pss PSS Annual Report 2020-21 Contents Our adrninistrative infonnation.... Welcome frorn our chief executive.............................................................................................._....................... A foreword frorn our Chair....................................................................................................................................... Report of the Trustees.................................................................................................................................................. Our Governance................................................................................................................................_....................... All aboard the 2020-21 corona-coaster..................................................................................-.....................13 Our rErforrnance in 2020-2021........................................................................................................................25 Risk man2gernent......................................................................................................................................... .30 Auditor... ..31 Trustees, responsibilities...........................................................................................................................................32 Independent Auditors, RetK)rt................................................................................................................................33 Statement of Financial Activities including the incorne and eX￿ndItUre account....................37 Balance Sheet at 31, March 2021........................................._......................_....................... ..38 Cash Flow Statement for the year ended 31st March 2021......................................................................39 Notes to the Financial Statements...............-......................_......................_...................................................... 40 Accounting policies.........................-......................-......................-... Incoming resources..........................-......................-......................-.......................................................45 Expenditure............................................................................................................................................. .48 Tangible fixed assets...............................................-............................................................................... Investment property................................................................................................................................ Fixed asset investments.............................................................................. .51 ..40 Debtors.. arnounts due within one year..........................................................................................52 Creditors: amounts due within one year.......................................................................................52 Creditor& arnounts due greater than one year.................. .52 10 Pension oblig3tions........................................ . . 11 Reserves......................................................................................................................................................... 12 Analysis of cash and cash a]uivalents................................................................ 13 Analysis of net debt..................................................................................................................................56 14 Fir￿nCIal comtnitments..........................................................................................................................56 .56 15 Relat￿1 party transactions....................................................................................................................56 16 Financial instrurnents.............................................................................................................................57 17 PSS Ilsle of Manl income and expenditure account..................................................... . . .... ...57 Our administrative information Administr,Itivp Dpt,iils rjf Pfs CUKI Company registration number PSS IUKI PSS Ilsle of Manl England and Wal* 224469 Isle of Man.. 1260 Eleanor Rathbone House Connect Business Village 24 Derby Road Liverpool L5 9PR Telephone.. ErnaiL. 214077 006134F Registered charity number Registered office IUKI 0151702 5555 jnfi@ps&org.uk Registered office and pss, Correspondent's address (IOMI Radcliffe Villas, Glencrutchery Roa(L Douglas, Isle of Man IM2 6BG Tel.. 0800 1979820 Ernail: sharedlivesisleofman@pss.org.uk Website www.pss.org.uk Lord Mayor of Liverw)ol Councillor Anna Rothery President VI￿ Presidents The Right Reverend Paul Bayes (Bishop of LiverrKK)l) The Most Reverend Malcolm Mcmahon IArchbishop of Liverwll Professor Gerald Pillay (Vice Chancellor and Rector, Liverpool Hope University) The Earl of Derby lan Meadows OBE DL Bankers Barclays Bank plc Lord Str￿t Liverpool L2 ITD &Jlicitors Hempsons The Exchange Station Parade Harrogate HGI IDY Investment rnanagers LA Senator House 85 Queen Victoria Street London EC4V 4ET Auditors BDO LLP 5 Temple &]uare Temple Street Liverpool L2 5RH Chief Executive Lesley Dixon The Trustees on the date of this report and who served during the year 2020121 were. Mark Rathbone Julie Ccx)ke Hilary Berg Jenny Hannon Geoffrey Manning J Andrew Kellaway Dr. Kim Heyes Tracey Johnson Beverley Mitchell Matthew Rothwell Colin Bell Dave Sweeney Chair (resigned 31103120211 Vice-chair (elected Chair 24103/20211 Honorary Treasurer (resigned 31103120211 (elect￿1 Vic&Chair 24103120211 (el￿tal 24/0312021) (elected 24/03120211 Ico-opted 23/0612021) Ico-opted 23106120211 The narned responsible person for the Isle of Man is Becky BI(x)r-St￿n. Investment PoivÉ!rs aLicI Authority The Articles of Association place no restrictions on the amount or type of investments made by the company. However. PSS complies with the restrictions placed U￿)n it by law. PSS is a registered charity and, as such, is not liable to Incorne Tax or Conx)ration Tax. The current active membership of PSS is 34. The Trustees of the charity derive no Iknefit, income or capital interest frorn PSS (UKI rpss") ex￿pt for related party transactions (note 141. PSS Charitable Objects as declared in our Articles of Association The advancement of education, the advancement of health, the relief of poverty and the advancement of such other charitable purwses for the benefit of the community in such manner as the Trustees shall from time to time think fit and in particular Ibut without prejudice to the generality of the foregoing) by assisting individuals in need to live and/or manage their needs more independently. Welcome from our chief executive When I think of the year we've had here at PSS, I'm reminded of just how much of a rollercoaster it's been - not just for me, but for all of us, and without a doubt for our friends in health and social care organisations all over the UK, too. I'm reminded of those we sadly lost to coronavirus and the sadness that has brought us, the challenges of continuing to provide such high standards of support in some of the most challenging of environrnents, the stories sorne of our supw)rt workers have told me alx)ut the sacrifices they've made to make sure those they support are safe and sound, the concern about our future and the constant changing tides. But I'm also fillaj with a huge sense of pride. When I look back at the huga l 1st of things we've achieved in this report, whether that's t￿en in response to the pandetnic or not, I'tn retninded once rnore of what makes PSS the incredible organisation it is our amazing pÉx)ple. Despite all of the challenges that have come their way this year, PSS people all over the organisation have continued to go above and tkyond for the people we support, living our values and looking after each other. The support we ve had frorn our Board of trustees has been outstanding., we're so lucky to have such a dedicated group of talented people from all different walks of life on our journey with us. They've shared so much expertise from their individual professions and helped us with so many great resources. Our support workers, as we ve consistently told them over the past year, have been nothing short of incredible. Classed by the Government as'essential workers,, our supwrt staff have faced some difficult, uncertain and in sorne cases scary situations as they continued to go out into the world providing that stellar standardof care that the peoplewe suptX)rt have needed more than ever. Like other social care teams across the UK, our frontline staff have provided support that has undoubtedly saved lives and rnade a huge difference to so Many, plugging the gaps that some public services have been unable to ftll. Alongside their professional support roles, they*e doubl￿ up as health and safety risk assessors, PPE experts, infection control specialists, personal shoppers, friends and family members this year. We've always known the true value of KKial careand just how much our frontline workers give to makea difference in the lives of others all the time. but this year, the Government has publicly acknowledged just how indispensable they are, with the media hailing essential workers as her￿$. Social care has certainly hada moment in the swtlight- and rightly so. But when the Government then announced some pay rises to reward certain industries for their efforts during the pandemic, I was disappointed to see social care was once again noticeably absent. This is an issue that continues to raise its head and something we'll be campaigning to change. Looking on the bright side, this year has given us the opportunity to really show once again how innovative we are as an organisation. We had to change some of our services unrecognisably this year to keep things going, but that's led to some fantastic new ways of doing things. For example, when we had to close our Making Days ￿ntreS for people with learning disabilities, our Making Days team had to get creative with what they could do to support people online- even managing to keep their weekly discos going on Zoom with the help of a very enthusiastic tearn and lots of glow-sticks- all of our Shared Lives carer recruitment panels went online, and they're going to stay that way so we can do national panels instead of just regional ones,. when our Women's Turnaround team started doing one- to-one sessions. we learned that some of the women we support engaged with us a lot more in our new way of working., and we developed a brand new website for people using our Wellbeing Centres so they can get all of theirwonderful peer support, information and sense of cotntnunity from an online space