Reglstered number 10690071 Charity number 1173379 ADSS Facing dementia together TRUSTEES REPORT AND ANNUAL STATEMENT FOR THE YEAR ENDING 31. MARCH 2024 Alzheimer's & Dementia Svpport Services TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2024 Registered Charity Number: l 173379 Registered Company Nvmber: 10690071 Principal Office Saf@harbour Coldharbour Road NORTHFLEET Kent DAI 18AE Trustees Karen du Rocher retired 23.01.2024 Chris Inwood David Mackenzie retired 03.11.2023 Denise Osborn retired 29.05.2024 Sam Barton Catherine Jones Adedayo Ajakoiye Gareth Simpson appointed l 0.07.2023 Louise Buet appointed l 0.07.2023 Vikki Harding appoinled l 0.07.2023 Avril Hamilton appointed l 0.07.2023 Chair of Trustees Sam Barton Treasurer Calherine Jones Chief Executive Officer Katie Antill Audltors UHY Hacker Young Thames House Roman Square Sittingbourne Kent MEI 0 4BJ Bankers CAF Bank Ltd Kings Hill WEST MALLING Kent MEI 9 4JQ Charity Bank Fosse House 182 High St TONBRIDGE Kent TN9 IBE 11 Page Flagstone I st Floor Clareville House 26-27 Oxendon Street London SWIY 4EL Advisors Peninsula - HR and Employment Consultants Peninsula - Health and Safety Consultants Cyber and Data - Data Protection Advisors- from 05.2023 Trustees report The Trustees are pleased to present their report with financial statements of the Charily for the year ending 31 March 2024. The Trustees confirm that the report and financial statements of the Charity comply with the current statutory requirements, the requirements of the governing document, and the provisions of"Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charitie5 preparing their accounts in accordance with the Financial Reporting standard applicable in Ihe UK and Republic of Ireland IFRS 102) (Charities SORP IFRS 1021) (Second Edition). . Executlve Summary ADSS, is now in its 33rd year. delivers services for people affected by dementia through our service lines 'Dementia Care,, 'Dementia Wellbeing, and 'Dementia I Support,. ADSS has an unwavering commitment to supporting people affected by 'dementia lo live the best life they can. We take great pride in our person-centred. ' compassionate approach, and in the knowledge and expertise of our staff and Ivolunteers. Through our service5 and 5UPPOrt. people with dementia, their families land their carer5 are able to live well. 'IWhat we have achieved this year ADSS continues to grow in reputation, capability and capacity to serve the , population of Kent & Medway. ADSS supported 6.172 unique people in 2023-24- an amazing 2970 increase on the pievious year. We supported an average of 1,506 people each month- a 7fo increase on the previous yeor. We had 4.048 new referrals to the services- an increase of 201.. We have also competed a large improvement programme at Safeharbour. creating a dementia-friendly garden, replacing the flat roof on our building and upgrading to a new boiler and heoting system. In 2023-24 we also co-created a new strategy "Strategy 2030: Facing Dementia Together" that will guide our growth over the coming years. Our financial picture ADSS has navigated the diff icult financial climate that is causing problems for so rnony charities, and in 2023-24 generated a record level of income. ADSS realised an income of £3,064,230 with expenditure of £2,769.404 .%-_ A discharge of the previously awarded loon from Albert Hunt Trust for £315,000 helped us achieve a net 5urplu5 of £294,826. Without thi5 we would have recorded a modest deficit of just over £20,000. The outlook for local authorities remains unstable and we continue to further diversify our income streams. However, ADSS can claim another succe55ful year, during which we have navigating significant challenges" a cost-of-living cii5i5; the continued diff icult funding climate in both philanthropic and statutory income,. a complex employment markel; and a surge in demond for our services and the complexity ot the people we support. We will remain vigilant ond conlinue to build whot we hope is a bright and sustainable future for many years to come. status Alzheimer's & Dementia Support Service5 {ADSS) 15 a charitable company limiled by guarantee and has no share capital. The company was incorporated on 24 March 2017 and is governed by Articles of Association. Structure. Management and Governance Method of oppolntmenl or elecllon of Trvstees The management of the Chaiity is the responsibility of the Trustees who are elected at the Annual General Meeting or co-opted under the lerms of the Articles of Associotion. The Board reviews its strengths and weaknesses to ensure ils effectiveness in achieving the Charity's mission, governing the organisalion. and leading the strategy. This helps the Board to identify when new Trustees should be recruited. During the 2023-24, four new Trustees have been recruited: Gareth Simpson, Louise Buet, Avril Hamilton and Vikki Harding. The Board of Trustees has due regord for limited tenure best practice; however, it is prioritising having a regular inflow of new talent to the Board. Policies adopled for Ihe induction and training of Trustees There is an agreed procedure for inducting and training Trustees, which ensures they are provided with relevant information about the Charity, in order that they can contribute to the effective governance and leadership of the organisation. Trustees a150 commit to regular training throughout their tenure and training needs are idenlified through informal review5 With the Chair of Trustees and the annual skills audit. Organisational slructure and decision muklng The overall management of the Charily is in the hands of the Trustees, who currently meet quarterly. During the year in question, fvo commiltees also held quarterly meetings to support with the governance, compliance and oversighl of the charity. 31 Page They were the Funding & Finance Committee. and Ihe Quality, Risk & Compliance Committee. Following a governance review conducted by the CEO and Trustees. it wa5 agreed to remove fundraising from Ihe remit of Ihe Finance & Funding Committee, which has been renamed as the Finance & Audit Commifrfee. It has also been agreed to add the following committees for the year ending 31 st March 2025". Remuneration- to ensure the charity has a fair and consistent approach for paying all team members and to make specific decisions about the CEO and COO'S salaries. Nominations- to oversee the recruitment of new Trustees and recommend new appointments to the Board of Trustees. ADSS has also developed an innovative way of combining the skills of the individual Trustees and team members to work on specialist areos of focus for the Charity to meet its sfrategic aims. These 'working groups, have been called Advisory Groups and will work on the following areas of business: People Advisory Group- to support ADSS'S ambition to be an employer of choice and to recruit and retain the best talent possible. Brand and Marketing Advisory Group - to support our strategic plans to be more recognised in the community and visible to those who want to support us or use our services, and to drive our fundraising efforts. SeNice and Impact Advisory Group - to support the development of new services and innovations in line with our strategic aims and to ensure we can clearly demonstrate and measure our impact. All of these groups will commence during the current financial year. The Board delegates the day-to-day running of the organisafion to the Chief Executive Officer, Katie Antill. Katie has restructured her team and redefined people's job roles for the cvrrent financial year and has also made some significant appointments to the Senior Leadership Team. She is pleased to welcome Andreas Okpere as the Head of Finance and Cathy A5soba as Fundraising and Communications Manager. Alongside Cathy and Andreas, the Senior Leadership Team comprises Mott Thurston, Chief Operaling Officer; Sarah Taylor, Head of Quality and Development; Kelly Clark, Head of Community Care & Wellbeing Services,. and Denise Kilshow, Head of Dementia Coordinator Service5. Risk management The Trustees have assessed the major risks to which the Charity is exposed, in particular those related to the operation5 and finances of the Charity, and are satisfied that systems and procedures are in place to mitigate exposure to those risks, or that they are covered by insurance. The Board of Trustees has undertaken Risk Management Troining. The Risk Register is reviewed by the full Board and the relevant risks are discussed in further detail at the Finance & Audit Committee and Quality, Risk & Compliance Committee rneetings, as well as at meetings of the Senior Leadership Team. A full review of the ADSS Risk Register was undertaken in January 2024 and Ihe Board of Trustees have reduced the risk rating for some of the most significant risks. Consistent with many other charities, the key risks. based on their impact ond likelihood. are: Risk Cybercrime-'a risk for all .charifies Mitigalion Cyber E55entials staff Training Futuie plan5 Penetration testing Fraud Monthly and Quarterly Finance Control Checks Treasurer completion of Charity Commission Checks Annual Audit Policy oversight by Finance & Audit Committee Ensure compliance with the contract deliverable5 Robust exit strategy Fundraisin Digital systems Data Protection Training Data Protection Impact Assessments Finance Manager to implement more robust testing ort-term funding Reinvigorate our strategy and fundraising plan Data protection breach Embed new ways of working introduced by outsourced Data Protection Services ADSS has reduced Ihe risk rating for the following risks: Recruitment and retention of Staff and volunteer5- this wa5 achieved by a concerted focus on leadership, remuneration and benefils. This wa5 evident in having had a few months with a turnover rate of zero, the first ones since June 2022. This work will continue through the People Advisory Group. Management team capacity and burnoul- the introduction of additional Senior Managemenl. an Executive Personal Assistanl and other high calibre team members has reduced the work burden on the Senior leadership Team. Constitution The organisalion is governed by a constitution, which was adopted on 24 March 2017. Its objectives are to give continued practical and emotional support lo people with dementia. their carers, other relatives. and supporter5. and to deliver such Support in a respectful way which recognises individuality and safeguords dignity, Investmenl Powers The constitution authorises the Trustees to apply the assets and property of the Charily solely towards the promotion and purpose of ADSS as laid down in Ihe constilution. In the year in question the Board of Trustees has continued to implement its investment policy and invested its reserves using the CAF deposit platform management by Flagstone. Public Beneflt The Trustees have had due regard to the guidance issued by the Charity Commission on public benefit when reviewing the Charity's objective5 and planning future activities. An Introduction from our Chair Welcome to our Trustees, Report 2023-24.1'd like to start. as always, by saying an enormous thank you to all of the incredible staff and volunteers at ADSS. The past 12 months has been another year of growth and development for our fantastic organization, and l am proud to say that we have - yet again - reached a record number of people. In 2023-24, ADSS supported a total of 6,172 unique people, an amazing 29To increase on the previou5 year, and had more than 4.000 new referrals to our services. This 15 a remarkable increase and a testament to the boundles5 dedication, care and compassion of the ADSS team. Our income has also reached another high-water mark, increasing by more than 3070 on the prior year and totalling more thon £3 million for the first time in 2023-34. We must a150 extend our eternal gratitude to The Albert Hunt Trust for their support of ADSS. Not only did they provide us with a generous loan in 2019, enabling us lo acquire our building, Safeharbour, in