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2022-03-31-accounts

ANNUAL REPORT

Charity Registration 1186714 | March 2022

WELCOME | PAGE 2

CONTENTS

WELCOME

THE PRESENT

WELCOME THE PRESENT
A NOTE FROM OUR CHAIR & CEO 4 WHAT WE SET OUT TO ACHIEVE 18
INTRODUCTION 5 IMPACT TARGETS 18
THE ACCESS SOCIAL CARE APPROACH 7 A YEAR IN REVIEW 19
THE ASC APPROACH IN PRACTICE 8 LEGAL EDUCATION 22
LEGAL ADVICE AND INFORMATION 24
LOOK INSIDE CASE STUDY: KIRSTY MCARTHUR 25
MEMBERSHIPS 10 SYSTEM CHANGE 26
COMMUNITY HUBS 11 INCOME GENERATION 29
CHANGING THE SYSTEM IN OUR OUR CHALLENGES AND LEARNINGS 30
COMMUNITY HUBS 12
COVID CONCERNS & SOCIAL CARE
WE’RE GROWING UP 13 WORKFORCE PRESSURES 30
OUR INNOVATIONS 14 OUR TEAMS 31

MEMBERSHIPS 10 COMMUNITY HUBS 11 CHANGING THE SYSTEM IN OUR COMMUNITY HUBS 12 WE’RE GROWING UP 13 OUR INNOVATIONS 14 NEW SYSTEMS AND PROCESSES 15 FUNDING AND PRO-BONO RELATIONSHIPS 16

THE FUTURE

THE FUTURE
A STRATEGY REFRESH - OUR PLANS FOR
22/23 & BEYOND 33
MORE EMPOWERING 34
MORE ENFORCING 35
MORE SYSTEM CHANGE 36
OUR ENABLING PRIORITIES 37

THE FINANCIAL REPORT AND LEGAL INFORMATION

THE FINANCIAL REPORT AND
LEGAL INFORMATION
GOING CONCERN 39
CURRENT POSITION & 40
CHARITABLE ACTIVITIES 40
MANAGING RISK 41
FUNDRAISING 44
CHARITY INFORMATION 46
THE BOARD OF TRUSTEES AND DELEGATED
ARRANGEMENTS 47
VOLUNTEERS 48
TRUSTEES RESPONSIBILITIES STATEMENT 49
INDEPENDENT AUDITORS REPORT 50
FINANCIAL INFORMATION 54
NOTES TO THE FINANCIAL STATEMENTS 57

THANK YOU

Access Social Care Annual Report MARCH 2022

WELCOME

WELCOME | PAGE 4

A NOTE FROM OUR CHAIR & CEO

Our second year of operation has been a year of remarkable growth for Access Social Care. As the impact of the pandemic has deepened, and the social care workforce and funding crisis have increased, our services have never been more needed. Determined to reach out to more people, we are proud to say that over the last year we have expanded into communities that need us the most.

The incredible dedication of our staff and volunteers, and the generous support of our funders and partners, has led to us launching our legal information chatbot, starting a new community hub in Croydon, increasing our membership, and doubling the size of our staff team. All whilst maintaining our 98% success rate with our legal cases.

As we enter our third year of operation, we are refreshing our strategy and preparing for our next phase of growth. As described in this report, the foundations are set. We are ready to use these as a springboard for the future. In this next phase of our development, we will focus on capacity building to support growth at the scale we need to realise our vision of a future where people with social care needs get the support they need to live a fulfilled life of dignity.

In this report, we set out and celebrate how we have worked towards our charitable aims and purpose. Alongside the facts and figures are the human stories. We hope that you will enjoy reading about the difference we have made to our clients. It is our clients and the people across the country with social care needs that spur us on to be the best we can be.

JANINE TREGELLES CBE, CHAIRPERSON & KARI GERSTHEIMER, CEO

Access Social Care Annual Report MARCH 2022

WELCOME | PAGE 5

INTRODUCTION

WHAT IS THE ISSUE WE ARE TRYING TO FIX?

Disability can feel a long way away from our reality, but 1 in 5 working age people are disabled. And by the time we’re pension age it’s likely that half of us will be disabled. We live in the world’s 5th largest economy. We assume our society has a safety net that’s there for us, but that’s not the reality. Everyday millions of older and disabled people are denied the social care they need. Most local authorities can’t meet the growing demand for care, none are confident they can meet their legal duties in the future. This affects all of us, we will all need social care at some point.

The cases we work on are so harrowing that we fundraise for counselling for our lawyers.

There are laws that guarantee us our basic rights and a dignified life. We all have a right to hold public bodies to account.

But most of us don’t know our rights. Most of us cannot afford lawyers, so rely on legal aid. And at a time of crisis, most of us are too overwhelmed to challenge the system. People often ask us why they didn’t know about this issue. We tell them it’s because it is hidden behind front doors or hospital doors. It’s invisible until it happens to you.

The 92% drop in legal aid cases since 2010 means we have nowhere to turn. Without access to justice, our rights do not exist. The rule of law is broken.

Source legalaidstatisticstool | Tableau Public

Access Social Care Annual Report MARCH 2022

WELCOME | PAGE 6

  1. Access Social Care, State of the Nation Report May 2021 – data combined from 5 national helpline/advice organisations.

Access Social Care Annual Report MARCH 2022

  1. https://www.adass.org.uk/adass-winter-contingencies-survey

WELCOME | PAGE 7

THE ACCESS SOCIAL CARE APPROACH

LEGAL EXPERTS CREATING A SOCIAL CARE JUSTICE MOVEMENT

Access Social Care provides free legal advice and information for people with social care needs, helping achieve a better quality of life.

We work with communities to increase knowledge of the law and our rights. We highlight the gap left by cuts to Legal Aid and provide advice for those who can’t afford it. With a 98% success rate, our network of lawyers and barristers ensure fair access to justice when things go wrong. We collaborate with social services whilst ensuring legal obligations are met. We are working towards a future where social care is adequately funded, and we all get the support we need.

We Empower

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We Enforce
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We Challenge

Access Social Care Annual Report MARCH 2022

WELCOME | PAGE 8

THE ASC APPROACH IN PRACTICE

We Empower

We Enforce

We Challenge

Access Social Care Annual Report MARCH 2022

LOOK INSIDE

LOOK INSIDE | PAGE 10

MEMBERSHIPS

NEW MEMBERSHIPS

We link our legal expertise to other organisations through a membership model.

Our current members are social care providers and charities with helplines, who join our network so that their beneficiaries can access our service. In this reporting period our charitable members are:

Mencap Wirral Mencap Age UK Gloucestershire Dimensions Croydon Mencap Inclusion Gloucestershire Choice Support Milestones Ealing Consortium United Response Camphill Village Trust (a group of advice MacIntyre HfT providing organisations Discovery Independent Age in Ealing). Barnet Mencap Allsorts Glos

We have also started working with 2 commercial partners: Achieve Together & Lifeways

Partnerships, networks and constellations are core to our work. Partners on our flagship data sharing partnership are: Age UK Independent Age Mencap Carers UK RNIB

Access Social Care Annual Report MARCH 2022

LOOK INSIDE | PAGE 11

COMMUNITY HUBS

Our membership model works well for people who are connected to large social care providers, however, smaller community based, and user-led organisations, working with people experiencing intersectionality and multiple barriers to accessing advice, care and support cannot afford our membership fees. We are particularly interested in reaching Black, Asian, minority ethnic (BAME), and some religious communities because we know that these communities experience worse health and social care outcomes than the general population.

Academic research indicates that free legal advice improves health outcomes[4] . Our hypothesis is that by increasing legal confidence and capability amongst under-served communities; and by providing legal support when things go wrong, we will reduce health and social care inequalities.

In 2020 we started a place-based pilot in Gloucestershire in partnership with the Barnwood Trust. Barnwood subsidise our fees enabling us to connect our service to Black and Asian communities, a disabled person led, and a family carer led organisation as well as to community groups working in the most deprived postcodes in Gloucestershire. This project is on-going and in 2021 our senior advice coordinator has reached more than 80 organisations, and trained and held workshops with more than 80 people.

