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2022-03-31-accounts

Company number 12227571 Registered Charity Number: 1187072

Nugent Care 2019

(Company Limited by Guarantee)

Trustees’ Report and Financial Statements

For The Year Ended 31 March 2022

Nugent Care 2019 CONTENTS

Page
Report of the Trustees 3 to 37
Report of the Independent Auditors 38 to 40
Statement of Financial Activities (Incorporating Income and Expenditure Account) 41
Balance Sheet 42 to 43
Cash Flow Statement 44
Notes to the Financial Statements 45 to 66

Nugent Care 2019 REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2022

The Trustees present their report with the financial statements of the charity for the year ended 31 March 2022. The trustees have adopted the provisions of 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 October 2019).

The accounts are for the charity Nugent Care 2019 and the linked charity Nugent Care. Nugent Care 2019 was incorporated on 25 September 2019 and the charities were linked on 30 June 2020.

The Trustees report incorporates the Directors’ and Strategic report as required by Company Law.

OBJECTIVES AND ACTIVITIES

The objectives of the charity are to provide for the:

The Trustees are satisfied that the objectives of the charity are being met in the range of activities that it undertakes.

The Trustees believe that the charity's well founded reputation for excellence in the services it provides in the North West will enable it to meet any emerging needs in the future in continuing advancement of its objectives.

OBJECTIVES AND ACTIVITIES

Public benefit

We have referred to the guidance contained in the Charity Commission’s general guidance on public benefit when reviewing our aims and objectives and when planning our future activities. In particular, the Trustees consider how planned activities will contribute to the aims and objectives they have set.

Nugent principles

To achieve our mission, all of our current activities and future development plans are based on the following principles:

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Nugent Values

Nugent has a set of agreed values, which is iACCORD:

Staff and Volunteers

The Trustees wish to record their appreciation to all staff and volunteers for their expertise, unstinting efforts and dedication. Through this dedication, Nugent Care is able to reach out and meet the needs of so many people in our community and make a real difference to their lives.

Our staff and volunteers are essential to the work that Nugent does. They dedicate their time, expertise, passion and compassion to the work that we do. In the previous year we furloughed on average over the 3 lockdowns 3% of staff at peak, using the Government’s furloughed job retention scheme ensuring that staff received 80% of their pay. For 2021/22 this was taken down to one individual for April 2021 only.

CHARITY GOVERNANCE CODE ALIGNMENT

The aim of the code is to help charities and their trustees develop high standards of governance. It is not a legal or regulatory requirement; it draws upon but is different to Charity Commission guidance.

The Code sets the principles and recommended practice for good governance, and is deliberately aspirational: some elements of the Code will be a stretch for Nugent to achieve. It is to be used as a tool for continuous improvement towards the highest standards.

The charity was once again reviewed against the code in 2022 and achieved a 94% compliance rating with the code, which is an 11% improvement on the year prior and equates to a 5 star rating within Nugent.

Actions were provided for consideration and these actions will be implemented by the charity over 2022/23.

CEO Remuneration

The CEO reports directly to the Chair of Trustees. The salary of the CEO and of the Executive is determined by the newly confirmed Nomination and Remuneration Committee.

The Nomination and Remuneration Committee, within its Terms of Reference, assist the Board in ensuring that the Board and Executive Leadership Team retain an appropriate structure, size and balance of skills to support the strategic objectives and values of the charity. The Committee determine each executive’s total individual remuneration package and set the targets for performance-related pay (if applicable). The Board references external information to determine executive salaries include the ACEVO Pay and Equalities Survey 2021 and Croner Market Rate reports.

In the event of a vacancy, the Chair and Committee would oversee the arrangements of the appointment of a new CEO.

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STRATEGIC REPORT

ACHIEVEMENTS AND PERFORMANCE

The CEO and the DCEO personally worked on the 2021/22 budget, identified staff efficiencies, streamlined service budgets, reviewed income and increased fees, reviewed disposable assets and put together a growth plan. Through discussions with the Trustees and their support, difficult decisions were made, services were implemented and greater sustainability has been brought to the charity.

Following a history of negative financial outcomes, the result was that Nugent has achieved this year, our most positive financial year in a decade. Future cash flow forecasts, based on the Growth Plan and land sales indicate that the organisation has a strong opportunity to thrive for the benefit of the local community. It will also allow us to further invest in the experience of our staff. Our first commitment was achieved in becoming an employer that pays the Real Living Wage, and that has also signed up to the Dying to Work charter, in partnership with Unison.

We also experienced our first Outstanding (Marydale) rating since 2013. Whilst two of our services had experienced decreases in their regulatory rating during Covid, our internal governance checks indicated that they were both well on their way to previous levels of performance. This resulted in both Clumber Lodge and Nugent House School returning to ratings of ‘Good’ with Ofsted.

Outcomes from the 2021 Growth Plan

  1. Positive cash flow

  2. Reduction in central overheads

  3. The sale of James Nugent Court

  4. The progression of West Lane and Clarence (receipts to be achieved in 2022/23)

  5. The opening of the Willows (separation of Brewery Lane from Clumber)

  6. The re-opening of Marian House (The Willows) and a solid good rating from Ofsted

  7. Successful attainment of a Department of Education Grant for bedrooms 13 and 14 at Marydale

  8. Increased students at Nugent House School

  9. An outstanding rating at Marydale

This was achieved with the backdrop of a worldwide pandemic, recruitment shortages, implications that arose with the legislation for mandatory vaccination, capacity issues, remote working and regulatory challenges.

Our Leaders, Staff and Volunteers have been exemplary and have dedicated themselves to our charity. The Executive committed to the following:-

Reducing central office expenditure (mostly staffing costs and mothballing central office Achieved
pending a sale)
Accepting a reduced price at JNC of £3m and selling Achieved
The already agreed and planned sales of the land at:-
The lower field at Billinge Ongoing
West Lane in Formby Ongoing
Clarence High School in Formby Exchanged
Reviews of all existing budgets with significant savings for 21/22. Achieved
The development of a growth plan within Children’s services to be in line with our strategic Achieved
plan 2020-2025.
The potential refinancing of the CBILS Loan over 6 years Achieved
(Repaid)

The commitments made with respect to the growth plan have been largely achieved with the land sales taking slightly longer than anticipated. West Lane is making great progress and is currently out to community consultation through the home builder who we are selling the land to.

Real Living Wage Employer achieved

Nugent has fulfilled its pledge, by agreeing in March to the 2022/23 budgets, to become an employer that pays, as a minimum, beyond the Living Wage. This fulfils the Trustees long standing wish to help alleviate child poverty and provide recognition of the important work that our staff provide. This came into effect on April 1[st] 2022.

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ACHIEVEMENTS AND PERFORMANCE - CONTINUED

Charitable activities

Nugent describes its charitable activities under four main families. These are School, Homes, Community and Family.

School

Homes

Adults

Children

Community

Family

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ACHIEVEMENTS AND PERFORMANCE - CONTINUED

Developments in Services

Community Sponsorship Scheme

Nugent continues the lead sponsor community sponsors under the Home Office community sponsorship scheme. Community Sponsorship is a way to welcome and resettle refugees, putting local communities at the heart of a family’s journey to a new life in the UK. The community assumes responsibility for a refugee family, from first arrival through to settled independence as part of their local community. This year we have supported a young family who were displaced and previously living in Egypt in recent years to a new home in Wavertree. The children have started school and are enjoying their new life and home in Merseyside.

We have established an excellent relationship with Liverpool Muslim Outreach Society whose volunteers have been the main source of support for the family.

Open Children’s Homes

Nugent provides open children’s homes, regulated by Ofsted. This year we changed the name of Marion House to The Meadows and separated the home known as Brewery Lane from our home known as Clumber, to become its own registered home. This home is known as The Willows.

Under an Ofsted scheme where one Registered Manager can be responsible for two homes and up to six children, we have enabled one Registered Manager over the Meadows and the Willows.

The Meadows and The Willows achieved good ratings in all areas during their last inspections (The Willows first Ofsted Inspection being in May 2022). The Leadership team continue to adapt and grow strong with shared vision and values for both our beneficiaries but to make the services become an employment of choice.

The vision is very much into phase 2 at The Meadows, looking at the model of care and looking at culture as a fundamental aspect to enable the plan to be put into practice and to think about developing a hybrid framework of communication with our regulators which underpins aspects of the Social Care Review (published in May 2022) - this will come with challenges, when dealing with complex trauma in residential children’s homes - to do this we will work in collaboration with Marydale Lodge and Nugent House School.

The Homes continue to provide safety and continuity of care for our beneficiaries, who are thriving everyday despite the daily and personal barriers that sadly a lot of our beneficiaries can face, this is through the dedication and commitment that the staff team offer to our young people.

Marydale Lodge

Marydale Lodge achieved an OUTSTANDING Ofsted rating this year in September 2021 and sustained this rating at a second inspection in January 2022.

Marydale Lodge is a Secure Children’s Home; that provides trauma informed care for 11-18 year old young people. It currently has the capacity to support 12 young people, and is the only home of the thirteen national provisions that is a charitable organisation and not local authority operated. The home offers onsite education and hosts a collocated full health provision.

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ACHIEVEMENTS AND PERFORMANCE - CONTINUED

Marydale is part of the national Secure Accommodation Network; an umbrella organisation made up of the nationwide Secure Childrens Homes. Marydale has, in the last 18 months has become part of sub committees leading the development of the secure estate , working with partners in DfE and OFSTED and national leading experts in ensuring that the welfare provision is responding to the increase of complexities in children and that has a dynamic responsive fit for purpose provision to ensure that the country’s most vulnerable children have improved outcomes.

Marydale is leading and creating an evidence base for implementing psychologically informed models of care that ensure resilient workforces, who are able to deliver targeted and evidenced based interventions. This piece of work will culminate in the creation of a best practice trauma informed model that leads the way for the country.

Marydale has been the subject in the last 13 months of three DfE case studies that have highlighted its exceptional and outstanding approach in meeting complex and traumatised children’s needs creating sustainable outcomes. These case studies are based around innovative practice, exemplary multi-disciplinary approached to risk and the creation of complex metalizing and psychologically informed systems.

Marydale has successfully secure Department for Education funding to continue to update some of the building areas, and progress our feasibility of a new build secure children’s home.

Marydale hosted a visit from Minister Will Quince and Josh MacAlister (author of the Social Care Review, June 2022) as testament to their forefront position in the secure children’s home estate.

Nugent House School

Following the emphasis in the previous year on academic programmes, this year, the emphasis was much more on the social, emotional and behavioural aspects of the school. There were two key threads to this: first, the decision was made to engage in a project with a Canadian company, called Captains and Poets, to add a strong focus on EDI and self-regulation as part of the PSHE programme. The Captains and Poets programme has added a clear steer and direction to the Social and Emotional side of the school’s curriculum and further development of this is planned for the following year.

The second thread has been a complete overhaul of the approach to behaviour on site. As an SEMH school, the students can become dysregulated very quickly, and staff work tirelessly to support them while they re-regulate. However, coming out of the pandemic, there was a clear need to refresh the whole school approach and a shift to a more ‘positive’, restorative model is being introduced. This is a long-term project, with further, deeper developments planned for following years, but in the first year of change, there has been a marked reduction in the number of significant incidents recorded, which is a good sign.

Pupil numbers have also started to pick up through the year, with a 30% increase in accepted referrals over the academic period.

Finally, the application to include a small residential element to the school is still ongoing. The submission has been accepted by the DfE and conversations have been had with Ofsted for their statutory material change visit. This is now set for August 2022. The budget has been adapted and monitored through this period to mitigate risk, and once approval is granted, the future budgetary position will become much more positive.

