Carers in bedFordshir Iiibo¥e fvn doing ANNUAL REVIEW 2021/22 2 ## CONTENTS |TENTS|| |---|---| |Welcome|3| |About Us|4| |How We Support|5| |Our Year in Numbers|6| |Strategic Priorities|7| |How We Reached More Carers|8| |How We Invested in High Quality Support|10| |How We Have Been Transparent, Efficient & Effective|13| |Financial Overview|14| |How We Worked in Partnership|16| |Our Partners|18| |How We Advocated With Carers|20| 3 ## WELCOME **This year has been very much about finding a balance in a world where we learn to live with Covid, for carers and us as an organisation.** You will see in the review that our work to reach more carers has meant demands on our services have continued to rise. As a result, we have adapted the way we work, so we can give our most intensive support to those who need it most. Frontline support has also increased thanks to the timely support of commissioning bodies and funders. They have trusted us to expand into more specialist areas of support, such as wellbeing and for those caring for someone with a mental health condition. Working in this way means carers do not have to wait to get the support they need and is a model we hope to develop in **I am very proud of the way in which Carers in Bedfordshire has continued to support people through another 12 months of the Covid pandemic.** We’ve refined our services to consider people who wanted to meet face-to-face again, as well as those who needed to keep their distance once restrictions were lifted. As if the pandemic wasn’t enough for carers, we also stepped in to help them deal with the cost-of-living crisis. I would particularly like to thank all our funders, donors, partners, members and volunteers without whom we simply couldn’t operate as we do. the future. As ever, our team of staff, volunteers and board members remain at the centre of my appreciations. Their dedication, compassion and experience ensure each step and decision we take has the carer at the very heart of it. I hope you enjoy reading about how we have adapted the charity and our projects,, to support carers through another challenging year. ## CHRIS STELLING ## _**Chief Executive Officer**_ We also thank David Dwyer, who left the Board this year, for his hard work and commitment. We’re delighted to have welcomed Heather Aylward and Nicola Kidby as new trustees, and hope to strengthen the Board further next year. In the review we've highlighted all that we have achieved together and it gives a flavour of the difference we can make for carers. ## PHIL TAVERNER _**Chairperson**_ 4 ## ABOUT US ## OUR VISION Carers will feel recognised, respected and supported in their role. ## OUR MISSION To give carers access to the support, information and skills that enhances their wellbeing and enables them to remain in a caring role for as long as they choose. ## WHO WE SUPPORT ## Age of carers **----- Start of picture text -----**
Male
26.7%
4-18 19-25 26-45 46-65 66-80 81+
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## Gender of carers **----- Start of picture text -----**
Female Non-binary
72.3% 1%
**----- End of picture text -----**
## Conditions carers are caring for **----- Start of picture text -----**
Cancer Sensory impairment
5.6% 2.4%
Learning disability PhysicSubst a l disabilitynce misuse
8.9% 27.4%0.6%
Dementia Physical disability
27.4%
11.8%
Mental Health Autism
19%
24.3%
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W e s u p p o r t m o r e t h a n **9 , 5 0 0** c a r e r s a c r o s s B e d f o r d B o r o u g h a n d C e n t r a l B e d f o r d s h i r e 5 ## HOW WE SUPPORT **We're a local charity which has supported unpaid family carers of all ages since 2004. They might be an older person looking after a spouse with dementia, a young person caring for a disabled sibling, a parent supporting a child with additional needs, or an adult looking after a partner with a mental health condition or addiction.** Our compassionate and knowledgeable Support Workers give a listening ear and practical advice. They help carers navigate the health and social care system, or reassure someone dealing with a difficult situation at home. We are regulated by the Charity Commission and comply with Company Law. We’re a Network Partner of Carers Trust, and also work closely with Carers UK, the UK’s two national carer charities. We have a busy program of peer support groups and activities to brings carers together. We run regular social groups, one-off activities and wellbeing events. Our services include counselling, wellbeing sessions, coping with hospital admissions, grants, benefits advice and information such as the Carers magazine. Our Memory Navigation Service is for people living with memory loss and dementia, and their carers. We work closely with local and national agencies and can signpost carers to specialised sources of support. We help carers have their say on caring matters in Bedfordshire, and beyond, working with the NHS, local councils, and influencing government, local and national. We are well connected locally with many health and social care organisations and have strong links with businesses, schools and employers. **We only do what makes life better for carers – carers are at the heart of our values.