In 2021 we launched our second hub in Croydon, and laid the ground work for a hub in Southwark and Lambeth. We started piloting seconding an employee from a Black-led organization called Croydon Social Prescribers into ASC to learn about the law. Our secondee works with us to plan how to ripple that learning back out into their community. By supporting communities to use our chatbot we are gathering intelligence and data, which is given back to communities so that they can then work collaboratively with local Integrated Care Systems (ICS) and use this data to support improving quality of care and address local inequalities.

We have been scoping a third hub in the North which we aim to launch in 2022.

  1. See Professor Dame Hazel Genn’s article on the health benefits of free legal advice: https://discovery.ucl.ac.uk/id/eprint/10071343/1/Genn_WhenLawisGoodforHealth.pdf

Access Social Care Annual Report MARCH 2022

LOOK INSIDE | PAGE 12

CHANGING THE SYSTEM IN OUR COMMUNITY HUBS

Too often, using the law can be associated with conflict. But we believe that by taking a rights based approach, using the law positively and early on, local citizens can encourage public bodies to act lawfully, ultimately improving first instance decision making and securing better social care outcomes.

Access Social Care Annual Report MARCH 2022

LOOK INSIDE | PAGE 13

WE’RE GROWING UP

In our second year we’ve been growing again. In 2022 we recruited new staff members to add to our expertise and experience allowing us to provide our members and beneficiaries with a first-class service.

Access Social Care Annual Report MARCH 2022

LOOK INSIDE | PAGE 14

OUR INNOVATIONS

A LEGAL CHATBOT PROVIDING SOCIAL CARE GUIDANCE

When our legal advisors can’t be there, our legal chatbot is the next best thing. Our legal chatbot is an on-line legal robot providing social care guidance:

THE ASC CHATBOT

SAERA TOLD US:

“I am a social prescriber, I wrote to the local authority to ask for an assessment for two of the patients I am supporting. I have been waiting for over 6 months for an assessment from social care – I was really worried because there was a real safeguarding risk. I used your chatbot and the local authority responded to the letter to arrange an assessment on the same day!”

In 2021 we secured funding from Comic Relief and Paul Hamlyn to develop the hand-off from the chatbot to our legal team as well as an automated letter completion function. We are excited that chatbot users can now personalise legal letters within the chatbot ready to send off to public bodies.

We have been training trusted intermediaries including advocates and social prescribers (GP link workers) to use the chatbot to help people with social care needs secure better outcomes.

In 2022 our aim will be to start piloting the chatbot on the websites of other organisations.

Access Social Care Annual Report MARCH 2022

LOOK INSIDE | PAGE 15

NEW SYSTEMS AND PROCESSES

Whilst delivering impact, as a new charity we continued to work hard to develop our systems and processes.

Access Social Care Annual Report MARCH 2022

LOOK INSIDE | PAGE 16

FUNDING AND PRO-BONO RELATIONSHIPS

We would like to say a huge thank you to our funders and supporters. Without you, our work would not be possible! In this reporting period, we have benefitted from the kind support of:

Oak Foundation, Baring Foundation, Barnwood Trust, Pears, The Allen and Overy Foundation, AB Charitable Trust, Dulverton, Esmee Fairbairn, Garfield Weston, The Legal Education Foundation, Comic Relief and Paul Hamlyn and The Matrix Foundation.

We have benefitted from pro-bono and in-kind support from:

Unltd, Travers Smith, Fieldfisher, Baker McKenzie, Slaughter and May, Orrick, Herrington and Sutcliffe, Shearman and Sterling, Allen and Overy; as well as 39 Essex, Doughty Street and Landmark Chambers.

Access Social Care Annual Report MARCH 2022

THE PRESENT

THE PRESENT | PAGE 18

WHAT WE SET OUT TO ACHIEVE

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IMPACT Impact
Targets
TARGETS
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Enabling Targets

EMPOWER ENFORCE

Creating culture Early legal help change

EMPOWER ENFORCE

Organisational set up

Organisational model

CHALLENGE

Data & strategic approaches

CHALLENGE

Income generation

Access Social Care Annual Report MARCH 2022

THE PRESENT | PAGE 19

A YEAR IN REVIEW

Priority Area
What we said we would do
Did we achieve it?		 Priority Area
What we said we would do
Did we achieve it?		 Priority Area
What we said we would do
Did we achieve it?
WE EMPOWER Development of online resources– Video resources developed by
Dec 2022
Rights Champions Project
Have 10 rights champions by Dec 21
L and D working groups to agree action plan to achieve culture
change		 On track
Y
Y
WE ENFORCE CHATBOT
Content generation
Input 500 set questions, test with user groups, train team to add
more data
Letter autocompletion feature and handoff feature
Testing
Detailed testing with people with social care needs and people from
a Black, Asian or minority ethnic background.
Licensing
Initial report on income generation options for the chatbot
Pro-bono
Run 10 cases through a new clinic		 Y
Y
Y
Y

Access Social Care Annual Report MARCH 2022

THE PRESENT | PAGE 20

WE ENFORCE Grow No. of barristers on panelGrow barristers panel – 1 new
barrister by Dec 20
Maintain barrister panel pick up rate at 90%
Membership growth– commercial and charitable providers and
helpline organization
Grow our Hub model- Set up one hub each year
Casework Success rate
Maintain casework success rate at 90%
Maximise use of legal aid:Increase options for referrals, collect
data to evidence gaps in legal aid, use data to show gaps and model
solutions		 Y
N – continued to have problems
with knock on effect from Covid and
barristers doing more paid work. We
are in the process of a review.
Y
Y
Y – success rate maintained at 98%
Y
WE CHALLENGE AND
PERSUADE		 Increase sector wide legal literacy: through advisory panel
Helplines group data collaboration
Helplines group data modelled , analysed
State of the Nation report issued
Working with members on strategic cases
Sector wide collaboration with EHRC/legal aid lawyers
Shared learning on emerging themes and trends – EHRC, legal aid
lawyers, pro bono counsel byDec 21		 Y - at least quarterly panel meetings
taking place
Y
Y
Y

Access Social Care Annual Report MARCH 2022

THE PRESENT | PAGE 21

WE CHALLENGE AND
PERSUADE		 National thematic work
5 casework outcomes will evidence successful infuencing of public
authorities by Dec 22
Develop our strategic casework practice
Run strategic cases; learn from CELC and EHRC
Increase Digital and traditional mediapresence		 Y
Y
Y
Y
ORGANISATIONAL
SET UP		 Governance review
Development of fnancial systems, fnancial modelling to review
sustainability of each cost centre
Media
1 x article/month
AQS
Submission for desk assessment byApril 21		 On track
Y
Y
N - Delayed desk assessment due to
legal team capacity
INCOME
GENERATION		 New provider members- 4 per annum
New helpline members- 1 per annum
Hub- 1 per annum
Fundraised income		 Y
Y
Y
Exceeded overall fundraising target
although fell short of targets for chatbot
due to size of team and struggle to
identifytech funders

Access Social Care Annual Report MARCH 2022

THE PRESENT | PAGE 22

LEGAL EDUCATION

TOO OFTEN PEOPLE DON’T KNOW THEIR RIGHTS OR HOW TO ENFORCE THEM

We increase confidence in the law and lawyers. Providing legal education so people know how and when to use the law. We know that by using the law positively and early on we can help avoid conflict and secure better outcomes.

We have:

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WE’VE BEEN
EMPOWERING
and CREATING
CULTURE CHANGE
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Access Social Care Annual Report MARCH 2022

THE PRESENT | PAGE 23

LEGAL EDUCATION

I have been working as a Coordinator for Croydon Social Prescribers for over 5 years, as part of their local strategic Social Prescribing programme. Social Prescribers are GP practitioners who support patients with any non-clinical intervention by either referring/signposting to local support or providing an advocacy service.

Over the last 5 years Croydon Social Prescribers have also been supporting and training Social Prescribers across SW London. During this time, we have seen first-hand how Local Authorities frequently and at times intentionally, act unlawfully around adult social care.

In addition to this already concerning situation, the Croydon Local Authority is in extreme debt and … we are now seeing a worrying increase in challenges with patients not receiving the social care rights they are entitled to. Thankfully during my short time working with Access Social Care, Social Prescribers have already seen a massive impact on patients obtaining the social care rights they are entitled to, after receiving training and access to case workers. We are now supporting local Rights Champions from local BAME communities to increase awareness and create cultural change in communities that are frequently disadvantaged.

