self management uk TRUSTEES, REPORT & FINANCIAL STATEMENTS 2020/21 ST FOR THE YEAR ENDED 31 MARCH 2021 Registered Company number: 07998365 Registered Charity number: 1146727 IA COMPANY LIMITED BY GUARANTEE) www.selfmanagementuk.org
CHAIR'S STATEMENT It has been a pleasure to take on the role (rf Chair of suth an important and competent organisation as Self Management UK. The benefit of supported self-management in helping those experiencinB one or more long-tem health conditions is well researched and documented. yet the funding environment does not support the inexpensive and effective self-managernent inteThentions available. By and large this is not a policy failure. Policymakers in the NHS and elsewhere can see that effective supported 5elf- management leads direct to reduced demand upon GP and emergency services, and acrtiss the health and social care economy as a whole. Nor is the reluttance on the part of many people living with long-term conditions to leam hi)w they can build their skills and motivation to improve their health and wellbeing. Self Management UK has built valuable and mutualty beneficial relationships with a small number of NHS commissioners over several years. These commissioners have seen the evidence of the effettiveness of our courses and remain keen to commission our services. We a immensely grateful for the 5UPPOrt from these partners during the COVID-19 pandemic, which along with our own re- organisation and efficiency measures. means that we continue to provide our much needed SerVis. Outside of this group of commissioning btxjies. the demands of dealing with CUent illness often trump the need to invest in future health. In addttion. there can be 3 hiatus in commissioning while budget-holdin& authorisation provisions and other practical arrangements are impatted by 3 significant reorganisation of the NHS, such as at present. Our peer-led. co-produced and evidenced-based tourses. with exlIent retention and course completion rates, remain one of our unique strengths. The swift and Suc$$fUl introduction of on- line versions of our courses during 2020121 meant that course participation is no longer limited by geography. And in future we will deepen and build upon existing relationships wsth commissioners and expand into the wider geographical areas across whith cornmissioning is now based. This includes offering new courses, including those in support of those managing long COVID. A key part of our mtssion is to publicise and promote the value of supported Se-Managernent. To that end our plans include engaging further wÈth other potential funders outside of our NHS commissioning partners. including but not limited to front-line clinicians, social prescribers, local authorities, charitable trusts and employer5. Raisin8 awareness will support our efforts to reach more people who could and should benefrt from our approach. We have refreshed and improved our website and social media channels in 2021 to underpin these imperatives. There remains great potential to develop and expand our work in the medium temi. In 2021122 there remain challenges from the declining but still signrficant impact of the COVID-19 pandemic and NH5 reorganisation. Self Management UK ended the 2020121 year in a secure financial position as a result of robust stewardship and sheer hard work of Anthony L. who stepped down as Chair at the end of the year having completed his two thretwear terms of office. Thanks are due to Anthony, and indeed all my fellow Trustees. fortheir time and commitment during such a challenging period. We also remain indebted to all our staff, under lan Sifverfs leadership, and ourteam of volunteers, who have shown such commitment and resilience. Nigel Turner (Chairl Page 2 of 29
YRUSTEES REPORT Our Vision A society in which everyone who lives with one or MO long-tern) conditions has access to the high- quality self-management education and support that they need. enabling them to Itve healthier and happier lives. Our Pufpose to develop and promote effective, high quality. setf-management education and support for everyone living wtth a long-term heaith condition and to promote wide access through the development of targeted programmes Our Impact more people are better able to manage Siving with long-tem conditions. seldom heard groups of people Bain greater access to high-quality self-management education, reducing health inequallties the wider health and social care system recognises and supports fulty high-quality self- management education and support. Our Strategic Goa15 design and deliver evidence-based programmes to meet the requirements and needs of specifie groups of people. promote the role of self-management within public health policy and delivery including the Importan of ac$5 to support earty on in a diagnosis. research and evidence the barriers and challenges people face to self-managing and what great self-management looks like to drive quality standards in (yJtcomes for everyone. Our Values & Behaviours we are person ntred and are led by the experiences and views of people living with long-term health condition5. we are insight driven and evidence based in our f<Kus and decision making. we are ambitious and strNe for new ways to overcome barriers and challenges to achieving our purpose. we speak up and speak out when we need to in the interests of those with long-term conditions. Person Centred Theory of Ch3nge Our Theory of Change has been developed from more than 19 years of experience of delivering self- management in England. We always place the person at the centre of what we do. and this 15 reflected in our approach. We believe that understsnding a person's needs and how acttvated they are in their own health and care should be recognised at the start of a pathway of support for long-term conditions. By using recognised evaluation methodologies we are able to establish this right at the start of our pathways of care. Page 3 of 29
