the risk of loss of key staff
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In Control Partnerships
Financial control
Through the Finance, Audit and Business Committee, the board monitors all aspects of financial performance and financial management through its regular meetings. It sets annual budgets and requires reporting against them at least quarterly. It reviews internal financial management and reporting arrangements at least annually. In terms of day-to-day financial control, a comprehensive and robust set of financial procedures is in place. It is the policy of In Control that funds which have not been designated for a specific use should be maintained at a level equivalent to between three and nine month's expenditure. The Trustees consider that cash balances at this level will ensure that, in the event of a significant drop in funding, In Control's current activities will continue while consideration is given to ways in which additional funds may be raised. This level of cash balances has been maintained throughout the period.
Financial review
The financial review is set out in the Treasurer's report on page 12. A breakdown of charitable and fundraising activities can be found in note 3 to the financial statements. The Trustees confirm that the performance of these activities undertaken during the year sufficiently met those objectives of the charity set out in the Chief Executive Officer's Report on page 5.
The full Statement of Trustees’ Responsibilities is set out below.
Statement of responsibilities of the trustees
The trustees (who are also directors of In Control Partnerships for the purposes of company law) are responsible for preparing the trustees’ annual 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 period. In preparing these financial statements, the trustees are required to:
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Select suitable accounting policies and then apply them consistently
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Observe the methods and principles in the Charities SORP
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Make judgements and estimates that are reasonable and prudent
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State whether applicable UK Accounting Standards and statements of recommended practice have been followed, subject to any material departures disclosed and explained in the financial statements
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Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation
The trustees are responsible for keeping adequate 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.
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.
These accounts have been prepared in accordance with the provisions applicable to companies subject to the small companies’ regime.
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In Control Partnerships
The trustees’ annual report has been approved by the trustees on 4 July 2023 and signed on their behalf by
On behalf of the board of Trustees
Loredana Guetg-Wyatt Trustee
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Independent examiner’s report to the trustees of In Control Partnerships
I report to the trustees on my examination of the accounts of In Control Partnerships for the year ended 31 March 2023.
This report is made solely to the trustees as a body, in accordance with the Charities Act 2011. My examination has been undertaken so that I might state to the trustees those matters I am required to state to them in an independent examiner's report and for no other purpose. To the fullest extent permitted by law, I do not accept or assume responsibility to anyone other than the charity and the trustees as a body, for my examination, for this report, or for the opinions I have formed.
Responsibilities and basis of report
As the charity trustees of the Company you are responsible for the preparation of the accounts in accordance with the requirements of the Charities Act 2011 (‘the Act’)/Companies Act 2006 (‘the 2006 Act’) .
Having satisfied myself that the accounts of the Company are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of the Company’s accounts carried out under section 145 of the 2011 Act and in carrying out my examination I have followed all the applicable Directions given by the Charity Commission under section 145(5)(b) of the Charities Act 2011 (‘the 2011 Act’).
Independent examiner’s statement
Since the Company’s gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination because I am a member of the Institute of Chartered Accounts in England and Wales, which is one of the listed bodies.
I have completed my examination. I confirm that no material matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:
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1 Accounting records were not kept in respect of the Company as required by section 386 of the 2006 Act; or
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2 The accounts do not accord with those records; or
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3 The accounts do not comply with the accounting requirements of section 396 of the 2006 Act other than any requirement that the accounts give a ‘true and fair view’ which is not a matter considered as part of an independent examination; or
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4 The accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities.
I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.
Signed:
Name: Fleur Holden FCA
Address: Sayer Vincent LLP, Invicta House, 108-114 Golden Lane, London, EC1Y 0TL Date: 18 September 2023
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In Control Partnerships
Statement of financial activities (incorporating an income and expenditure account)
For the year ended 31 March 2023
| For theyear ended 31 March 2023 | |||||
|---|---|---|---|---|---|
| Note Income from: 2 3 3 4 4 5 Reconciliation of funds: Total funds carried forward Transfers between funds Net movement in funds Total funds brought forward Net income / (expenditure) for the year before transfers Membership Total expenditure Charitable activities Membership Products and programmes Products and programmes Investments Total income Expenditure on: Donations Charitable activities |
Unrestricted £ 35,182 11,417 409,199 1,956 |
Restricted £ - - 95,628 - |
2023 Total £ 35,182 11,417 504,827 1,956 |
Unrestricted £ 28,019 40,542 544,284 460 |
2022 Restricted Total £ £ - 28,019 - 40,542 9,815 554,099 - 460 9,815 623,120 - 51,556 19,878 552,672 19,878 604,228 (10,063) 18,892 3,808 - (6,255) 18,892 6,255 363,530 - 382,422 |
| 457,754 | 95,628 | 553,382 | 613,305 | ||
| 48,433 406,304 |
- 90,917 |
48,433 497,221 |
51,556 532,794 |
||
| 454,737 | 90,917 | 545,654 | 584,350 | ||
| 3,017 - 3,017 382,422 |
4,711 - 4,711 - |
7,728 - 7,728 382,422 |
28,955 (3,808) 25,147 357,275 |
||
| 385,439 | 4,711 | 390,150 | 382,422 |
All of the above results are derived from continuing activities. There were no other recognised gains or losses other than those stated above. Movements in funds are disclosed in note 15 to the financial statements.