Jennine Bailey – Social Prescribing Coordinator, Unconscious Bias Trainer and Senior Advice Coordinator

Access Social Care Annual Report MARCH 2022

THE PRESENT | PAGE 24

LEGAL ADVICE AND INFORMATION

Problems with access to justice mean that too often people have nowhere to turn when their right to social care is not upheld. We are growing our service to right wrongs, so that people with social care needs get accurate advice and the support they have a right to.

This year we have overturned numerous unlawful charging decisions for individuals who in some cases were being left destitute by the local authority due to the amount they were being forced to pay. We secured a safeguarding investigation for an individual who was inappropriately restrained; achieved the discharge of an individual who was detained in an ATU for more than 5 years; and prevented a number of individuals being unlawfully moved from their supported living provision.

We have also successfully overturned decisions to reassess individuals for continuing health care; ensured advocates have been appointed for clients who need support for their voices to be heard; and obtained legal aid for individuals on a wide range of issues from housing to mental health.

We have been providing early legal help to hold public bodies to account:

Access Social Care Annual Report MARCH 2022

THE PRESENT | PAGE 25

CASE STUDY: KIRSTY MCARTHUR

THIS CASE WAS FUNDED BY ONE OF OUR MEMBER ORGANISATIONS, THE ROYAL MENCAP SOCIETY.

Kirsty has a severe learning disability. When we were first in contact with Julie (Kirsty’s Mum), Kirsty lived at home. Devon County Council were trying to secure a residential placement for Kirsty. A respite provider who knew Kirsty well offered her a supported living placement, but the local authority identified a cheaper care home placement which was unsuitable and would not have met Kirsty’s needs appropriately.

The local authority panel decided that the cheaper care home placement was suitable. However, the costings for the cheaper placement did not reflect the amount of support which Kirsty would need and it was clear that Kirsty’s quality of life would be much better in the supported living accommodation.

Having tried unsuccessfully to resolve the matter, in May 2020, we sent a judicial review pre-action letter. The local authority agreed to complete a new needs assessment and make a new decision. Following the new assessment, the local authority continued to assert that the care home would meet Kirsty’s needs.

We continued to support Julie and Kirsty and sent a further judicial review pre-action letter in March 2021. We notified the local authority that we were referring Kirsty’s case out to legal aid solicitors as their decision making appeared to still be unlawful. The local authority agreed to increase Kirsty’s personal budget from £1982.74 per week to £2369.85 per week to cover the cost of the preferred placement. A move into the supported living accommodation was approved.

We are pleased to hear that Kirsty is doing well in her own home and wish her all the very best for the future. Kirsty’s Mum, Julie, describes the support from Access Social Care as “life-changing”.

SUPPORTED BY SENIOR LEGAL CASEWORKER JULIE HINNIGAN

Access Social Care Annual Report MARCH 2022

THE PRESENT | PAGE 26

SYSTEM CHANGE

WE CONTINUE TO BE AT THE VANGUARD OF CAPTURING AND ANALYSING SOCIAL CARE DATA.

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WE’VE BEEN
CHALLENGING
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Access Social Care Annual Report MARCH 2022

THE PRESENT | PAGE 27

• We submitted a response to the Bill of Rights consultation, highlighting the deep concern we have for individuals who have suffered serious breaches of their human rights to be able to challenge such decisions in the future.

• We submitted a response to the Comprehensive Spending Review, highlighting the flaws in central government assumptions in reaching settlement decisions for local authority spend. We continue to develop this work by convening a taskforce to look at the shortfalls in adult social care funding at a deeper level.

• We provided both oral and written evidence to the Covid – 19 inquiry as to its terms of reference, highlighting concerns that much of the social care sector had been forgotten with its focus on care homes. WE ARE WORKING ACROSS A RANGE OF SOCIAL CARE AND ACCESS TO JUSTICE THEMES:

Access Social Care Annual Report MARCH 2022

THE PRESENT | PAGE 28

WE CHALLENGE THE SYSTEM AND INFLUENCE VIA OUR WORK IN THE MEDIA – STRIVING TO HOLD PUBLIC BODIES TO ACCOUNT AND BRING ABOUT SYSTEM CHANGE.

Our CEO, Kari Gerstheimer’s reputation as a social care commentator has grown, with regular op-eds, social care news commentary and regularly being invited to talk on the likes of LBC and Talk Radio.

We have had coverage, featured or commentated on 112 media placements this year covering: National; print, online and broadcast media, central and local government outreach and legal trade and legal blogs.

Some examples of national radio:-

Some examples of national news:

Some examples of national press:

Other examples:

Access Social Care Annual Report MARCH 2022

THE PRESENT | PAGE 29

INCOME GENERATION

We have been fortunate to benefit from a start-up grant from the Oak Foundation, but we know that we need to make sure that we are a sustainable organisation going forwards. We have worked hard to diversify and increase our income streams over the past year.

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MAKING
MONEY
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Access Social Care Annual Report MARCH 2022

THE PRESENT | PAGE 30

OUR CHALLENGES AND LEARNINGS

Our successes haven’t been without their challenges. World events from the continued pressure of the pandemic, to cost of living rises continue to impact upon our staff and the people who need us the most. However, quickly adapting and creating solutions means we have been able to minimise impact and disruption.

The social care workforce have continued to be under incredible strain, managing pandemic related crises in their own services.

Overwhelmed by information and focussed on keeping people alive and safe, managers within our member organisations have not always found the time to call us to ask for advice. We also heard from staff that workforce pressures meant that making referrals to Access Social Care is difficult because they were focussing on meeting basic needs and didn’t feel able to be more aspirational in the support they were offering.

Service managers struggled to attend our training due to pandemic pressures, and issues with recruitment and retention meant that ensuring new managers know about our service was challenging. When staff were booked on training, they often could not attend as the need to cover services to provide support took priority.

To address these pressures we:

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COVID
CONCERNS &
SOCIAL CARE
WORKFORCE
PRESSURES
----- End of picture text -----

Access Social Care Annual Report MARCH 2022

THE PRESENT | PAGE 31

OUR TEAMS

COVID-19 MEANT CONTINUED PRESSURES OF ISOLATION AND HEALTH CONCERNS FOR OUR STAFF

Access Social Care Annual Report MARCH 2022

THE FUTURE

THE FUTURE | PAGE 33

A STRATEGY REFRESH - OUR PLANS FOR 22/23 & BEYOND

We have learnt a lot in the first two years of operation. As we end our second reporting period we have conducted a strategy refresh to reflect our revised impact and enabling priorities:

Vision: People get the health and social care support they need to live fulfilled lives.

Mission: ASC will be the leading specialist health and social care advice provider. We will collaborate, educate and challenge to drive system change and ensure rights are met.

System change

Empower

Communities use the law early on to get better outcomes

Enforce

People get early legal advice and support when they need it

We use data to challenge, persuade and influence to improve quality, policy and practice locally and nationally

People

Technology

We innovate and use technology to increase efficiency and impact

Our people strategy protects the social care law career pathway and ensures ASC is the best place to work

Income generation

Our diverse income streams grow to support increased impact

Access Social Care Annual Report MARCH 2022

THE FUTURE | PAGE 34

MORE EMPOWERING

We know that managers in our member organisations and community partners feel more confident and better equipped to use the law to uphold the rights of the people they support when they have attended our legal education sessions. We also know that workforce issues mean it is increasingly difficult for managers to attend regular training. We want to make it as easy as possible for managers to take on legal knowledge, develop confidence in using the law, and know how to take action. We will:

Access Social Care Annual Report MARCH 2022

THE FUTURE | PAGE 35

MORE ENFORCING

We will continue to grow We will ensure that our and develop our pro- bono advice continues to be clinics and Barristers panel. relevant to our members The new clinic model provides We will continue to support to individuals on and community partners grow our membership failure to assess and charging, piloting co-produced – focussing on advice toolkits and other the issues most frequently charitable and reported through our resources addressing commercial providers Helplines data common problems We will continue to grow our national network of By working on more cases, community hubs. Each we will develop a body of We will gather learning and hub will be co-designed evidence to demonstrate to insight from our casework and co-produced with the Local Government and the with all of our members so communities it serves. We Social Care Ombudsman the that we can assist them in will collaborate with more systemic issues with decision understanding the different organisations to reach into making and information approaches that appear communities to understand sharing in assessments and to work in different local the issues of critical charging authority areas importance to them

----- Start of picture text -----
We will gather learning and
insight from our casework
with all of our members so
that we can assist them in
understanding the different
approaches that appear
to work in different local
authority areas
----- End of picture text -----

Access Social Care Annual Report MARCH 2022

THE FUTURE | PAGE 36

MORE SYSTEM CHANGE

Over the past year we gathered qualitative and quantitative data about social care and advice provision. When the data helped us identify concerns we ran individual cases to deepen our understanding of the issues and develop an evidence base.

