brunelcare Annual Report and Financial Statements For the year ending 31 March 2023 Registered charity no. 201555 Registered company no. 601847 Care Quality Commission registration no. CRT1-579008632 Homes England registration no. LH0269 23 brunelcare Annual Report and Financial Statements For theyear ended 31 March 2023 > *Yi>J CONTENTS .Strategic Report Chair and Chief Executive's Introductory Statement ¥: Aboutthis Annual Report .Performance Ov@rview The Quality of Our Care Services "':•.*,:-;' Structure, Governance and Management , Board Report-: .-¥:A¥?¥[-'I,- , 1ndep.endent.A￿d"It0r s:.Repor.t:'_ 10 11 12 . a=.ement of"Cnmorariensiiie In￿O￿le.. .)ic4temep..-. of"Firia"nc.ial P.O>liian" . brunelcare.o":g.uk 01 CHAIR AND CHIEF EXECUTIVE'S INTRODUCTORY STATEMENT Brunelcare has weathered many storms in its 82-year historyi but the pandemic followed by the energy and cost of living crisis are possibly the most Significant yet. We are very aware of the continued hardship faced by many of our residents and customers as a result of rising bills, and so we will continue to provide additional financial support to those in f inancial need through our Financial Support Fund. for the 2023-24 financial year include communication, service charges and runélcare's approach ro allocations. A kéy priority for the months ahead will be the establishment of a similar group for those who access our care services. To help improve the efficiency and effectiveness of the services we continued to push ahead with an ambitious programme of IT and digital Iransformation. The launch of our new housing managernent system in December 2022 and its continued development has been a significanL piece of work, both in terms of its scope and scale and its abilityto improve the way we work, with more and better information at our fingertips. During theyear we said goodbye to Tony Wison who stepped down as a Trustee in March 2023. We welcomed a new Director of Finance & IT in the same month; John Rew joined usfrom the Wildfowl and Wetlands Trust and brings a wealth of experience and knowledge in financial matters. At the beginning of July 2023, we also said goodbye to Deborah Evans when she stepped down from the role of Chair of the Board after leading it with such care and compassion for the last four years, We are immensely proud of the progress made to improving services and governance arrangements under her leadership. Such improvements were acknowledged by the RegLilator of Social Housing who completed an In Depth Assessment IIDAI of the Charity and reaffirmod in March 2023 its highest possible rating of Gl for our governance. SLich an achievement would not have been possible without the guidance and expertise of our Board 1nd Senior Leadership Team. Despite these pressures we were able to end theyear with a small surplus of £1.3m and with a resilient cash balance of £8.9m. This is needed to ensure we can continue to invest in the improvement of all our homes. It also means that we have been able to retain our commitment to the Real Living Wage for all our colleagues and as a rèsult we have seen fewer people leaving with a reduction in our use of ager)cy staff. Cugtomer engagement was again a key focus in the year, with the establishment of a Residents First Group. Following the approval of the Together with Customers Charter, the Residents First Group was set up k)ythe Board in December 2022. The Group has beon put in place to ernsure that Charter commitments are fully realised and customers are put at the heart of our govèrnance arrangements, decision making and oversight of the delivery, of the Charter delivery plan. The Group has agreed r.hat key areas which li wishes to include within its work plan Annual Report and Financial Statements 2022-23 As part of the inspection process, Brunelcare worked with the RSH to pilot its new arrangements to review compliance with the five R5H Consumer Standards. The RSH concluded that there was good evidence of Brunelcare meeLing the new Consumer Standards but identified areas where improvements need to be made.. understanding diversity of tenants understanding satisfaction rates better transparency and involving tenants more in decisions l Graham Russell l. wo.uld like to tal4,,, Average let times for housing properties 22.18 days i <21 days Average let times have been impacted during 2022-23 due to particular voids which reduced average let times. Steps have been taken to review re-lets and allocations and a dedicated staff team is in place to manage this process. Health and Safety Landlord Compliance Asbestos surveys {individual) Asbestos surveys {communal) - IOQQ/o:... ioo%. Electrical fixed wire testing Fire safety io.0% brunelcaTe.org.uk Ga5 servicing (commercial) Gas servicing (domestic) 99.50/0 Legionella risk assessments {care and ECH settings and sheltered housing) Access issues during the year have had an impact on the number of surveys and servicing undertaken. Coing forward, this will be managed through the Charity's Cx Housing Management system and advice has been sought where access issues remain. % of responsive repairs completed first time 90%. The introduction of the Cx Housing Management System will provide increased monitoring and consistency. Ratio of responsive repairs to planned maintenance spend Delays in capital expenditure have impacted this measure. This ratio will decrease as C2Pltal works are completed throughout 2023-24. Care Home Occupancy (at the end of March 2023) Proportion of homes that do not meet the Decent Homes Standard This figure has improved across the year and remaining issues relate to external doors to properties which exceed the recommended Decent Homes lifecycle. Doors are safe and secure and replacement has been planned for 2023-24. Annual Report and Financjal Statements 2022-23 OUR AVERAGE 2022-23 PERFORMANCE OUR TAnCET Outcome of CQC inspections (OA good) as at 31 March 2023 1000 As at 31 March 20￿, all of the chaiity's CQC registered properties were rated 'Good' or above. Employee sickness rates (for the 12 months preceding April 2023) 5.760 <4.5%.., Employee retention levels {for the 12 months preceding April 2023) Support continues to be provided to colleagLJes for both long and short term sickness. Retention levels continue to increase following steps taken in line with the Charity's Workforce Stratègy. OUR AVERAGE 2022-23 PERFORMANCE OUR TARGET Complaints raised to second stage in a quarter (number) Complaints raised to second stage in a quarter (% of complaints) Average complaint response time (days) brunelcare.org.uk % of complaints responded to within 10 days 68.5% io0% Complaints raised to second stage in a quarter {% of complaints) Average complaint response time (days) 8.10 <10 Number of first stage housing complaints per1000 homes (whole of 2022-23) 50.76 Number of second stage housing complaints per1000 homes {whole of 2022-23) Complaints performance continues to improve in line with the Charity's policy and Lhrough the dedicated management of Lhe Complaints Officer. Further steps will be taken in 2023-24 to improve knowledge of the complaints process for both colleagues and customers to ensure increased satisfaction and compliance with internal targets. Number of ASB cases opened in a quarter Number of ASB cases closed as resolved as % of ASB cases received in a quarter, Reported ASB cases have increased due Lo a dedicated team being in place to respond and resolve cases. Steps will be taken during 2023-24 to further improve resolution of cases and to ensure issues are addressed to prevent recurrence. . Annual Report and Financial Statements2022-23 04 TRUSTEES REPORT How we are funded BRUNELCARE WAS EST. IN Our principal sources of funding are the monies we receive from our social housing and extra care housing rents, shared ownership schemes and care fees from the Local Authorities we partner with through long-term block contracts or spot placements, and from individuals who fund their own care. 1941 Established in 1941, Brunelcare is a Bristol based charity providing high quality housingi care and support for later living in the South West. As a Charity we are focused on investing anysurplus back into makir)g us a quality provider and great employer. Most of our expenditure is either for the direct provision of care (mainly staff costs) followed bythe provision of suitable home environments (such as repairs and maintenance costs) plus funding of the relevant support services (for example, recruitment and trair)ingl. How our activities deliver public benefit As reported in previous annual reports, Brunelcare offers a complete care and support pathway in our communities, starting in residents, own homes, right through to our cartrhomes. This mean we can offer the best choices for later living, which fit with what residents want or need. We have nearly 1,000 sheltered homes across 31 sites, with three extra care housing schemes and a retirement village, all within the greater Bristol area. Care is provided in people's own homes, in five specialist care homes and two reablement facilities across Bristol, South Gloucestershire and Somerset. Brunelcare works to support over 2,000 people to remain as independent as possible, in their communities, for as long as possible. To deliver al l of its Vltal services, Brunelcare employs a dedicated team of over 1,000 people. io brunelcare.org.uk 'In 2021 we published.a nèwstrategic plan for the charity.: 'Brunelcare: Our Future.. ' The plan includes a Mission, vision, set of Values and three new '. strategic aims- all designed to achieve better o.utcomes for our , customers as articulated in a set of 'outcorne measures, which were produced.in consultation with them, To provide person_centred care, housing; and support for later life. To do this w,e will embrace new partnerships and engage ￿v1th our.,;.,;: communities, to achieve better outcomes for all. Later living that makes the most of every moment. I We are positive and passionate ,organisation-, We are caring and kind We are diverse and one team We go the extra mile We act with honesty and integrity iQ:ao" Lne"r.igh-.tniii g," i-"i.è >oea<:up,. 'ie2re. lionea￿. aP.-d_i.""" Ar.nua'. Report and Finaricial Statemepts2022-23 Our Customers a more regular'pulse, or'tracker, survey in additior) to the anticipated requirement IRegulator of Social Housing) for a full annual survey. Self-assessment: Completion of an annual self-assessment against the delivery of each Charter commitment capturing all actionstaken in the year. Thiswill include a customer scrutiny 'sense-check'. Involved customers: A record of the number of involved customers from each service from which we can track growth in future years. Events: A record of the number of Together with Customers events ancl other engagement opportunities. We strive to deliver high-quality services at all times,with our work informed by regular surveys of our tenants and residents. We know we need to continue to improve communication with our customers and this remains our priority Together with Customers Charter The importance we place on improving our services led to the development of a 'Together with Customers Charter,. Together -F¥ withcustomers You said/we did Our Together with Customers Strategy details 8runelcare's commitment to putting our customers at the centre of our values, culture and ethos. As reported last year, influenced by the National Housing Federation's work on 'Together with Tenants,, in 2021- 22 we undertook a major customer engagement initiative which we called 'Together with Customers, and it included a full customer satisfaction survey, events and focus groups, which culminated in the creation of a 'Together with Customers Charter,. Its aim is to gather feedback on areas that are important to customers, so that we can respond in the best way. The customer issues that arose from the most recent Quarterly site Meetings are detailed below.. Tho Charterwas developed with customers and reflocts what matters most to them and it was approved at the aoard meeting held on 29 June 2022 together with a delivery plan. The Charter aims to embed a culture that values the voice and experience of customers and strengthens the relationship Brunelcare has with them. The success of the Charter will be measured through: Surveys: Customer feedback will be measured through satisfaction surveys. We will review our approach to surveying customers and consider YOU SAID The information you receive needs to be shared in a more timely / up-to-date way. WE DID We are piloting a virtual noticeboard at our Willowbanksite, which will provide up-to-date information. The Customei Service Team are monitoring its success YOU SAID On-site directional signage is confusing and needs to be clearer. We have removed the confusing signage and we will replace itwith new branded brunelcare.org.uk signage. This will be done on a site-by- site basis, based on the feedback we have received from you. At the time of reporting, the Group had met twice and has agreed to focus on the following areas over the coming months.. Communication.. this was identified as being the major common concern. Service charges.. the Group felt that there was a lack of clarity in relation to service charges and how they are calculated and so a fundamental review of how they are communicated was important Approach to the allocation of homes.. a review of the allocations process was felt to be needed. Meetings have been scheduled for the remainder of 2023-24. YOU SAID Thatyou would like to have new grit bins insta I led at your sitelsl. WE DID For those sites that require a newl replacement bin, we have ordered new grit bins and these will be replaced / installed on sites before the winter. We will also look at relocating some of the bins to make it easier for you to access them. YOU SAID We need new laundry machines. The outcome of all meetings will be shared in future Grapevines, at Quarterly Site Meetings and on our website. We are exploring ways c)f involving our care clients and their loved ones in the Residents First work and updates will be provided on our website. WE DID Brunelcare procured new laundry contracts with Wolf. The installation of these machines started in July. In addition, we are also reviewing the sites where laundry contracts are next due for renewal. What our customers say about us Residents First Group Brunelcare commissioned Acuity to conduct a tenant satisfaction survey for 2023. 289 telephone interviews were completed from a total of 1,134 residents, the fieldwork being completed during January2023. The survey was designed to act as a baseline using the new Tenant Satisfaction Measures issued by the Regulator of Social Housing for the first time. The survey recorded many good ratings including the repairs service in the last 12 months190%1, the time to complete the most recent repair190%1, the provision of a home that is safo189%1 and that Brunelcare treats its rèsidents fairly and with respect185Yol- all of which is reflected in the finding that 80% of residents are satisfied with the overal I services. A Residents First Group (previously Customers First Group) has been established to help ensure that residents are actively involved in shaping the services Brunelcare provides and its future. F2osemary of Whitebeam Court said.. '1 joined the Resiclents First Group to help to be port of a sol(Jtion, working with, not against, Brunelcare. I ljolieve that the thoughts and views I hcyve cyre vc71id. Tliere will always be frustrations, but by working together clnd demonsti"ating thot are trying to improve the services we use and the homes we live in, I con help with change ond improve communications for the benefit of all residents., Annual Report and Financial Statements 2022-23 brunelcare.org.uk Overall Satisfaction The home & communal areas Communication and information 80% 85% of residents are satisfied with the overall services provided by Brunelcare 89% of residents are , dissatisf led with. the overall services proiiided by Brunelcare say that they feel safe 69% -'are satisfied that the communal areas are kept clean andwell maintained, are satisfied that they listen to residents, views and act upon them are neither satisfied , nor dissatisfied, Day-to-day repairs and maintenance service ,80% 90% are satisfied with the repairs service in the last12 months 90% are Satisfied with the way Brunelcare handles anti-social behaviour. are satisfied with the time taken to complete their most recent repai r. Annual Report and Financial Statements 2022-23 Satisfaction over time Suggestions for . improvement l< Acuity carried out. a resident and . care survey for Brunelcare in 2020/21. This report includes the differences in satisfaction with the sheltered residents, where questions match. 252 comments were .received suggesting possible improvements , to the service Overall satisfaction is down 16% of these are,,.; >* positive suggesting no '. improvements are" needed BUT all of measures showfrom l% more for the provision of , a safe home to . Communications received the most comments 120/. 17% The full report on the satisfaction survey can be found HERE. ol.:o.¥ird b5, CLJ.OT)er >er¥liC ano the uoKeep of the comrr.L.nc mo."e fo" bo"￿: the c.?ritr.: but1￿ made by Br.: brbnelcare.oig.uk Complaints, Concerns and Compliments Brunelcare takes the approach that complaints. concerns ar)d compliments raised are gifts. Without feedback from our customers, we have fewer opportunities to develop as an organisation and as individuals. Our Complaints Officer oversees the complaints process and ensures that complaints and concerns are reviewed, resolved and learnt from. The Board's Performance, Quality and Experience Committee reviews trends and compliance with the key performance measures set out in our Managing Comments, Concerns, Complaints and Compliments Policy on a quarterly basis. CALEHDAR Our Policy also states that we will aim to fully respond to complaints within 10 working days of the complaint being logged. This was a deadline that colleagues found difficult to meet due to a range of issues, including.. The complexities of the complaint leading to more time required to fully investigate Feedback being required from an outside agency as part of the complaints investigation le.g. a solicitor) and work needing to be completed by a subcontractor IstAPRIL 2022 31st MARCH 2023 102 complaints were received '"Brunelcare's policy states that complaintswill be acknowlèdged within working days of receipt Of the 102 stage I complaints received Compliance improved during theyear from 88% in the period April to June 2022 to IO0% in the period January to March 2023. 