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2026-03-31-accounts

In Control Partnerships Trustees’ report and accounts for the year ended 31 March 2026

Charity registration no: 1130761 Company registration no: 06393960 (England and Wales) A Company Limited by Guarantee

In Control Partnerships

Contents

Page
Reference and administration information 3
Chair’s report 4
Statement from the Chief Executive Officer 5
Treasurer’s report 10
Trustees’ report 13
Independent Examiner’s report 18
Statement of financial activities 19
Balance sheet 20
Statement of cash flows 21
Notes to the accounts 22

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In Control Partnerships

Reference and administrative information For the year ended 31 March 2026

Trustees

Paul Davies (Chair) Helen Leonard (Vice Chair) Joanna Fergusin (Treasurer) David Ashley Gillian Crosby Loredana Guetg-Wyatt Sophie Erskine

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

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 2026

As the chair of In Control, I am pleased to present the eighteenth annual report of the charity. I have been proud and personally honoured to have been closely involved with the charity over the entirety of its existence.

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 and promote the best future for social care. It has strength through its “people power", its thought leadership, practical innovation and influence. 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 eigtheenth 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.

Paul Davies

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 2026

As one of the initial founders of In Control, I remain honored and immensely proud to have played a key part in its development and the important work it conducts.

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 creating a better society for all. Our objectives are:

I report that in our eighteenth 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 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 continue to work and influence statutory organisations such as local authorities (children and adult social care services) and with NHS providers and commissioners.

Highlights of some of our key achievements and activities over the year are below.

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In Control Partnerships

Be Human

This work was initially financially supported via a grant from The Esmee Fairburn Foundation. Its aim to make organizations more human and follow the principles that we know make a real difference to people. The principles were developed by people themselves based on a variety of experiences. This moves away from it being all about the money 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 are refreshing the Be Human work and initiated a programme for councils to adopt which will focus on culture and practice. We are also working on a more mainstream community business option for this work that we hope will develop to

help employers and employees who need (or families need) to draw on health and social care support.

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

Social Care Future

In the last 12 months Social Care Future—a movement dedicated to transforming social care to enable "gloriously ordinary lives"—has focused on amplifying voices, changing the public narrative, and challenging systems that fail to provide choice and control.

Key activities and focus areas for the 2025–2026 period include: Setting Strategic Plans for 2026 and Beyond: Based on an independent impact report showing we are making a difference, Social Care Future has developed plans to build a "bigger us," broadening our coalition of people who draw on support, families, and workers. Influencing Policy and Evidence: we have continued to collaborate with Research in Practice to produce evidence reviews on five key changes needed for an "equal life," focusing on: Communities where everyone belongs. Living in the place we call home. Leading the lives we want to live. More resources, better used. Sharing power as equals.

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In Control Partnerships

Narrative and Communication Shift: The movement has actively worked on changing the public story about social care to focus on humanity, connection, and real-life stories. Challenging System Barriers: We have used data and lived experience to spotlight progress and gaps, specifically aiming to fix system barriers. Co-production Focus: Promoting that people who draw on support should be at the center of decision-making, in line with the Care Act 2014.

The impact of our work can be seen through Jessica Kingsley publishers asking us to develop a book based on our work - this is in draft stage. We are working to make this book different. Involvement of the co-producers is helping shape both content and form including use of elements of a “graphic novel.”

Social Care Future:

Communities of Support

We continue to run the Communities of Support for Councils and Community Organisations. These host themed sessions alongside some open space for peer to peer discussions.

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In Control Partnerships

Making Voices Heard

We were successful at gaining some lottery funding over the last few years to focus on people power.

