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← In Control Partnerships

2024-03-31-accounts

In Control Partnerships Trustees’ report and accounts for the year ended 31 March 2024

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 2024

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

110 Golden Lane, London EC1Y 0TG Independent Examiner Fleur Holden Sayer Vincent LLP 110 Golden Lane, London EC1Y 0TG 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 2024

As the chair of In Control, I am pleased to present the sixteenth annual report for the charity.

The need for a neutral and independent, charitable entity to influence the wider national welfare agenda continues to be important. 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 sixteenth 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 set 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 2024

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:

I report that in our sixteenth 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 and encourage people to look to the future on how we want things to be for those of us that draw on long term health and social care support.

In Control continues to host and serve a range of movements and organisations in order to meet our objectives.

We host a range of innovative activities which cover public perception and support, leadership for people who draw on support and leadership for the NHS and social care workforce, and #socialcarefuture for social care reform and change. We still continue to work and influence 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 regional ICB’s with a range of projects.

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In Control Partnerships

Statement from the Chief Executive Officer For the year ended 31 March 2024

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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In Control Partnerships

Statement from the Chief Executive Officer For the year ended 31 March 2024

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 2024

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 People leadership 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 future 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.

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

We have now developed the “collaborative leadership Academy” and are on the Leadership Academy Faculty Framework. We have continued to deliver master classes and we also have leadership in personal care modules on Future Learn. The Future Learn course is a specially tailored three-week online programme designed to give participants an introduction to the meaning and importance of personalised care and to equip them with the skills and knowledge to become more effective leaders and advocates for health improvement across the population.

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In Control Partnerships

Statement from the Chief Executive Officer

For the year ended 31 March 2024

Be Human

This work was initially 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.

We continue to work directly with people and families who are seeking advice and support. The initiative of RACA has developed further to RACAS (Represent, Advice on Care And Support) and we have applied for grant funding to help us continue this important work.

We want to complete an annual state of the nation based on people’s experience of Care and support .

Based on last years work we have created a full focus on “people power

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In Control Partnerships

Statement from the Chief Executive Officer For the year ended 31 March 2024

People power! Making our voices heard project

We have been successful in gaining funds from the National Lottery.

This project aims to bring the voices of people who draw on social care more Td (A$ Re powerfully into national and local debates IS eg ‘ait == and decisions that impact them. It builds on the earlier activity of the Social Care Future movement hosted within In Control Partnerships. The aim is to build more i lila systematic, impactful, and sustainable influence. This activity is in response to long term systematic and discriminatory exclusion of people who draw on social care from debates and decision making that impacts on their lives via practice and policy. The project is made up of a series of connected initiatives which: support people who draw on social care to identify key issues of importance to them; create opportunities for people to take these issues along with solutions into a range of influencing and decision-making opportunities at different levels; prepares the ground for influence via a range of means; builds systematic conduits and aids to influence to be used during the project and beyond; grow skills, knowledge and strategic and tactical awareness amongst people who draw on social care. This initiative launched with a 2- day face to face event in October 2023. More than 200 people attended, of these a minimum 108 were people who draw on social care. The event included a strong focus on “People Power” including sessions to explore participants experience of barriers, challenges and solutions, to steer our project.

In November we started the North West People Power programme working with a range of people who draw on long term health and social care support coming together with the aim of influencing and working with their local councils or ICB’s (Integrated Care Boards NHS)

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In Control Partnerships

Statement from the Chief Executive Officer For the year ended 31 March 2024

This programme has also enabled us to look at the systematic and policy issues, barriers and solutions taking place within our “plumbing and Wiring” work. People drawing on and working in social care often speak of their frustration at having to swim against a tide of rules, regulations, and ways of working when trying to put national and local visions into practice. This initiative has local and national elements. Locally we are working with seven councils, their staff and citizens to identify key issues they wish to progress and develop plans to do so. Crucially the methods we are using ensure the powerful voice of people who draw on support. The approach is called “Working Together for Change”, and it combines collecting data from people who draw on support with training some of them to facilitate the process and workshops which powerfully include people in solution searching

Despite the massive challenges over recent years, 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 and associates at its core. My very grateful thanks to Gaynor Cockayne, Neil Crowther, Lynne Elwell, Wendy Kellett, Tricia Nicoll, Martin Routledge & Anna Severwright, Andy McCabe and Andy Walker also to our supporting bodies & organisations and The National Lottery for supporting People Power. For the forthcoming year we aim to continue to build the movements following the Social Care Future Vision and build on the Be Human approach via both direct support to increase people power and promoting ethical leadership of those who are working in and around health and social care.

Julie Stansfield BCAc Chief Executive Officer

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In Control Partnerships

Treasurer’s Report For the year ended 31 March 2024

Financial Review

Key Activities

As outlined by the Chair, In Control continues to shift and adapt to new circumstances in what continues to be a challenging environment in continues evolution. The Charity has now developed, due to its current structure, an adaptable management model able to reorganize, develop and lead the way to meet the challenges.