** 6 ## OUR YEAR IN NUMBERS **We have 39 members of staff (27 full-time equivalents) and 69 volunteers working across Bedfordshire to give carers access to support, information and skills which enhance their wellbeing and enables them to remain in a caring role for as long as they choose.** ## **47,881 interactions with carers** **an increase of 115% from last year** **14,000 telephone conversations an increase of 38% from last year** **100,197 unique website page views an increase of 115% from last year** **£244,460 carers grants awarded an increase of 65% from last year** **1,387 unique carers attended our groups an increase of 23% from last year** **4,131 hours donated by volunteers an increase of 82% from last year** 7 ## STRATEGIC PRIORITIES **As a charity supporting so many people with a diverse range of needs the Board of Trustees set strategic priorities to guide the charity in what it chooses to do and for whom. Otherwise the charity can be pulled in a number of different directions and end up working towards goals that are not rooted in its core vision and mission. In 2020 the Board published its strategic plan for the coming years; within that plan it committed to five key objectives.** ## OUR FIVE KEY OBJECTIVES: **Be transparent, efficient and effective** **Reach more carers Work in partnership** **Invest in high quality support** **Advocate with carers** 8 ## HOW WE REACHED MORE CARERS **Two years ago we set out on a mission to reach more carers. This year we made great progress registering more, and supporting more carers, as well as doubling our website views. This objective still remains central to much of our activity.** ## **We diversified our offer** **We employed a Workshops, Events and Groups Coordinator and through funding and partnerships diversified our workshops, groups and activities to reach more carers. We offered:** - Respite and **wellbeing events for families** and **male carers** . - A special **Khush Haal women's only group** in a diverse area of Bedford with the Queen's Park Community Organisation, to give female carers from all faiths the opportunity to seek support. - A new support service for carers to talk to a dedicated support worker in Urdu, Punjabi or Bengali, part of our **Diverse Community Project** , as well as videos made in those languages. - **Newly registered carers** the chance to meet other new carers and find out what support is available to them. - A three-year support package for **former carers** . - **Bereavement workshops** supporting carers after their loved ones they cared for passed away. - **Activities for dementia carers** and those they care for, including online exercise groups. - Free **counselling and activities** for young carers. - A . **young adult carer residential** **We supported professionals to identify carers** **We can't reach all carers alone so helping other key organisations to do so - has and will remain - a core part of our work. For example:** - A pilot **Schools Award** - alongside young carers we devised ten standards for schools to meet. This encouraged schools to engage with us and refer more young carers for support (see photo above). - A **GP strategy** - to deliver talks and presentations to GP Practices, to raise awareness of carers and encourage doctors and primary care staff to identify and refer carers for support. We also asked for a Carers Champion to be the lead in the practice and a point of contact for us to work with. **Thanks go to all of our generous grant funders for helping us achieve our goals** Here are a selection: 9 ## HOW WE REACHED MORE CARERS **Digital outreach, social media & media liaison** **We were awarded funding to develop a new website** . **The new site has increased new registrations and given carers access to up-to-date information, news and advice, as well as our online chat facility.** We also introduced an animated **'Register With Us'** video, highlighting the support we offer so carers can see in just one minute what we can offer them. **We stepped up our social media activity. Our reach went up by 35% from last year to 628,075.** We worked with dignitaries, partners and local and regional media to raise awareness of what it means to be a carer and what support is available. We also teamed up with one of our male carers, a former script writer, to introduce **a new carer blog** depicting what caring is really like. Below are some examples of the media coverage we secured to reach tens of thousands of carers (click on the articles and videos below to view more). We are really proud to have appeared on both **ITV Anglia** and **BBC Look East** , carried out various interviews on regional and local radio stations and appeared in local newspapers, magazines and news websites. **The number of carers registered with us has increased by over 33% since 2019** **----- Start of picture text -----**