instead of a physical space. We used this year well. meeting peY)ple where they need us most. It's b￿n a tough year for everyone with lots of ups and downs- and onething we've made as clear as possible to our teams is that it's ok not to be ok - and our mental health, like our physical health, can suffer sometimes, particularly during a global pandemic when all of our lives havechanged irnmeasurably. For us it was important to recognise that during titnes like these, not everyone is going to be t￿lIng on top form all of the time. Sometimes we have to listen to what we need and, as our values say, be big-hearted towards ourselves x) we can be big-hearted towards others. That's why we've done as much as we can this year to look after out teams, wellteing- things like w&kly yoga, meditation and exercise classes, a weekly list of wellbeing reg)urces in our staff newsletter and things like our Big PSS Quiz and regular tearn socials over Zoom. Around Christmas time we could sense that lots of people were starting to get really tired, so we sent all ot our statt and Shared Lives carers a gift. which we've talked alJ)ut in this report. I've been so proud of how open and honest our teams have been about how they're doing - with each other and with me- and I feel it's only Work￿ to strengthen the warm, friendly and truly caring culture we ve got here at PSS. Teams has LEen overflowing with stories that have warmed all of our hearts and kept us rnotlvat￿l. with PSS people. particularly our support teams, taking time to celebrate those little wins that have meant an awful lot to all of us during this titnelwe've talked about some of those in this report - and I hope they bring you the same little spark of joy as they brought to tnek, and our weekly all-staff Zix)m calls have kept us united, inforrned and f&ling like one big team. All that's left for me to do is to thank our whole team - our front line and operational staff, our central services tearns, our management tearns and our Board - for their relentless hard work during 2020-21. Not only have we worked together to keep a lot of people we suptN)rt and our staff safe, we haven't once cornprornised on the standard of support we've been able to offer. Not only that, but we've also been able to support our friends and partners in other organisations with their plans to tackle coronavirus, and win some imwrtant new funds to enable us to help even more people. It's all down to our team's creativity, deterniination and focus on doing the right thing in the right way. I hope you enjoy this look back at a ground-breaking year none of us are likely to forget. Lesley Chief Executive A foreword from our Chair It gives me huge pleasure to introduce p￿,$ 2020-21 Annual Report as its new Chair. In March 2021, Mark Rathbone stepped down from his role as Chair. I know everyone who's worked with Mark over the years he's been with us at PSS would agree that he's been such a brilliant Chair and someone who brought so much expertise to the Board. At the sarne time, Geoffrey Manning also carne to the end of his term as a trustee at PSS, after generously giving many years of his time and talents to us. We were all sad to see Mark and Geoffrey leave us and we want to say a huge thank you to tx)th of them for all they have given to PSS over the years- lots of which will continue to be reflected in our work and how we do things her& I'm really pleasedto be stepping into the role as Chair and to be working with such a fantastic bunch of people on our Board, all of them bringing so much professional experience to our table. Steering PSS through a year like 2020 is certainly something none of us on the Board - or anyone else for that matter - ever expected. But looking back, PSS was as prepared as it could ve b￿n. Thanks to many years of very careful governance and excellent financial Management, although having no idea what was about to come our way remained a worry for all of us, we had at least some reassurances about how we were going to get through it, and some incredibly robust business eontinuity plans and processes in place for managing crises. With the help of our colleagues from across the organisation, we remained flexible, f￿USed and fixed on weathering the stortn - and together as one big team, we did. After everything that had happened over the last year, in February 2021 we felt it was the right time to revisit PSS'S risk registers and Iwk at them with fresh eyes. With PSS people across the organisation we refreshed, reviewed and strengthened our risk registers in every area, helping us to plan for and defend against as many risks as possible. Discussing this and navigating all of the challenges and opwrtunities involved in running a social care organisation during a health crisis brought aEK)ut some interesting conversations and lively debate atx)ut our Board's appetite for risk in key areas like our people, our finances, legal issues, health and safety and our reputation. We had some really thought-provoking chats about how we make sure PSS continues to be an ambitious organisation that tries new things while Continuing to keep it safe during such turbulent times. When l joined PSS in 2017, 1 could tell straight away that PSS was something special - but being part of PSS during the last year has proven just how amazing it really is. When faced with the coronavirus crisis and the raft of challenges that brought, PSS did what it does best it innovated and it evolved, just as it has done for over 100 years. Seeing how our fantastic teams from all over the organisation have respond￿1 to the COVID-19 crisis. with such bravery, determination and kindness, makes it easy to see why PSS has come so far from its origins as a small Liverw)ol charity. It's been a pleasure to be part of it - I'rn proud to be its Chair and excited atK)Ut our plans for the future. Best wishes, Julie Cooke Chair of PSS Report of the Trustees The following Report of the Trustees incorporates the strategic report requirements of the Cornpanies Act 2006. Our Governance PSS was fon￿￿ in 1919. is a company limited by guarantee (incon￿rated in 19261 and registered as a UK charity in 1963. PSS registered as a foreign company {PSS Isle of Manl with the Isle of Man Companies Registry in 2018 and is listed as PSS UK within the Isle of Man Charities Registry Index. PSS was established undeT a Mernorandum of As9Jciation which established the objects and powers of the charitable company and is govern8J under its Articles of As￿latiOn. Membership is open to anyone Isubject to the approval of the Board of Trustees) who wishes to supFL)rt PSS. The tnembers of PSS elert a F￿ard of Trustees I'the Board'l from the membership. Those memters elected as trust&s alsoconstitute thedirectors of the company. The PA)ard is required to include a Chair, Vicechair and a Treasurer. Trust￿9 are elected for up to three ternis of up to three years, but may be re-elected with the consent of the Board. In addition tothe Annual General Meeting, the Board meets four tirnes a year. It has four sulF cornmittees.. the Audit and Governance Sub-committee and Finance and Performance Sub- committee which meet quarterly, the Innovation Sub-committee which rneets twice a year and the Remuneration Sub-committee which m*ts once a year. The sub-cornmittees exist to provide a level of scrutiny to the work of PSS, for example in relation to the accounts or risk management or internal audit, Each committ& reports to the full Board. Charity Governan￿ C(Kle The principles of the charity good governance code are well ernbedded in the way things are done at PSS, including the work of Board. the approach to trustee and staff recruitment and developrnent., policy" procedur￿ and our approach to putting the people we support at the heart of what we do. Here's sorne examples of how we've put the principles in to practice this year: OrganT$ational purpose In 2019120 we worked hard to f￿u$ our areas of work and benefit, which led to us saying goodbye to Spinning World, a support service for asylum seekers, and our Digital Health Service, which supported people to use digital tools to tnonitor and rnanage their health and wellbeing at home. These services were passed on to other organisations that are best-placed to carry them forward. Doing this allowed us to focus our efforts on areas of growth and innovation for PSS, like our Shared Lives, Homes and Communities, Strengthening Families and Ministry of Justice work We ve done sotne really positive partnership work with the organisation who ti)ok our two services on. and as a result, the transitions went really smoothly. In 2020/21, we've continued to use this focus to inforrn our thinking. so that we're in a position to deliver the best possible service to the p￿pIe we support and make sure our Drg3nis3tion's sustainable for the futur Leadership. board effectTveness (￿d integrity In our 2019120 rewrt we talked about how we'd been using skills-based recruitment to recruit new sorne new trustees. We continued our search in 2020121 and two more brilliant people joined our Board: Beverley Mitchell and Matthew Rothwell. We ve r￿ruited two more prospective trustees as well, who during early 2020/21 are currently on their trial perirxl, observing the work of the Board before official co-opting is agreed. Our new trustees have a whole host of skills to offer us, including cornmercial, health and safety, social care and legal expertise. During 2021/22, we're going to continue building on the operational. commercial and social care expertise we have on our Board. As with all PSS r￿ruitment, we're Iix)king for people who live our values.. professional. genuine, big hearted, deterrnined and open-minded. All trustees go through a full recruitment process of application, interview lincluding being interviewed by people we support), service visits, DBS checks, reference vetting and a trial period before being co-opted officially. Trustees are elected by the members at the Annual General M￿tIng but can be co-opted by the Board, pending elÉrtion. During this time, our new trustees are given an induction to our work and their role as a trustee. This involves clarifying roles and responsibilities the work of the Board andthe sub-committees; a number of visits to see how our services work; and some special training, for exarnple, safeguarding for PSS trustees. This year, we did a review of how our committee and Board meetings are ran, exploring how wefind a balance between reporting, discussions learning and innovation. To make sure we get thebalance just right. we've tailoredthe way reportsare submitted to committees and the Board, using a tnuch clearer and more consistent format. The voices of the peoplewe support now also play a key part of Board m￿tingS- lots of peoplewho accessour services have come to our meetings over the last year to tell us more about what they'd