93 88/7 Further information needing to be sought from the complainant io0% Annual Report and Financial Statements 2022-23 We continue to work to further improve the recording and reporting of compliments. compliments about the services provided by Brunelcare and its employees were received. Further Information Further information on our complaints process and how complaints were managed in 2022-23 can be found here: W4VW.brunelcare.org.uk/about-us/ our-performance/complalnts.performan¢e-reports brunelcare.org.uk THE QUALITY OF OUR CARE SERVICES Dellvering care that is person-¢entred and focused on ensuring a positive experience for our clients and their families is always our main focus and priority. Our care homes, extra care homes and community domiciliary services are regulated bythe Care Quality Commission ICQCI. They assess whether services are providing care that is safe, caring, effective, responsive to people's needs and well-led. CQC awards ratings to homes and services based on their inspections in four categories.. Outstanding,. Good,. Flequires Improvement., and, Inadequate. As at 31 March 2023, all our care homes, reablement, community and extra care housing services had achieved ratings of good or above Isee table l and 2 belowl for fu51 details of the outcome of CQC inspections - links to inspection reports are available on ourwebsite. Table I: CQC rating for Care Homes and Reablement Centres Latest CQC Insp•ctlon DetaS15 Ratlngs for KeyAreas Cale Home Took place on Rèport Published on Ovetall Rating Safe Effectlve Carlng Responsive Well led . Deerhuiat '; . 9Feb 2022 17 March 2022 18 Dec 2018 77Jan 2019 6N(v 2020 28 Ni)v 2020 kobinsoii.. 21 Jan 2020 14 Feb 2020 Saffrotr..-," 16 June 2022 30July 2022 Little"Heatli:"' Care & 5upp.oyt 9Feb 2023 8 March 2023 "Litl'le.#féath'l:' "Reablem•rit:"., 11 Jan 2023 14 Feb 2023 ' Annual Report and Financlal Sratements 2022-23 As we reported last year. an inspection of Little Heath care and Support was undertaken in April 2022 and two areas were found to require improvement. Since the inspection a number of changes have been made to structures and staffing to ensure safe services that are well-led. We are delighted to report that an inspection undertaken by CQC on 9 February 2023 resulted in a rating of 'good' which is testament to the amount of hard work and dedication of the team. Table 2: CQC ratings for Extra care Housing Latest CQC Inspe¢tlon Details Ratlng5 for Key Area5 Extra Care Houslng Took place on Report Published on overall Ratlng Safe Effective Carlng Responslve Well led 27 Feb 2020 29 May 2020 'Colli¢r¥.',. 21 Nov 2019 19 Dec 2019 ,W&vetie ",Ga"rdens,* 6Dec 2018 10 January 2019 Table 3. CQC iatings for domiciliary services Latest CQC In5pe¢tlon Details Ratings for Key Areas Community Services Took place on Report Publlshed on Overall Rating Safe Effectfve Cprirjg Responsive Well led ""Br'uri'el¢Ote Domi¢iliary. SeT..vi¢es*È:" Pri5tp,I"-?nd". 24 Nov 2020 18De 2020 IApril 2022 23 April 2022 5prvicèl; :" brunelcare.org.uk Quality Clinical Care NHS Trust. London. By using this external educator, we ensure that we are in line with current best practice whilst creating a clinical training plan that fits with our Care Homes, policies and procedu res. Dementia Care - a Human Rights based approach We are fortunate to have the skillset of our Dementia Care Lead, Stuart Wright. who shares his expertise across the charity. Training is delivered based upon a Human Rights approach. This ensures that individualised, person centred care is at the core of what we do for people living with or without a Dementia. Monitoring the 'Lived Experience, for the people in our Care Homes enables us to understand how we can improve wellbeing and the social aspects of the care that we provide. During the year we rolled out Focused Intervention Training and Support IFITSI across our care homes. FITS is designed to create knowledgeable, confiderit, evidence-based practitioner5 and coaches and is a programme based on best practice and accredited by the University of Worcester. Our Care Homes continue to strive to provide a high standard of clinical care. We have been recognisecl with accreditation from the Gold Standards Framework for our excellence in End of Life Care. Using advanced care planning, we are able to identify people's preferred priorities of care at the earliest opportunity. This ernak)les us to ensure that unplanned, unnecessary hospital admissions are avoided and people can remain in the place that has become home, cared for by people who are familiar to them, with the ability for loved ones to be with them in the last days of life. Good deaths are facilitated in the homes with only a small number of deaths occurring in a hospital setting. Excellent relationships with partner GPS in all of our Care Homes ensure that regular treatment and health reviews take place on a weekly basis e.g. medication, long term condition, nutrition, pain management etc. Clients and their families are involved in decision making wherever possible. Clinical training forour Nursing and Senior Caro Teams is delivered by an external nurse educator from St George's Whai Is FIT57 -.Forev8r FiTS -. '"O"ul¢.omo?', FOCUSEO INIEPVEKTION suppoftr 'NEEDSL' -' DEPIENTIA COACHES . Annual Report and Financlal Statements 2022-23 Some Feedback from 2023 participants brunelcare.org.uk -jcl Ctatement 2022-23 AnnJal Report ar.d Finan- Community Care and Extra Care Housing OUR HOUSING HOMES AND SERVICES Our community division strives to deliver person centred care and support services into individuals, own homes across South Gloucestershire, Bristol and Somerset. Over the past year, we continued to work in partnership with 5omerset County Council to provide and grow a new discharge to assess service, allowing people to leave hospital in a timely manner and receive an assessment oftheir needs within their own environment. We want all of Brunelcare's Customers to feel proud of their homes and where they live, but we know this Is not always the case. A number of our homes are in need of Investment to bring them up to a more energy efficient standard and local environments also need improvement. Our homes are ageing and some are beyond economic repair, with changing demographics and expectations which, combined with the results from the stock condition survey, point to a need for significant investment, remodelling or in some cases disposal. Brunelcare's Asset Management strategy IAMSI 2020- 2025, which was approved and launched in June 2020, recognises and responds to this. It is a critical busi ness tool that aligns Brunelcare's property assets with business needs. It is a keystrand of the strategic golden thread that links the Board's Strategic Plan to the delivery of improved outcomes for our tenants and clients, and it is supported by the 30-year Business Plan. In 2022-23 we progressed the AMS Action Plan by.. Catching up with planned works delayed by contractual performance concerns ckppuc 2. Continued investment in building safety and compliance works including fire safety within thp k)udget, including fire door replacement and alarm upgrades 3. Providir)g financial investment and redevelopment data to inform the 30-year Long Term Finance Plan brunelcare.org.uk 4. Completing detailed investment plans and budgets for 2023-24 17. Mobilising two new contracts with incumbent contractors KIS (Electricall and Greyman (Gasl 18. Completing 1227 stock condition surveys Implementing a new Housing Management System for property and compliance management 6. Completing four fire alarm upgrade programmes across five sites The last12 mor)ths saw a huge increase in the cost of wholesale energy prices which had a diiect impact on Brunelcare's capital investment budget. This forced a review and subsequent scaling back of budgeted works with some works moved to the 2023-24 financial year. In 2022-23 we also invested in the following health and safety compliance works and checks. 7. Progressing recommendations made by Greener Energy Futures to identify quick carbon reduction wins Establishing a relationship with the Net Zero Group by attending and presenting at both meeting5 held 9. Advancing the detailed developrnent appraisal on sites having already obtained Board approval Health and Safety Compllance Works At the time of reporting, property health and safety compliance performance was.. 10. Applying for ISHDFI Wave 2.1 funding. Brunelcare has been awarded funding in excess of £1.7m. ercen.tagé"_: 11. Applying for Community Resilience Fund through Bristol City Council in order to apply learning from Greener Energy Futures advice related to sensor controlled LED lighting. Aspiring to upgrade all communal lighting across our stock Fixed Wire Testing - Domestic & Communal Domestic Gas Services Commercial Gas Services Fire Risk Assessment Lifting Operations and Lifting Equipment ,: Regulations1998 {LOLER} Checks 99% 12. Formalising discussions with Bristol Energy Cooperative relating to the use of solar energy within out Extra Care schemes and Care Homes 89% 13. Presenting a draft sustainability strategy to the Board and Net Zero Group which includes development and retrofit principles in order to contribute to Lhe corporate carbon reduction strategy In 2023-24 the main areas of expenditure will be on: Replacing kitchens that have come to the end of their life, Electric heating, Fire detection systems, Fire door improvements and replacements, Fire compartmentation and breaks, Replacing windows, External decorations. 14. Developing a damp procedure 15. Providing training on the subject for customer service and customer facing staff 16. Appointing a Responsive Repairs and Property Compliance N4anager Annual Report and Financial Statements 2022-23 Decent Homes Standard {DHS} Following a detailed application, Brunelcare was awarded £2 million of Wave 2 (Social Housing Decarbonisation Fund) funding. We have to spond this over a two-year period on improved insulation, space and water heating. Brunelcare will match this funding with new windows and explore renewable energy across two of our sites. As we develop our approach to improved energy performance, we are much clearer on how we can achieve this. However, we also hopè that we will be able to take advantage of future technology and design changes. We will start to ietrofit our poorest- performing properties with an Energy Performance Certificate IEPCI rating of D and below. Ensuring that all our properties comply with the DHS is a key target. Over the next five years potentially 654 dwellings will fail the decent homes standard, 70.9¥0 of these failures occur in year one and two. Decent Homes failures affect all aspects of our properties,. sheltered housing, ECH and Caro Homes. While Care Homes are not governed bythe DHS, a number of properties will have reached the end of their expected life cycle and are in need of major investment. runelcare has reached a critical point in non-decency which has been influenced by a combination of factors., lack of historic investment in infrastructure such as wiring and heating systems- kitchens and bathrooms have been replaced at void with using an ad hoc approach. A number of sites are of the same age and are at risk of reaching non-decency at the same time. In addition to this the pandemic introduced delay with planned works projects previously procured and we are still in a position of working through the backlog. There are long term strategic plans and budgets in place to resolve the non- decency in the most appropriate way. We end the finarTcial year with 43 non- decent components. The non-decency assessment relates to the age of doors. However, on assessment, these doors remain functional, robust and safe. Climate Change We have undertaken some detailed property assessments, which has provided us with a mLJch better understanding of how the retrofit will take place. The next stage will be to start consultations with some of our tenant5 in phase one aboLJt what that could mean for them and their homes in the first phase. Tenant Involvement In addition to the work of the Residents First Group, referred to on page13 of this report, 8runelcar@ also encourages tenant involvement in decision-making by promoting mechanisms for their involvement. We employ a wide range of methods to communicate with our tenants, including.. Issue of an annual reportto tenants Suggestion boxes in all sheltered sites Site notice boards Ensuring that our homes are low carbon and energy efficient is iiot only an objective within the 'Assèt Management Strategy,, but also a Government target for social housing providers through their 'Clean Growth Strategy,. By 2050 we have to achieve net zero for all of our homes. Quarterly site meetings Our quarterly Crapevine magazine Information on our website brunelcare.org.uk Repairs call back survey Exit survey for departing tenants 18 months, so that tenants could benefit from the fall in energy prices. Improving Acce55 to Information Technology To enable our residents to access technology to help manage their tenancies, access advice and benefits we have upgraded the Pcs on all of our sites. We have also renewed the IT infrastructure, such as the Wi Fi, to ensure the reliability of access. The sheltered housing sites, quarterly site meetings enable tenants to raise concerns and discuss ideas for their site. In 2023-24, the 'Together with Customers Charter, will drive engagement with all customer groups with the goal of further strengthening our relationships with them. New Welcome Pack Supportlng Residents to Maintaln their Tenancy During the year we restructured and strengthened our housing team, so that we are able to support and work with vulnerable rosidents needing help to stay in their homes and avoid the threat of eviction. OurTenancy and Income Officers work with residènts to address their individual circumstar)ces through practical plans of action as well as ensuring they are claiming any bènefits they may be entitled to. All members of the housing team have received training in welfare benefits so that they can provide help and advice. Our Tenancy Officers ale also able to work with residents to address matters such as Anti Social Behaviour and on-site conflicts. We want to ensure our services are as easy and accessible as possible. We know we need to continue to improve the quality of our service5, communications and ease of transacting with us and this remains our priority. Delivering for our residents starts before they have moved into their homes. During the year, we started work on a new welcome pack to help new residents settle in and get off to the best possible start. We are using the feedback from new residents, as well as those of our colleagues who work directly with them to inform the content and format of the new pack. Energy bills The large increase in energy costs was a big shock for everyone last year. For some people, energy bills went up by 300%. Whilstwe were able to pass orn the government subsidy introduced in October 2022, as well as tenants being able to claim the £400 payment, removal of the government SLJbsidy meant that tenants were facing another big hike from April. To avoid this, we were able to negotiate a new deal with our energy supplier EDF, whereby they spread the increase over The financial pressures faced by our residents as a result of rising energy costs and inflrltion led to rhe development of a 'cost of living help, page on our website which is used to inform our residents of the latest schemes, help and advice being offered by the Government - see here.. vwM.brunelcare.org.uklabout-usl help-and-guidance/cost-of-living-help. We also introduced a'Financial Support Fund, to support residents facing difficulty witli the i nLroclSi ng cost of l ivi ng and rising energy bills. Annual Report and Financial Statements2022-23 Regulatory Assessment and Review Piloting new consumer standards As part of the inspection process, Brunelcare worked with the RSH to pilot its new arrangements to review compliance with the five RSH Consumer Standards: At least every four years, Brunelcare has an inspection of all of our housing services. On 29 March 2023, the Regulator for Social Housing IRSHI published its regulatory judgement of Brunelcare following an 'ln-t)epth Assessment, IIDAI. This involved a review of documents, interviews with members of the Board and Senior Leadership Tearn of Brunelcare, and observations of meetings. Customers involved in the Net Zero Group got the opportunity to give feedback to the inspection team. Based on evidence gained from the IDA, the RSH has confirmed that it has the assurance that Brunelcare continues to complywith the governance and financial viability elements of the Governance and Financial Viability Standard. • Home Standard- quality of accornmodation and repairs and maintenance Tenancy Standard- how properties are allocated/exchangod and terms around tenure Neighbourhood and Communlty Standard- issues around neighbourhood and communal areas and anti-social behaviour • Tenant Involvement and Empowerment standard- customer service and complaints, tenant rights and involvement • Tenant Satisfaction Measures Standard (TSMs)- reporting against the TSMS, which covers information on areas such as repairs, safety checks and complaints (applies from l April 20231 The RSH concluded that there was good evider)ce of Brunelcare meeting the new Consumer Standards but identified areas where improvements need to be made.. The published outcomes were: Gl - The provider meets our governance requirements Iratings are Gl and G2- compliant., G3 and G4- non-compliant] • V2 - The provider meets viability requirements,. it has the financial capacity to deal with a reasonable range of adverse scenarios but needs to manage material risks to ensure continued compliance Iratings are Vl and V2- compliant., V3 and V4- non-compliantl understanding diversity of tenants understanding satisfaction rates better transparency and involving tenants more in decisions The full judgement Can be found here: vw.gov.uk/government/publicatlons/ regulatory-judgement-brunelcare--21 current-regulatory-judgement- brunelcare-29-march-2023 brunelcare.org.uk OUR COLLEAGUES increasingly compelling. Brunelcare experienced significant difficulties in 2022 in recruiting and retaining employees. A campaign was launched, which combined with the introduction of the Fieal Living wage, has reduced vacancy rates to under 5% and staff turnover to 280A. The strength of Brunelcare lies in the quality of its employees Ensuring the wellbelng of our colleagues Is as important as it Is ftir our residents and tenants and so we have introduced a number of urrangements, including.. We recognise the importance of investing in our colleagues and supporting them to develop and achieve their personal and career aspirations. We offer a range of apprenticeship5, health and social care qualifications, leadership skills training and other development. The Workforce Strategy, launched in January 2022, incorporates ongoing Hr4 activities and projects in addition to a range of specific interventions focused on improving Brunelcare's abilityto recruit and retain a highly motivated and well trained workforce, which in turn will have a positive impact on the services delivered and results achieved. Mental health Ftrst Aiders Brunelcare is committed to treating mental health as seriously as physical health and general employee wellbeing. As part of this continuing commitment, there are 48 Mental Health First Aiders across the Charitywho are able Lo provide first-line support to colleagues who may be