Clumber Lodge

Clumber Lodge, a children’s home experienced regulatory challenges and staffing issues throughout Covid. Originally this home looked after 15 children, and with approval from Ofsted, the home will now look after up to 6 children. The home and the staff within the home, worked diligently to ensure their home and their practice improved and that children had a positive experience. The home was rated ‘Good’ by Ofsted in June 2022.

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ACHIEVEMENTS AND PERFORMANCE - CONTINUED

New Services Development

Service Closures 1

Epson Street Community Centre, originally an asset transfer, was returned to Liverpool City Council in August 2021.

Other Developments

Culture of Excellence Framework (Governance, Risk, Assurance, and Improvement)

The Culture of Excellence Framework has now been embedded into all aspects of Nugent operations, providing visibility of service performance and emerging risks. The standalone Culture of Excellence document has now been merged within the Governance, Risk, Assurance, and Improvement Policy and Procedures, and within the Executive Policy.

This year has seen the first year of Governance led audits being conducted, providing an independent view of service performance and compliance with relevant regulatory requirements. The last 12 months have enabled Nugent to identify services at risk and seek to resolve poor performance through structured support, where necessary.

The year has also allowed the Governance Team to better understand what works within the Nugent environment and how to work in more efficient and effective ways to maximise exposure to the services, whilst maintaining internal processes. This learning and experience has been key in developing the model deployed for year 2 and the creation of a suite of Health Check audits and Emerging Risks scale.

Audit Schedule

The Audit Schedule for 2021, running from March to December, set out a range of audits to be conducted by the Governance Team. This included:

A period of review, taking into account the growth of the Governance department, particularly in relation to increased support offered to services and the embedding of the daily Event Reporting System reviews, was conducted in Q1 of 2022. The vision and purpose of this was to learn from the lessons gleaned from the first Audit Schedule and, implement a revised schedule that permits appropriate monitoring of services whilst maintaining the additional workload acquired throughout 2021, as well as enabling greater flexibility in its application.

Evolution of the Governance Framework

Aside from delivering the Audit Schedule, the Governance Team have evolved and implemented the following:

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ACHIEVEMENTS AND PERFORMANCE - CONTINUED

The Governance Team have now fully embedded daily reviews of ERS entries. Each review assesses the requirement to report to appropriate regulator, local authority, or Health and Safety Executive, as well as ensure that a full picture of each event is recorded. This full picture enables Nugent to better respond when needing to refer back to historical events, allowing Nugent to be better protected. Where shortfalls are identified, additional information is requested and recorded, and notifications made.

On the Horizon

The Governance Team continues to progress and develop methods of improving transparency across Nugent, enabling Trustees, CEO, and ELT, to be better informed of the way services are operating. Planned developments include:

Equal Opportunities

In March 2022, Nugent Trustees have approved their first ever Equalities, Diversity and Inclusion Strategy. This initiative was passionately championed by Nugent’s Chief Executive Officer and Nugent’s Head of People.

Nugent has an Equalities policy and is compliant with the Equalities Act.

The charity’s systems are effective and rigorous in their compliance with statutory requirements and clearly defined procedures are in place to ensure fair and equitable consideration in the selection process for all applicants. All suitable applicants will receive consideration for employment without regard to their religion (or none), ethnicity, culture, gender identity, sexual orientation, and physical and mental health. Nugent is also committed to compliance with all fair employment practices.

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ACHIEVEMENTS AND PERFORMANCE - CONTINUED

The charity has a positive approach to the employment of disabled persons. It ensures that all people with disabilities have proper access to their right to Equal Opportunities, both to enter employment with the Charity and also to progress their career and achieve their individual potential. We welcome applications for employment from all prospective employees regardless of disabilities. We are a Disability Confident Employer.

Equality Diversity and Inclusion

Since August 2020, work has been ongoing to focus on how we can promote equality, diversity, and inclusion (EDI) and embed this at the heart of our work.

It is a credit to our Chief Executive Officer (CEO) that we have made such great strides in our journey to be culturally competent. The journey started following the death of George Floyd in the United States, where the issue of systemic racism and anti-racism work was highlighted. Nugent took the time to reflect on those issues and an anti-racism statement was issued from our CEO and supported by the Trustees. Following months of learning and reflection, Nugent also published an inclusivity statement and an anti-racism pledge in August 2020. In 2020/21 was a year that Nugent committed to increasing our commitment to Equalities, Diversity and Inclusion across the charity.

The journey has required promotion of the positive progress and wellbeing that is central to the EDI role. The people we care for, protect, educate and inspire come from all walks of life and so do we. We work with and care for people from a wide variety of backgrounds, not just because it’s the right thing to do, but because it makes our charity stronger.

We value diversity in peoples, cultures, experiences, ideas, and aspirations. By recognising the benefits that different perspectives bring, we nurture personal ambition, encourage kindness and understanding, excellence and champion cultural competency across the charity.

The initial work focussed on how we can support the vital anti-racism work in opposing racism and promoting inclusion. This led to the creation of the BAME staff forum, renamed as the Racial Inclusion Staff Engagement (RISE) Forum. The work supported us to focus on how we can develop and grow in our journey to understand inequalities and work to become culturally competent in our journey to support liberation.

This journey lead to creation of the EDI assembly and staff forum groups creating a framework and clear focus.

Framework and EDI Assembly

The creation of the EDI Assembly and agreed terms of reference provided a formalised structure for ensuring the journey and work was embedded within our Board Assurance framework noted under the Trustee SubCommittees section below.

The staff forums structure that currently sits beneath the EDI Assembly is below.

----- Start of picture text -----
EDI
Assembly
WIN LGBTQIA+ Multi Faith Ability
RISE Forum
Forum Forum Forum Forum
----- End of picture text -----

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ACHIEVEMENTS AND PERFORMANCE - CONTINUED

Progress update

Nugent’s first EDI Assembly meeting took place on 18[th] January 2021; this was Martin Luther King Day. To date we have had seven EDI Assembly meetings.

A range of areas have supported the development of our journey and are highlighted below:-

EDI Strategic Framework

In November 2021, we launched consultation on the draft EDI Strategic Framework.

The draft strategic framework has been refreshed to incorporate the feedback received and an action plan has been produced for the organisation to focus on to continue in our journey.

EDI is at the heart of everything we do.

Creation of our Strategic Framework and action plan are a significant start in our EDI work, but there is still a long road ahead of us.

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ACHIEVEMENTS AND PERFORMANCE - CONTINUED

SECTION 172 STATEMENT

The trustees have a duty to promote the success of the charity and in doing so are requested by section 172(i) of the companies act 2006 to have regard to;

Our vision for the organisation continues the spirit of our purpose which is to continue to provide and develop the kind and essential work of Father Nugent. Nugent developed its current, ‘Being Outstanding Strategy’ with its mission to continue the kind work started by Father Nugent that is to ‘care for, educate, protect and inspire those in need’.

Our vision is to be a totally dignified and outstanding organisation

The vision of our ‘outstanding’ attainment has been developed to fit our purpose into the context of a sector that is rigorously regulated by regulators such as the Care Quality Commission (CQC), Ofsted, Local Authorities, the Charity Commission and other quality mark organisations. Further, the vision takes into account our attainment of our own chosen quality markers through our Governance Framework: A Culture of Excellence.

With regards to the ‘dignified’ element of the vision, this relates back to a value check against our faith-based origins within the Catholic Social Teachings including:

and long-standing and respected values within our charity.

Therefore, our vision acknowledges the standards of a holistic environment which includes service users, stakeholders (including staff), regulators and a strong value base. We are making sure that we are making significant changes to the way we provide and govern our services. We will make sure that, above all, the dignity of the people we serve is paramount.

Our Mission

To care for, educate, protect and inspire those in need.

We have five strategic themes that we will work to ensure that we are directed towards our mission. These are

  1. Health and Well being

  2. Independence and Resilience

  3. Shaping Futures

  4. Collaboration

  5. Financial Sustainability

Themes 1 and 2 are focussed on developing our services for the people we serve. Theme 3 is about our internal process and the governance of this work, collaboration is an externally facing theme guiding our work about how we interact and support the wider health and social care economy. In addition, the fifth theme is about ensuring that we are providing robust financial stewardship of charitable funds.

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Structure

Nugent is a registered charity and a company limited by guarantee and is governed by its Articles and Trust Deed. The Charity has two subsidiaries, Nugent Community Interest Company and Nugent Academy Trust. Both are currently dormant.

Trustees

From April 1st 2020, Nugent Care, the charity (working under the branded name of ‘Nugent’) are governed by Nugent Care 2019 Ltd.

The role of Trustee is to ensure Nugent, as a major employer and provider of services to people in need, operates effectively within an ever-changing environment thus ensuring maximum service delivery to all service users. To also provide strategic guidance and direction to Nugent in line with Nugent Care’s Charitable Trust Deed and Nugent Care 2019 Memorandum and Articles of Association and the Principles which underpin Nugent’s work. The responsibilities of a Trustee are clearly laid out in Charity Commission guidance and other literature.

Nugent’s Board of Trustees consists of 11 Trustees who meet at least 4 times per year to review strategy, business plans and finance and operations. Trustees also meet for one whole day once per year to look at the future direction of Nugent.

Trustees are appointed for three-year terms that are renewable for up to 9 years with the exception of the Archbishop appointed Trustee who would remain in role for as long as they, or the Archbishop chooses. The Nomination and Remuneration Committee oversees appointments to the board.

Trustees are recruited through recruitment campaigns and personal recommendations. All successful candidates are selected through a safer recruitment process involving the Nominations and Remuneration Committee and the Chair of Trustees.

Any person that is offered a role as a Trustee, (or Chief Executive or Director), will be required to submit an automatic disqualification declaration as part of the pre-employment checks.

All new Trustees take part in an induction programme, led by the Chief Executive with support from the People team, to ensure that they fully understand their roles and responsibilities and Nugent’s values, mission and activity.

The Board is dedicated to achieving high levels of governance and has in recent years invested in the development of a governance framework. The Board, audited itself against the Charity Governance Code framework (December 2020 and 2022) and had a high compliance level (83% and 94%).

Trustee Sub Committees

As a result of the audit, three new committees were created for 2021/22 financial year, these being

  1. Finance and Investment Committee (replacing Trustee Finance Meeting)

  2. Nominations and Remuneration Committee

  3. Audit and Risk Committee

These committees have continued to meet and refine their activity across 2021/22. Each committee chair provides and update to the main Board at the regularly scheduled Trustee Meeting.

A Board Assurance Framework was updated to include these Committees. In 2022/23 the Local Advisory Board (LAB) to Nugent House School was added to the Board Assurance Framework, reporting directly into Trustees. The Vice Chair of Nugent Trustees has been appointed as Chair of the LAB.

Each Committee has an agreed Terms of Reference.

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Related Parties and relationships with other organisations

Nugent chooses to align itself with the Archdiocese of Liverpool.

Executive Leadership Team

In every day practice the Trustees delegate the day-to-day operations of the charity to the Chief Executive and the Executive Leadership Team ensure that systems are in place to adequately safeguard against mismanagement, misdirection or mistake. The ELT comprises the Chief Executive and three other members with clear lines of responsibility for specific areas of the organisation.

The Trustees have worked with the Executive Leadership Team to develop our long-term strategy for the charity. Responsibility for implementation of the plans is delegated to the ELT through agreed one-year business plans.

Remuneration Policy for Executive Leadership

The remuneration of members of the Executive Leadership team is determined by the Nominations and Remuneration Committee and in line with our Executive Remuneration Policy (also published on our website). The committee takes into consideration;

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Sharing Information with Employees

Communication is key across the organisation and we endeavour to ensure that information is communicated clearly and regularly.

