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2020-08-31-accounts

CQNTENTS CQNTENTS CQNTENTS
INTRODUCTION
The Chairman's
Welcome.
The CEOs Welcome.
The UET Story.
The UET Timeline.
REFERENCE AND ADMINISTRATIVE DETAILS .
TRUSTEES' REPORT 10
OBJECTIVESAND ACTIVITIES.. 10
A.
OBJECTS AND AIMS		 10
B
OBJECTIVES, STRATEGIES		 AND ACTIVITIES 10
The UET Vision &Mission. 10
Key Strategic Objectives 2019—2022 12
Key Strategic Objective Overview 2019/20 —2021/22 13
Key Principles
during
COVID 19		 (March 2020 —August 2020). .14
Overview of UET COVID 19Recovery Plan 14
C.
PUBLIC BENEFIT.		 16
ACHIEVEMENTS
AND PERFORMANCE		 16
A.
OVERVIEW OF ACTIVITY		 16
Covid-'I9 Timeline: March —August 2020 17
Retail . . 18
Skills for Work 19
South Leigh Farm Provision. . 20
Bespoke 21
Skills for Life. 21
B.
DELIVERY		 23
Effective leadership 23
Quality Assurance 24
Clear and Sustainable
Growth		 Planning. 24
PLANS FOR FUTURE PERIODS 25
A.
STRATEGIC DEVELOPMENT		 2019/20 —2021/2022 25
B.
DEVELOPMENT PLANNING		 2020-2021 34
FINANCIAL REVIEW . 35
A.
RESERVES POLICY.		 35
B.
FINANCIAL POSITION.		 ...35 ...35
C.
PENSION.
D.
PRINCIPLE FUNDING SOURCES.		 35
E.
PRINCIPLE RISKSAND UNCERTAINTIES.		 ....35
F.
FUNDRAISING.		 36
G.
GOING CONCERN ...		 36
STRUCTURE, GOVERNANCE AND MANAGEMENT. .. 37
GOVERNING
DOCUMENT		 37
RECRUITMENT, APPOINTMENT, INDUCTION AND TRAINING OF NEW TRUSTEES......37
ORGANISATIONAL
STRUCTURE		 37
ARRANGEMENTS
FOR SETTING		 PAY AND REMUNERATION OF KEY MANAGEMENT
PERSONNEL .......... .......... ..38
RELATED PARTIES. 38
RISK MANAGEMENT 38
Balance Sheet... ........... .... . .41
Cash Flow Statement. 42
Notes to the Financial Statements. .43

Key Strategic Objectives 2019/20 -2021122 StrategFCPlan 2019/20- 2021/22 Bu Grow.th Strat Quality Assurance Strategy.

SO 1.1— SO 1.2— SO 1.3— SO 1.3—
Each Young Person Standards
are not		 Safeguarding and
has a clear outcome impacted
by		 growth wellbeing is paramount
lead plan
SO 1A SO 1.5 SO 1.6
Skills for Life Skills for Work is The Bespoke offer is
provides providing
an		 effective providing meaningful &
exceptionally
high-		 route to work with relevant work
quality care 8 social sustainable outcomes opportunities through
development sustainable enterprise
provision
through		 an projects
engaging,
person-
centred approach
KSO 2 SO 2.1— SO 2.2—
First Class Team ' To have the best
staff 8 Trustees		 To develop a skilled &
knowledgeable
. professional team
SO 2.3—
To recognise 8 value
employee
enthusiasm
8 commitment
SO3.1— SO 3.2—
To have a robust Creative 8 appropriate
growth strategy environments
SO3.3- To SO3.4-To ensure
effectively
&		 Governance is
efficiently deliver
all aspects of		 on challenging
supportive		 &
business
management
to
ensure sustainable
Financial
health