ir) need of assistance. Care Flrst As partofour commitment to our colleagues we continue to provide Care First. Activities include partnership working to attract interest from a wide range of groups and develop new talent pipelines. We are delightod to confirm that, as of l April 2022, Brunelcare became an accredlted Real Livlng Wage Employer. As of l April 2022, all colleagues at Brunelcare were paid at or above the Real Living Wage of £9.90 per hour. Set by the Living Wage Foundation, the Real Living W3ge has been indeper)dently calculated according to the real cost of living, which is based on a basket of household goods and services. This wage applies to all workers over the age of 18. This increased further in April 2023 to £10.90 per hour and all colleagues are paid at or above this. Care First offers comprehensive advice, information and articles covering personal and work-related issues. They offer 24-hour telephone access where every call is answered immediately by a Care First directly employed and qualified counsellor who can irnmediately begin providing support for personal or work-related issues. They also offer online and face-to-face counselling, which includes real-time one-to-one secure access to support through their online messenger style service. Confidentiality, security and anonymity are guaranteed. The online service connects individualswith one of their qualified counsellors. Finally, they offer an information service providing telephone and online access The need to improve the overall employment package has become Annual Report and Financial Statements 2022-23 to a tÉLam of dedicated, professionally qualified information specialists who can provide practical information and advice on all common topics including Consumer, Legal, Finance, Housing, enefits, Family and much more besides. committed to ensuring that leadership positions are available to the widest pool of talent regardless of gender. We are proud that our leadership team has an excellent gender balance,. of our seven executives, four are women including our Chief Executive. Lone Working Devices We continue to use the lone working app called Stay Safe, This has replaced the older Solo Protect devices. The app links a lor)e worker with 24171365 support. Users are able to log on and off the system and it will automatically raise an alarm if the user does not log off following an appointment. In addition, it has a panic facility that can be used should a colleague experience verbal abuse or physical aggression. The devices have been distributed within the property, housing and community teams and their use of them is monitored internally by the appropriate manager. In April 2022, we published our gender pay gap report for 2021-22. Our mean pay gap for 2021-22 was13.15%- this is higher than 2020-21 by 0.32%. Our median pay gap was 4.79¥0 which is 1.61% lower than the previous year and over IOYO better than the national figure of15.4% in 2021. Equolity Diverslty and Inclusion We value our employees and promote equality and diversity wherever we can. Equality, Diversity and Inclusion IEDII is an integral part of our employee induction programme, letting new starters know from the outset its importance and howto represent this within Brunelcare. To support this we have an Equality and E)iversity Policy and Acceptable Behaviour Policy in place. An Equality, Diversity & Inclusion Plan was launchecl in January2022, this has nine specif ic a reas of activity, includ ing overarching activities such as delivering all eight pledges contained within the City of Bristol Equality Charter. Partnerships have been set up with a range of organisationsto promote diversity in recruitment. These include.. ACH- a refugee and employment organisation who are supporting us to understand the cultural aspects of employir)g refugees and asylum seekers as well as providing support to employ refugees. 2. City of Bristol College supporting continuous professional development, language skills and work experience Colleague Voice In 2019-20 we responded to colleagues, viows by completely changing our approach to colleague engagement, and introduced 'Colleague Voicè,. Colleague Voice is the consultative body representing the interests of all employees, and ensures that there is an opportunity for genuine involvement for a I l in the Cha rity's activities and plans. Gendèr. Pay Brunelcare is committed to delivering equality of opportunity regardless of gender and has a pay and grading structure to support this. We aim to treat everyone fairly at work, across all levels and locations. This includes making sure everyone has the same opportLJnities for recognition, reward and career development. Thanks to our pay grading system, we know that we provide men and women with equal pay for the roles they hold. We are brunelcare.org,uk 3. Mums Worklab supporting long term unemployed (often single) mothers to return to the workplace The Apprenticeship Diversity Champions Network (ADCN) We have retained Investors in People accreditation for the past19 years and have remained a Disability Confident employer (previously known as Two Ticks) for the past 16 years. A colleague- led Equalities Forum has been established to oversee and strengthen EDI arrangements. A new Equity, Equalities and Diversity Strategy is due to be launched in late 2023 following the involvement of colleagues, trustees and customers. HEALTH, SAFETY AND WELLBEING We are committed to driving ontinuous improvement in our health, safety and well-being arrangements and are constantly reviewing and Strengthening its arrangements to achieve this. There were a total of100 reported accidents/incidents in 2022-23. Of the reported incidents, over half1540AI resulted in some form of injury. These injuries primarily comprised superf icia I yet notable ailments, such as cuts and bruises, further highlighting the need for continued emphasis on preventative measures. Remuneration The remuneration of the Senior LeadershipTeam and colleagues is reviewed annually by the Fiemuneration and Nominations Committee following external benchmarking. We do not operate any incentive schemes. The Trustees give their time freely but are entitled to claim out of pocket expenses. There were two dangerous occurrences reported related to a slip on a floor and an electric shock. Both fall under the category of accident. The majority of reported incidents correlate with sli ps, trips and falls, with a significant proportion of these owing to the frailty and clinical disposition of our clients. This led to an over-reporting trend in the past, which has now been addressed by the E)irector of Nursing and Care Services and Health and Safety team. Continued efforts are being made to differentiate between health and safety incidents and clir)ical requirements, enhancing our reporting accuracy and service delivery. Annual Report and Financial Statements 2022-23 Health and Safety Enforcement (Statutory Breaches) There were two Statutory fire safety broaches during 202J23. Deerhurst and Robinson House residential care homes were visited by Avon Fire and Rescue Service in 2022. A number of deficiencies were identified.. insufficier)t number of fire doors on protected routes used for means of escape. Breeches in fire compartment walls Fire doors on protected routes that did not meet the required standard IBS 476 pt 221. An improvement plan for both of the buildings was issuod by Avon Fire and Rescue service. Immediate action was taken to address the issues raised in the report and strengthened assurance arrangements have been put in place RIDDOR Reportable Incidents Brunelcare had six reportable accidents in 2022-23. They were.. One report was due to a member of staff being found unconscious. Five reports were due to members of staff being off work for a period exceedi ng seven days. Personal Injury Claims There were no employee liability claims made in relation to accidents at work and injuries to members of the public during 2022-23. We suffered a fire in one of the flats in Willowbank in April 2022 which sadly resulted in the death of the occupant but we have not yet received the accident investigation report and consider it is unlikely, given the time elapsed, that there will be a claim against Brunelcare. brunelcare.org.uk SECTION 172 STATEMENT The following is a statement by the Trustees in performance of their statutory duties in accordance with s17211l of the Companies Act 2006. The Board of Trustees of Brunelcare consider, both individually and together, that they have acted in the way they consider, in good faith, would be most likely to promote the success of the Charity for the benefit of its members as a whole (having regard to the stakeholders and the matters set out in s17211l (a-fl of the Act} i n the decisions taken during theyear ending 31 March 2023. Below it is set out how we have er)gaged with key stakeholders during the 2022-23 financial year. Brunelcare qualifies as a large company under the CompaniesAct 2006 as it meetg at least two of the following criteria: Turnover of more than £36m' Balance sheet total of more than £18m', More than 250 employees. We are therefore required to disclose in this strateg ic report a 'Section 172111 Statement" describing how directors have had regard to the matters set out in sections172llllal-1fl of the Companies Act 2006 when performing their duty under the section. This states that- The principal decisions taken by the Board during the year were.. Principal decision I: Steps taken to provide support during the cost of living crisis Launching of a Brunelcarè Financial Assistance Fund in May 2022. Successfully working with the National Nousing Federation on a national campaign to allowtenants and residents purchasing energy through commercial tariffs to be eligible for government energy support payments, and providing support for tenants and residents to access these funds once made available. A director of o company must act in the way he considers, in good faith, would be most likely to promote the success of the company for the benefit of its members as o whole, and in doing so have regard (omongst other matters) to.. (a) the likely consequencès of any decision in the long term,. (b) the interests of the componys employees, (c) the need to foster the compony's business relationships with SLippliers, customers and others,. Linking with Bristol Citycouncil on city-wide action to create warm spaces and access to hardship funds. Approval of a cost of living pay i ncrease for colleag ues in Apri I 2023 alongside a £IOO cost of living payment in December 2022. (dj the impact of the companys operations on the community and the environment,. {e) the desirability of the compcjny maintoining a repLltatiofj for high standards of business coi)duct, und (f) the need to oct fcjirly between members ofrhe company. Annual Report and Financial Statement5 2022-23 Principal decision 2: Approval of fixed term energy costs to provide certainty for customers During 2022-23 the Board took steps to secure certainty over the Charity's energy costs amid rising prices and uncertainty caused by global factors. In February 2023, the Board undertook an exercise to secure energy cost certainty and signed a contract exLen5ion with the Charity's energy providers until February 2024. of new documents for all Sheltered and Extra Care Housing (ECHI sites. In June 2022, the Board agreed to an update to template documents for new tenancy agreements to ensure consistency and provide clarity regarding service charges as well as other clauseswithin the document. Principal decision 5: Damp und mould management Following the tragic death of Awaab Ishak, who died of a respiratory condition caused by mould in his home, attention has rightly beer) focused on the responsibi l ity of all registered providers to ensure issues of mould and damp within properties are promptly identified and addressed. Principal decision 3: Approval of the Long Term Financial Plan The Long Term Financial Plan ILTFP) forms a key part of Brunelcare's financial governance arrangements. In June 2022, the Board approved the 2022- 23 iteration of the LTFP. In linewith Brunelcare's Stress Testing Policy and the requirements of the Regulatorfor Social Housing (RSHI, stress tests relevant to Brunelcare's business model were applied, these also reflected its key risks and those from the sector risk profile, and link to the asset and liability register. Both single stress tests and multivariate scenarios were applied to demonstrate the resilience or otherwise of the plan to a variety of changing circumstances. In December 2022, 8runelcare submitted a report to the Regulator of Social Housing setting out our approach to assessing the extent of damp and mould issues affecting our properties as well as our most recent assessment of the extent of damp and mould hazards in our homes. The report states that we do not have any known recorded cases of categoryl or 2 hazards relating to damp and mould. Despite this, we do not want to be complacent and additional reviews, monitoring and assessment checklists have k)een implemented. Principal decision &" Approvol of new standardised tenancy arrangements It was agreed in 2021-22 that from I April 2022, all new Brunelcare tenancies would be let on the basis of variable service charges. As part of this process the opportunity was taken to review all details contained in tenancy agreement template documents and produce a suite Principal decision 6: Adoption of a Together with Customers Charter The Board agreed the approach to developing a 'Together wiLh Customers, charter in June 2021. Throughout 2021-2022, we worked closely with our customers to help us better understand what matters most to thèm. biunelcare.org.uk Influenced by the National Housing Federation's'Together with Tenants, initiative, the outcome of this work was the 8runelcare'Together with Customers Charter, (The Charter), wkiich was approved by the Performance, Quality and Experience Committee in May 2022 and the Board in June 2022. The Charter was formally launched in August 2022. The Charter aimsto embed a culture that values the voice and experience of customers and strengthens the relationship Brunelcare haswith them. The roll-out of the Charter has led to the establishment of the Fiesidents First Group Isee further principle decisiori 7, below). Principal decision 8: Rent and Service Charge Increases In January 2023, the Board agreed a rent increase of11.l%, based on the CPI of10.l% in September 2022 plus IOA, for all supported housing ronted properties, effective from 4 April 2023 (for tenancies with April dated uplifts). Principal decision 9: Amendment to the tenure of Trustees During theyear the Remuneration, Nomination and Workforce Committee reviewed the composition, size and structure of Brunelcare's Board. Brunelcare's Articles of Association (Article 19.41 states that 'The minimum number of Directors shall be 5 but (unless otherwise determined by ordinary resolution) with a maximum of 12 or as set out separately in a code of governance,. It was recommended that no change be made to this Article. Under Article 21.2 of Brunelcare's Articles of Association Trustees are appointed 'for a term of three years. Directors shall cease to hold off ice at the end of the fixed term, bul shall be eligible for re-election for two further consecutive periods of three years., New guidance introduced by the NHF Code of Governance 2022, states that, in relation to the tenure of Board members, that'maximum tenure will normally be up to six consecutive years (typically comprising two terms of officol, but where a member has served six years, and the board agreesthat it is in the organisation's best interests, their tenure may be extended up to a maximum of nine years,, the CommiLtee agreed to recommend to the Board that the option to re-appoint a Trustee for up to three terms19 years) be retained, albeit where possible a maximum tenure of sixyears will be supported. The Board agreed to adopt this position in September 2022. Principal decision 7: Creatlon of a Residents Flrst Group Following the approval of the Together with Customers Charter, the Residents First Group (previously known as the Customers First Group) was set up by the Board in December 2022. The Residents First Group has been put in place to ensure that Charter commitments are fully realised and CLJStomers are put at the heart of our corporate governance arrangements, decision making and oversight of the delivery of the Charter delivery plan. The Terms of Reference of the Group was approved by the Board, with the Group's input, in March 2023. An engagement event for the Group was held in March 2023 with its first formal meeting held following the end of the 2022-23 financial year in April 2023. The Group has decided that kèy arèas which it wishes to include within its work plan for the 2023-24 financial year include communication, service charges and Brunelcare's approach to allocations. Annual Report and Financial Statements 2022-23 It.,has been important to,: .maintain communication yilith colleagues-.regarding the cost OF livi ng throug h intef,nal bulletins, colleague.:i/oice meetings and, a11-colleague calls. VV.e were delighted.to announce Brunelcaro'g accreditation . as a Livi"ng Wage Employer in 2022, particu larly in light of, the recruitrrierit and retention crisis being faced by..the social.care sector In response to,the.cost of :_ living and energy crisis, we ha.v.e engaged with customers to ensure they are informed of where to receive support. This has included the creation of a 'Cost of Living Help, page on our websiLe with a directory of-available financial support, regular 4iritten corri.muDication V￿1th.. custoryiers to'iriforin th.em of updates and:sigDpostingto" .sup."port".optioThs,. i°ricluding'the CP(ar,te.r-,'c,orfqiniri.tySI,¥-. . . brL-nel-a.