As In Control 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 2023/2024, the majority of which will continue to be delivered in 2024/25.

Financial Results

Our aim for 2023/24 was to operate across our programmes with a surplus of £12,350, while seeking to maintain costs at the same level as last year. Results for 2023/24 shows a surplus of £6,137 (2023: surplus of £7,728). Income for the year was £521,046, a decrease of £32,336 compared to the previous year (2023: £553,382).

The deficit is predominantly linked to less income generated from Leadership for Personalised Care and ‘Other’ contracts. As most of the work related to these contracts would have been delivered by associates, In Control has been able to limit the potential losses associated with the decrease of income. Furthermore, the charity continues to operate on a ‘cloud’ based model with employees working from home, as such we do not incur costs associated with fixed assets or running an office space.

The majority of the income in 2023/24 remains from products and programmes £505,856 (2023: £504,287). In particular, programmes related to Integrated Personal Care with a total income in 2023 of £332,992 (2023: £409,199)

As per previous years, given the challenging public sector budgets, income from membership activities has decreased to £2,650 (2023: £11,417). Grant income is also significantly lower than last year given the crisis currently impacting England and especially the charitable sector. Grant income in 2024 was £925 (2023: £35,183).

The largest part of In Control’s expenditure, remains to be staff (contracted and associate) costs at £239,483 (2023: £228,204). The increase from the previous year is due to an actualization of salaries taking into account an increase of 2% related to the cost of living. As per 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

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In Control Partnerships

Treasurer’s Report For the year ended 31 March 2024

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 2024 unrestricted reserves amount to £338,118 (2023: £385,439) which meets the policy requirements to hold sufficient unrestricted reserves to cover expenditure for a period of up to 9 months.

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. Cash balance remains positive with year-end cash of £535,437 (2023: £651,709) and current asset investment balance of £255,000 (2023: £270,000).

Our cash balance remains on deposit primarily with two financial institutions, whereas our current asset investment accounts sit with seven different banks to spread the risk and maximise the income.

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 2023/24. 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 2024

The Trustees present their report and the audited financial statements of the charity for the year ended 31 March 2024. 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 selfdirected 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 upcoming social care reforms. In early 2020 In Control instigated the Be Human movement which supported hundreds of people over the pandemic and continues to register experiences directly from people who draw on long term health and social care support.

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 >

Andy Walker Bryony Shannon Cath Barton Jaimee Lewis Jennifer Holly John Evans OBE Julie Flower Kasia Kielinski-Rushforth Kristie Adams Maggie Wood Martin Cattermole Neil Crowther Paul Gittens Sarah Browning Simon Stockton Tricia Nicoll Tristian Kayes

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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:

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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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:

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.

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In Control Partnerships

These accounts have been prepared in accordance with the provisions applicable to companies subject to the small companies’ regime.

The trustees’ annual report has been approved by the trustees on 9 July 2024 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 2024.

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:

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.

Name: Fleur Holden FCA Address: Sayer Vincent LLP, 110 Golden Lane, London, EC1Y 0TG 30 August 2024

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In Control Partnerships

Statement of financial activities (incorporating an income and expenditure account)

For the year ended 31 March 2024

For theyear ended 31 March 2024
Note
Income from:
2
3
3
4
4
5
Reconciliation of funds:
Total funds carried forward
Net movement in funds
Total funds brought forward
Net income / (expenditure) for the year
Membership
Products and programmes
Total expenditure
Charitable activities
Membership
Products and programmes
Donations and legacies
Charitable activities
Investments
Total income
Expenditure on:		 Unrestricted
£
925
2,650
332,992
11,615		 Restricted
£
-
-
172,864
-		 2024
Total
£
925
2,650
505,856
11,615
521,046
15,353
499,557
514,909
6,137
6,137
390,150
396,287		 Unrestricted
£
35,182
11,417
409,199
1,956		 Restricted
£
-
-
95,628
-		 2023
Total
£
35,182
11,417
504,827
1,956
348,182 172,864 457,754 95,628 553,382
15,353
380,151		 -
119,406		 48,433
406,304		 -
90,917		 48,433
497,221
395,503 119,406 454,737 90,917 545,654
(47,321)
(47,321)
385,439		 53,458
53,458
4,711		 3,017
3,017
382,422		 4,711
4,711
-		 7,728
7,728
382,422
338,118 58,169 385,439 4,711 390,150

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 15a to the financial statements.