like to see from PSS- and we've heard some really valuable insights. As part of our Audit and Governance Cornrnitt agenda, service managers are also now invited along to our meetings to present their risk registers, shedding light on thechallengesthey're experiencingor have overcomeand getting our support with them. Decision.making, risk and control We've been focusing on reviewing and developing our strategic and 0￿ratIOnal approach to risk Management, including defining our risk appetite. It carne at a good tirne, having just been faced with the COVID-19 pandemic. In March 2020, our trustees and leadership tearn got together for an away day to begin this work. Over the past 12 Months, we've delivered risk management training to all of our management team, eM￿)Wering thern to make their risk registers even more robust with input frorn their teams. We ve now got a consistent approach to reviewing risk registers and escalating risks to the &)ard if needed The effectiveness of the risk assessrnent 2nd business continuity planning we put in place to keep the wjple we support, their families and our staff, carers, students and volunteers safe really came into its own when the COVID-19 pandemic struck. Trustees and senior leaders forrn8I a COVID working group at the iEginning of the pandemic which rnet fortnightly during the first months of the crisis. later switching to tnonthly, to help with decision- making. We are so fortunate that our trUSt￿S have diverse expertiseand knowledge in areas like health and safety. law, health and social care and commerce - all areas that were particularly key when it came to our approach to the pandemic. All our services continued throughout the pandemic either virtually or face-to-face and through active monitoring of COV1D-19 cases, robust testing and isolation procedures, and a positiveuptake of the vaccin we are fortunate as an organisation to have experienced very few casualties or operational irnpacts of COVID-19 Our cotnmissioners have also been very supportive, which has enabled us to remain in a positive financial and sustainable position. Equality, diverstty (md inclusion In DeCern1￿r 2020 we launchedour ￿0nd'Fair Play for All, plan, the detail of which was co- produced with staff from across the organisation and influenced by the voice of the people we SUPPDrt, as well as national a]uality and diversity drivers. We ve made a commitment throughout this two-year plan to tnake sure we embed co-prcxluction at every stage. As part of this work. we've also comrnitted to working towards becoming an actively anti-racist organisation. Openness (md dccountability Every year we ask all stakeholders to take part in our Annual Survey. giving thern an opportunity to tell us alxjut their experience of our services. These results are reported to the Board. We received feedback from 679 reople in total - people we support, farnilies, volunt&rs. Shared Lives carers and commissioners. Our response rates included a IO% increase in feedback from people we support compared to 2018 results. The overall average NET Promotor Score for FSS ￿rViceS Itaking in-to consideration all reswnses to the range of different surveys for people we support, parents, carers, guardians, Shared Lives carers and volunteersl is 5&6. This is an increase from an overall average score of 48 in 2018. All our services were rated between seven - ten stars out of ten, with ten being eX￿lIent. We've also still got a really strong compliments and cornplaints process called'tell us,, which allows people we support. families, commissioners or anyone else who wants to give us feedback to tell us their thoughts either by email, letter or using a form on our website. Pcith complirnents and complaints are rewrt&J to the Board at every meeting to make sure we continue to te transparent and open when responding to f￿dbaCk. We keep a register of interests for trustees and senior managers and trustees declare any conflicts or relationships relevant to the agenda at the beginning of each meeting. Trustee perforn￿nCe The Chair of Trustees meets with individual trustees on an annual basis to dI￿U$$ their contribution to the Board and to the organisation as a whole. The FA)ard also does a review of itsown performan￿ and on the skills and expertise of our EL)ard memberson a biennialbasis. as well as self-assessments against the Charity Good Governance Code. to ensure that they're acting in line with best practice. Presentations atM)Ut different aspects of PSS'S work and service visits for trustees are arranged on a regular basis and trustees are expected to visit services individually throughout the year. Trustees are also expected to regularly attend Board and sub-cornmittee M￿Ing$. These elements of trustee performance are measured in our key performance indicator5. Delegation of Authority The Board of Trustees appoints the chief executive to be responsible for the operation and developtnent of PSS and for irnplementing the strategic objectives set by the trustees. The leadership team, which is made up of PSS directors, are appointed with support from the trustees. The trustees further delegate their responsibilities through the use of a comprehensive and structured 'delegation of authority, framework. The Board receive a comprehensive suite of papers about the operational status and development of PSS for their delI￿ratIonS in advance of meetings. A well-developed risk rnanagement process further 10 protects the activities of PSS. The register of risks and controls is closely scrutinised by the Audit and Governance Sub-committee before being submitted to the Board for their full review and input. These reviews further into the organisation's business plan& The Board are also involved in decision-making atK)ut collaborations with other charities or organisations. T￿￿teeS Statement on Public Benefit PSS IUKI'S vision is to Influen￿ health, social care and community services both locally and nationally, through innovative approaches that make a real difference to people's lives. It does this by carrying out activities that identify those in need and create innovative service solutions. PSS'S trustees therefore confirni that they have complied with the duty in section 17 of the Charities Act 2011 to have due regard to the public benefit guidance published by the Charity Commission in deterrnining the activities undertaken by the charity. Pay and remuneration At PSS we're committed to accountability and transparency in the charity sector, but we believe that personal privacy is also an important factor when it comes to what we share. All executive pay is determined by our Remuneration Committee, which operates as part of our Audit and Governance Board Sub-cornrnittee. The trustees who make up this group are responsible for ensuring a fair pay structure across PSS, executive team that recogni Individual and tearn performance in the context of a challenging climate. The irnportance of recruitlng and retaining the 'right' people Iboth in terms of experience and attitude). Fair pay that reflects the level of knowledge. skills and experience required and the responsibilities and accountabilities associated with the wsition. Pay levels that are benchmarked against comparable jobs l(Kally and in the sector. Benefits to executive staff are in-line with tEnefits availableto all staff. This year we've ernbarked on an extensive pay benchmarking exercise, looking across our sector to see how PSS rewards cornpare to other organisations that are sirnilar to us. As part of this exercise, we're comparing pay and rernuneration for each type of role across the organisation, including the executive team. The results of this research will help inforni our pay and remuneration offers across the board, help us keep pay and remuneration at PSS fair and help us remain competitive employers. Employment of people with disabilities In accordance with our Equality, Diversity and Inclusion Policy. we give full and fair consideration to any applicant who considers themselves to be disabled. giving due regard to their ability and skill set. Candidatesare not questioned aLN)ut their health or disability before an offer is made unless it's to establish whether someone requires any reasonable adjustments to be made. We offer all candidates who consider themselves to be disabled the opportunity to attend an interview if they meet the essential criteria for the role. tknring employrnent, reasonable adjustments are made to either prevent an employ￿ from being absent or to ensure a safe return to work following absence, and to avoid r￿Urring absences in the future. PSS encourages all employees to develop their skills and qualifications, and to take advantage of promotion and development opportunities which will not be refused on the basis of an applicant's diversity. li Fundraising Section 162a of the Charities Act 2011 r￿UireS charities to make a statement about fundraising activities. Although we don't do widespread fundraising from the general public, the legislation defines fundraising as 'soliciting or Otherwi￿ procuring money or other property for charitable purposes,. Such amounts receivable are presented in our accounts as 'voluntary income, and includes legacies and grants. All fundraising activity is managed internally, without involvernent frorn commercial participators, professional fundraisers or third parties. The day-to-day management of all income generation is delegated to the executive team. who are accountable to the trustee& PSS isn't bound by any regulatory scheme and dwn't consider it nÉtessary to comply with any voluntary code of practice. We've received no complaints in relation to fundraising activities. Our terms of employment require staff to behave reasonably at all times- we don t approach individuals for funds, we don't particularise in fundraising activities or consider it necessary to design specific pr(￿edureS to monitor such 3Ctivitie All aboard the 2020-21 corona-coaster What a year it's been-the whole world'sbeen through so muthduring 202(Y2L we hardly i(nowwhereto startwhen we lookbackon italL Thegreat news is, when it (ame to moving pss torwar(I we knew exactly where to tegin. Jn early 2020, before the pandemic took hold we launched our brand new Big Plan - our roadmap for the next five year& When everythingaround us has felt uncertain during2020-2L our Big Plan hasgiven us the focus we need to keep going in the right directio￿ We of course had to juggle things about a little bit so we could make k&ping people safe during the pandemic our absolute n￿1n priority, and we may not have been able to fire on all uilinders as we may have if COVID-19 didn't exisc but cor blimey, we achieved an awful lot- as this little round-up explain& Theme one of The Big Plan: only the people we support know what it's like to be in their shoes - we listen to them, learn from them and use their