We offer a range of self-management education packages tall0d to the levels of artivation. making them relevant to the need5 of each group whilst also ensuring exceptionally high levels of retention and value for money to the health and care system. Whilst other services may offer a lower unit cost at recruitment, our unit cost at completion offers better value to commissioners due to the higher retention of participants and the outcomes delivered. Our range of programmes are trialled. researched. and validated by us or in partnership with others in health and social care for individual or multiple condition5, groups not able to access support and employers. Our programmes are designed to provide practical tools to increase a person's skills, knowledge and confidence in managing a long-terni condÈtion. including= goal settinE problem solftg action planning communication wtth family. friends. and health care specialists how to navigate the health and care system. Sustainable pathways of care are crucial to ensuring a person has ac5$ to on%oing support and we re-assess a person's needs and level of activation after completing one of our programrnes of support. This in turn allows us to signpost and onward fer a person to further support beyond the life of our programme. We know, from the feedback we receive. that attending one of our prc8rammes can often have a profound impart often with the smallest of goa15 being achieved. rhe Challenge One in four people have Iwo or more chronic health condttions Imultimorbidityl increasing to two thirds of people aged 65 year5 and over . It is estimated that 17% of all UK adults will have or more chronic health condTtions by 2035 . Multi Morbidity presents a significant challenge to the health and care system and contributes to over 50% of G.P visits. nearly 80% of medicines prescriptions and 56% of unplanned A&E admissions Despite a continued focus within health and care policy on health inequalities, those wtth the lowest wealth have a 47% higher chance of multimorbidity and a 90% higher chance of having multimorbidity with 10 or more functional limitations compared with the most affluene. Multimorbidity is not defined by age either. wtth 35% of those experiencing multiple chronic conditions aged between SS year5 and 65 Additionally, evidence shows that 30% of people with or more chronic conditions also experience a co-existing ment31 health issues The impact of the last year on those who have one or more long-temi condition cannot be underestimated. The COVID-19 pandernic has had a disproportionate impart on those experiencing existing inequality, particularty in areas of economit disadvantage and in Black, Asian and other minority ethnic groups This has been devastatin& particularty considering the impact of inequality on the propensity and severty of long-term condttions. Page 4 of 29
Those with long-term conditions have faced a higher risk of severe symptoms of COVID-19, increased isolation, reduced access to planned treatment or ongoing supporf and ultimately a higher risk of neglect in the management of long-term conditions . Collectively we now face the biggest challenge in population health in modem times. The health and care system has. and continues to, rightty focus on supporting those with severe COVID-19 symptoms whilst delivering a national vaccination programme. As a result. the NHS waiting list now stands at more than 5 million people , with conrn growing that the number of people could go on to exceed 15 million. Compounding this is the increasing numbers of people experiencing prolonged symptoms of COVID- 19. Estimates of the number of people experiencing long COVID vary from between 1% IZOEI of those who have tested positive and IO% IONS). Regardless. long COVID presents a new challenge for the health and care system and one that presents complexity of symptoms and SpertiVe care. I Ihttps."J/wvw1.engnd.nhtIkltslwJdaWHn1kknMlry1j 2 tThe lancet htt rnal I1522667 222- 3 Michael Marmot. leta len, Peter Goldblatt. Eleanor Herd.Joana M)rrtson120201. Buld BackFairer. ThecoMf>19 Marmrf Re¥W. The Pandemit. So[1(Onom and Fleahh Inequalit in Er*nd. LW0.. InstituteofHeatth Equty 4 NHS Dw"ral.Appowitmentsin gewal WthW202CeImEntal stati 2020. h Inforrllatio blutian Statistica inthents l.nh&u 5 Jamk Hartmanll.Boyce, Yamal R. Mahtrdni. CeThtre for EvthKe-8a5ed MedKine. NUFW twrtfftent ofPrlmaryCaTe Health SCErs. UaNer5rty ofoxford 6 Figure rewrted asarjuty 2021 Our Re5POnS: The support we have provided over the past year has unequivocally shown that self-management plays a crucial role in sUPPOrting those with long-term health conditions. Due to the advice on physical distsncing and shieldin& in March 2020 we suspended all face-tfrface services and began investigating alternative ways, via online platfornis. of providing supported self- management. Despite the 5UPPOrt on offer, including fundin8 from our commissioners and the potential to access furlou8h support. the Importan of continuing to provide our services was paramount. An underpinning principle of our self-management courses is the interaction beeen people. Our courses are designed for groups of up to 18 people and their carers to attend at one time. We create an inclusive space for people to be able to safety share their experiences of having one or more long- term conditions and to develop a sense of communtty and nelJvork support. The interaction between volunteers. tutor5 and participants is an important part of the impact our courses provide. particularly where attendees experience significant isolation and poor mental health. and it Was therefore essential we develop an alternatNe that refiected the interaction between attendees and facilitators. To safeguard the principles important to us, we made sure our response to the pandemic was tru ccpprodud with the people with whom we work and that we would meet the challenges faced collaboratively. Ensuring our change in delNery mode to online was levant and met the needs of those we supporL we asked our volunteers, tutors, people who attend our courses and staff if they would lead the development of our online services. Online platfom)s exist to support those wtth diabetes. but very Itttle provision exists for those with multiple lone-term conditions or experiencing poor mentsl health. Where digital self-management PaBe S of29
platforms do exist. they lack the interaction our courses provide and are not peer-led. Too often digital health plarforms require an individual to complete an intervention in isolation. This requires a high level of self-motivation and does not foster the support or motivation that a group setting provides, and which is a fundamental part of the success of our courses. In May 2020. we launched a pilot of our virtual X-PERT Diabetes course. consulting with staff. tutor5 and people attendin& incorporating the feedback received into the course. We were surprised by the popularity of the course and by the end of the summer of 2020 we were operating at pre pandemic capacity. By March 2020. we had delivered 10 further X-PERT courses at no cost to our commissioners. to ensure we could meet the demand of those wanting to attend. increasing course retention rates from 86% for our face-t(Fface courses. to 90% for the virtual format. e are the only provider in the region who has developed an alternative way of delivering services and able to provide supporf We launched pilots of our virtual multi-condition course in the Autumn of 2020 and our Mental Wellbeing course in January 2021. Again, the virtual aernativeS