Gravesend, but last year they also discharged this loan, meaning we now own the premises outright. This wonderful donation from The Albert Hunt Trust has made such a difference to ADSS. Owning Safeharbour has given us the confidence lo invest further in our premises. Over the past year, we have competed a large improvement programme, replacing the entire roof and upgrading to a new boiler and heating system. In recent weeks we have also completed development of our new dementia-friendly garden. Sunny Banks. This has transformed what was effectively disused space inlo an entirely new area where we can provide therapeutic, sensory support in a natural setling to people living with dementia. and aligns very closely with our person-centred approach to dementia care. One the most important items on the agenda over the past year has been updating our long-term slrategy. Earlier this year, we launched our new programme, "Strategy 2030: Facing Dementia Together". This strategy sets out a roadmap for the coming years, and builds on what we have already achieved. But it also recognises that there is still so much Ihat people affected by dementia need. There are parts of Kent that do not receive the support our team can provide, underserved communities that are nol included in the dementia pathway, people who are not being diagnosed and so many other pressing issues that we con face together with the people of Kent. We won'l stop until dementia 5tOP5. As part of this strategy, we are continuing to build our Board, our Senior Leadership Team ISLT) and our fundraising team. Over Ihe past year we have welcomed four new Trustees. each bringing much-needed skills to the Board. across HR, healthcare and marketing. The SLT, meanwhile. has grown with the key appointment5 of our Fundraising and Communications Monager. Calhy Assoba and Andreas Okpere our Head of Finance. We also recognize that we need to increase our fundraising capacity to meet our future ambition5, ensure we all well financed in both our service delivery ond core funclions and conlinue to diversify the income Streams we have. We now have a team of three working hard to bring in the money we need to support even more people in 2024125. And to finish on some further p051tive new5, while we don't do what we do in order to receive award5, It is pleasing when our efforts ore recognized externally. l am proud to report that ADSS has mode history by winning Kent Charity of the Year 2024, alongside being named Kent Disability Charity of the Year 2024.1 wos also delighted to win the prèstigious Trustee of the Year. meaning that we are the first charity in the history of the award5 to take away three trophie5 in one night. SAIX Objective and Activities Purpose Our purpose is to give people affected by dementia the knowledge, support and care they need to take back control of fheir lives, take part in family ond community life, and manage their symptoms. Vision Everyone living with dementia, in Kent and Medway, gets the support they need to live the life they want. Mission Too many people affected by dementia do not get the vital social care, support and guidance they need, We use our person-centred experience of dementia to define and implement social care services, from diagnosis to end of life, thal reduce the devastating impact the disease can have. Values We believe.. That everyone's rights and dignity should be promoted. In being person-centred and focused on people's abilities. In being inclusive and embracing everyone in our community. In working together to deliver excellence in the information, support and services we provide. In being caring and compassionate in all we do. In acting with integrity and honesty at all times. Our Services ADSS delivers a range of services lo people affected by dementia through our service lines 'Dementia Care,, 'Dementia Wellbeing, and 'Dementia Support,. The Dementia Support service is our overarching service that provides practical and emotional support to people from pre-diagnosis to end of life. Our Dementia Coordinators are now operating in porlnership with GP surgeries across half of Kent, from Tunbridge Wells to The Isle of Sheppey and everywhere in behveen. They provide information and support and work in conjunction with people affected by dementia to create a support plan that enables Ihem to live the life they want. We have a collaborative approach and therefore are working in partnership with Kent & Medway Partnership Trust (KMPT- which operates the memory clinics- Social services, care providers and other charities to ensure people affected by dementia gel the besl support Kent can offer. Our Dementia Wellbeing services are there to ensure people understand what dementia is. what support is available and help people build peer networks. but most importantly to help people have fun and live a fulfilling life. The services include Dementia Cafés, Peer Support Groups, sUPPQrt and learning groups for carers, activity groups and cafe5, day Irip5 and so much more. Each year we build on the variefy and choice we can offer people to ensure as far as possible there is something for everyone. Our Dementia Care team builds on that by providing a greater level of support and personal care to people whose dementia has advanced or who need more. Thi5 includes our Beacon Day Support Centre and our home care service, Support at Home. Our Beacon Day Service piovides a vibrant a lively atmosphere for people to make friends. take part in lun activilies and try new things. From our card playing to the 'CratFy Crafters, each day there are person-centred activities for all to enjoy. Our Support al Home team take what we can offer into the home ond we support people to enjoy hobbies or connect with their community. Our Support at Home+ service supports people with personal care and the tasks of doily living to ensure they can live a happy and healthy life in their own home. The service is regulated by the Care Quality Commission ICQC). The diifference we make People Alh dementra ItK)se. who ¢ue lor le(xwg Circ People V¥ilh 'EmolhJnd & ryacirol. DEMENIIA WttlI￿lG D¢rrt¥rtv)Colé 8act Ihe Con h￿fu￿ n￿trienC￿ hyove the¥ sem- who care for Ihem ¢Je able lo fve well P￿￿C01 & Peer&our Ac*rity Gr￿p￿ &Tr¥>s (Jrjd erwge )..15VFwI C(Yb Awwilh thJity ond solely at hC￿ DEhlEIUIACARE Per￿ro$c￿e SuFWtwth io*& ol 8eaccn Cry￿eTh￿e esp1￿1￿2￿￿e￿ Fig.1 ADSS Theory of Change Our heritage is in Dartford, Gravesham and Swanley - in these areas we can offer our full array of services. But all resident5 in north and west Kent are now able to access some level of service from ADSS, and where we don't provide a full complement of services, we work with partner5 to help people access what they need. However, sadly in some areas these services just do not exist. Achievements and performance Completion of oui strategy In 2021 we launched an ambilious five-year 5tralegy. but during the course of 2023 it became apparent that much of this stralegy had already been achieved, but there was still so much to do for people living with demenlia in Kent & Medway. In the latler half of 2023. we emborked on a strategy refresh and redesign. Here'5 what we achieved belween 2021 and 2024 with our 'Getting Ready for the Future, strategy: Our aims What we did Increase our reach. by l Olo each year We have increased our reach by 296T. in three years. Over 70 of our team are now Dementia Inlerpreters and we have trained all Dementia Coordinators Inot just our own) Across Dartford Gravesham & Swanley and Swale we now offer over 40 groups per month. We now cover half of Kenl with our Dementia Coordination Service and the residents of Dartford, Gravesham & Swanley and Swale get to enjoy our wellbeing services lor those offered by our paitners Age UK Kent Rivers and Age UK Sheppey). We have reduced our core costs to 141. of our income fiom 21 I.. IThi5 was achieved in part due to the discharge of our property loan and this level is not 5U51ainable in Ihe long lerm.) Demonstrate excellence and specialism Ihroughout every aspect of our work. Coproduce a wellbeing service model that offers flexibility and choice and includes evidence-based activities. Expand our Dementia Support and Wellbeing Services across Kent and Medway Increase our efficiency by 2010 over five years. In April and May 2024 we have launched our new 2030 Strategy: 'Facing Dementia Together with Kent and Medway,. This strategy builds on our previous ambitions and will enable us to be Bigger, Brighter and Bolder. By 2030: ADSS will be an award-winning, well-known and sustainable charity for people living with dementia and their carers. ADSS will ensure the delivery of high-qualify and evidence-based services lo all communities across Kent and Medway and we will champion the rights and aspirations of those affected by dementia. What we have achleved this year ADSS supported 6,172 unique people in 2023-24- an amazing 2910 increase on last year. We supported an average of 1,506 people each month - a 7T0 increase on last year. We had 4,048 new referrals to the services. This is an increase of 201.. We have also competed a large improvement programme at Safeharbour. We have replaced the flat roof on the building, upgraded to a new boiler and heating system and created a dementia-friendly garden. Evaluation The key findings from our evaluation showed that ADSS 15 having o significant impact on the people we support. 74Yo of people say our services help them live safely and independently 81 To of people say our services provide them with specialist information and advice 71 To of people can access social activities that they enjoy 9210 of people feel like they are treated as an individual when accessing our services 94Yo of people think our staff have the right knowledge and understanding to support them 9910 of people think our staff are caring and compassionate Measuring our Impact Over the past few years we have deliberately upskilled our team and the Charity to be able to articulate and evidence the impact we have. This was not only important for the Commissioners of some of our services but also for us as a Chairty to ensure we are making a difference to the lives of people affected by dementia. We have coproduced and implemented a new tool to measure the impact of our Services on those we support. We previously used the tool designed by Kent County Council and other commissioned providers. but it was not user friendly for people wilh dementia and we were aware that we needed lo redesign il collaboratively wilh the people that use our services and our teom. The new impact tool con5isls of five ea5y-to-an5wer questions based around an individual's wellbeing and social inclusion. The answers for each question are a selection of multiple-choice words that enable the individual to best describe how they feel. The hvo departrnentS that currently use this impact tool are the Dementia Coordinators and the Wellbeing Coordinators. The first impact queslionnaire is asked by Demenlia Coordinators at Ihe poinl of assessment and the second is complefed when all support plan outcome5 have been met and the service is c105ed. This allows us to measure Ihe impact the direct support from a Coordinator has provided for an individual. The Wellbeing Coordinators use the impact tool when an individual first altends one of our Wellbeing groups, and Ihen again six months later lif they are still in 10 I Page attendance at the group). This allows us to measure the impact our groups have on an individual and their wellbeing. For those that access both services, we can now measure the impact between the first point of contact with our service and when they have had the time to fully benefit from our support. It is still early days in the use of this new tool, but we look foward to sharing the results in the future. For now, we can tell you that, on average, the people we support feel 1870 more included after accessing our services. Compliments and Comploints During 2023-24 we were delighted to receive 