knowledge to shape PSS and help them shape their lives. Staying upbeat Last year the pandemic forced us to remake and remodel the ways we have always supported people with their rnental health and wellbeing. Our Wellbeing Centres in Liverpwl provide lots of different group sessions which offer support in all kinds of creative ways - from art therapy through to bee keeping. One of the key parts is offering people the chance to meet other people with shared mental health challenges. Many of these sessions are ran by a superb gang of peer supporteTS - people who have previously used our wellbeing services and now feel ready to support others. As COVID-19 safety restrictions rneant that face-to-face meetings couldn't always takeplace, there was some heightened anxiety for some of the people we support at a time when mental health challenges were already being intensified by the uncertainties of the pandemic. Our wonderful Wellbeing Centres tearn saw this as a fantastic opportunity to try out new and exciting ways of providing the same consistent standard of support the people who use our services are used to. Working alongside Liverpool City Council and our peer supporters, Wellbeing Centres manager Nicky made a plan to replicate the sarne community feeling of our Wellbeing Centre hubs, only in the digital world. It was then that UpbeatLiverpool.com was tA)rn. To make Nicky's vision a reality, a steering group of four peer supwrters, thr￿ Wellbeing Centre staff and our cotntnunications team land a partridge in a pair tr￿}got together over a series of Zoom tneetings to shape the website. In this team of lots of mixed experiences, everything from the functionality required, how to enhance the user experience through layout, and how the site need￿ to make people feel through identity and branding was discussed. Decisions were made coll￿tIVelY and, once the site was built, tested and up-and- running, Siobhan from our comrns team handed the keys over to the peer supporters. who took the wheel frorn there. The project has been a shining example of c0-pr￿UctIon and creating something really meaningful alongside those who really understand first-hand what makes support outstanding. Ruby meetscorrie In domestic abuse scenarios, it's often the case that people don't identify as being a victim. Sometimes, that's because thevictim doesn t know that what the perpetrator is doing to thern 13 is classed as abuse. National soaps like Coronation Street offer the opportunity to raise awareness of important issues, like the different types of domestic abuse. with really large audiences. This year's Yasrneen and Geoff storyline on Corrie really helped to highlight a specific type of abuse that not many people know about- coercive control. Coercive control can be more difficult to notice, even for those experiencing it, as it can iE subtle and more about control- it can involve things like humiliation. intirnidation, threats or other abuse that's intended to punish, harrn or fTighten someone - for exarnple, controlling sorneone's finances, isolating them from friends and family or controlling who you see, where you go, how long you can leave the house for, etc. The Yasrneen and Geoff storyline on Corrie was applauded for its true-to-life relatability, both on social media by people who have experienced domestic abuse, and by th0￿ who support victims of this kind of abu￿ - like our ace Ruby team here at PSS, who were all glued to their telLies, unable to believe how realistic the plot felt. In fact, Heather from our Ruby and Women's Turnaround teams said it was the best portrayal of domestic abu* she's ever seen on telly - big praise from sorneone who's a super experienc￿ rnember of our team and has worked on lots of domestic abuse cases just like it. For lan Bartholomew. the brilliant actor who played Geoff the perpetrator land - for the r￿ord- all-round lovely guy who is absolutely nothing like his Corrie character in real lifell. knowingwhat kind of irnpact this storyline could make meant he wantedto certain he got it right. so he did lots of work with domestic abuse charities to hear from those who have been victirn to this and other kinds of abuse. He wanted to rnake sure the portrayal of a coercive abuse perpetrator was as realistic as possible so that the audience may see and relate to the situation - and then seek help. Off-screen, lan's been doing all he can to give back to organisations that support victims of domestic abuse- including us here at PSSI lan got in touch to see if he could lend a hand in supporting some of the women who use our Ruby service, or give us a bit of help to spread the word about our service using his platforrn. He's scheduled to meet with a group of women who use our Ruby servi￿, learn more about their experiences and talk about his own learning atthe end of April 2021, and he's filmed an ace video for us urging people to get in touch with us if they see their own situation in the Geott and YasM￿n stDry. Hugethanksto lan. 16 Days of Activism Against Gender.Based Violence We know how big of an irnpact survivor stories can have on those experiencing domestic abuse, so in November and December 2020, PSS comms officer Siobhan empowered 16 women and PSS staff to share their real-life stories in support of the UN'S 16 Days of Activisrn Again3t Gender-Ba3ed Violence. These stories shone a light on the different kinds of domestic abuse someone can suffer from, and the hugely diverse spectrurn of people that dornestic abuse can affect. These women told personal stories that offered completely different perSp￿tIveS and situations. hoping to resonate with others and encourage them to seek support. Touching on thernes such as childhood abuse,'gaslighting', the cycle of abuse, abuse during a national lockdown and the irnpact of abuse on the whole family, a collection of stories were shared via our S￿la1 Media channels and website to engage with other people in need of support. The women involved in this project were given theopwrtunity to helpother people and felt great pride in their negative experiences being used to fuel positive action. 14 Making things fair and square for everyone Last year we kicked things off with our brand-new Fair Play For All plan, which lays out all the ways we're trying to make PSS a rnore inclusive, diverse and person-centred place to be for everyone. Over the course of 2020-21 we've tEen making big strides towards some of our goals, and because this is really irnportant to us, rernained one of our priorities despite the pandemic. Some of the areas we've progressed in include our work on what we're calling 'supported loving, la clever play on our Supported Living service, even if we do say so ourselves) where we're supporting p8)ple who use our services to have positive, fulfilling romantic relationships; and our work on giving people lots more choice about what happens at the end of their lives by making sure their wishes are taken into account. REACH.ing for the stars REACH standards are a setof nineaspects of quality living recomrnended by the Carequality Comrnission ICQCI for everyone supported by a Supported Living service like ours, Each standard covers a S￿]fiC area of a person's rights, focussing on independence, housing, lifestyle choices and relationships. The nine REACH standards ar8. I I tho0* who I live with I I choose where I live 3. 1 have my own home (with tenancy or ownership) 4. 1 chi)0* who supports me and how l am supported 5. 1 chi)0* my frien(ts and my relationships 6. 1 get help to make changes in my life 7. 1 chi)0* how to i* healthy and safe & I choose how l am part of the community 9. 1 have the same rights and responsibilities 2s other cit17Éns Since November 2020, our own Supw)rted Living tearn have been learning from Paradigrn an organisation that champions the REACH standards - about how we can i￿CoMe better at building these into the support we provide. Our teams have enjoyed a number of thought-provoking sessions with Paradigm managing director. Sally Warre Led by superstar service manager Karol, ourtearn's startedtochallengethewa), we currently do things, develop ways of being even rnore person-shaFEd in our approach and to really think about showcasing scenarios where these standards shine through to ￿ used as best practice across PSS. We're proud to say that sessions with our passionate suptx)rt staff also planted the seed for the creation of a new toolkit of REACH conversation cards - we love a bit ot tearnwork and innovation: Most of all, it's left our staff feeling inspired to continue putting their heart and ￿ul into offering empowering support for the people who rnatter most- those who use our services. Our etrproduction adventure begins Here at PSS weve always known how important co-production is. In case you've never corne across itbefore, co-production isthe word used to describedesigning, planning and delivering services hand-in-hand with the people who use them, as equals. We already do lots of co- production, but we think it's high tirne we Upp￿ the ante and got rnuch better at it. And what Iktter way to find out what we need to do to get even Iktter at co-productionthan askin8 the people we support? 15 We knew that for our adventure into co-production to be meaningful and worthwhile, wed need to co-pr¢xluce the journey itself from the very start. Someone who's really, really passionate about co-production and all the great things it can do is Jackie, who uses our Making Days service in Liver[￿1. Jackie f￿1$ everyone should have a voice - even if they can't speak for themselves- and wants to make sure everyone's views are treated with the respect they deserve no-matter who they are. We invited Jackie to corne along to our March Board meeting to tell our trustees just how important this work is, and her vision for an organisation where everyone has their voices heard. Jackie explain￿ to the PSS Board that it d￿sn't matter if they or anyone who works at PSS isn t ready to take on the challenge of co-producing more of Dur services, the people we support like her are ready, and after all, that's what should matter most The Board couldn't have agreed with Jackie more. In fact word on the street is there were a few cries of 'Jackie for Prime Minister,. She'd get our vote. It was so powerful and important for Jackie to be seen and heard and we knew right away what we wanted to do. In March 2021, individual people we supw)rt from across our services were invited to join forces with someone who works at PSS and become their co-production partner, someone who could guide them in all of their decisions around co-production. Lots of peoplegot involved- including Jackie who is now co-pr(xluction partner to Jo, our head of hornes and cornmunities - and it felt great. We're not just talking alx)ut people who deliver services having co-production partners either, oh no - everyone from our