Ilr/ UET S K l L L S F O R E V E R Helping young people and adults with additional needs to help themselves ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2023 UPLANDS ENTERPRISE TRUST Stratton Road, Swindon, SNI 2PN Registered Company number 08011951 ReElStered Charity number 1148086 CONTENTS INTRODUCTION................................................. REFERENCE AND ADMINISTRATIVE DETAILS..... TRUSTEES. REPORT.......................................................... OBJECTIVES AND ACTIVITIES.... OBJECTS AND AIMS.......................... OBJECTIVES, STRATEGIES AND ACTIVITIES............................... PUBLIC BENEFIT....................................... .15 DELIVERY................. .15 FINANCIAL REVIEW............ . 17 RESERVES POLICY..................................................... .17 FINANCIAL POSITION... .17 PENSION..................................................... .17 PRINCIPAL FUNDING SOURCES.................................. .. .17 PRINCIPAL RISKS AND UNCERTAINTIES..................................... .18 FUNDRAISING......... 18 GOING CONCERN .................... 19 STRUCTURE, GOVERNANCE AND MANAGEMENT......................................... GOVERNING DOCUMENT........................................ .19 .19 RECRUITMENT, APPOINTMENT. INDUCTION AND TRAINING OF NEWTRUSTEES........ 19 ORGANISATIONAL STRUCTURE.......... .20 ARRANGEMENTS FOR SETTING PAY AND REMUNERATION OF KEY MANAGEMENT PERSONNEL..................................................... .20 RELATED PARTIES .................. .. .20 RISK MANAGEMENT..................................... . . .20 Trustees Responsibilities...........-................... Auditors Report..................................... .. Statement of Financial Activities... 21 .22 .25 Balance Sheet.......................... 26 Cash Flow Statement............... .27 Notes to the Financial Statements............................................. 28 INTRODUCTION Uplands Enterprise Trust (UET) is a Swindon based charity that helps young people with additional needs to help themselves. UET is led by a knowledgeable Board of volunlary Trustees and run by enthusiastic, skilled, and creative staff. The Trust is constantly developing, expanding, and changing lo improve the lives of disabled young people within Swindon and the surrounding areas. This unique charitable trust was set up in response to the need for meaningfvl opportunities for disabled young people once education ends. In reality most young people with Addilional NE left education at 19 embarked on a life of leisure for the remainder of their adult lives. The early retirement option was not welcomed by the young people or their families who had worked extremely hard in partnership with their child's school to prepare them for a purposeful lrfe contributing to their local community. UET was created to ensure Ihat this aspiration, to be valued by and contribule to the local community, 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 ambition to provida meaningful and purposeful skill-based opportunities to enable these Children and Young People & Adults (CYP&A) 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 to their life 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 boutique and our flagship store in the Brunel Centre in Swindon. The retail decline and the impact of COVID 19 pandemic resulted in UET ￿asIng trading in the Charity Shops. In late 2020 these retail premises were re-purposed to support enterprise activity and the Online retail offer. The Online retail offer continues lo be a focus for development for UET both in terms of revenue sales but also as a effedive vehicle for providing the UET CYP&A with the skills needed for the changing retail landscape. The retail property portrolio conlinued 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 Fami ... The UET farm at South Leigh establish8d in 2013, offered CYP&A the chance to engage and interact with livestock and learn life skills in heallh and safety, environmental care, life processes and horticulture. Since Sept 2023 the Farm has been exclusive, the fami 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 workshop. and selection of small mammals through to chickens, a pony and the farm dogs provide a varied and friendly environment. The UET Farm continued to primarily be an exporter of services to Brunel Academies Trust IBrunel} with over 95D/o of all Fami sessions being offered to Brunel provisions. The UET Fami is now registered with and approved by Social Famis & Gardens, which is already improving support networks and providing a wider 