have been exceptionally popular. and the feedback received overwhelmingty positive. In fact. our Mental Wellbeing course 15 operating at full capacity and recording l(Th retention of those who start. his is a good news story for the whole of the ICS. It has been challenging to reach those we need to and this demonstrates we are taking the right steps for our populations" We have been humbled by the work of our staff. tutors, volunteers and those who attend our services. The pandemic brought exceptional challenges for us as a charity and for all people involved in our WDrk on both a personal and professional capacity. And yet, despite this, they sought to create new service that would allow us to continue to provide access to our supported self-management, the success of which is testsment to their hard work under exceptional circumstances. -ACKL:.NG HEALI H iNEQ.uALITIEi The lack of provision and access to high qualty Se-management for many communitie5 and populations, particularly those in areas of economic challenge and Black. Asian and Minority Ethnic IBAMEI groups is a central focus of our mission. It was therefore crucial that our response to the pandemic reached those previous excluded group> Our virtual Multi Condition and Mental Wellbeing coufses have seen a change in the demographic of those who attend. We are seeing a higher proportion of males150% of attendeesl, younger age groups Inow froTll 25 year5 of age) and a hiEher proportion of attendees from a Black Africanl C3ribbean background170%1. Our focus continues to be on ensuring those indNiduals and communities where access to support is challenged, are ntraL to our service provision. COVID-19 has amplified the need for increased engagement with marginalised groups and health and care strategies that support this. Although we have developed a virtual course altemative to our faCe-t¢1fa support. we are acutely aware of the limitations such plarforms have in the absen of face-to-face support. This is why we are working closely with our tommissioning partners and recently. Guys and St Thomas's Charity, to Pa8e 6 of 29
gather and anatyse data to ider)tfy those groups and populations who are excluded from accessing supported self-management, and the reasons why. In 2021, this will be a core focus of our service provision, to ctrpri)duce self-management plarforms that address this need, but also inform poliry on tackling increasing exclusion to support at a time when people's and communities, access to Servi is restritted but needed more than ever before. THE FUTURE Each year we review our strategic objectives. a Pro55 that incorporates feedback from stsff, volunteers, people who attend our courses and the wider self-management community. The past year has prented many challenges for the charity. its staff, tutors. volunteers and those that access our support. We a proud of the work that everyone involved has undertaken to help us respond to the pandemic, often whilst dealing with their own circumstances. It has not been easy. but we have shown that the changes we have made to the chariVs strvrture and systems in previous years, and our approach to meeting the challenges we have faced. have been the right ones. We have been able to accelerate many of the priorities we have identified as important to our work. most prominently, our development of online alternatives for our supported seff-management courses. We a now operating at pre pandemic capacity with our Diabetes, Multi Condition and Mental Wellbeing courses. In fact. in some cases we are over-subscribed. Our online courses have allowed us to reach people where access to supported self-management ha5 previous been restrirted and we are now reaching a much broader audien in age. ethnicity and geographic location. The previous year has provided an opportunity to further develop our strategic ambition5 for the next 3 years. We will further develop the range of delivery options targeted at identified groups and conditions, continuing to ensure our serViS and innovation is c¢iproduced. Funding has consistently been a challenge, particularly where we have been reliant on statutory commissioning of our servi. This has, and continues to be, important in ensuring we are able to provide access to our supported self-management and we are tsrgeting an increase in the number of customers and extend contratt temis. Additionally. we will target reater funding for our research and innovation. Research is an important f(Kus of our work. ensuring the continued innovation of self- managemerit. increasing the scope and reach of services whilst ensuring high qLsality Service provision. A£ a result. we will establish a grant funded research programme focussed on unmet need. inequalities and programme effectivenes5. Our focus has been on transfomiing the structure and systems within the charity. ensuring we are more agile and offer eXptIOnal value (rf money to ourfunders. We have now completed a widespread programme of transformation and now look to expand Pa8e 7 of 29
communications investment to promote effectNe self-management, the chariws leading role and the voice of people living with long temi conditions. Our volunteers are fundamental to who we are and the work that we do. We are conscious that we could do so much more for our volunteers but have been limited by funding our volunteer attivity ourSees. a result, we will seek funding to help aclerate the development of a larger volunteer support programme to enable volunteers to be effettively recruited, trained and 5UPPOrted in a wider range of opportunities. ANilAL P" F<,-01 This year we recorded a deficit of IE13k} that was funded from reserves. This is lower than the previous year IE37kl but reflects the investment made in developing our virtual courses and increasing Servi provision against one of our contracted services by 60% at no cost to our commissioning partners to help meet much needed demand. Income was £373k, down on the previou5 yearfs performance1578kl. This was expected resulting from the impact of the pandemic. Despite the drop in income, the change5 made to improve our structures and systems has to an extent reduced our cost base whilst safeguarding our delivery capability, capacity and quality. Additionally, marginalty reduced costs were experienced as a resu of the pandemit and ciur move to virtual supported selF-management Between April 2020 and June 2020. we reiVed financial support through the Governments Furlough scheme. At the end of this period. we had negotiated financial support from our commissioning partners for the duration of the financial year to minimise the impart of the suspension of our services. In light of the financial support received from our commissioning partners. we decided it appropriate to repay the funding received through the furlough scheme in full, totalling £19k. Having robust financial priKesses and systems in place has been essential and this is reflected in a closing cash balan for the year of £217k (2020.. £210kl. with Cap¢tal & Reserves at £186k12020: £199kl. RESERVES The charity needs to hold sufficient reserves to provide adequate financial stability and the means for it to meet rts charitable objertives for the near future. The chariws reserve poliry is to maintain a level of reserves to cover 3 months. staff and running costs which amount to £124k. The total reserves as of 31st March 2021 are £186k12020= £2Wkl all of which are unrestricted and within the parameters of the reserves policy. The reseTves position is regular reviewed to ensu that they are adequate to fulfil the charivs continuing obligations. The reserves are continualty aligned with actual operating costs. Page 8 of 29