communications tearn to our chief executive has a partner by their side to guide them towards I￿tter co- production. The next step was to get everyone together and start a big consultation pr￿e$s, going right back to basics to define what co-pro at PSS means. And after lots of planning and consulting with our co-pro partners, we've cotne up with the programme for some workshops, taking place in late April, that will bring the people who get support from us together with our staff and their co-pro partners to find out exactly what co-pro means to thern, what makes good support and what they don't want to see. We've got a really gocKI feeling about it and we cant wait to write about what's going to be a really exciting year in our next Annual Report. Theme two of The Big Plan: we'll make wise decisions that keep us around for future generation& Right there for parents and ￿bleS Here at PSS, we want to keep on growing the services we can offer to people, but for the right reasons and in the right way. If we spot a gap in the support p￿pIe can get, and we know we have theexpertise, experience and resources to fill that gap, we'llgrow to fill it to enable more people to benefit from the service we provide. In May 2020, right in the middleof the firstcoronavirus lockdown, welaunched a brand new service specially-designed to help parents and carers who have children that are at risk of entering the care system. Our new Parent and Baby Relationships service works with babies up to 18 months old and their parents or carers who have been referred to us through social services. Our amazing team of parent and baby rnental health experts, ledby our clinical lead Dr Michael Galbraith, help them to forrn stronger, healthier ernotional Ex)nds, which may rnean they can stay together as a farnily. We give parents and carers the space they need to reflect on their own parenting and how their life experiences have played a part in their relationship with their child, and we help them with planning around and responding to the baby s needs. We also offer lots of different types of therapy either in groups or with individual farniiies- to help parents and carers movepast any blocks they may have to being 16 thebest parentthey canbe, likepasttraurnas, for example, and airn to set them up for a happy and healthy family life. This *rvice launched at just the right time, when lots of families were undera lot of pressure during lockdown- and we're pleased to say the help we vegiven farnilies in Merseyside has had some fantastic results. But that wasn t alll In January 2021 we got sornefantastic news- it was announcedthat our PSS Parent and Baby Relationships Service, in partnership with Everton in the Comrnunity, would be one of 19 beneficiaries of the £7.6 million Starting Well fund. The funding allowed us to launch a brand new part of our service fcKusing on boosting the mental health of new and expectant parents in the Speke, Garston and AIntr￿ areas of Merseyside, improving the development of babies and children and reducing things like 0￿SitY and diabetes. Thanks to our exciting partnership with Everton in the Community, this funding has also helped us reach even tnore people- specifically dads- through Everton in the Community's 'SuppDrting Dads, programme, which focuseson giving newdads both practical and xift skills to help them become more engaged in their baby s life. This ace new opportunity to work with Everton in the Community will mean that we're both able to meet and work with families at an earlier stage in their journey and make links with a wide cross-section of the cornrnunity. It's so exciting to think of all the young lives we'll touch through this important work You're not alone with domestic abuse It's tEen widely reported that the coronavirus pandernic has increased the number of people experiencing dornestic abuse. With national lockdowns keeping us indoors, the hornes of people experiencing domestic abuse have b￿Ome pressure-cookers, with many people f￿ling even rnore isolated than ever before. Our Ruby service has b￿n a lifeline for rnany experiencingdornestic abuseand, through our determined tearnsdemonstratingthis over the past 12 months, Ruby were able to secure funding to extend the service and support more people in the future. And it's been much-needed - since the start of the COVJD-19 outbreak, we've supported over 180 people experiencing dornestic abuse- up 67% after the first lockdown compared to the same time in 2019. In April 2020 Ruby r￿e1Ved some funding from Liverpool City Region ILCRI in order to increasethe safety of the people we sup￿)rt. Victims of abuse are often keen to remain living in their own homes to avoid the upheaval of relocating and rnaintain some consistency for themselves and theirfamilies. The funding from LCRwasfor what'scal1￿1,target-hardenIng - which rneans finding ways to rnake a prO￿rtY rnore ￿ure. This allowed us to installthings like CCTVcameras, security lights and replacement window and door locks toallow a greater level of safety in the homes of people we supwrt. The Ruby team have al￿ been able to support those moving into new properties with purchasing household iterns. Another use of the funding came in providing emergency supermarket vouchers for victims to use on fi)od and clothe3. In July 2020, further funding from Merseyside Police and Crirne Comrnissioner IPCCI supported Ruby to reach out to more people experiencing abuse. This allowed for a staff rnember's contract to be extended and an out-of-hours contact number to b￿Ome available during evenings and weekends for the first time. We also tTiallal the intrixluction of a text service that people could use to contact Ruby until February 2021. This provided more opportunities for people to find the space to contact us for support and also to access support discretely where a phone call rnay not have been possible. Based on the impact this has had. 17 PCC have extended funding so that the out-of-hours service can remain open in 2021 Fantastic news for us and for all the future people we'll support. PSS People's Pensions In October 2020, after some consultation with our team, we rnade the move from The Pensions Trust to a brand new pensions provider, The People's Pension. This has been really positive for us - we've been able to leave a historical pension plan that has caused us some financial risk, it means we're now able to offer all of our staff with contracted hours life assurance, and The People's Pension is a much more modern, flexible pension arrangernent that we think will meet our team's n￿d5 much better. Onwards and upwards. Mark steps down as our Chair We were sad to say goodbye to our Chair Mark RathtK)ne at the end of March as he stepped down from his role as our Chair. Mark was our Chair for many years and in that time, he's n usthrough g) much: from big head office rnoves, launching new services, organisational restructures and culture shifts through to lOOth birthday celebrations, big growth milestones and now a global pandemic. All of our trustees are volunteers and it's been such a big honour for us to have Mark so generously give us his time and expertise as the leader of our Board for so rnany years. Mark is a relative (great, great l...great?I nephewl of our founder, Eleanor RathiK)ne, and although Mark obviously didn't know Eleanor personally, it's been special to have Mark as our Chair, continuing a little bit of that RathLL)ne history. Thank you for all you'vegiveii to u& Mark. We'll rriibb you. Julie steps up Stepping into the role of our Chair is sorneone equally as brilliant - Cheshire Police's Deputy Chief Constable, Julie Ccx)ke. Julie's teen one of our trustees for about four years and we're chuffed to bits that she's going to be our Chair as we start the new year in April. Julie brings a tonne of skills and experieTr￿ to our Board - she's been serving our communities in iM3th Merseyside and Cheshire's police forces for over 27 years and she's a proud ally to LBGTQ+ people in her role as the National Police Chiefs, Council's LBGTQ+ lead. Julie's someone who lives all of our values through-and-through and as our new Chair, we know she's going to It) a cracking job of keeping our governan￿ super tight and our fwus on what's important. Theme three of The Big Plan: people want to be part of our down-to-earth, strong and ambitious team of staff, Shared Lives carers and volunteers. Our differences are celebrated but our values unite us. A new Shared lives carer recruitment campaign Shared Lives isstill our longest-standingand largest servic& Foundedback in 1978, it supports people to live happy, healthy lives with a carer who empowers them. We currently offer Shared Lives placements in Merseyside, North Wales, Manchester. the Midlands. Lincolnshire. Norfolk and Suffolk with the help of our awesome self-employed Shar￿￿ Lives carers. The success of Shared Lives has always relied on the recruitment of these big-hearted people, willing to open up their homes and their hearts to wple with supwrt needs - and we're always on the hunt for more people to welcome into the PSS Shared Lives family. 18 In June 2020 our communicationsteam rolledout an all-newcarnpaign fr￿used on recruiting more people to become Shared Lives carers. Our favourite part of the new carnpaign is that it features and is based on the lives of the people most in-th*know abDUt what this amazing service can do- ourcurrent carers and the peoplethey support. The campaign usestheirown words to talk about the difference Shared Lives can make and how worthwhile it is as a job. Our two-wotnan comtns team pulled out all the stops and put together a brand new strategy for reachingas rnany people as possible during the pandemic, ramping upour digital presence in January 2021 with things like s{￿la1 tnedia ads, pay-per-click advertising IPPCI, a new specially-created web51te and a range of films - all brand new to Shared Lives. And we're already seeing fantastic results.. the number of potential Shared Lives carers visiting our website for the tirst tirne has increased by a whopping 257/. Now it's all atx)ut evaluation nd tracking how this significant spike in interest translates into new carers further down the line. Exciting stuff I The i￿st survey results we've ever had Our arnazing frontline support staff have carried so much on their shoulders this year. Not only have they b&n needed more than ever to provide the top-notch support they pride thernselvesin, but they'vealsogone theextra milefor thepeoplethey support each and every day during the pandetnic. While the rest of the world seetned to stop, they kept going, each day relentless to keep the people they support safe, and at the peak of the virus, facing situations they never thought they'd face from the incredibly difficult through to the thoroughly heart-wanning. And back in March 2020, a big chunk of the PSS team started working from horne. They were expecting a two-week period of working from their kitchens, home offices and living rooms and supporting people a bit ditterently, but those two weeks bÉtarne two months, then six Months, then ten Months, and before we all knew it, a year had passed without lots of us ing our good friends and colleagues, the people we support or any of our commissioning teams in person. But. listen to thi& 97% of people said PSS is a friendly place to work. 96% of people said they genuinely care alJ)ut their tearn mates. 