10,000
7,500
5,000
2,500
0
2019 2020 2021 2022
**----- End of picture text -----**
## Goals for the year ahead: **Diversify service offer further Extend our programme to reach underrepresented communities Continue to invest in digital services** 10 I couldn’t be more grateful to Carers in Bedfordshire they’ve gone above and beyond to help my family. It was lovely to have someone to talk to who understands the pressures of caring for someone. Underprivileged families who are carers without a shadow of a doubt would be worse off without this essential charity. 11 ## HOW WE INVESTED IN HIGH QUALITY SUPPORT **We invested in high quality support by securing a number of new and existing roles integral to supporting carers. In addition to staff training to ensure our workforce is delivering the best support possible for carers.** **We were able to extend our Adult Wellbeing Practitioner contract from the NHS by one more year (ending December 2022) and welcomed a new member of staff to this role to build on the great work of our former practitioner.** We also secured funding from Bedford Youth Empowerment Fund for two years for a **Young Carer Wellbeing Practitioner** . Our Wellbeing Practitioners provide one to one and group support and interventions specifically for carers needs. We were also successful in gaining funding from East London NHS Foundation Trust (ELFT) **a** Mental Health Transformation to provide **Carer Link Worker** in Bedford Borough, for carers looking after someone with a serious mental illness. The role was piloted to provides carers assessments, one to ones and group interventions that are based on carer need. Following its success, two posts will now be funded for a year in Central Bedfordshire. Staff carried out **430** learning hours to support their development. Investment into the frontline and support worker interventions, has led to those in high need of support decreasing to under **1%** of all registered carers, compared with 5% two years ago. We have increased frontline support to over **700 hours** per week through expansion into more specialist roles such as our carer link workers and wellbeing practitioners **The number of staff members directly supporting carers is higher than ever before** ## Goals for the year ahead: - **Diversify service offer Extend our programme to reach underrepresented communities Invest in specialist support where we identify a need Invest in more proactive feedback methods** 750 500 250 0 2020 2021 2022 12 It's nice to be assured that you are doing a good job, which sometimes you lose sight of. It's good to be connected with people and feel I now have a safety net. Every little bit of help and support makes life as a carer a bit more bearable. 13 ## HOW WE HAVE BEEN TRANSPARANT EFFICIENT & EFFECTIVE **We continued to look at how we can improve services and the way we do things to ensure the charity was running as efficiently and effectively as possible.** **We invested in our digital infrastructure and automated processes, to direct more of our resources into frontline support for carers. Examples of these initiatives are:** - Developed a responsive **registration form** and enhanced database efficiencies. Carers who register with a high level of need are now automatically triaged within a maximum of 14 days. This is a vast improvement. Previously some carers with a high level of need were waiting 60 days. Those who register with a lower need level are triaged within 90 days. Carers are now able to speak to a support worker much quicker to **get** . - **the support they need, when they need it** - Created an **automated welcome pack** , to allow carers to access our services in a timely manner and book onto our support services. - Created a **new referral form for professionals** , to register carers within minutes. The quick and easy form enables any professional to register a carer with their consent and all carers registered are contacted within 14 days. - Following carer feedback we introduced a **Grants Portal** so carers can make their grant applications online with the ability to save the form and track what stage their application is at. - Introduced an **online booking and payment system** for haircuts and treatments so that carers can book appointments at a time that suits them not us. ## Goals for the year ahead: - **Continue to invest in digital services Maintain overhead expenditure below 10% of our overall expenditure Bring a more representative voice into our governance practices** We have increased frontline support hours **by 16%** whilst only increasing overall expenditure **by 6%.