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 experience along with social interaction with their peers and staff. Then Horizons College . The college opened in September 2013 as a community-based specialist college offering educational opportunilies for learners aged 16 - 25 years old with a wide range of special needs. The college grew rapidly from 10 learners in September 2013 to over 80 learners in September 2020. The college played a major role in the UET'S development, but the 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 {BSM) was in the best interests of the college and the remaining UET non-education activity. Following the launch of the Brunel Academles Trust (Brunel) in September 2018, Horizons began the transition to join its educational partners. This was achieved through the establishment of the Brunel subsidiary company Brunel Education (BE}, which enabled Horizons College to transfer to BE on 31st August 2019. Followed by the development of the post-education Skills Offer . As the college grew and developed, the College learners needed a quality Post-education offer that continued lo develop and maintain the skills leamt through school and college. UET was committed to supporting the College leavers and their families, so created a post-education skills- based offer that ensured skills learnt were applied through a range of work and life skills opportunilies. Skills for Work and Skills for Life became a quality post*ducation programme promoting independence and life in the community. This well-respected Skills offer further developed with the addition of a Bespoke Skills programme in September 2019 that was created to be accessible by YP&A that needed a fully indtvidualised package with a focus on functional activity leading lo enterprise opportunities. In 2020121, UET further diversified Although 2020 saw UET remove the retail activity it also saw the implementation of a new servic8 UET Short Breaks, a respite provision for Children and Young People with additional needs and their families. This new Short Breaks service was accompanied by the lease of an exciting new premises which will allow for furthér diverslfication 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 COVID reslrictions during the lockdowns, COVID safe practices and inevitable COVID outbreaks. The initial lender was retendered in June 2021 and formally awarded to UET in July 2021 for a further 5 years with an eslimaled value in excess of 1.3 million and an associated growth and development plan. The Short Breaks offer was transferred to Brunel Education in April 2023. as a provision for children and young people under the age of 18 years old. UET decided that Brunel Education had the required expertise to meet the Ofsted regulatory framework and allow UET to continue to focus on an adult service, led by an experienced Senior Leadership Team. UET has evolved, developed, and grown since Horizons College transferred to Brunel Education. Having moved from a predominantly retail offer wilh an income of approximately £250,000 in 2016 to a combined service offer for the academic year 22123 that has an estimated income of over £1,400,000 predominately funded by local authority or social care placement fees. These placement fees are funded now by adult services and provide a non-profit sustainable income for UET ta enable the sèrvice lo expand and develop to meet the needs of a wider range of YP&A wilh additlonal needs. In September 2023 there were 88 YP&A a¢￿ssIng the Skills for Ever provision. The UET Timeline op opens In ouse to provi ewor expersence or stu en rom 2012 Uplands School. .UET Farm opens al South Lelgh lo provide further work skills and the chance for students to interact with livestock. learn horticulture skills and environmental care. .The UET Learning Centre opens in Stratton Road in September 2013 with 14 leamers. The UET Learning Centre is an Independent Specialist Provider offering educational opportunities for post 19 young people with a wide range of special needs. 2013 .Skills for Life launches at the Community Enterprise C&nlre. The post education provision offers a wtde range of opportunilities to develop life and social skills. 2014 .Expansion of Retail to include the opening of the Gorse Hill Charity shop providing further work experience and volunteering opportunities. 2015 .The Headlands silg is acquired in September 2016 as an additional campus for the UET Learning Centre in order to develop the need for further post educ81iorb Opportunities. UET develops a long term view and reslruclure plan lo ensure we are evolving and constantly developing plans lo ensure that the UET offer continues lo be innovative. 