With a goal of significantly increasing the power of the voices of people who draw on social care, a major part of the work is around creating the conditions for this, at diverse levels and in

a range of ways. Much of this is behind the scenes and takes considerable time as well as skill. we have continued and built on work from previous phases and used our previous positioning to influence a key development – the set-up of the Casey Commission

Creating conduits and relationships

Resources and materials

Supporting individuals and groups to grow knowledge, skills, and connections

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In Control Partnerships

Getting Excited and Getting Going

We started with an offer to help councils start to realise the Social Care Future Vision by facilitating a wide local event for people to start having different conversations about social care. We have been working in both Trafford and Salford over the last year.

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What Next
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• Continuing to influence the Proactive Prevention initiative as it moves to final model and pilot phase via encouraging use of Working Together For Change and the Outcomes and Support Sequence > This will start both the Greater Manchester and National “win win” work.

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 & diligent team and associates at its core. My incredibly 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 Office

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In Control Partnerships

Treasurer’s Report For the year ended 31 March 2026

Financial Review Key Activities

As outlined by the Chair, In Control continues to shift and adapt to new circumstances while remaining focused on its core charitable purpose: helping to create a society where people at risk of being excluded have the support they need to live a good life and where everyone is able to make a valued contribution.

The Charity has continued to use its adaptable operating model to respond to changing funding patterns and opportunities, while maintaining a clear focus on self-directed support, personalisation, community support and practical work with people, families and organisations. Key activities and sources of income remain the provision of support services, programmes and projects to families and to organisations in the health, education and social care sectors.

During the year, In Control continued to develop and deliver programmes that support people to have greater choice and control over their lives. Income analysis shows a good spread of activity, with Community of Support and related council and provider engagement forming an important part of the Charity’s work. The Charity has also continued to focus its effort on councils and partners that are actively engaged, helping to maintain momentum and ensure resources are directed to areas where they can have the greatest impact.

The Chief Executive’s report sets out in greater detail the services delivered during 2025/26 and the continuing opportunities for 2026/27, including further development of community support, social care future activity, choice and control work, and related programmes.

Financial Results

The result for 2025/26 was a deficit of £21,842. This was a planned deficit in broad terms, reflecting the use of funds carried forward from prior years, although the final deficit was slightly higher than originally planned. The result also reflected lower than anticipated grant income, which was partly offset by careful management of associated delivery costs.

Total income for the year was £434,280, a decrease of £13,063 compared with the previous year, as restated, of £447,343. Income from products and programmes was £411,306, compared with £422,623 in 2024/25. This included £81,585 from Social Care Future, £254,827 from In Control Services, £50,000 from RC England Wide, £4,894 from the Tenacious Grant and £20,000 from the Raynes Foundation Grant.

Investment income remained strong at £22,974, compared with £24,720 in the prior year, reflecting the continued benefit of higher interest rates during the year, although the Board expects interest income to reduce in the following year as market rates move downwards.

Total expenditure was £456,122, compared with £450,572 in the prior year. Expenditure continued to be focused on charitable activities, including the staff, associate and programme costs required to deliver In Control’s work. Management continued to match expenditure to income where possible, demonstrating good financial discipline in a challenging funding environment.

The net movement in unrestricted funds was a surplus of £45,325, while restricted funds reduced by £67,167 as restricted funding was applied to the relevant project activity. Total funds carried forward at 31 March 2026 were £371,216, comprising unrestricted funds of £360,954 and restricted funds of £10,262.

The 2025 comparative figures have been restated following a review of the Social Care Future Programme fund balances. Income and expenditure previously recognised within restricted funds

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In Control Partnerships

has been reclassified to unrestricted funds where it did not meet the definition of restricted funding. This restatement has not changed total funds, but it has changed the split between restricted and unrestricted reserves.

The balance sheet remains strong. At 31 March 2026, cash at bank and in hand was £403,660 and short-term deposits were £177,553, giving total liquid funds of £581,213. Debtors were £63,340, and creditors falling due within one year were £273,337, including deferred income of £248,154 relating to cash received for contracts taking place in the next reporting period. This deferred income provides a positive platform for continuing activity in 2026/27.