50 complimenfs142 last yearl. Many of the compliments were directed towards team members or about the difference we collectively make to the people we sUPPOrt. This is testament to the excellent service we provide. However, we did also receive 13 complaints I I I last yearl- While it is never a good feeling to receive complaints, we are grateful for honest feedback, and this ha5 given us the opportunity to learn and to improve. Only one complaint was a lormal complaint. Dlversity, Equity and Inclusion In late 2022 ADSS created an Diversity. Equity and Inclusion IDEII action plan. This was in recognition of the fact that we knew that some people from the diverse population of Kent were not accessing our services. We also iecognised that our team did not truly reflect the communities we serve and therefore we were missing out on talent ond o diversity of thinking. Our plan is o collection of practical actions we can take to address this. We have also reviewed and renewed our policy on Equity and Diversity ond trained our Board and manager5. In the current financial year we have taken our ambitions for DEI even further by designing o training session that will be delivered to oll team members, included being equitable as part of our new 2030 Strategy and set up a working group. We also hove o dedicoted working group working on the actions we need to take to ensure ADSS offers equity of opportunity and is a fully inclusive and accessible place to work or be supported. Safeguarding the people we support At ADSS we have a robust safeguarding policy. procedure5 and training. All new team member5 are trained by our Designated Safeguarding Lead, Katie Antill, and they then have annual follow-up training. We continue to see an inciease in the number of concerns we are dealing with. In the year in question, we have 5UPPOrted 50 people where there are concerns of abuse or neglect. But the preventative work we do with the majority of the people we sUPPOrt is also a significant factor in preventing mole concerns. Operationally. we have had to rise to the significant challenges that arise when supporting people where abuse or neglect is a factor. In practical terms. il lakes more time to support people when there are safeguarding concerns, but it can also take an emotional toll on the team member dealing with the situation. To sUPPOrt with this, we have worked hard on our infrastructure to ensure we are able to be robust and supportive when there are concerns about abuse for the people we support. We have: 111 Page Increosed our Designated Safeguarding Team by appointing and training Kelly Clark and Denise Kilshaw as Deputy Safeguording Leads. Introduced one Safeguarding Champion and will be appointing more. Engaged with Kent County Council's operalional improvement group. Built an excellent working relationship with Kenl & Medway Safeguarding Adults Board and are very grateful to their independent chair, Andy Raby, and their manager, Vickie Widden, for their ongoing support and engagement. Ensured that a designated Safeguarding Lead or Deputy has attended many of our Dementia Cafes and support groups to talk about safeguarding and how people can keep themselves safe. Whilst the abuse, or potential abuse, of people affected by dementia is not a topic we want lo be discussing, we believe it is vital to shine a light on the fact that people living with demenlia can and do experience abuse. The impact of abuse or the risk of abuse on people affected by dementia can be huge. It can lead to people being hurt. caring arrangements breaking down. and grealer social care needs developing. We believe thal Covid lockdowns, the cost of living crisis, financial pressures in the NHS and local authorities, and a precarious social care System have all compounded the complexity and fragility of people's lives and circumstances. Health and safety of our team and the people we support While the charity maintains a very good safety record with no breaches of health and safety or reportable injuries for over six years, the increase in the number of staff and volunleers, and activities in the extended areas we cover, means that our cutrent safety programme has needed lo change focus. "As well as continuing to ensure that our building meets all the 'legal safety requirements. we have carried out numerous risk assessments for the activities we undertake at venues other than Safeharbour to keep the people we support safe. We have also started the process of developing driver awareness training for slaff, enhancing our near miss reporting and understanding, and have added a dedicated safety lead and a moving and handling trainer. ADSS as a place lo work The Board of Trustees and the Senior Leadership Team are committed to ensuring that ADSS is a place where people want to work and volunteer. We are proud of Ihe fact that we have grown significantly in the last two years at the same time as strengthening, rather than diluting, our excellent culture and values. The instrurnents we have put in place to support our ambition of being a great place to work are: Support for our team during the cost of living crisis An Employee Forum Leadership development for all levels of the team who have or aspire to have line management responsibility Trustee development and visibility with the team Medicash healthcare scheme A wellbeing team of trained Mental Health First Aiders Resilience training for team members Creating a strengths-based culture 121 Page Volunteer development at ADSS This year we have continued lo see o vast development in the recruitment of volunteers across all areas of ADSS. Now in her third full year in post, our Volunteer Coordinator has dedicated time and effort to recruiting a high calibre of volunteers from all backgrounds and skill sets to build a growing and diverse team dedicated lo supporting people with dementia. We have introduced and fine-tuned a robust recruilment and induction process, as well as developed detailed role descriptions for our volunteers to ensure they feel equipped for their role and always feel supported. Targeted recruitment, along with the assistance of social media platforms and continuous nehvorking across the voluntary sector, has helped us to raise our profile and advertise our volunteer opportunities throughout the organisation to Trustee level. We invest in our volunteers by offering ongoing customised training to SUPPOrt them and enhance the quality of our service, build a strong team and maintain good retention rates. We started the year with 52 volunteers and finished the year with 70, increasing our volunteer contribution by 351,, which is an overoll change of 126To since 2022. One area we have historically struggled with has been having volunteers based at Safehorbour assisting in the offices, kitchen and The Beacon. This past year, however, we have had 2,869 volunteer hours given across these areas. Looking ahead to the next fiscal year. this number will increase further as we have had a focus on volunteer recruitment to as515t in other areas, such as the Dementia Coordinator and Wellbeing teams. In January, we hosted a p051-Christma5 volunteer appreciation tea party to Say thank you, which for the very first time also included a few Medway Buddies. Twenty- five volunleers amended. along with fvo Trustee5, the Volunteer Coordinator and the CEO. The volunteers enjoyed meeting each other and every volunteer was given a thank you gift. It was enjoyed by all. and the volunteers were able to talk and ne￿Ork together. In total, including all of our Wellbeing group activities. our wonderful volunteer team has contributed a staggering 3,269 hours, helping us with groups, events, office and admin dutie5, supporting in The Beacon, driving the minibus and helping with meal prep in The Hub. Whilst volunteering with ADSS. I have gained extensive communicafive skills when engaging with individuals who have Dementia. I have attend both the singing back the memories groups. where I have al first hand seen Ihe positive impacl il has on an individual with dementia and their recollection, but also actively have been able to undertake the chance of being a befriender and support a vulnerable person who was isolated, engage in meaningful activities and positively support them in a person-centred fashion., Volunteer for ADSS In January 2023, we launched our befriending service 'ADSS Connections,, which has been a great success. This has taken time, as we needed to recruit a very specific type of volunteer for this service to provide social support in the person's home, and match personalities. The service provides social stimulation for people with dementio and their carers to reduce feelings of loneliness and isolation. In the last fiscal year alone, we have enabled 550 volunteer visits with 17 individual befrienders totalling 640 hours of support for people in their own homes. Demand for Ihe setvice is steadily increasing, and a waiting list has been established. Already, Ihe benefits have been tangible for both volunteers and those we are supporting. Our priority is to expand our recruitment and focus on building a diverse team of volunteers who have the skills and confidence to engage wilh people in the comfort 131Page of their own home. We are having limited success in the Swanley area with regards lo recruiting befrienders - though not for Ihe lack of lrying - but demand for the service in the area is growing. This year we have again been working with local senior schools, giving students the opportunity to gain experience working with our organisation and learning about dementia. We have attended various career days showcasing our charity's work to all year groups, with hope of encouraging secondary age students lo study health and social care. We hope to develop these partnerships over the next few years. and are offering two weeks of work experience this summer, will be led by our Volunteer Coordinator. Investing time and knowledge into our future workforce in social care is a priority for us for the benefit of our community. Volunteering: the fulure We will continue to encourage more male volunteers to provide 'Buddy' support. We will promote social inclusion by recruiling volunteers from all sectors of our diverse community. We will continue to look towards larger thank you events as our volunteer base grows. We will work towards building our 'lnvesting in Volunteers, quality framework. Medway Buddy Volunteers This has been a very successful year for the Medway Buddy team with regard5 to recruitment and the number of patients visited on the wards, with 25 active Buddies. Unfortunately, in September Medwoy Maritime Foundation Trust pul on hold all recruitment for volunteers Gs they were setting up a new internal training regime throughout the hospital for all volunteers. As of March 2024. we have still not been given the green light to continue with recruitment, but the team hove managed to keep morole and nurnbers of active volunteers up. The Buddy Coordinators kept a daily presence working from their hospital office, in addition to covering Ihe wards and maintaining relationships with ward staff. They kepl in regular contact with the volunleer Buddies. giving support and reassurance. The Buddy Volunleers received daily updates regarding Covid and the safety control measures implemented by the hospital. The ability to Spend time and engage with patients living with dementia is what makes the Buddy Service such a success, offering person-centred support and helping to champion the voice of people affected by dementia. In March. the Buddy team. the friends of Milton, Pembroke ond Emerald, generously gave donations of a chalterbox, purring pets, baby dolls, and toiletries for patient5 and food sundries for ward staff, Thi5 year, Buddy Coordinators prioritised recruitment to rebuild the volunteer team, despite being put on hold in September. They produced an action plan to diversify the recruilment of volunteers and work collaboratively with partners. They targeted local heallh and social care students lover 18) studying at Medway and Maidstone 14 IPage Campus and Mid Kent College. This has been extremely successful and ha5 assisted us in getting back on track lo rebuild our volunteer capacity. The service provided 2,810 visils equating to 1,940.5 hours of support for patients living with dementia on seven ward5. 