2016 .September 2017 - Horizons College launehed (formerly UET Learning Centrel- there are now 60+students on roll. .Two more shops open in Gorse Hill, our Boutique and Baby shop. 2017 ills for Work launches providing training and support opportunities. • Brunel Academies Trust (Brunel) previously known as Brunel SEN Mulli Academy Trust IBSMI is born. Consisting of six education provisions in Swindon. Brunel provides bouliqug education to children and young people with additional needs. The existing work experience to UET'S educational artners is widened with close wofkin links to Brunel. nto work and volunteering 2018 Launch of the new Skills for Work site in September offering an additional level to Skills for Work to ensure that young people with more complex needs are able to access a more bespoke offer. .June 2019- Brunel Education. a subsidiary of Brunel is established. 1st September 2019- Horlzons College transfers from UET to Brunel Education- 78 learners on role. 20 .May 2020 Due lo the impact of COVID 19 UET ceases retail charity shop trading. .July 2020 UET secures Short Breaks Respite Contract. .August 2020- Bespoke Provision grows and moves lo the Communty Enterprise Centre. .Skills for Life move lo Shaw Farm in readiness for UET Short Breaks to commence in Sept 2020. 2020 Skills Offer lo grow by an estimated 300A with 62 Y￿ng people & adults regularly accessing weekly programs. .99QA staff vacrynaled against COVID 19. 2021 Embed CQC framework Ihroughoul UET. Explore residential premises to offer residential placements lo YPIA wllh additiorbal n88ds . Transfer Short Breaks lo Brunel Eduislion 2022 REFERENCE AND ADMINISTRATIVE DETAILS FOR THE YEAR ENDED 31 AUGUST 2023 Registered Company number 8011951 (England and Wales) Registered Charity number 1148086 Registered office Stratton Road Swindon Willshire SN12PN Charity name Uplands Enterprise Trust (previously known as Uplands Educational Trust) Trustees Jackie Fieldwick- Principal Trustee Derek Dinsey Jeff Smith Anthony Griffiths appointed 29.03,12 reappointed reappointed retired and reappointed resigned reappointed retired and reappointed reappointed retired and reappointed 13.03.19 16.03.22 22.03.23 26.06.23 Susan Dinsey Daniel Boden (Chair) Chris Sims Alan Stone 16.03.22 22.03.23 16.03.22 22.03.23 Company Secretarylclerk Michelle Carter appointed 25.01.22 Patron William Wyldbore-smilh Senior Leadership Team Jackie Fieldwick Chief Executive Officer (CEO) Director of Operations Head of Service Tracey Morley Chloe Mor18y Solicitors Stone King LLP Boundary House 91 Charterhous8 Str88t 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 2023 The Trustees, who are also directors of the charity for the purposes of the Companies Act 2006, present their report with the financial statemenls of the charity for the year ended 31 st August 2023. The Trustees have adopted the provisions of the Accounting and Reporting by Charities.. Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland {FRS 102) (effective January 20191. OBJECTIVES AND ACTIVITIES A. OBJECTS AND AIMS The objects of the charity ar8.. 1. to advance for the public benefit education in the Unlled Kingdom, in particular but wilhout prejudice to Ihe generality of the foregoing by developing, managing and providing, either directly or through third parties, education and training to pupils at Uplands School in Swindon (or any successor school to it),. 2. promoting for the benefit ()f the inhabitants of Swindon and the surrounding area the provision of facilities for recreation or other leisure time occupation of individuals who have need of such facilities by reason of their youth. age, infirmity or disablement, financial hardship, or social and economic circumstance or for th8 public at large in the interests of social welfare and with the object of improving the condition of life 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 Vision Helping those with addltlonal needs to help themselves. Our Mission To be a unique, high-quality organisation that builds self-belief, confidence, and skills to support those living with additional needs to feel valued and included within their community. Our Mission Objectlves Ex￿ptIOnal Services Exceptional People > Exceplional Praclice Our Values The Vision and Mission are underpinned by the shared core values= > Aspiration Integrity > Inclusion Our Principles Our prlnclples are shaped by our vision. mission & values. > Exceptional services where everyone can realise their