-e.org.uk INFORMATION GOVERNANCE Brunelcare continues to work towards a culture of compliance with the UK GDPR, DPA 2018, Privacy and Electronic Communications Regulations and official guidance based on the above. Durirlg 2020-21, the Charity achieved entry-level status to the NHS Data Security and Protection Toolkit, contributed to making this toolkit more relevant to the social care sector, and contributed to two pilots run by the National Cyber Security Centre {NCSCI. This status was maintained in 2022-23. Risks relating to information are managed and controlled in accordance with the Charity's Information Governance Policies. All information governance issues are escalated to Brunelcare's Corporate Governance Team who reviews and assesses each one to ensure any breaches are identified and concerns addressed. Annual Report and Financial Statements 2022-23 VALUE FOR MONEY AND BENCHMARKING ASSESSMENT OF FINANCIAL AND OPERATIONAL PERFORMANCE Value for Money Matrix 8runelcare utilises data within both the Regulator for Social Housing Value for Money metrics and the Housemark Sector Scorecard to monitor its activities in orderto ensure that we continue to deliver value for money and make progress towards our strategic objectives. The Scorecard sets out a number of indicators covering business health, outcomes delivered, effective asset management and operatin9 efficiencies. An analysis of Brunelcare's score against each of these indicators is set out below. The Board is committed to providing high-quality Services and achievir)g Value for Money IVFMI The 8oard has set efficiency objectives and urilises the housing sector scorecard and other key business metrics to ensure that there is a focus on: In addition to these sector-wide benchmarks wè also have a series of internal metrics that monitor key risks to the business. improving customer experiènce and satisfaction,. the quality and safety of all services. the safety and suitability of our homes., improving thp efficiency and effectiveness of services., increasing fir)ancial capacity Recruitment has improved since we moved to paying the Fieal Llving Wage as a minimum and we continue to see the benefits of this pay policy as retention of staff has also improved and we have beèn able to reduce our reliance on agency staffing We have also invested in central IT systems, replacing and upgrading our IT infrastructure and housing and rostering systems in the year. All of these metrics are monitored regularly bythe Senior Leadership Team and Trustees to ensure that we focus on delivering the best value for our stakeholders. brunelcare.org.uk Key Metrics Metric l.. Reinvestment (%) q'uartilo .gU,artiie Reinvestment as a percentage of existing stock 2.3% 1.9% 0.6% 2.2% F4ÈinvestmenL measures expenditure on our existing estate to improve the quality of longevity of the buildings. Constraints were encountered in theyear in sourcing materials and skilled trades which reduced the amount of improvements we were able to make. Metric 2.. New Supply Delivered 1%) Social housing units developed as% of owned 1.2% 2.1% 0.0% 0.0% Non-social housing units developed as % ofowned 0.0% 0.0% 0.0% 0.0% This measure look5 at the number of new social and non-social housing unit5 developed in the year compared to the size of the entity. Brunelcare does not regularly develop new housing schemes, llnlike many other housing associations, k)ut we expand our services when suitable opportunities arise. Our most recent increase in housing numbers was an extension to our Waverley Gardens extra care scheme which was opened in April 2020. We are in discussion with a local authority to provide a further expansion to housing services in the Bristol area but these discussions are preliminary at the moment. Annual Report and Financial Statements 2022-23 Metric 3.. Gearing (%) Brunelo 'qupr:tilff -*-:4Qartiie"_ Gearing 9.8% 5.3% 19.0% 35.8% 48.6% Gearing compares our net debt position to our net assets and is a measure of financial stability. Brunelcare has relatively low levols of debt which have reduced further following repayments in the year plus we have increased our cash balances following the sale of our Trendlewood investment property. The lower debt levels are appropriate for our mixture of care as well as housing. Metric 4.. Earnings Before Interest, Tax, Depreciation, Amortisotion, Major Repairs Included (E81TDA-M￿IJ Interest Cover elc-gfè," , EBITDA MRI as % of Interest 299.7% 299.0% 181.9% 248.5% Brunelcare's interest cover is strong due to the relatively low level of borrowing compared to sector averages. Metric 5.. Headline Social Housing Cost Per Unit Cost"Pér:.(Jnit.': uar,tifè. Toral cost per unit (housing for older people) 7,523 8,043 5,152 5.789 6,281 This measur@s the efficiency with which we provide housing services to our residents by calculating an average cost per hoLJsirng unit. Our costs are relatively high compared to the sector average, partly due to Brunelcare purchasing and recharging our residents, energy, The increase from last year reflects the large increase in fuel costs and the post pandemic increases in maintenance material and labour costs plus a reflection of the additional ir)vestment in upgrading the quality of our existing housing units. brunelcare.org,uk Metric &" Operoting Margin quartile quart'ile Operating margin housing for older people 6.6% 0.0% 15.8% 25.5% Operating margin overall 3.8¥0 2,9% 12.7% 20.2% 25.9% The operating margin percentage expresses our operating surplus as a percentage of our turnover. Our overall operating margins are low compared to the housing sector due to the inclusion of lower-margin care services plus, within housing, our purchase and recharge of energy on behalf of our residents. Brunelcare's overall operating margin percentage has fallen from last year due largely to the increase in fuel costs arising from the war in Ukraine, much of which we were not able to recover from our customers. Metric 7.. Return On Capital Employed (%) uarl_jl Total cost per unit Ihou51ng for older people) 2.1% 2.2% 2.0% 3.7% The return on capital employed compares our surplus to our assets sess current lia bi l ities so excl udi ng longer term l iabi lities such as loans and deferred capital g rants. The figure for Brunelcare is lower than average for housing associations, again, due to our mix of businesses and services purchaged on behalf of our residents. Annual Report and Financial Statements 2022-23 New Developments There were no new property developments in the year. However, we continued the review of our existing housing stock and identified several sites with poorer build quality, space standards, energy performance and lower satisfaction levels and we are developing plans to rebuild or change these schemes to make them fit for the future. The development and implementation of a new housing management system ICIVICA CXI started in 2022. The new system will improve communication with customers and the efficiency and effectiveness of services. A new rostering system was also introduced in Community Services and Extra Care, which has strengthened our systems for the provision of timely, quality care. Payment Of Creditors In line with government guidance, Brunelcare's policy is to pay purchase invoices within 30 days of receipt, or earlier if agreed with the supplier. To achieve this, we perform weekly payment runs and one-off payments where required. We have submitted a return to the Government's Payment Practices Service with the following outputs.. Percentage of invoices paid within 30 days Percentage of invoices paid between 31 and 60 days Percentage of invoices paid after 60 days 76% 21Yo 3¥0 We paid 32% of our invoices OL¢tside of the agreed time but the majority of these were due within a week or sooner and we are working to improve our turnaround times for authorising invoices for payment to reduce this figure. The average number of days taken to pay our invoices in the period was 29. Fixed Assets Details of changes to Brunelcare's fixed assets are shown in notes10 and 11 to the financial statements. Financial Performance Cash Flow And Working Capital Management Cash balances at the year-end were strong at £8.9m, an increase of £l.8m in the year due to good cash generation from operations plus delays in fulfilling our capital programme. In 2022-23, we completed the sale of the land at Trendlowood which increased our cash holdings by a further £2m.. Accounting Policies Brunelcare's principal accounting policies are set out on pages 75 to 79 of the financial statements and have been prepared in accordance with the Statement of Recommonded Practice 2018. brunelcare.org.uk Reserves Pension At the end of theyear Brunelcare had total reserves of £29.8m12022'. £29.6ml. Within that figure the Revenue Reserves I"Free" Fleservesl totalled £28.2m12022'. £28.Oml. This reflects the small surplus achieved in theyear. Brunelcare generates net surpluses in each financial year which aro reinvested in existing properties and services alongside new projects, and to provide reserves with which to meet any emergency funding requirements that may arise. The Board is satisfied that the level of reserves reported is reasonable. The net liak)ility valued by the scheme actuary forthe Charity's share of the SHPS defined benefit per)sion scheme reduced slightly in the year. The movements in the pension scheme funding are largely outside of the Charity's control but we continue to pay into the scheme, with other employers, to reduce the deficit over time. We ensure that our long term financial plans include a prudent view on how long these payments may be required for. The Charity has also mitigated the risk of increased future deficits by closing our defined benefit scheme to new and current members atthe end of March 2019. Treasury Management & Strategy Brunelcare has a formal Treasury Management Policy which is approved by the Board. The purpose of the policy is to agree and maintain a f￿mewOrk within which the exposure to risk related Lo cash investments and borrowings can be managed. The policy requires an Annual Report to the 8oard setting out the application of the policyfor the past 12 months and the strategy for the nexLfinancial year. Brunelcare's current debt profile shows term loan borrowings from two lenders.. Lloyds TSB and Capita PIC (Orchardbrook Limited). During the year, Brunelcare renegotiated the £5.Om Revolving Credit Facility provided by Barclays in 2019. The original ten year facility, which had seven years to run, was replaced by a five year facility on the same terms but omitting one of the three covenants that was restricting the Charity's decision-making. There were no drawings or repaymer)ts on the facility in the year. We expect the impact of the triennial review will be reported in next year's resu Its. Going Concern Our Long Term Financial Plan cor)firms the Board has a reasonable expectation thal Brunelcare has adequate resources to continue in operational existence for the foreseeable future, being a period of twelve months after the date on which the report and financial statements are signed. For this reason, it continues to adopt the going concern basis in the financial statements. Additional details are provided in the strategic report starting on page 10. Annual Reportand Financial Statements 2022-23 Board Internal Targets The Board also uses internal operational targets as follows.. Target l.. Quality of care 7?"0.2.2-2.3.¥.. I. IO0% of our CQC regulated services are rated as'Good' or'outstanding. 90.9% 90.9% loo% Please see the section on the quality of our care services above which provides a table showing our current CQC ratings. At the end of 2022-23, all care services were rated 'Good' or'outstanding.. Target Z. Head Office performance InterDal Measure. 2020-21 2021-22, 2022-.23 2. Central support servicesspend to be managed up to 8.5% ofincome 7.0% 7.9% 8.4% Brunelcare's support costs continue to be managed well and are low by sector standards and overheads are below other social housing providers. This reflects efficiencies necessary for value for morney services. Target 3.. Sickness absence Ihtern'al MÈas'utr¢ 2021-22 ..2022Q3 ' 3. Reduce sickness absence in line with the social care sector average 3.99% 5.48Yo 5.76% Although sickness absence levels have incrèased, and are above our internal target {4.5¥,1, these increases are low and are consistent with previous years due to the reported increase of colds, flu and viruses during the winter months, brunelcare.or9.uk Target 4" Employee retention ' Internal.Measure 2020-21 1021-22 2022-23 4. Achiev& an employment retention level of higher than 75% 72.44% 65.47% 7254% This target has not been achieved but has increased compared to 2020-21 and 2021- 22. Employee retention remains a key issue in the care sector and continues to be a key part of our corporate strategy with a range of activities being taken to improve this figure. Internal workforce data has continued to show a positive trend with an increase in starters compared to leavers throughout 2022-23 and into the current financial year. Target 5.. Occupancy ,2020-2t,.. S. Achieve a level of occupancy in Care Homes of higher than 94% 89.8% 94.7% 97.3% Occupancy in our care homes met its 94% target throughout 2022-23. This has shown continued increases year-on-year. -. Annual Report and Financial Statements 2022-23 RISK MANAGEMENT Additionally, the AR&FC and the Board receive reports from management on specific risk areas, including fire safety, landlord health and safety compliance, cyber security, and the implementation of new IT systems. The Corporate F2isk Register is updated quarterly and highlights the top risks facing Brunelcare, changes to existing risks and any new risks identified together with actions to manage these risks, further action to be taken and assurance arrangements. Embeddlng effective risk management remains a key priority for the Board. Our approach to risk nianagement has been designed to ensure that risks are identified, assessed and prioritised and appropriate mitigating actions taken. Systems implemented to manage risk at various levels of the organisation include: A comprehensive Corporate Risks Register ICRRI., Principal Risks and Controls At the start of each financi81 year, a detailed assessment of the risks impacting on the Charity is undertaken, this includes a review of the Sector Flisk Profile published bythe Regulator for Social Housing, sector risks highlighted by the Care Quality Commission and the Health and Safety Executive. The Board togetherwith the Senior Leadership Team identitied the major strategic risks to which Brunelcare could be exposed and the Senior Leadership Team ensured controls were in place to mitigate/manage them. The Corporate Risk Register {CRRI was reviewed at each Audit, Risk and Finance Committee and Board meeting. The principal areas of risk to vvhich the Charity was exposed in 2022-23 were identified and reviewed throughout the year and, for each of these, an assessment was made as to their impact, severity, and probability. Each risk on the CRR was reviewed at a Board Strategy and Development Session held in February 2023, alongside the Sector Fiisk Profile developed by the Regulator for Social Housing and the World Economic Forum's Global Risk F2eport for 2022. Relevant health and social care risks were also discussed. In light of this review, the consideration Review of the CRR at Senior Leadership, Audit and Risk Committee and Board meetings., The monitoring of the internal control system by the corporate governance team, internal and external audit functions that can provide an independent perspective on the managemer)t of risk; Audit, Risk and Finance Committee meetings with the auditors, in the absence of management, at least once a year. The Senior Leadership Team is responsible for reporting to the Board and Audit, Risk and Finance Committee IAR&FCI on critical risk areas and scrutinising all operational risks, gaining assurance from management structures that those risks are managed adequately. Additionally, each of the Committees of the Board have their own risk register. The AR&FC also approves and oversees the annual internal audit programme, providing assurance that the controls in place are both well designed and operating effectively. brunelcare.org.uk of the outline priorities for 2023-24 and recent issues identified in relation to service charges, an updated CF2R was presented to the Audit, Risk and Fir)ance IAR&FI Committee when it met on 9 June 2023 and approved by the Board on 21 June 2023. The table below provides an overview of the risks set out in the Corporate Risk F2egister at 31 March 2023: PO.TENTIAL.IMPACT,'::° .; MITIGATINC FACTORS". Brunelcare is unable to recruit or retain, staff in key positions Quality and safety of service compromised Increase in agency costs Workforce Strategy agreed by the Board in December 2021 RLW employer Equivalent of 3% pay increase for all staff Review of benefits Started N umber of i r)itiatives li ncl uding the issue of vouchers, purchase of electric k)ikes} to ensure staff feel valued Brunelcare's carbon footprint is not reduced Brunelcare's impact on climate change not mitigated against Green energy contracts for gas and electricity secu red Funding for improvements to Funding for EPC C and net carbon built into the LTFP and 2023-24 financial plans Asset Management Strategy in WAVE11 funding secured The cost of running services is higher than the income received Financial sustainability of services.. Care Futures Project Started - deep dive into the costs of providing care Review of costs of maintaining properties undertaken Staffing Dependency Model ntroduced New rostering system introduced Review of travel routes to reduce travel costs Offer of electrical bikes .' Annual Report and Financial Statements2022-23 POTENTIAL IMPAcr MITIGATING FACTORS Bunelcare's properties do not meet regulatory requirements Harm to customers. Regulatory sanctions. Prosecution. Loss of reputation impacting on ability to grow the business. Asset management Strategy in place and prioritised actions being taken forward as part of the Annual Business Plan Compliance dashboard in place with regular reports being reviewed and scrutinised by the SLT, HS&W Committee and PQ&E Committee Contracts for planned compliance work for future years tendered Regular audits and checks being completed bythe Compliance team and the H&S Advisor Risk of cyber attack Service effectiveness, efficiency Poor data and cyber security and management. IT Strategy approved by the Board in December 2021 IT Team restricted to ensure an emphasis on cyber security Working onwards Cyber Essentials Employee training and awareness increased. FMII.OF brunelcare.org.uk Capacity to Handle Risk Ensuring effective risk management is a key priority for the 8oard as it is integral to enabling the delivery of our objectives, both strategic and operational, and most importantly to Lhe delivery of safe, high quality services. Risk Appetite HM Treasury {20061 define risk appetite as.. 