** Our overheads (office lease, insurance, computer hardware, postage and printing) represent **9% of our** . **only budget** Research conducted by Giving Evidence and Givewell, found charities spent an average of **11.5%** of their costs on administration. ## Our Governance **As part of our commitment to continuously improve we worked with The Cranfield Trust to review our governance practices in line with best Practice outlined in the Charity Governance Code. The independent report found that:** - Carers in Bedfordshire has the benefit of clear leadership and good governance, and these are strengths. - The Chief Executive and Trustees recognise each other’s contributions and much very - appreciate the clarity of leadership from the Board through the Chair, Vice Chair, Chair of the Finance Committee and Chair of the Nominations Committee. 14 ## FINANCIAL OVERVIEW ## Income Whilst more predictable than last year, when the pandemic affected some sources of income, this year was still very much focused on ensuring our income could match the demand on services. Our donation and service income rose by 51% and 38% compared to the previous year, but both remain well below pre-Covid levels. Our grant income grew by approximately £50,000 in comparison to the previous year, thanks to the excellent work of our fundraising manager. These additional funds allowed us to enhance our core offer, develop our infrastructure and pilot new ways of working. Overall, total income rose by 7% on the previous year. **Donations, service charges and misc income 3.6%** **Grants and Trust Foundations 25.2%** **----- Start of picture text -----**
Statutory bodies
71.2%
**----- End of picture text -----**
## Expenditure Expenditure increased by 3.3% excluding NHS Carers Grants (6.3% including NHS Carers Grants) compared to the previous year. This was largely due to: - Increased events and travel as Covid restrictions were removed - Investment in digital infrastructure, such as our website and database Staff training We were delighted to end the financial year with a surplus of £73,006. This includes the funds we hold for the NHS carers grants **Carers grants 17.9%** **Dementia services 14.6%** **----- Start of picture text -----**
Fundraising
3%
Carer services
64.5%
**----- End of picture text -----**
## Funds in Reserves At the end of the 2021-22 financial year the total reserves of the charity stood at £413,478. These are funds that we hold to provide resilience for the charity against any unforeseen circumstances. Our policy is to hold a minimum of one month’s salary costs of all staff on all projects and three months’ central organisational costs, and a maximum of 150% of this amount in unrestricted reserves. This year the reserves are greater than the range specified in our policy. However, the Board believes this is appropriate in the light of high inflation and the uncertainty this brings for future costs and income. The total funds that we hold in reserves are in three categories for future activity: ## **Unrestricted 47%** Funds that are held to manage uncertainty, unforeseen financial variations and short-term changes in circumstances. ## **Restricted 5%** The funder restricts the activities or projects that the funds can be used for ## **Designated 48%** We allocate the funds to activities or projects necessary to achieve certain outcomes or objectives 16 I honestly can say that I would be lost without my support worker. She is so kind and caring. You persuaded me I had to do some self-care and it was good to have something for me to relieve the stress. I am not able to discuss my daughter’s mental health with anyone as they wouldn’t understand, but I feel comfortable discussing it with you. 17 ## HOW WE WORKED IN PARTNERSHIP **We worked with many partners to deliver sessions and groups, as well as team up on special projects to support carers.** ## **Serious Mental Illness Carers** **We were awarded funding by NHS England to raise awareness of Serious Mental Illness. Particular areas we engaged with were ensuring carers and service users with a severe mental illness received their Covid Booster and flu vaccination, improve take up of annual health checks and they were registered with their GP.** ## **Addiction Support** For carers looking after those with a serious mental illness, we also partnered with clinical psychologists to provide **talks on bipolar and complex emotional needs** , associated with the diagnosis of a personality disorder. 