March 24'" all shops ceased trading/sites
closed
Retail team all furloughed
24'" online courses - plan for all furloughed
staff launched
25'" 26'"and 27'" all team on holiday to allow time to agree a plan
30'"calls to parents/carers
to offer support
and update on remote offer
SFW online portal launched/lunchtime
Skype calls added on 1"April
W/C 30'" four ofthe UET team support at Chalet School Monday -Friday
April From Monday 6'" to Friday 17'", UET support
BSM with Easter		 holiday
cover at CECfor dependants
of keyworkers
16'"retail & hospitality
grants applied
and accepted (f45,000		 received)
22"' staff welfare questionnaire
online
23"retail consultation
planning
May Remote offer and support
continues
by UET staff for young people
Retail consultation
starts on the 1"—letters sent out to retail team
6'"first HMRC furlough
payment
received for March & April
8'"VE day cover at CECfor BSM dependants
of keyworkers
11'"first retail consultation
meetings
18'"final Retail consultation
meetings
20'" Interviews
for new roles for re-purposed
Retail sites
22"' Retail Redundancies
announced
June WIC 25'" Half-term
cover for BSM dependants
of keyworkers
1"June
Skills for Work young people return Tuesday
&Thursday —based at CEC
Online sales website created —stock being loaded for launch
on 1"July
WIC Farm prep starts, Mon, Wed, Fri —BSM offered access on appointment
8'"June
Skills for Work young people return Tuesday
&Thursday —based at CEC
Red House sale stock preparation
All Gorse Hill sites remain closed
W/C 15'"June
Remaining
Skills for Work young people return
Farm —fully open to BSM
Red House clearance sale Tuesday 16'"
CEC reopens
W/C 22"~June
Bespoke young people reintegration
plan confirmed
WIC 29'"June
Skills for Life young people return
Bespoke young people continue to return
Continue
to support BSM children
requiring
additional
support		 while
schools remain
on a part-time
offer.
July All UET staff in full-time
UET Short Breaks tender submitted
and successful
Planning
commences
for Skills for Life move to the Shaw Farm		 Short
Breaks accommodation
Bespoke commences
planning
for move to CEC and expansion		 into a
larger premises

Monda P.M
Horticulture Uplands
Animal care Uplands Churchward
Works ho
Tuesda A.M P.M
Horticulture
Animal Care Churchward ";,';„'.;P(~W~VGhale~t'~gib% pw4
Worksho Churchward Churchward
Work Ex erience
Wednesda A.M P.M
Horticulture
Animal care Uplands*
Worksho
Thursda A.M P.M
Horticulture Uplands
Animal Care Uplands
Worksho Uplands Churchward
Frida A.M P.M
Horticulture Uplands
Animal care Uplands
Worksho Churchward
Work Ex erience

SO 1.1 Each Young Person (YP) has a clear outcome
plan		 has a clear outcome
plan
KPIs - 2019/2020 KPIG - 2020/2021 KPls - 2021/2022
Consult and create a format LH YP Targets are Further embed the ISPs to
to for Individual
Skill		 plans aspirational with 60%of ensure consistent quality and
(ISP)and then implement ISPtargets being delivery of 75%of ISP targets
across all provisions. achieved. achieved.
All staff are involved and LH All staff are fully trained Embed the ISP process to
trained to launch the ISP. to develop SMART ensure that all staff are
targets
within the ISP		 confidently delivering
on the
target of75% achieved.
Create a YP Skills Audit LH YP, parents, carers and YP skills have significantly
and engage the YP, professionals to attend increased.
parents and carers
in		 the reviews to monitor the
process 5 launch progress of the ISP twice
a year.
Annual YP Skills Audit
SO 1.2 Standards are not are not impacted
by growth		 impacted
by growth
KPls - 2019/2020 KPls - 2020/2021 KPls - 2021/2022
Maximum
capacity		 at each LH Ensure that maximum Review the capacity at each
provision
determined
to		 capacity levels are not site in line with the 5Year
ensure
high quality		 delivery breached Strategic Growth
Plan.
8 outcomes Ensure that. all new sites
follow reviewed
capacity
limits.
Establish
staffing
ratios for		 LH Maintain
staffing ratios		 Review ofstaffing
ratios
safe and appropriate and review with each completed
in year 3to		 reflect
support for all provisions. intake or movement of potential
changing
YP
YP cohorts and expansion.
Premises(settings) Audit of BM Existing premises/sites Review of all premises in
baseline standards for all retain current
quality		 i.e. year 3to monitor quality.
provisions
to maintain		 high Growth
(expansion
quality offer. plans) through
new
sites/settings
does not
reduce resource at
current sites.
SO1.3Safeguarding and wellbeing
is paramount
KPls - 2019/2020 KPls - 2020/2021 KPls - 2021/2022
Create a UET wide LH Ensure that the Develop the safeguarding
safeguarding
team		 with Safeguarding
team has		 team to ensure that 80%
DSLs and DDSLs identified completed
100%of		 have taken above statutory
and clearly communicate statutory
training		 training
across all provisions.
All staff have safeguarding NS Safeguarding
training		 is External safeguarding
training as part oftheir completed
at UET team		 training
completed
once a
induction meeting
three times		 a year year for all staff 8 trustees.
Designated
safeguarding		 LH Designated
safeguarding		 80%ofTrustee board to
trustee appointed trustee to complete DDSL complete safeguarding
level training training
The external safeguarding LH The external
safeguarding		 The external safeguarding
audit are complete and audits report that there are audits report that there are
compliant no concerns no concerns or
recommendations
to		 action.

