/UET S K l L L S F O R ,E V E R Helping young people with SEND to help themselves ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2022 *AC4F42Cb* 2710512023 C(JMPANIE5 HOUSE A15 #116 UPLANDS ENTERPRISE TRUST Unit B4C Orbital Retail Pèrk, Thamesdown Drive, Swindon. SN25 4AN Registered Company nvmber08011951 Registered Charity number 1148086 CONTENTS INTRODUCTION... The UEf story....................................................................................................................................... The UET Timeline................................................................................................................................. REFERENCE AND ADMINISTRATIVE DETAILS....... . TRUSTEES. REPORT............ OBJECTIVES AND ACTIVITIES........................................................................................................ OBJECTS AND AIMS....................................................... OBJECTIVES, STRATEGIES AND ACTivrriES................................................................. The UET Vision & Mission....................................................................... Mission Objectlves .. Key Strategic Objective OveNiow 2021122............................................................................. 10 A¢tivity Overview 21122....... .... 12 PUBUC BENEFIT.................................................................................................................. 16 DELIVERY..... .... . ........................................................................... . 16 Effective leadership...................................................................................................................... 16 Quality Assurance.... 17 Planning for the Future................................................................................................................ 17 FINANCIAL REVIEW....... ...................... ........................ ... ...... .... .... 18 RESERVES POLICY.............................................................................................................. 18 FINANCIAL POSITION... .18 PENSION...................................................................................................... 18 PRINCIPAL FUNDING SOURCES.............................................. .. . 18 E. PRINCIPAL RISKS AND UNCERTAINTIES.......................................................................... 19 FUNDRAISING....... 19 GOING CONCERN................................................................................................................. 20 STRUCTURE. GOVERNANCE AND MANAGEMENT................................................................ 20 GOVERNING DOCUMENT............................................................................................................... 20 RECRUITMENT, APPOINTMENT, INDUCTION AND TRAINING OF NEW TRUSTEES..... 20 ORGANISATIONAL STRUCTURE ... .21 ARRANGEMENTS FOR SETTING PAY AND REMUNERATION OF KEY MANAGEMENT PERSONNEL............................. . .21 RELATED PARTIES.......................................................................................................................... 21 RISK MANAGEMENT........................................................................................................................ 21 Statement of Trustees. responsibllltSes............................................... ........ . . .22 Trustees Responsibilities.........................................-................... Auditors Report.............................................. .. Statement of Financial Activities ..23 ..26 Balance Sheet.............................................................................................-.........-...........-........... ..27 Cash Flow Statement....................................-...-.............. . .... ..28 Notes to Ihe Financial Stalements......-.......-...... ........ . ..29 INTRODUCTION Uplands Enterprise Trust (UET) is a Swindon based charity that helps young people with additlonal needs to help themselves. UET is led by 8 knovAedgeable Board of voluntary Trustees and run by enthusiastic, skilled, and creative staff. The Trust is constantly developing, expanding, and changing to improve the lives of disabled young people within Swindon and the surrounding areas. This unique charilable trust was set up in response to the need for meaningful opportunities for disabled young people once education ends. In reality most young people with ADDTIONAL NEEDS left education at 19 embarked on a lrfe of leisure for the ￿rna1nder of their adult lives. The early retirement option was not welcomed by the young peop￿ or their families who had worked extremely hard in partnership with their child's school to prepare them for a purFKJseful life contributing io their local community- UET was created to ensure that this aspiration, to be valued by and contribute to the local communily. was realised for young people with disabilities, regardless of the barriers caused by their disabilities as there was little post education opportunities. The UET Story The beginning the Charity shops ... UET was created in 2012 with a clear ambitM)n lo provide meaningful aftd purposeful skill-based opportunities to enable these Children and Young People & Adults (CYP&AI to gain transferable skills that should benefit the community, provide them with sound work ethics and a sense of worth and belonging. UET wanted to make a difference lo their lrfe choices and outcomes and began by creating the opportunities to help shape their future. This ambition started with a small charity shop. The Redhouse shop opened in November 2012 just behind Uplands school, a great location for the students to access and assist in all aspects of retail and running the café. More shops followed and by 2019 UET had a specialist baby and children's shop, a l)outique and our flagship store in the Brunel centre in Swindon. The retail decline and the impact of COVID 19 pandemic ￿sUlted in UET ceasing trading in the Charity Shops. In late 2020 these ￿tall premises were re-purposed to support enterprise activity and the Online retail offer. The Online retail offer continues