'Time to Ask' sessions gave all carers an opportunity to submit questions to professionals from **ELFT, Mind BLMK, POhWER Advocacy** and **Bedfordshire Wellbeing Service** and get answers on the day. It also provided a platform for professionals to discuss their service in further detail. ## **Winter Pressures Project** We received additional funding from **Central Bedfordshire Council** to support carers over the winter period from January until March. Through the **Winter Pressures project** we supported carers to access information, advice and signposting with local and national services as well as supporting carers with bills where a need was identified. We also were able to increase the amount of one-to-one support with 1,200 proactive contacts made in the period. Additionally, we provided 18 group wellbeing sessions and 87 carers were supported one-to-one with wellbeing sessions. We joined forces with Milton Keynes based **DAFS (Drug Alcohol Family Support)** to form a **group for families of loved ones with an addiction** – the first of its kind in Bedfordshire aimed solely at carers. ## **Allotment Space for Carers** We were donated an **allotment space in Leighton Buzzard** by the **Linslade & Southcourt Allotment Association.** This space is being developed to become a respite area, where carers can go to help with their wellbeing and give them a respite space, by growing plants and vegetables (see photo.) ## **Parent Carer Partnerships** We work closely with colleagues in our SEND parent carer forums; **Bedford Borough Parent Carer Forum** and **Snap Parent Carer Forum Central Bedfordshire** , ensuring parent carers have the right information and service support in their own locality. We have also set up a partnership with **Kids in Action** charity in Dunstable for a **new monthly Parent Carer group** to share experiences, learn from each other and gather information about services available to them. 18 ## HOW WE WORKED IN PARTNERSHIP ## **Groups and Sessions** **We continued to work with the Citizens Advice Bureau to provide carers with information on benefits, as well as Community Bankers for NatWest about . scamming** We also worked with **Bedfordshire Rural Communities Charity, NOAH Academy, Direction for Bedfordshire, Christ The King Church** and **Bedfordshire Citizens Advice** to provide a **free Community Drop In** for Bedford residents to access information and support. ## **Hospital Support** Despite our Carers Hub being closed to carers due to Covid restrictions at **Bedford and Luton and Dunstable Hospitals,** we provided a Support Worker on the sites to liaise with hospital staff. They supported carers and ensured they got the discharge and treatment information needed. ## **Young Carers** We teamed up with **Bedford Borough Council** to raise awareness during Young Carers Action Day, by **lighting up the town bridge purple** (see photo). Local schools got involved by **dressing in purple** and raising money for us. We also became members of the **Young Carers Alliance** , to help persuade the Government to bring about change in supporting young carers in social care, health and education. **European Metal Recycling (EMR) donated funds towards young carer activities** and **three local Rotary Clubs** funded a young carers theatre trip. We also sent a **bunch of flowers,** sponsored by **Emmott Snell Solicitors,** to carers nominated by family and friends, for their valuable caring role. ## **Dementia Partners** Our Dementia Team has continued to work closely with the **Alzheimer's Society** and **Tibbs Dementia Foundation** to offer a cohesive support service to people living with dementia and those who care for them, as well as with the **local Memory Clinics** and **Age UK** . The team has also collaborated with: - The **Mobility Physio** to provide exercises for balance and strength. - **Beee creative** to provide chair dance for those with dementia and their carers. - **Dementia Adventure** to offer Dementia Skills Sessions. - **Music 24** for music Zoom sessions. - The **Higgins Bedford** for Dementia Action Week 2021. We provided an Information Session and assisted with facilitating the reminiscence session. - Many different professionals attending our **Memory Gateway sessions** including Bedfordshire Fire Service, Bedfordshire Police and Bedfordshire Rural Communities Charity. ## **Carers Week** During Carers Week we partnered with **local photographer Chiara MacCall** who judged our **photography competition** we asked carers to enter with an image to represent ‘My Caring Role.’ **Keens Shay Keens Ltd Chartered Accountants and Business Advisers (KSK** ), sponsored the competition by supplying prizes. ## Goals for the year ahead: - **Expand our work with the NHS to increase access to clinical services for carers Work with employers Continue partnership work that adds value** 19 ## OUR PARTNERS **Here are some of the partners we've been working collaboratively with over the last year to provide a high quality service to carers** 20 I have been battling for so long with no real support. It was really great that someone called who cared. It's a chance to get away from the hard times and have time for us when we come to the groups with Carers in Beds. This family is now turning a corner and it shows how important Carers in Bedfordshire is to the families we support. 21 ## HOW WE ADVOCATED WITH CARERS **We advocated with carers in a number of ways helping them to get their voice heard and be the instrument for change. This included in how we run our services, how partners run theirs, how carers were affected by the pandemic and the options available to them.