KPls - 2019/2020 KPls - 2020/2021 KPls - 2020/2021 KPls - 2021/2022 KPls - 2021/2022
Create an annual feedback HT To review the To review the questionnaire
questionnaire
for YP,		 questionnaire
and receive		 and receive 90%
parent and carers to include 85% completion rate and completion rate and 80%
all aspects ofthe provision 75%satisfaction rate. satisfaction rate.
with 80%completion
rate
and above 70%satisfaction
rate.
Review and adapt the HT Develop the timetable to Audit timetable
with external
timetable to ensure
it is		 work in line with the ISP consultant
focused on the change of delivery
YP accessing the provision
—mainly
PMLD
Active participation
in the		 HT Embed ISPs in Skills for YP skills have significantly
Co-production
and		 Life and ensure all targets increased.
implementation
of UET ISP		 set are SMART.
for YP.

outcomes
KPls - 2019/2020 KPls - 2020/2021 KPis - 2021/2022
Active participation in the JP Embed ISPs in Skills for 25%ofYP have achieved
Co-production
and		 Work and ensure all employed, self-employed or
implementation
of		 UET ISP targets set are SMART. an external volunteer role.
for YP to identify
pathways
to training
Establish
relationships		 with LH Launch the sponsorship Sponsorship project
corporate partners within project established with 10%of
Swindon
with the view of		 placements accessing.
sponsorship.
Review and adapt the JP Develop the timetable to Audit timetable with external
timetable
to ensure		 it is work in line with the ISP consultant
focused on the change of delivery
YP accessing the provision.
Active participation in the JP Embed ISPs in Skills for YP skills have significantly YP skills have significantly
Co-production
and		 Work and ensure
all		 increased.
implementation
of		 UET ISP targets set are SMART.
for YP.
SO 1.6The bespoke offer is providing
meaningful
&relevant		 work opportunities
through
sustainable
enterprise		 projects
KPls - 2019/2020 KPls - 2020/2021 KPls - 2021/2022
Create a clear plan, identify LH Officially launch the offer Locate a further site for
the YP who would benefit with the move to Bagbury horticulture focused work
that are able to be and establish
supported
whilst the offer is		 management
and lead
in a temporary
location.		 team.
Create a timetable ofvaried JP Establish the pickling Launch a shop at Bagbury
enterprise
projects		 that project as a branded
item		 to retail stock created
enables 100%ofYP to for external sales. through
enterprise.
contribute to.
Active participation in the JP Embed ISPs in Bespoke YP skills have significantly
Co-production
and		 and ensure
all targets set		 increased.
implementation
of		 UET ISP are SMART.
for YP.