In 21/22 we used this evidence to respond to consultations. Over the next year we will use this evidence base as a springboard for strategic casework on specific themes. We anticipate quality of assessments, assessment delays and assessments refusals to be strong themes alongside charging and cost of living. We will continue to develop our work in using the Local Government and Social Care Ombudsman as an alternative remedy in obtaining systemic change at a local authority level. We will continue to support those detained in assessment and treatment units, looking for ways to work with our external partners in discharging individuals and preventing the admission of those at risk.

We will continue to grow our Hub model, particularly in the North of England where we hope to collaborate with some local authorities, supporting with a citizen led approach to improving social care in their local areas. Initial discussions are taking place with the ten Adult Social Care Directors across Greater Manchester as well as engaging with the Greater Manchester Director of Adult Social Care Transformation and the Northwest Directors of Adult Social Care Forum.

We will continue to build our networks. We will reach out to other national social care and health umbrella groups including National Care Forum, Care England, Healthwatch England and NHS England, to highlight our work at their national conferences in 2023 enabling us to use these routes to reach a wider audience. We will target national organisations as well as establish direct links with regionally/locally based Black and Minority and Ethnic (BAME) communities to support our ambition to be more culturally inclusive.

As an organisation bridging the gap between social care and access to justice, we will continue to provide evidence at central government level both to committees and to consultations to highlight the risk of rights being eroded. We will lead the charge in tackling the crisis in adult social care funding by leading a taskforce that will focus on the challenge of funding those with unmet needs.

Access Social Care Annual Report MARCH 2022

THE FUTURE | PAGE 37

OUR ENABLING PRIORITIES

PEOPLE

• We recognize that we need to do more ensure greater diversity at Board level and this will be a particular focus as we move into 22/23. As an organisation we are standing shoulder to shoulder with Black and Asian led organisations and disabled person and carer led organisations to reach underserved communities within our community hubs to tackle health and social care inequalities. It is critical that we have people with experience of the communities we serve on our Board.

TECHNOLOGY

INCOME GENERATION

Access Social Care Annual Report MARCH 2022

WELCOME | PAGE 38

THE FINANCIAL REPORT AND LEGAL INFORMATION

Access Social Care Annual Report MARCH 2022

THE FINANCIAL REPORT AND LEGAL INFORMATION | PAGE 39

GOING CONCERN

As a start-up charity, Access Social Care is well placed to manage the business risks we face. This position is supported by strong liquidity, sufficient reserves for business continuity and development plans, a good relationship with our key funders and proven ability to retain and secure new services.

We have set out in this report a review of Access Social Care’s financial performance, the reserves position and principal risks and uncertainties. Notwithstanding the ongoing pandemic related pressures, the performance to date has been robust in terms of income generation. Whilst the pandemic has continued to present operational challenges, Access Social Care has remained firmly in control of its service quality and financial performance throughout the operating period.

When we launched in 2020, we had no reserves. We have worked hard to continue to accrue reserves in this operating period so that at the end of our start up grant (in December 2023) we are in a strong and stable financial position. We have accrued £477,189 of reserves to date. As set out in our reserves policy, we are working towards having 6 months operating costs to ensure business continuity and the ability to continue providing casework for our clients in the event of financial disruption. Access Social Care has maintained its cash and reserves at levels which provide a good degree of financial protection against a continuation of the pandemic through FY 22/23.

As a new charity Access Social Care is still developing financial management processes. We have carried out a range of cashflow projections and financial modelling exercises over the past year, supported in particular by the Cranfield Trust. We appointed our new financial lead, Sara King in March 2022 who has helped us to develop department budgets and strengthen our financial management systems.

STATEMENT OF PUBLIC BENEFIT

The trustees confirm that they have complied with the duty in section 17 of the Charities Act 2011 to have regard to the Charity Commission’s general guidance on public benefit, “Charities and Public Benefit”. Access Social Care’s charitable objects are enshrined within its memorandum and articles and as such the trustees ensure that the charity’s activities are carried out for the public benefit through its strategic priorities. This is done primarily through the delivery of services aimed at people with a social care needs as well as those who support them. This report allows us to show how our charitable funds are spent and the impact and benefits that has on those using our services, as well as the wider impact on society.

The 2022/23 budget has been approved by the Access Social Care Board. Our planning processes, including financial projections, take into consideration the current economic climate and its potential impact on the various sources of income and planned expenditure. The trustees therefore have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future being at least twelve months from the date of approval of these financial statements. Accordingly, the financial statements continue to be prepared on the going concern basis.

Access Social Care Annual Report MARCH 2022

THE FINANCIAL REPORT AND LEGAL INFORMATION | PAGE 40

CURRENT POSITION & CHARITABLE ACTIVITIES

TOTAL INCOME

Our total income for our second reporting period (April 21 – March 22) was £1,679,661 against a budget of £1,383,434. The main reason for income being overbudget was timing on receipt of the Oak grant for charitable activities that will take place in 2022/23.

The largest part of our income comes from our start up grant from the Oak Foundation. This income in was £844,946 in the operating period. Income from other grants and donations was £512,318.

We have grown our membership subscription income to £320,404.

TOTAL EXPENDITURE

Total expenditure in the reporting period was £1,161,236. Our main areas of spend are staff, consultancy for system change and chatbot.

Spend on further development of the chatbot this year was £193,072. As the chatbot is now being used by our team and in the hubs we have started to depreciate the asset. Work will continue to further enhance the Chatbot capabilities during the next financial year.

Our risk management processes help identify where we might need reserves, and our financial management policies then determine how our resources are managed and how investment decisions are made. Annually, our board of trustees considers what resources will be required to meet Access Social Care’s objectives and obligations and what the risks are that might threaten the desired outcomes.

RESERVES POLICY FOR THE CHARITY

Reserves are maintained at a level that enables the charity to manage operational financial risks and short-term income volatility. They allow the charity to sustain service delivery, in particular legal casework support to our clients, over the long term, as well as ensuring that financial commitments can be met as they fall due.

Of the charity’s £1,157,788 total funds at the end of March 2022, £391,914 are restricted funds and not available for general purposes.

The remaining £765,874 of total funds are unrestricted, and of these we identify £477,189 as “free reserves”. Reserves are those unrestricted funds which are freely available to the trustees to spend on any of the charity’s purposes. However, they exclude amounts which, if spent, would adversely affect the charity’s ability to deliver its aims. Reserves do not therefore include property, funds which are set aside for programmes specifically to further our charitable objectives, or amounts set aside for essential costs.

RESERVES 31 MARCH 2022

The trustees have set a target for reserves based upon an analysis of the potential financial impacts of significant risks identified through the charity’s risk management processes, as well as the need to continue to provide legal services to our clients. Reserves of £477,189 do not yet achieve our target reserves of £745,372. Our policy is to retain 6 months operating costs. We recognise that this is generous, but we consider it necessary because there is a national shortage of community care lawyers and the legal casework we conduct could not be referred out. We therefore need to have enough reserves to enable us to close off our casework in an orderly fashion, to protect the interests of our clients. As our budget for next year includes continued growth we need to further increase our reserves.

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MANAGING RISK

RISK MANAGEMENT AND INTERNAL CONTROL FOR THE CHARITY

Access Social Care continually reviews its risk framework, ensuring that it aligns with the organisation’s strategic aims and objectives. The board of trustees reviews strategic risks on a quarterly basis. Independent assurance is provided by an outsourced independent audit function from Godfrey Wilson accountants. Risk management at the operational level is managed by the executive directors and departmental Heads, who review risks regularly both within their directorates and as a group.