'The umount of risk that an orgonisation is prepclred to occept, tolerate, or be exposed to ot onypoint in time,. In December 2022, the Board revisited its Risk Appetite Statement. This set out the Board's strategic approach to risk-taking by defining its rigk appetite thresholds. It Is a'live, document that is regularly reviewed and modified, so that any changes to the organisation's strategies, objectives or its capacity to manage risk are properly reflected. In reviewing and updating the Flisk Appetite Statement careful consideration was given to Brunelcare's capacity and capability to manage risk. A Copy of Brunelcare's Risk appetite Statement can be found HERE The Risk Management and Assurance Framework, sets out the processes and mechanisms for the identification, a￿eSsMent and escalation of risks. It has been developed to create a robust risk managemenl culture across BrL5nelcare by setting out the approach and mechanisms by which the Board.. Makes sure that the principles, processes and procedures for best practice risk management are consistent across the Charity and fit for purpose., Ensures risks are identified and managed through a robust organisatior)al Assurance Frarnework and accompanying Corporate and Directorate Risk Registers., Embeds risk management and establishecj loca I risk reporting procedures to ensure an effective integrated management process across the 8oard's activities., The Risk Appetite Statement will be re-visited again in December 2023. Ensures strategic and operational decisions are informed by an understanding of risks and their likely impact,. and Ensures risks to the delivery of the Board's strategic objectives are eliminated, transferred or proactively managed. Annual Report and Flnancial Statements 2022-23 STRUCTURE, GOVERNANCE AND MANAGEMENT Brunelcare's Legal Structure standing Orders, Scheme Of Reservation And Delegation Of Powers And Standing Financial Instructions Founded in 1941, Brunelcare is a company limited by guarantee without share capital (registered company number 601847) and a registered charity (registration number 201555). The charity's objecLives I'objects,) are specifical ly restricted to the fol lowing.. the busines5 of providing ond managing housing ond care, including Social Housing and provicling assistonce to help house people and 05SOClQted fcJcilities, omenities and services for people of lesser mésons or for the cure of aged, discybled (whether physftcally or mentolly) or chronically sick people,. and any other charitable objecl thaf con be carried out from time to time by a charity or provider of core registered with the Core Quolity Commission and provider ofsocial housing regigterecl with the Regulijtor. Our governance arrangements are set out in Brunelcare's Standing Orders and Financial Regulations and these include the terms of reference and the roles and responsibilities of Board and committee members. Our Scheme of F2eservation and Delegation of Power sets out the matters reserved to the Board for decision or delegated to its committees and the Senior Leadership Team These documents, together with a range of corporate policies set by the Board contribute to the organisation's governance framework. Standing Orders, the Scheme of Reservation and Delegation of Powers and the Standing Financial Instructions are subject to annual review., the last review k)eing undertaken in December 2022. To fulfill the above objectives, Brunelcare is registered with the Regulator for Social Housir)g and provides social housing across a range of sites in the Bristol area. It is also registered with the Care Quality Commission as a provider of care homes, extra care housing and a range of community services in Bristol, Somerset and South Gloucestershire. Further details about the care Brunelcare provides and the types of housing and the areas where they are provided can be found by visiting our website.. brunelcare.org.uk. There is a clear demarcation between executive and non-executive roles. The Trustees delegate day-to-day executive control of the Charity to the Chief Executive Officer and the Senior Leadership Team, which meets regularly. The Chief Executive Officer is responsible for running the charity in accordance with the direction set by the Board and the powers delegated to them by the Board. The Chief Executive Officer is accountable to the Trustees for their performance and that of the Senior Leadership Team. brunelcare.org.uk The Board Of Trustees Board Meetings The Board comprises up to 12 Trustees, ten non-executive and the Chief Executive Otficer and the Director of Finance & IT. The Board sits at the top of the organisation's governance and assurance systems. Its principal role is to exercise effective leadership, provide strategic direction and control. The Board is accountable for governance and internal control in the organisation, and the Chief Executive is responsible for maintaining appropriate governance structures and procedures. The Trustees, as the directors and charity trustees, are collectively responsible for the affairs of Brunelcare. Trustees have a wide range of skills, experience and understanding in all aspects of our operations which enable them to be able to set and actively drive our social purpose, mission and values. All Board and committee members have annua1 appraisals, which include the use of 360-feedback, as appropriate, to allow us to monitor Board and committee performance and ensure transparency and accountability. During 2022-23 the Board held four scheduled formal meetings, four additional formal meetings and five development sessions. Through these meetings the Board.. Oversaw the continued development and review of the organisational risk register including the monitoring and management of risks and the assignment of risks to key committees of the Board., Received, considered and discussed financial perform(Jnce and the related risk5 being managed by the 8oard', Discussed and approved capital projects, contracts and tender proposals in line with agreed delegated authority levels., and Routinely received assurance reports from the Committees of the Board. All formal meetings of the Board held in 2022-23 were appropriately constituted with a quorum. Attendance at Board meetings was formally recorded within the minutes, detailing where apologies have been received. Attendance at Board meetings in 2022- 23 is set out in the following table. Please note attendance is expressed as the number of meetings attended out of the number eligible to be attended. Annual Report and Financial Statements2022-23 l4. ,De¢,: ,"23 Jan< Alison Comley Oeborah Evans Harry Hayer 718 Nick Hoopei Phil Hope Kate Innes (Still) Jo Makinson Anthony Oldlield 718 Andrew Sloman 718 Tony Wilson 718 Oona Goldsworthy Chris Wall John Flew vi * Denotes an additional formal meeting brunelcare.org.uk Trustee Terms of Appointment Trustees are appointed on the basi5 of the skills and experience they can bring to overseeing the activities of the Charity. The skills and backgrou nds collectively represented on the Board should reflect the population it serves. All Trustees are appointed for terms not exceeding three years and are eligible for re-appointment for a maximum of three terms. To be eligible for appointment Trustees must meet eligibility requirements, as specified in Article 21 of Brunelcare's Articles of Association. The Charity's Standing Orders Isee 5.2.4J require Board members to confirm in writing their continued eligibility on an annual basis. Trustee Resignations and Appointments There was one resignation during the year, Chris Wall, Director of Finance on I September 2022. John Rew took up the role of Director of Finance & IT on 20 March 2023. Annual Report and Financial Statements2022-23 The Board Composition as at 31 March 2023 was.. 9 Jur)e 2017 as Trustee and was appointed as Chair I January 2019 Deborah Evans Chair of the Board Relative/cèrer Health Trustee and Chair of the Performance, Quality and Experience Committee Strateglc Development- Housing Nick Hooper 13 March 2018 Tony Wilson . Trustee 4January2019 Tenant Engagement TrustÈÈ, Vice Chair and Chair of the Remuneiation, Nomination and Workforce Committee Harry Hayer 15 February 2019 HR and OD Phil Hope Trustee 28 February 2019 Héalth and Social Care, Strategy Development Kate Innes IStIIII Trustee 8 May 2019 Housing Alison Comley Trustee 22 September 2020 Social care Property, investment and funding opportunities Anthony Oldfield Trustee 22 September 2020 Trustee and Chair of the Audit, Ftisk and Finance Committee Andrèwsloman I September 2021 HoLJsing Finance Jo Makinson Trustee 7 October 2021 Social housing Finance Oona Goldsworthy Chief Executive Offic&r 19 May 2020 Housing John Rew Director of Financè and IT 20 March 2023 Finance brunelcare.org.uk Confl icts of Interest BOARD COMMITTEE ARRANGEMENTS Trustees are aware of their legal duty to act in the best interests of Brunelcare and to make a declaration when they have a conflict of interest. Any Trustee who lias a conflict of interost in relation to any matter discussed by the Board must declarè this at the start of a meeting. The meeting chair in consultation with the Company Secretary m3kes a decision in relation to how the conflictwill be managed and this is recorded in the minutes of the meeting. The Board is clear that robust governance is reliant upon effective and efficient Board Committee arrangements, which ensure a balance of focus between strategic development, gaining assurance and scrutiny and driving the right culture. During 2022-23 the following Board Committees were in place.. The Audit, Risk and Finance Com mittee,. The Flemuneration, Nomination and Workforce Comm ittee; The Performance, Quality and Experience Committee., and The Health, Safety and Well-being Committee In addition, Trustees are required to complete a declaration of interest form on an annual basis, any declarations made are recorded in a Fiegister of Interests. Declarations are updated as and when a Trustees circumstances change. Trustee Remuneration All of our Trustees are volunteers and therefore receive no remuneration. Trustees are entitled to be reimbursed for reasonable travel and subsistence costs and Brunelcare arranges indemnity insurance cover on behalf of the Board. AUDIT, RISK AND FINANCE COMMITTEE The Audit, Risk and Finance is responsible for monitoring and reporting to the Board on the charity's systems of internal control and risk assurance, regulatory compliance and for overseeing interr)al and external audit. The committee met four times during the year. Membership of the committee comprises four Trustees and is chaired by Andrew Sloman. At least one member of the committee is required to have recent and I'olevant financial experience suited to reviewing the work of audit. Annual Report and Financial Statements 2022-23 The Chief Executive Officer and Director of Finance & IT attend (the Chief Executive Officer by invitation) but are not members of the Committee. The Chair and members ofthe Committee are appointed by the Board. A Committee Annual Report was submitted to the Board in March 2023 for ratification and can be found HERE. This provides further details about the Committee and how it met its terms of reference in 2022-23. Committee meetings were regularly attended by representatives from: RSM, Brunelcare's Internal Auditors,. and PERFORMANCE, QUALITY AND EXPERIENCE COMMITTEE KPMG, Brunelcare's External Auditors. A Committee Annual Report was submitted to the Board in March 2023 for ratification and can be found HERE. This provides further details about the Committee and how it met its terms of reference in 2022-￿. The Committee has a specific responsibility for providing accurate, evidence based (where possiblel and timely advice to the Board in respect of.. the ongoing development of ar) improving performance culture which continuously strives for excellence and focuses on improvement in all aspects of the Charity's business, in line with the Board's Framework for Improving Performance; and an operating model which aligns resources effectively to support the achievement of the Board's strategic aims, objectives and priorities. Membership of the committee comprises four Tru%tee5 and the Chief Executive Officer and Operational Directors atter)d each meeting. REMUNERATION, NOMINATIONS AND WORKFORCE COMMITTEE The Flemuneration, Nominations and Workforce Committee is responsible for setting the reward and recognition strategies for our staff and for overseeing the processes for succession planning, recruitment and selection to the Board and its committees, making recommendationg to the Board on these matters. The committee also sets the level of Board pay and the remuneration of the Chief Executive. A Committee Annual Report was submitted to the Board in March 2023 for ratification and can be found HERE. Membership of the committee comprises four Trustees. The Chief Executive and the Director of HR & OD attend each meeting. The committee met three times during theyear. This provides further details about the Committee and how it met its terms of reference in 2022-23. brunelcare.org.uk HEALTH, SAFETY AND WELL-BEING COMMITTEE OUR SENIOR LEADERSHIP TEAM Our Senior Leadership Team through the Chief Executive Officer has delegated authority from the Board for.. the day-to-day operations of the Charity monitoring operational and financial performance corporate culture implementing and ensuring compliance with policies and strategies agreed by the Board. Further information on the members of the Senior Leadership Team can be found on our website.. The Board recognises that it5 employees understand thè risks in the workplace best. Therefore, to ensure timely and appropriate engagement and consultation the Board of Brunelcare has established a Health, Safely and Well- being Committee. The Committee takes a strategic overview of health, safety and well-being issues affecting Brunelcare. It also ensures best practice in health and safety, by promoting comrnunication, co-operation and consultation across the Charity. In 2022-23, the Committee was chaired by the Chair of the Board and has representatives from all areas of the Charity. Representatives have been elected to the Committee to act as contact points within their service areas on matters of health, safety and well-being. The Committee met 4 times in 2022-23 and itsAnnual Reportwhich sets out how the Committee met its terms of reference in 2022-23 can be found HERE. www.brunel¢are.org.uk/about-us/ who.we-are/senior-leadership-team GOOD GOVERNANCE, vrfww.gov.uk/government/publications/ regulatory-judgement-brunelcare--2 Annual Report and Financial Statements 2022-23 Performance Management Statement of adherence to the fundraising regulator code Key performance indicators are used to continually monitor our performance against financial and non-financial targets. Performance dashboards have been developed for each of our Committees to ensure a sharp focus on performance. A summary of performance as at 31 March 2023 can be found at section 3 of this report. Brunelcare seeks to complyfully with all regulations and relevant codes of practice. Fundraising is not a significant income stream for Brunelcare and therefore we are not required to report under section 162A of the Charities Act 2011. However it applies the principles of the Code of Fundraising Practice. For example, by directing all supporters to use the JustGiving platform to ensure funds are raised in a transparent manner and quickly transferred to Brunelcare. Regulator for Social Housing Governance and Financial Viability Standard Brunelcare undertakes annual self- assessments to monitor its on-going compliance with both the Governance. Economic and Consumer Standards. These self-assessments are reviewed by Committees of the Board before being approved by the Board. Any changes or implications arising within theyear are reported on an ad-hoc basis. The self- assessments at the time of reporting showed that the Charity continues to be materially compliant with Governance, Economic and Consumer Standards. Any areas for refinement or improvement have been ideniified and transferred to the Integrated Governance Improvement Plan. The Charity hasthe capabilityand capacity to meet all the compliance standards. The board's self assessment of its effectiveness The Board has adopted the Charity Code of Governance and this is reflected within key policies and procedures. Further, within our system of internal control, there are a range of mechanisms in place which are designed to monitor our compliance with the code, these include.. self-assessment,. internal and external audit,. and independent reviews. The Board is clear that fortheyear ending 31 March 2023, it complied with the main principles of the Code, and conducted its business openly and in line with the Code. A self-assessment against the recommended practico set out in the Code was undertaken in 2022-23 and 10 improvement actions were agreed by the Board when it met in December 2022. These improvement actions are being taken forward as part of the Corporat@ Governance Team's Improvement Plan for 2023-24. brunelcare.org.uk -'è":.+j'hÉJpS Agnua." Report ano Financial S:atement5 4022-23 BOARD REPORT The Brunelcare Board presents its report and audlted Consolidated financial statements for the year ended 31 March 2023. of approval of the annual report and financial statements. A review and evaluation of the adequacy of the system of internal control has been informed by the Senior Leadership Team who have responsibility for the development, implementation and maintenance of the internal control framework,. the work of the committees established by the Board" the Board's internal auditors and the feedback and views of external auditors set out in their annual audit letter and other reports. The processes in place to maintain and review the effectiveness of the system of internal control i ncludes.. INTERNAL CONTROLS AND TRUSTEES RESPONSIBILITIES Review of effectiveness of system of internal control The maintenance of an overview of the overall position with regard to internal control by the Board and its Committees through routine reporting processes and the engagement of all Board members in the development and maintenance of the Board Assurance Framework and Corporate Risk Register., The embedding of the Assurance Framework and the receipt of internal and externa1 reports on the internal control processes by the Audit, Risk and Finance Committee., and Audit, Risk and Finance Committee oversight of audit, risk management and assurance arrangements.. We are satisfied that the mechanisms in place to assess the effectiveness of the system of internal control are working well and that we have the right balance between the level of assurance received from the Senior Leadership Team, Board and Board Committee arrangements and Internal Audit Services. Internal Audit Services. The Board put mechanisms in place for the review, on an on-going basis, of the effectiveness of the systems of internal control operating across all functions of the Charity. The system of internal control is designed to manage, rather than eliminate, the risk of failure to achieve business objectives, and to provide reasonable, and not absolute, assurance against fraud, material misstatement or loss. In meeting its responsibilities, the Board has adopted a risk-based approach to establishing and maintaining internal controls, which are embedded within day-to-day management and governance processes. This approach includes the regular evaluation of the nature and extent of risks to which the company is exposed. The process for identifying, evaluating and managing the significant risks faced bythe group is ongoing. It has been in place throughout the period commencing l April 2022 up to the date brunelcare.org.uk Internal audit Internal audit provides the Board through the Audit and Risk Committee with a flow of assurance on the system of internal control. A programme of audit work was commissioned in 2022-23 and the scope of this work was agreed by the Audit, Risk and Finance Committee and was focussed on significant risk areas and local improvement priorities. In total five internal audit assignments were undertaken during the year: Ip eportifi Financial Management Reasonable Assurance Final Fleport Agreed Complaints Substantial Assurance Final Report Agreed Health and Safety Framework Reasonable Assurance Final Repoit Agreed Data Integrity - Property Safety and Stockcondition Reasonable surance Final Report Agreed Follow-up Audit Reasonable Progrèss Final Fleport Agreed The overall opinion by the Hèad of Internal Audit on governance, risk management and control is a function of this risk based audit programm@ and contributes to the picture of assurance available to the Board in reviewing effectiveness and supporting our drive for continuous Improvement. Annual Report and Finanrial Statements 2022-23 THE HEAD OF INTERNAL . AUDIT HAS CONCLUDED:.:..; 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 fairview 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.. • select suitable accounting policies and apply them consistently,. observe the methods and principles in the Charities SORP,. makejudgments and estimates that are reasonable and prudent., state whether applicable UK accounting standards have been followed, subjecl to any departures disclosed and explained in the financial statements., and prepare the accounts on a going concern t)asis u n less it is inappropriate to presume that the charitywi11 continue in business. Based on work carried out in 2022-23.. 