SO2.1 To have the best staf SO2.1 To have the best staf f &Tr ustees
KPls for 2019/2020 KPls for 2020/2021 , KPls for 2021/2022
Reviewed
and evaluated job		 LH All ofthe team are clear UET internal progression
, descriptions
specifications		 and person
to ensure they		 DW about their roles,
understand
the		 embedded
practice.		 in UET HR
are relevant to the roles expectations
from the job
descriptions
and identify a
career path
ifrequired.		 70%of lead &
management
roles are
recruited
from within the
Team succession
plan		 UET
created and updated
through
six monthly
reviews.
Review pay and create a JS 85'/o ofstaff move up a 90 /o of staff move up a
pay-scale to enable staff to
work through
increments		 LH, pay increment
following
securing a positive
PM		 pay increment
following a
, positive
PM
' linked to performance
Create a UET culture of , LH Re-launch
the retail		 Bingo Source external donated
rewarding
those whose		 incentive for sales awards for employee of
performance
is above and		 '. bonuses. the month
and year
' beyond. Establish a voting system
' Acknowledge
one off and		 for employee
ofthe		 month ',
exceptional
performance
, through
token awards at
,
'		 monthly
team meetings
, Complete a Trustee
Skill		 MC Actively recruit new I Retain skilled board and
audit and highlight
possible		 trustees to fill skill gaps to i ensure training is updated
skills gaps . ensure
all areas ofthe
business
can be
represented
SO2.2Todevelop a skilled 8 knowledgeable
professional		 team
, KPls for 2019/2020 KPls for 2020/2021 KPls for 2021/2022
100'/o ofnew starters NS Monthly
UET meeting		 Monthly UET meeting
complete the two-day training
attended
by 90'/o		 training
attended		 by 95'/o of
induction
training
before		 ofthe team. Review the the team.
starting the role. induction
and whole
training
offer annually.
Establish
statutory
training		 LH Statutory
training		 Develop and offer additional
for each provision. requirements
included		 in training
to include
A training
matrix is in place		 ' staff KPI's. 100'/o ofstaff
included
in the training		 accredited courses.
matrix
Complete a skills audit for NS Aim to have 50'/o ofthe Aim to have 75'/o ofthe
100'/o ofthe team with a team at least at level 2 team at least at level 2
baseline Maths 8 English or an Maths & English or an
equivalent
vocational		 equivalent
vocational
qualification. qualification.
SO2.3To recognise &value employee
enthusiasm
&Commitment		 &value employee
enthusiasm
&Commitment		 &value employee
enthusiasm
&Commitment
KPls for 2019/2020 KPls for 2020/2021 KPls for 2021/2022
~ 100%ofthe team are NS ' 80%team are actively 90%ofthe team are
aware ofthe UET forum engaging
in the forum		 actively engaging
in the
weekly
.		 , forum weekly
UET monthly
meetings		 LH UET monthly
meetings		 UET monthly
meetings
.: attended
by 75%ofstaff		 attended
by 90% ofstaff		 attended
by 95%of staff
(unless pre-authorised (unless pre-authorised (unless pre-authorised
; absence) ' absence) absence)
' Implement
management		 ' LH Formally document
and		 Significant
improvement		 in
, and lead fortnightly minute the meetings
to		 the UET leadership
for
', meetings
Formally		 . establish
quality ofcontent		 both senior and middle
document
and minute		 the and have action plan to management.
100%of
meetings. improve
in Provision		 Provision
Development
Development
Plans.		 Plan Targets achieved.
A UET commercial LH Launch
UET commercial		 Launch
UET commercial
newsletter
has been		 newsletter
locally and be		 newsletter
nationally
and
launched positively featured
in local		 have national
charity press
press coverage.
All staff have the . LH All staff have the , All staff have the
opportunity
to complete		 an opportunity
to complete an		 opportunity
to complete an
annual
well-being
survey		 annual
well-being
survey		 annual
well-being
survey
with 75%completion rate. with 80%completion
rate		 with 85%completion
rate
90%Staff feel supported 95%Staff feel supported 98%Staff feel supported
and valued. and valued. and valued.
The 5-year Growth
Plan		 The 5-year Growth
Plan		 is LH The 5-year Growth
Plan is		 The 5-year Growth
Plan is
understood
and all
provisions
deliver on the		 BM understood
and all
provisions
deliver on the		 understood
and all
provisions
deliver on the
growth target of15%for growth target of 15%for growth target of20% for
19/20 20/21 21/22
The new SMT become JS The Leadership
in UET is		 The SMT undertake
360
embedded
and all Leaders
achieve their PM targets
in		 LH established
and there are
no SMT resignations		 survey from all stakeholders
19/20 within the year
Create Provision LH The Provision The provision
development
development
plans		 development
plans are		 plans are used to inform
established
and accurately		 and further develop the
reflects the YP population rationale
around
provision
within the UET structures
and staffing
models.
Create a fundraising NS The fundraising Large project fundraising
development
plan and		 diary development
plan is		 has delivered
grants for
ofevents established
8 large grant		 expansion
sites.
applications
are included
for the expansion
in 2022
Build a social media and NS Social media followers Social media followers
local fundraising
plan with		 increased
by 20%.		 increased
by 25%.
launch targets for followers Community
Lottery		 Community
Lottery
and Community
Lottery		 purchases
increase by		 purchases
increase
by 30%
25%
SO3.2 Creative 8 appropriate environments
KPls - 2019/2020 KPis - 2020/2021 KPls - 2021/2022
FM Strategy developed to BM FM Strategy embedded FM Strategy —review of
reflect UET Key Strategic and reviewed
at		 progress and develop
Objectives. commencement
ofyear		 strategy to allow for
2. growth
ICT Strategy developed to BM ICT Strategy embedded ICT Strategy —review of
reflect UET Key Strategic and reviewed
at		 progress
and develop
Objectives. commencement
ofyear		 strategy to allow for
two.. growth
An external
Health 8 Safety		 RR Annual
H8S audits are		 Annual
H&S audits are
Consultant
engaged
to		 LH conducted,
and any		 conducted,
and any
complete an external
audit of		 complete an external
audit of		 advisories
acted on in		 a advisories
acted on in		 advisories
acted on in		 a
all UET premises. timely manner. timely manner.
The SMT and board of JS Risk Management
is		 Full review of all Risk
Trustees are clear in terms of
their responsibility
with Risk		 LH embedded
in all aspects
of UET activity with		 Management
with
mitigation
a focus for		 re-
Management,
and that it		 employees fresh based on the
needs to be an active understanding
their		 stabilising
of
process. responsibilities.
Risks		 organisational
growth.
regularly
reviewed
and
all RR up-dated.
SO3.3To effectively
&		 efficiently deliver on all aspects ofbusiness
management		 to
ensure sustainable
financial		 health
KPls - 2019/2020 KPls - 2020/2021 KPls - 2021/2022
Income target ofE750K LH/ Increase on LYof15% Increase of LYof20%
BM
UET has reserves,
including		 UET has reserves, UET has reserves,
brought
forward
balance		 & in- including
brought		 including
brought
forward
year reserves of3%oftotal forward balance
& in-		 balance
& in-year reserves
income (F22,500) year reserves 4% of total 5%oftotal income
income
UET have an in year break BM UET have an in year UET have an in year break
even position
with an overall		 break even position
with		 even position
with an
surplus of 1%(E7,500) an overall surplus of overall surplus
of2%
1.5%
100%of provisions
have		 in BM 100%of provisions
have		 100%of provisions
have		 in
year budget variances
of		 less in year budget variances year budget variances of
than 10%ofthe overall ofless than 8%ofthe less than 7%ofthe overall
budget overall budget budget
UET business
development		 BM UET business UET business
plan implemented
and
majority oftargets met.		 LH development
plan
embedded
and large		 development
plan - all
targets met.		 of
majority oftargets met.
All contracts/SLA's
for non-		 BM High value non- staff All regular and material
staff expenditure
undertake
analysis
and negotiation		 LH expenditure
procured
centrally
managed		 via non-staff expenditure
procured
via centrally
contracts. negotiated
contracts		 using
Establish a preferred the preferred
supplier		 list
supplier
list
All aspects offinancial All aspects offinancial All aspects offinancial LH All aspects offinancial All aspects offinancial
compliance
are met and no		 compliance
are met and		 compliance
are met and
RED management action no RED management no management
action
points identified by auditor action points (and points identified
by auditor
AMBER have
decreased)
identified		 by
auditor
SMT and board oftrustees JS SMT and board of SMT and board oftrustees
develop structure
to review
all areas of compliance
and		 LH trustees
monitor
compliance
with minimal		 monitor compliance
with
no high-risk
management
identify
non-compliance/risk		 high-risk
management		 action points identified by
action points identified external
audits
by external
audits
Value for money provisions. BM Value for money Value for money
50%of provisions spending provisions. provisions.
patterns
reviewed		 to identify 75%of provisions 100%of provisions
efficiency savings to equal spending
patterns		 spending
patterns
0.5%of provision budget reviewed
to identify		 reviewed
to identify
efficiency savings to efficiency savings to equal
equal 0.5%of provision 0.5%of provision
budget
budget
SO3.4Toensure Governance SO3.4Toensure Governance SO3.4Toensure Governance is challenging
&supportive		 challenging
&supportive
KPls - 2019/2020 KPls - 2020/2021 KPls - 2021/2022
90%ofTrustees complete MC 95%of Governors 8 100%ofGovernors
&
a skills audit and that Trustees complete a Trustees complete a skills
identiTies any skills gaps skills audit and that audit and that identifies any
identiTies any skills gaps skills gaps
Trustee recruitment, MC/LH Trustee Board retain Trustee Board retains
development
8 retention		 is members
and is stable		 members
and is stable—
a high priority with all —there are no resignations
are planned		 for
(100%)receiving resignations. and recruitment
in place		 so
induction,
support (as		 there are no vacancies.
required)
and
development.
75%of all Trustees attend LH 85%of all Trustees 90%of all Trustees attend
at least two UET team attend at least two UET at least two UET team
training sessions
within		 team training
sessions		 training sessions
within		 the
the year within the year year