PRINCIPAL RISKS FOR
ACCESS SOCIALCARE		 HOW WE MITIGATE THE RISKS OVERALL RISK LEVEL
AFTER MITIGATION
Need to increase fundraised, membership
and chatbot income and bank reserves
over next 2 years		 Expanding organizational capacity to support the diversifcation of income
streams across a range of commercial and fundraising activities including:
• Membership subscriptions
• Development of the chatbot as a commercial product
• Trusts and foundations
• Major donors and the set up a of a development board
• Exploration of researchgrants andpublic bodycommissioning		 ~~Likelihood 3x impact – 5 = 15~~
Need to deliver on current contracts to a
range of grant makers including Oak		 Business plan, Gantt, monitoring evaluation, accountability and KPI systems in
place.
Financial monitoringworkprogressingwell. Communicationplans inplace.		 ~~Likelihood – 1 x Impact - 5 = 5~~
Need to deliver own contracts to partner
agencies		 We have implemented recruitment, training and retention plans. We have
strengthened the expertise in the legal team.		 ~~Likelihood – 2 x Impact - 5 = 10~~
Maintain and develop social care
expertise to deliver excellent legal advice		 Successful recruitment of managers and caseworkers with relevant expertise.
We need to retain these staff members.
2022plans to developapeople and careerpathwaystrategy.		 ~~Likelihood – 2 x Impact - 5 =10~~

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Retention of key staff HR processes in place. Note dedicated HR role will be required when staff head
count is 40-50.
L and D andpaycosts built into budget.		 ~~Likelihood – 2 x Impact - 5 =10~~
People and Culture We conducted a staff survey and responded to staff needs.
We are delivering coaching for the legal team.
We have developed a framework for challenging conversations to support some
team members with communicating challenge in a positive way in line with our
values.
We are addressingconcerns raised around our IT systems to improve effciency.		 ~~Likelihood – 2 x Impact - 5 =10~~
Defne and agree service model Advisory board meetings with network partners set up to seek on-going advice
on fees and model.
Seeking commercial org. members as a result of fnancial modelling work.
Hub model pilot live and seeking funding for roll out in other areas.
Address concerns around IT systems – CMSproject.		 ~~Likelihood – 1 x Impact - 5 =5~~
Develop and enshrine effective
governance arrangements and board
oversight		 Agreed requirements and timeline with board.
• Governance review document complete, review ongoing		 ~~Likelihood – 2 x Impact - 4 =8~~
Put in place effective staff and volunteer
policies and procedures		 Handbook complete.
Plan to review reservespolicywith the Board in 2022.		 ~~Likelihood – 2 x Impact - 4 =8~~
Develop and implement organisational
systems and IT		 We know that we need a more sophisticated case management system. Scoping
work for this is ongoing, plans to implement new system in 2022.		 ~~Likelihood – 2 x Impact - 3 =6~~

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Failure to protect clients from harm
caused by staff or corporate negligence.		 Working towards AQS – senior legal manager has supported this work. The new
legal team structure will enable the Head of legal role to focus on quality and
the internal operational needs of the legal team.
Barristers panel and external consultancy (Karen Ashton) assisting with the
quality of advice.
Professional indemnityinsurance inplace.		 ~~Likelihood – 1 x Impact - 5 =5~~
Ensure Compliance with regulatory
bodies i.e. Charity commissioner, ICO,
Fundraising Regulator		 First independent audit completed in 2021.
SRA compliance advice from Slaughter and May, we are now registered
with SRA and we are making other organisational changes in line with
recommendations.		 ~~Likelihood – 2 x Impact - 4 =8~~
Enshrine effective internal and external
communication strategies and identify
and mitigate reputational risk		 Contracted with external communications agency.
Policies and procedures agreed.		 ~~Likelihood – 2x Impact - 5 =10~~
Covid-19 impacts delivery. Covid Impact mitigation plans agreed.
Actions beingtaken to support team.		 ~~Likelihood 5 Impact 4= 20~~

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FUNDRAISING

Access Social Care now has a small and growing fundraising team, with one executive member of staff committed to supporting fundraising and the CEO supporting and signing off applications of more than £100k.

The team is made up of one senior and one junior philanthropy fundraiser as well as a prospect researcher to assist in growing a pipeline of qualified grant giving bodies, in order that the team hit their KPI target to remit the fundraising budget for the year. The team also work with a part time contractor to support the target number of lower value Trusts & Foundations, which frees up the small staff team to work on and explore other areas of Fundraising disciplines with a view to expanding the work which relies on Fundraised income in future years.

This year we have launched a Development Board to help grow our Major Donor income. The board is Chaired by our Trustee Chris Hale and currently has two other members. We have recruited an experienced fundraising consultant who has extensive high value fundraising experience as well as specific experience in setting up and working with successful Development Boards, she will help us in the set-up phase of the Development Board. We will be hosting a launch event in May 22, with a view to engaging with prospective high value givers and board members. We aim to grow the board to around 6-8 people by the end of 22/23. The board will meet each quarter and we will set specific targets around how each member will help ASC reach new high value audiences and achieving its major donor income targets.

We have exceeded our income target for individual donations this year, with many donors being ex-clients, and the team are looking at compelling ways in which they can engage with those of this group who opt in to our communications. We are setting up a process to ask ex-clients, following case closures, to opt in to further communication from the charity whereby we can engage with this group about our work, fundraising efforts and regular donation asks.

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We are keeping an eye on the changing landscape of Charity of the Year partnerships. Some of the law firms we have spoken to have described a desire to move away from the CSR ‘tick box’ and have expressed how younger employees are wanting to see more impact for CSR. This might be an interesting area of fundraising for ASC and one which we might test with the law firms that we work with.

Access Social Care’s compelling ‘ask’ continues to stand us in good stead with grant giving bodies, particularly with our growing hub model and many funders wanting to support the communities with which they reside in. Our strength continues to grow in high value ‘relationship’ based grant givers whose interest is in longer term system change as opposed to service models with more of a ‘sticking plaster’ impact and no long-term change. Our national model, hubs and chatbot gather critical and powerful data that demonstrates to funders the impact of collaboration and a strengths-based approach.

ACCESS is committed to ensuring that fundraising activities are carried out in an ethical manner.

The Access Social Care policy on donations and fundraising applies to the Board, casual, permanent and contract staff and volunteers. It lays out clear processes and guidelines, with a clear position on fundraising practice and the standards expected in raising funds from the community. Building on the work that Access Social Care has already produced on fundraising policies and ethical activity, Access is committed to continuing this work and will start the process of registering with the likes of the Fundraising Regulator and the Chartered Institute of Fundraising in 22/23.

The Fundraising Regulator badge demonstrates that a charity has committed to fundraise in a way that is legal, open, honest, and respectful. Displaying the badge on ASC’s website and material provides confidence to donors in a charity’s methods of fundraising. In addition, we are looking at potential membership with the Chartered Institute of Fundraising. The CIF works closely with the Fundraising Regulator. Members sign up to support a fundraising code of practice, which champions excellent fundraising and inspires people and organisations to give and makes donors feel good about giving.

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CHARITY INFORMATION

CHARITY DETAILS

1186714

Charity number: Registered office:

Coventry Law Centre, Oakwood House, Cheylesmore, Coventry, England, CV1 2HL

THE TRUSTEES WHO SERVED DURING THE PERIOD AND UP TO THE DATE OF THIS REPORT WERE AS FOLLOWS:

Chair of the Board Appointed 12 July 2022 Trustee Resigned 3 May 2022 Trustee Appointed 25 May 2021 Appointed 12 July 2022 Appointed 12 July 2022

Jan Tregelles Rhoda Iranloye Christopher Hale Rebecca Mills Linda Redford Kevin McGuirk Joyce Sarpong Robbie Turner

CEO AND FOUNDER

Kari Gerstheimer

SENIOR MANAGEMENT TEAM

Joanne Williams Lainey Gough Catriona Filmer Anna Gaughan Miriam Valencia Hannah Hewish Sara King Sian Simon

Director of Partnerships and Engagement Director of Operations and Impact Head of Legal Director of Policy and Collaboration Head of Operations Legal Strategy Manager Finance lead Executive assistant to the Board and CEO

ORGANISATIONS PROVIDING PROFESSIONAL ADVICE TO THE CHARITY DURING THE REPORTING PERIOD ARE AS FOLLOWS:

COMMUNICATIONS AND PR CONSULTANCY BLJ

Central England Law Centre, Oakwood House, St Patricks Road Entrance, Coventry, CV1 2HL