'The dementia buddies are valuable. They provide comfort and support the patients. They are a listening ear and in tum take the load off the ward staff. They engage with patients and motivate them with stimulating activifies, which makes the patients feel less anxious, making their hospital stay more pleasant. Every single Buddy is cheerful, committed and makes a tangible difference to the wards and patients. Team member Medway NH5 Foundation Trust The year ending 3151 March 2024 was the last year of our contract and unfortunately, in late April 2024, we were given the news that Medway Maritime Trust would not be renewing the contract with u5. This is a considerable disappointment and very Sad for our long-5erving team member. Lynda Petley. who has 50 diligently and compassionately led and coordinated the service. We will continue to deliver the 5eNice until October 2024 ond will work with Medway Hospital on their tran5ilion plans. Demenlia Care Dementia Care consists of our Support at Home ("SAH"I Service and our Beacon Day Centre. It is our aim to offer life-enhancing, stimulating support and care throughout these seryices. They are predominantly aimed at people whose dementia is quite advanced, and with our specialist knowledge and experience, we enable people affected by dementia to live the life they want to live and take part in activities that they enjoy. Support at Home- enabling and well-being led services 89 unique individuals supported during the year 42 people were assigned to the service in April 2024 8,436 hours of support provided in 2023-24- an increase of 17.510 on 2022-23 Support at Home Plus- our Regulated Home Care service 88 unique individuals supported during the year 56 people were assigned to the service in April 2024 14,955 hours of support provided An average of 2,000 items of medication administered every month Bridging Service 26 people received sUPPOrt from the Brtdging Service 445 hours of support provided Changes to the service SAH had always traditionally been a service that was provided to people for a minimum of bNO hours, once a week, to enable individuals to remain active, maintain their independence orjust provide some company. 151 Page Over the lost yeors, we had seen an increase in the number of people who had requested Ihe SAH lo be provided for one hour. often daily, to ensure that individuals, daily living needs were being met. This was seen as an option due to the person nol requiring any 'Regulated' Care Provision during the visits. Earlier in the year, with the help of our newly appointed Finance Manager, we were able to see for the first time how much it costs us to provide one hour of care and it became apparent that all one-hour visits (for SAH and SAH+I would need to be charged at the same rate, as there is no difference in cost to us when providing either service. SAH will now revert back to being a visit that 15 at least two hours in duration. so that those who do need a Support Worker to enable them lo continue a hobby or remain independent are provided with this alternative. Anyone else requiring a one-hour vi51t. regardle55 of whether any regulated activities are performed. will be charged the SAH+ rate. Changes to the Terms & Conditions of Ihe service. implemented from I st April 2024, will have a significant impacl on the income that the Service receive5, as the service will no longer be at risk of losing expected income on the day of hospitalisation. This gives us time to allocate a person's visits to somebody else whilst still receive income. These new terms put us in line with other core providers. In 2023, we also began awarding our team of Core Workers with Certificates of Achievement to highlight their commitment and dedication to delivering the service in line with our values. Team Members are awarded either a bronze, silver or gold pin badge alongside their Certificate of Achievement. To date, Care Workers have received awards for remaining vigilant and reporting discrepancies with medication administration. remaining with someone outside of their working hours (for example, until an ambulance has arrived), and for showing courage and commitment when faced with a difficult situation. Barriers lo providing the service Recruitment and retention remained our biggest challenge in 2023, but over the course of the year our hard work- particularly around a recruitment drive- began to pay off. We now have more contracted members of staff within the team than ever before. which means that we have Care Workers available at the times we need them. thus facilitating the provision of 'full' care packages bekneen 7am and l Opm, seven days a week. In 2022 and 2023 we introduced Enhanced Rates of pay to entice zero-hour staff to work outside of their availability so that full packages cold be provided. We did not need to Use any of these Enhanced Rates in 2023-24 due to contracting Carers to shift patterns that meet the needs of the service. De5Plte creating more capacity within the Care Team, this hasn't been reflected when looking at care provision provided under the Bridging Service. This is due to Darenl Valley Hospital now only referring patients to us who require a waking night service. Traditional care pockages are not being referred to ADS5 and we can only assume this is due to historical lack of capacity. However, this is improving with the 161Page help of our hospital based Dementia Coordinators. they are ensuring better communication between the family, hospital and our service. "Bofh my sister and l are in a significantly better place than we were last September, and a big part of the reason is the support we've received from ADSS. We really value your help." Quote from the daughter of someone who uses the SAH SeNice "ljust wanted to say how lovely it is to have the ADSS carer team back after Mum's hospifalisation. Mum is seeming 50 much happier. The notes are lovely to read. Please pass on our thanks to the ladies." Quote from the daughter of someone who uses the SAH+ Service "Paula is absolutely lovely,. we are blessed to have her. She has built an excellent relationship with both dod and our family. The office team are always so helpful and supportive too" Quote from the daughter of someone who uses the SAH+ Service Support at Home: plans for the year ahead This year, we will continue to focus on ensuring we have capacity within the team to deliver on the needs of the people we support. We have already made changes to the shifl patterns of contracled staff to make sure that we have enough people in the right places to deliver a solid baseline of traditional care packages, and we will be using our existing zero-hour staff to fill in any gaps. We will continue to strive to improve the service by monitoring the qualify of care we are providing. The Registered Manager is provided with all moniloring and feedback data monthly, which is reviewed as a team and any actions required to improve are recorded and completed by the next month. The Registered Manager also meets monthly with the Nominated Individual for a reflection and planning meeting. We will also review income and expenditure monthly now that we have the resources in place to provide us with this information. This will allow us to maintain a clear picture of the costs of providing the service, enabling us to ensure we represent good value and have a sustainable business model. Lastly, we will be focusing on ensuring that we are prepared to be inspected by the Care Quality Commission under their new Single Assessment Framework, maintaining current evidence criteria but also creating new way5 to record and receive information thal shows the CQC we are working towards achieving an 'Outstanding' rating. The Beacon Day Centre 4.599 attendances in 2023-24 1.818 hours of day support provided 32 unique individua15 joined the service in 2023-24 171 Page Achievements of the seivice In 2023-24. The Beacon saw average attendances of 15 people per day. However, lotal income received means the leam have reached their target of averaging 17 people per day. as non-attendances are now being charged for. Pieviously, The Beacon would not charge an attendance fee if someone was unwell. However, from a cost perspective, this was unsustainable. We have worked with the team to understand the costs of providing the service and how important it 15 to ensure we ore following our own policies and procedures. Despite not meeting the target of 17 attendances per day, we have been able to reach our income target because we now receive payment for non-attendance where notice to cancel was nol provided. Changes to the Terms &Conditions of Service implemented from Isl April 2024 further support the mindset that the team need to ensure that all spaces are filled, and any opportunities to fill an empty space should be explored to maintain the income required to cover our costs. "l enjoy coming fo The Beacon - I feel coming here has made me more patient as a person. I love having a coffee with everyone" Quofe from someone who attends The Beacon "I'm quite lonely at home,. it's just rne and the cat. I look forward to coming here because I get to meet new people and we have fun together playing different games" Quote from someone who attends 7he Beacon l just wanfed you to know that my mum had a very positive first day at the ADSS Day Centre. She liked the staff, enjoyed the company of the other clients, loved the food and enjoyed the activities, especially playing cards. She said that she wos made to feel very welcome. She looks forward to seeing you next week. A big thank you to you and all the staff." Quote from the daughter of someone who attends The Beacon The Beacon: plan for the year ahead This year, we are focused on continuing to ensure that the attendance levels remain cost effective. We will be looking at the viability of providing Day Support on Saturdays, as this day of the week has always been difficult to fill. We will also be working towards the provision of Day Support in Dartford and Medway. At present, there are areas within Medway that have no services at all for people living with dementia, Around 40Yo of our current attendees reside in Dartford and the surrounding oreos. We are therefore developing a model of The Beacon service for this area and we hope this will help us achieve our mission of reaching more people in a way that is financially viable. From May 2024, The Beacon will be partnering with Shears Green Primary School to implement 'Beacon Buddies, Initially, l O students from Year 4 will visit The Beacon each fortnight and will be split into two groups, with five children supporting 181 Page allendees with activities, quizzes and gardening, and five supporting with an art activity. We hope that this opportunity provides children in our local area with an insight into dementia, as well as providing our atlendees with plenty of new lopics of conversation, opportunities to reminisce, share stories and above all, have fun. Dementia Wellbeing Post Dlagnostlc Support Achlevements Last year we developed a new and improved post diagnostic programme for Dartford, Gravesham and Swanley, consisting of social activity. low impact exercise, and much more. We ended last year providing 31 regular groups per monlh. and by the start of 2024, this had increased to 42 groups across all areas each month - an increase of 30Y.. The new and improved programme feature5 a Summer and a Winter schedule. which enables us to continue to facilitate low-impact exercise and movement, regardless of the weatherl Our Art and Croft Sessions are now being delivered in Dartford as well as Gravesend and a recently commenced Peer Group in Swanley now means that each area of Dartford. Gravesham and Swanley has its own dedicated Peer Support. Changing venue5 to Redlibbels Golf Club for the New Ash Green Memory Cafe wa5 a brilliant move - we now hove more allendees there than ever before. and Redlibbets provide a free ' Putt and Play, Session after each group, for those who want to try their hand at golf. We continue to work with our delivery parlners Age UK Sheppey and Age UK Kent Rivers to deliver a programme of wellbeing groups in Swale. We also now lacililate Singing Back the Memories groups across North Kent, Faversham, Sittingbourne and Leysdown. The total number of group attendances lincluding events and day trips) across North Kent, Sittingbourne, Faversham and Sheppey was 5.913 The total number of groups delivered this year across all areas is 801. totalling 2,474 hrs of support, to 713 unique people. Events ond Day Trlps In total. 