to be a focus for development fcff UET both in lerms of revenue sales bul also as a effective vehide for providing the UET CYP&A with the skills needed for the changing retail landscape. The retail property portfolio continued to be reduced over 202112022. with UET breaking from the Gorsehill Unit 117 in December 2021 and Redhouse lease coming to an end in August 2022. The Online premises in Gorsehill will then be the only remaining retail premises until October 2023. What about a Farni ... The UET fam at South Leigh established in 2013. offers the CYP&A the chance to engage and interact with livestock and learn lrfe skills in health and safety. environmental care, life processes and horticulture. Being fully inclusive, the farm enables all our CYP&A to interact with peers and staff while taking part in practical, hands•on experience regardless of their ability- Our poly-tunnel with wheelchair height planters, fully equipped V￿rkshOp, and selection of small mammals through lo chickens, a pjny and the farm dogs provide a varied and friendly environmenl. The UET Farm continued to primarily be an exporter of services to Brunel Academies Trust {Brunel) with over 95•A of all Fam sessions being offered to Brunel provisions. The UET Fam is now registered with and approved by Sooal Fams & Gardens. which is already improving support networks and providing a wder range of opportunities for the CYP&A. From July 2022 the farm became sole use for UET. providing the young people with horticulture and animal care including equine experienc8 along with social interaction with their peers and staff. Then Horizons College ... The college opened in September 2013 as a communty-based specialist college offering educational opportunities for learners aged 16 - 25 years old with a wide range of special needs. The college grew rapidty from 10 leamers in September 2013 to over 80 leamers in September 2020. The college played a major role in the UEfs development. but Ihe rapid growth and focus on education outcomes meant that the transfer of the college to the educational family of the emerging Brunel Academies Trust (Brunel). previously known as Brunel SEN MAT (BSMI was in the best interests of the college and the remaining UET nOn￿dUcation activity. Folk)wing the launch of the Brunel Academies Trust (Brunel) in September 2018. Horizons began the transition to join its educational partners. This was achieved through the establishmenl of the Brunel subsidiary company Brunel Education {BE}. which enabled Horizons College lo transfer to BE on 31st August 2019. Followed by the development of the post•education Skills Offer .... As the colEege grew and developed. the College leamers needed a qualty Post-education offer that continued to develop and maintain the skills leamt through school and college. UET was committed to supporting the College leavers and their fafflilies. so created a post-educalion skills- based offer thal ensured skills leamt were applied through a range of work and life skills opportunities. Skills for Work and Skills for Lrfe became a qualty post-educalion prograrnme promoting independence and life in the community- This well-respecled Skills offerfurther developed wth the addition of a Bespoke Skills programme in September 2019 that was created to be accessible by YP&A that needed a fully individualised package wilh a focus on functional activity leading to enlerprise cpportunities. In 2020121, UET further diversif*d . Although 2020 saw UET remove the retsil activity it also saw the implementation of a new service UET Short Breaks. a respite provision for Children and Young People wilh additional needs and their families. This new Short Breaks service was accompanied by the lease of an exciting new premises which will allow for further diversification through increasing and developing the offer for children from 5- 18 years. The initial 1-year Short Breaks tender was very successful with over 70 regular placements, despite the significant challenges posed by COVIO restrictions during the lockdowns. COVID safe practlC8s and inevitable COVID outbreaks. The initial tender was retendered in June 2021 and fornially awarded to UET in July 2021 for a further 5 years with an estimated value in excess of 1.3 million and an associated growih and development plan. UET has evolved, developed. and grown since Horizons Colle9e transfe￿ed to Brunel Education. Having moved from a predominantly retail offer with an income of approximately £250,000 in 2016 to a combined service offer for the academic year 21122 that has an estimated income of over £1.280.000 and predominately funded by local aulhority or social care pl8￿Ment fees. These placement fees are funded both by adult and Children's services and provide a non-profit sustainable income for UET to enable the service to expand and develop to meet the needs of wider range of CYP&A with additional needs. In September 2022 there were 68 YP&A accessing the skills provisions with 78 CYP accessing Short Breaks. The UET Timeline . UET'S fiTst charity shop opens in Redhouse lo provi¢Je woth experience for students from Uplands School. . UET Farm opens al South Leigh to provide further work skill5 and the chance for students lo inleract with livestock, learn horticulture skills and environmental care. 2012 .The UET Leaming Centre opens in Stratton Road in September 2013 with 14 leamers. The UET Leaming Centre is an Independent Specialist Provider offering educational opportunities for post 19 young people with a wide rarhge of special needs. 2013 .Skills for Lrfe launches al the Communty Enterprise Centre. The p05t education provision offers a wide range of opportunitities to develop lrfe aThY social skills. 2014 . Expansion of Retail to include the opening of the Gorse Hill Charity shop providing further wor1( experience and volunleering opportunities. 2015 .The Headlands sile is acquired in September 2016 as an additional campus for the UET Leaming Centre in ofder lo develop the need for further p051 education opportunilies. UET develops a long lemi view and reslruclure plan to ensu￿ we are evolving and constantly devebping plans to ensure thal Ihe UET offer continues lo be innovative. 