for t he Year En ded 31 Au
ust		 2020
2020 2019
Unrestricted Restricted Total Total
funds funds funds funds
Notes E E
INCOME AND ENDOWMENTS FROM
Donations
and legacies		 1,881 17,163 19,044 93,734
Charitable
activities
Learning 1,627,224
Living and working 783,478 783,478 464,385
Other trading
activities
Other income		 4
8		 100
~4,812)		 100
~4,812)		 132,650
28,581
Total 780,647 17,163 797,810 2,346,574
EXPENDITURE ON
Raising funds 8,334
Charitable
activities
Learning 1,545,287
Living and working 703,347 703,347 576,595
Other 11 277,637 277,637
Total 980,984 980,984 2,130,216
NET INCOME/(EXPENDITURE) (200,337) 17,163 (183,174) 216,358
Transfers
between funds		 21 21,573 ~21,573)
Other recognised
gains/(losses)
Actuarial
gains/(losses)
schemes		 on defined benefit ~87,000)
Net movement
in funds		 (178,764) (4,410) (183,174) 129,358
RECONCILIATION
OF FUNDS
Total funds brought forward 404,850 11,588 416,438 287,080
TOTAL FUNDS CARRIED FORWARD 226,086 7,178 233,264 416,438

U lands Ente
rise Trust
Cash Flow Statement
for the Year Ended 31 Au ust 2020
2020 2019
Notes
Cash flows from operating activities
Cash generated
from operations		 24 )288.330011) 232,552
Net cash (used in)/provided by operating activities )288,3D01)) 232,552
Cash flows from investing activities
Purchase oftangible
fixed assets		 (32,685) (85,869)
Sale oftangible
fixed assets		 254,812
Net cash provided
by/(used		 in) investing activities 222,127 ~85,859)
Cash flows from financing activities
Loan repayments
in year		 (50,222)
Pension
liability transferred		 )147,000)
Net cash used
in financing		 activities i)47,000) ~50.222)
Change
in cash and cash		 equivalents in
the reporting
period		 (213,174) 96,461
Cash and cash equivalents at the
beginning
ofthe reporting		 period 312,514 216,053
Cash and cash equivalents at the end of
the reporting
period		 99,340 312,514