462 people attended the events we held throughout the year- an increase of 5670 on last year. Carers and people living wilh dementio tell u5 that they feel comfortable and safe at our well organised events. We take the lead from the people we support as to where Ihey would like to go and what activities they would like to take part in, which ensures the people who use our services are listened to and their thoughts and ideas are acted upon. We held a Coronation Party in May 2023, which was attended by 79 people living with dementia, their carers and family members. This was the largest event we have held to date. Everyone who attended was given a gift to remember Ihe day and 191 Page the feedback we received was wonderful: some people in attendance hadn't been out socially since before the lockdown. Many were overjoyed with Ihe entertainment and the opportunily to celebrate something momentous with their loved ones. In 2023 we visited Deal in July with 51 attendee5. Herne Bay for a day trip in September with 72 attendees, and Rochester Christmas market in December, with 63 attendees. We also held an 'Easter Extravaganza, evenf during March's Carer Peer Group- we had 69 people altend and for 17 of those people, it was their first time accessing our services. Carers Learnlng Programme This year the course has been redesigned to be facilitated in four sessions using a series of activitie5, vide05 and discussions. We cover important topics such as dementia awarene55. communication, complex behaviours, carer support, self-care. respite and the social care system. coping strategies, legal aspects, planning for the future and respite options, The course encourages carers to share experiences and create a support network. Karen Heath joined the Wellbeing Team in June 2023 and commenced the delivery of the Carers Learning Progromme. Six programmes were delivered in 2023-24, educaling and supporting 46 individuals. "Thi5 group brightens mine and my A4um's life - we really look fO￿ard to coming singing. We would love it to be more frequent." Quote from Someone who uses our Post Diagnostic Services "l olways enjoy coming as I hove made lots of friends." Quote from someone who uses our Post Diagnostic Services Challenges The Singing Group in Faversham hasn't taken off as we had hoped, due to the fact we do not have our own Dementia Coordinator covering this area. We have also struggled to attract referrals for Singing Back the Memories in Sheerness and Leysdown, despite our best efforts. Recording accurate feedback for the impact measurements is still a challenge, despite the re-wording of Ihe questions we were asking people. . We are finding thal people don't seem to be 'travelling' as we expected. Attendance at the Meopham Memory Cafe had struggled to climb above eight, so we used thi5 opportunity to provide more support for Carers. Meopham now has a dedicated Carers Lunch Club that meets monthly at Bartella's restouront, and this has been very well attended. No referrals into Singing Back the Memories acr055 Faversham, Leysdown or Sheerness have been received in the last six months. 20IPage The future Set up a Tea Dance in Swale. Design models for each of the Post Diagnostic Support Services so these can be duplicated acr05S Other areas. Develop relationships befvrfeen Age UK and ADSS Dementia Coordinators. Community inclusion - target communities we are finding it difficult to access Isheppeyl and commence partnership with the Gurdwara, starting with a fortnightly Memory Cafe. Attract funding in Medway so we can deliver the same level of service there as we do in North Kent. Work with the Dementia Coordinators to understand the impact of Post Diagnostic Support and what each group is designed to achieve for people to enable purposeful referrals. Identify areas where we can provide further Carer support. Dementia Coordination Kent & Medway NHS has invested significantly in the support and care available to those living wilh dementia. The Dementia Coordinator programme supports the county to achieve Ihe NICE (Nalional Institute for Clinical Excellence} guidance that everyone with dementia has a named professional to support Ihern throughout their experience of dementia. Each Dementia Coordinator works closely with a group of doctors, surgeries called a PCN (Primary Care Nelworkl. They identify the patients registered and then conduct a holistic assessment and creale a person-centred support plan. This year hos marked a period of growth and progress for the team, as the NHS has commissioned us to provide a further five Dementia Coordinators. Within this period, the team has demonstrated exceptional productivity and achieved notable growth. In April 2023, we successfully secured funding to expand our Dementia Coordinator teams by hiring five additional full-time positions. We now have 19 Dementia Coordinators covering North Kent, Medway and 12 covering West Kent. Furthermore, we have internally promoted two team members into Area Lead positions. We have made considerable effort5 to establish partnerships with GPS and community healthcare professionals. This collaboralive approach has proven to be highly beneficial for the individuals we support. Additionally, we have implemented Six 'drop-in groups, in variou5 locations. This innovative concepl enables the people we support to conveniently access multiple services in one setting. This year we have completed: 4,424 referrals into the service 2.644 assessments 7.873 outcomes for the individuals we support The team have supported individuals to achieve everything from adaptations in the home, packages of care ond financial reviews, to referrals dealing wilh crisis situations to ease stress on carers and make individuals with dementia feel belter supported and cared for, as well as referrals lo social and active lifestyle groups for a better sense of health and wellbeing. The difference this make5 to people's lives is 211Page thal they feel part of something, and their lives become fuller. Everyday activitie5 that were once a chore suddenly become easier. Ultimately the individual and their families feel that someone cares about them. In November 2023, we implemented a new service at Darent Valley Hospital which included two Dementia Coordinators and one enablement support worker. Our objective is to provide support to patients living with dementia and their carers to enable safe and effective discharge. While there are ongoing efforts to further develop and improve the service, we have received positive feedback from both patients and staff. In facl, the service was recently acknowledged and praised by the Chief Operating Ofticer of Darent Valley Hospital during an emergency care meeting. Here is some feedback from Mr Mark Kitchingham Lectuier/Nurse Consultant Older Adults DGS CMHSOP: 'ADSS ha5 been instrumental in bridging the gap between primary and secondary care to support individuols and their corers following a diagnos15 of dementia by collaboratively working with the locol NHS memory clinic. Many time5, over the year5 I have heard palients and carer5 lelling me that Ihey feel abandoned" following diagnosis and discharge from the memory Service but now we are able to involve the ADSS Dementia Coordinator early on to provide ongoing support. As part of this support we have also established a collaborative dementia dropin clinic once per month. run jointly with ADSS in their community hub. which takes care out of the clinical hospital setting. People diagnosed with dementia and Iheir carers can attend fo obtain a range of support and ad'4ice from different services in attendance, including the memory clinic, around legal issues and benefits and with local groups and activities. This has made a huge difference to the level of support offered following o life-changing diagnosis of dementia and provided a point of contact throughout the dementia journey., "All 4 issues I was having got dealt with and sorted within 10 days (by the Dementia Coordinator), I've fought for over 2 years and got nowhere. Carer of someone using the service "Just to say that we continue to value greatly the work that ADSS 15 doing in our area. and at a recent Trust-wide meeting also heard how well things are goirpg in other areas with ADSS." Health Care Professional - KMPT "Thank you 50 much for arranging a GP to visit Dad. I've just had a call to let me know that he has a bladder infeclion Gnd has been prescribed antibiotlC5. Hopefully this will help get things back to normal. I've learnt a huge lesson though and will make sure he's always seen by a GP when we notice a big difference in him, All your efforts are hugely appreciated. Carer of someone using the service 221Page Challenges As a result of a substantial increase in demand for our services, we faced difficulties in effectively managing the influx of referrals, which caused additional pressure on our team members and unfortunately led to challenges with staff retention. In response, we have implemented revised processes and introduced a referral category system to priorit15e the workload to prevent burnout among team members. Recruitment in the West Kent rural regions presented challenges. Some employees have chosen to leave the Dementia Coordinator role in order to pursue opportunities at KCC and NHS, where they have been offered more competitive salaries for similar roles. Consequently, we have needed to allocate additional funds to increase our solariesto maintain staff retention. However. regreffully we still have team members earning close to the national minimum wage due to the limited funding available for the contract. We continue to face some difficulties in securing dedicated time for Dementia Coordinators within surgerie5 due to resistance from GPS ond Practice Managers. In some smaller surgeries the is a lack of space- some small or orphan surgeries are unable to allocate workspace for Dementia Coordinators. However, where possible we try to access their CRM system via a partner surgery. We receive referro15 from KMPT from oll PCN'S iegardle55 of acces5 to the practice. Over the course of this year, there has been a notable increase in Safeguarding concern5 and alerts within this service. These involve instances of financial abuse, misuse of Lasting Power of Attorney responsibilities, cuckooing, ond 5elf-neglect. Sadly, we frequently come across coses where carers are physically unable to continue providing care to their loved ones due to their own health limitations or the overwhelming demands of the caring role, this can result in unintentional neglect, as they fear separation. In order to effectively address these complex and challenging situations, we have designated Safeguarding Leads to provide support and guidance to the team. Additionally, we have established a strong working partnership with our KCC safeguarding team and Ihe Safeguarding Board to ensure proper handling of sensitive matters and prioritise the well-being of the individuals we support. Fundralslng Fundraising policy Amounts received from our fundraising activities are presented in our