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In Control Partnerships

Company no. 06393960

Balance sheet

As at 31 March 2024

As at 31 March 2024
2024 2023
Note £ £ £ £
Current assets:
Debtors 10 44,694 142,578
Short term deposits 255,000 270,000
Cash at bank and in hand 535,437 651,709
835,131 1,064,287
Liabilities:
Creditors: amounts falling due within one year 11 (438,844) (674,137)
Net current assets 396,287 390,150
Total net assets 396,287 390,150
The funds of the charity: 14a
Restricted income funds 58,169 4,711
Unrestricted income funds:
General funds 338,118 385,439
Total unrestricted funds 338,118 385,439
Total charity funds 396,287 390,150

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:

Approved by the trustees on 9 July 2024 and signed on their behalf by

Loredana Guetg-Wyatt Trustee

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In Control Partnerships

Statement of cash flows

For the year ended 31 March 2024

For the year ended 31 March 2024
Cash flows from operating activities
Net (expenditure) / income for the reporting period
(as per the statement of financial activities)
Dividends and interest from investments
Decrease in debtors
(Decrease) / increase in creditors
Net cash (used in) / provided by operating activities
Net cash provided by / (used in) investing activities
Cash and cash equivalents at the end of the year
Change in cash and cash equivalents in the year
Cash and cash equivalents at the beginning of the
year
Cash flows from investing activities:
Dividends and interest from investments
Proceeds from sale of investments
Purchase of investments		 £
£
£
£
6,137
7,728
(11,615)
(1,956)
97,884
262,863
(235,293)
212,804
(142,887)
481,439
11,615
1,956
100,000
-
(85,000)
(170,000)
26,615
(168,044)
(116,272)
313,395
651,709
338,314
535,437
651,709
2024
2023

23

In Control Partnerships

Notes to the financial statements

For the year ended 31 March 2024

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 110 Golden Lane, London, England, EC1Y 0TG.

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 2025 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.

24

In Control Partnerships

Notes to the financial statements

For the year ended 31 March 2024

1 Accounting policies (continued)

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.

25

In Control Partnerships

Notes to the financial statements

For the year ended 31 March 2024

1 Accounting policies (continued)

h) Expenditure and irrecoverable VAT

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

2024 2023
Membership 10% 10%
Products and programmes 90% 90%

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.

26

In Control Partnerships

Notes to the financial statements

For the year ended 31 March 2024

1 Accounting policies (continued)

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.

27

In Control Partnerships

Notes to the financial statements

For the year ended 31 March 2024

1 Accounting policies (continued)

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.

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
Gifts
Esmee Fairbairn		 Unrestricted
£
925
-		 £
-
-
Restricted		 2024
Total
£
925
-		 Unrestricted
£
21,849
13,333		 £
-
-
Restricted		 2023
Total
£
21,849
13,333
925 - 925 35,182 - 35,182

3 Income from charitable activities

Unrestricted
£
Membership income
Community of Change
2,650
2,650
Income from products and programmes
Social Care Future
-
Integrated Personal Care
332,992
-
332,992
335,642
Total income from charitable
activities
Sub-total for
products and
programmes
Sub-total for membership
income
RC England Wide		 Unrestricted
£
2,650		 £
-
Restricted		 2024
Total
£
2,650		 Unrestricted
£
11,417		 £
-
Restricted		 2023
Total
£
11,417
-
122,864
-
50,000		 2,650
122,864
332,992
50,000		 11,417
-
409,199
-		 -
95,628
-
-		 11,417
95,628
409,199
-
332,992
335,642		 172,864
172,864		 505,856
508,506		 409,199
420,616		 95,628
95,628		 504,827
516,244

28

In Control Partnerships

Notes to the financial statements

For the year ended 31 March 2024

4a Analysis of expenditure (current year)

Charitable activities

Staff costs (Note 6)
Advertising
Independent examination and acc
Events
Other expenses
Stationary and other office costs
Support costs
Governance costs
Total expenditure 2024
Total expenditure 2023		 Membership
£
2,496
-

-
259
-
-		 Products and
Programmes
£
144,990
-
-
241,192
-
-		 Governance
costs
£
66,986
-
3,993
4,228
13,229
-		 Support
costs
£
25,011
326
-
633
6,785
4,782		 2024
Total
£
239,483
326
3,993
246,312
20,014
4,782		 2023
Total
£
228,204
480
3,825
312,867
(3,445)
3,723
2,755
3,754
8,844		 386,182
33,783
79,592		 88,436
-
(88,436)		 37,537
(37,537)
-		 514,910
-
-		 545,654
-
-
15,353 499,557 - - 514,910 545,654
48,433 497,221 - -

29

In Control Partnerships

Notes to the financial statements

For the year ended 31 March 2024

4b Analysis of expenditure (prior year)

Analysis of expenditure (prior year)
the year ended 31 March 2024
Staff costs (Note 6)
Advertising
Independent examination and accountancy
Events
Other expenses
Stationary and other office costs
Support costs
Governance costs
Total expenditure 2023
Total expenditure 2022		 Charitable activities Governance
costs
£
-
-
3,825
655
(4,646)
-		 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
Membership
£
7,650
-
-
3,437
-
-		 Products
and
Programme
£
77,667
-
-
307,520
-
-
11,087
37,387
(41)		 385,187
112,159
(125)		 (166)
-
166		 149,546
(149,546)
-		 545,654
-
-		 604,228
-
-
48,433 497,221 - - 545,654 604,228
51,556 552,672 - -

Other expenses for the year appear negative as they include the correction of an immaterial over-accrual in the prior year's accounts.