GOVERNANCE. STRUCTURE & MANAGEMENT REFEiEI,',._ Charity Name: Self Management UK LimFted Registered Charity Number- 1146727 Company Registered Number: 07998365 Charivs Principal Address- Suite 409. Chadwick House, Birchwood Park, Warrington WA3 6AE Accountants.. Haysmacintyre LLP, 10 Queen Street Place. London, EC4R IAG Bankers.. HSBC. 11 Starnford New Road, Altrincham, Cheshire, WA14 IBW TRUSTEES Self Management UK'S Trustees are responsible for the effective governance and direction of the charity- They are unpaid but provide an invaluable service in supporting the aims of the charity. Trustees who served within the year and Sin are: Anthony Levy- Chairman Ifrom 22nd ju 2015 and trustee from 31st March 2015. Tenure ended 31° March 2021} Nigel Turner- Chair (From I" April 20211 Lisa Quinlan-Rahman- WI Chair {Elected 1st Juty 2016- Reélected on 30 June 20191 Marc Berryman- HonofaryTreasurer {Eletted on 31" May 2019. Resigned 10 August 20211 Jane Brooks IElected 1st Juty 2016. Re-elerted on 30" June 20191 Erica Cassin (Elected 25 April 20191 Mary Newman (Elected 1° April 2021} FUN'DRAISING In accordance with the Chartties Act 2016, The Trustees confimi the charl5 compliance with the fundraising approach set out by the Charty Commission eUidan.charlty fundraisinB.' a guide to trustee duties ICC201' voluntary scheme of regulation. The charity does not source funding through direct mailinpJcontact individual donors. legacies. campaignin& or any other public facing activity and as such is currently not registered with the Fundraising Regulator. Page 9 of29
All fundraising attNity is monttored weekly by the Chief Executive and gUlarlY by the Trustees. Additionally. the Fundraising and Marketing Committee provides oversight to the Head of Sales and Marketing and Chief Executive ensuring compliance with the voluntsry scheme of regulation. The Trustees can port that no complaints have been received in relation to fundraising activity. In complying with the Data Security and Protettion requirements. the charity seek5 explicit consent for an individual to be contacted regarding any communication. including fundraising activity. The charity supports those populations experiencing signiricant challenges because of having one or more long- term condition5, including those experiencing mental health issues. The charity has a duty of care to its beneficiaries, particularly those considered vulnerable and. at this time, the charity does not consider contacting individuals as a part of its fundraising activity- Should fundraising from individuals be considered, the Trustees would apply safeguards includin& but not limited to, suppressions under the Fundraising Preference Service. I RLSI EES. SlA"I&MN i C'K. 'Uts_' IL 8.-Ni.- We contin5JaI VIeW our aims, objectNes. and attivities throughout the year. The process of review ensures that past. on-going and future actNities are aligned with. and remain focused on. our aims and objertives. We have referred to the guidance contained in the Charty Commission's general guidance on public benefit when reviewing our aims and objectNes and in planning our future activtties. In particular. the Trustees consider how the charws attivities will contribute to the aims and objettives they have set. The Trustees, report gives a description of the actNities undertaken by the Trust during the period to further its charitable purposes, and the trustees are satisfied that such artivities provide public benefit. 'JOVERNING DOCUMENT The charity is registered as a Charitable Company limited by guarantee and was set up by a Memorandum ofAssociation on 20th March 2012. PAETHOD OF APPOINTMENT OF TRUSTEES Each Trustee 15 appointed for a tem of 3 years. after which they can offer themselves for reappointment for a further term of 3 years. Trustees are appointed following assessment of skills and experience in line with the requirements of the charity. Appointments are made by 3greement by all trustees and a member of the Senior Management Team. normally the Chief Executive. DOLICIES & PROCEDURES FOR THE INDUCTION OF TRUSTEES All trustees are provided a thorough induction and include.. Training on the role and responsibilty of a charity trustee Meeting5 With the Chairman and fellow Trustees Meetings with the Chief Executive and Senior Management Team Meetings with other staff members and volunteers Page 10 of 29
Opportunities to attend the activities provided by Self Management UK and Othertraining ,I,',.TliiXA STrfiiTL.,. Subject to the Articles. the Trustees are responsible for the management of the charivs business, for which purpose they may exercise all the powers of the charity- The frustees have appointed a Chief Exeojtrve responsible for the day-today leadership and management of the organisation. He is supported by Head of Sales and Marketing, Head of Finance and a highw flexible team of paid staff and volunteers. During the 2020121 financial year the Management Team tonsisted of- lan Silver- Chief Executwe Sarah 8arker- Head of Sales and Marketing Senior management and executrve pay is set having regard to the National Council of Voluntary Organisations INCVOI guidance, recommendations and calculations as set out by the NCVO in its 'Report of the Enquiry into Charity Senior Executive Pay and Guidance forTrustees in Setting Remuneration, In addition, senior executive pay is also benchmarked from time to time against that of charities demonstrating similar income and number of paid staff. INlJkSTM¥N' I pc., The Trustees have considered the most appropriate policy for investment of fvnds and have found that short temi deposit accounts meet their requirements. Self Management UK has a fornial risk management process through which the major risks in the organisation are managed. Risks are ranked by likelihood. impart and control effertiveness, culminating in a risk register that clearty shows escalated risks which is updated on a regular basis. Together with the current mttigating artions the Trustees are satisfied that systems have been developed and are in place to mitigate identified risks to an acceptable level. Since March 2020. an additional Risk Register is in place Specifical addressing risks associated with COVID-19. This register identifies principal risks to the charivs finances, operations, environment and staff. This register is reviewed regularly against mitigating actions. controls. and monitoring in place. The principal COVID-19 risks and uncertainties identtpied by the charity are= Sales- The impart of COVlD-19 on commissioning decisions and significant demand for funding and grants. Income.. delivering iTbcome against the value of contracted services in the face of continued challenges presented by COVID-19 Page 11 of 29