15 & 17 Grosvenor Gardens, London, SW1W 0BD

AUDITORS

LEGAL ADVICE Fieldfisher Riverbank House, 2 Swan Lane, London, EC4R 3TT

Godfrey Wilson Limited, 5th Floor, Mariner House, 62 Prince Street, Bristol, BS1 4QD

BANKERS

FINANCE CONSULTANCY Cranfield Trust 1 Bell St, Romsey, SO51 8GY

The Co-Operative Bank, 118-120 Colmore Row, Birmingham, B3 3BD

The Charity is constituted as a CIO and does not currently have any subsidiary undertakings. Details of governing document (e.g. memorandum & articles of association, trust deed, etc.) can be found on our website: https://www.accesscharity.org.uk/governance

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THE BOARD OF TRUSTEES AND DELEGATED ARRANGEMENTS

Access Social Care follows Charity Commission best practice guidance on recruitment and induction of new trustees. Skills gaps relevant to the strategic objectives of the charity are identified on the board by way of informal audit (last conducted in Summer 2022). These are addressed through the recruitment of new trustees. Potential trustees submit a CV and covering letter, and meet the CEO and one other member of the Executive team. The Chair of trustees and two other trustees then conduct and interview to assess suitability of the candidate. New trustees are offered an induction programme including a set of key documents, meetings with other trustees, visits to the charity office and discussions with staff. Opportunities for training are offered to support trustees in their roles.

In line with our Diversity aims, we are working hard to encourage applications from a diverse range of candidates and guarantee interviews for people from under-represented groups. We have a Governance Toolkit including an induction checklist for new trustees.

The Articles of Association include terms of office for trustees, with the exception of two of the founding trustees, an initial appointment is made for a 3-year term and trustees will be eligible for reappointment for one further term of 3 years. The two founding trustees are appointed as follows and will be eligible for a further term of 3 years:

Janine Tregelles – 5 years

Chris Hale – 4 years

The board of trustees is responsible for determining the overall strategic direction of the charity and for developing policies and plans to support the delivery of charitable objects. The board monitors progress across all areas of activity including legal requirements and financial performance. Governance review work is on track and on-going. If the CIO is wound up, the trustees as members of the CIO have no liability to contribute to its assets and no personal responsibility for settling its debts and liabilities.

A Chief Executive Officer (CEO) is appointed by the trustees to manage the day-to-day operations of the charity. To facilitate effective operations, the authority for operational matters including financial management, employment and performance relating to agreed key objectives is delegated to the CEO and other members of the Executive team. Any decisions outside of the strategic direction agreed by the board or more than £100,000 outside of the agreed budget are referred to trustees for approval.

Pay and remuneration of the charity’s key management personnel is reviewed by the board each year and any changes made are based on performance, an assessment of the market, the financial position of the organisation and relativity across the team.

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VOLUNTEERS

Access Social Care volunteers support the charity’s work in many ways and the charity benefits greatly from their experience and commitment to the cause. The trustees are grateful for the dedicated efforts of the volunteers who are involved in:

We are also grateful to our team of Rights Ambassadors who help spread the word about the use of the law in their communities.

----- Start of picture text -----
in 2021/22.
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TRUSTEES RESPONSIBILITIES STATEMENT

The trustees are responsible for preparing the trustees' report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102: The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

The law applicable to charities in England and Wales requires the trustees to prepare financial statements for each financial year, which give a true and fair view of the state of affairs of the charity and the incoming resources and application of resources, including the net income or expenditure, of the charity for the year. In preparing those financial statements the trustees are required to:

The trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the charity and which enable them to ensure that the financial statements comply with the Charities Act 2011, the Charity (Accounts and Reports) Regulations 2008 and the provisions of the constitution. The trustees are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charity's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

If the CIO is wound up, the members of the CIO have no liability to contribute to its assets and no personal responsibility for settling its debts and liabilities. The trustees are members of the charity but this entitles them only to voting rights. The trustees have no beneficial interest in the charity.

AUDITORS. Godfrey Wilson Limited were reappointed as auditors to the charity during the year and have expressed their willingness to continue in that capacity. Approved by the trustees on 27 September 2022 and signed on their behalf by

Janine Tregelles

JANINE TREGELLES - CHAIR

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INDEPENDENT AUDITORS REPORT

TO THE MEMBERS OF ACCESS YOUR RIGHT TO CARE

OPINION

We have audited the financial statements of Access Your Right To Care (the ‘charity’) for the period ended 31 March 2022 which comprise the statement of financial activities, balance sheet, statement of cash flows and the related notes to the financial statements, including a summary of significant accounting 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: The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

BASIS FOR OPINION

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

CONCLUSIONS RELATING TO GOING CONCERN

In auditing the financial statements, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charity’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue. Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

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OTHER INFORMATION

The trustees are responsible for the other information. The other information comprises the information included in the annual report other than the financial statements and our auditor’s report thereon. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

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.

MATTERS ON WHICH WE ARE REQUIRED TO REPORT BY EXCEPTION

In the light of the knowledge and understanding of the charity and its environment obtained in the course of the audit, we have not identified material misstatements in the trustees’ report. We have nothing to report in respect of the following matters in relation to which the Charities Act 2011 requires us to report to you if, in our opinion:

RESPONSIBILITIES OF THE TRUSTEES

As explained more fully in the trustees’ responsibilities statement set out in the trustees’ report, the trustees are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as they 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 charity’s ability to continue as a going 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 charity or to cease operations, or have no realistic alternative but to do so.

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OUR RESPONSIBILITIES FOR THE AUDIT OF THE FINANCIAL STATEMENTS

Our objectives are to obtain reasonable assurance about whether the financial statements 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 assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements 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.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The procedures we carried out and the extent to which they are capable of detecting irregularities, including fraud, are detailed below:

(1) We obtained an understanding of the legal and regulatory framework that the charity operates in, and assessed the risk of noncompliance with applicable laws and regulations. Throughout the audit, we remained alert to possible indications of non-compliance.

(2) We reviewed the charity’s policies and procedures in relation to:

(5) We reviewed the financial statement disclosures and assessed their compliance with applicable laws and regulations.

(6) We performed analytical procedures to identify any unusual or unexpected transactions or balances that may indicate a risk of material fraud or error.

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(7) We assessed the risk of fraud through management override of controls and carried out procedures to address this risk. Our procedures included:

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. Irregularities that arise due to fraud can be even harder to detect than those that arise from error as they may involve deliberate concealment or collusion.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

USE OF OUR REPORT

This report is made solely to the charityʼs trustees, as a body, in accordance with section 144 of the Charities Act 2011 and the regulations made under section 154 of that Act. Our audit work has been undertaken so that we might state to the charityʼs trustees those matters we are required to state to them in an auditorʼs 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 charityʼs trustees as a body, for our audit work, for this report, or for the opinions we have formed.

Date: 29 September 2022

Godfrey Wilson Limited

GODFREY WILSON LIMITED

Chartered accountants and statutory auditors 5th Floor Mariner House 62 Prince Street Bristol BS1 4QD

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FINANCIAL INFORMATION

STATEMENT OF FINANCIAL ACTIVITIES For the year ended 31 March 2022

Note
INCOME FROM:
Donations
3
Charitable activities
4
Investments
TOTAL INCOME
EXPENDITURE ON:
Raising funds
Charitable activities
TOTAL EXPENDITURE
6
NET INCOME
Transfers between funds
NET MOVEMENT IN FUNDS
7
RECONCILIATION OF FUNDS:
Total funds brought forward
TOTAL FUNDS CARRIED FORWARD		 Restricted
£
1,056,547
-
-
1,056,547
33,203
701,131
734,334
322,213
(163,073)
159,140
232,774
391,914		 Unrestricted
£
300,717
322,291
106
623,114
102,597
324,305
426,902
196,212
163,073
359,285
406,589
765,874		 2022
Total
£
1,357,264
322,291
106
1,679,661
135,800
1,025,436
1,161,236
518,425
-
518,425
639,363
1,157,788		 16 months
2021
Total
£
1,145,580
231,711
13
1,377,304
88,426
649,515
737,941
639,363
-
639,363
-
639,363

All of the above results are derived from continuing activities. There were no other recognised gains or losses other than those stated above. Movements in funds are disclosed in notes to the accounts.