2016 .September 2017 - Horizons College launched (fomierfy uEr Leaming Centre) - the are now 60+studenls on roll. .Two MO￿ shops open in Gorse Hill, our Boutique and Baby shop. 2017 or or opportunities. •8wnel Academies Trust IBfunel) P￿V￿xIS1y known as Brunel SEN Mulli A¢ademy Tfust 18SMI is bom. Con$4sting of six education provisions in Swindon. Brunel provides boulique education to child￿n and young people wth additional needs. The existing work eperience to UET'S educational artners is widened with close W￿kIn links to Brunel. aunc es pro Ing training an support Into wo an vo unteenng 2018 .Launch of the new Skills for Work site in September offering an additional level lo Skills for Work to ensure that young people with more wnplex needs are able to access a more bespoke offer. .June 2019 - Brunel Etjucation. a subsidiary of Brunel is established. 1s1 September 2019 - Horizons College transfers from UET to Brunel Education - 78 learners on role. 2019 .May 2020 Due lo the impact of COVID 19 UET ceases retail chaty shop trading. .Juty 2020 UET secures Short B￿kS Respite Contract. .Augusl 2020 - BeskN)ke Provision grows and moves to the Community Enterprise Centre. . Skills for Lrfe move to Shaw Fann in readiness for UET Short Breaks to commence in Sept 2020. 2020 . Skills Offer to grow by an estimated 30% with 62 youn9 peO￿e & adults regularly accessing weekly programmes. . 99 /0 Staff vaccinated against COVID 19. 2021 . Embed CQC framework thmughout UET Explore residential premises lo offer residerbtial placements to YPIA wth addttK)nal needs *Transfer Short Breaks lo Brunel Education 2022 REFERENCE AND ADMINISTRATIVE DETAILS FOR THE YEAR ENDED 31 AUGUST 2022 Registered Company number 8011951 (England and Wales) Registered Charity number 1148086 Registered office Unit B4C Orbital Retail Park Thamesdown Drive Swindon Wiltshire SN25 4AN Charity name Uplands Enterprise Trust (previously knovm as Uplands Educatbonal Trust} Trustees Jackie Smith - Principal Trustee Derek Dinsey- Secretarylchair Jeff Smith Anthony Griffiths Susan Dinsey Daniel Boden Chris Sims Alan Stone appointed reappointed reb'red and re-appoinled reappointed retired and re-appointed reappointed retired and re-appointed appointed 29.03.12 13.03.19 16.03.22 01.07.20 16.03.22 17.03.21 16.03.22 25.01.22 Company Secretary Michelle Carter appointed 25.01.22 Clerk Michelle Carter appointed 06.07.16 Patron William Wyldbore-smith Senior Leadership Team Jackie Smith Tracey Morley Hayley Farmer Sarah Mccombe Chief Executive Officer (CEO) Head of Service Short Breaks Manager- resigned 31/0￿022 Ch￿r Finance Officer- resigned 30/0412022 Soli¢ilors Stone King LLP Boundary House 91 Charterhouse Street London EC1M 6HR AccountantslAuditors Ross Brooke Ltd 16 Dorcan Business Village Murdock Road Dorcan Swindon. SN3 SHY TRUSTEES, REPORT FOR THE YEAR ENDED 31 AUGUST 2022 The Trustees. who are also directors of the charity for the Purposes of the Companies Act 2006. present their reporl wth the financial siatements of the charity for the year ended 31st August 2022. The Trustees have adopted the provisions of the Accounting and Reporting by Charities.. Statement of Recommended practi￿ applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland IFRS 102) {effective January 2019). OBJECTIVES AND ACTIVITIES A. OBJECTS AND AIMS The objects of the charity are: 1. to advance for the public benefit education in the United Kingdom. in particular but wilhout prejudice to the generality of the foregoing by developing, managing and providing, either directly or through third parties, education and training io pupils at Uplands School in Swindon (or any successor school to it)" 2. promoting for the benefit of the inhabitants of Swindon and the surrounding area the provision of facilities for recreation or other leisure lime occupation of indrviduals who have need of such facilities by reason of their youth. age. infirmity or disablement, financial hardship, or social and economic circumstance or for the public at large in the interests of social welfare and with the object of improving the condition of lrfe of the said inhabitants- and 3. to advance health and relieve disability by improving the morale. confidence. well-being, skills. and abilities of those deemed vulnerable B. OBJECTIVES, STRATEGIES AND ACTIVITIES The UET Vision & Mission Our Shared Vislon Helping those with additional needs to heti themselves. Our Mission To be a unique, high-quality organisation that builds self-belief. confidence. and skills to support those living with additional needs lo feel valued and included v￿thin their community- Our Mission Objectives > Exceptional Services > Exceptional People > Ex¢eptional Practice Our Values The Vision and Mission are underpinned by the shared core values". > Aspiration > Integrity > Inclusion Our Principles Our principles are shaped by our vision, mission & values. Exceptional services where everyone can realise their potential > Commitment to the Safeguarding of all CYP&A is a key focus of al in the Trust > Innovative opportunities promote well-beiryJ and improves the life chances of CYP&A > Sustainable business model delivered through fully compliant practice > High standards of Govemance & leadership. with financial security and effective management supported by efficient servi￿$ must be embedded in all areas to enable excellent outcomes > High quality professional development is valued > Effective and Collaborative partnerships are promoled with all stakeholders to develop exceptional ADDTIONAL NEEDS services and provision Mission Objectives > Exceptional Servlces All our children, young people and vulnerable adulis have exceptional opportunities through high quality servi￿$ and provisions that enable them to develop the skills and attributes to contribute to and feel valued by their community. > Exceptional People UET is led by committed team of Trustees and slaff (our UET people) who operate with absolule integrity. are forward thinking, hardworking, skiwul practilioners determined lo enable children, young people and vulnerable adults with ADDTIONAL NEEDS