Environment.. Continued change and transforniation within the NHS, our primary source of funding and the impact on strategic commissioning for long-terrn conditions. Staff & Volunteers.. The impact on the past 18 months on the wellbeing of staff and volunteers )CCI ARATION The report of the Tnjstees has been prepared in accordance with the special pr(wisions relating to companies subject to the small companies. regime within Part 15 of the Companies Act 2006. TRUSTEE STATEMENT The Trustees Iwho are also directors of Self Management UK Limited for the purposes of company lawl are responsible for preparing the Trustees, report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Prarticel. Company law or GAAP UK requires the Trustees to prepare financial statements for each financial year which give 3 tnje and fair view of the state of affairs of the charitable company at the balan Sheet date, and of the charf(able comparfs net movement in funds. including income and expenditure, for that period. In preparing these Financial statements. the Trustees are required to= select suitable accounting policies and then apply them consistently- observe the rnethods and principles in the Charities SORP- make judgments and accounting estimates that are reasonable and prudent,. state whether applicable UK Accounting Standards have been followed. subject to any material departures disclosed and explained in the financial statements.. and prepare the financial statements on the going concem basi5 unles5 it is inappropriate to presume that the charitsble company will continue in operation. The Trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position (rfthe charity and to enable them to ensure that the financial statements Comp with the Companies Act 2(I)6. They a also responsible for safeguarding the assets of the charity and hen tskirE 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 companvs websrte. Legislation in the UK governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions. ON BEHALF OFTHE BOARD: Nigel Turner Chair Date.. 202 1 Pagè 12 of 29
114DEPEhlOEMT ÉXAt•tlN&R'S REPORT I report to the charity trustees on my examination of the accounts of the charttable company for the year ended 31 March 2021. Responsibilities and basis of report As the charivs trustees of the Company land also its directors for the purposes of company lawl you are responsible for the pparatIOn of the accounts in accordance with the quIrernents of the Companies Art 20061'the 2006 Acf l. 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 your charity's accounts as carried out under settion 145 (rf the Charities Act 20111'the 2011 Art'l. In carrying out my examination I have followed the Directions given by the Charity Commission under section 145151 Ibl of the 2011 Att. Independent examinerfs statement Since the Companrfs gross income exceeded £250.0(X) your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that S am qualified to undertake the examination because l am member of ICAEW. which is one of the listed bodies. I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe: l. accounting records were not kept in respect of the Company as required by section 386 of the 2006 Act.. or 2. the accounts do not accord with those records- or 3. the accounts do not comply wtth the accounting qUirements of section 396 of the 21XJ6 Act other than any requirement that the accounts give a 'true and fair view which is not a matter considered a5 part of an independent examination- or 4. the accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended Prattl for accounting and reporting by charities applicable to charities preparing their accounts in accordan with the Financial Reportirbg Standard applicable in the UK and Republic of Ireland IFRS 1021- I have no concems and have come across no other matters in connettion 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. Jane Askew ACA Haysmacintyre LLP 10 Queen Street Pla London EC4R IAG Date- 6 October 2021 Page IY of 29
SELF MANAGEMENT UK LIMITED IA COMPANY LIMITED BY GUARANTEEI STATEMENT OF FINANCIAL ACTIVITIES (INCORPORATING THE INCOME & EXPENDITURE ACCOUNTI FOR THE YEAR ENDED 31 MARCH 2021 Unrestricted Restricted Funds Funds Totsl 2021 Totsl 2020 Income from: Donations and legacies Charitable aLtivities Investments 19.242 19.742 352,791 192 352,791 192 578,079 799 Total income 353,483 19,242 372.725 578.878 Expenditure on: Roisingfunds 50.421 50,421 18,143 Chorituble octivits." Training & Education Research & Development Advocacy 151.C62 85,685 79.150 19,242 170,304 85,685 79,150 466,000 40,578 91.271 Total expenditure 366.318 19,242 385,560 615.992 Net lexpendrcurel for the year 112,8351 112,8351 137,1141 Net movement in funds 112,8351 112,8351 137,1141 Reconciliation of funds Total funds brought forward 199.655 199,655 236.769 Totsl fund5 carried forward 12 186,820 186,820 199,655 Income and net movement in funds in each of the financial periods arise from continuing operations. The Statement of Financial AttÈvities includes all gains and losses recognised in the year. The comparative Statement of Financial Attivities and Statement of funds notes are provided in notes 20-21. The notes on pages 17 to 29 form part of these financial statements. Page 14 of 29