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BALANCE SHEET As at 31 March 2022

Note
FIXED ASSETS
Tangible assets
10
Intangible assets
11
CURRENT ASSETS
Debtors
12
Cash at bank and in hand
LIABILITIES
Creditors: amounts falling due within 1 year
13
NET CURRENT ASSETS
NET ASSETS
15
FUNDS
16
Restricted funds
Unrestricted funds:
Designated funds
General funds
TOTAL CHARITY FUNDS		 £
119,211
977,551
1,096,762
227,659		 2022
£
-
288,685
288,685
869,103
1,157,788
391,914
-
765,874
1,157,788		 2021
£
7,397
143,509
150,906
111,739
547,594
659,333
170,876
488,457
639,363
232,774
24,605
381,984
639,363

Janine Tregelles

Approved by the trustees on 27 September 2022 and signed on their behalf by Janine Tregelles - Chair

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STATEMENT OF CASH FLOWS For the year ended 31 March 2022

NET MOVEMENT IN FUNDS
Adjustments for:
Amortisation charges
Depreciation charges
Dividends, interest and rents from investments
Loss / (proft) on the sale of fxed assets
Decrease / (increase) in debtors
Increase / (decrease) in creditors
NET CASH PROVIDED BY OPERATING ACTIVITIES
CASH FLOWS FROM INVESTING ACTIVITIES:
Dividends, interest and rents from investments
Purchase of tangible fxed assets
Purchase of intangible fxed assets
NET CASH USED IN INVESTING ACTIVITIES
INCREASE IN CASH AND CASH EQUIVALENTS IN THE PERIOD
Cash and cash equivalents at the beginning of the period
CASH AND CASH EQUIVALENTS AT THE END OF THE PERIOD		 2022
£
518,425
47,896
-
(106)
7,397
(7,472)
56,783
622,923
106
-
(193,072)
(192,966)
429,957
547,594
977,551		 2021
£
639,363
-
2,835
(13)
-
(111,739)
170,876
701,322
13
(10,232)
(143,509)
(153,728)
547,594
-
547,594

The charity has not provided an analysis of changes in net debt as it does not have any long term financing arrangements.

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NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2022

1. ACCOUNTING POLICIES

• Access Your Right To Care meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy note.

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1. ACCOUNTING POLICIES (CONT)

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity: this is normally upon notification of the interest paid or payable by the bank.

2022 2021
Raising funds 12% 12%
Charitable activities 88% 88%

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1. ACCOUNTING POLICIES (CONT)

Depreciation is provided at rates calculated to write down the cost of each asset to its estimated residual value over its expected useful life. The depreciation rates in use are as follows:

Computer equipment

3 years straight line

Items of equipment are capitalised where the purchase price exceeds £5,000.

• Internally generated intangible assets meeting the relevant recognition criteria are initially measured at cost. Intangible fixed assets relate to the costs incurred in developing the charity's ChatBot asset.

• Amortisation is provided at rates calculated to write down the cost of each asset to its estimated residual value over its expected useful life. The amortisation rate in use for ChatBot is 4 years straight line.

Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.

Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.

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1. ACCOUNTING POLICIES (CONT)

The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value with the exception of bank loans which are subsequently recognised at amortised cost using the effective interest method.

The charity operates a defined contribution pension scheme for its employees. There are no further liabilities other than that already recognised in the SOFA.

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2. PRIOR PERIOD COMPARATIVES: STATEMENT OF FINANCIAL ACTIVITIES

INCOME FROM:
Donations and legacies
Charitable activities
Investments
TOTAL INCOME
EXPENDITURE ON:
Raising funds
Charitable activities
TOTAL EXPENDITURE
NET INCOME
Transfers between funds
NET MOVEMENT IN FUNDS		 Restricted
1,059,150
-
-
1,059,150
88,426
606,941
695,367
363,783
(131,009)
232,774		 Unrestricted
86,430
231,711
13
318,154
-
42,574
42,574
275,580
131,009
406,589		 16 months
2021
Total
1,145,580
231,711
13
1,377,304
88,426
649,515
737,941
639,363
-
639,363

Access Social Care Annual Report MARCH 2022

THE FINANCIAL REPORT AND LEGAL INFORMATION | PAGE 62

3. INCOME FROM DONATIONS

Restricted Unrestricted 2022 Total

Oak Foundation grant
Trusts and foundations
Corporate donations
Individual donations
Coronavirus Job Retention Scheme
Kickstart Scheme
TOTAL INCOME FROM DONATIONS
PRIOR PERIOD COMPARATIVE:
INCOME FROM:
Oak Foundation grant
Trusts and foundations
Corporate donations
Individual donations
Coronavirus Job Retention Scheme
TOTAL INCOME FROM DONATIONS		 £
844,946
208,934
-
2,667
-
-
1,056,547
Restricted
£
757,091
302,059
-
-
-
1,059,150		 £
-
247,979
39,018
7,825
97
5,798
300,717
Unrestricted
£
-
38,233
45,500
1,772
925
86,430		 £
844,946
456,913
39,018
10,492
97
5,798
1,357,264
16 months
2021
757,091
340,292
45,500
1,772
925
1,145,580

Access Social Care Annual Report MARCH 2022

THE FINANCIAL REPORT AND LEGAL INFORMATION | PAGE 63

4. INCOME FROM CHARITABLE ACTIVITIES

Consultancy income
Subscriptions
TOTAL INCOME FROM CHARITABLE ACTIVITIES		 Restricted
£
-
-
-		 Unrestricted
£
1,887
320,404
322,291		 2022
Total
£
1,887
320,404
322,291		 16 months
2021
Total
£
6,533
225,178
231,711

All income from charitable activities in the prior year was unrestricted.

5. GOVERNMENT GRANTS

The charity received government grant funding under the Coronavirus Job Retention Scheme and the Kickstart Scheme in the period ending 31 March 2022. The total amount received was £5,895 (2021: £925). There are no unfulfilled conditions or contingencies attaching to these grants.

Access Social Care Annual Report MARCH 2022

THE FINANCIAL REPORT AND LEGAL INFORMATION | PAGE 64

6. TOTAL EXPENDITURE

EXPENDITURE:
Staff costs (note 8)
Other staff costs
Evaluation
Workshops
Consultancy
IT and telephone costs
Offce costs
Finance and governance
Depreciation and amortisation
Irrecoverable VAT
Loss on disposal
Sub-total
Allocation of support and governance costs
TOTAL EXPENDITURE		 Raising funds
£
102,908
225
-
-
10,700
-
12
-
-
-
-
113,845
21,955
135,800		 Charitable
activities
£
693,933
14,007
17,125
8,318
64,690
11,966
1,720
-
47,896
-
-
859,655
165,781
1,025,436		 Support and
governance
costs
£
106,274
15,081
-
-
5,350
17,892
2,513
19,336
-
13,893
7,397
187,736
(187,736)
-		 2022 TOTAL
£
903,115
29,313
17,125
8,318
80,740
29,858
4,245
19,336
47,896
13,893
7,397
1,161,236
-
1,161,236

Total governance costs were £13,718 (2021: £4,950).

Access Social Care Annual Report MARCH 2022

THE FINANCIAL REPORT AND LEGAL INFORMATION | PAGE 65

6. TOTAL EXPENDITURE (CONT)

6.
TOTAL EXPENDITURE (CONT)
PRIOR PERIOD COMPARATIVE
EXPENDITURE:
Staff costs (note 8)
Other staff costs
Evaluation
Consultancy
IT and telephone costs
Offce costs
Finance and governance
Depreciation and amortisation
Irrecoverable VAT
Sub-total
Allocation of support and governance costs
TOTAL EXPENDITURE		 Raising funds
£
70,903
-
-
-
-
-
-
-
-
70,903
17,523
88,426		 Charitable
activities
£
473,392
2,136
6,875
34,238
2,767
1,397
-
-
-
520,805
128,710
649,515		 Support and
governance
costs
£
66,150
13,601
-
-
39,560
4,145
17,569
2,835
2,373
146,233
(146,233)
-		 16 MONTHS
2021 TOTAL
£
610,445
15,737
6,875
34,238
42,327
5,542
17,569
2,835
2,373
737,941
-
737,941

Access Social Care Annual Report MARCH 2022

THE FINANCIAL REPORT AND LEGAL INFORMATION | PAGE 66

7. NET MOVEMENT IN FUNDS

7.
NET MOVEMENT IN FUNDS
2022 16 months
2021
This is stated after charging: £ £
Trustees' remuneration Nil Nil
Trustees' reimbursed expenses Nil 199
Loss on disposal of fxed assets 7,397 -
Auditors' remuneration:
• Statutory audit (ex VAT) 5,400 4,950
• Other services (ex VAT) 7,083 2,280

During the period no trustees were reimbursed for expenses (2021: 1 trustee reimbursed £199 for travel expense).