30

In Control Partnerships

Notes to the financial statements

For the year ended 31 March 2024

This is stated after charging:

This is stated after charging:
2024 2023
£ £
Independent Examiner's Fee (excluding VAT):
Accounts preparation 2,000 1,870
Independent Examination fee 2,400 2,300

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:
Salaries and wages
Social security costs
Employer’s contribution to defined contribution pension schemes		 2024
£
211,852
16,345
11,286		 2023
£
196,914
20,737
10,553
239,483 228,204

The following number of employees received employee benefits (excluding employer pension costs and employer's national insurance) during the year between:

£80,000 - £89,999
£90,000 - £99,999		 2024
No.
-
1		 2023
No.
1
-

The total employee benefits (including pension contributions and employer's national insurance) of the key management personnel were £203,473 (2023: £190,105).

The charity trustees were neither paid nor received any other benefits from employment with the charity in the year (2023: £nil). No charity trustee received payment for professional or other services supplied to the charity (2023: £nil).

Trustees' expenses represents the payment or reimbursement of travel and subsistence costs totalling £111 (2023: £nil) incurred by 1 (2023: nil) trustee relating to attendance at meetings of the trustees.

31

In Control Partnerships

Notes to the financial statements

For the year ended 31 March 2024

7 Staff numbers

The average number of employees (head count based on number of staff employed) during the year was 7 (2023: 7).


(2023: 7).
Administrative
Staff are split across the activities of the charity as follows (full time equivalent
basis):
Operational Roles		 2024
No.
2.6
0.7		 2023
No.
2.6
0.7
3.3 3.3

8 Related party transactions

There are no related party transactions to disclose for this financial year (2023: 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.

32

In Control Partnerships

Notes to the financial statements

For the year ended 31 March 2024

For the year ended 31 March 2024
10
11
Trade debtors
VAT debtors
Prepayments
Debtors
Taxation and social security
Creditors: amounts falling due within one year
Accruals
Deferred income (note 13)
Trade creditors		 2024
£
41,412
2,930
352		 2023
£
136,052
-
6,526
44,694 142,578
2024
£
2,872
16,001
2,566
417,405		 2023
£
18,790
36,609
70
618,668
438,844 674,137

12 Deferred income

Deferred income relates to cash which has been received for contracts taking place in the next reporting

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
13a
13b
Net assets at 31 March 2024
Analysis of net assets between funds (prior year)
Net assets at 31 March 2023
Analysis of net assets between funds (current year)
Net current assets
Net current assets		 General
unrestricted
£
338,118		 2024
£
618,668
(618,668)
417,405		 2023
£
373,567
(373,567)
618,668
417,405 618,668
Restricted
£
58,169		 Total
funds
£
396,287
338,118 58,169 396,287
General
unrestricted
£
385,439		 Restricted
£
4,711		 Total
funds
£
390,150
385,439 4,711 390,150

33

In Control Partnerships

Notes to the financial statements

For the year ended 31 March 2024

14a Movements in funds (current year)

Movements in funds (current year)
Total restricted funds
Total funds
Total unrestricted funds
Restricted funds:
Social Care Future Programme
RC England Wide		 At 1 April
2023
£
4,711
-		 Income &
gains
£
122,864
50,000		 Expenditure
& losses
£
(91,367)
(28,039)		 Transfers
£
-
-		 At 31
March
2024
£
36,208
21,961
4,711 172,864 (119,406) - 58,169
385,439 348,182 (395,503) - 338,118
390,150 521,046 (514,909) - 396,287

The narrative to explain the purpose of each fund is given at the foot of the note below.

14b Movements in funds (prior year)

Movements in funds (prior year)
Total restricted funds
Total unrestricted funds
Total funds
Social Care Future Programme
Restricted funds:		 At 1 April
2022
£
-		 Income &
gains
£
95,628		 Expenditure
& losses
£
(90,917)		 Transfers
£
-		 At 1 April
2023
£
4,711
- 95,628 (90,917) - 4,711
382,422 457,754 (454,737) - 385,439
382,422 553,382 (545,654) - 390,150

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.

RC England Wide - This is a National Lottery funded project to recruit more people to engage in coproduction and involve more partners in influencing services that are provided to those who receive support from social care, at a local and national level.

15 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.

34