Commitments

Nugent promotes our organisation from a values based standpoint. We have a set of values that our decisions are made against. We also have a set of principles that we work with that set out how we operate. Our first decision is about whether a decision ultimately benefits the people we serve, our beneficiaries and secondly is it financially sustainable in that we achieve full cost recovery and that we are able to pay a real living wage.

We have signed up to several frameworks within the Liverpool City Region to publically declare our alignment with certain initiatives.

Collaboration

Memberships

Nugent is a member of;

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Has signed up to:

Registered with:

We are unionised with a recognition agreement with Unison and an MOU with Teaching Unions.

We achieved our commitment to being an entirely Living Wage Employer in April 2022.

We are a Disability Confident Employer.

Environment

Streamlined Energy and Carbon Reporting

Due to the creation of Nugent Care 2019 Ltd, Nugent is now mandated to disclose our UK energy use and associated greenhouse gas (GHG) emissions. As a minimum Nugent is required to report those GHG emissions, and as a minimum are required to report natural gas, electricity and transport fuel as well as an intensity ratio under the Streamlined Energy and Carbon reporting (SECR) regulations.

Scope of Report

The scope covered under this report includes;

  1. The energy use of our homes, school and offices

  2. Transport – private and volunteer mileage

Quantification and reporting methodology

Nugent works with Utility Aid to monitor and report on our energy usage.

Energy efficiency actions and targets

Nugent Care is a UK registered charity and is the social welfare arm of the Catholic Archdiocese of Liverpool who offer a diverse range of support to adults and children in Merseyside through schools, care homes, community and social work services and social enterprise. As an independent charity, Nugent with no other associated entities is therefore the highest UK parent entity. Nugent qualifies for Phase 2 of ESOS based on the number of employees (approx. 650 staff). The chosen route to compliance was through energy audits (100% coverage).

Summary

We are in the process of reviewing our sustainability and energy consumption. Working alongside our utilities management contractors for the purpose of analysing consumption and decreasing cost and maximising are own efficiency and ways of delivering a more sustainable environment for the workplace.

Energy

We are currently looking at proposals and options for recommendations for improving our mechanical and electrical plant life, reviewing alternative BMS systems, lighting options and reviewing our solar panel efficiency across the estate this also comes with the possibility of Grant funding in conjunction with our are principal contractor.

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The following figures below have been accumulated with the collaboration of Utility Aid/ HR and the Finance Department.

The electricity and gas consumption is based on estimates accumulated by utility aid and advised us to increase by 5% which have already been added to the figures below which show the total figures including the 5% to give us a more accurate estimate of consumption.

----- Start of picture text -----
Element 2020-21 (tC02e)
Gas Consumption – at a premises where Nugent 693.5 tonne EST + 5%
holds control over metering and invoicing
(Sco
Owned Transport – for vehicles rented/leased by 208,060 CO2 emissions
Nugent for work purposes
UK Electricity – At premises where Nugent holds
control over metering and invoicing
Total(tC02e) 287.58 tonne
Transmission and Distribution of UK Electricity –
at premises where Nugent hols control over metering 1,74,775 kWh
and invoicing
Business Travel (land) - Private staff and volunteer 47,239.31 Miles for 2020/21
mileage
Total Emissions (tC02e) 2.439 tonne per person
Intensity metric tonnes of CO2e per full time
employee
----- End of picture text -----

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FINANCIAL REVIEW

Investment Policy and objectives

The Trust Deed gives the Trustees unrestricted powers to determine investment policy.

The Trustees appoint investment managers and have agreed arrangements for reviewing and assessing their performance and portfolio selection. All investment decisions are delegated to the appointed investment managers but must comply with Nugent Care’s ethical considerations. Nugent Care’s ethical investment policy states that no investments are knowingly to be made in any company which generates more than 10% of turnover from military activity or 10% from the production or distribution of pornography and/or adult entertainment or more than 10% from the production of anything which threatens the sanctity of life.

The investment objective of the Trustees is to limit the risks to which the charity is exposed through its stockholdings, whilst maintaining the portfolio’s capital valuation in real terms, and to provide an income stream to support charitable objectives. The instructions to the investment managers reflect this objective.

The listed investment portfolio increased in value by £340k, to £5,394k (2021: £5,054k). The portfolio produced an income stream of £130k to support our charitable activities.

The fair value of investment property at the year-end amounted to £143,000 (2021: £143,000) and relates to a legacy property with a value based on an informal valuation following a review of similar properties.

Reserves policy

Nugent Care is a charitable trust with activities dependent on donations, legacies and other charitable gifts. It also functions as a service provider, managing fees and grants from statutory bodies for specific activities, projects and services.

Reserves are held to enable Nugent Care to meet its legal and moral commitments to the people it serves and its obligations as a good employer. The specific purposes of the reserves held are to enable the Trustees to:

The Trustees consider and review the appropriate requirements for free reserves (being those unrestricted funds not expended on fixed assets, designated for specific purposes or otherwise committed).

After deducting designated funds, uncommitted reserves freely available for current activities were at c£5m . The reserves policy for the Charity is to hold reserves in the region of 6-8 months (£9-£12m) of operating costs. Given that the annual operating cost budget for the Charity is £17.5m the current level of reserves is c3-4 months of operating costs which is below the reserves policy. Therefore the Trustees acknowledge that the charity is not operating within its reserves policy.

The Trustees have considered the Charity’s financial performance for the year by moving to a near break-even position, (especially in the backdrop of the Covid pandemic) and the imminent impact of some of the growth plan initiatives. Conversely, Trustees are aware of the risks to that position, (the most pertinent of which are risk of non-compliance with regulatory requirements and the risk of inflation), through the downside scenario planning and cash flows. Trustees recognise that the mitigations required to meet the reserves policy in the future will be potential increases to surpluses and, if required, the sale of assets and investments. It also recognises that asset sales may exceed current asset values.

Therefore Trustees have considered the reserves policy and still consider it to be appropriate - they have assessed the above risks and are satisfied that, given also that the charity's operations are substantially funded from statutory sources, there is sufficient access to mitigation to meet its obligations if required.

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FINANCIAL REVIEW - CONTINUED

Income

Total incoming resources for the year decreased from £17,425k to £15,650k.

Our Special Independent School generated slightly less income than the previous year at £2,437k (2021: £2,549k). Income from Residential Homes and Individualised Day Services decreased year on year to £11,703k, (2021: £13,695k) following the closure of James Nugent Court (JNC)

The income from donations decreased from £171k in 2021 to £86k in 2022. Legacies increased from £1k 2021 to £415k in 2022 which was an amazing result.

Expenditure

Total resources expended during the year reduced from £19,511k to £15,685k. There was decrease in expenditure of £363k on the Special Independent School. Expenditure on Residential Homes and Individual Day Services reduced by £3,332k again following the closure of JNC. Expenditure on Children’s, Adults and Community Services increased by £129k.

Surplus/Deficit

The Statement of Financial Activities shows Net Gain on total funds of £304k after taking into account gains on investments of £339k. This is compared to Net Expenditure of £2,018k in 2020/21. This is due to the dedication and hard work of all staff following the budgeting review for the year.

Nugent Care’s Strategic Plan is ambitious and rigorous in order to turn around the financial performance of the charity. Nugent Care continues to operate within a difficult environment as a result of the financial constraints placed on Local Authorities with regard to the funding of adults' and children’s homes.

The Trustees regularly review operations to ensure that there is no jeopardy to the charity's objectives and that the level of approved deficit funding of some services provided is consistent with the longer term objective stated in the reserves policy.

Significant Events

Existing Services – Major Capital Works

Operational overview

The Assets and Facilities (A&F) department has had a fantastic start to the New Year, building on the back of the very successful challenging and demanding last year.

We are taking this opportunity to review all contractual agreements service level agreements with all our contractors and suppliers, which have given us a more robust and streamlined service providers which in turn has been cost-effective for the business by adding value to our contractor and supplier list.

This has also been able to assist us to deliver a more robust in house service, benefiting all departments throughout the estates having a more programmable proactive maintenance regime and forecasting projects with our principal contractors, within the realistic budgetary requirements that we have implemented and our collaboration with the extended service providers and support and encouragement from the Senior leadership team, this has helped in the motivation of the department to achieve best practise practical visionary and a common goal, I have listed below a percentage and brief overview of some of the projects and refurbishments to the facilities within the last few months.

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Asset Management

Development

Within the past 12 months, we have implemented some minor refurbishments along with project work and Capex expenditure.

Grant Work

IPAF licences for P & D and Joiner – MEWP – Gives us the availability to work from at height.

Fire Door Inspector course completed by Joiner.

Fleet

Ongoing projects

Two Houses at Hope Lane (to be known as The Orchards)

We are currently in the process of bringing these homes back online reviewing all PPM schedules and instructed all contractors so the services can be utilised within the next few weeks as well as minor refurbishment and decoration. These will be re-purposed as homes for Supportive Living.

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PPM works

PPM works or ongoing throughout the estate. We have completed a full water risk assessment throughout the estate and also implemented workplace risk assessments as well as all usual PPM scheduling. In addition, we have increased the electrical testing certification and recommendations due to corvid restrictions we endeavour to achieve 100% electrical compliance at central office and Marydale St Catherine's. And a review is currently underway for most services as well as all building regulations and fire regulations including compliance work.

Projects completed

Minor refurbishment works Willows, Brewery Lane refurbishment of kitchen area decoration and compliance to improve the facilities and services.

Recruitment

We have two new starters to the A&F department one mobile maintenance officer. And also one new property services assistant. We have also assisted the service departments with support for recruiting static maintenance offices, which has helped the services deliver and more robust maintenance regime.

Environmental and Energy

Nugent has partnered with BiU Limited.

We are in the process of reviewing our sustainability and energy consumption. Working alongside our utilities management contractors for the purpose of analysing consumption and decreasing cost and maximising are own efficiency and ways of delivering a more sustainable environment for the workplace.

Energy

We are currently looking at proposals and options for recommendations for improving or mechanical and electrical plant life. reviewing alternative BMS systems, lighting options and reviewing our solar panel efficiency across the estate this also comes with the possibility of grant funding in conjunction with our are principal contractor.

Training and Development

The A&F department are constantly reviewing, and upscaling are departmental skillsets, outsource training has been sourced to improve our individual delivery of in-house services saving on contractual expenditure.

Future developments

We are in conjunction and working alongside Nugent House School education department looking at opportunities for development of our young people with implementing work placements opportunities within are department and reviewing a more robust apprenticeship program.

Land Disposals

The land West Lane Formby (east side)

The sale of land has been agreed and is progressing in 2022/23.

Ravenmeols Lane, Formby

Sale was completed in February 2022.

Lower field Billinge, adjacent to Nugent House School

The site has received a number of offers which are currently being considered following the marketing of the site.

The land at Clarence High School, West Lane, Formby

The sale of land has been agreed and is progressing in 2022/23. The sports field at the back of the school will be retained with a Community Sports Centre for use by the local community.

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FINANCIAL REVIEW - CONTINUED

Fundraising Governance

The Fundraising department is an integral part of Nugent to ensure we continue raising vital funds to care, educate, protect and inspire those in need. We continue to raise our profile and build partnerships to ensure we secure valuable income whilst ensuring our beneficiaries, such as young people, feel empowered to reach their full potential.

Fundraising plays a fundamental role in the development of services across the organisation by raising funds for a variety of projects, which make a huge impact on those we support. We work closely with our range of services; homes, communities, education and families to address areas of development and initiate creative ideas. We raise funds to continue operating our services, whilst also assessing where the need is greatest. We also often tie different events to specific projects, which helps strengthen donor relationships.