Reserves Policy

We continue to monitor our reserves to ensure that they remain prudent in the light of In Control’s circumstances, the nature of its funding, and the wider economic and commissioning environment.

The Charity’s reserves policy is to maintain a level of unrestricted funds that will enable the Charity to ensure continuity of activity and 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 2026, unrestricted reserves amounted to £360,954. This places the Charity at the upper end of its reserves policy range when assessed against total annual expenditure and provides a longer period of cover when direct costs of services are excluded. The Board therefore considers the reserves position to be appropriate and prudent, while recognising that reserves should continue to be actively monitored as part of budget setting, forecasting and business planning.

Restricted funds at 31 March 2026 were £10,262 and relate to balances held for specific project purposes. The Board continues to ensure that restricted funds are used only for the purposes for which they have been provided.

Investment Policy

The Charity can make investments that are within the investment policy agreed by the Board and which follow the guidelines and regulations issued by the Charity Commission.

In Control holds its operational reserve in current and deposit accounts, with free reserves held in fixed rate and savings accounts where appropriate. Cash and short-term deposits remain positive, with total liquid funds at the year end of £581,213.

Our cash and deposit balances continue to be spread across a number of financial institutions in order to balance security, access, income and prudence. During the year, the Charity continued to benefit from bank interest, although available rates reduced towards the end of the year and are expected to be lower in 2026/27.

As a smaller charity, In Control benefits from the protection offered by the Financial Services Compensation Scheme. The increase in the deposit protection limit to £120,000 per eligible depositor, per authorised institution, provides an opportunity to review the number and spread of deposit accounts while continuing to manage risk prudently.

Governance and Control

The Finance and Audit Committee met quarterly during 2025/26. Its purpose is to review budget preparation and management accounts, including progress against budgets, in order to monitor performance and make recommendations to management and the Board as required.

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In Control Partnerships

In Control’s financial position and forecast are also reported formally to the Board of Trustees, which meets four times each year. This ensures that trustees have regular oversight of the Charity’s financial

performance, reserves position, risks and forward plans. Trustees remain keen to ensure that resources are used effectively and that expenditure supports the Charity’s mission and impact.

Our control systems include review of contracts, budgets and project assumptions to ensure that projects remain financially viable and aligned with In Control’s charitable objectives. The Charity continues to monitor debtors closely, and debtor management remains strong, with no significant concerns identified at the year end.

The 2026/27 budget has been prepared on a prudent basis, using committed income as the starting point and building income and costs from the bottom up by programme. Scenario planning has been used to consider both lower and higher income outcomes, and the Charity continues to pursue a spread of funding opportunities across councils, grants, programmes and partnership activity.

I commend and thank the team for their continued efficient and effective running of the Charity, their careful management of costs, and their commitment to ensuring that In Control’s resources are used to make a positive difference to people’s lives.

Joanna Ferguson Honorary Treasurer

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In Control Partnerships

Trustee’s Report For the year ended 31 March 2026

The Trustees present their report and the audited financial statements of the charity for the year ended 31 March 2026. 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 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 Gillian Crosby Paul Davies (Chair) Loredana Guetg-Wyatt Helen Leonard (Vice chair) Sophia Erskine Joanne Ferguson – (Treasurer)

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 Jaimee Lewis Kasia Kielinski-Rushforth Martin Cattermole Neil Crowther Simon Stockton Tricia Nicoll

Staff involvement

In Control's staff has comprised a mixture of employees, seconded, contractors and self-employed 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.

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In Control Partnerships

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.

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.

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Financial review

The financial review is set out in the Treasurer's report on page 10. 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.

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 21[st] July 2026 and signed on their behalf by

On behalf of the board of Trustees

Joanne Ferguson Trustee

In Control Partnerships

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 2026.

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.