** ## **Carer Forums** This year we held a series of conversations with carers on a range of subjects under the banner of 'carer forums'. Some of these forums proved to be the starting point for some exciting new initiatives and areas for co-production. ## **Carers Voice** We set up Carers Voice, a group of carers who were willing to give their views on subjects affecting them. These included the blog we host, on the terminology used by professionals and they also took part in our surveys and those of others. ## **Carer Survey** Thank you to the 650 carers who filled in our **Adult Carer Survey** and gave their views and experiences of our services and told us about the impact of the Coronavirus pandemic. Respite was highlighted as a major issue in the survey. To find out more about the issues, we consulted with carers and are now taking forward ideas to provide carers with real options. **You can view our respite report on our website** . ## **Advocacy** This year local authorities held consultations on their carers strategy and were keen to hear directly from carers. Our links enabled us to invite carers to have a place at the table at carer forums, which we set up. This included a young carers forum in the form of a sleepover event. A forum about carers assessments in Bedford Borough gave carers the chance to air their views directly to commissioners. This has resulted in ongoing dialogue and a major shift in approach. ## **The top three topics carers want us to push are:** 1. **The carer assessment process in Bedford Borough** 2. **Young carer support in Central Bedfordshire** 3. **Ensuring carers have access to a choice of high quality respite options at a time that suits them** ## Goals for the year ahead: - **Establish a carers panel that is reflective of the people we support Continue to champion topics that carers tell us are important Work with partner organisations to help amplify carers' voices** 22 Thank you so much. I really felt on the edge of carer breakdown, but I feel so much calmer now. Thank you so much for all the help and support you have afforded me over the years and for your continued offer of support. My son gets so much out of coming to young carers. Thank you so much for all you do. Thank you to everyone who has supported us this year. As you have read, we have made huge strides forward but there is much more to do and many carers who still go unsupported. If you want to join us on our mission there are many ways to do so: SUPPORT DONATE VOLUNTEER **www.carersinbeds.org.uk** **Registered charity no 1135507 Company registered no 07140432** REPORT OF THE TRUSTEES FOR THE YEAR EIYDED 31ST MARCH 21122 REGISTERED COMPANY NUMBER: 07140432 (England and Walesl REGISTERED CHARrrY NUMBER: 1135507 Carerso in bedFordshire AUDITED FINANCIALSTATEMENTS FOR THEYEAR ENDED 31., MARCH 2022 CAREILS IN BEDFORDSHIRE BEPORT OF THE TRUSTEES FOR THE ITAR ENDED 51￿ MARCH 2022 CONTENTS OF THE FINANCIALSTATEMENTS FOR THE YEAR ENDED 31r MARCH 2022 Page Structure. Governance and Management Reference and administratwe details Statement of the Trustees responsibilities Report of the Independent Auditors Statement of Financial Attwities Balance Sheet Statement of Cash Flow5 Note5 to the Financial Statements Detailed Statement of Financial ActlvSties &io li 12 1421 See Annual Review fora summary of achievement and performance in 202112022 CARERS IN BEDFORDSHIRE REPORT OF THE TRUSTEES FOR THE YEAR EIYDED 31ST MARCH 2122 STRucfuRE, GOVERNANCE AND MANAGEMENT Governlng Document The Charity is controlled by Its gwerniTWJ dctumen( the Articles of A£soci3Uon, arkl constllutes a limited compary, limited by guarantee as defined by the Companles Act 2006. It is registered a5 a charty wlth t Charity Cc*nmission. The Articles of ￿SSoCiatIon were updatsd and adoptsd by the memtrtrs at the Annual General MeeVrvJ held on 25 November 2016. R￿rUI•1nert and appointment of Dlrectors The Dlreciors of the company, also charlty TrLths for ￿ purpjses of d*rty law and uThJer the CC￿panY'S arbdes, revised as at 25 November 2016, are known collectively as lfv Board. Under ttE requlrements of the Arbdes of As$C￿jalion, the Board con9￿ts of not fewer than four and no more than 14 persons. The members of the Board are Inlbally appointed ty the Board to fill a vacarq arKI at the following Amual GerEral Meeting (AGM). appointed directors offer themselves for election. Thereafter at d third annual gerEral meetiThJ afor thelr last elertton a Trusiee Dlrector must retire. Tlw are ellgllAe for re- eledon for tsvo further terms and may not serve more than nlne year5 in ofts. In order to manage tr* transition to thls new system for reslgnatlon ènd re-electlon of Trustee Dlrectors, account shall not te tsken of any b'me served by the Trustee dIr￿tOr before 25 Novemter 2016 when calculatiro