ÈANY LIMfTED BY GUARANTEE) BALANCE SHEET AS AT 31 MARCH 2021 2021 2020 FIXED ASSErs Tangible assets 5.182 8,913 CURRENfhssErs Stocks Debtors Cash at bank and in hand 2,182 23,357 217,293 5,593 62.341 210,372 242,831 278.3C CREDITORS: amounts falling due within one year io 161.1931 187,5641 CURRE ASSErs 181,638 190,742 TOTAL ASSEfs LESS CURRENT LIABILMES 186.820 199,655 CHARITY FUNDS Restricted funds Unrestricted funds 12 12 186.820 199,655 Total funds 186.820 199,655 The directors consider that the company is entitled to exemption from the requirement to have an audit underthe provisions of section 477 of the Companies Art 20( I'the Act") and members have not required the company to obtain an audit for the year in question in accordance wtth section 476 of the Act. The directors acknowledge their responsibiltty for ensuring that the company keeps accounting records which comply with section 386 of the Art and for preparing tinancial statements which give a true and fair view of the state of affairs of the company as at 31 March 2021 and of its result for the year then ended in accordance with the requirements of sections 394 and 395 of the Act and which otheTwise complywith the requirementsof the Companies Att 2006 relatingto the Pinancial statements so far as applicable to the company. The financial statements were approved and authorised for issue by the Trustees on 6 October 2021 d were 518ned on their behalf by: Nigel Tumer Chair The notes on pages 17 to 29 form part of these financial statements. Page 15 of 29
SELF MANAGEMENT UK LIMITED STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31 MARCH 2021 Cash flows from operating actNities 2021 2020 Net cash provided by/lused in) operating activtties 6,729 1154,1761 Cash flows from investing attNities Investment income Purchase of tangible fixed assets 192 799 112,3951 Net cash provided by/{used in} investing a¢tNities 192 111,5961 Change in cash and cash equivalents in the period 6.921 1165.7721 Cash and cash equivalents at the beginning of the reportinB period 210,372 376.144 Cash and cash equNalents at the end of the reportin8 period 217,293 210,372 Reconciliation of net (expenditure) fincome to net cash from operating attbvrties 2021 2020 Net expenditure for the reporting period las per the ststement of financial activities) Adjustments for.. Depreciation charge Investment income Decrease/lincreasel in stock Decrease in debtors Decrease in credttors 112,8351 137.1141 3.732 3,482 11921 17991 3.411 15,5931 38.984 56.195 126,3711 1170,3471 Net cash provided byllused inl operating actNitres 6.729 {154,1761 Anaty5is of cash and cash equNalents 2021 2020 Cash in hand 217.293 210,372 The notes on pages 17 to 29 forni part of these financial statements. Page 16 of 29
SELF MANAGEMENT UK LIMITED NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 l. ACCOUnNG pouaES The principal accounting policies adopted, judgements and key sources of estimation, uncertainty in the preparation of the financial statements are as follows: Self Management UK Limited meets the definrÉion of a public benefit entity under FRS 102. Basis of preparation of financial statements The financial statements have been prepared in accordance with Accounting and Reporting by Charities- Statement of Recommended Prartice applicable to chartties preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland IFRS 1021- (Charities SORP IFRS 1021 (Second edition. effectNe ljanuary 201911. the Financial Reporting Standard applicable in the UK and Republic of Ireland IFRS 1021 and Company Act 2006. Company status The charity is a company limited by guarantee registered in England and Wales. The registered office is Suite 409. Chadwick House, Birchwood Park, Warrington, WA3 6AE. The members of the company a the Trustees. In the event of the charity being wound up. the liability in respect of the guarantee is limited to £1 per member of the charity. Preparation of the accounts on a going conrn basls In order to cornp with the principle of going concern, the Trustees have considered the Charity's business activitie5 including UnrtaInty around future income, the current level of reserves and the principal risks, including those arising from the Covid-19 pandemic. as set out in the Report of Board of Trustees. The Trustees have reviewed the latest financial forecast and are satisfied that the Char¢ty will be able to operate WFthin the level of its existing funds and reserves for the foreseeable fijture. The accounts are prepared on a goinB concem basi5. Fund accountin8 General funds are unrestricted funds which are available for use at the discretion of the Trustees in furtherance of the general objertives of the charity and which have not been designated for other purposes. Re5tr¥rted funds are funds which are to be used in accordance with specific restrittions imposed by donors orwhich have been raised by the charity for particular purposes. The costs of raising and administeringsuch funds are charged against the specific fund. The aim and use of the restrirted fund is set out in the notes to the financial statements. Page 17 of 29
SELF MANAGEMENT UK LIMITED NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 I. ACCOUNllNG POUQES Icontinuedl Income Income is recognised when the charty has entitlement to the funds, any performance conditions attached to the itemlsl of income have been met, it is probable that the income will be received and the amount can be measured reliab. Recognition of intome is deferred where condition specfy that such income relates to future accounting periods. Where donors specify that funds are for specific purposes such income is included in incoming resources of restrirted fvnds. Donations and gifts are included in full in the Ststement of Financial Activities when there is entitlement. probability of receipt and the amoijnt of income receivable 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 reiVed and the amount can be measured reliabw and it is then not deferred. Investment income is recognised on a recewable basis once the amounts can be measured reliably. Expenditure Expenditure is recognized once there is a legal or constructsve obligation to make a payment to a third party, it is probable that the settlement will be required. and the amount of the obligation can be measured reliably. Expenditure is classrfied under the following attivity headings. Cost of raising funds comprise the percentsge costs any direct costs relating to fundraising and their associated support costs. Expenditure on charitable artNtties includes the costs of all actwities undertaken to further the purposes of the charity relating to the strategic vision and their associated support costs. Allixation of 5UPPOrt costs Support costs are those functions that assistthework of the charity but do not undertake charitable activities. Support costs include back office costs, IT, personnel, payroll, communication, legal and professional fees and governance costs which support the Chariws activities. These costs have been allocated between cost of raising funds and expenditure on charitable activitie5. The bases on which support cost have been allocated are set out in note 5. Irrecoverable VAT is charged against the category of resources expended for which it was incurred. Employee benefts Short term benefits Short term benefits including holiday pay are recognized as an expense in the period in which the service is received. Page 18 of 29