'The organisation has an adequate and effective framework for risk management, goveriiance and internol control. Howèver, our.work has identified further enhoncements to the . framevvork of risk management, governance and internal control to . ensure that it remcyins adequate ond effective,, Aswell as the audit assignments referenced above the following areas helped to inform the Head of Internal Audit's opinion.. Acceptance of i nterrial audit management actions,. and Implementation of internal audit management actions While Brunelcare's internal auditors RSM did not deliver a specific review of Brunelcare's governance arrangements consideration was. givento assurance reporting and monitoring arrangement5 in each audit and they attendèd each rneeting of the Audit, Risk and Finance Committee, where they... observed the review of the risk register, stress testing and financial:_, performance monitoring reports. The Trustees are responsible for maintaining proper accounting records which disclose with reasonable accuracy at anytime the financial position of the charitable company and to enable them to ensure that the accounts comply with the requirements of the Companies Act 2006, the Housing and Regeneration Act 2008 and the Accounting Direction for Private Registered Providers of Social Housing 2022. 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 irregu larities. Financial statements are published on the charity's website in accordance with legislation in the United Kingdom Statement of the Board's responsibilities in respect of the Board's report and the financial statements The Trustees of Brunelcare (who are also Directors of the Charity for the purposes of company lawl are responsible for preparing the Strategic Report, the Trustees Annual Report and the Financial Statements in accordance with relevant law and regulations. brunelcare.org.uk governing the preparation and di55emination of financial statements, which mayvary from legislation in other jurisdictions. The maintenance and integrity of the charity's website is the responsibility of the trustees. The trustees, responsibiliLy also extends to the ongoing integrity of the financial statements contained therein. decarbonisation costs rent and service charge receivable liquidity the Charity's ability to withstand other adverse scenarios such as higher interest rates, the loss of care contracts and number of void properties The Board believes the Charity has sufficient funding in place and expects it to be in compliance with its debt covenants even in severe l)ut plausible downside scenarios. Consequently, the Directors are confident that the Charity will have sufficient fur)ds lo conlinue to meet its liabilitie5 as Lhey fall duefor at leasi12 mor)Ihs from the date of approval of the financial statements and therefore have prepared the financial statements on a going concern basis. Trustees are also responsible for safeguardir)g the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irreg ularities. Going Concern The financial statements have been prepared on a going concern basis which the Trustees consider Lo be appropriate for the following reasons. Tho Charity prepares a 30-year business plan which is updated and approved on an annual basis. The most recent business plan was approved in June 2023 by the Board. As well as considerir)g the impact of a number of scenarios on the business plan the Board used a stress testing framework to carr.y out sensitivity testing against the base plan. The stress testing impacts were measured against loan covenants and peak borrowing levels compared to agreed facilities, with potential mitigating actions identified to reduce expenditure. The Board, after reviewing the Charity's budget5 for 2023-24 and the rnedium term financial position as d&lailed in the 30-year business plan, including the ongoing impact of high inflation and recruitment challenges, is of Lhe opinion tliat the Charity has adequate resources to continue in business for the foreseeable future. In reaching r.his conclusion, the Board has considered.. • inflation maintenance costs Disclosure of Information to auditors The Trustees who held off ice at the date of approval of this report confirm Ihat, so far as they are each aware, there is no relevant audit information of which the company's auditors are unaware., and each dircctor has takcn all tlie steps that helshe ought to have taken as a director to make himself/herself aware of any relevant audit information and to establish that the company's auditors are aware of that information Approval The Trustees report, including the Strategic Report and Finaiicial Statements, w35 approved by the Trustees at a Board meeting held on 13 September 2023 and signed on its behalf by.. Graham Russell Chair 13 Septewber 2023 Annual Report and Financial StaterDents 2022-23 INDEPENDENT AUDITOR'S REPORT Independent auditor's report to the members of Brunelcare requirements including the FRC Ethical Standard. We believe th3t the audit evidonco we have obtained is a sufficient and appropriaLe basis for our opinion. The Trustees have prepared the financial statements on the going concern basis asthey do nol inl.end to liquidaté Lhe Charity or to cease its operations, and as they have concluded that the Charity's financial position means that this is realistic. They have also concluded that there are no material uncertainties that could have cast significant doubt over its ability to continue as a going concern for at least ayear from the date of appToval of the financial statements I'the going concern period"). In our evaluation of the Trustees, conclusions, we considered the inherent risks to the Charity business model and analysed how those risks mig ht affect the Charity's financial resource5 or ability to continue operations over the going concern period. Our conclusions based on this work", Opinion We have audited the financial statements of Brunelcare I"The Charity") for the year ended 31 March 2023 which comprise the Statement of Comprehensive Income, Statement of Changes in Equity, Statement of Financial Position, Cash Flow Statement and related notes, including the accounting policies ir) Note In our opinion the financial statements.. Give a true and fairview of the state of affairs of The Charity as at 31 March 2023 and of its surplus for the year then ended., Have been properly prepared in accordance with UK accounting standards, including FRS102 The Financial Reporting Standard applicable in the UK and Republic of Ireland., and Have been prepared in accordance with the requirements of the Comi)anies Act 2006, the Housing and Regeneration Act 2008 and the Accounting Direction for Private t2egistered Providers of Social Housing 2022. we consider that the Trustees, use of the going concern basis of accountir)g iri tkie preparation of the firiancial statements is appropriate- we have not identified, and concur with the Trustees, assessment that there is not, a materia l Lincertainty related to events or conditions that, individually or collectively, may cast significant doubt on the Charity's ability to continLie as a going concern for the going concern period. However, as we cannot predict all future event.s or conditions ar)d as gubsequent events may result in outcomes that are inconsistent with jlidgements that were reasonable clt the Lime they were Basis for opinion We conducted oui. aLidit in accordance wiLh International Standards on Auditing IUKI I'ISAs IUKI") and applicable law. Our responsibilities are described below We have fulfilled our ethical responsibilities under, and are irndependent of the Charity in accordance with, UK ethical biunelcare.org.uk made, the above conclusions are not a guarantee that the Charitywill continue in operation. risk of management override of controls and the risk of fraudulent revenue iecognition in particular: • the risk of bias in accounting estimates such as pension assumptions, development assumptions and valuation of financial instruments., the risk that income from property sales and non social housing income is recorded in the wrong period., and the risk that management may be in a position to make inappropriate accounting entries. We did not identify any additional fraud risks. In determining the audit procedures we took into account the results of our evaluation and testing of the operating effectiveness of the Charity-wide fraud risk management controls. We also performed procedures including: Identifying journal entries to test for all full scope components based on risk criteria and comparing the identified entries to supporLing documentation. These included those posted to unusual accounts i nvolving a fraud risk, jou rna1s posted k)y senior members of staff, unusual combinations ofjournal posting to cash andlor borrowings and unexpected debit posting to community service income. Assessing whether the judgements made in the accounting estimates are indicative of potential bias including assessing the assumptions used in pension valuations ar)d the value of housing stock held in current asset& Fraud and breaches of laws and regulations - ability to detect Identifying and responding to risks of moterial misstatement due to froud To identify risks of material misstatement due to fraud I'fraud risks") we assessed events or cor)ditions that could indicate an incentive or pressure to commit fraud or provide an opportunity to commit fraud. Our risk assessment procedures included.. Enquiring of Trustees, the audit committee and internal audit as to the Charity's high-level policies and procedures to prevent and detect fraud, including the internal audit function, and the Charity's channel for "whistleblowir)g" as well as whether they have knowledge of any actual, suspected or alleged fraud. Reading Board and audit committee minutes. Using analytical procedures to identify any unusual or unexpected relationships. Obtaining a copy of the Charity's fraud register. We communicated identified fraud risks throughout the audit team and remained alert to any indications of fraud throughout the audit As required by auditing standards, and taking into account possible pressures to meet loan covenants and regulatory performance targets and our overall knowledge of the control environment, we perform procedures to address the Annual Report and Financial Statements2022-23 Identifying ancl responding io risks of material misstatement related to compliance with laws and regulations We identified areas of laws and regulations that could reasonably be expected to have a material effect on the financial statements from our general commercial and sector experience, and through discussion with the Trustees las required by auditing standards), and from inspection of the Charity's regulatory and legal correspondence and discussed with the Trustees the policies and procedures regarding compliance with laws and regulation5. We communicated identified laws and regulations throughout our team and remained alèrt to any indications of non- compliance throughout the audit. The potential effect of these laws and regulations on the finarncial statements varies considerably. Firstly, the Charity is subject to laws and regulations that directly affect the financial statements including fir)ar)cial reporting legislation lincluding related CompaniÈsAct legislation), taxation legislation, pension leg islation, disclosures required by Housing legislation and requirements imposed by the Regulator for Social Housing. We assessed the extent of compliance with these laws and regulations as part of oui procedLires on the related financial statement items. standards limit the required audit procedures to identify non-compliance with these laws and regulations to enquiry of the Trustees and inspection of regulatory and legal correspondence. if any. Therefore if a breach of operational regulations is not disclosed to Us or evident from relevant correspondence, an audit will not detect that breach. Context of the ability of the audit to detect frclud or breaches of law or regulation Owing to the inherent limitations of an audit, there ig an unavoidable risk that we may not have detected some material misstatements in the financial statements, even though we have properly planned and performed our audit in accordance with auditing standards. For example, the further removed non-compliance with laws and regulations is from the events and tra nsactions reflected in the fina ncial statements, the less likely the inherently limited procedures required by auditing standards would ider)tify it. In adclition, as with any audit, there remained a higher risk of non- detection of fraud, as these may involve collusion, forgery, intentional omissions, misrepresentatiorns, or the override of internal controls. Our audit procedures are designed to detect material misstatement. We are not rèsponsible for preventing non-compliance or fraud and cannot bo expected to detect non- compliance with all laws and regulations. Secondly, the Charity is subject to many other laws and regulations where the consequences of norn-compliance could have a material effect on amounts or disclosures in the financial statements, for instance through the imposition of fines or litigrl.tion. We identified the following areas as those most likely to have such an effect.. health and safety, data protection laws, anti-bribery, employment law and liquidity, and certain aspects of company legislation recognising tlie financial and regiilated nature of the Charity's activities. Auditing Other infoymation The Trustees are responsible for the other information, which comprises Annual Fleport and Trustees Report. Our opinion on the financial statements does not cover the other information and, accordingly, we do not express an audit opinion or, except as explicitly stated below, any form of assurance conclusion thereon. brunelcare.org.uk Our responsibility is to read the other information and, in doing so, consider whether, based on our financial statements audit work, the information therein 15 materially misstated or inconsistent with the financial statements or our audit knowledge. Based solely on that work: We have not identifiod material misstatements in the other information., In our opinion the information given in Annual Report and Trustees report for the financial year is consistent with the financial stateiments; and In our opinion that report has been prepared in accordance with the Companies Act 2006. Trustees, responsibilities As explained more fully in their statement set out on page 59 , the Trustees are responsible for: the preparation of the financial statements and for k)cing satisfied that they give a true and fair view,. such internal control as they (Aetermine is necessary to enak)le the preparation of financial statements that are free from matèrial misstatement, whether due to fraud or error,- assessing the Charity's ability to continue as a going concern, disclosing, as applicable, matters relaLed to going concern,. and using the going concern basis of accounting unless they either intend to liquidate the Charity or to cease operatior)s, or have no realistic alternative but to do so. Matters on which we are required to report by exception Auditor's responsibilitie5 Under the Companies Act 2006 we are required to report toyou if, in our opinion.. Aclequate accounting records have not been kept by the Charity, or returns adequate for our audit have not been received from k)ranches not visited by us., or The Charityfinancial statemonts are not in agreement with the accounting records and returns., or Certain disclosures of directors, remuneration specified by law are not made,. or We have not received all the information and explanations we require for our audit. We have nothing to report in these respects. Our objectives are to obtain reasonable assurance aboutwhetherthe financial statements as a whole are free from material misstatemernt, whether due to fraud or error and to issue our opinion in an auditor's report. Reasonable assurance is a high level of assurance, but does not guarantee that an audit conducted i n accordance with15As IUKI will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in aggregate. they could reasonably be expected to influence the economic decisions of users taken on the basis of the financial statements. A fu I ler descri ption of our responsibi lities is provided on the FRC'S website at www.frc.org.ukl auditorsrespon5ibilities. Annual Report and Financial Statements2022-23 The purpose of our audit work and to whom we owe our responsibilities This report is made solely to the Charity's members, as a body, in accordance with Chapter3 of Part IG of the Companies Act 2006 and section 128 of the Housing and Regeneration Act 2008. Our audit work has been undertaken so that we might state to the Charity's members those matters we are required to state to them in an auditor's report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility Lo anyone other than the Charity and the Charity's members, as a body, for our audit work, for this report, or for the opinionswe have formed. Harry Mears (Senior Statutory Auditor) for and on behalf of KPMG LLP, Statutory Auditor Chartered Accountants 66 Queen Square, Bristol, BSI 4BE 29 September 2023 brunelcare.org.uk STATEMENT OF COMPREHENSIVE INCOME Statement of Comprehensive Income For the year to 31 March 2023 2021-.22 £000 £000 Turnover 43,270 40,379 Operating costs 142,0221 139,0671 Gain on disposal of investment property 87 Operating suyplus 1,335 1,311 Interest receivable 80 InteresL payable 16151 15811 Change in fair value of investment properties Surplus for the year 12 1,247 800 1,978 Actuaria I gai n/llossl i n respect of pension schemes 22 (6211 1,618 Total Comprehensive income for the year 179 3,596 All the above resLilts derive from continuing operations. These financial rtatements were approved by the Board on 13 Septembe.1' 2023 and signed on its behalf by= Graham Russell Chair