96% of people said they felt they made a difference at work. 'You're not looked down on for different ways of thinking - you're praised,. 98% of people said they feel our leadership team is effective and trust them to lead. 'I'rn proud to work somewhere that helps the people that could be left behind., 'PSS is like a tarnily,. 'Everyone is their real, authentic selve&' 98% of pa)ple said their role was more than just a job. 96Yo of people said they felt a sense of pride when lookingat what they've accomplishedwith their team. Despite everything that's happened, the results of our 2020 Big Staff Survey were the best we've ever had. We've been blown away to see how many of our PSS people have reported feeling happy and connected at work, and we think that's a sign of great organisational culture. purpose and values and an even better teatn. Go team PSSI 19 g recognition for staff and carers Every year at PSS we host our Big Awards, celebrating those staff who have really shone and demonstrated our PSS values through and through. Our team mates nominate each other for going above and beyond, and then at the end of the year we usually have a big ceremony where we reveal the winners and say a big thank you to everyone. This year we had to do things slightly differently - one, because we couldn't meet face-to- face for the awards so we had to do it on Zoorn, and two, because the appreciation we felt for our team mates was perhaps greater than ever l￿fOre. It was no surprise that after a year like we'd all had, we received more Big Awards nominations in 2020 than ever before in PSS history, with over 170 norninations in total. How great is thatl These norninations from staff and people we supwrt captured tons of inspirational staff stories, rnaking it really tricky for our panel of representatives from across PSS to pick their winners. In 2020, as wellas having an awardcategory for each of our values and the Pride of PSS Award for sometKJdy who embodies thern all, we introduced a whole new award category called the Covid-19 Hero Award. This went to Terri, a (quite literally) all- singing, all-dancing support worker from our support￿ Living team. Terri used her creativity. her fantastic support skillsand her relentlessly ￿)sitive attitudeto makea massive difference to the people she supp)rted throughout the pandemic, keeping their spirits high by encouraging thern to get arty, crafty and musical during lockdown. Terri threw herself into what was a new role in a new team for her, determined to make a difference by supporting pa)ple with learning disabilities and mental health challenges throughout all the ups and downs of 2020, keeping them safe, well and smiling. During this year's ceremony, we really wanted to take some time out to say a stwial thanks to our Shared Lives carers for all the wonderful stuff they've done this year and beyond. At the start of the Zoom awards ceremony Lesley gave them a big thanks for all they do with a particular shout out to our longest-standing carers with thirty plus years of service. Our carers have done some extraordinary things in 2020121, rethinking the ways they can support people and continuing to encourage their independence and safety even during national lockdowns. We applaud theirongoing commitment to putting thepeople wesupport first. Making PSS an anti.racist organisation The Black Lives Matter movement in summer 2020 highlighted what a lot of Black people already knew. and that's how widely ethnic inequality still exists in the world and the extent to which Black people are treated differently to White people. Black voices have b￿￿ rnarginalised and silenced across the board for a long time, and now. in the tragic wake of so rnany Black lives lost to police brutality in the States. there's a fight against this. This really irn￿)rtant movement has also rnade a much wider point about the unequal treatment of all ethnic minorities. We want to ￿come an actively anti-racist organisation and be part of the fight against racism. Being anti-racist is to take a vttal stand against racism - it's to make a conscious, overt effort to stamp it out, both within ourselves and within our organisations and cotnmunities. But for our organisation to anti-racist, we need to understand how we're influenced by the institutional racism that's part of our ￿letY and that's about educating ourselves through listenin8 and taking active steps to learn. 20 At PSS we know that our workforce is mostly White and although we are confident this hasn't been a deliberatechoice driven by any kind of conscious bias, we don't currently have particular emphasis Dn anti-racism within the workplace - and we owe it to people frorn every ethnicity to challenge ourselves on this. At the time the Black Lives Matter rnovernent came into the spotlight, PSS support￿the causeby taking part in #BlackoutTuesday on social media and making it clear that we don't stand for racism which is most certainly true. although not the sarne as ￿Ing anti-racist. Nows the tirne for change and we've got a plan. We're going to do our utrnost to make sure our whole team is educated a￿ut how to be anti-racist and understands things like White privilege. We want to make sure that everyone, no-matter who they are, t￿1$ at home with us, that we represent and raise Black voices, actively speak out against racism and provide accessible opportunities for the people we SUp￿rt to grow and learn about anti-racism, too. There's a long way to go and we're learning all the time, but we're passionate atx)ut this and we want to be part of the change. We started by getting a working group together made up of lots of people passionate about making PSS anti-racisi, and together we've been sharing resources to help us build up an action plan. We've educated all of our rnanagers in the Black Lives Matter movement and Uncon￿L0uS bias through compulsory training, and all of our staff did some really thought- provoking sessions on unconscious bias at the winter roadshows our leadership tearn ra We've also taken our plan to the Boar¢ who Support￿ it wholeheartedly. We want the steps we take to be meaningful and permanent, so we're going to progress our plans steadily to make sure the changes we rnake are forever. Live With Lesley PSS is known for its warm, farnily feel - so it was a bit of a sh[￿k to the system when we all had to keep away from each other during 2020. Lisa our head of comms saw that. with so much new information coming our way and so much uncertainty flying around, we needed a regular slot in our weeks to get together as one big organisation and hear directly from our leadership tearn. Using a relatively new feature on Microsoft Teams. she took the plunge and set up a weekly live Tearns broadcast from our chief exec. Lesley, which later became a ZcK)rn call so we could all see each other's faces (something Teams Live doesn't allow}. Appropriately named 'Live with Lesley, Isnazzyl, our weekly sessions have given us a great platform to announce urgentorganisational newsand put peDple inthe know alx)ut coronavirus,but also keep our thriving community alive with stories frorn across services. refl￿tIonS on current debates, an opportunity to raise any issues, concerns or happy Moments with our leaders and each other. and a fantastic opportunity to spot each other's pets slinking round in the background. Since our W￿klY Livewith Lesley sessions started, we'vehad a numberof guest speakersjoin and talk about important issue& Arnongst rnany others, we held a COVID-19 vaccine Q&A session with two medical experts., we've met people we suptx)rt who had tEen involved in co- production at PSS., we've heard frorn our frontline staff; we've hosted a discussion about Htv with a HIV positive speaker; we've discussed imtK>rtant issues around racisrn with one of our Black Shared Lives carers. and we ve introduced staff to sorne of our trustees. We're so excited by the w)sitive resw)nse we've got from Live with Lesley, how interactive they've b*n and how many important issues we've Manag￿ to raise as part of them. Our plan is to maintain this live session even as remote working r￿UCes. It's proven to really integrate our teams across the country and across our various services and k￿p PSS people 21 as one. Our Big Volunteering Plan When PSS started back in 1919, most of our work was done by volunt&rs - incredibly talented peoplewho came forward to help others in need. They built foundationsfor Pssthat have lasted for over 100 years - and we're proud to still have a base of brilliant volunteers today. In 2020 we started making K)me big plans to really reinvent the way volunteering works at PSS and to improve our commitment to nurturing our volunteers. Since March 2020, a team of representatives from a(￿OsS PSS have formed a volunt*r working group to set a volunt*ring vision for thefuture. Sincethen. the team has developed a Big Volunt￿rIng Plan with the objective of increasing the PSS volunteer base by 20% in 2021. The launch of a new volunteering w>licy across PSS will help to shape these plans and to standardise the benefits we offer to all our volunt&rs and their role within the organisation. The tearn will work on creating this with current volUnt￿rs. The biggest development in our volunteering drive ft)r 2021 will come in the recruitment of a volunteer coordinator., a brand-new post focusing on recruiting new volunteers. The new volunteer coordinator will work closely with our 0￿ratIonal and central teatns to cernent a new set of standards for volunt&r training and induction, advance our volunteering resources and develop a volunteering comrnunity that's rnore integrated with our staff. Exciting tirnesl Theme four of The Big Plan: we believe that technology, when used in the right way, can make everyone's personal and profession21 lives easier and better. Total Edipse of PSS Our snazzy new client management system, called Eclipse, is now up and running in almost every single PSS service and all of our operational staff are trained up and ready to go - mammoth and almighty achievement by Rach, Conor and lan in our technology and business development teams who have worked incredibly hard on this. It's been a long and winding road with $0 many things to iron out, but however challenging it's been, it'll be so worth it- not only will Eclipse give us one uniformed way to store and process all of our infortnation aEK)ut people we support, it'll also help us find ways to do things differently andgive us a good f￿1 for the impact we're tnakin& At the end of 2020-21, we've got just two services to go before the full suite is online. Keep going, you're nearly there guys,. Paperless mission almost accomplished If there's one positive we can take frorn 2020, it's that with the need to work frorn home, more of our teams than ever are now confident to use their technology to do everything they need to do during the working day- from signing stuff to looking over docurnents. That's meant a huge reduction in the stuff our teams have needed to print - and with rnost of our teams cotnpletely paperless now, we've tnade a massive positive step for our environtnent. A huge thanks to our head of tech, lan, and our tech officer, Conor. who have made tech miracles happen over lockdown. 