Signed: Name: Fleur Holden FCA Address: Sayer Vincent LLP, 110 Golden Lane, London, EC1Y 0TG 14 August 2026

In Control Partnerships

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

For the year ended 31 March 2026

For theyear ended 31 March 2026
Note
Income from:
2
3
4
Reconciliation of funds:
15
Investments
Total income
Expenditure on:
Charitable activities
Products and programmes
Total expenditure
Charitable activities
Products and programmes
Total funds brought forward (as restated)
Net income / (expenditure) for the year
Total funds carried forward
Net movement in funds		 Unrestricted
£
336,412
22,974		 Restricted
£
74,894
-		 2026
Total
£
411,306
22,974
434,280
456,122
456,122
(21,842)
(21,842)
393,058
371,216		 Restated
Unrestricted
£
307,623
24,720		 Restated
Restricted
£
115,000
-		 2025
Total
£
422,623
24,720
359,386 74,894 332,343 115,000 447,343
314,061 142,061 391,040 59,532 450,572
314,061 142,061 391,040 59,532 450,572
45,325
45,325
315,629		 (67,167)
(67,167)
77,429		 (58,697)
(58,697)
374,326		 55,468
55,468
21,961		 (3,229)
(3,229)
396,287
360,954 10,262 315,629 77,429 393,058

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 13a to the financial statements.

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In Control Partnerships

Company no. 06393960

Balance sheet

As at 31 March 2026

Note
Current assets:
9
Liabilities:
10
13a
Total unrestricted funds
General funds
Total charity funds
Cash at bank and in hand
Short term deposits
The funds of the charity:
Creditors: amounts falling due within one year
Net current assets
Total net assets
Restricted income funds
Unrestricted income funds:
Debtors		 £
63,340
177,553
403,660		 2026
£
371,216		 Restated
£
31,610
272,801
440,994		 Restated
2025
£
393,058
644,553
(273,337)		 745,405
(352,347)
360,954 315,629
371,216 393,058
10,262
360,954		 77,429
315,629
371,216 393,058

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 7 July 2026 and signed on their behalf by

Joanna Ferguson Treasurer

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In Control Partnerships

Statement of cash flows

For the year ended 31 March 2026

Cash flows from operating activities
Net (expenditure) for the reporting period
(as per the statement of financial activities)
Dividends and interest from investments
(Increase)/Decrease in debtors
(Decrease) in creditors
Net cash (used in) operating activities
Net cash provided by investing activities
Cash and cash equivalents at the beginning of the year
Cash flows from investing activities:
Dividends and interest from investments
Purchase of investments
Cash and cash equivalents at the end of the year
Change in cash and cash equivalents in the year		 £
£
(21,842)
(22,974)
(31,730)
(79,010)
(155,556)
22,974
-
22,974
(132,582)
440,994
403,660
2026		 £
£
(21,842)
(22,974)
(31,730)
(79,010)
(155,556)
22,974
-
22,974
(132,582)
440,994
403,660
2026		 £
£
(3,229)
(24,720)
13,084
(86,497)
(101,362)
24,720
(17,801)
6,919
(94,443)
535,437
440,994
2025		 £
£
(3,229)
(24,720)
13,084
(86,497)
(101,362)
24,720
(17,801)
6,919
(94,443)
535,437
440,994
2025
(155,556)
22,974		 (101,362)
6,919
(132,582)
440,994		 (94,443)
535,437
403,660 440,994

21

In Control Partnerships

Notes to the financial statements

For the year ended 31 March 2026

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 and income generated from products and programmes. Whilst some of this income is guaranteed for the year to 31 March 2027 the remainder is subject to uptake 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.

22

In Control Partnerships

Notes to the financial statements

For the year ended 31 March 2026

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:

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

on staff time, of the amount attributable to each activity
2026 2025
Products and programmes 100% 100%

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) 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.

k) Short term deposits

Short term deposits includes cash balances that are invested in accounts with a maturity date of between 3 and 12 months.

l) 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.

m) 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.

n) 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.

o) Pensions

In Control Partnerships operates a defined contribution scheme for its employees.