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In Control Partnerships
Company no. 06393960
Balance sheet
As at 31 March 2023
| As at 31 March 2023 Balance sheet |
As at 31 March 2023 Balance sheet |
Company | no. 06393960 | |
|---|---|---|---|---|
| Note £ Fixed assets: 10 Current assets: 11 142,578 270,000 651,709 1,064,287 Liabilities: 12 (674,137) 15a 385,439 Total unrestricted funds Debtors Restricted income funds Unrestricted income funds: The funds of the charity: Creditors: amounts falling due within one year Net current assets Total net assets Cash at bank and in hand Short term deposits Tangible assets General funds Total charity funds |
2023 £ - |
£ 405,441 100,000 338,314 |
2022 £ - |
|
| - 390,150 |
- 382,422 |
|||
| 1,064,287 (674,137) |
843,755 (461,333) |
|||
| 385,439 | 382,422 | |||
| 390,150 | 382,422 | |||
| 4,711 385,439 |
- 382,422 |
|||
| 390,150 | 382,422 |
The opinion of the directors is that the company is entitled to the exemptions conferred by Section 477 of the Companies Act 2006 relating to small companies.
The directors acknowledge the following responsibilities:
-
(i) The members have not required the company to obtain an audit of its accounts for the year in question in accordance with section 476,
-
(ii) The directors acknowledge their responsibilities for complying with the requirements of the Companies Act 2006 with respect to accounting records and the preparation of accounts.
Approved by the trustees on 4 July 2023 and signed on their behalf by
Loredana Guetg-Wyatt Trustee
22
In Control Partnerships
Statement of cash flows
For the year ending 31 March 2023
| For the year ending 31 March 2023 | ||||
|---|---|---|---|---|
| Cash flows from operating activities Net income for the reporting period (as per the statement of financial activities) Dividends, interest and rent from investments (Increase)/decrease in debtors Increase/(decrease) in creditors Net cash provided by / (used in) operating activities Cash and cash equivalents at the end of the year Change in cash and cash equivalents in the year Net cash provided by / (used in) investing activities Cash flows from investing activities: Cash and cash equivalents at the beginning of the year Dividends, interest and rents from investments Purchase of short term investments |
£ £ 7,708 (1,956) 262,883 212,804 481,439 1,956 (170,000) (168,044) 313,395 338,314 651,709 2022 |
£ £ 18,892 (460) (275,403) 166,182 (90,789) 460 - 460 (90,329) 428,643 338,314 2021 |
||
| 481,439 (168,044) |
(90,789) 460 |
|||
| 313,395 338,314 |
(90,329) 428,643 |
|||
| 651,709 | 338,314 |
23
In Control Partnerships
Notes to the financial statements
For the year ended 31 March 2023
1 Accounting policies
a) Statutory information
In Control Partnerships is a charitable company limited by guarantee and is incorporated in England and Wales. The registered office address is Invicta House, 108-114 Golden Lane, London, E1CY 0TL.
b) Basis of preparation
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 UK and Republic of Ireland (FRS 102) - (Charities SORP FRS 102), The Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.
Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy or note.
In applying the financial reporting framework, the trustees have made a number of subjective judgements, for example in respect of significant accounting estimates. Estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances. The nature of the estimation means the actual outcomes could differ from those estimates. Any significant estimates and judgements affecting these financial statements are detailed within the relevant accounting policy below.
c) Public benefit entity
The charity meets the definition of a public benefit entity under FRS 102.
d) Going concern
The charity is heavily funded by central government contracts, membership income and income generated from products and programmes. Whilst some of this income is guaranteed for the year to 31 March 2024 the remainder is subject to uptake/renewal of memberships and uptake of participation in programmes and the associated products.