to reach their full potential. > Exceptional Practice Best practice is embedded to ensure sustainable provisions that are inclusive, aspirational, vibrant. safe. compliant. financialty healthy, well-resourced and led by an exceptional team. The UET Mission Objectives (MO) are met through clearly defined Stralegic Objectives {SO). Pro9￿SS towards achieving the MO SOS will be measured by a range of Key Performance Indicators (KPI). The KPIS ensure progress can be described both quantifiably and qualilalively towards achieving the SOS. The over-arching MOS for UET drive strategic planning and ensure the UET "Golden Thread- is evident in all aspects of devek)pment and improvement. The monitoring of progress is robustly embedded supported by rigorous controls and moderation. The SOS are reviewed annually based on the outcomes of the KP15 for each year and Ihe UET Strategic Plan is a dynamic 3 Year rolling programme of intent. implementation, and impact that quality assures outcomes across UET. SOS and KPIS are monrlored regulady through the year by t)oth Trustees and the Senior Management Tearn (SMT) throu9h the more detsiled Devebpment Plans assoc4ated with each MO and SO. The overall success of each SO and associated KPIS will be RAG rated in July of each academic year and the impact of the KPIS outcomes measured. This RAG rated review will then inform any amendments for subsequent SO andlor KPIS for the next academic year. The Strategic lead for the MOS has direct accountability for ensuring outcomes and impact. A delegated lead is identified for each SO and associated KPIS to ensure actions are achieved in the agreed time scale and identify interventions rf required. Progress towards the MOS and SOS will be monitored regularly by the Strategic and Delegated Lead and will be reported to the UET Board through formal reports and SMT up-dates. Key Strategic Objective Overview 2021122 Mlsslon Objectlve 1- Excepiional Services: SO 1.1- To ensure personal development pathways lead to Su￿ssful outcomes for all SO 1.2- To deliver highquality training with a fim) commrtment lo raising service standards SO 1.3- To ensu￿ Safeguarding and wellbeing is a key prKJrity for all SO 1.4- To ensure all seNices provide an exceptionally high-qualty offer through an engaging, person-centred approach. SO 1.5- To ensure effective partnership working is embedded within UET. Mission Objective 2 - Exceptional Peoplo: SO 2.1- To Rec¥uit & Retain the best people SO 2.2 _ To devek)p individual people and nurture talent through effective CPD SO 2.3 - To prioritise & value our people's well-being & engagement. Mission Objective 3 - Exceptional Practice SO 3.1- To deliver Govemance that is effective. supportive, and challenging to ensure accountability at all leveb. SO 3.2 - To deliver a grovAh plan that does not compromise the quality of existing services SO 3.3 - To deliver efficient & effective business support. io Mission Objective 1 Exceptional Services Table 1. Exceptlonal Setvlces Strategic Objective KO.1 End of Year RAG Comments 1.1 To ensure personal development pathways kad to successful oulcomes for all 4 achieved 1.2 To ensure high-quality stsff training with a fimi commitment to raising standards 3 achieved & 1 not athieved 1.3 To ensure Safeguarding and wellbeing is a key priority 1 achieved. 3 partialty achieved & 1 not aCh￿ved 1.4 To ensure all services provide an exceptionally high44ualty offer through an engaging. person- entred approach 4 achieved & 1 partially achieved 1.5 To ensure effective partnership working is ernbedded within UET 3 achieved & 1 ￿[rIed forward Mission Objective 2 Exceptional People Table 2. Exceptional People Strategic Objective KPI No. End of Y•ar RAG Comments 2.1 To recruit & retain Ihe besl 5 achieved. 1 partially achieved & 1 carried fgrward 2.2 To commit lo raising the professional profile of individuals within UET 2 achieved & 1 partially achieved 2.3 To prioritise & value our people's well-being & engagement 2 athieved & 2 partialy aehieved Misslon Objectlve 3 Exceptlonal Practice Table 3. Exceptional Practice Strategic Objective KPI No. End of Year RAG C¢>mments 3.1 To deliver GtsVernan￿ that is effective, supportive and challenging lo ensure accountabilty at all levels 2 athieved & 1 not achieved- Direct impact of COVID li 3.2 To delNer a growth plan that does not compromise the quality of existing services 3 achieved. 2 partial￿ achieved & 2 not achieved 3.3 To deliver efficient & effective business support 2 achieved & 1 partially achieved 3.4 To ensure sustainabk financial heath within the charitable SEND landscape 3.5 To ensure UET is fully compliant and meets all statutory responsibilities 4 achieved. 1 partially achieved. 1 not achieved & 2 carried forward 2 achieved. 1 partialty achieved & 1 carrièd forward Summary Table 5: Total KPIS RED AMBER GREEN GREY 22 14 25 13 Total- 61 6 {9%) 12 (21%) 37161Y•) 619Y•l The table above provides a summary of UET perfomance against the Key Performance Indicators outlined in our strategic plan 21122. As you will see despite the challenges related to COVID-19, we have a¢h￿Ved 61 % of KPI'S as you agree is a g¢)od out¢ome. Activity Overview 21122 UET now has two key Servi￿ areas: 1. Skills for Ever (The Skills Offer for postryeducation YP&4 18 years + with 3 cohorts) 2. Short Breaks Respite {The Children Offer for 5- 18 years) Placements across our tsvo key seniice areas within UET are continuing to increase with further growth expected in 202212023. This growth has required robust strategic planning underpinned by a clearly defined growth & resource plan. and this level of growth is expected into the next academic year 202312024. In our Skills for Ever service we have seen an additional 6 YP attending and a further 4 kjoking to start in the next two months. we are delivering over 230 hrs per week across our 3 sites. Provision Skills for Ever Hrs Dèlivered Short Breaks Hrs Delivered Sept 20121 8.000 1.600 Sept 21122 12,272 9.000 12 Skllls for Ever (YP&A) Skills for Ever is delivered through three distinct cohorts of provision: Skills for Lrfe, Skills for Work and BesF)oke. Each programme has a specialist offer that is tailored to meet the needs of their cohort through experienced and trained staff. Skills for Life offers structured sessions that are innovative. creative, and adapted to meet the needs of our cohort. Skills for Life support YP&Awith o)mplex health needs and provides physical health support. Skills for Llfe will.