the timing of ttE 3-year retirement and ￿-ele￿IDn. Phil Tavemer has acted as Chair, and Graham Mills Iws atxed as Treasurer thrOUg￿￿t the year. Davhd retired as a director duriw the year. Indurtion and tralnlry of new Dlrectors All rEw Directors are required to provide ￿40 satisfactory references arKa are subjett to an en￿inCed DBS theck. All new Directors undergo an indLKtrC￿ programme to brief them on their obligations and are Sukvlled ith an In¢AKbon pack, whlch Includes written I￿￿rnation al￿t. • The (l)Ilgatyon5 of Dirett￿S and a TriLStee C(* of Cc¥*Juct • The Artldes of Asscoation • The most r￿nt Annual RekX)rt and Accounts . Operational perfomiance reports Dlrectors are encouraged io attend approprlate external trainirwj everts to support them in their rc4e. Orqanlsatlonal struthre Carers in 8edfordshire {CiB) is governed by a Board which meets quarterty and is respor6ible for tt* straiegic direction and policy of the organlsaljon, ersuring tst It Is sofver( operating in a profe55ional manner aTrJ delfverlng the outcomes for which ￿ Ik4S teen set up. The Board met on 6 cccaslorL5 duriw the year, indudSng at strategy meetirYJ5. At 31 March 2022, Board comwised 10 Trustee Directors from a variety of backgrouTrls relevant to work of charty. The Board has two sU￿cOmMItiees. The FInan￿ Commthe consr5t of mt less than 4 Dlrectors apwirted by the main Board of Directors wth an apprwiate mix of fina￿la1 and bu51ness skllls. This group ha5 met 3 times durlng thls fina￿la1 year. The Nomlnatior6 Commlttee nsibility is to read the olJY information and, in doiffj so, consider whether the other information is Material￿ Inconsistent wth the finanoal statements or our krwiledge obtsined in the audit or otherwlse akl)ears to materially misststed. If we identify such material 1ncorsistenc￿S cw apparent material mi55tstements, we are required to detemiine whether ￿re 15 a material misststement In tr* tlnandal ststements or a m*rial mis5tstsment of the other informauon. If, based on the work we have performed, we corKlude that UEre is a materlal misstatement of thls other informatSon, we are required to rek￿rt that facL We have nothlrKJ to rew)rt in thls regard. Matters on whlch we am requlred to report by exceptlon We have nothing to reF¥Yt In reswrt of the following matters where the Companies ALt 2C¥)6 requlres us to rep)rt to you If, In our opinlon: adequate accountJng records have rnt b*n kept or returns adequate for ￿r aud￿ have not been received from branthes not visited by us; or the finèncial statements are Tr)t In agreement with the accounijng records and rebjrns; or REPORT OF THE INDEPENDENT AifDITOR8 TO THE TRUSTEES OF CARERS IN BEDFORDSHIRE rtaln thsclosures of trLtstees' remuneration speclfled by Liw are nct rnade. or we have received all the Infomiation and explanation5 we requlre for c4Jr audiL' or the trustees were not entitled to prepare the financlal statements in accordance with lJ)e small ccthpanies regime arKI take a¢fvantage of the small Ccmnpanles exempb'on in prep3ring the ReFQrt of Trustees. Respectlve responslbllftles of trustees As explalned more fulty in the Ststement cf Trustees, Resp)nsibilities, ttE trustees (W￿ are also the Llrectors of lJ)e charftat4e company for purposes of company law) are resporsible for the preparatyon of the financial ststements and for keiTrJ saosfied that they gtve a true and tslr view, and for such internal control as the trustees determine ts nttessary to enable the preparation of financlal ststements that are free from material mt5ststemenL whether due trj fra￿ or error. In preparirvj the fina￿la1 statements, the trustees are re5ponslble for assessir¥J tre chèritsble compary's atility to continue as a ￿Ing concern, disclosirwj, as applicable, matters related to g(xro con￿rn and using the goiry con￿rn basis of account1￿ unless the trustees elther Intend to liquidate the tharItab￿ company or to ￿ase operaljons, or have no realistlc a￿tive but to do so. Our respon$lbilities for the Judlt of the finandal State￿nts Our obj'ecbves are to ottsin reasonable assurarKe a￿￿t whether the flnatKlal statsments as a whcle are fr from materlal mlsstatsmerL wtrther due to fraud or error, aTrJ to Issue a Rep￿ of the Indeperwjent Audltors tt)at indLKk5 our opinion. ReaS￿able assurance Is a hlgh level of assurano, is rK)t a gLprantee that an aLbJlt cOnd￿ted in accordance wth ISAS {UK) will always detect a materlal mlsslatement when It exsts. Misslatements can arlse from fra￿1 or error and are considered material If, IrKlivwJually or In the aggregate, tFw coukl reasonably ￿ e>pected to infiueno the economlc decisions of users tsken on the basls of these financial ststements. IrregulaTi1188, Includlng fraud, are instances of nonwcompliancè wth laws and regulatlons. We d8slgn procedures in line with our respon$ibililies. outlined above, to detect material misstatements In respect of irregularities, including fraud. The ext8nt to ￿1th tsur pry)cedures