The charitable company’s activities have always been funded in this way and the trustees’ are confident that sufficient income will be generated in the period for the charity to continue as a going concern. As a result, the trustees consider that there are no material uncertainties about the charitable company's ability to continue as a going concern and the accounts have been prepared on this basis.
The trustees do not consider that there are any sources of estimation uncertainty at the reporting date that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next reporting period.
e) Income
Income is recognised when the charity has entitlement to the funds, any performance conditions attached to the income have been met, it is probable that the income will be received and that the amount can be measured reliably.
Income from government and other grants, whether ‘capital’ grants or ‘revenue’ grants, is recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably and is not deferred.
Income received in advance of the provision of a specified service is deferred until the criteria for income recognition are met
f) Interest receivable
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.
g) Fund accounting
Restricted funds are to be used for specific purposes as laid down by the donor. Expenditure which meets these criteria is charged to the fund.
Unrestricted funds are donations and other incoming resources received or generated for the charitable purposes.
24
In Control Partnerships
Notes to the financial statements
For the year ended 31 March 2023
- 1 Accounting policies (continued)
h) Expenditure and irrecoverable VAT
Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. Expenditure is classified under the following activity headings:
-
Costs of raising funds relate to the costs incurred by the charity in inducing third parties to make voluntary contributions to it, as well as the cost of any activities with a fundraising purpose
-
Expenditure on charitable activities includes the costs of delivering services undertaken to further the purposes of the charity and their associated support costs
-
Other expenditure represents those items not falling into any other heading
Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred.
i) Allocation of support costs
Resources expended are allocated to the particular activity where the cost relates directly to that activity. However, the cost of overall direction and administration of each activity, comprising the salary and overhead costs of the central function, is apportioned on the following basis which are an estimate, based on staff time, of the amount attributable to each activity. Where information about the aims, objectives and projects of the charity is provided to potential beneficiaries, the costs associated with this publicity are allocated to charitable expenditure.
Support and governance costs are re-allocated to each of the activities on the following basis which is an estimate, based on staff time, of the amount attributable to each activity
| 2023 | 2022 | ||
|---|---|---|---|
| | Membership | 10% | 25% |
| | Products and programmes | 90% | 75% |
Governance costs are the costs associated with the governance arrangements of the charity. These costs are associated with constitutional and statutory requirements and include any costs associated with the strategic management of the charity’s activities.
j) Tangible fixed assets
Items of equipment are capitalised where the purchase price exceeds £500. Depreciation costs are allocated to activities on the basis of the use of the related assets in those activities. Assets are reviewed for impairment if circumstances indicate their carrying value may exceed their net realisable value and value in use.
Where fixed assets have been revalued, any excess between the revalued amount and the historic cost of the asset will be shown as a revaluation reserve in the balance sheet.
Depreciation is provided at rates calculated to write down the cost of each asset to its estimated residual value over its expected useful life. The depreciation rates in use are as follows:
-
Office equipment 33% straight line
-
Fixtures and fittings 25% straight line
k) Debtors
Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.
l) Short term deposits
Short term deposits includes cash balances that are invested in accounts with a maturity date of between 3 and 12 months.
m) Cash at bank and in hand
Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.
n) Creditors and provisions
Creditors and provisions are recognised where the charity 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 estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.
25
In Control Partnerships
Notes to the financial statements
For the year ended 31 March 2023
1 Accounting policies (continued)
o) Financial instruments
- The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value with the exception of bank loans which are subsequently measured at amortised cost using the effective interest method.
p) Pensions
In Control Partnerships operates a defined contribution scheme for its employees.