- Enable communication. We recognise that communication is imperative for our YP&A, and that there is more to communication than just verbal language. We encourage the use of communication aids Ihal are provided within Skills for Lrfe. Promote choice. Our trained staff use technology as an aid to enable our YP&A to independently make decisions. Choice is encouraged in every possib￿ instanGe al Skills for Life. Support health and wellbeing. We offer a variety of sessions that ￿eate new experiences for our YP&A. Our trained staff provide personal care and physical health support. ensuring care provided is dignified and safe. Create a sense of belonging. Our structured sessions enable our YP&A to participate within group sessions. creating a sense of community- We encourage interaction between our YP&A, building upon their social interaction and reLgtionships. Skills for Work offers a work-focused package. to provide work experience opportunities to enable people lo step into volunteering. self-employed or employed work with or wilhoul sUPPOrt. We aim to build the confidence and knO￿edge of our YP&A whilst also instilling professional values. Skills for Work provide work experience in." Hospitality. Our YP&A provide hot lunches for staff 4 days a week. they cost ihe ingredients. and are supported to purchase and prepare the meals. Farm. South Leigh offers the YP&A the chance lo engage and interact with livestock and learn life skills in health and safety, environmental care, lrfe processes and horticulture. Being fully inclusive, the farm enables all our YP&A lo inleract wilh peers and staff while taking part In practical. hands-on experience regardless of their ability. Our poly-tunnel with wheelchair height planters. fully equipped workshop. and selection of small mammals through to chickens, a pony and the fami dogs provKle a varied and friendly environment. Enlerprlse. UET Enterprise provide a t-shirt and mug printing service. The YP&A have access to and operate the machinery used. We also pickle eggs and onions to sell, and make candles and wax melts. Admin. Skills for Work have an office environment where our YP&A complete admin tasks. We also have an online shop, vthere our YP&A sort through stock, take photos and upload items of clothinglhomeware items online. Care Work. All at Skills for Work have the opportunity to complete care work within UET. Bespoke launched in summer 2019 to deliver tailored made packages. supporting YP&A with higher support requirements, and initially started with 3 YP&A, vthich very quickly became five. Due to the nature of the YP&A we supported we were mainly based off sile, initially supporting the charity shops with our logistic team. Bespoke then moved into the CEC building in September 13 2020 which enabled further development of the well-being offer that is required in COVID. This includes the development of well-being sessions, addressing things like anxiety and low mood through Yoga sessions specifically capturing our YP&A with ASD. We also support our YP&A to access Lift counselling services to address mental health issues. All YP&A are supported at a 1.1 or atrM)ve ratio. Packages to include hands on learning, to produce enterprise. embedding functional skills. whilst gaining essential employability skills. Our offer includes: Essential living skills. with activities. like shopping. cooking. and cleaning. Social and community skills. accessing café's pubs and restaurants. We also support our local community with regular litter picking sessions. Tailor made sensory sessions. utilising our recently purchase OMI table. Community links. such as Oak and Furrows. and The BKJ Yellow Bus project. Enterprise activity such as w¢Jodwork. textiles. catering. horticufture. business studies within an enterprise, logistics, Health & Safety awareness. recycling. and current world Irends. 2. Short Breaks {CYP} Launched in September 2020. UET Short Breaks offers a provision for C&YP aged 5-18 with ADDTIONAL NEEDS. The Short Breaks provision provides aftersthool, weekend respite and school holiday respite. We promote and actively encourage independence and life skills that will help the C&YP prepare for their futures. Our Short Breaks Team do this by providing a meaningful and fun experience where the C&YP have the opportunity to try new things in a safe. positive, and socially inclusive environment. The C&YP that attend have a variety of additional needs including. physical. medical. and behavioural. The Short Breaks team are trained and competent to provide high qualty svpport to enable them to cater to each individual. At Short Breaks, we encourage engagement in set aclivitses, please see below: Soft Play and outdoor adivities including sports Homework Assistance Life Skills including cooking and baking Art and Design Sensory Singing and Story telling Drama and Dance The C&YP receive an Individual Skill Plan (ISP) that captures areas of development that will be supported whilst the C&YP attend the provision. The Short Break team. parentslcarers and C&YP all input to the ISP and have shared outcomes for everyone. Fann UET Farm offers an inclusive, therapeutic, and educational space for Children and Young People ICYP) with additional needs and complex needs. We encourage and support a variety of OLrtdoor learning and nature-based activities around the Farm. All sessions are bespoke and interlink lo help students appreciate the valuable part they play in caring for the environment and each other. leam transferable lrfe and social skills and contribute to a positive sense of well- being. 