INCOME FROM CH ARI T AB LE ACTIVITIE S
2020 2019
Activity f.
Enterprise
income		 Learning 98
Grants Learning 1,627,126
Shop income
Holiday club income		 Living and working
Living and working		 79,003
26,778		 159,127
6,258
Enterprise
income		 Living and working 158
'Skills for life' course fees and
placement fees Living and working 574,220 298,842
Grants Living and working 103,477
783,478 2,091,609
Grants received,
included		 in the above, are as follows:
2020 2019
F
Swindon
Borough Council		 - Student
Funding		 693,935
Wiltshire
County Council		 - Student
Funding		 124,500
Education
and Skills Funding
Agency
Gloucestershire
County
Council - Students		 Funding 625,300
65,895
West Berks Student
Other		 Funding 47,500
69,996
Coronavirus
-government
support
funding
Coronavirus
-Job Retention
Scheme grant		 45,000
58,477
103,477 1,627,126

2020 2019
E E
Service charge ~4,812) 28,581
RAISING FUNDS
Raising donations and legacies 2020 2019
F
Fundraising consultancy 6,986
Other trading activities 2020 2019
E
Sundry 1,348
Aggregate amounts 8,334

Direct Support
Costs (see costs (see
note 9) note 10) Totals
E F
Living and working 600,355 102,992 703,347
9. DIRECT COSTS OF CHARITABLE ACTIVITIES
2020 2019
F
Staff costs 487,766 1,170,518
Other operating leases - rent 49,656 117,183
Rates and water 1,321 1,932
Insurance 359 1,150
Light and heat 9,382 23,782
Telephone 4,840 6,426
Fire and security 2,084 6,749
Repairs, renewals and cleaning 14,304 36,154
Travel 4,779 21,808
Nursing
and Therapy
Supplies
Computer
expenses		 4,489
299		 49,656
20,098
16,135
Training 780 23,740
Enterprise costs 1,148 2,931
Subscriptions 1,990
Set up costs
Recruitment
costs		 65 6,341
1,355
Purchases 1,131 2,788
Professional fees 460 28,491
Sundry costs 1,397 1,175
Depreciation 16,095 72,629
600,355 1,613,031
10. SUPPORT COSTS
Governance
Finance costs Totals
F F
Living and working 81,760 21,232 102,992
Support costs, included in the above, are as follows: 2020 2019
Living
and Total
working activities
F F
Wages
Social security		 29,664
2,515
Pensions 9,000
Other operating leases - rent 101,006
Rates and water 1,186
Insurance 4,115 12,588
Light and heat 10,070
Telephone 1,143 3,322
Bank charges
Business support
Sundries		 674
55,000
2,089		 17
297,416
9,684
Fire and security 3,999
General site costs 11,925
Recruitment
expenses		 6,021
Bookkeeping
and management		 accounts 12,718
Carried forward 81,760 492,392

2020 2019
Living
and Total
working activities
E F
Brought forward 81,760 492,392
Interest payable and similar charges 2,000
Auditors' remuneration 3,167 11,532
Accountancy and Independent examination 5,242
Legal fees 12,823 2,927
102,992 508,851
OTHER
2020 2019
P
Exceptional items 277,637
Fixed assets 254,775
Trade debtors
Prepayments 20,814
Accrued income
Cash at Bank 277,951
Trade creditors
Accruals (15,370)
Deferred income (106,559)
Other creditors
Pension
liability		 (6,974)
~147,000)
Total funds 277,637
Restricted funds
Unrestricted
funds		 277,637
Total funds 277,637
NET INCOME/(EXPENDITURE)
Net income/(expenditure) is stated after charging/(crediting):
2020 2019
f.
Auditors
remuneration		 11,532
Auditor's
remuneration		 - under accrual in prior year 3,167
Depreciation
-owned assets		 16,095 72,629
Other operating
leases		 49,656 218,189
Accountancy
and independent		 examination 5,242

STAFF COSTS
2020 2019
P F
Wages and salaries 457,412 1,088,387
Social security costs 26,420 55,314
Other pension costs 3,934 67,996
487,766 1,211,697
The average
monthly		 number ofemployees during the year was as follows:
2020 2019
Living 34 33
Working 15
Learning 42
Administration 1
Leadership 3
38 94

COMPAR ATIVES FOR THE ST ATEMENT OF FINANCIAL ACTIVITIES
Unrestricted Restricted Total
funds funds
f		 funds
F
INCOME AND ENDOWMENTS FROM
Donations and legacies 1,179 92,555 93,734
Charitable activities
Learning 1,627,224 1,627,224
Living and working 464,385 464,385
Other trading
activities		 132,650 132,650
Other income 28,581 28,581
Total 2,254,019 92,555 2,346,574
EXPENDITURE ON
Raising funds 8,334 8,334
Charitable activities
Learning 1,544,095 1,192 1,545,287
Living and working 566,118 10,477 576,595
Total 2,118,547 11,669 2,130,216
50 continued. .