accounls as donations and legacies. We confirm that all solicitation5 are managed internally. without involvement of commercial participants. professional fundraisers or Ihird parties. The day-to-day management of all income generation is delegated to the executive team, which is accountable to the Trustees. During 2020-21 we updated our fundraising policy and created an ethical fundraising policy, which has been approved by the Board of Trustees. Our team is bound by our Code of Conduct and Gifts & Hospitality policy. At ADSS, funds are raised from a variety of sources, including statutory grants, client contributions, smaller grants, donation5 and events. ADSS has registered with the Fundraising Regulator and, a5 in previous years, is using its guidance to ensure our 231Page fundraising proctice is of the highest order. We are pleased to say we have received no complaints about our fundraising activity. The Trustees of ADSS undersland Ihe protections reouired for vulnerable people with regard5 to fundraising, and we use our understanding of dementia to ensure we protect them. We also have a clear segregation between our service delivery and fundraising team. Fundralslng this year Whilst ADSS has enjoyed the exceptional donation from Albert Hunt Trust, the general picture for fundraising continues to be challenging. We recognise that we need to increase our fundraising capacily to meet the future ambitions of our strategy. ensure we all well financed in both our service delivery and core function5 and continue to diversify the incorne slreams we have. We have long recognised that it is imperative for us to have a diverse range of income streams. Public bodies. such as Local Authorities, are under increasing financial pre55ure5, but with our desire to do more for people with dementia we know we need to develop and build on our fundraising capability. We hove invested further in our team and recrvited our first ever Fundraising and Communications Manager, Cathy Assoba. This appointment will enable us to become more strategic, grow our team further and start acce55ing more opportunities. One opportunity that ha5 been very successful for us is digital fundraising. Platforms such as Just Giving have already helped us realise a 34001. increase in fundraising in this area. Thank yous Our continued thanks go to The Albert Hunt Trust who, in 2019, loaned us the funds to purchase our building, 5afeharbour. and have now discharged that loan as a generous donation. This donation gave us the confidence to carry out our improvement works to the roof and boiler. Additional specific thanks go to Childwick Trust and the National Lottery Community Fund. ADSS is fortunate to be well supported by our local communities. The clubs and groups that have kindly supported us thi5 year are: Gravesham with Ebbsfleet Rotary, Northfleet & Ebbsfleet Lions Club, E)arent Valley Lions Club After Breast Cancer Support Group,15tead Rise Active Retirement Association. Inner Wheel, St Peter St Paul, Christ Church, Rowhill Women's Institute, GEMS, andlstead Rise Active Retirement Association. We also have the wonderful support of many businesses. This year we have had the support of Dartford Borough Council, John Lewis, Port of London Authority, Britannia Refined materials, Redlibbets Golf Club, The Works IDartford}, Darent Valley Golf 241Page Club, Westways Financial & Jag Properties, Aldi, B&Q, SP Fairs, Kyndi, KCL Digital, Screwfix, Co-op, Give a Car, and Sekisui Digital. Revlew of flnances The charitable company's income for the year ended 31 March 2024 totalled £3,064,230 Iprevious year: £2,340,299). A major reason for the significant increase was the loan gifling of £315.000 from the Albert Hunt Trust to ADSS. This also resulted in a surplus of £294,825 (previous year: £57,043). but it 15 important to note that this is not o cash surplus. Expenditure tolalled £2.769,405- an increase of £486.149 versus £2.283,256 in 2023. This was largely driven by an increase in staff costs as ADSS became fully slaffed across most departments. Consequently. staff costs increased by £399,149 in 2024 10 £2,210,777, from £1.811.628 in 2023. Future Financial Planning Things continue to be very tough for all charilies, particularly for a charily like ours that relies on local governmenl and NHS funding. Our public Sector 15 Squeezed, and the continued cost of living crisis means our future financial planning will focus heavily on building our fundraising strategy and opportunities. We know Ihat the contracts we have been awarded for 2022-23 do not cover all their cosls, so going forword we will not be operating full cost recovery, and we also know that we need the flexibilily and control that voluntary income gives us. During the yeor to 31 $1 March 2025 we will be looking at our strategic ambitions and forecasting our fundraising needs. Reserves policy The Trustees are very conscious of the need to act prudently with the administration of the funds of the Charity and assess the levels of free reserves they consider the Charify should hold for all existing and planned activities to be financed. The Trustees are also aware of the need to meet all contractual obligations. If, for any reason. the Charity had to cease activity. the Charity would need to be supported with o Sufficient amount of free reserves, due to the complexity of the work we do. and the reliance Ihat some people who use the service have on us. The Trustee5 have o policy of reviewing the leve15 of reserves each year. This wa5 m05t recently completed in May 2024 by the Funding and Audit Committee. In view of the size of the charity, the varied income streams we have and the uncertain financial p05ilion of some of our key funder5. the TIu5tees believe the Charity should hold free unrestricted reserves that would enable the charity to wind up and cease operating or that could Support individual departments if major income streams were105t but the services were strategically important to achieving the Charity's mission. Free unreshicted reserve5 (that is unrestricted reserves represented by net current assets} should be maintained at a target level above £600,000. This would be enough to cover redundancy and extended notice periods to senior employee5 in the event of closure, and penalties lo exit existing contractual commitments. The 251 Page Trustees will also use these funds to fund individual departments to wind up or continue until an alternative source of funding can be found. The Trustees will not allocate more than £1 00,000 in any given year to this, as long as the reserves ore at the target level. Where reserves are lower than the target level, the Trustees will create a plan to increase them. Where they are above the target level, the Trustees will expend them on strategically important investment or to put them towards the sustainability of the charity. As at the year ended 31 March 2024. the reserves currently stand at £1,191,932 12023: £897.1071 of which £584.11012023- £453,427) are considered free reserves, after deducting restricted funds of £l0,71512023: £42.3481 and fixed asset funds of £597,10812023: £40I,332}. The Truslees have decided not to designate any reserves for the year ending 31 sl March 2024, believing instead Ihat the Reserves Policy gives them flexibility to act prudently in the event of financial challenges to the whole or part of the Charity. Prlnclpal Funding ADSS'S income derives from Kent County Council Contracts1431,, of which 3510 IS funded by Kent & Medway NHSI, NHS Contracts18T.I; Client Contributions129Y.I, Fundraising l17T.I, and Other137.1. Post balance sheet events The most significant post balance sheel event5 have been: The ending of the Medway Buddies Service delivered in Medway Hospital, which will mean we can no longer impact the lives of people with dementia whilst in Medway Hospital. The Future... At ADSS we are exciled Ihal the year 2024-25 will be the first in our new 2030 strategy: 'Facing Dementia Togelher with Kent and Medway,. This strategy takes V5 10 2030 and while much of it build5 on what we have already achieved, it is also one Ihal recogni5es there is slill so much that people aff ected by dementia need. We won't stop until dementia stops. There are parts of Kent Ihat do not receive the wonderful support our team can provide, underserved communities that are not included in Ihe dementia palhway, people who are not being diagnosed and 50 many other pressing issues Ihat we can face together with the people of Kent and Medway. By 2030, ADSS will be an award-winning. well-known and sustainable charity for people living with dementia and their carers. ADSS will ensure the delivery of high- quality and evidence-based Services to all communitie5 across Kent and Medway and we will champion the right5 and aspirations of Ihose affected by dementia. We will do this by Being visible Being equitable Being accessible Being heard 261PaEe statement of Trustees, Responsibilities The Trustees ale responsible for preparing the Trustees, Report and Ihe financial statements in accordance with applicable law and United Kingdom Accounting standards Iunited Kingdom Generally Accepted Accounting Practice). The law applicable to charities in England & Wales requires the Truslees to prepare financial statements for each financial year that give a true and fair view of the state of affairs of the Chaiity and of the incoming resources and application of resources of the Charity for that period. In preparing these financial statements. the Trustees are required to: select suitable accounling policie5 and then apply them consi5tenlly- observe Ihe methods and principles in the Charity's SORP; make judgements and estimates that are reasonable and prudent; state whether applicable accounting 5tandard5 have been followed, subject to any material departures disclosed and explained in the financial statements,. and prepare the financial statements on the going concern basis unless it is inappropriate to presume that the Charity will continue in operation. The Trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any lime the financial position of the Charity and enable them to ensure that the financial statements comply with the Companie5 Act 2006. They are also responsible for safeguarding the assets of the Charity and hence for taking reasonable steps for the detection and prevention of fraud and other irregularities. Di5c105uie of information lo auditors Each of the persons who are trustees at the time when this trustee5 report is approved has confirmed that: There is no relevant audit information of which the Charity'5 auditors are unaware: and The Tru5tee5 have taken all Steps that they ought to have taken to make Ihemselves aware of any relevant audit information and to establish that the auditors are aware of that information. Small Company Provisions This report has been prepared in accordance with the special provisions for small companies under Part 15 of the Companies Act 2006. 