Mandy Collins Company Secretary The accompanying notes form part of these financial statement5. Annual Report and Financial Stateryhents 2022-23 Statement of Changes in Equity For the year to 31 March 2023 £000 Total funds at l April 2022 Surplus for theyear Other comprehensive income Transfers £000 £000 1,667 27,963 29,630 800 800 16211 61 {6211 Total funds at 31 March 2023 (61} 1,606 28,203 29,809 brunelcare.org.uk STATEMENT OF FINANCIAL POSITION Statement of Financial Position Statement of financial position at 31 March 2023 £000 £000 Fixed Assets Tangible fixed assets- properties Tangible fixed assets- other assets Investment properties io 54,268 54,892 ii 2,192 1,542 12 2,000 56,460 58,434 Current assets Properties held for sale Other Gurrent assets 13 341 453 Debtors 14 3,418 3,100 Cash at bank and in hand 8,882 7,115 12,645 10.668 Creclitors.. Ir. mounts falling duÈ within one year Net current assets 18,3081 17,5251 4.337 3.143 Total assets less current Ilabilities 60,797 61,576 Creditors.. amounts falling due after more than one year Provisions: pensions deficit Total net assets 16 127,53011 128,7211 22 13,1871 13,2251 29,809 29.630 Annual Report and Financial Statemènts 2022-23 Statement of Financial Position {cont) Statement of financial position at 31 March 2023 £000 £000 Funds Designated reserves 1.606 1,667 Revenue reserves 28,203 27,963 Total funds 29,809 29,630 These financial statements were approved by the Board on 13 September 2023 and signed on their behalff.. Graham Russell Chair Mandy Collins Company Secretary The accompanyir)g notes form part of these finaiicial statemenis. brunelcare.org.uk STATEMENT OF CASH FLOW Cash Flow Statement Cash flow statement for the year to 31 March 2023 2021-.22 £000 £000 Cash flow from operating activities 2,702 4,138 Cash flow from investing activities Purchase of tangible fixed assets Proceeds from sale of tangible fixed assets 11.8251 {1,7381 325 2,114 Interest received 80 Cash flow from financing activities Interest paid Repayments of borrowing 15901 1714} 1471} 17201 Net change in cash and cash equivalents 1,767 1,535 Cash and cash equivalents at the start of the year Cash and cash equivalents at the end of the year 7,115 5,580 7,115 8,882 Annual Reportgnd Financial Statement5 2022-'23 Cash flow from operating activities 2022-23 2021-22 £000 £000 Operating surplus for the year Adjustment for non-cash items Elepreciation of tangible fixed assets Ilncrease) in trade and other debtors 800 1,978 1321 1,747 1,778 12101 872 13411 820 Increase in trade and other creditors Government grants utilised in the year Pension costs less contributions payable 13211 16591 13211 (5131 Adjustments for investing and financing activities: Proceeds from the sale of tangible fixed assets Interest payable Interest recèivable 1931 615 220 581 1801 2,702 Net cash inflow from operating activities 4,138 Statement of changes in net debt For the year to 31 March 2023 Net debt at l April 2022 Cash flow in theyear Net debt at 31 March 2023 7,115 112,4841 714 15,3691 2,481 1,767 8,882 111,7701 12,8881 brunelcare,org.uk NOTES TO THE FINANCIAL STATEMENTS l. Legal Status Brunelcare is a charity registered with the Charities Commission, under the Companies Act 2006, and with the Regulator for Social Housing as a social landlord. It is a company limited by guarantee, registered in England and Wales and, as such, has no share capital. The liability of the members, in the event of winding up, is limited to an amount not exceeding £1 per member. Brunelcare meets the definition of a public benefit entity. 2.2. Accounting estimates and judgements The preparation of the financial Statements requires management to makejudgements, estimates and assumptions that affect the amounts reported for assets and liabilities as at the balance sheet date and the amounts reported for income and expenditure during theyear. The organisation based its estimates and assumptions on parameters available at the time the financial statements were prepared. Existing circumstances and assumptions about future developments may change due to market circumstances, legislation or other circumstances beyond the organisation's control. Such changes are reflected in the assumptions and estimates when they occur. 2. Accounting policies 2.1. Basis of accounting The financial statements have been prepared in accordancewith Financial Fleporting Standard 102- the applicable financial reporting sLandard in the UK and Flepublic of Irelar)d IFRS102} and the Statement of Recommended practice.. Accounting by Registered Social Housing Providers 2018 and comply with the Accounting Direction for Private Registered Providers of Social Housing 2022. The judgements on estimated useful lives of property, plant and equipment have had the most significant effect on amounts recognised in the financial statements. 2.3. Estimated lives of Propertyi Plant and Equipment At the date of capitalising tangible fixed asseLs, the organisaLion estimates the useful life of the asset based upon management's judgement and experience The presentation currency of these fi iia ncia I staiements is sterl i ng. All amounts in the financial statements have been rounded to the nearest £1,000. The accounting policies set out below have, unless otherwise stated, been a ppl led consistently to all periods presented in these fiiiancial statements, Annual Reportand Financial Statements2022-23 2.4. Impairment of trade and other receivables Brunelcare provides with low void rates in care homes and housing schemes and we have successfully passed through cost rises to our customers. Cash balances are healthy and we are identifying and planning the works to improve our housing properties to the latest environmental standards. The company makes an estimate of the recoverable value of trade and other account receivables. When assessing the impairment, rnanagement considers factors including the current credit rating of the account, the ageing profile and historical experience. See note 14 for the net position of debtors and associated provision. 2.5. Valuation of housing properties The Company tests annually whether there are any impairment triggers that would require the companyto undertake a full impairment review of housing properties or other cash-generating unit activities under FRS 102. As a cor)sequence, the 8oard believes that Brunelcare is well-placed to manage its business risks successfully. The Board considers that Brunelcare has adequate resources to continue in operational exisLence r'or the foreseeable future. The Board therefore continues to adopt the going concern basis in preparing these financial statements. 2.8. Turnover The recoverable value is assessed as the higher of fairvalue or value in use. The SOQP 2018- Social Housing Providers considers depreciated replacement cost as a reasonable estimate for value in use taking into consideration the service potential of social housing. The valuation of housing properties at the year-end has therefore been assessed using depreciated replaced cost. These calculations requi re the use of assumptions and estimates, in particular in relation to the identification of cash- generating units, expected replacement cost and the service potential of the asset. Turnover represents housing property rental income and service charges receivable, care home fees, day centre and domiciliary care fees receivable. fees receivable for home care services provided based on care hours provided and income from donations, and Social Housing Grant amortlsation. 2.9. Revenue Recognition Rental income is recognised from the point when properties under development reach practical completion or otherwise become available for letting. Income from first tranche sales and sales of properties built for sale is recognised at thè point of legal completion of the sale. Revenue grants are receivak)le when the conditions for receipt of agreed grant funding have been met. Charges for support services funded under Supporting People are recognised as they fall due underthe contractual arrangemernts with Administering Authorities. 2.6. Measurement convention The financial statements are prepared on the historical c05t basis with Investment Properties and tho Pension Deficit marked to Fair Value based on external valuations. 2.7. Going Concern 8runelcare has sufficient financial resources based on forecasts and current expectations of future sector conditions. Demand is stror)g for the services that 2.10. Value added tax Brunelcare charges value added tax IVATI on some of its income and is able to recover part of the VAT it brunelcare.org.uk incurs on expenditure. The financial statements include VAT to the extent that it is suffered by Brunelcare and not recoverable from HM Revenue and Customs. The balance ofVAT payable or recoverable at the year-end is included as a current l lability or asset. 2.11. Land and buildrngs Works to existing properties are works which result in an increase in the net rental income, such as a reduction in future maintenance costs, or result in a significant extension of the useful economic life of the property in the business are capitalised. Subsequent additions have been, and future additions will be, taken ir) at cost, and a policy of periodic valuation has not been adopted. 2.11 Investment properties Investment properties are fixed assets that we intend to sell for a capital gain. They are held at fair value and revalued annually until sale by an experienced third-party valuer. 2.13. Shared Ownership properties held for sale of shared ownership properties is held in fixed assets and included in Shared Ownership Properties Held for Letting. 2.14. Leasehold properties held for sale Buyback properties are valued at current market rates by an independent estate agent. prior to buyback. These are stated in the financial statements at the cost of the buyback. Buyk)acks are recognised in the accounts as a creditor when the deed of surrender has been received. Cash sales are recognised on completion with any sale proceeds included in Turnover and Costs of sales in expenditure. 2.15. Impairment Housing properties which are depreciated over a periocl in excess of 50 years are subject to impairment reviews annually. Other assets are reviewed for impairment if there is an indication that impairment may have occurred. Where there is evidence of impairment, fixed assets are written down to their recoverable amount. Any such write down is charged to the income and expenditure account. Shared ownership first trlr nche sales, completed properties for outright sale and property under construction are valued at the1ower of cost and net realisable value. Cost comprises materials, direct labour and direct development overheads. Net realisable value is based on estimated sales price after allowing for all further costs of completion and disposal. Shared ownership properties are split propoiLionally k)etween current and fixed assets based on the element relating r.o expected fir.£l. tra nche sales. The fir%t. tranche proportion of shared ownership properties is classed as a current asset in the Balance Sheet. Related sale proceeds will be included in Turnover in the year of sale. The remaining element .. Annual Report and Financial Statements 2022-23 2.16. Depreciation Social housing properties are depreciated on a straight-line basis over their estimated useful lives under component accounting. These components are.. 2.17. other f ixed assets Tangible fixed assets are stated at cost less accumulated depreciation. Depreciation is charged on a straight-line basis over their useful estimated lives.. Asset."grotsP,", U&oitsl-lite.- Structure 75 years Computer equipment 4years Pitched roof 50 years Motor vehicles 5years Flat roof 15 years Office equipment 5years Fixtures and fittings Doors & windows 30 years 5years Bathrooms 30 years Offices 75 years Kitchens 20 years 2.18. Capitalisation Ilmit The'de minimis, limit for the capitalisation of purchased fixed assets was £1,000 per item during the year. 2.19. Social houslng grants Social housing grant ISHGI is receivable from Homes England Iformerly the Homes and CommunitiesAgencyl and is utilised to reduce the capital costs of housing properties, including land costs. SHG due or received in advance is included in creditors. SHG received in respect of revenue expenditure is credited to the income and expenditure account in the same period as the expenditure to which it relates. SHG is subordinated to the repayment of loans by agreementwith the Homes England. SHG released on sale of a proporty may be repayable but is normally available to be recycled and is credited to a Recycled Capital Grant Furnd and included in the balance sheet in creditors. Wiring 30 years Heating 20 years Alarm/call System 15 years Lifts 25 yea rs Ground Works 30 years Leasehold land Lease Term Freehold land is not depreciated. Care homes are depreciated on a straight-line basis over their estimated useful lives under component accounting. Land is not depreciated. The land element for each property has been estimated at 15% of the total value, where not known. brunelcare.org.uk 2.20. Other Capital grants These include grants from local authorities and other organisations. Other grants are initially recognised at fair value as a long term liability, specifically as deferred grant income and released through the statement of consolidated income as turnover over the life of the structure of housing properties in accordance with the accrual method applicable to social landlords accounting for housing properties at cost. Future instalments under such leases, net of finance charges, are included within creditors. Rentals payable are apportioned between the finance element, which is charged to the income and expenditure account, and the capital element, which reduces the outstanding obligation for future instalments. All other leases are accounted for as 'operating leases, and rentals are charged to the income and expenditure account on a straight-line basis over the life of the lease Grants in respect of revenue expenditure are credited to the statement of consolidated income in the same period as the expenditure to which they relate. 2.21.Interest payable Interest is capitalised on borrowings to finance developments to the extent that it accrues in respect of the period of development, if it represents either.. a) Interest on borrowings specifically financing the development programme after deduction of interest on social housing grant ISHGI in advance., or b) Interest on borrowings of the company as a whole after deduction of interest on SHG in advance to the extent that they can be deemed to be financing the development programme. 2.23. Service charge sinklng funds Included within the housing units managed by the organisation are15 leasehold units. Sinking funds are maintained for the two sites involved to cover medium-term cyclical maintenance. In addition, a maintenance fund is maintained to cover day-to-day services. Within Community Services there are 56 units which also have a sinking fund. 2.24. Pension costs Brunelcare is a memk)er of the Social Housing Pension Schcme defined contribution section. In theyear was also a member of the defined benefit section which provided benefits based on final pensionable pay or career average salary for some employees but was closed to new and existing staff in March 2019 For the Social Housing Pension Scheme defined benefit section, schemo assets are measured at fair values. Scheme liabilities are measured on an actuarial basis using the projected unit credit method and are discounted at appropriate high-quality corporate bond rates. The net surplus or deficit is presented separately from other net assets oli the statemenL of finaiicial position. A net surplus is recognised only to the extent that it is recoverable by the Group through reduced contributions or through refunds from the plan. Other interest payable is charged to the incorne and expenditure account in the year. 2.22. Leases Where Brunelcare enters into a lease, which entails taking substantially all the risks and rewards of ownership of an asset, the lease is treated as a 'finarnce lease,. The asset is recorded in the balance sheet as a tangible fixed asset and is depreciated over its estimated useful life or the term of the lease, whichever is the shorter. Annual Report and Financial Statements 2022-23 The current service cost and costs from settlements and curtailments are charged against operating surplus. Past service costs are recognised in the current reporting period. Interest is calculated on the net defined benefit liability. Remeasurements are reported in other comprehensive income. The current service cost and costs from settlements and curtailments are charged against operating surplus. Past service costs are recognised in the current reporting period. Interest is calculated on the net defined benefit liability. Remeasurements are reported in other comprehensive income. 2.25. Supporting People Charges for support services funded under Supporting People are recognised as they fall due underthe contractual arrangements with Administering Authorities. 2.28. Llquid resources Liquid resources are readily disposable current asset investments. They include some money market deposits, held for more than 24 hours, which can or)ly be withdrawn without penalty on maturity or by giving notice of more than one working day. 2.29. Reserves Brunelcare establishes restricted reserves for specific purposes whore their use is subject to external restrictions and designated reserves where reserves are earmarked for a particular purpose. Brunelcare has a designated reserve which is the Accumulated Capital Funds reserve. Donations to capital appeals are accounted for as non-operating, ordinary activities ir) the Income and Expenditure Account and then taken to the designated Accumulated Capital Funds reserve. Transfers from the reserve are then made annually in proportion to the depreciation charge for the assets, which were purchased using the proceeds of the appeal. 2.26. Cyclical repairs and maintenance Due to the number of properties held and the establishment of regular programmes of repair and maintenance, Brunelcare does not make provision for future works but charges actual costs incurred to the income and expenditure account unless capitalised under component accounting. 