We have built strong relationships with partners from various industries which contribute to achieving our growth plans and our journey to outstanding. Our partners are a key asset to every service and help far beyond income, whether it be work experience, mentoring or helping us grow our network. All of our relationships are account managed effectively through cultivation and stewardship plans.

Nugent remains a member of the Fundraising Regulator, which holds the Code of Fundraising Practice for the UK. Additionally, our processes have vastly improved since the implementation of the CRM system which enables us to track and report on donors’ gifts, communications and relationships. Working effectively with our Finance department ensures we are transparent and compliant in all processes. Over the last year, we have limited our donation platforms to reduce transactional costs and ensure all donations are centralised.

We have various income streams including monetary donations, grants, legacy, partnerships and charitable trusts; all of which help us to fund services which may not receive local authority funding, whilst developing current services to improve facilities and beneficiary experiences.

Since the lockdown ended, the Fundraising team have organised and delivered various successful events which has been reflected across income whilst raising awareness of Nugent. This includes events such as Phil Thompson Golf Classic, Sleep out with Nugent, Nugent Now development group, iACCORD Awards, Good Shepherd Mass and Light up a life.

All Fundraising staff are encouraged to actively visit our wider services to develop their business acumen which prompt creative ideas and initiate new projects. Staff are able to shadow management and attend networking events to help build their network and engage with other businesses and charities. Staff are kept up to date with various trends and updates through active memberships with chambers, IoF and various subscriptions. We will continue to develop our current team through effective training and development, which will result in increased productivity and growth.

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FUTURE PLANS

Following the Trustees agreement in principle to the future direction of the charity a new Strategic Plan entitled 'Being Outstanding', was developed. This was updated in March 2021 to include 5[th] theme, “Financial Sustainability”.

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Priorities and direction

Therapeutic Connection

In 2022/23 Nugent is developing its Model of Care which will be in alignment with Nugent’s Safeguarding Strategy. Where we want to be:

  1. We want to be a leading provider for high quality, evidence based therapeutic care and education, where children and young people are at the very centre of their assessment, care planning, risk management, achievements and outcomes.

  2. We want to offer a holistic therapeutic environment where children and young people feel 'contained', are able to develop secure attachment behaviours, feel safe, feel empowered to communicate and participate.

  3. Our therapeutic model and interventions will be evidence based and compliant with current best practice guidance.

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Plans

The Trustees have agreed a Growth Plan for the charity, which include;

2022/2023 Business Plan (EBIP)

----- Start of picture text -----
Strategic Theme Objective
1. Financial Sustainability  To ensure that income in budgets is realised and
 Expenditure does not go beyond what is budgeted
for
2. Financial Sustainability  Growth Targets are met to ensure sustainable
income
3. Collaboration  Nugent engages with relevant strategic and
operational partners
4. Collaboration  To maintain or exceed good in all regulator rated
services
 To ensure non regulated services achieve at least
3 star rating
5. Shaping Futures  To build, maintain, engage an effective Executive
Leadership Team
6. Health and Well-being  Beneficiary Experience
 Safeguarding Strategy
7. Strength and Resilience  Model of Care
8. Shaping Futures  Best Employer
 ESG
9. Financial Sustainability  Efficient and Effective financial systems
10. Financial Sustainability  Commercial and Charitable Model
----- End of picture text -----

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Nugent aims to continue to serve the needs of its community through the provision and adaptation of existing services and the development of new services. Nugent will continue to respond to relevant tender opportunities that fit with its mission and strategic plan, but also look for other development opportunities. We will ambitiously search out and enter into tender processes for block contracts with a view to increase our turnover and, ability to help more people. To focus on block contracts with regard to substance misuse, mental health and offending.

The Trustees acknowledge that in relation to existing services difficult decisions may have to be made in relation to services that cannot attract sufficient income to be economically viable.

New services will be fully self-funded through a variety of income streams such as grants, fees and tender bids, but there will be flexibility to develop some innovative services that are not initially fully self-funded. In making applications for new services, the service will be assessed for its adherence to Nugent’s philosophies, strategic direction and objectives.

STRUCTURE, GOVERNANCE AND MANAGEMENT

Organisational structure

Nugent Care 2019 is the Sole Corporate Trustee of Nugent Care. The names of the Nugent Care 2019 Trustees are shown on page 31.

The Archbishop of Liverpool is the 'President’ of the charity. The Archbishop of Liverpool, in accordance with the powers vested in him by the Trust Deed, appoints one Nominee to the Trustees. Further Trustees are appointed by a resolution of the Trustees in accordance with the powers vested in them by the Trust Deed and Memorandum of Articles of Association of Nugent Care 2019.

Trustees are recruited via an Equal Opportunities recruitment process to ensure a balance of skills and experience to oversee strategic and operational objectives. All new Trustees undergo an induction process, and on-going training and yearly appraisal is conducted.

Related parties

Nugent Care is associated with the Roman Catholic Archdiocese of Liverpool and the incumbent Archbishop is the President of Nugent. This link is a contributing influence on the ethos, culture and objectives of the charity.

Nugent Social Enterprises CIC (NSE) was formed by Nugent. The company is a community interest company and as such is a separate entity from Nugent, but its activities are controlled by the NSE Board of Directors. The activities of NSE are not considered material to show a true and fair view and have not been consolidated into these accounts.

NSE was incorporated on 23 December 2013 and began trading in May 2014. The community interest company is currently dormant .

Nugent Multi Academy Trust (operating as Nugent Academy Trust) was incorporated on 26 September 2019. The company is an academy trust and as such is a separate legal entity from Nugent Care. However, the Corporate Trustee Nugent Care 2019, Normandie Wragg, Nugent Care CEO and Alan Dean, current Trustee and Director of Nugent Care 2019 are the members of the Academy Trust and are registered as persons with significant control over the entity at Companies House.

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STRUCTURE, GOVERNANCE AND MANAGEMENT – CONTINUED

Risk management

The Trustees examine and review the significant strategic, financial and operational risks that the charity faces. They have established systems and structures for ongoing identification and monitoring of risks, including an Audit and Risk Committee within a Board Assurance Framework and receive regular written reports relating to the operations and finances of the charity in all relevant respects.

The Trustees have regard to the recommendations contained in ‘Guidance on Risk Management, Internal Control and Related Financial 'and Business Reporting’ issued by the Financial Reporting Council in pursuit of sound Corporate Governance. The Trustees are satisfied that all reasonable steps are being taken to manage all identified risks.

Nugent, as a charity, is consistently reviewing its key risks. As a result of the Covid 19 world-wide pandemic, further risks have emerged.

  1. Strategy

  2. Operations

  3. Income and Sustainability

  4. Governance and Compliance

  5. Technology

----- Start of picture text -----
Key Risks
1. Strategic  People, Leadership and Culture: Weaknesses, failure or lack of
accountability of leadership, inability to develop and retain talent
effectively and an organisational culture that is not an enabler in the
pursuit of a charity’s strategic objectives.
 Business Continuity: The occurrence of incidents (including
Covid 19) that limit an organisation’s ability to operate as it normally
would in business as usual situations.
 Reputation: A range of occurrences including current and non-
recent incidents, events and outcomes that may consequently
damage our reputation.
2. Operational  Staffing: Insufficient numbers of qualified or experienced staff to
ensure safe staffing levels to protect beneficiaries and enable
income.
 Safeguarding: Failure to safeguard a charity’s beneficiaries or
associated vulnerable persons, including children, from abuse and
maltreatment.
 Regulatory: The charity fails to comply with or is unable to meet
applicable regulatory requirements, leading to reputational damage
and financial penalties.
3. Income and  Insufficient income and reserves for the charity sector to
Sustainability achieve its strategic objectives and maintain its operations.
----- End of picture text -----

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4. Governance and
Compliance		 Data Protection and GDPR: An event or incident such as an
external data breach or inadvertent internal error resulting in the
accidental or unlawful destruction, loss, alteration, unauthorised
disclosure of or access to personal data.
Governance:The charity does not achieve its strategic, charitable,
regulatory and ethical objectives due to inadequate governance at
the board and senior management or operational levels.
5. Technology Organisational Change and Digital Transformation: The failure
to execute organisational change and transformation programmes
effectively and to achieve the intended benefits of these, resulting
primarily in inefficient use of the charity’s resources.
Cyber Security:Cyber incidents (typically unauthorised or
inappropriate access to an organisation’s network) executed by
external or internal parties that negatively impact the confidentiality,
integrity and availability of a charity’s information systems and data.

REFERENCE AND ADMINISTRATIVE DETAILS

Governing document

Nugent Care (also known as Nugent) is a registered, unincorporated charity founded in 1881 and constituted under an original Trust Deed dated 1889 and revised in May 1906, April 1924, September 1976, March 2002, December 2005 and June 2015. The 2005 Trust Deed incorporated the appropriate amendments to enable the charity to change its name to 'Nugent Care' from 'The Nugent Care Society'.

Corporate Trustee : Nugent Care 2019 Ltd (Company No: 12227571), Registered Charity 1187072 and Nugent Care Registered Charity: 1187072-1

Changes to Trustee Structure 2020/21

In February of 2019, at a Trustee away day, the Trustees reviewed the structure and governance of the Governing Body and Trustee board. With solicitor advice, they agreed, following that day to move to a scheme and structure that would offer increased protection to individual Trustees whilst limiting the impact on the charity. Activity to fulfil this objective was undertaken throughout 2019/20 financial year.

The Scheme was made by the Charity Commission on 27 March 2020 taking effect on 1 April 2020. From April 1st 2020, the new arrangements are as follows:

Details of change

Nugent Care was originally established as an unincorporated charitable trust registered in 1963 with Charity Number 222930. Nugent instructed Brabners solicitors in respect of a process of incorporation designed primarily to allay concerns that the trustees of the unincorporated charitable trust had in relation to personal liability should any problems arise within the Charity.

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REFERENCE AND ADMINISTRATIVE DETAILS - CONTINUED

Principal address

99 Edge Lane Liverpool L7 2PE

Nugent Care 2019 Sole Corporate Trustee of Nugent Care

President

Most Rev Archbishop Malcolm McMahon OP I

Nugent Care 2019 Trustees

Mr JP Dennis (Chair) Mrs S Padmore (nee Thomas nee Johnson) (Vice-Chair) Mrs S Worden (Treasurer) Rev Paul Rooney (Archbishop Appointee) Mr J Berry Canon M Fitzsimons Mr W Stead Mr A Dean Mrs N Sampson Mrs K Batt (Resigned 28[th] June 2021) Mr M Boardman (Resigned 17[th] September 2021)

Chief Executive Officer

Mrs Normandie Wragg MA, NCW

Deputy Chief Executive and Chief Governance Officer

Mrs Joanne Henney

Chief Operating Officer

Ms. Sarah Dimmelow (Resigned February 2022) Dr Kate Herod, Interim COO, (Appointed March 2022)

Chief Finance Officer

Mr Adrian Bloor (Retired October 2021)

Auditors

MHA Moore and Smalley Chartered Accountants and Statutory Auditors Richard House 9 Winckley Square Preston PR3 5AL

Bankers

HSBC 99-101 Lord Street Liverpool L2 6PG

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Solicitors

Brabners Horton House Exchange Flags Liverpool L2 3YL Keoghs 2 The Parklands Bolton BL6 4SE

Hill Dickinson No. 50 Fountain Street Manchester M2 2AS

Hill Dickinson No. 1 St Paul's Square Liverpool L3 9SJ

Property Advisors

Excello Law Peter McHugh 4th Floor 1 Derby Square Liverpool L2 9XX

Investment Advisers

Rathbone Investment Management Port of Liverpool Building Pier Head Liverpool L3 1NW

Insurance Brokers

Howden Insurance Brokers Limited 30a Port of Liverpool Building Pier Head Liverpool L3 1BY

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EVENTS SINCE THE END OF THE YEAR

Information relating to events since the end of the year is given in the notes to the financial statements.