Notes to the Financial Statements
-continued
for the Year Ended 31Au
ust 2020		 Notes to the Financial Statements
-continued
for the Year Ended 31Au
ust 2020		 Notes to the Financial Statements
-continued
for the Year Ended 31Au
ust 2020		 Notes to the Financial Statements
-continued
for the Year Ended 31Au
ust 2020
15. COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES - continued
Unrestricted Restricted Total
funds funds funds
F
NET INCOME 135,472 80,886 216,358
Transfers
between		 funds 78,919 ~78,919)
Other recognised gains/(losses)
Actuarial
gains/(losses)
schemes		 on defined benefit ~87,000) ~87,000)
Net movement
in funds		 127,391 1,967 129,358
RECONCILIATION OF FUNDS
Total funds brought forward 277,459 9,621 287,080
TOTAL FUNDS CARRIED FORWARD 404,850 11,588 416,438
16. TANGIBLE FIXED ASSETS
Fixtures
Short Plant and and
leasehold
E		 machinery fittings
f
COST
At 1 September 2019 370,900 18,000 58,677
Additions 224 21,574
Disposals )307,887) ~36.860)
At 31 August 2020 63,013 18,224 43,391
DEPRECIATION
At 1 September 2019 178,758 7,950 22,355
Charge for year
Eliminated
on disposal		 6,335
)161,826)		 1,804 5,667
~9,814)
At 31 August 2020 23,267 9,754 18,208
NET BOOK VALUE
At 31 August 2020 39,746 8,470 25,183
At 31August 2019 192,142 10,050 36,322

Notes to the Financial Statements
-
for the Year Ended 31 Au
ust		 Notes to the Financial Statements
-
for the Year Ended 31 Au
ust		 Notes to the Financial Statements
-
for the Year Ended 31 Au
ust		 continu
2020		 ed
16. TANGIBLE FIXED ASSETS - continued
Motor Computer
vehicles equipment Totals
E E
COST
At 1 September 2019 86,822 116,704 651,103
Additions 10,000 887 32,685
Disposals ~83,783) )109,084) )537,814)
At 31August 2020 13,039 8,507 146,174
DEPRECIATION
At 1 September 2019 32,544 85,448 327,055
Charge for year 774 1,515 16,095
Eliminated
on disposal		 ~31,747) ~79,415) ~282,8D2)
At 31 August 2020 1,571 7,548 60,348
NET BOOK VALUE
At 31 August 2020 11,468 959 85,826
At 31 August 2019 54,278 31,256 324,048
17. DEBTORS:AMOUNTS
FALLING DUE WITHIN ONE YEAR
2020 2019
F F
Trade debtors 249,697 192,430
Other debtors 1,114
Accrued income 5,920
Prepayments 7,687 46,558
258,498 244,908
18. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR
2020 2019
f
Trade creditors 41,665 127,242
Social security and other taxes 9,244 14,756
Other creditors 97,881 18,192
Accruals and deferred income 61,610 157,842
210,400 318,032
Deferred income
E
Deferred Income at 1 September 2019 110,259
Resources deferred
in
Amounts
released
from		 the year
previous years		 ~110,259)
Deferred Income at 31 August 2020
Minimum
lea		 se paymen ts
under		 non-cancellable
o		 perating
leases		 fall due as follo ws:
2020
f		 2019
f
Within one year 82,172 215,674
Between one and five years 214,688 763,339
In more than five years 62,759 2,417,932
359,619 3,396,945
20. ANALYSIS OF NET ASSETS BETWEEN FUNDS
2020 2019
Unrestricted Restricted Total Total
funds
f		 funds
f		 funds
f		 funds
f
Fixed assets 85,826 85,826 324,048
Current assets 350,660 7,178 357,838 557,422
Current
liabilities		 (210,400) (210,400) (318,032)
Pension
liability		 )147,000)
226,086 7,178 233,264 416,438
21. MOVEMENT IN FUNDS
Net Transfers
movement between At
At 1.9.19 in funds
f		 funds
f		 31.8.20
Unrestricted funds
General fund 551,850 (200,337) 21,573 373,086
Pension reserve )147,000) i147,000)
404,850 (200,337) 21,573 226,086
Restricted funds
Community
Enterprise		 Centre 822 822
Farm tools 375 375
Skills for Work refit 10,391 (7,335) 3,056
Sensory room 17,163 ~14,238) 2,925
11,588 17,163 ~21,573) 7,178
TOTAL FUNDS 416,438 )183,174) 233,264
Net movement in funds, included in the above are as follows:
incoming Resources Movement
resources
f		 expended
f		 in funds
f
Unrestricted funds
General fund 780,647 (980,984) (200,337)
Restricted funds
Sensory room 17,163 17,163
TOTAL FUNDS 797,810 ~98D,984) )183,174)