SELF MANAGEMENT UK LIMITED NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 I. ACCOUWNG pouaES Icontinuedl Employee temiinotion benefits Temination benefits are accounted for on an accrual basis and in line wtth FRS 102. Pension Scheme The Charity operates a defined contribution pension scheme for the benefrt of its employees. The assets of the scheme are held Independent from those of the Charity in an independently administered fund. The pension costs charged in the financial statements represent the contributions payable during the year. Operating Leases Rentals payable under operating leases are charged in the Statement of Financial Activities on straight-line basis over the life of the lease. Tangible fixoj assets and depreciation All assets costing more than £5(N) are capitalised. Tangible fixed assets a stated at cost less depreciation. Depreciation is provided at rates caltulated to write off the cost of fixed assets. less their estimated residual value, over their expetted useful INes on the following bases= Fixtures and frttings Fumiture and equipment Computer equipment - 33% straight line method - 25% straight line method - 33% straight line method Financial Instnjments The charity onty has financial assets and financial liabilities of a kind that qualify as basic financial instruments. B35ic financial instruments. including trade and other debtors and creditors are initial recognized at transattion value and Subsequent measured at their settlement value. Debtors 'Irade and Other debtors are recognised at the Settlement amount due after any trade discount Offed. Prepayments are valued at the amount prepaid net of ary trade discounts due. Cash atthe bank and in harKI Cash at bank and cash in hand includes cash and short temi highly liquid ir*vestments wtth a short maturity of three months or less from the date of acquisttion or opening of the deposfc or similar account. Creditors and provisions Creditors and provisions are recognized where the charity and group has a present obligation resulting from a past event that will probab resutt in the transfer of funds to a third party and the amount due to settle the obligation can be meaSUd or estimated reliab. Creditors and provisions are normal recc8nized at their settlement amount after allowingfor any trade discount due. ststement of cash fl¢Y4VS The ch3ritsble companls cash flow statement refiects the presentstion requirements of FRS 102 Page 19 of29
SELF MANAGEMENT UK L5MITED NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 2. JUDGEMENT IN APPLYING AccouKnNG pouaES AND KEY RESOURCES OF ESTIMAMON uNRTAJNTy Estimates and judgements are continualeVa1uated and are based on historical experience and other factors, including expettations of future events that are believed to be reasonable under the circumstances. AhOUgh these estimates are based on management's best knowledge of the amount, events or actions, artual results may Ultimate differfrom those estimate5. The trustees considerthe following items to be areas subjert to estimation and judgemenL Depreciation.. The usual economic lives of tangible fixed assets are based on managemengs judgement and experience. When management identifies that actual useful INes differ materialW from the estimates sed to calculate depreciation, that thaoe is adjusted retrospertivety. Astangible fixed assets are not signrficant variances belyjeen actual and estimated useful economic Iwes will not a material impart on the operating results. Historical no changes have been required. DONAMONS Unrestritted Restricted Funds funds Totsl 2021 Totsl 2020 Other 5CX) 19,242 19,742 io,cx)o s(J) 19.242 19.742 10,000 There were restrirted funds of £19.242 and unrestricted donations of £500 during the year (restricted donations 2020.. 10,(MX)l. Restritted funds in 2021 related to the Coronavirus lob Retention Scheme. A5 described further in note 13. all furlough fund5 have been repaid to avoid double fvnding of the chariws employment costs by govemment bodies. INCOME FROM CHARITABLE A1vInEs Unrestricted Funds Restricted Funds Totsl 2021 Totsl 2020 Training and courses Consultancy servi$ 325.791 27.( 325,791 27.000 560,819 17,260 352.791 352,791 578,079 Page 20 of 29
SELF MANAGEMENT UX LIMITED NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCFI 2021 EXPENDITURE: Dirett Direct Staff Support Costs Total 2021 Roising Fund5.' Fundraising ChoritobleAttivitie5 Training & Education Research & Development Advocacy 78 5.935 44.408 50,421 23,593 173 392 78,931 13,058 29.676 67.780 72,4S4 49,082 170,304 85.685 79,150 Totol 24.236 127.6(K) 233,724 385,560 Of the total expenditu £19.242 was restrirted12020: 10.(XJJI Allocation of support costs to attNrties Training & Education Research & Total Development Ao%Tocacy Fundraising 2021 Staff & travel related costs Premises Office costs IT costs Communications Legal & professional fees Governance- staff Govemance- other 25,958 14.213 4.347 8.701 38.555 15.193 4.646 9.301 23.751 10,292 3,147 6,301 23,866 9.312 2.848 5.701 112,130 49,010 14,988 30,004 11.498 3,064 3.372 2.218 674 2,007 17,028 10.564 3,275 Total 67,781 72,454 49,081 44,408 233,724 Support costs have been allocated based on percentage of dirett costs to the relevant activities. Page 21 of29
SELF MANAGEMENT UK LIMIIED NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 EXPENDrruRE Icontinuedlcomparative note Direct Dirert stsff Support Costs Total 2020 Raising Funds.. Fundraising Choritoble Activities Training & Education 9.730 8,413 18,143 74.896 175.028 216,076 466,000 Research & Development Advocacy 198 298 21.565 48.652 18,815 42.321 40,578 91,271 Total 75,392 254,975 285,625 615.992 Allocation of support costs to actiVFties Icompar*ive) Training & Research & Education Development Advocacy Totsl 2020 Fundraising Staff & travel related costs Premises Office costs IT costs Communications Legal & professional fees Governance- staff Governance- other Total 115,922 10,094 22,705 4,513 153.234 19.169 11.998 31,612 7,086 1.669 1,045 2.753 617 3,754 2.350 6.192 1.388 746 467 1,231 276 25.338 15.860 41,788 9,367 24.121 6.169 2.IlX) 537 4.724 1.208 939 240 31,884 8.154 216,077 18,815 42,321 8,412 285,625 Page 22 of 29