2 Income from donations
| Income from donations | ||||||
|---|---|---|---|---|---|---|
| Donations Esmee Fairbairn Membership income: Community of Change Sub-total for membership income Income from products and programmes: Social Care Future Integrated Personal Care Sub-total for products and programmes Total income from charitable activities Income from charitable activities |
Unrestricted £ 21,849 13,333 |
£ - - Restricted |
2023 Total £ 21,849 13,333 |
Unrestricted £ 1,352 26,667 |
£ - - Restricted |
2022 Total £ 1,352 26,667 |
| 35,182 | - | 35,182 | 28,019 | - | 28,019 | |
| Unrestricted £ 11,417 |
£ - Restricted |
2023 Total £ 11,417 |
Unrestricted £ 40,542 |
£ - Restricted |
2022 Total £ 40,542 |
|
| 11,417 - 409,199 |
- 95,628 - |
11,417 95,628 409,199 |
40,542 - 544,284 |
- 9,815 - |
40,542 9,815 544,284 |
|
| 409,199 | 95,628 | 504,827 | 544,284 | 9,815 | 554,099 | |
| 420,616 | 95,628 | 516,244 | 584,826 | 9,815 | 594,641 |
- 3 Income from charitable activities
26
In Control Partnerships
Notes to the financial statements
For the year ended 31 March 2023
4a Analysis of expenditure (current year)
Charitable activities
| Staff costs (Note 6) Advertising Independent examination and accountancy Events Other expenses * Stationery and other office costs Support costs Governance costs Total expenditure 2023 Total expenditure 2022 |
Membership £ 7,650 - - 3,437 - - 11,087 37,387 (41) 48,433 51,556 |
Products and Programmes £ 77,667 - - 307,520 - - 385,187 112,159 (125) 497,221 552,672 |
Governance costs £ - - 3,825 655 (4,646) - (166) - 166 - - |
Support costs £ 142,887 480 - 1,255 1,201 3,723 |
2023 Total £ 228,204 480 3,825 312,867 (3,445) 3,723 |
2022 Total £ 192,760 233 3,243 382,317 21,239 4,436 |
|---|---|---|---|---|---|---|
| 149,546 (149,546) - |
545,654 - - |
604,228 - - |
||||
| - | 545,654 | 604,228 | ||||
| - |
- Other expenses for the year appear negative as they include the correction of an immaterial over-accrual in the prior year's accounts.
27
In Control Partnerships
Notes to the financial statements
For the year ended 31 March 2023
4b Analysis of expenditure (prior year)
Charitable activities
| Staff costs (Note 6) Advertising Independent examination and accountancy Events Other expenses Stationery and other office costs Support costs Governance costs Total expenditure 2022 Total expenditure 2021 |
Membership £ 12,800 - - 9,927 - - 22,727 23,331 5,498 51,556 68,623 |
Products and Programmes £ 94,020 - - 372,165 - - 466,185 69,992 16,495 552,672 388,756 |
Governance costs £ - - 3,243 126 18,624 - 21,993 - (21,993) - - |
Support costs £ 85,940 233 - 99 2,615 4,436 |
2022 Total £ 192,760 233 3,243 382,317 21,239 4,436 |
2021 Total £ 203,493 1,017 3,579 233,613 8,546 7,131 |
|---|---|---|---|---|---|---|
| 93,323 (93,323) - |
604,228 - - |
457,379 - - |
||||
| - | 604,228 | 457,379 | ||||
| - |
28
In Control Partnerships
Notes to the financial statements
For the year ended 31 March 2023
5 Net income / (expenditure) for the year before transfers
This is stated after charging:
| This is stated after charging: | ||
|---|---|---|
| 2023 | 2022 | |
| £ | £ | |
| Independent examiner's remuneration (excluding VAT): | ||
| Accounts preparation | 1,870 | 1,700 |
| Independent examination fee | 2,300 | 2,100 |
- 6 Analysis of staff costs, trustee remuneration and expenses, and the cost of key management personnel
Staff costs were as follows:
| Staff costs were as follows: | ||
|---|---|---|
| Social security costs Employer’s contribution to defined contribution pension schemes Salaries and wages |
2023 £ 196,914 20,737 10,553 |
2022 £ 170,105 13,087 9,568 |
| 228,204 | 192,760 |
The following number of employees received employee benefits (excluding employer pension costs and employer's national insurance) during the year between:
| 2023 | 2022 | ||
|---|---|---|---|
| No. | No. | ||
| £70,000 | - £79,999 | - | 1 |
| £80,000 | - £89,999 | 1 | - |
The total employee benefits (including pension contributions and employer's national insurance) of the key management personnel were £190,105 (2022: £166,352).
The charity trustees were neither paid nor received any other benefits from employment with the charity in the year (2022: £nil). No charity trustee received payment for professional or other services supplied to the charity (2022: £nil).
No trustees' expenses were incurred in the year (2022: £nil).
29
In Control Partnerships
Notes to the financial statements
For the year ended 31 March 2023
7 Staff numbers
The average number of employees (head count based on number of staff employed) during the year was 7 (2022: 6).