14 We do this by facilitating time spent: Caring for the animals- chiGkens, rabbits, duGks. geese & a pony Growing in the organic garden and polytunnel Designing and making projects from reclaimed wood in the workshop Cooking with homegrovm produce in the cabin Wildlife watching in our pond area Each provision within UET has made good progress in year 21122 despite the challenges of COVID-19 pandemic. Below provides an overview of some ofthe achievements in each provision. Short Breaks Short breaks during 21122 continued with steady growlh. both in terms of hours delivered and CYP benefiting from the service. Hours delivered in 21122 were indicative of 6.500 hours, on track to deliver more than 9.000 hours for 22123 which averages at 134 hours per week. Achieving 100 /. KPI'S ouuined by Swindon Borough Council (SBC) as part of their quality assurance measures. Outcome outlined by S8C.' child￿n'S social communication and relationships are developed and sustained at an appropriate level to the indmdual child oryoung pe￿on. All children and young I￿Ople accessing Short Breaks have an individual Skill Plan vthich were produced in ¢ollaboratii)n with families. health care professionals and the children and young people. Skills for Llfe The team at Skills for Lrf8 have shown great commilmenl and tenacity to ensuring the young people and adults healih and wellbeing is paramount, providing a safe and engaging environmenl to maintain their level of independence and provide peer to peer interaction. Skills for Work Due to the COVID-19 pandemic we have seen many of our young people and adults, anxiety heightened this has been exasperated due to being unable to access community which is a big part of our Skills for Work offer. Therefore. our focus has been providing meaningful opportunities by converting our retail offer to cMJr online shop. sustaining iheir wellbeing and relationships, and having a focus on enterprise production. Since the reslrictions have lifted, we have been able to a¢￿$$ the local community more. alkjwing our YP to engage with kxal businesses once again, opening discussions for potential work experience opportunities for the near future. Bes Expanded production of enterprise items which has broadèned their partnerships within the communily lo increase opportunities for the young people and adutts. Our YP have regular opportunities to advertise and sell their enterprise products, working on their wmmunication and customer Servi￿ skills. Implementation of recording tools to capture engagement. outcomes and infom next steps for each individual young person and adult within the PfOViSiOn. 15 C. PUBLIC BENEFIT The Trustees have paid due regard to the Charity Commtssion's guidance on public benefrt in deciding what activities the charity should undertake. The Trustees consider that they have acted in the public benefit. D. DELIVERY Effective leadership For UET to continue to be a unique organisation. providing meaningful opportunities for young people with additional needs and deliver our key strategic objectives. we recognise that we have to: 1) Have a forward-thinking effedive leadership team. driven by a focused trustee Board and an adaplable team that have a passion for the work of the irust. Develop an efficient SMT and admin support team to enable the provisions to deliver with the tools. information and knowledge they require. 2) Continuously quality control the UET offer by qualty assurance and stakeholder feedback. 3} Ensure that our grovrth is clear. planned and agreed whilst maintaining the quality offer of the UET. UET is led by a knowledgeable Board of voluntary Trustees and run by enthusiastic. skilled and creative staff. and is a registered charity which operates for ils charitable purposes for the public benefit. The Trustees report to the Charily Commission each year on how it has carried out ils charitable purpose for the public benefit in line wilh the Charit Commission's ublic benefit uidance where relevant. UET Trustees ensure ihat they are aware of the guidance and take il into account when rnaking decisions to which the guidance is relevant. All Trustees uphold the Nolan Prin¢iples of Public Life. The UET Truslees, who are also directors of the charity for the purposes of ihe Companies Act 2006. have overall responsibility and ultimate decision-making authority for all Ihe work of UET in line with Charity Commission guidelines. The Trustees adopt the provisions of the Accounting and Reporling by Charities- Slalement of Recommended practi￿ {SORP} applicable lo charities when preparing their accounls in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 1021 (effective January 20151. The UET Board of Trustees is made of individuals who are appointed because of the skills that they bring to the governance of UET. The Truslees have a range of skills and qualities. and a variely of professional and personal experience. Skills Audits are carried out annually lo ensure that UET has a diverse Board where Trustees have different experiences and perspectives which ensures that the Board makes well-rounded deasions. Any gaps in the overall skills identified from the Skills Audit informs the recruitment requirements of the Board lo continually ensure Ihat the Board has the expertise to: exercise overall control of UET'S current business operations manage Ihe charity's resources responsibly sel the strategy and oversee its implementation ensure that the needs of the UET'S beneficiaries are put first keep the charity true to lis purpose The fundamental principles and njles of govemance are determined within.. 