271Page Approval Thi5 report was approved by the Trustees on . their behalf. Signed Signed Sam Barton Chair of Trustees Catherine Jones Treasurer 281 Page ALZHEIMER'S & DEMENTIA SUPPORT SERVICES INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF ALZHEIMERS'S & DEMENTIA SUPPORT SERVICES FOR THE YEAR ENDED 31 MARCH 2024 Opinion We have audited the financial statements of Alzheimer's & Dementia Support Services I'the charity'l forthe year ended 31 March 2024, which comprise the Statement of Financial Activities, the Balance sheet, the Statement of Cash Flows and notes to the f inancia I statements including significant accountinE policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 Yhe Financial Reporting Standard applicable in the UK and Republic of Ireland, (United Kingdom Generally Accepted Accounting Practice). In our opinion the financial statements: give a true and fair view of the state of the charitable company's affairs a5 at 31 March 2024 and of the charitable company'5 incoming re50urce5 and application of resource5, includi ng its income and expenditure for the year then ended; have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice. and have been prepared in accordance with the requirements of the Companies Act 2006. Basls for opinlon We conducted our audit in accordance with International Standards on Auditing IU K) {ISAs IU KI) and applicablelaw. Our responsibilities under those standards are further described in the Auditors, responsibi lities for the audit of the financial statements section of our report. We are independent of the company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the U nited Kingdom, including the Financial Reporting Cou ncil's Ethica I Standard, and we have fulfilled our other ethical responsibilities i n accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis forour opinion. Conclusions relating to going concern We have nothing to report in respect of the following matters in relation to which the ISAS IUKI require us to report to you where: the trustees, use of the going concern basis of accounting in the preparation of the financial statements is not appropriate; or the trustees have not disclosed in the financial statements any identif led material uncerta inties that may cast significant doubt about the charitable company's ability to continue to adopt the Eoi ng concern basis of accounting for a period of at least twelve months from the date when the financial statements are authorised for issue. Other information The trustees are responsible for the other information. The other information comprises the information included in the Report of the Trustees, other than the financial statements and our Auditor's report thereon. Our opinion on the financial statement5 doe5 not cover the information and, except to the extent otherwise expl icitly stated in our report, we do not express any form of assurance conclusion thereon. 291 Page ALZHEIMER'S & DEMENTIA SUPPORT SERVICES INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF ALZHEIMERS'S & DEMENTIA SUPPORT SERVICES FOR THE YEAR ENDED 31 MARCH 2024 In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard. Opinion on other matters prescribed by the Companies Act 2006 In our opinion. based on the work undertaken in the course of the audit, the information given in the Report of the Trustees for which the financial statements are prepared is consistent with the financial statements. Matters on which we are required to report by exception In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatement5 in the Trustees, Report. We have nothing to report in respect of the following matter5 in relation to which the Companies Act 2006 requires U5 to report to you if, in our opinion: adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or the financial statement5 are not in agreement with the accounting records and returns,. or certain disc105ures of trustees, remuneration specified by law are not made; or we have not received all the information and explanations we require for our audit. Responsibilities of Trustees As explained more fully in the Statement of Trustees, Responsibilities, the Trustoes are responsible for the preparation of the financial statements and for being sat15fied that they give a true and fair view, and for such internal control as the Trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the Trustees are responsible for assessing the charitable company's ability to continue as a Eoing concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do 50. Auditorf5 responsibility for the audit of the financial statements Our objective5 are to obtain reasonable assurance about whether the financial statement5 as a whole are free from material misstatement, whether due to fraud or error, and to issue an Auditor's report that includes our opinion. Reasonable assurance is a high level of a55urance, but 15 not a guarantee that an audit conducted in accordance with ISAS (UK) will always detect a material misstatement when it exists. Misstatement5 can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. 301 Page ALZHEIMEWS & DEMENTIA SUPPORT SERVICES INDEPENDENT AUD￿OR's REPORTTO THE MEMBERS OF ALZHEIMERS'S & DEMENTIA SUPPORTSERVICES FOR THE YEAR ENDED 31 MARCH 2024 Irregularitie5, including fraud, are instances of non-compliance with laws and regulatiOll5. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below: How the oudit was considered copoble of deterting irregularities, includingfroud.. Our approach to identifying and assessing the risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, was as follows: we identified the law5 and regulations applicable to the charity through discussions with management, and from our commercial knowledge and experience in the sector; we focused on specific laws and regulations which we considered may have a direct material effect on the account5 or the operations of the charitable company, including the Charities Act 2011 and the Companies Act 2006; we assessed the extent of compliance with the laws and regulations identified above through making enquiries of management and inspetting correspondence; and identified laws and regulations were communicated within the audit team and the team remained alert to instances of non-compliance throughout the audit. We assessed the susceptibility of the charitable company'5 accounts to material mi55tatement, including obtaining an understanding of how fraud might occur. by: making enquirie5 of management asto where they considered there wa5 5U5ceptibility to fraud, their knowledge of actual, suspected and alleged fraud. and considering the internal controls in place to mitigate risks of fraud and non-compliance with laws and regulations. To address the risk of fraud through management bias and override of controls, we: performed analytical procedures to identify any unusual or unexpected relationships; tested journal entries to identify unusual transactions; ssessed whether judgements and assumptions made in determining the accounting estimates set out in the accounting policies were indicative of potential bia5,' and investigated the rationale behind significant or unusual transactions. In response to the risk of irregularities and rron-compliance with laws and regulations, we designed procedures which included, but were not limited to- agreeing financial statement disclosures to underlying supporting documentation- reading minutes of meetings of those charged with governance: and enquiring of management as to actual and potential litigation and claims. There are inherent limitations in our audit procedures described above. The more removed that laws and regulations are from financial tran5action5, the less likely it is that we would become aware of non-compliance. Auditing Standards also limit the audit procedures required to identify non-compliance with laws and regulations to enquiry of the trustees and other management and the inspection of regulatory and legal correspondence, if any. Material misstatements that arise due to fraud can be harder to detect than those that arise from error as they may 311 Page ALZHEIMER'S & DEMENTIA SUPPORT SERVICES INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF ALZHEIMERS'S & DEMENTIA SUPPORT SERVICES FOR THE YEAR ENDED 31 MARCH 2024 involve deliberate concealment or collusion. A further description of our responsibilities for the audit of the financial statements 15 located on the Financial Reporting Council's website at: www.frc.org.uVauditorsresponsibilities, The description forms part of our Auditor's report. Use of our report This report is made solely to the charitable compan¢s members, as a bodyi in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company's members those matters we are required to state to thom in an Auditors, report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and its members, as a body, for our audit work, for this report, or for the opinion5 we have formed. cLoLel Tracey Moore BFP ACA (Senior statutory auditor) For and on behalf of UHY Hacker Young Chartered Accountants and Statutory Auditors Thame5 House, Roman Square Sittingbourne. Kent. MEIO 4BJ Date: 7 Novert)el 20214 321 Page ALZHEIMER'S & DEMENTIA SUPPORT SERVICES STATEMENT OF FINANCIAL ACTIVITIES (INCLUDING INCOME AND EXPENDITURE ACCOUNT) FOR THE YEAR ENDED 31 MARCH 2024 2024 2024 UnrestriGted RestriGted 2024 Total 2023 Total Notes Income from: Donations and legacies Charitable activities Investments 500,670 2,528,234 18,473 16,852 517,522 2,528.234 18.473 151,596 2.182,272 6,431 Total income 3,047.377 16,852 3,064.229 2.340,299 Expenditure on: Raising funds Charitable activities 68,913 2,652,006 68,913 2,700.491 37,698 2.245,558 48,485 Total expenditure Net Income 2,720,919 48,485 2,769.404 2,283,256 326,458 (31,633) 294,825 57,043 Other Tecognised gainsl(losses): Reversal of revalualion gains { 50,000) Net movement in funds 326,458 (31,633) 294,825 7,043 Reconclllatlon of funds: Total funds brought forward 854,759 42.348 897,107 890,064 Totsl funds Carrled forward 13 1.181.217 10.715 1,191,932 897.107 The statement of financial activities includes all gains and losses recognised in the period. All income and expenditure derives from continuing aclivities. 33 ALZHEIMER'S & DEMENTIASUPPORT SERVICES BALANCE SHEET AS AT 31 MARCH 2024 2024 2024 2023 2023 Notes Fixed assets Tangible assets 597,108 401,332 Current assets Debtors Cash at bank and in hand 10 95,846 649,381 172,688 789,665 745,227 962,353 Creditors: amounts falling due within one year 11 (150,403) (151,578) Net current assets 594,824 810,775 Creditors: amounts falling due after one year 315,000 Total net assets 1.191,932 897,107 The funds of the charlty Unrestricted funds Restricted funds 1,181,217 10,715 854,759 42,348 Total funds 1,191,932 897,107 These financial statements have been prepared in accordance with the special provisions for small companies under part 15 of tho Companies Act 2006. The accounts were approved by the Board of Trustees on by.. and signed on their behalf Catherine Jones Treasurer Samuel Barton Trustee 34 ALZHEIMER'S & DEMENTIA SUPPORT SERVICES STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31 MARCH 2024 2024 2023 Notes Cash flows frorn operating activities: Net Gash provided by operating activities 92.770 72.533 Cash flows from investing activities: Dividends, interest and rents from investments Purchase of tangible assets Disposal of tangible fixed assets 18,473 (251,527) 6,431 (4,150) 1,068 Net cash used in investing activities (233,054) 3,349 Change in cash and cash equivalents for the year (140,284) 75,882 Cash and cash equivalents at the beginning of the year 789,665 713,783 Cash and cash equivalents at the end of the year 649,381 789,665 A Reconciliation of net income to net cash flow from operating activities Net income for the year As per statement of financial activities 294,825 57,043 Adjustments for: Depreciation charges Loss on disposal of assets Discharge of mortgage- donation in kind Decrease l (increase) in debtors (Decrease} l increase in creditors Interest received 53.662 2,089 (315,000) 76,842 (1,175) (18,473) 39.024 4.096 (72,802) 51,603 (6,431) Net cash provided by operating activities 92,770 72,533 35 ALZHEIMER'S & DEMENTIA SUPPORT SERVICES NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2024 General information Alzheimer's & Dementia Support Services is a charilable company lifflited by guarantee and incorporated in England and Wales (charity number 1173379}, registered company number 106900711. In the event of the company being wound up, the liabilily in respect of the guarantee is limited lo £1 per member of the charity. The address of the registered office is Safeharbour Memory Wellbeing Centre, Coldharbour Road, Northfleet, Kent, DA118AE. Accounting policies The principal accounting policies adopted, judgements and key sources of estimation uncertainly in the preparation of the accounts are as follows= 2.1 Basis of preparation The financial statements have been prepared in accordance with "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 1 January 2019) - (Charities SORP (FRS 102)(second edition}, the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)(January 2022) and the Companies Act 2006. Alzheimer's & Dèmenlia Support Services meets the definition ol a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless othemise stated in the relevant accounting policies. There are no material uncertainties about the charity's ability lo continue. and so the going concem basis of accounting has been adopted. The accounts are presented in pounds sterling and rounded to the nearest pound. 