23

In Control Partnerships

Notes to the financial statements

For the year ended 31 March 2026

2 Income from charitable activities

Income from products and programmes
Social Care Future
In Control Services
Raynes Foundation Grant
Tenacious Grant
RC England Wide
Total income from charitable activities		 Unrestricted
£
81,585
254,827
-
-
-		 £
-
-
50,000
4,894
20,000
Restricted		 2026
Total
£
81,585
254,827
50,000
4,894
20,000		 Restated
Unrestricted
£
75,453
232,170
-
-
-		 Restated
£
-
-
100,000
15,000
-
Restricted		 2025
Total
£
75,453
232,170
100,000
15,000
-
336,412 74,894 411,306 307,623 115,000 422,623

24

In Control Partnerships

Notes to the financial statements

For the year ended 31 March 2026

3a Analysis of expenditure (current year)

Charitable

Staff costs (Note 5)
Advertising
Independent examination and accountancy
Events
Other expenses
Stationary and other office costs
Support costs
Governance costs
Total expenditure 2026
Total expenditure 2025		 Products and
Programmes
£
187,696
-
-
183,625
-
-		 Governance
costs
£
20,001
-
6,611
1,232
7,227
-		 Support
costs
£
38,277
221
-
1,084
3,398
6,750		 2026
Total
£
245,974
221
6,611
185,941
10,625
6,750		 2025
Total
£
235,356
234
7,547
191,936
10,819
4,680
371,321
49,730
35,071		 35,071
-
(35,071)		 49,730
(49,730)
-		 456,122
-
-		 450,572
-
-
456,122 - - 456,122 450,572
450,572 - -

25

In Control Partnerships

Notes to the financial statements

For the year ended 31 March 2026

3b Analysis of expenditure (prior year)

Charitable

Staff costs (Note 5)
Advertising
Independent examination and accountancy
Events
Other expenses
Stationary and other office costs
Support costs
Governance costs
Total expenditure 2025		 Products and
Programmes
£
196,940
-
-
186,958
-
-
383,898
29,129
37,545
450,572		 Governance
costs
£
18,164
-
7,547
4,322
7,512
-
37,545
-
(37,545)
-		 Support
costs
2025
Total
£
£
20,252
235,356
234
234
-
7,547
656
191,936
3,307
10,819
4,680
4,680
29,129
450,572
(29,129)
-
-
-
-
450,572

26

In Control Partnerships

Notes to the financial statements

For the year ended 31 March 2026

4 Net income / (expenditure) for the year

This is stated after charging:

This is stated after charging:
2026 2025
£ £
Independent Examiner's Fee (excluding VAT):
Accounts preparation 2,600 2,100
Independent Examination fee 3,000 2,500

5 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		 2026
£
217,983
13,154
14,837		 2025
£
203,452
16,817
15,087
245,974 235,356

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

£90,000 - £99,999

2026 2025
No. No.
1 1

The total employee benefits (including pension contributions and employer's national insurance) of the key management personnel were £217,753 (2025: £210,054).

6 Staff numbers

The average number of employees (head count based on number of staff employed) during the year was 7 (2025: 7).

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
Operational Roles
Administrative
basis):		 2026
No.
2.6
0.7		 2025
No.
2.6
0.7
3.3 3.3

There are no related party transactions to disclose for this financial year (2025: none).

There are no donations from related parties which are outside the normal course of business and no restricted donations from related parties (2025: none).

27

In Control Partnerships

Notes to the financial statements

For the year ended 31 March 2026

8 Taxation

The charity is exempt from corporation tax as all its income is charitable and is applied for charitable purposes.