SELF MANAGEMENT UK LIMITED NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENOED 31 MARCH 2021 NET EXPENDuRE INThE YEAR 2021 2020 This is stated after charging.. Depreciation of tangible fixed assets= owned by the charity Independent examiners fees {excluding VAT) Pension costs Operating lease charges 3.732 4,8 7,065 11.712 3,482 4,415 10,738 15,950 STAFF Cosrs 2021 2020 Salaries Social security costs Pension costs Redundancy and termination costs 198.230 9,902 7.065 5.077 368,532 29,271 10,738 11,729 220.274 420,270 The average monthly number of employees during the year was as follows- Number Number Raising funds Charitable activÈties Support Governance 13 21 The number of higher paid employees was: In ihe band E60.001- £70,(XXJ Pension contributions on behalf of higher paid stsff totaled £3.623 {2020: £3,623). The key management personnel of the charity as agreed by the trustees are the Senior Management Team, comprising the Chief Executive and Departmental Heads. The total employee benefits of the key management personnel were £133,83912020- £161,317). During the year the Trustees received benefits of £nil {2020- £nill. During the year, no Trustees received reimbursement of expenses12020- 2 Trustees received reimbursement of expenses of £378 for travel and subsistence). Pa8e 23 of 29
SELF MANAGEMENT UK LIMITED NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 TANGIBLE FIXED AssEfs Computer Fixtures & frttings. Software equipment fumiture & equipment Totsl Cost At l April 2020 Additions 141.267 47.376 105.533 294.176 At 31 March 2021 141.267 47.376 105.533 294.176 Depwiation At l April 2020 Charge for the year 132.354 3,732 47.376 105.533 285,263 3,732 At 31 March 2021 136,086 47.376 105.533 288,995 Net book value At 31 March 2021 5,181 5,181 At 31 March 2020 8.913 8,913 DEBTORS 2021 2020 Trade debtors Other debtors Prepayments and accrued income 14,735 2,7(XJ 5.922 52,680 125 9,535 23,357 62,340 io. CREDITOPS: amounts falling due within one year 2021 2020 Trade creditors Other taxation and social security Other creditors Accruals and deferred income 1.574 8,656 42,460 8,503 5,371 5,641 10,910 65,643 61.193 87,56S ii. DEFERRED INCOME 2021 2020 Balance deferred at l April 2020 Amount released to income Amount deferred at the year end 49,530 163,957 149,5301 1163,9571 49,530 Balance deferred at 31 March 2021 49,530 Page 24 of 29
SELF MANAGEMENT UK LIMITED NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 ii. DEFERRED INCOME (continued) Deferred income comprises of grants and contract income received which the charity is not entitled to in the current year and oniy released to the Statement of Financial Artivities once conditions to entitlement have been met. 12. STATEMENT OF FUNDS Brou8ht Fonward Income Expenditure Carried Fornard Unrestrfcted funds General funds 199.655 353.483 1366,3181 186,820 Restricted funds Support Fund 19,242 119.2421 Totsl funds 199.655 373.425 1385,5601 186.820 13. SUMMARY OF FUNDS Brought Forward Income Expendrture Carried Forward Unrestricted funds Restrirted funds 199.655 353,483 19.242 1366,3181 119,2421 186,820 199.655 372,725 1385,S601 186.820 The Support Fund relates to funds reiVed under the governmenys furlough scheme. Some staff were furloughed between April and June 2020 and funds claimed through the UK'S COVID- 19 furlough scheme for this period. Ne8Otiation with our NHS Commissionets resulted in continued payment in full against our commissioned contracts. The Trustees therefore determined that all furlough funds We to be repaid to avoid double funding of the charivs employment costs by government bodies. 14. ANALY515 OF ASSETS Total Funds 2021 Totsl Funds 2020 Unrestricted Funds Restricted Funds Fixed assets Current assets Current liabilities 5.181 242.831 161.1931 5,181 242.831 161,1931 8.913 278,306 187,5641 186.820 186.820 199,655 Page 25 of 29
SELF MANAGEMENT UK LIMITED NOTES TO THE FINANCIAL STATEMENTS FOR THI YEAR ENDED 31 MARCH 2021 15. PENSION COMMITMEMrs The charity operates a defined contributions pension scheme. The assets of the scheme are held separately from those o* the chartty in an independently adMinisted fund. The pension cost charge repsents contributions payable by the charity to the fund and amounted to E7,06512020 - £10.7381. Contributions totalling £1.10212020 - £1,265) were payable to the fund at the balance sheet date and are included in creditors. 16. OPERAMNG LEASE CommrrmE[s At31 March 2020the charwws minimum operating lease payments are as follows: Land and buildings 2021 2020 Other 2021 2020 Within one year Between one and five years 11.712 12,0(X) 11.712 12,(XKJ The charge to the Statement of Financial Artivities is £11,71212020'. £12.OCM)I. 17. RELATED PARTY TRANSAcfioNS Please see note 7 for related party transactions with individual trustees. 18. POST BALANCE SHEEf EVENT5 There have been no post balance sheet events. Page 26 of 29
SELF MANAGEMENT UK LIMITED NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 19. SUBSIDIARY RESULTS The Charity ceased to be controlled by another party in May 2016. During 2015 the chartty became the sole controller of the Expert Patients Programme Community Interest Company, a company registered in England and Wales, company number 05964023. There were no transactions in the subsidiary entity in the year. Balan Sheet a5 at 31 March 2021 2021 2020 Current a55ets Debtors Cash at bank and in hand 12 12 Creditors.. amounts falling due within one year Net current assets Totsl assets less current liabilities 12 12 Capitsl and reseNes Share capital Capital Redemption Reserves Profit and loss account Shareholders, fijnds 12 12 Page 27 of 29
SELF MANAGEMENT UK LIMITED NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 20. COMPARAMVE ATEMENT OF FINANCIALAcllviTIES Unrestricted Funds Restritted Funds Totsl 2020 Income from: Donations and legacies Charitable activities Investments 578,079 799 578,079 799 Total income 578,878 578,878 Expenditure on: Roi5ingfvnds 8.143 10,0 18.143 Choritoble ortivities.. Training & Education Research & Development Advocacy 466.ct 40.578 91,271 466,000 40,578 91,271 Totsl expenditure 605,992 iO,(KJO 615.992 Net lexpenditurel forthe year 127,114 iio.o(Jii 137,1141 Net movement in funds 127.1141 li0,0) 137,114} Reconciliation of funds Total funds brought forward 226,769 io,cxJ) 236,769 Total funds carried forward 199,655 199,655 Page 28 of 29
SELF MANAGEMENT UK LIMITED NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 21. COMPARAMVE STATEMENT OF FUNDS Brought Forward 2019 Income Expenditure Carried FOard 2020 Unrestricted funds General fund5 226.769 578,878 1605,9921 199,655 Restritted ndS Charitable Activities iO.OLK) iio,0001 Total funds 236,769 578,878 1615,9921 199,655 Unrestricted funds came from providing services Main to the NHS or8anisations across England and Wales but also to universities and other charities in relation to self - management. The Restrirted funds late to three grants received from Awards forAII- unspent. One Stop Shop and The Liz aTrd Terry Bramhall Foundation foi support groups. 22. COMPARATEVE ANALYSIS OF ASSErs Unrestricted Funds Restricted Funds Total Funds 2020 Fixed assets Current assets Current liabilities 8.913 278.306 187.564} 8.913 278,306 187.5641 199,65S 199,655 Page 29 of 29