2.2 Income Income from government granls, whether 'capital' or 'rev6¥nua' grants. is recognised when the charity has entitlement to the funds, any performance conditions attached to the funds are met, it is probable that the income will be received, and the amount can be rneasured reliably and is not deferred. Donated goods and services are recognised on receipt, on the basis of the value of donation or contribution which is the amount that the charity would be had been charged to obtain the goods and services on the open market, where the value of the gift can be measured reliably. Income from charitable activities is recognised over the period to which the income relates. Charges for services are recognised when the services are provided. Income received in advance of the service provision is accounted for as deferred income. 36 ALZHEIMER'S & DEMENTIA SUPPORT SERVICES NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2024 2.3 Expenditure Expenditure is recognised wh&n a prèsent legal or constructive obligalion exists al the balance sheet date as a result of a past event, it is probable that a transfer of economic benefits will be required to settle the obligalion, and the amount can be estimated reliably. Expenditure has been classified under headings that aggregate all costs related to the category. Stsff Gosts are allocated across the charitable activities and administrative activities undertaken by the charity on the basis of staff lime. Support costs, which are those costs relating to functions which 8SS1St the work of the charity but do not directly relate to its activities, have been allocated to the activities undertaken by tho charity on the basis of income. 2.4 Tangible fixed assets and depreciation Tangible fixed assets are stated at cost less depreciation. Depreciation is provided at Tates calculated to write off the cost less estimated realisable value of each asset over its expected useful life, as follows= Motor vehicles Equipment Fixture and fittings Building Long Term Improvements Land 25% reducing balance 250/0 Straight line 259/0 straight line 2010 Straight line Straight line alloGalion over 15 years Fixed assets with an individual Gost of les5 than £500 are written off in the year of purchase. 2.5 Debtors Trade and other debtors are reGognised at the settlement amount due. Prepayments are recognised at the invoiced cost prepaid. 2.6 Creditors Creditors are recognised when a present legal or constructive obligation exists at the balance sheet date as a result of a past event, it is probable that a transfer of economic benefits will be required to settle the obligation, and the amount can be estimated reliably. Creditors are r8cogni88d at the settlement amount. 2.7 Financial instruments The charity only has financi81 instruments of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured al their settlement value. 2.8 Pension ¢ontributions The charity makes defined contributions into employee private pension schemes. Contributions are charged to Ihe statement of financial activities as they become payable in aocordanc8 Wlth contract terms. 37 ALZHEIMER'S & DEMENTIA SUPPORT SERVICES NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2024 2.9 Operating leases Rentals payable under operating leases are charged against income on a stralghl line basis over the lease term. 2.10 Fund accounting Unrestricted funds are those funds which are available for use at the discretlDn of the trustees in furtherance of the genaral objectives of the charity and which have not been designated for other purposes. Designated funds are unrestricted funds earmarked by the Trustees for particular purposes. Restricted funds are funds which are lo be used in accordance with specific restrictions imposed by donors or which have been raised by the charity for particular purposes. 2.11 Going Concern The financial statements have been prepared on a going concem basis. The Trustees have considered relevant information, including the annual budget. forecast future cash flows and impact of subsequent events. on the business in making their assessment. Based on these assessments and having regard to the resources available to the entity, the Trustees have concluded there is no material uncertainty and that Ihey can continue to adopt the going concern basis in preparing the annual report and accounts. Critical estimates and significant judgements Judgements and estimates are continually evaluated and are based on historical experience as well as other factors. including expectations of future events that are believed to be reasonable under the circumstances. The charity makes estimates and assumptions concerning the future. The resulting accounting eslimales will, by definition, seldom equal the related actual results. The matters considered below are considered to be the most important in understanding the judgements that are involved in preparing the financi81 statements and the uncertainties that Could impad the amounls reported in the results of operations, financial position and cash flows. Useful economic life of tan ible fixed assets In setting these policies management will consider the industy average of the asset life and the number of years they expect the asset to be in use. Allocation of su wrt costs Support costs not attributable to a single charitable activity are allocated or apportioned on a basis consistent identified cost drivers for that cost category. Cost drivers utilised include head count, staff time allocation. and effort and judgement is oxercised in applying cost drivers to cost cal&gories. 38 ALZHEIMER'S & DEMENTIA SUPPORT SERVICES NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2024 Income from donatlons and legacles 2024 2023 Donations Donations in Kind Legacies Government Grants 188,652 315,000 13,870 1.633 149,904 1.692 519,155 151,596 In July 2023, the loan of £315,000 provided by the Albert Hunt Trust was discharged as a gift to the charity. This had previously been included within creditors= amounts falling due greater than one year as disclosed in note 12. The comparative figure includes £59.668 of restricted income. Government grants received in the year amounted to £1,633 (2023: £1,692) relate to the Bus Operator Grant. There were no unfulfilled conditions or other contingencies attaching to the grants that were recognised in income. The charity did not benefit from any other forms of government assistance during the year12023- £nil}. 39 *CQ(J)*vO o* tr40￿0)(*> (S)0￿¢￿0¢￿) tr(00(N￿cNO¢O o o QJ ￿- CO C(> (N oN O¢f)CLoaooO Lfr £06'661'L SZl'Z?L'Z Lk)e'£ Z96'£1 49k'tr 666'Z gLO'Ig tptrtr'g ZIL'S ZSL'trtr zoo'o 99.61 6LL'88 LO'QZ 99'tr2 88£ 610,6 L LS'8 996.5 L90'6££'L puns suorydiJ?sqns puE saJuaa soj li 8881 IPUO!SSgIOJd iUgLudinb3 auoudaiai aUOllEJS puE aSwsod '6uiiuud n 39v- saiiiA!IJE lua!13 SalV.A!J)E iua!13 sjsoa yodsueji s(L iaAEJI sjaaiunio iUaLuiinJ?a aJuEMoiiy fjui¥JoM aLUOH JJEIS 6uiuiEJi JJEIS SalJPlES PUE saBpM Ltr8'trtr OZL'I OIL'rf fr6E'tr eLfr'Lt LL'E9 89tr'£L £5.9 SStr'60tr' gzoz zoz sisoj ￿j10 -spuni papwsaj wo4 ajniipuadxa 10 6tr£'9Z3 sapni)ui aJnfiiJ aAFIPJEdwoJ ayi L6tr'001'Z 991'LL SZL'ZgL'Z 961,9 9£8'8 O£g'L6L OS9'ZS 06d'69£ gsi'iiL 018,82 LSO'S6L 9gg'8 saiiinipE Jayio Jihjas fjui6p!J8 Appng eliuèwaa iuay isam SJOIEUlWOO3 eliu?￿a0 Iugx 4yON SJOIEUIPJOO? E!iuaLuaa yoddns 2rysou6E!a Isod snid aLUOH IE yoddnsiawoH IE yoddns ¥odsuEJllaJpJ AEa 9017'8tr1 g60'0L 9£9, Lg 168'80e gLtr'ILg 6SL'66 tr£0'&99 69g'6L 0fr1'88L L Ll'6tr ££O'££L 1106'£S 90tr'S9 9tr0'6L9 L8'tr9 ad￿ punj Aq ￿Elu￿nS IEWI *zoz siso? yoddns saiJ!AIiJE aJ!a oz g&oz zoz $ai¥iA!iJy aiqeiijey? io $1$0? 869'1£ £16'89 O'OL LS9'1 J fju!SlBJPUll4 Jeu sauEIES pup sa6EM 66I'61T zoz spun4 fjuisiEJ uo 8Jniipuedxa 01 HgUV14 Q3aNa ￿3￿ 3HI 210 SINno??v aHI 01 S3I0N sa)I￿aS yoddns ? s,Jawiau2 AlzheIm•￿5 & Dementla Support S•rvlcè5 NOTES TO THEACCOUNTS FOR THE YEAR ENDED 31 MARCH 2024 Costs of Charitablè Aetlvltles lcontlnuedl 2024 2023 Carèrs Assessment & Support costs W 11,000} 13,526} 11,000) 13,000} 15,000} 2,650 1.000 Edward Gostling About Mè Boxès Kent Communty Foundation- Post Diagnostic Support NHS Kènt & Medway DA4 Event Childwick Trust Carers Group Bllh8m for activity packs & About Me Boxes Sue Frost Wèllbging Activiti8s Main Grants Lottery Coronation and Kindred Spirits SEKSEUI for PDS Groups 969 5,000 2,300 10,000 303 300 2,533 4,145 1969} 15,000) 12,3001 110,OOD) 171 13001 12,5331 14,1451 296 Total rostrlcted funds 42,348 16,852 148,4851 10.715 Total funds 897,107 3.064,229 12,769,404) 1,191.932 Designated Funds In the prior year, the trustees set aside a desSgn8ted fvnd for future maintenance and repair work al Safeharbour. Thls fund was fully expended during the year. Beacon Garden A$ 8t the end of 31.03.2024 we have remaining restricted funds for the garden. that will be expended in early 2024-25 to finalise the garden complotion. 44 4lzheimer'5 & Dementia Support Services YOTES TO THE ACCOUNTS QR THE YEAR ENDED 31 MARCH 2024 13 Movpment In funds leontinugd) Transfer5 31 March 2023 1 Apnl 2022 Income ExpendI￿re Unrgstrlctgd funds General Rtrserve R&valuation Reserve Designated Funds 665,110.00 50,000.00 128,928.00 2.280.631 12,256.9071 150.0001 124.0751 684.759 61,072 19D,DOO Total unrestricted funds 844,038.00 2,280.631 12,306,907} 36,997 854,759 Restrl¢t&d funds KCC Infedion Control Grant Appeal re stolen Minibus BDO LLP re stolen Minibus PeTCy Bilton for Minibus 1,692 11.692) 19,285 10,712 119,2851 110.7121 17,0001 7,000 Bfracon Garden C(kop TesGo DHUSainsburys Arnold Clark John Lewis Scrgwfix Ebbsfieet Development Corporation In metnory of Margargt Kirt)y 1.622 1,000 1.526 1.000 2.ODO 1,622 1,000 1,526 1,000 3,000 5,000 2,650 1,000 1.000 5,000 2,650 1.000 Edward Goslling About Me Boxes Kent Community Foundation Kent Community Foundation- Post Diagnostic Support KCC Activity Groups KCC Jubil86 & Christmas Lions foi Beacon's Christrnas lunches st Edmunds for Dementia Calé Activities NHS Kent & M8tlway DAA Ev8nt Childwtck Trust Carers Group Bilham for activity packs & About Me Boxes Sue Fr05t Wellbeing Adivitie5 Main Grants Lotlery Coronation and Kindred Spirits SEKSEUI for PDS Groups 2,698 6.183 (1.7291 16.183) (10.000} 13,9181 11.9001 14141 1351} 969 15,000 3,918 1.900 414 351 2.300 10.OOD 465 300 2,533 4.145 5.000 2.300 10,000 303 300 2.533 4.145 1162} Totsl restricted ftjnds 46,026 59.668 126,3491 136,997} 42,348 TDtal lunds 890,064 2,340,299 (2.333.256) 897,107 45 Alzheimer's & Dementia Support Services NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2024 4 Analysis of n•t ass•ts b8tw8en fund¥ Unrestricted fvnds 2024 Restricted funds 2024 Total funds 2024 Fixed assets Current assets Current Li3biliti8s 597,108 734.512 1150,403) 597,108 745.227 {150.403) 10.715 Total ngt assèts 1.181.217 10,715 1,191.932 Unrestrlctgd funds 2023 Rostrfcted funds 2023 Total funds 2023 F￿ed assets Current Current liabilities 401.332 920.005 1466,5781 401.332 962,353 1466,5781 42,348 Total net as$¢t$ 854,759 42,348 897,107 15 Related patty transactions During th8 year, expenses lotalling £59 were reimbursed lo one trustee for travel expenses (2023.. £155 on6 trustee for travel expenses). Durlng the year the Charity engaged the services of Nicola Pye Coaching Ltd. The sole director of the Company. Ni¢ola Pye, is consideied close family of the Charills CEO, Katie Antill. In the year, £4.127 was paid to the company for training. No amounts were outstanding a131 March 2024. 4t