Access Social Care Annual Report MARCH 2022

THE FINANCIAL REPORT AND LEGAL INFORMATION | PAGE 67

8. STAFF COSTS AND NUMBERS

STAFF COSTS WERE AS FOLLOWS:
Salaries and wages
Social security costs
Pension costs
Freelancers
NUMBER OF EMPLOYEES EARNING IN THE
RANGE OF:
£70,000 - £80,000
£80,000 - £90,000		 2022
781,049
71,219
36,165
14,682
903,115
2022
No.
1
1		 16 months
2021
545,888
38,761
25,508
288
610,445
2021
No.
1
1

The key management personnel of the charity comprise the Trustees, Chief Executive Officer, and Senior Management Team. The total employee benefits of the key management personnel for the period were £380,797 (2021: £353,625).

2022 2021
AVERAGE HEAD COUNT: No. No.
26 14

Access Social Care Annual Report MARCH 2022

THE FINANCIAL REPORT AND LEGAL INFORMATION | PAGE 68

9. TAXATION

The charity is exempt from corporation tax as all its income is charitable and is applied for charitable purposes.

10. TANGIBLE FIXED ASSETS

10.
TANGIBLE FIXED ASSETS
COST
At 1 April 2021
Disposals in period
At 31 March 2022
DEPRECIATION
At 1 April 2021
On disposal
At 31 March 2022
NET BOOK VALUE
AT 31 MARCH 2022
AT 31 MARCH 2021		 IT equipment
£
10,232
(10,232)
-
2,835
(2,835)
-
-
7,397

Access Social Care Annual Report MARCH 2022

THE FINANCIAL REPORT AND LEGAL INFORMATION | PAGE 69

11. INTANGIBLE FIXED ASSETS

COST
At 1 April 2021
Additions in period
At 31 March 2022
AMORTISATION
At 1 April 2021
Charge for the period
At 31 March 2022
NET BOOK VALUE
At 31 March 2022
At 31 March 2021		 ChatBot app
£
143,509
193,072
336,581
-
47,896
47,896
288,685
143,509

Intangible fixed assets relates to the charity's ChatBot app which has now been brought into use, but continues to be developed. The app will be amortised over 4 years as each stage of development is complete.

Access Social Care Annual Report MARCH 2022

THE FINANCIAL REPORT AND LEGAL INFORMATION | PAGE 70

12. DEBTORS

Trade debtors
Prepayments
Accrued income
Other debtors		 2022
£
112,478
6,733
-
-
119,211		 2021
£
93,920
3,195
1,600
13,024
111,739

13. CREDITORS: AMOUNTS DUE WITHIN 1 YEAR

Trade creditors
Accruals
Other taxation and social security
Deferred income (see note 14)		 2022
£
19,166
22,228
47,505
138,760
227,659		 2021
£
9,391
14,881
27,712
118,892
170,876

Access Social Care Annual Report MARCH 2022

THE FINANCIAL REPORT AND LEGAL INFORMATION | PAGE 71

14. DEFERRED INCOME

14.
DEFERRED INCOME
2022
£
At 1 April 2021
118,892
Deferred during the period
138,760
Released during the period
(118,892)
At 31 March 2022
138,760
Deferred income relates to subscription income invoiced in advance.		 2021
£
-
118,892
-
118,892

Access Social Care Annual Report MARCH 2022

THE FINANCIAL REPORT AND LEGAL INFORMATION | PAGE 72

15. ANALYSIS OF NET ASSETS BETWEEN FUNDS

Intangible fxed assets
Current assets
Current liabilities
NET ASSETS AT 31 MARCH 2022
Tangible fxed assets
Intangible fxed assets
Current assets
Current liabilities
NET ASSETS AT 31 MARCH 2021
PRIOR YEAR COMPARATIVE		 Restricted
funds
£
-
391,914
-
391,914
Restricted
funds
£
-
-
282,774
(50,000)
232,774		 Designated
funds
£
-
-
-
-
Designated
funds
£
-
-
24,605
-
24,605		 General
funds
£
288,685
704,848
(227,659)
765,874
General
funds
£
7,397
143,509
351,954
(120,876)
381,984		 Total funds
£
288,685
1,096,762
(227,659)
1,157,788
Total funds
£
7,397
143,509
659,333
(170,876)
639,363

PRIOR YEAR COMPARATIVE

Access Social Care Annual Report MARCH 2022

THE FINANCIAL REPORT AND LEGAL INFORMATION | PAGE 73

16. MOVEMENT OF FUNDS

RESTRICTED FUNDS
Oak Foundation
Hub / Casework
ChatBot
Public Legal Education
TOTAL RESTRICTED FUNDS
UNRESTRICTED FUNDS
Designated funds
General funds
TOTAL UNRESTRICTED FUNDS
TOTAL FUNDS		 At 1 April
2021
£
3,650
54,870
174,254
-
232,774
24,605
381,984
406,589
639,363		 Income
£
844,946
123,334
70,667
17,600
1,056,547
-
623,114
623,114
1,679,661		 Expenditure
£
(574,880)
(72,842)
(69,012)
(17,600)
(734,334)
-
(426,902)
(426,902)
(1,161,236)		 Transfers
between
funds
£
-
(8,090)
(154,983)
-
(163,073)
(24,605)
187,678
163,073
-		 At 31 March
2022
£
273,716
97,272
20,926
-
391,914
-
765,874
765,874
1,157,788

Access Social Care Annual Report MARCH 2022

THE FINANCIAL REPORT AND LEGAL INFORMATION | PAGE 74

PURPOSES OF RESTRICTED FUNDS

-

OAK FOUNDATION

This a core grant which has enabled the set up of Access Social Care. The majority of the grant covers the cost of salaries.

- HUB / CASEWORK

These funds are to set up the place-based hub in Gloucestershire and Croydon, fund community care casework, strategic casework and strategic data work.

-

CHATBOT

These funds are to develop a legal information chatbot, which will be free at the point of use and available on the Access Social Care website.

- PUBLIC LEGAL EDUCATION

PURPOSES OF DESIGNATED FUNDS

Designated funds represented grant income which was internally designated for programme work, mainly on the ChatBot project. This has been fully expended in 2022.

TRANSFERS BETWEEN FUNDS

Transfers between funds relate to restricted capital expenditure for the ChatBot project. The restriction on the funds has been discharged by the purchase of the asset, as the ongoing use of the asset is not restricted.

Access Social Care Annual Report MARCH 2022

THE FINANCIAL REPORT AND LEGAL INFORMATION | PAGE 75

PRIOR YEAR COMPARATIVE

RESTRICTED FUNDS
Oak Foundation
Hub / Casework
ChatBot
TOTAL RESTRICTED FUNDS
UNRESTRICTED FUNDS
Designated funds
General funds
TOTAL UNRESTRICTED FUNDS
TOTAL FUNDS		 At 3
December
2019
£
-
-
-
-
-
-
-
-		 Income
£
718,591
120,749
219,810
1,059,150
35,000
283,154
318,154
1,377,304		 Expenditure
£
(628,212)
(65,879)
(1,276)
(695,367)
(10,395)
(32,179)
(42,574)
(737,941)		 Transfers
between
funds
£
(86,729)
-
(44,280)
(131,009)
-
131,009
131,009
-		 At 31 March
2021
£
3,650
54,870
174,254
232,774
24,605
381,984
406,589
639,363

17. RELATED PARTY TRANSACTIONS

There were no related party transactions during the current or prior year.

Access Social Care Annual Report MARCH 2022

WELCOME | PAGE 76

THANK YOU

A note of thanks to all donors, volunteers and other supporters of ASC. Without you none of our achievements and successes would have been possible. We sincerely hope that you will continue to stand by our side as we continue on our journey, working towards a future where we all get the social care we have a right to.

With best wishes The Access Social Care Team

Access Social Care Annual Report MARCH 2022