16 The Articles of Association Associated guidance documents. policies and job descriptions Compliance with the regulations laid out in the Charities SORP The Charity Commission's public benefrt guidance The UET Board aims to manage by exception anij invest in areas of risk. It oversees operational slandards. compliance. financial probity and safeguarding. It is responsible for overseeing the work of the Chief Executive Officer (CEO) and all staff in delivering UET'S vision. in line with the UET Strategic Plan. Link Trustees work closely with staff in each of the UET Provision areas providing support and challenge lo ensure that UET'S provisions are safe. secure. are of high-quality and ensure the best outcomes for all young people. The UET Board ensure effective engagement with parents and carers, community and stakeholders Ihrough local knowledge. They oversee the implementation of the UET Provision Development Plans, ensuring alignment with UET'S vision and Strategic Plan. UET is led by the Chief Executive Officer (CEO) who leads the UET Senior Management Team ISMT) consisting of the Head of Service and Short Breaks Manager. Quality Assurance UET recognise5 that extemal audits provide a valuable opportunity to view systems and processes through the eyes of experts in their field. Safeguarding is supported through an annual review with the safeguarding team (including the linked trustee) to ensure all understanding and process follows legislalion and all team training including the induction, is up to date. A GDPR external audil is carried out annually and SMT cary out random GDPR audits throughout the year on team devices. H&S audits are carried out monthly in-house and annually externally. Finance month end reviews and checks are carried out by a Chartered Accountant and final year end accounts are fully audited extemalty. Planning for the Future UET recognises its unique role in providin9 Post education support to the young people it works with. With increasing demand for the services. it is essential that we ensure that expansion does not compromise the qualty of the UET offer and to keep the young people at the cenlre of everything that we do. Whilst growth is inevitable, as unlike education we do not have a fixed term attendance. we recognise that we need to ensure Ihal any expansion is within the original vision of the organisation, accommodating our original team of young people on their path through adulthood whilst welcoming new young pecple to a focused and supportive environment. Uplands Enterprise Trust is a devebping and 9rowng charttable trust for children and young people (CYP) with Special Educational Needs or Disabilities (SEND) focused on developing skills and supporting families. The key objects've is to provide qtjality opportunities for CYP with ADDTIONAL NEEDS to help them to help thernsefves. UET'S detailed 3-year Strategic Plan will be measured by three Key Strategic Objectives (KSO) and their associated annual Key Performance Indicators (KPIS) described below, and Ihere is an expectation that there will be other developments as the charitable trust continues to grow. 17 One of the strengths of the UET is to keep evolving, we listen to the young people that we work th and create new opportunities lo help support them. The partnership working between BE. Brunel and UET will be further developed to provide a conlinuily and wnstituency of offer for our families through to 25 years and beyond. The following are addilional areas for development whth will need to be revised and included in the UET Strategic Plan for 202212023: All Provisions Continuing the Quality Assurance focus on each of the individual provisions to ensure regulatory compliance. Focus on relevant training and development within the individual provisions to guarantee a multi-skilled and confident workforce. Implement a robust process to capture and measure impact across UET Short Breaks Adopt and apply Ofsted framework with the view to achievlng a 'GOOD' rating following any inspection. Proposed move of short breaks from UET to Brunel Education, this is due to the expertise within Brunel to ensure the setting is complianl with all its regulatory requirements. The proposed move is April 23, this does depend on Swindon Borough Coun¢ils timeline. Skills for Ever Plan and develop an additional provision to support our YP with praclical independent living skills and include paid employment opportunity within UET. Explore residential premises to offer residential placements for YPIA not just within Swindon but surrounding areas as well. Look at Open Door be￿ming part of the UEf offer. FINANCIAL REVIEW A. RESERVES POLICY At the year end the Trust has total funds of £374,193 (2021". £246,836). Of those funds. £8,760 are held as restricled funds and £111.556 are held as tangible fixed assels. The free reserves at 31 August 2022 are £365,433. The Trustees are confident that the trust can continue to operate with its reseryes to reflect approximately 3 months of running costs {£276,1)00). B. FINANCIAL POSITION At the year end the trust had net current assets of £262,637. C. PENSION The Irust conlributes towards the NEST pension scheme. D. PRINCIPAL FUNDING SOURCES The trust's main income source is from Adult arKI Children's Social Care funded packages and placements. NHS pla￿MentS and Direct Payments received from parents and carers, with £984,723 income received in 2020121. 18 PRINCIPAL RISKS AND UNCERTAINTIES The UET Board of Trustees has reviewed the major risks to which the Trust is exposed together with the operating. financial and compliance controls that have been implemented lo mitigate those risks. The principal risks and uncertainties facing the Trust are as follows: Failures in governance andlor management - the risk in this area arises from potential failure to effectively manage the Trust's finances. intemal controls. compliance with regulations and legislation. statutory returns etc. The Trustees continue to review and ensure Ihat appropriate measures are in place to mitigate these risks. Reputational-the continuing success ofthe Trust is dependent on continuing to attracl applicants in sufficient numbers by maintaining the highest standards. To mitigate this risk Trustees ensure that a full quality assurance framework is embedded across all areas of UET and is closely monitored and reviewed. Safeguarding and child protection - the Trustees continue to ensure that the highest standards are maintained in the areas of selection and monitoring of staff, the operation of child and vulnerable adults. proteclion policies and procedure5. health & safety and discipline. Staffing- the success of the Trust's is reliant on the qualty of its staff and so the Trustees monitor and review policies and procedures to ensure continued development and training of staff as well as ensuring there is clear succession planning. Fraud and mismanagement of funds - Al finan￿ stsff