tre ¢apable of dalocliThJ irrogularflles, includir#J fraud is detall&J below. We have assessed th* there is a lowrfsk of matedal mi$statem￿tt in respe¢l of irregularrties, in¢I￿ling fraLKI and non￿ompli8nce wtth lawè and regulations central to the tradiNJ activities of the charity. Thls assessment has been based upon a substantive t681ing approach to key identif leil risk areas, principally being revenue reGognilion and the threat of override of contnls by management. No susp¥ted fraud. brgach or other non. compli8￿e wth underfyiNJ laws and regulations has been ￿d￿trfled during th8 sample testlng undertaken durfng the audit process and no such issu8s have been raised by the board of t￿￿tee$ or management prity to making this assessment. A full review of available board minutes, and other supporting third paty documentstion vknere available. has b68n undertaken aThJ no items have come to ourattenlion which require to be reported to the user of the financial statements. The chartrty has StrOr￿ Intemal controls and our aud testing has indicated no Snstances of managerial override of controls, th1OL￿ h the lestir￿ of joumal entries and other adjustments forapproprialeness. No transactions have bw identified as being made outslde tho rorynal Gourse of business from the work we have performed in each key risk area of au¢Jit. The tnjstees d other key local off icers are Informed management and as suoh they make regular revlews lo ensure the company Is compliant in all inst8nce5. A fvrtIEr de5cripts.on of our reswnsibilities for alkdit of financial strtements is Ictated on tke Financial Reporting Council's wet65ts at udttorsres ReFort of ts In¢JerEndent A￿ltOrS. This description form5 part of our Oplnlon on other matter prescribed by the companies Art 2006 In our oplnlon the information given in the Repjrt of the TrLthe5 for the finanaal year for whith the finanaal ststeffents are prepared is consistent with the flna￿val siatemerrt5 REpoirr OF THE INDEPETr4DENf AUDITOIiS TO THE TRUSTEES OF CARERS IN BEDFORDSHIRE Use of our report This reFK)rt Is made solely to the charitabie company's members, as a tx)dy, In accordan￿ wlth Chapts 3 of Part 16 of the Companles Art 2006. Our aLKiIt work has teen urKtertaken so that we might stste to tr tharItab￿ company's members those matters we are required to stste to them In an authtors, rewrt arKI for J other wrry)se. To the ful* extert permitted by law, we do not accept or assume responslbility to anyone cther than ￿ tharitsble company and charltsble company's members as a Inlyi for our oudit work, for tIMs reFo¢ or for ttE Cflnlor￿ we have formed. Midbael Grange BA (Hor￿) FCA (Senlor Salthory Audltor) for arKi on behalf of MDG Busine55 Asscclatss Audft Limited Chartered Certfrfied Accountsnts & Reglstered Auditors Rts)m 73, The Mansh)n House, Wrest Park Sllsoe Bedfordshire MK45 4HR 10 CARERS IN BEDFORDSHIRE stATEMEpif OF FINANCIAL AcrivrrIES (INCLUDING INCOME AND EXPENDrnIRE ACCOUNT) FOR THE YEAR ENDED 31sr MARCH 2022 Year Ended Year End 31.3.22 31.3.21 Totsl Totsl unre5tr1Lt￿ D¢Jlgnated R•strfrted Funds Funds Funds Notes Income from: Donations, legaaes arnl other ino)me Recognityon of Ca￿ts1 deferred grants Investments Charitsble actlvlljes 29,918 3?37 33,255 21,981 371 1,257,644 36,011 916,640 384,466 1,337,117 TOTAL INCOME 65,929 919,977 38V66 1,370,372 1,279,996 EXpendI￿re on: awr(tsb￿ adlvltles 26,641 865,789 404,936 1,297,366 1,220,438 TOTAL EXPENDrnIRE 26,641 865,789 404,936 1,297,366 1,220,438 NEf INCOMEI(EXPENDrnIRE} 39,288 54,188 (20,470) 73,006 59,558 Totsl fijnds brought forward 154,196 144,058 42,218 340,472 1,914 TOTAL FUNDS CARRIED FORWARD 193,484 198,246 21,748 413rt78 340,472 All trarsaciions during the year are derived from contSnulrKJ acjivibes. CARERS IN BEDFORDSHIRE BALANCE SHEEr AT 31sr MARCH 2022 Company Number: 07140432 (Enyland and Wales) 2022 Total funts 2021 Tt)tsl FuThJs Unrestrlcted and Re$trlrted designated funds fund5 Notes FIXED ASSErs TangiLle assets 14770 17.307 21957 CURRENT ASSErs Debtors Cash at bank and in ha￿1 35,609 591,227 35,609 70I908 77.201 551,713 111.681 626,836 11¥681 7¥517 628,914 CREDrroRS Amounts falling due withln one year 248,345 94001 341346 31¥399 NEf CURRENT ASSETS 378,491 17,680 39*171 317,515 TOTAL ASSETS LESS CURRENT UABIiIfiES 391,261 21217 413,478 340,472 391,261 217 413 478 FUNDS Unrestrlcted fuN15 Deslgnated fvnts Restricted funds 193h84 154,196 194246 144,058 21 748 ￿218 TOTAL FUNDS 413 478 financial statements have been prerored in accordan￿ wlth the special provisions applicable to companies subject to the small companles, regime. ltsb flnandal ststements were approved by the Board of Tr￿teeS on 281h iknber 2022 and were slgned on P Taverner - Chair CARERS IN BEDFORDSHIRE srATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31 MARCH 2022 Totsl Funds 2021122 2020121 Cash Flows from operatlry activltles Net Cash flow5 wovlded from operats'ng activibes 151290 207,$96 Cash Flow$ from inve