Since the beginning of the year, and as of June 2022, all of Nugent’s regulated services were rated as either ‘Good’ or ‘Outstanding’.

All other services including the Adoption service and our Adult Homes were already rated as ‘Good’. Marydale, has achieved an ‘Outstanding’ rating from Ofsted and continues to lead the sector.

Covid-19 Pandemic

Nugent has embraced the opportunities that came about from the Covid-19 pandemic and have embedded these into their business as usual model, particularly the benefits of remote and flexible working. Nugent maintains a watching brief on the progression of Covid-19 but has maintained compliance with Government guidance throughout.

There have been minimal disruptions caused by Covid-19 over the last year, with the main issues stemming from staffing concerns when isolating.

Nugent complied with the requirement for staff working or accessing CQC registered services to be vaccinated. This regulation predominantly affected St Joseph’s, with other services and support services impacted at a low level. The regulations were withdrawn in Q1 of 2022.

Impact on Finance and Income Generation

Finance

Nugent has appointed a new Chief Finance Officer, Emma Pridgeon, following the retirement of Adrian Bloor.

Following months of planning and testing, a new financial system, Cloud Financials, has been launched. This will give even greater control over our finances.

A roster application, Deputy, continues to be rolled out across the organisation. This will give us more access to efficient rostering, shift management and transparency of shift availability.

Income Generation

After a period of uncertainty, the Fundraising Team have raised income through various channels such as events, corporate partnerships, appeals, grant income, legacies and gift in kind. The department has been restructured and priorities have changed, to ensure that we build our corporate partnerships and focus on our plans for growth. Through effective marketing and networks, our visibility continues to increase and more businesses are engaging with Nugent.

Nugent’s fundraised income is less than 5% of our total revenue, with 90% of our income derived from contracts with statutory authority. However, authority funding is not merely enough to enable us to offer additional support and experiences for our beneficiaries. The Fundraising Team strives to organise and deliver on projects which will make a difference; key examples over the last year include:

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EVENTS SINCE THE END OF THE YEAR – CONITNUED

Additionally, a proportion of our income is also distributed directly to communities through our network of schools. Schools often reach out for support and inform us of a family in crisis, which we are able to support through funding or items required.

Over the last financial year of 2021/22, Fundraising have raised £122,966 cash income, plus a total of £414,665 legacy income, plus £27,457 retail income (April-August only), totalling an overall annual figure of £565,088, plus in-kind totalling £614,099.

In terms of in-kind donations, have raised a total of £49,010.60. This has been secured through various campaigns such as:

Through organising various projects and creating an impact, we have helped our digital engagement. Our marketing efforts continue to develop. We have created bespoke sponsorship packages for each event whilst creating various proposals for new partners and fundraising asks. Our strategy will also focus on increased marketing of our services which will increase occupancy levels whilst also building our profile, resulting in increased awareness and funding.

We are entirely grateful for our existing and new supporters which have helped us make a difference over the last year and beyond. We will continue to grow our network through development groups, partnerships, sharing anonymised case studies, events and marketing. We will continue to work with supporters who strive to make the world a better place and create long-term value through sustainable connectivity.

Impact on Investments, and Reserves

Due to the access to an overdraft facility via HSBC Bank, improved financial performance from operational services, we do not expect to need to realise (any of) our current investments.

As per our 2020-2025 Strategic Plan we have taken a decision to realise unutilised capital assets in order to reinvest into our services. Several land assets are currently on the market in order to achieve this goal.

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EVENTS SINCE THE END OF THE YEAR - CONTINUED

Impact on principal risks and uncertainties

As per our Strategic Plan, our principal risks and uncertainties within the charity primarily focus on the following five key objectives:

  1. Financial Sustainability.

  2. Positive Regulatory Ratings.

  3. Strong Leadership.

  4. Recruitment and Retention of Staff.

  5. Realisation of Assets.

Mitigating our main risks of:

  1. Strategy

  2. Operations

  3. Income and sustainability

  4. Governance and compliance

  5. Technology

There is a risk to our ongoing revenue if our services experience a Covid infection, an embargo levied by a regulator, or a customer (i.e., a local authority) is no longer able to cover their financial contracts.

Although regulators have been limiting their visits during the lock down, we have had contact with both the CQC and Ofsted who have been supportive of our work and working with us to achieve the best possible arrangements for our beneficiaries during these challenging times.

Clear leadership is definitive during a pandemic and as such we have seen an increase in the skills, leadership and effectiveness of our leaders.

Future Aims and Activities

Nugent launched a new strategic plan in April 2020 and has continued, throughout the pandemic to implement our strategic objectives during this time.

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STATEMENT OF TRUSTEES’ RESPONSIBILITIES

The Trustees (who are also directors of Nugent Care 2019 for the purposes of company law) are responsible for preparing the Report of the Trustees Annual Report (including the strategic report) and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice) including Financial Reporting Standard 102 "The Financial Reporting Standard applicable in the UK and Republic of Ireland”.

Company law requires the trustees to prepare financial statements for each financial year. Under company law the trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing these financial statements, the trustees are required to:

The Trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

Auditor

A resolution proposing that MHA Moore and Smalley be re-appointed will be put at a General Meeting.

Each of the persons who is a trustee at the date of approval of this report confirms that:

Signed on behalf of the trustees on

21/10/2022 Approved by order of the Board of Trustees on ………………………. and signed on its behalf by:

···························································· JP Dennis - Chair of Trustee

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Nugent Care 2019

REPORT OF THE INDEPENDENT AUDITORS TO THE TRUSTEES

Opinion

We have audited the financial statements of Nugent Care 2019 (the 'charity’) for the year ended 31 March 2022 which comprise the Statement of Financial Activities, the Balance Sheet, the Cash Flow Statement and notes to the financial statements, including 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 accompanying 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 Auditors' responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company 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 charitable company'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.

Other information

The other information comprises the information included in the Trustees Annual Report, other than the financial statements and our Report of the Independent Auditors thereon. The Trustees are responsible for the other information contained within the annual report. 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.

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Nugent Care 2019

REPORT OF THE INDEPENDENT AUDITORS TO THE TRUSTEES

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 course of 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 this gives rise to a material misstatement in the financial statements themselves. 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:

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 misstatements in the directors’ report

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

Responsibilities of Trustees

As explained more fully in the Statement of Trustees’ Responsibilities statement on page 37, the trustees (who are also the directors of the charitable company for the purposes of company law) 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 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 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 charitable company or to cease operations, or have no realistic alternative but to do so.

39

Nugent Care 2019

REPORT OF THE INDEPENDENT AUDITORS TO THE TRUSTEES

Auditor’s 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 extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

Because of the field in which the client operates we identified that employment law, health and safety legislation, safeguarding and compliance with the UK Companies Act are the areas most likely to have a material impact on the financial statements.

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. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation

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 Report of the Independent Auditors.

Use of our report

This report is made solely to the charitable company’s members, as a body, 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 them 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 the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

Nicola Mason (Senior Statutory Auditor) For and on behalf of MHA Moore and Smalley Chartered Accountants Statutory Auditor Richard House 9 Winckley Square Preston PR1 3HP

28/10/2022

…………………………………

40

Nugent Care 2019

STATEMENT OF THE FINANCIAL ACTIVITIES (Incorporating Income and Expenditure Account) FOR THE YEAR ENDED 31 MARCH 2022

Notes
INCOME AND ENDOWMENTS FROM:
Donations and legacies
2
Charitable activities
3
Other trading activities
4
Investment income
5
Other income
6
Total income
EXPENDITURE ON:
Raising funds
7
Charitable activities
8
Total expenditure
NET INCOME/(EXPENDITURE)
TRANSFERS BETWEEN FUNDS
OTHER RECOGNISED GAINS/(LOSSES)
Impairment in value of fixed assets
Net gains/(losses) on investments
14
NET MOVEMENT IN FUNDS
Reconciliation of funds:
Total funds brought forward
22
TOTAL FUNDS CARRIED FORWARD		 Unrestricted
Funds
£’000
501
14,517
67
132
256
15,473
246
15,189
15,435
38
779
-
339
1,156
12,366
13,522		 Restricted
Funds
£’000
-
177
-
-
-
177
-
250
250
(73)
(779)
-
-
(852)
895
43		 2022
Total
£’000
501
14,694
67
132
256
15,650
246
15,439
15,685
(35)
-
-
339
304
13,261
13,565		 2021
Total
£’000
Re-stated
(Note 22)
227
16,861
49
132
156
17,425
348
19,163
19,511
(2,086)
-
(701)
769
(2,018)
15,279
13,261

The notes form part of these financial statements

41

Nugent Care 2019

BALANCE SHEET 31 MARCH 2022

Notes
FIXED ASSETS
Tangible assets
13
Investments
Investments
14
Investment property
15
CURRENT ASSETS
Debtors: amounts falling due within one
year
16
Cash at bank and in hand
CREDITORS
Amounts falling due within one year
17
NET CURRENT ASSETS/(LIABILITIES)
TOTAL ASSETS LESS CURRENT
LIABILITIES
CREDITORS
Amount falling due after more than one
year
18
NET ASSETS		 2022
£’000
6,218
5,394
143
11,755
1,424
1,745
3,169
(1,273)
1,896
13,651
(86)
13,565		 2021
£’000
Re-stated
(Note 22)
9,274
5,054
143
14,471
2,105
713
2,818
(3,815)
(997)
13,474
(213)
13,261

The notes form part of these financial statements

42

Nugent Care 2019

BALANCE SHEET 31 MARCH 2022

Notes
FUNDS
22
Unrestricted funds:
General fund
Designated – tangible fixed assets
Designated - investments
Restricted funds
TOTAL FUNDS		 2022
£’000
5,017
6,005
2,500
13,522
43
13,565		 2021
£’000
Re-stated
(Note 22)
1,926
7,940
2,500
12,366
895
13,261

The financial statements were approved by the Board of Trustees and authorised for issue on

21/10/2022 ……………………. and were signed on its behalf by:

……………………………………... JP Dennis – Chair of Trustee

……………………………………... Susan Worden – Treasurer

Company number 12227571

The notes form part of these financial statements

43

Nugent Care 2019

CASH FLOW STATEMENT FOR THE YEAR ENDED 31 MARCH 2022

Notes
Cash flows from operating activities
Net cash flow from operating activities
29
Interest paid
Net cash provided by/(used in) operating activities
Cash flows from investing activities
Purchase of tangible fixed assets
Sale of tangible fixed assets
Dividends received
Net cash provided by/(used in) investing activities
Cash flows from financing activities
New bank loan
Bank loan repayments in year
Net cash provided by/(used in) financing activities
Change in cash and cash equivalents
in the reporting period
Cash and cash equivalents at the
beginning of the reporting period
Cash and cash equivalents at the end
of the reporting period
30		 2022
602
(6)
596
(470)
3,148
132
2,810
-
(2,374)
(2,374)
1,032
713
1,745		 2021
(1,799)
(6)
(1,805)
(331)
-
132
(199)
2,250
(80)
2,170
166
547
713

The notes form part of these financial statements

44

Nugent Care 2019

NOTES TO THE FINANCIAL STATEMENTS – continued FOR THE YEAR ENDED 31 MARCH 2022

1. ACCOUNTING POLICIES

BASIS OF PREPARING THE FINANCIAL STATEMENTS

The financial statements of the charity, which is a public benefit entity under FRS 102, have been prepared in accordance with the Charities SORP (FRS 102) '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 October 2019)', Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland' and the Charities Act 2011. The financial statements have been prepared under the historical cost convention, with the exception of investments which are included at market value, as modified by the revaluation of certain assets.