9 Debtors

Debtors
Accruals
Deferred income (note 13)
Trade creditors
Taxation and social security
Creditors: amounts falling due within one year
Prepayments
Trade debtors		 2026
£
63,252
88		 2025
£
31,390
220
63,340 31,610
2026
£
11,283
7,180
6,720
248,154		 2025
£
1,871
5,678
15,540
329,258
273,337 352,347

10 Creditors: amounts falling due within one year

11 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		 2026
£
329,258
(329,258)
248,154		 2025
£
417,405
(417,405)
329,258
248,154 329,258

12a Analysis of net assets between funds (current year)

Analysis of net assets between funds (current year)
Net current assets
Net assets at 31 March 2026		 General
unrestricted
£
360,954		 Restricted
£
10,262		 Total funds
£
371,216
360,954 10,262 371,216

28

In Control Partnerships

Notes to the financial statements

For the year ended 31 March 2026

12b Analysis of net assets between funds (prior year)

Analysis of net assets between funds (prior year)
Net current assets
Net assets at 31 March 2025		 Restated
General
unrestricted
£
315,629		 Restated
Restricted
£
77,429		 Total funds
£
393,058
315,629 77,429 393,058

13a Movements in funds (current year)

Movements in funds (current year)
Total restricted funds
Restricted funds:
Tenacious Grant
RC England Wide
Raynes Foundation Grant
Total funds
Total unrestricted funds		 Restated
At 1 April
2025
£
67,505
9,924
-		 Income &
gains
£
50,000
4,894
20,000		 Expenditure
& losses
£
(117,505)
(4,556)
(20,000)		 Transfers
£
-
-
-		 At 31 March
2026
£
-
10,262
-
77,429 74,894 (142,061) - 10,262
315,629 359,386 (314,061) - 360,954
393,058 434,280 (456,122) - 371,216

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

29

In Control Partnerships

Notes to the financial statements

For the year ended 31 March 2026

13b Movements in funds (prior year)

Movements in funds (prior year)
Total restricted funds
Restricted funds:
Total funds
Tenacious Grant
Total unrestricted funds
RC England Wide		 Restated
At 31
March 2024
£
21,961
-		 Restated
Income &
gains
£
100,000
15,000		 Restated
Expenditure
& losses
£
(54,456)
(5,076)		 Restated
Transfers
£
-
-		 Restated
At 31 March
2025
£
67,505
9,924
21,961 115,000 (59,532) - 77,429
374,326 332,343 (391,040) - 315,629
396,287 447,343 (450,572) - 393,058

Purposes of restricted funds

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.

Tenacious Grant - This is an award given for the use of a specific named employee to use to support their work towards campaign for a better social care future. The grant is hosted by The Social Change Nest.

Raynes Foundation Grant - This grant supports work to collectively shift the narrative and public mindset on adult social care.

14 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.

30

In Control Partnerships

Notes to the financial statements

For the year ended 31 March 2026

Previously, income and expenditure relating to the Social Care Future Programme were recognised within restricted funds. Following a review, it has been determined that these funds do not meet the definition of restricted funds and should instead be recognised within unrestricted funds.This has had the following effect on previous financial periods, which have been restated.

Reserves position
Funds previously reported
Adjustments on restatement
Reclassification of the Social Care Futures
programme fund balances
Funds restated
Net movement in funds as previously reported
Adjustments on restatement
Reclassification of Social Care Futures income
previously treated as restricted
Reclassification of Social Care Futures expenditure
previously treated as restricted
Net movement in funds (as restated)
Impact on income and expenditure		 Unrestricted
£
241,521
74,108		 Restricted
Total funds
£
£
151,537
393,058
(74,108)
-
31 March 2025		 Restricted
Total funds
£
£
151,537
393,058
(74,108)
-
31 March 2025		 Unrestricted
£
338,118
36,208
374,326		 Restricted
£
58,169
(36,208)
21,961		 Total funds
£
396,287
-
1 April 2024
315,629 77,429 393,058 396,287
Unrestricted
£
(96,597)
75,453
(37,553)		 Restricted
Total
£
£
93,368
(3,229)
(75,453)
-
37,553
-
31 March 2025
(58,697) 55,468 (3,229)

31