Comparatives
for		 mo veme nt
in fun		 ds
Net Transfers
movement between At
At 1.9.18 in funds funds 31.8.19
E
Unrestricted
funds
General fund 326,459 146,472 78,919 551,850
Pension reserve ~49,000) ~98,000) )147,000)
277,459 48,472 78,919 404,850
Restricted funds
Community
Enterprise		 Centre 9,552 (8,730) 822
Astroturf garden (780) 780
College salamander course (176) 176
Holiday clubs 348 (348)
Farm tools 159 591 (375) 375
Employer engagement 192 (192)
Skills for Life 150 (150)
ESFA capital grants 31,142 (31,142)
Skills for Work refit 10,391 10,391
SBCcapital funding 48,358 ~48,358)
9,621 80,886 ~78,919) 11,588
TOTAL FUNDS 287,080 129,358 416,438
Comparative
net movement		 in funds, included in the above are as follows:
Incoming Resources Gains and Movement
resources expended losses in funds
F
Unrestricted
funds
General
fund
Pension reserve		 2,254,019 (2,107,547)
~11,000)		 ~87,000) 146,472
~98,000)
2,254,019 (2,118,547) (87,000) 48,472
Restricted funds
Community
Enterprise		 Centre 1,090 (9,820) (8,730)
College salamander course 824 (1,000) (176)
Holiday clubs (348) (348)
Farm tools 750 (159) 591
Employer engagement (192) (192)
Skills for Life (150) (150)
ESFA capital grants 31,142 31,142
Skills for Work refit 10,391 10,391
SBCcapital funding 48,358 48,358
92,555 ~11,669) 80,886
TOTAL FUNDS 2 346574 ~2,130,216) ~87,000) 129,358

Defined benefit
pension plans
2020 2019
E F
Present value offunded obligations (392,000)
Fair value of plan assets 245,000
(147,000)
Present value of unfunded obligations
Deficit )147,000)
Net liability )147,000)
The amounts
recognised
in t		 he Statement of Financial
Activiti		 es are as follows:
Defined benefit
pension plans
2020 2019
E E
Current service cost 18,000
Net interest from net defined benefit
asset/liability 8,000
Past service cost 1,000
27,000
Interest income on plan assets 6,000

Changes in the present v alue of the d efined benefit obligation
are as follows:
Defined benefit
pension plans
2020 2019
F
Opening defined
benefit		 obligation 392,000 267,000
Current service cost 18,000
Past service cost 1,000
Contributions by scheme participants 3,000
Interest cost 8,000
Benetits paid (1,000)
Transfer out (392,000)
Remeasurements:
Actuarial (gains)Rosses from changes in
demographic assumptions (22,000)
Actuarial (gains)/losses from changes in
financial assumptions 118,000
392,000
Changes in the fair value ofscheme assets are as follows:
Defined benefit
pension plans
2020 2019
P
Opening fair value ofscheme assets 245,000 218,000
Transfer out (245,000)
Contributions by employer 10,000
Contributions by scheme participants 3,000
Interest income on plan assets 6,000
Benefits paid (1,000)
Return on plan assets
(excluding interest income) 9,000
245,000
The amounts recognised in other recognised gains and losses are as follows:
Defined benefit
pension plans
2020 2019
F
Actuarial (gains)/losses from changes in
demographic assumptions 22,000
Actuarial (gains)/losses from changes in
financial assumptions (118,000)
Return on plan assets (excluding interest
income) 9,000
~87,000)

ACTIVITIES
2020 2019
Net (expenditure)/income for the reporting period (as per the
Statement ofFinancial Activities) (183,174) 216,358
Adjustments
for:
Depreciation
charges		 16,095 72,629
Pension service cost less contributions 9,000
Pension interest cost 2,000
Increase
in debtors		 (13,590) (169,822)
(Decrease)/increase in creditors )107,632) 102,387
Net cash (used in)/provided by operations ~288,301) 232,552
ANALYSIS OF CHANGES IN NET FUNDS
At 1.9.19 Cash flow At 31.8.20
E P
Net cash
Cash at bank and in hand 312,514 ~213,174) 99,340
312,514 ~213,174) 99,340
Total 312,514 ~213,174) 99,340