22 Sage financial advice Our finance tearn introduced a great bit of new software this year that has madethe lives of budget-holders and management accountants acmss PSS so much easier. Another step on our Mission to go paperless, Sage lets us keep a close eye on our monthly accounts from anywhere we are, producing interactive digital rewrts at the touch of a button that let our managers howtheir services aredoing. It letsus approve our invoices online and with its automata functions, takes some of the hassle out of day-to-day stuff for our very busy finance ream. Zooming through earer reerufitment We've always taken the recruitment of our Shared Lives carers very seriously indeed. Carers may be self-employed but it's still super important that they match our values and can provide the best support possible to tho* who use the service. In 'norrnal times, Iwhat are those, again?) we host face-to-face carer panels, where prospective carers meet Shared Lives representatives from their region and go through some assessment questions to see if they're a gocmj fit for the role. Like many things, the pandemic threw a bit of a spanner in the works when it came to doing these important panels in the traditional way. And while the demand for carers was as steady as ever, we had to think outside the Ix)x and move panels to the virtual world. Our Shared Lives teams absolutely embraced this change, reviewing the set-up of things to ensure the same stringency and attention to detail over Zootn. Since March the team have hosted 29 virtual carerpanelsand successfully recruited 67 new Shared Lives carers. Another great thing about this new panel forrnat was that it'senabled our panels to be hosted by cross- regional tearns for the first-time, increasing staff availability for any given session,. it's also made our panels more cost-effective and environrnentally friendly, removing the need for travel and also rnaklng the panel pa￿rIeS$- a great step In the rlght dlrectLon. Our Shared Lives team plan on continuing virtual panels in 2021 based on this succes& A digital lifeline for people we support In March 2021 we were over-the-mi)on to be able to provide people we support who have learning disabilities with their very own tablets to help get them online and connected with the world during lockdown. Studies have shown that the pandernic and the lockdowns have had a much bigger irnpact on the wellbeing of people with learning disabilitie5 than other people, and that tech can really help us to feel connected when we're isolated. Thanks to the Digital Lifeline fund, 19 people we support are now the proud owners of their own Lenovo MIO tablet, a MiFi device (loaded up with 24gb of data) and a snazzy little case for their tablet to fit irL They've also teen given acce55 to loads of useful digital training - from the basics of how to use a rnouse right through to cyEEr 5ecuTity. Needless to say, these nifty little bits of tech have gone down a storm, 23 Theme five of The Big Plan: we have a positive impact on our sector, our local communities, the people within them and the planet we live on. Saving the world In March 2021 the PSS Boardgot togetherwith some key PSS people for an away day all aTrJ)ut sustainability exploring how we can better support our planet, our people and future generation& We had a old meeting of minds alxiut what we can do to be more sustainable, thinking of ideas around suptKlrting our colleagues, making a positive social impact on the people we support and the communities we're part of, using sustainable facilities, reducing things like mileage, caring for nature and making sustainable choices when we buy things. From the session came a big list of great ideas and the Board made a cornmitrnent to rolling sorne of thern out to the organisation, helping us do our bit to save the world. Setting the bar for rewards Back in February 2021 we took part in a study by Agenda Consulting which I(￿ked to benchrnark how much social care organisations reward their support staff with stuff like pay. terms and conditions and staff benefits. We answered lots of questions about what we offer our support teams and Agenda compared and contrasted this with a crOsS-￿tion of our industry friends to see how things lookal across our sector. Taking part in the study was really worthwhile and has showed us that, aside from a few areas that we could do better in, such as pay for our support teams and paternity pay, for example, PSS offers a pretty competitive package to its support staff. We've taken the feedback about areas that aren't so great really seriously, and that's why from l April, we'll be increasing the pay of our SUPkX>rt staff, making one of the top 2/ highest payers in the group of nine organisations that were part of the study. We've also got a few more things up our sleeve for the new financial year to help rnake the PSS package even more competitive, too. Helping look after our community in crisis We work really closely with our friends at LiverpoDI City Council ILCC) on a number of our services, and when the pandemic hit, we wanted to do whatever we could do help support thern in helping those in Liverpool communities who needed it most. Getting the right personal protective equipment IPPEI for providing fac&to-face support during the crisis was one of the things we and other organisations were really concerned about, so we teamed up with LCC and led the efforts to Sour￿ and distribute PPE where it was nealed- which let us tell you, was no mean featl With so rnany people left shielding and isolated during lockdown, LCC launched a new volunteer network where peDple could give their time to help those in need of some support. Big-hearted PSS head of quality Simone jurnped in and got involved to help coordinate the volunteer efforts from right across the city- and lotsof lovely PSS peoplewere right in there amongst them doing what they could to make things better. We're delighted to have I￿n able to play a bigger part in the city's efforts to supwrt its cornmunities. 24 Our performance in 2020-2021 The remainder of the Trustees, Report constitutes the Strategic Report requirements of the Companies Act 2006. Financial results Our financial results have been very positive during such a challenging and uncertain year. Our trust￿ are pleased with the results, and how we have b&n able to rninirnise the tK)tential long term financial impact of COVID19. We recognise that working with the provision of statutory services has supported our financial sustainability in a way that being grantldonations reliant during such a turbulent time wouldn't have. Our net income and expenditure, inclusive of gains and losses on investrnents, recorded a surplus of £1.5m12020.. £0.2ml. Gains on investrnent for the year totalled £0.7m 12020.. loss of £0.3rn1 with the underlying positionexclusive of gains and losses on investmentsbeing a healthy £0.8m12019.. £0.5ml. In light of the favourable year in financial terrns we have committed an investment of £0.3rn for development of our Head Office to offer state of the art facilities for our Making Days service. In addition wealso rewarded each staff mernber, excluding the executive team. with £300 high street shopping vouchers, to recognise the tremendous work delivered through such challenging times. COVID-19 During this period and beyond, we have worked collaboratively with funders ensuring the continuation of fundingfor services directly affÉrted by COVID-19. This includes our Making Days, Cornmunity Support, Shared Lives Day Supwrt and WelliEing services. In light of the favourable impact of the vaccine rollout we are now operating all services. We are working jointly with our funders in those areas impacted, on a return plan for all of the people who use our services. Our agreed approach with our funders where services have been impacted by COVID-19, meant that the financial irnpact has been minimised, as our funders agreed to pay on a commissioned basis rather than delivered. This approach meant that we were able to offer some level of SUp￿)rt to all Df our p&riple whilst adhering to social distancing rules. and also rnanaging the shortage of staffing created by the pandemic. In addition, we received total government support for furloughed staff of £107k and are working to agree to pay this back to the relevant funder& We continue to work on this basis, and are airning to be delivering to full cornmissioned hours by septeM￿r 2021. We have, and continue to work collaboratively with I(￿al authorities, ensuring the safety of the people who use our services. as always, is our primary focu& The biggest impact in financial terms presented during the year related to reduced costs in relation to staff vacancies held longer than normal. We have found recruitment has proved more difficult due to reduced numbers being ready and available for work due to COVID-19. However, given the reduced level of face to face service able to be provided during the year due to restrictions, and our innovative ways of adapting to this, service levels have remained top notch. There are no post balance sheet events in relation to COVID-19. 25 Statement of Financial Activities Ineome Our yearly income of £18.6m represents an increase of £0.3m on prior year income. The increase is due to continued growth in our Shared Lives services. Income byPortfolto." INCDME 2020121 £18.6M Our Shar￿1 Lives Servi￿ remains the strongest generating 67% of our income. This is 5% up from prior year. ExFenditure Our yearly eX￿nditllre of £17.7m was in line with prior year. Our increase in costs associated with growth, were offset by lower salary and travel costs. Pension During the year we worked with First Actuarial Consultants in relation to our pension provision and chose to move away from The Pensions Trust to The People Pension. This move triggered a section 75 debt of £1.9m for PSS, in relation to the current underfunding of the scheme. The difference between the net book value of the debt as previously provided for and the section 75 value, has been fully accounted for in the year. Gains and losses on investment During the year a very healthy total unrealised gain on investments of £0.7m was achieve Balance Sheet Our Total funds position ren￿]ned at £8.Om with the favourable performance being offset by the increase in pension deficit. Working capital Our liquidity w)sition has remained healthy with £2.3m12020.. £1.8ml being held in cash at year-end. The organisation is able to cover its imrnediate liabilities by a factor of 2412020.. 