2.27. Tax Brur)elcare is considered to pass the tests set out in Paragraph I Schedule 6 Finance Act 2010 and therefore it meets the definition of a charitable company for UK corporation tax purposes. Accordingly, the charity is potentially exempt from taxation in respect of income or capital gains received within categories covered by Chapter 3 Part 11 Corporation Tax Act 2010 or Section 256 of the Taxation of Chargeak)le Gains Act 1992, to the extent that such income or gairns are applied exclusively to charitable purposes brunelcare.org.uk 3. Turnover, cost of sales, operating costs and operating surplus ""O'perating TABLE A -_(deficit) -2021-22 (tlèficlt}- £000 £000 £000 £000 £000 Social housing lettings (Table B) Other social houslng activity 9,805 18,9841 821 511 First tranche home ownership sales 138 Charges for support services 342 11971 145 58 Other income 12 1181 447 Actlvlties other than social housing Care homes 25,936 125,7741 162 {3031 Market rent 59 166) 171 191 Other 7,116 16,9831 133 469 Total 43,270 142,0221 1,248 1,311 Gain on disposal of investment property 87 Total 1,335 Other non-social activities in the table consist mainly of delivering care to older people in their own homes. Annual Report and Financi31 Statements 2022-23 TABLE . eneyal::. :Supp..orty¢ ..Share_d. £000 £000 £000 £000 £000 Turnover from social housing lettings Rent receivable net of identifiable service charges 19 5,550 123 5,592 5,637 Service charges receivable 3,700 3,T12 2,623 Other income 105 18 123 Amortised Government grants 229 237 236 Government grants in income 18 Other grants amortised 69 12 81 Turnover from social housing lettings Expenditure on social housrng lettings 26 9,553 226 9,805 8,652 Management services 2,028 2,069 1,874 Service charge costs io 4,010 74 4,094 2,798 Routine maintenance 837 22 862 562 Planned maintenance 307 316 54 Major repairs expenditure 88 93 172 Depreciation 1,080 51 1,133 1,152 Bad debts io Other costs 358 413 1,519 Operatlng expenditure on social housing lettings Operating surplus on sosial housing lettings 24 8,712 248 8,984 8,141 827 Void losses 87 87 85 Void losses are rental income lost as a result of property not being let, although it is available for letting. brunel¢are.org.uk 4. Accommodation in management and development At the end of the year units owned for each class of accommodation were.. 2022-23 2021-22 Social housing Social rent general needs housing Social rent supported housing and housing for older people Low cost home ownership Social leasehold units owned I,ioo I,ioo 24 15 30 1,143 1,143 Social housing units owned but not managed Social housing units owned but not managed Non-social housing Total non-social housing rental units owned Non-social rental housing units managed but not owned Non-social leasehold units owned io io 301 301 88 88 56 56 445 445 Annual Report and Financial Statements 2022-23 5. Operating surplus 2022-23 2021-22 £000 £000 Depreciation of fixed assets 1,778 1,747 Operating lease renta15 Plant and machinery Land and buildings Vehicles 247 21 839 801 69 77 Auditor's remuneration Audit of these financial stalements 60 48 Other services 6. Interest receivable and other income £000 £000 Income from short term deposits 80 80 7. Interest payable and similar charges £000 £000 Bank loans and overdrafts 536 471 Pension remeasurement interest 79 iio 615 581 brunelcare.org.uk 8. Employees 2021-22 Number Number Average monthly numtier of employees 1,118 I,iio Average monthly employees. expressed as FTES 862 854 £000 £000 Employee costs Wages and salaries Social security costs Pension cost5 21,640 20,135 2,084 1.745 509 24,277 22,389 The average monthly employees, expressed as full-time equivalents, is calculated from monthly data collected by Brunelcare's HQ department which records starters, leavers, hours worked, gender etc. The data are circulated monthly to aid managers, decislons. Brunelcaie employees are entitled to membership of the Social Housing Pension Scheme ISHPSI. Some members of the SHPS also contribute additiona1 volLJntary contributions to The Pension Trust's Growth Plan. Brunelcare also complies with the Government scheme of auto-enrolment and has legal duties to enrol eligible job-holders into a qualifying workplace pension scheme and make contributions towards it. Further information on the scheme is given in Note 23. Brunelcare has the following numbers of employees earning £60,000 or more, shown in bands of £10,000. 2021-22 Number Number £60,000 to £70,000 £70,000 to £80,000 £80,000 to £90,000 £90,000 LO £IOO,000 £120,000 to £130,000 £130,000 to £140,000 ' Annual Report and Financial Statements 2022-23 9. Board members and executive directors The key management personnel are deemed to be the board members and executive directors. ',Fiensioh', - 2022-.23 2021-22 oontributions~-., Rem,uneratiori:, . £000 £000 £000 £000 Oona Goldsworthy 126 130 124 126 130 124 None of the non-executive board members received emoluments. The emoluments of the highest-paid executive director, the Chief Executive, was £130,00512022: £120,405). The Chief Executive is a member of the Charity's defined contribution pension scheme on the same basis as other staff. The total emoluments of the executive directors, including pension contributions, were £551,789 for the year ended 31 March 202312022: £601,922). The £551,789 was made up of salaries of £536,240 and pension contributions of £15,549. brunel¢are.org.uk 10. Tangible f ixed assets- properties ",Comm.unity.': properties "°propérties - . services . £000 £000 £000 £000 £000 Cost At April 2022 64,662 1,544 482 17,565 84,253 Additions in year Disposals At balance sheet date 905 1,030 12161 12161 85,067 65,351 1,547 482 17,687 Depreciation At April 2022 Charge for the year Released on disposal 123,5001 11701 1711 iioi 15,6201 13491 129,3611 11,634} 11,2231 196 1521 196 At balance sheet date 124,5271 12221 1811 15,969} 130,799) Net book value At April 2022 At balance sheet date 41,162 1,374 411 11,945 54,892 40,824 1,325 401 11,718 54,268 . 2021-22 Socia I housing properties Social housing properties Care homes Care homes £000 £000 £000 £000 Fixed assets with restricted title - leasehold land 1,393 1,406 Fixed assets pledged as secu rity 17,132 3,177 17,390 3,145 Annual Report and Financial Statements 2022-23 11. Tangible fixed assets - other assets Office5 .' Fitting5 equlpment .. vehicles £000 £000 £000 £000 £000 Cost At April 2022 Additions in year 1,000 2,676 1,200 126 5,002 36 759 795 Disposals 1181 {181 At balance sheet date 1,000 2,694 1,959 126 5,779 Depreciation At April 2022 1104) 12,6161 16171 11231 13,460} Charge for the year Released on disposal At balance sheet date 114} 1291 1991 121 11441 17 17 (1181 12,6281 17161 {1251 13,5871 Net book value At April 2022 896 60 583 1,542 At balance sheet date 882 66 1,243 2,192 brunelcare.org.uk 12. Investment properties £000 £000 Land cost at start of period 2,000 720 Additions at cost in theyear Disposals i r) the year Changes in fair value in theyear 33 12,0001 1,247 2.000 The land held as an investment property was two-thirds of the value of a plot of land in Nailsea, North Somerset, that was gifted without restriction to Brunelcare and St Peter's Hospice by the late Mrs Mary Sophia Shepstone. The two charities were granted planning permission and sold the land in May 2022. 13. Properties held for sale 2021-22 £000 £000 Properties held for sale 341 453 341 453 Annual Report and Flnancial Statements 2022-23 14. Debtors 2022-23 2021-22 £000 £000 Rents, fees and service charges receivable 3,274 3.230 Less provisions for bad dèbts 11,4501 1,824 11553 1,878 Prepayments Accrued income 374 728 1,220 494 3,418 3,100 2022-23 ". £000 £000 Rent arrears Housing current tenants Housing former tenants 93 82 io Extra care current tenants 29 Extra care former tenants 16 Gross social housing rent arrears 159 121 brunelcare,org.uk 15. Creditors: amounts falling due within one year . 2022-23 2021-22 £000 £000 Bank loans due within one year 724 712 Trade creditors 760 677 Rent and service charges received in advance Other taxation and social security Payroll costs 1,373 795 747 621 1,666 1,781 Other creditors 623 803 Accruals & Deferred income 2,415 2,136 8508 7,525 16. Creditors: amounts falling after more than one year £000 £000 Bank loans 11,046 11,772 Other long-term creditors 598 469 Social housing grant 11,197 11,436 Other grants Recycled capital grant fund Pension liability 4,873 4,954 85 85 27,801 28,721 Annual Report and Financlal Statements2022-23 17. Deferred capital grants So¢ial,,- rarit&.-",- Grants £000 £000 Balance brought forward 11,675 5,036 Amortised in the year 12401 11,435 1811 Balance carried forward 4,955 18. Bank loan analysis 2022-23 2021-22 £000 £000 Bank loans due within oneyear 724 712 Bank loans due after oneyear 11,046 11,772 11,770 12,484 The bank loans are secured by individual charges over individual properties. The bank loans are repayable by instalments at fixed rates of interest ranging froni 3.50/0 and 11,70k with three loans totalling £4,171k on Libor rates. 8ased on the lender's earliest repayment dates, borrowings are repayable as follows.. . 2022123 2021.:22. £000 £000 Within one year 724 712 Between two and five years 2,903 2,893 After five years 8.143 8,879 71.770 12.484 brunelcare.org.uk 19. Financial commitments Capital expenditure commitments were as follows.. 2022-23 2021-22 £000 £000 Authorised by the Board but not contracted 3,662 4,870 Contracted but not delivered by the year-end 271 2,462 The above commitments will be financed using existing cash reserves and drawings from our £5m revolving credit facility. The future lease payments payable under non-cancellable leases are as follows.. 2022-23 2021-22 £000 £000 Land and buildings Less than oneyear One to five years Beyond five years 883 788 3,449 3,079 14,850 13,752 19,182 17,619 Office equipment, computers and vehicles Less than oneyear One to five years Beyond five years 51 91 57 118 12 120 209 Annual Report and Financial Statements 2022-23 20. Contingent liabilities There were 9 Woodland Court properties remaining at 31st March 2023 which are owned by the current residents where their lease includes a buyback obligation clause. As such, Brunelcare may be obliged to buy back these properties at some future date and the properties vvould then be resold. On 31st March 2023 no buyback clauses had been activated. These transactions are uncertain and therefore an amount has not been disclosed12022'. nil). 22.1 Social Housing Pension Scheme- Defined Benefit section The Charity participates in the scheme, a multi-employer scheme which provides to some 500 non-associated employers. The scheme is a defined benefit scheme in the UK and The Pension Trust, which administers the Social Housing Pension Scheme, has undertaken an exercise to disagg regate the assets a nd liaF)i lities of the fund between the various participating members so that, for both financial years, Brunelcare's full share of the assets and liabilities are shown on the balance sheet. The movement in the year comprises the movements between the opening and closing scheme assets and liabi lities attributable to arunelcare. 21. Related parties The Social Housing Pension Scheme, managed by The Pensions Trust, is a related party. The details of the relationship are set out in Note 22. 22. Pension schemes The Charity participates in two defined benefit pension schemes, the Social Housing Pension Scheme and the Growth Plan, both of which are multi- employer final salary schemes. Both schemes are now closed to members. Brunelcare has been notified by the Trustee of the Scheme that it has performed a review of the changes made to the Scheme's benefit5 over the years and the result is that there is uncertainty surrounding some of these changes. The Trustee has been advised to seek clarification from the Court on these items. This process is ongoing and the matter is unlikely to be resolved before the end of 2024 at the earl lest. It is recog nised that this could potentially impact the value of Scherne lia k)ilities, but given the current level of u ncerta inties, it is not posgi ble to calculate the impact of this issue, particularly on an individual employer basis, with any accuracy at this time. No adjustment has k)een made in these financial statements in respect of this potential issue. brunelcare.org.uk The movement in the year in the pension scheme on the defined benefit approach is: Fair value of plan assetsi present value of defined benefit obligation and defined benefit asset/(liability} .3lst,March. £000 £000 Fair value of plan assets 14.588 22,265 Present value of defined benefit obligation Deficit in plan Unrecognised surplus Defined benefit liability to be recognised 17,775 25,490 13,1871 13,2251 13,1871 13,2251 Reconciliation of opening and closlng balances of the defined benefit obligation 2022 - 23 £000 Definocl k)enef it obligation at start of period 25,490 Expenses 37 Interest expense 702 Actuarial gains due to scheme experience Actuarial gains dueto changes in demographic assumptions Actuarial gains due to change5 in financial assumptions 1570} {451 17,1891 Benefits paid and expenses E)ofined benefit obligation at the end of the period 16501 17,775 Annual Report and Financial Statements 2022-23 Reconciliation of opening and closing balances of the fair value of plan assets £000 Fair value of plan assets at start of period 22,265 Interest income 623 Experience on plan assets (excluding amounts included in i nterest incomel Ilossl Employer contributions Benefits paid and expenses Fair value of plan assets at the end of the period 18,4791 829 16501 14,588 Defined benef it costs recognised in Statement of Comprehensive Income 2022 -.23 £000 Expense 37 Net interest expense Definfsd benefit Costs included in the Statement of Comprehensive Income 79 116 brunelcare.org.uk Defined benefit costs recognised in other comprehensive income 2022 - 23 £000 Experience on plan assets (excluding amounts included in interest income) (loss} Experience gains and losses arising on plan liabilities- gain Effects of changes in the demographic assumptions underlying the present value of the defined benefit obligation gain Effects of changes in the financial assumptions underlyirig the present value of the defined benefit obligation gair) Total actuarial gains and losses {before restriction due to some of the surplus not being recognisablel - (Ioss) (8,4791 570 45 7,189 16751 Effects of other changes in the amount of surplus that is not recoverable lexcluding amounts included in the net interest costl gainlllossl Total amount recognised in Other Comprehensive Income - Ilossl 16751 Annual Report and Financial Statement$2022-23 Assets . 31st. Mar¢h £000 £000 Global equity 272 4,273 Absolute return 158 893 Distressed opportunities Credit relative value 442 797 551 740 Alternative risk premia Fund of hedge funds Emerging markets debt Risk sharing Insurance-linked securities 27 734 78 648 1,074 733 368 519 Property InfrastrLJCture 628 601 1,666 1,586 Private debt 649 S71 Opportunistic illiquid credit High yield Opportunistic credit Cash 624 748 51 192 79 105 76 Corporate bond fund Liquid credit Long lease property Secured income 1,485 440 573 670 830 Liability driven investment 6,719 6,212 Currency hedging Net current a￿etS 28 1871 62 37 Total a55ets 14,588 22,265 None of the fair values of the assets shown above include any direct investments in the employer's own financial instruments or any property occupied by, or other assets used by, the employer. brunelcare,org.uk Key assumptions % per annum 4.87 % per annum 2.79 Discount mte Inflation IRPII Inflation ICPII Salary growth 3.19 3.57 2.75 3.19 3.75 4.19 Allowance for commutation of pension for cash at retirement 75% of maximum allowance maximum allowance The mortality assumptions adopted at 31st March 2023 imply the following life expectarncies: Llfe expectancy at age 65 years Male retiring in 2022 21.0 Female retiring in 2022 Male retiring in 2042 Female retiring in 2042 23.4 22.2 24.9 22.2. Social Houslng Pension Scheme- Defined Contribution section Brunelcare has a legal duty to enrol eligible employees into a qualifying workplace pension scheme and make contributions towards it. The employee is not required to take any action in order to become an active member of the scheme. An employee who has been automatically enrolled is free to opt-out and get a refund of the contributions they have paid. Bruiielcare uses the Social Housing Pension Scheme - Defined Contribution Section to invest these contributions. Annual Report and Financial Statements 2022.23 22.3. Social Housing Pension Scheme- The Growth Plan The company participates in the scheme, a multi-employer scheme which provides benefits to some 638 non-associated participating employers. The scheme is a defined ber)efit scheme in the UK. It is not possible tor the company to obtain sufficient information to enable it to account for the scheme as a defined benefit scheme. Therefore it accounts for the scheme cls a defined contribution scheme. The scheme is subject to the funding legislation outlined in the Pensions Act 2004 which came into force on 30 December 2005. This, together with documents issued by the Pensions Regulator and Technical Actuarial Standards issued k)y the Financial Reporting Council, set out the framework for funding defined benefit occupational pension schemes in the UK. The scheme is classified as a 'last-man standing arrangement,. Therefore the company is potentially liable for other participating employers, obligations if those employers are unable to meet their share of the scheme deficit following withdrawal from the scheme. Participating employers are legally required to meet their share of the scheme deficit on an annuity purchase basis on withdrawal from the scheme. A full actuariaS valuation for the scheme was carried out on 30 September 2020. This valuation showed assets of £800.3m, liabilitios of £831.9m and a deficit of £31.6m. To eliminate this funding shortfall, the Trustee has asked the participating employers to pay additional contributions to the scheme. The current value of future deficit reduction payments for Brunelcare is £5k which is payable over 2023-24 and 2024-25. brunelcare.org.uk DETAILS OF KEY INDIVIDUALS Details of key individuals and organisations involved in the leadership, oversight and audit of Brunelcare in the year to 31 March 2023 TRUSTEES Deborah Evans Chair of The Board Chair of the Audit, Risk and Finance Committee Chair of the Performance Quality and Experience Committee Chair of the Remuneration, Nominations and Workforce Committee Andrew Sloman Nick Hooper Harry Hayer Phil Hope Alison Comley Kate Innes (Still) Anthony Oldfield Tony Wilson Jo Makinson Senior Independent E)irector SENIOR LEADERSHIP TEAM Oona Goldsworthy Brian Whittaker Chief Executive Officer Director of HR and OD E)irector of Finance (resigned in September 20221 Director of Finance & IT Ifrom March 20231 Director of Strategy and Transformation (resigned in September 20221 Director of Housing Services Interim Director of Finance (from September 20221 Director of Nursing and Care Services Company Secretary & Cjirector of Corporate Governance Chris Wall John Rew Matthew Bell Michelle Richards Roger Setchell Sandra Payne MBE Mandy Collins Further information or) our Trustees and the Senior Leadership Team can be found on our website- vdww.brunel¢are.org.uk/about-us/who-we-arel Annual Report and Financial Statements 2022-23 -Registered Office .Saffron Gardens Prospect Place, Vvhitehall, Bristol, BS5 9FF'. .Tel:101171914 4200 .1 Fax: {0117} g87 550. .E-mail: info@brunelcare.oig.uk"_, iiww:brunelc.are:org,uk ,Charity-=201555.. ".Regulator for Social.Housing '."L.H0269, are".Quality."Co:rr!inission rEg Istration-DO.'CRTI-.579008632 Internal AuditOTS .RStvl:RiskAssu rance Se.Ivices.LLP; Hartwell kloijse 55-. 6.1.: !ic.toiia-Street: Bristol BSI 6AD_