potential. > Commitmentto the Safeguarding of all CYP&A is a key focus of all in the Trusl. > Innovative opportunities promote well-being and improves the life chances of CYP&A > Sustainable business model delivered Ihrough fully c¢)rnpliant practice. High standards of Governance & leadership, with financial security and effective management supported by efficient servic8s tnust be embedded in all areas to enable excellent outcomes. > High quality professional development is valued. > Effective and Collaborative partnershlps are promoted with all stakeholders to develop exceptional ADDTIONAL NEEDS services and provlslon. Mission Objectives Exceptional Services All our children, young people and vulnerable adults have exceptional opportunities through high quality services and provisions Ihat enable them to develop thé skills and attributes to contribute to and feel valued by their community. > Exceptional People UET is led by committed team of Trustees and staff lour UET people) who operate with absolute integrity, are fO￿ard thinking, hardworking, skillful practitioners detemiined to enable children, young people and vulnerable adults with ADDTIONAL NEEDS to reach their full potential. > Exceptional Practlce Best practice is embedded to ensure sustainable provisions that are inclusive, aspiralional, vibrant, safe, compliant, financially healthy, well-resourced and led by an exceplional team. The UET Mission Objectives IMO) are met through clearly defined Strategic Objedives (SO}. Progress 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 qualitatively 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 development and improvement. The moniioring of progress is robustly embedded supported by rigorous controls and moderation. The SOS are reviewed annually based on the outcomes of Ihe KPIS for each year and the UET strategic Plan is a dynamic 3 Year rolling program of intent, implementation, and impact that qualily assures outcomes across UET. SOS and KPIS are monitored regularly through Ihe year by both Trustees and the Senior Management Team (SMTI through the more detailed Development Plans associated with each MO and SO. The overall success of each SO and associated KPIS will be FiAG rated in July of each academic year and the impad ofthe 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 if 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 Stratégic Objective Overview 202212023 Mission Objective 1- ExGeptional Services". S01. To provide an exceptionally high-quality service offer tailored to individual needs, goals, and outcomes, achieving this through an engaging, stimulating, and inclusive environment. S02.- To embed a strong focus on Safeguarding and YPIA Wellbeing as a key priority. Mission Objecllve 2- Exceptional People: S03: To recruit the best people, invest in our staff training. recognise, and reward our staff to promote commitment and longevity of service. S04: To embed the importance of staff wellbeing ensuring they f8el supported. listened to, and have the tools and resources they need. Mission Objective 3- Exceptional Practice S05: To embed a quality assurance framework in line with the Care Quality Commissions 5 Key Questions S06: To deliver Governance thal is effective, supportive. and challenglng to ensure accounlability. Mission Objective 1 Exceptlonal Services Table 1. Exceplional Services Strategic Objective KPI NO. End of Year RAG Comments S01. To provide an exceptionally high- quality service offer tailored lo individual needs, goals. and outcomes, achieving this through an engaging, stimulatlng, and inclusive environment. 2 achieved & 1 partially achieved S02.- To embed a slrong focus on Safeguarding and YPIA Wellbeing as a key priority. 3 of 3 Achieved Mission Objective 2 Exceptional People Table 2. Exceptional People Strategic Objective KPI No. End of Year RAG Comments S03: To recruit the best people, invest in our stsff training, recognise, and reward our staff to promote commitment and longevity of service. 3 achieved S04: To embed the importance of staff wellbeing ensuring they feel supported, listened to, and have the tools and resources they need 3 achieved Mission Objective 3 Exceptional Practice Table 3. Exceptional Practlce Strateglc Objectlve KPI No. End of Year RAG Comments S05: To embed a quality assurance framework in line with the Care Quality Commissions 5 Key Questions 3 achieved S06: To deliver Governance that is effective, supportive, and challenging to ensure accountability. 1 achieved. 1 partially achieved & 1 not achieved io Summary Table 5: MO Total KPIS RED AMBER GREEN GREY T