A new charitable company limited by guarantee, Nugent Care 2019 was incorporated during the year ended 31 March 2021. This became the sole corporate trustee of Nugent Care by way of a Charity Commission scheme which was made on 27 March 2020 and took effect from 1 April 2020.

On 30th June the Charity Commission confirmed the linking of Nugent Care and Nugent Care 2019. Nugent Care continues to exist in the same manner as it did prior to the linking direction being made. From 1 April 2020, Nugent Care, the unincorporated charity was given a new charity registration number of 1187072-1.

These financial statements cover the activities of Nugent Care unincorporated and Nugent Care 2019 for the period under review. As Nugent Care 2019 is dormant and does not have any assets, all activity relates to Nugent Care unincorporated and additional columns and results are not required for Nugent Care 2019.

Forecasts of future cash generation across the Charity have been prepared for the period to 18 months after the date of signing these accounts. These forecasts take account of current and expected changes in the wider economic environment and include downside scenarios. The forecasts assume that overdraft facilities currently provided will be maintained.

Based on the above approach, the Trustees have formed the judgement at the time of approving the accounts that the Charity has adequate resources to continue in operational existence for the foreseeable future. Accordingly, they continue to adopt the going concern basis in preparing these accounts.

PRIOR YEAR ADJUSTMENT

An adjustment has been made to a prior year provision for impairment to reflect additional legal costs incurred on the sale of a property which occurred after the prior year end. This has resulted in the net book value of fixed assets and reserves at the end of the prior year being £109,000 lower than previously stated.

INCOME

lncome is recognised in the Statement of Financial Activities once the charity has entitlement to the funds, it is probable that the income will be received and the amount can be measured reliably.

Donations are accounted for when received.

Legacies are recognised on the earlier of the date on which the charity is advised by the personal representatives of an estate that payment will be transferred, and the amount involved can be quantified with sufficient reliability or when the distribution is received by the estate. Where legacies have been notified to the charity or the charity is aware of the granting of probate, and the criteria for income recognition have not been met, then the legacy is treated as a contingent asset and disclosed if material.

45

Nugent Care 2019

NOTES TO THE FINANCIAL STATEMENTS – continued FOR THE YEAR ENDED 31 MARCH 2022

1. ACCOUNTING POLICIES – CONTINUED

INCOME

Grants and fees for services and activities are accounted for when receivable. Grants subject to performance-related conditions or terms and conditions outside the charity's control are deferred and released to income when the conditions are met.

Government grants are recognised in the financial statements when there is reasonable assurance that the charity will comply with the conditions attached to the grant and the grants will be received. A grant that becomes receivable as compensation for expenses or losses already incurred or for the purpose of giving immediate financial support to the charity with no future related costs shall be recognised in income in the period in which it is receivable.

Gifts of goods donated for resale are recognised at the point of receipt at fair value unless it is impractical and/or the costs of recognition on receipt outweigh the benefit of this information to users of the accounts and the charity of this information, in which case they are recognised as income when sold.

Investment income is recognised when receivable and the amount can be measured reliably by the charity.

Funds reimbursed through an insurance claim are recognised by offsetting them against the related expense. The amount reimbursed is recognised as an addition to the fund that initially suffered the insured loss.

EXPENDITURE

Expenditure is accounted for on an accruals basis.

Costs of raising funds are incurred in attracting voluntary income and include the salaries and overhead costs of the staff that undertake fundraising activities.

Charitable expenditure comprises costs of services supplied and activities undertaken directly in respect of the charity’s activities, and related support and governance costs. Support costs represent costs such as strategic management and development, finance, HR, training, IT support, estate and property management and general administration. Governance costs are primarily associated with constitutional and statutory requirements of operating the charity, including professional fees for external audit and legal advice.

Where costs cannot be directly attributed to particular headings they have been allocated to activities on a basis consistent with the use of resources.

TANGIBLE ASSETS

Tangible assets are stated at cost and depreciated over their useful economic lives, except for freehold land which is not depreciated. The economic life of an asset is revised if there is a change in circumstances. Depreciation is calculated to write off the cost of fixed assets over the following maximum periods:

Freehold property 66 years Building adaptations 20 years Motor vehicles . ±. 3 years

46

Nugent Care 2019

NOTES TO THE FINANCIAL STATEMENTS – continued FOR THE YEAR ENDED 31 MARCH 2022

1. ACCOUNTING POLICIES – CONTINUED

Tangible assets are subject to an impairment review if circumstances or events change to indicate that the carrying value may not be fully recoverable. Where an asset is found to be impaired, it is written down to its recoverable amount and the loss on impairment is charged to the relevant expenditure category.

INVESTMENTS

Investments in quoted shares, traded bonds and similar, and investment property are measured initially at cost and subsequently at fair value.

TAXATION

The charity is exempt from tax on its charitable activities.

FUND ACCOUNTING

Restricted funds are subject to specific restrictions imposed by the donor or trust deed or terms of an appeal. Expenditure that meets the criteria is identified to the fund.

Unrestricted income funds comprise those funds which the trustees are free to use for any purpose in furtherance of the charitable objects. Unrestricted funds include designated funds where the trustees, at their discretion, have created a fund for particular purposes.

FINANCIAL INSTRUMENTS

Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value except for bank loans, which are subsequently measured amortised cost using the effective interest method, and investments in listed shares, which are subsequently measured at fair value (market value).

Concessionary (interest free) loans made by the charity to its subsidiary are initially recognised at the amount paid. Loans repayable in more than one year are subsequently adjusted to reflect repayments and any impairment.

LEASING COMMITMENTS

Rentals payable under operating leases are charged against income over the lease term.

CASH AT BANK 1

Cash at bank and in hand includes cash and short term highly liquid investments which are included as current assets.

DEBTORS

Debtors are stated in the balance sheet at estimated net realisable value. Net realisable value is the invoiced amount less provisions for bad and doubtful debtors.

CREDITORS

Creditors 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 are normally recognised at their settlement amount after allowing for any trade discounts due.

47

Nugent Care 2019

NOTES TO THE FINANCIAL STATEMENTS – continued FOR THE YEAR ENDED 31 MARCH 2022

1. ACCOUNTING POLICIES – CONTINUED

MULTI EMPLOYER PENSION SCHEME

The charity participates in a multi-employer defined benefits pension scheme, the Teachers’ Pension Scheme (England and Wales) ("the Scheme"), for its teaching staff. It is not possible or appropriate to identify the assets and liabilities of the Scheme which are attributable to the charity. Accordingly, the charity has taken advantage of the exemption in FRS 102 and has accounted for its contributions to the scheme as if it were a defined contribution scheme. The TPS is an unfunded arrangement backed by the government. Contributions are paid in respect of benefits earned by members to date. Typically, there is no legal or constructive obligation to pay anything further in respect of current or prior service.

CRITICAL ACCOUNTING JUDGEMENTS AND SOURCES OF ESTIMATION UNCERTAINTY

In applying the Charity’s accounting policies , the Trustees are required to make judgements (other than those involving estimation) that have a significant impact on the amounts recognised and to make estimates and assumptions about the carrying values of assets and liabilities that are not readily apparent from other sources. These estimates and associated assumptions are based on historical experience and other factors including expectations of future events that are believed to be reasonable under the circumstances. Actual results may differ from these estimates.

In addition, a key source of estimation uncertainty exists around the level of provision arrived at for outstanding debtors and as well as that considered necessary to settle any outstanding legal claims.

2. DONATIONS AND LEGACIES

DONATIONS AND LEGACIES
Donations and gifts
Legacies
Grant income		 2022
£'000
86
415
-
501		 2021
£’000
171
1
55
227

Donations and legacies includes no restricted grant income (2021 £55k)

48

NOTES TO THE FINANCIAL STATEMENTS – continued FOR THE YEAR ENDED 31 MARCH 2022

Nugent Care 2019

3. INCOME FROM CHARITABLE ACTIVITES

INCOME FROM CHARITABLE ACTIVITES
Children’s, adult’s, and
community services
Special schools
Residential homes and
individualised support projects
Miscellaneous		 2022
£'000
540
2,437
11,703
14
14,694		 2021
£’000
614
2,549
13,695
3
16,861

Income from charitable activities includes restricted grant funding of £177K (2021 £482k)

4. OTHER TRADING ACTIVITIES

Shop income Unrestricted
Restricted
2022
2021
£'000
£'000
£'000
£’000
67
-
67
49

5. INVESTMENT INCOME

5. INVESTMENT INCOME
Dividends from investments held
6. OTHER INCOME
CJRS grant
Sale of fixed assets		 2022
£'000
132
2022
£'000
-
256
256		 2021
£’000
132
2021
£’000
156
-
156

49

NOTES TO THE FINANCIAL STATEMENTS – continued FOR THE YEAR ENDED 31 MARCH 2022

Nugent Care 2019

7. RAISING FUNDS

RAISING DONATIONS AND LEGACIES

Fundraising and publicity
OTHER TRADING ACTIVITIES
Charity shop expenditure
Aggregate amounts		 2022
2021
£'000
£’000
185
282
2022
2021
£'000
£’000
61
66
246
348

Expenditure on raising funds includes no expenditure related to restricted funding (2021: £9k)

50

NOTES TO THE FINANCIAL STATEMENTS – continued FOR THE YEAR ENDED 31 MARCH 2022

Nugent Care 2019

8. CHARITABLE ACTIVITIES COSTS

2022
Activities
Undertaken
directly
£’000
(i) Unrestricted funds
Provision of children’s, adults and community
services
894
Special schools
2,724
Residential homes and individualised day
support projects
10,966
14,584
(ii) Restricted funds
Provision of children’s, adults and community
services
53
Residential homes and individualised day
support projects
197
14,834		 Support &
Governance
costs
£’000
39
112
454
605
-
-
605		 Total
2022
£’000
933
2,836
11,420
15,189
53
197
15,439		 Total
2021
£’000
809
3,199
14,443
18,451
206
506
19,163
2021
Activities
Undertaken
directly
Support &
Governance
costs
£’000
£’000
(i) Unrestricted funds
Provision of children’s, adults and community
services
766
43
Special schools
3,063
136
Residential homes and individualised day
support projects
13,808
635
17,637
814
(ii) Restricted funds
Provision of children’s, adults and community
services
206
-
Residential homes and individualised day
support projects
506
-
18,349
814		 Total
2021
£’000
809
3,199
14,443
18,451
206
506
19,163

51

Nugent Care 2019

NOTES TO THE FINANCIAL STATEMENTS – continued FOR THE YEAR ENDED 31 MARCH 2022

8 CHARITABLE ACTIVITIES COSTS (Continued)

Support and Governance costs

Office services
Quality assurance
Ops management
Personnel
Property services
Finance services
Management
IT services
Development
Office pensions
Fundraising
Other recharges		 Total
2022
Total
2021
£’000
£’000
244
267
69
54
24
20
35
84
24
24
46
36
146
96
15
193
-
(6)
3
3
29
43
(30)
-
605
814

Net expenditure for the year includes:-

2022 2021
£'000 £’000
Fees payable to the auditor for
Audit 15 14
Other services 5 3
Depreciation 635 713
Operating lease rentals 18 153

9. TRUSTEES REMUNERATION AND BENEFITS

No charity trustee received payment for professional or other services supplied to the charity (2021: £nil).

None of the trustees received or waived any remuneration during the year in respect of their services as trustees (2021: £nil)

During the year the charity held trustees’ indemnity insurance, the cost of which is included in the cost of the general insurance policy.

TRUSTEES' EXPENSES

The charity trustees were not paid or received any other benefits from employment with the charity, (2021: £nil). Two trustees were reimbursed expenses during the year of £81 (2021: One trustee £48).