re￿1ve training to keep them up to dal8 with financial practice requirements and develop their skills in thi8 area. The fvll Board of Trustees met 4 times during the Per￿ 1st September 2021 to 31st Augusl 2022. The AGM took place on 16° March 2022 at Upper Shaw Farm, Ridge Green, Swindon, SN5 5PU. At each of the meetings the Trustees reviewed the charities current activity and reviewed the inpact of COVID 19 on UETS strategic and financial planning and the operational activity and developmenls of the charity- Slanding ilems on the meeting agendas include the review of the UET Risk Register and written reports from the CEO. Head of Service and Short Breaks Manager. including a finance update from the Chief Finance Officer and Link Finance Trustee, Tony Griffiths. Management Accounts are also reviewed monthly with Ross Brookes Accountsnts, the CEO and Link Finance Trustee Tony Grrffiths. The Trustees consider any risks using a risk evaluation matrix (operational. knowledge & people. financial, compliance and reputation) which may affect the trust. It assèsses the risk impact, the risk likelihood. and the control procedures in place, ensuring that 'red' risks are idenlified and appropriate strategies for the mitigation of any risks are identified. The Board monilors the implementation of these strategies and reviews the risk register at each Board meeting. F. FUNDRAISING Wilhin 202112022 UET were very fortunate to have fundraised for a total of £17.900 through successful applications completed by Caroline Dent. This consisted of £1,400 frorn The Rotary Club, £2,500 from St James's Place Foundation and £4,000 from D'oyly, £5,000 from B&Q, £10,000 from Nationwide thanks lo Sue Dinsey, one of our Trustees, £5,000 from The Willshire Community Fund. £100 from BBSRC, £35 from Intel, £250 from TransXL and £600 from RJ Plant to fund paid employment for 2 of our YPIA at Stratton Road. UET also received donations of £2800 from the Ultra Challenge, £5,000 Legacy, £250 from Vygon. our Finance Administrator raised £1.600 doing a sky dive & one of our young people raised £2.757 doing 21 challenges. 19 With these funds the charity was able to purchase a wheelchair accessible vehicle, an Omi table offering social engagement. music. fun activities for the YPIA at Stratton Road, Eye Gaze to assist our YPIA with making choices and communication. Sensory Cabin for Short Breaks. computer equipment across Ihe provisions, sensory equipment for Skills Life & a Workshop for the Community Enterprise Centre. UET are still part of Swindon Community Lottery, Easyfundraising and Amazon Smile for which we receive monies. UET received no complaints about fundraising activities during 2021122. G. GOING CONCERN After making appropriate enquiries. the Board has a reasonable expeclation that the Trust has adequate resources to conlinue in operational existence for the foreseeable future. For this reason, it continues to adopt the going concem basis in preparing the financial slatements. Further details regarding the adoption of the going concem can be found in Ihe Accounting Policies. STRUCTURE, GOVERNANCE AND MANAGEMENT GOVERNING DOCUMENT The charity is controlled by ils governing document, a deed of trust. and constttutes a limited Company, limited by guarantee. as defined by the Companies Act 2006. The charity is governed by its memorandum and articles incorporated 2910312012 as amended by special resolution(s) dated 0510712012. RECRUITMENT. APPOINTMENT. INDUCTION AND TRAINING OF NEW TRUSTEES The Trust has eight Trustees who are also directors of the company. The Trustees all have a background in either SEN Education. Health and Social Care, Finance. HR. Health & Safety, Governance and Risk Management or come from a local business or charity sector background. Three of the eight Trustees are also parents of young people with Special Educational Needs. The Trustees were recruited through their connection with Ihe Brunel Academies Trust and the local community or recruited externally via the volunteerin9 ne￿ork, Involve Swindon. Trustees hold an Annual Visioning Day to discuss and agree UEfs 5 Year Strategic Plan and vision for the future. Newly appointed Trustees receive one to one induction training from the Principal Trustee to understand the Trustees role and responsibilities, the needs of the Cohort and the work of the Trust. At the Annual General Meeting held 16h March 2022. Mr Chris Sims, Mrs Susan Dinsey and Mr Jeff Smith retired. Following a proposal from Mrs Jackie Smith which was seconded by Mr D8r8k Dinsey, Mr Chris Sims, Mrs Susan Dinsey and Mr Jeff Smith were each re-appointed for a further tem. This was unanimously agreed by all Truslees. The Trust is very fortunate in having a strong Board of Trustees who continually strive to develop and grow their knowledge. The Trust is grateful to each of the Trustees for their commitment and enthusiasm and the work they have done for the Trust throughout Ihe year. The Trust would also like to express their gratitude to the patron of UET. Mr William Wyldbore-smith. for supporting and promoting the work of the UET through his wider charitable work bolh locally and nationally. 20 The Trust would like to thank all staff and managers for their dedication, commitment and hard work and would also like to express thanks to all of the local, regional and national business partners who have provided volunteers. donations. grants, and raised funds for UET. The Trust relies on donations received and the generosity and enthusiasm of our formal and informal partners vthose support is invaluable to the work of the charity. ORGANISATIONAL STRUCTURE TrusleeslDiredors govern the charity and set the overall strategy, objectives and targets. The strategic and operalional management of the trust is delegated to the CEO who line manages the Senior Management Team within UET. The CEO, Head of servi￿ and Short Breaks Manager form the UET Senior Management Team {SMT). The SMT are responsible for strategic and operational leadership of UET and are supported by the Brunel Academies Trust Central Services Team. The Trust have a seryice level agreement in place and a formalised re