Staff are split across the activities of the charity as follows (full time equivalent basis):
| Staff are split across the activities of the charity as follows (full time equivalent basis): | ||
|---|---|---|
| Operational Roles Administrative |
2023 No. 2.6 0.7 |
2022 No. 2.4 0.6 |
| 3.3 | 3.0 |
8 Related party transactions
There are no related party transactions to disclose for 2023 (2022: none).
There are no donations from related parties which are outside the normal course of business and no restricted donations from related parties.
9 Taxation
The charity is exempt from corporation tax as all its income is charitable and is applied for charitable purposes.
10 Tangible fixed assets
| Tangible fixed assets | |||
|---|---|---|---|
| Depreciation At the end of the year Cost At the start of the year At the end of the year At the start of the year At the end of the year Net book value Charge for the year At the start of the year Additions in year |
Fixtures and fittings £ 1,389 - |
Computer equipment £ 26,777 - |
Total £ 28,166 - |
| 1,389 | 26,777 | 28,166 | |
| 1,389 - |
26,777 - |
28,166 - |
|
| 1,389 | 26,777 | 28,166 | |
| - | - | - | |
| - | - | - |
All of the above assets are used for charitable purposes.
11 Debtors
| Debtors | ||
|---|---|---|
| Trade debtors Prepayments and accrued income |
2023 £ 136,052 6,526 |
2022 £ 404,825 616 |
| 142,578 | 405,441 |
30
In Control Partnerships
Notes to the financial statements
For the year ended 31 March 2023
12 Creditors: amounts falling due within one year
| Creditors: amounts falling due within one year | ||
|---|---|---|
| Taxation and social security Accruals Deferred income (note 13) Trade creditors |
2023 £ 18,790 36,609 70 618,668 |
2022 £ 36,818 47,050 3,898 373,567 |
| 674,137 | 461,333 |
13 Deferred income
Deferred income relates to cash which has been received for contracts taking place in the next reporting period.
| Balance at the beginning of the year Amount released to income in the year Amount deferred in the year Balance at the end of the year |
2023 £ 373,567 (373,567) 618,668 |
2022 £ 222,033 (222,033) 373,567 |
|---|---|---|
| 618,668 | 373,567 |
14a Analysis of net assets between funds (current year)
| Net assets at 31 March 2021 Net current assets Analysis of net assets between funds (prior year) Net assets at 31 March 2022 Net current assets |
Unrestricted £ 385,439 |
Restricted £ 4,711 |
Total funds £ 390,150 |
|---|---|---|---|
| 385,439 | 4,711 | 390,150 | |
| Unrestricted £ 382,422 |
Restricted £ - |
Total funds £ 382,422 |
|
| 382,422 | - | 382,422 |
14b Analysis of net assets between funds (prior year)
31
In Control Partnerships
Notes to the financial statements
For the year ended 31 March 2023
15a Movements in funds (current year)
| Movements in funds (current year) | |||||
|---|---|---|---|---|---|
| Social Care Future Programme Total restricted funds Restricted funds: Total unrestricted funds Total funds |
At 1 April 2022 £ - |
Income & gains £ 95,628 95,628 457,754 553,382 |
Expenditure & losses £ (90,917) |
Transfers £ - - - - |
At 31 March 2023 £ 4,711 |
| - | (90,917) | 4,711 | |||
| 382,422 | (454,737) | 385,439 | |||
| 382,422 | (545,654) | 390,150 |
The narrative to explain the purpose of each fund is given at the foot of the note below.
15b Movements in funds (prior year)
| Movements in funds (prior year) | |||||
|---|---|---|---|---|---|
| Total restricted funds Restricted funds: Total unrestricted funds Total funds Social Care Future Programme |
At 1 April 2021 £ 6,255 |
Income & gains £ 9,815 9,815 613,305 623,120 |
Expenditure & losses £ (19,878) |
Transfers £ 3,808 3,808 (3,808) - |
At 31 March 2022 £ - |
| 6,255 | (19,878) | - | |||
| 357,275 | (584,350) | 382,422 | |||
| 363,530 | (604,228) | 382,422 |
Purposes of restricted funds
Social Care Future - this is a National Initiative that In Control Partnerships is administrating. The funds are donated for the purpose of bringing partners together from across the Social Care Field to work towards a better future for Social Care for people and families in England. This initiative works to our charity objectives of partnership working to advance the education of the public in relation to the needs of people who need additional support.
16 Legal status of the charity
The charity is a company limited by guarantee and has no share capital. The liability of each member in the event of winding up is limited to £1.
32