52

NOTES TO THE FINANCIAL STATEMENTS – continued FOR THE YEAR ENDED 31 MARCH 2022

Nugent Care 2019

10. STAFF COSTS

Wages and salaries
Social security costs
Pension contributions		 2022
£'000
9,288
795
422
10,505		 2021
£’000
11,496
968
485
12,949

Staff costs include a holiday pay accrual of £105k as at 31 March 2022.

The number of employees whose emoluments in the year exceeded £60,000 was as follows:

2022 2021
Number Number
£60,000 – £70,000 1 1
£70,000 – £80,000 1 1
£80,000 – £90,000 - 1
£90,000 – £100,000 1 1
£100,000 - £110,000 - -
£110,000 - £120,000 1 -

None of the staff with emoluments over £60,000 are accruing retirement benefits within a defined benefit scheme. The number accruing retirement benefits within a defined contribution scheme is 3 (2021: 4). The charity paid £13,563 (2021: £29,646) in respect of pension contributions on their behalf.

The average number of paid employees for the year was 418 (2021: 507).

The key management personnel of the charity this year comprise, the trustees, the Chief Executive, the Chief Operating Officer, the Chief Governance Officer and the Chief Finance Officer. The total employee remuneration and benefits of the key management personnel of the charity were £451,673 (2021: £350,742).

In order to maintain a quality care service, the charity has utilised external agency staff when operational requirements demand. The total costs incurred this year for use of such staff have amounted to £912,691 (2021: £1,161,806)

53

Nugent Care 2019

NOTES TO THE FINANCIAL STATEMENTS – continued FOR THE YEAR ENDED 31 MARCH 2022

11. COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES

2021
Unrestricted
Funds
£’000
INCOME AND ENDOWMENTS FROM:
Donations and legacies
172
Charitable activities
Children’s, adults’ and community service
427
Special schools
2,549
Residential homes and individualised
support projects
13,400
Miscellaneous
3
Other trading activities
40
Investment income
132
Other income
156
Total
16,879
EXPENDITURE ON:
Raising funds
339
Charitable activities
Children’s, adults’ and community services
809
Special schools
3,199
Residential homes and individualised
support projects
14,443
Total
18,790
Impairment in value of fixed assets
(701)
Net gains/(losses) on investments
769
NET INCOME/(EXPENDITURE)
(1,843)
RECONCILIATION OF FUNDS:
Total funds brought forward
14,209
TOTAL FUNDS CARRIED FORWARD
12,366		 Restricted
Funds
£’000
55
187
-
295
-
9
-
-
546
9
206
-
506
721
-
-
(175)
1,070
895		 Total
Funds
£’000
Re-stated
(Note 22)
227
614
2,549
13,695
3
49
132
156
17,425
348
1,015
3,199
14,949
19,511
(701)
769
(2,018)
15,279
13,261

54

NOTES TO THE FINANCIAL STATEMENTS – continued FOR THE YEAR ENDED 31 MARCH 2022

Nugent Care 2019

12. GOVERNANCE COSTS

Provision of Children’s, Adults’ and Community Services
Special Schools
Residential Homes and Individualised Support Projects		 2022
£'000
12
34
137
183		 2021
£’000
6
19
88
113

13. TANGIBLE FIXED ASSETS

COST
At 1 April 2021 as originally stated
Prior year adjustment (Note 22)
At 1 April 2021 as re-stated
Additions
Disposals
At 31 March 2022
DEPRECIATION
At 1 April 2021 as originally stated
Prior year adjustment (Note 22)
At 1 April 2021 as re-stated
Charge for year
Eliminated on disposal
At 31 March 2022
NET BOOK VALUE
At 31 March 2022
At 1 April 2021 as re-stated		 Freehold
Property
£’000
10,607
874
11,481
-
(3,874)
7,607
3,671
983
4,654
131
(983)
3,802
3,805
6,827		 Building
Adaptations
£’000
10,816
326
11,142
470
(850)
10,762
8,369
326
8,695
504
(850)
8,349
2,413
2,447		 Motor
Vehicles
£’000
71
-
71
-
-
71
71
-
71
-
-
71
-
-		 Totals
£’000
21,494
1,200
22,694
470
(4,724)
18,440
12,111
1,309
13,420
635
(1,833)
12,222
6,218
9,274

Included in the cost of freehold land and buildings is freehold land of £546,000 which is not depreciated.

Certain properties were transferred to the charity under trust deeds dated 8 April 1924 and 15 September 1976. At 31 March 2022 freehold property and adaptations relating to those properties are included in tangible fixed assets at a cost of £2.6m. Their market value is likely to be significantly different.

An adjustment has been made to a prior year provision for impairment to reflect additional legal costs incurred on the sale of a property which occurred after the prior year end. This has resulted in the net book value of fixed assets and reserves at the end of the prior year being £109,000 lower than previously stated. The impairment in the prior year was adjusted through cost rather than depreciation. This has also been amended in the prior year adjustment.

55

Nugent Care 2019

NOTES TO THE FINANCIAL STATEMENTS – continued FOR THE YEAR ENDED 31 MARCH 2022

14. FIXED ASSET INVESTMENTS

Listed
Investments
£’000
MARKET VALUE
At 1 April 2021 5,054
Additions 423
Disposals (422)
Revaluation 339
At 31 March 2022 5,394
FAIR VALUE
At 31 March 2022 5,394
At 31 March 2021 5,054

The investment portfolio is managed by Rathbones. The value of investments held at the year-end can be analysed as follows:

UK equities
Overseas equities
UK bonds and gilts
UK property – unit trust
UK cash held on deposit		 2022
£'000
1,553
2,826
350
420
245
5,394		 2021
£’000
1,350
2,605
384
315
400
5,054

15. INVESTMENT PROPERTY

At 1 April 2021 and 31 March 2022 2022
2021
£'000
£’000
143
143

The total fair value of £143,000 relates to one investment property. The value at the year-end has been determined following an in-depth review of sale prices for similar properties in the same area, taking into account the refurbishment of the property carried out in recent years.

56

Nugent Care 2019

NOTES TO THE FINANCIAL STATEMENTS – continued FOR THE YEAR ENDED 31 MARCH 2022

16. DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

Trade debtors
Other debtors
Prepayments and accrued income		 2022
£'000
1,075
16
333
1,424		 2021
£’000
1,782
71
252
2,105

17. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

Bank loans and overdrafts (see note 19)
Trade creditors
Taxation and social security
Other creditors
Other creditors include:
A holiday accrual for £105k
Deferred income at 31 March 2021
Released in the year
Deferred income at 31 March 2022		 2022
£'000
127
266
181
699
1,273
82
(82)
-		 2021
£’000
2,374
359
195
887
3,815

18. CREDITORS: AMOUNTS FALLING DUE AFTER MORE THAN ONE YEAR

Bank loans (see note 19) 2022
2021
£'000
£’000
86
213

57

NOTES TO THE FINANCIAL STATEMENTS – continued FOR THE YEAR ENDED 31 MARCH 2022

Nugent Care 2019

19. LOANS

An analysis of the maturity of loans is given below:

Amounts falling due within one year on demand:
Bank overdraft
Bank loans
Amounts falling due within one and two years:
Bank loans – 1-2 years
Amounts falling due within two and five years:
Bank loans – 2-5 years		 2022
£'000
-
127
127
86
-		 2021
£’000
-
2,374
2,374
127
86

The loan financing is in the form of a secured loan with a variable interest rate.

20. SECURED DEBTS

Nugent has an overdraft facility of £0.5m and other facilities with HSBC. Facilities total £1.7m and a security arrangement is in place over the investment portfolio of £1m with underlying investment values not to fall below £2.5m

21. ANALYSIS OF NET ASSETS BETWEEN FUNDS

2022
Fixed assets
Investments
Current assets
Current liabilities
Long term liabilities		 Unrestricted
Funds
£’000
6,218
5,537
3,126
(1,273)
(86)
13,522		 Restricted
Funds
£’000
-
-
43
-
-
43		 2022
Total
£’000
6,218
5,537
3,169
(1,273)
(86)
13,565		 2021
Total
£’000
Re-stated
(Note 13)
9,274
5,197
2,818
(3,815)
(213)
13,261

58

NOTES TO THE FINANCIAL STATEMENTS – continued FOR THE YEAR ENDED 31 MARCH 2022

Nugent Care 2019

21.ANALYSIS OF NET ASSETS BETWEEN FUNDS (Continued)

2021
Fixed assets
Investments
Current assets
Current liabilities
Long term liabilities		 Unrestricted
Funds
£’000
8,495
5,197
2,702
(3,815)
(213)
12,366		 Restricted
Funds
£’000
779
-
116
-
-
895		 2021
Total
£’000
Re-stated
(Note 13)
9,274
5,197
2,818
(3,815)
(213)
13,261

22. MOVEMENT IN FUNDS

2022
At 1 April
2021
As originally
stated
Unrestricted funds
General fund
1,926
Designated – tangible fixed
assets
8,049
Designated – investments
2,500
12,475
Restricted funds
Specific
11
Home fund
38
Children’s fund
8
Bet 365 adoption services
54
Grant income
779
St Joseph’s specific legacy
5
895
TOTAL FUNDS
13,370		 Prior year
adjustment
(Note 13)
-
(109)
-
(109)
-
-
-
-
-
-
-
(109)		 At 1 April
2021
Re-stated
£’000
1,926
7,940
2,500
12,366
11
38
8
54
779
5
895
13,261		 Net
movement
in funds
£’000
377
-
-
377
-
(19)
-
(54)
-
-
(73)
304		 Transfers
between
funds
£’000
2,714
(1,935)
-
779
-
-
-
-
(779)
-
(779)
-		 At 31
March
2022
£’000
5,017
6,005
2,500
13,522
11
19
8
-
-
5
43
13,565

59

Nugent Care 2019

NOTES TO THE FINANCIAL STATEMENTS – continued FOR THE YEAR ENDED 31 MARCH 2022

22. MOVEMENT IN FUNDS – continued

Net movement in funds, included in the above are as follows:

2022

Unrestricted funds
General fund
Designated – fixed assets
Designated – investments
Restricted funds
Home fund
Children’s fund
Bet 365 adoption services
Grant income
Covid 19 funding
TOTAL FUNDS		 Incoming
resources
£’000
15,473
-
-
15,473
-
-
-
-
177
177
15,650		 Resources
expended
£’000
(15,435)
-
-
(15,435)
(19)
-
(54)
-
(177)
(250)
(15,685)		 Gains and
losses
£’000
339
-
-
339
-
-
-
-
-
-
339		 Movement
in funds
£’000
377
-
-
377
(19)
-
(54)
-
-
(73)
304

Costs incurred in respect of the Bet 365 adoption services fund included staffing, scanning, facility refurbishment and training.

FUNDS AND TRANSFERS BETWEEN FUNDS

The tangible fixed asset funds represent the amount of reserves needed to provide the property and equipment for the charity to operate. They equate to the book value of fixed assets less loans used to fund those fixed assets.

The investments fund represents the level of investments on which the bank facility is secured.

The home fund and children's fund balances relate to amounts raised by individual projects and establishments. The balances are restricted, to be expended by the individual homes as and when required. The St Joseph’s specific legacy is a specific legacy given for St Joseph's by a former resident.

60

NOTES TO THE FINANCIAL STATEMENTS – continued FOR THE YEAR ENDED 31 MARCH 2022

Nugent Care 2019

22 MOVEMENT IN FUNDS – continued

Comparatives for movements in funds

2021
Unrestricted funds
General fund
Designated – tangible fixed
assets
Designated – investments
Restricted funds
Specific
Home fund
Children’s fund
Bet 365 adoption services
Grant income
St Joseph’s specific legacy
TOTAL FUNDS		 At 1 April
2020
£’000
757
9,023
4,429
14,209
11
38
8
72
936
5
1,070
15,279		 Net
movement
in funds
£’000
(1,911)
(592)
769
(1,734)
-
-
-
(18)
(157)
-
(175)
(1,909)		 Transfers
between
funds
£’000
3,080
(382)
(2,698)
-
-
-
-
-
-
-
-
-		 At 31 March
2021
As originally
stated
£’000
1,926
8,049
2,500
12,475
11
38
8
54
779
5
895
13,370		 Prior year
adjustment
(Note 13)
£’000
-
(109)
-
(109)
-
-
-
-
-
-
-
(109)		 At 31
March
2021
Re-stated
£’000
1,926
7,940
2,500
12,366
11
38
8
54
779
5
895
13,261

61

NOTES TO THE FINANCIAL STATEMENTS – continued FOR THE YEAR ENDED 31 MARCH 2022

Nugent Care 2019

22. MOVEMENT IN FUNDS – continued

Comparative net movement in funds, included in the above are as follows:

2021
Unrestricted funds
General fund
Designated – fixed assets
Designated – investments
Restricted funds
Home fund
Children’s fund
Bet 365 adoption services
Grant income
Covid 19 funding
TOTAL FUNDS		 Incoming
resources
£’000
16,879
-
-
16,879
3
1
-
55
487
546
17,425		 Resources
expended
£’000
(18,790)
-
-
(18,790)
(3)
(1)
(18)
(212)
(487)
(721)
(19,511)		 Gains and
losses
£’000
-
(592)
769
177
-
-
-
-
-
-
177		 Movement
in funds
£’000
(1,911)
(592)
769
(1,843)
-
-
(18)
(157)
-
(175)
(1,909)

62

Nugent Care 2019 NOTES TO THE FINANCIAL STATEMENTS – continued FOR THE YEAR ENDED 31 MARCH 2022

23. PENSION SCHEMES

The charity’s employees belong to two principal pension schemes – the Teachers’ Pension Scheme (TPS), and the Aviva Pension Scheme. The total pension cost for the year was £422,117 (2021: £485,120).

a) Teachers' Pension Scheme

The charity participates in a multi-employer defined benefits pension scheme, the Teachers’ Pension Scheme (England and Wales) ("the Scheme"), for its teaching staff. Contributions on a "pay as you go” basis are credited to the Exchequer under arrangements governed by the Superannuation Act 1972. It is not possible or appropriate to identify the assets and liabilities of the Scheme which are attributable to the charity. Accordingly, the charity has taken advantage of the exemption in FRS 102 and has accounted for its contributions to the scheme as if it were a defined contribution scheme. The Teachers’ Pension Scheme is a statutory, contributory, defined benefit scheme, governed by the Teachers Pension Scheme regulations 2014.

Valuation of the Teachers’ Pension Scheme

The Government Actuary, using normal actuarial principles, conducts a formal actuarial review of the TPS in accordance with the Public Service Pensions (Valuations and Employer Cost Cap) Directions 2014 published by HM Treasury every 4 years. The aim of the review is to specify the level of future contributions. Actuarial scheme valuations are dependent on assumptions about the value of future costs, design of benefits and many other factors. The latest actuarial valuation of the TPS was carried out as at 31 March 2016. The valuation report was published by the Department for Education on 5 March 2019. The key elements of the valuation and subsequent consultation are:

The next valuation result is due to be implemented from 1 April 2023.

The superannuation charge for the year represents total employer contributions payable to the scheme of £203k (2021: £201k).

b) Aviva Pension Scheme

For staff not in the defined benefits scheme the charity operates a Stakeholder pension scheme. This is a unit-linked defined contribution scheme from Aviva. The total employer contributions for the year end were £219k (2021: £284k).

63

Nugent Care 2019 NOTES TO THE FINANCIAL STATEMENTS – continued FOR THE YEAR ENDED 31 MARCH 2022

24. CONTINGENT LIABILITIES

There were no material contingent liabilities in 2022 (2021: £nil).

25. CAPITAL COMMITMENTS

There were no capital commitments contracted, but not provided for, at the year-end (2021: £nil).

26. RELATED PARTY DISCLOSURES

Nugent Care chooses to be linked with the Roman Catholic Archdiocese of Liverpool and has the incumbent Archbishop serving as President. This link is a major influence on the ethos, culture and objectives of the charity. Within this relationship, the Archdiocese has also conveyed properties for use by the charity in providing residential schools and homes.

Nugent Care controls Nugent Social Enterprises CIC (registered in England and Wales, registered number 08825282). Nugent Social Enterprises was incorporated in 23 December 2013 to operate The Courtyard Cafe and training centre with the aim of providing training for young people not in education, employment or training and employment for adults with learning disabilities. It began trading in May 2014 and ceased trading in May 2017 when the company became dormant. Its accounts have not been consolidated into the financial statements on Nugent Care on the grounds of immateriality.

Nugent Multi Academy Trust (operating as Nugent Academy Trust) was incorporated on 26th September 2019. The company is an academy trust and as such is a separate legal entity from Nugent Care.

However, the Corporate Trustee Nugent Care 2019, Normandie Wragg Nugent Care CEO and Alan Dean current Trustee and Director of Nugent Care 2019 are the members of the Academy Trust and are registered as persons with significant control over the entity at Companies House.

The Chief Finance Officer and the Chief Governance Officer of Nugent Care are both directors of the Academy Trust.

There has been no activity within the Trust during the year ended 31 March 2022.

27. RESIDENTS’ MONEY

Residents’ money held at 31 March 2022 totalled £360,951 (2021: £323,729). In accordance with the requirements of the Statement of Recommended Practice, Accounting and Reporting by Charities this amount and the corresponding creditor are not included in these accounts.

64

NOTES TO THE FINANCIAL STATEMENTS – continued FOR THE YEAR ENDED 31 MARCH 2022

Nugent Care 2019

28. OPERATING LEASES

Minimum lease payments due:
Within 1 year
Within 2 – 5 years
In more than 5 years
Special schools		 Land and
buildings
£’000
12
-
-
12		 Other
£’000
63
43
7
113		 Totals
£’000
75
43
7
125
29. RECONCILIATION OF NET EXPENDITURE TO NET CASH FLOW FROM OPERATING 29. RECONCILIATION OF NET EXPENDITURE TO NET CASH FLOW FROM OPERATING
ACTIVITIES
2022 2021
£'000 £’000
Net income/(expenditure) for the reporting period (as per the
Statement 304 (2,018)
of Financial Activities)
Adjustments for:
Depreciation charges 635 713
Losses/(gain) on investments (339) (769)
Revaluation of fixed assets - 701
Gain on sale of fixed assets (256) -
Interest paid 6 7
Dividends received (132) (132)
(Increase)/decrease in debtors 680 249
Increase/(decrease) in creditors (296) (550)
Net cash generated by/(used in) operations 602 (1,799)

65

Nugent Care 2019

NOTES TO THE FINANCIAL STATEMENTS – continued FOR THE YEAR ENDED 31 MARCH 2022

30. ANALYSIS OF CHANGES IN NET (DEBT)/FUNDS

Cash at bank and in hand
Debt
Debts falling due within 1 year
Debts falling due after 1 year
Total		 At 1 April 2021
£’000
713
(2,374)
(213)
(2,587)
(1,874)		 Cash flow
£'000
1,032
2,247
127
2,374
3,406		 At 31 March 2022
£’000
1,745
(127)
(86)
(213)
1,532

66

CIC 34 Community Interest Company Report

For official use

(Please leave blank)

Please complete in typescript, or in bold black capitals.

Company Name in Nugent Social Enterprises CIC full Company Number[08825282 ] 31 March 2022 Year Ending

This template illustrates what the Regulator of Community Interest Companies considers to be best practice for completing a simplified community interest company report. All such reports must be delivered in accordance with section 34 of the Companies (Audit, Investigations and Community Enterprise) Act 2004 and contain the information required by Part 7 of the Community Interest Company Regulations 2005. For further guidance see chapter 8 of the Regulator’s guidance notes and the alternate example provided for a more complex company with more detailed notes.

(N.B. A Filing Fee of £15 is payable on this document. Please enclose a cheque or postal order payable to Companies House)

PART 1 - GENERAL DESCRIPTION OF THE COMPANY’S ACTIVITIES AND IMPACT

In the space provided below, please insert a general account of the company’s activities in the financial year to which the report relates, including a description of how they have benefited the community.

The company has been dormant throughout the year.

(If applicable, please just state “A social audit report covering these points is attached”).

( Please continue on separate continuation sheet if necessary .)

PART 2 – CONSULTATION WITH STAKEHOLDERS – Please indicate who the company’s stakeholders are; how the stakeholders have been consulted and what action, if any, has the company taken in response to feedback from its consultations? If there has been no consultation, this should be made clear.

N/A. The company has been dormant throughout the year.

(If applicable, please just state “A social audit report covering these points is attached”). PART 3 – DIRECTORS’ REMUNERATION – if you have provided full details in your accounts you need not reproduce it here. Please clearly identify the information within the accounts and confirm that, “There were no other transactions or arrangements in connection with the remuneration of directors, or compensation for director’s loss of office, which require to be disclosed” (See example with full notes). If no remuneration was received you must state that “no remuneration was received” below. No remuneration was paid during the year.

PART 4 – TRANSFERS OF ASSETS OTHER THAN FOR FULL CONSIDERATION – Please insert full details of any transfers of assets other than for full consideration e.g. Donations to outside bodies. If this does not apply you must state that “no transfer of assets other than for ” full consideration has been made below.

N/A

PART 5 – SIGNATORY (Please note this must be a live signature)

(DD/MM/YY) The original report must be signed by a Signed Date 28/10/2022 director or secretary of the company Please note that it is a legal requirement for the date format to be provided in full throughout the CIC34 report.

Applications will be rejected if this is information is incorrect.

Office held (delete as appropriate) Director/Secretary

You do not have to give any contact information in the box opposite but if you do, it will help the Registrar of Companies to contact you if there is a query on the form. The contact information that you give will be visible to searchers of the public record.

Normandie Wragg CEO Tel 0151 261 2000 DX Number DX Exchange

When you have completed and signed the form, please attach it to the accounts and send both forms by post to the Registrar of Companies at:

For companies registered in England and Wales: Companies House, Crown Way, Cardiff, CF14 3UZ DX 33050 Cardiff

For companies registered in Scotland: Companies House, 4[th] Floor, Edinburgh Quay 2, 139 Fountainbridge, Edinburgh, EH3 9FF DX 235 Edinburgh or LP – 4 Edinburgh 2

For companies registered in Northern Ireland: Companies House, 2nd Floor, The Linenhall, 32-38 Linenhall Street, Belfast, BT2 8BG

(N.B. Please enclose a cheque for £15 payable to Companies House)

MHA Moore and Smalley Richard House 9 Winckley Square Preston PR1 3HP

Dear Sirs

Financial statements for the year ended 31 March 2022

We confirm that the following representations are made on the basis of enquiries of management and staff with relevant knowledge and experience and, where appropriate, of inspection of supporting documentation sufficient to satisfy ourselves that we can properly make each of the following ended 31 March 2022:

We confirm that in our opinion the financial statements give a true and fair view and in particular where any additional information must be disclosed in order to give a true and fair view that information has in fact been disclosed.

All the accounting records have been made available to you for the purpose of your audit and all the transactions undertaken by the charity have been properly reflected and recorded in the accounting records.

All other records and related information, including minutes of all management and trustees' meetings, have been made available to you.

Yours faithfully

Director Treasurer and Chair of Finance & Investment Committee

On behalf of the Board of Directors

30th September 2022 30th September 2022