2.61. The total creditor position has Increas￿ by £1.6 rn from £2.Om prior year to £3.6 m current year. This is due to our pension deficit being Calculat￿ on a buyout basis, rather than net present value of future payments. This is tecause PSS intends to pay off the deficit over the corning years. Debt As at 31 March 2021 wewere debt free. Part of our pension deficit buy-out plans will involve uring a loan from our bank. TPT have agreed an extension to the period of grace to 30 th 26 September 2023 and PSS has until this date to pay the debt or re-enter the scherne. The loan application is therefore on hold until such a time as the deficit becomes payable. Investments The valueofour investments has increasedby £1.4m against prior year, from £3.4rn to £4.7m. The increase is due to unrealised gainsof £0.7m and £0.7rn invested duringthe year from our bank deposit account. CCLA COIF Charities investment Fund is a Common Investment Fund established and regulated by the Scheme dated May 2008 and made under s￿tIOn 24 of the Charities Act 1993, now section 96 of the Charities Act 2011. The Fund is managed by the Manager as an unregulated collective investment scherne and as an alternative investment fund in accordan￿ with the FCA Regulations and the AIFMD Legislation Investment Objective-To provide a long-term total return (x)mprising growth in capital and income Investment Policy - The portfolio is an actively managed, diversified portfolio of assets designed to help both present and future beneficiaries frorn the effects of inflation. It has an emphasis on equities but also includes property, tx)nds and other asset cla￿$ Target Returns-A longterrn gross total return of 5% per annurn net Df inflation as measured by the Consumer Price Index The Fund follows a client-driven ethical investment w)licy. Reserves Our reserves policy outlines the level of free reserves that PSS holds in order to ensure we can cover our current cash flow needs and wtential future obligations. This is done with the obiective that we would be able to continue our WOTk if faced with difficult financial tirnes. whilst having time to adjust our business strategy, and additionally maximise the funds available to fund charitable activities. By definition. our free reserves are unrestricted reserves less tangible fixed asset Our balance of free reserves currently stands at £4.1rn. This includes approximately six W￿ks, worth of anticipated expenditure and the remaining balance being our Transformation & Development fun(L This is reviewed regularly by the Trustees and our plan is to utilise a proportion of this during next year to pay off our tension deficit. Trustees consider the level of free reserves held to be satisfactory. Restricted reserves Our restricted funds are to beused for detailed purposes as specifiedby the original objectives ofthose funders. Threeofthe restricted funds., Child Welfare, Mountford Fund and Liverpool Queen Victoria Fund have been invested and the income arising is spent on the sp￿lfied purpose. Going concern The TruSt￿S have given consideration to the basis of preparing financial statements in the context of the challenging times affecting the charitable sector and most recently considered the itnpact of COVIDI9. A rolling four year forecast is review￿ quarterly by our Finance Comrnitt￿, including sensitivity analysis ref1￿ing best and worst case scenario& The latest proj￿iDn for the 27 peri(xl ending March 2022 shows an expected surplus of £0.3m, and March 2023 also forecasted at a surplus of £0.3m. Worst case scenario for March 2022 is forecast￿ at a deficit of I£O.Iml and March 2023 a deficit of I£0.6ml. Our managernent accounts to June 2021 are already ahead of forecast by £O.ITn reflecting the prudent nature of our forecasting. Our worst case scenario is based on not achieving new work growth targets of £lrn in 2023. and we have confidence in this area as we exceeded our prior year target, and have already achieved full year 2021122 targets by quarter l. The worst case scenario also assumes we retain none of our contracts due for retender valued at £1.8m over the coming eighteen rnonths. We have confidence in this area as we have retained 100% of contracts over thepast three years. In addition we have excellent relationships with cornmissioners. Our reserves remain very strong and our worst case ￿nario can be fully covered. Our fr reserves stand at £4.1 m. which would cover our fixed costs for 25 months. The Trustees consider that the going concern basis remains appropriate. Further information in this respect is given in the accounting policies. Key perfornwice indicators 2020121 This yearwe continuedto report on a numberof important key ￿rforrnance indicators (KPIS) across various areas of the business. offering an 'at a glance, picture of corporate health for our Board and SuEFcornrnittees to reassure thern on our progress against our pla 20121 Year- End R￿Ult 19120 oi Q2 Q3 Q4 NumiEr of Shared Lives Caiers approved at panel (Target= 1221 New KPI for 20/21 32 19 16 Commentary. We have had to rely on enquiries generated through digital routes more so this year which do not convert as well as more traditional enquiries Iword of mouth, networking etcl. The digital comrns plans have been in place in Q4 to give rnore structure to this approach. Liverpool & Wirral lO￿A target achieved, Lincolnshire 93%, Staffs 87QA, East 73% (very high target), Wolverharnpton 60¢A Islow to start but now growing at quicker pace), Manchester 50Yts (had many assessments stopped due to change in circumstances), Wrexharn 40% & Wales 18% Ib)th should now pick up due to recruiter in place & established in rolel. Progress against annual new growth target 113% 114/0 114% 44% (Target= lOO%I Commentary. Growth during the year has been split evenly between retentions of existing contracts, new contracted work and COVID related grant funding. We were successhd in bids to the Ministryof Justice and Department of Health and Social Care for our Women's Turnaround and Parent Baby Relationship work respectively. We also received two rounds of Lottery funding for our Ruby Dornestic Abuse Service. 28 Regulated services compliant loo°A loo°A loo°A ICM)% 10(yA CommentarT. All rated as gocd or above. Managing external pressur& funding As an organisation that r￿1vesthe majority of its income through contracts with the public tor we. like many other& are feeling the irnpact of the funding cuts that are taking hold across the UK. This means that service pricing and value for money are absolutely central to our offer and retention is key to our future success. Adherence to our Business Development Strategs, which has clear obl￿tIveS around sustainability and growth has enabled us to maintain a consistent approach to bids and tenders which has enabled us to retain and ￿Ure new business. In 2020-2021 we retained funding around key contracts including. Wellbeing Centres Ruby PND Out of Court Proposals- Merseyside Police We've also built on our growth strategy by winning new contracts including. Women's Comrnunity Sector- MOJ Department for Health and k￿la1 Care Parent Baby Relationship Service Work that ended during the year.. Spinning World Prosper Isle of Man Supported Living- Highfield View All of the work that ended in the year was planned, as a result of a derision from PSS to return the contract back to the funder. 29 Risk management The Board of Trustees has ultimate responsibility for the management of risk across PSS. However. delegated authority has been passed to the Audit & Governance Sub-committee to rnaintain a framework of risk management and control across the organisatio We havea cross-organisational risk register that sits at leadership level and is assessedby the Audit & Governance Subcornmittee, and the Board quarterly. Any changes in the potential impact and or interventions around these risks are discussed at these M￿tingS. Underneath this sits a directorate risk register and underneath that, portfolio and service level registers. All risk registers are real-time active documents and are also fonnally re-assessed each quarter at team Meetings. We previously had risk relating to potential backdated sI￿p in liability. This risk no longer exists as the judgement from the Suprerne Court on 19" March 2021 upheld the Court of Appeal decision made in July 2018. We have listed iElow the top five risks tsken frorn our risk register. Financial risk - relating to contract margins squeeze The current economic climate remains challenging, specifically the financial challenges arising from the National Minimurn Wage legislation and more recently COVID19. We continue to mitigate financial risk by focusing on securing new contracts through our Business Jnnovation Strategy. We have a high level long term financial plan that considers the financial risks and how they can be rnitigated. In terms of investments, PSS is exposed to market price risks arising frorn movements in the value of units held in the COIF Charitable Investment fund. CCLA Fund Managers are responsible for all the investrnent management, risk rnanagernent and administration service& They employ a risk management pr[￿esS, including the use of appropriate stress testing procedures, which enables it to identify rneasure, rnanage and rnonitor at any tirne the relevant risks of the positions to which the Fund is or may be exposed and their contribution to the overall risk protile of the Fund. Risks relating to COVID.19 In March 2020, the SARS-CoV-2 pandemic created global shutdowns and a tremendous loss of life and health. PSS works with a wide rangeof very vulnerable people and our irnrnediate aim was to protect their welfare. Services were closed at the earliest opportunity and we Moved to remoteworking. We were ableto rernobilisea numberof services followingcareful planning and risk assessment in close collaboration with our health and safety consultants. In the interim, we developed a nurnber of innovative ways to continue to support peDple remotely and safely, delivering the services many needed, particularly during the isolation of lockdown while primarily protecting their health. In relation to the financial risks COVID presented, we worked collaboratively with our funders and we completed financial scenario planning detailing the potential financial impact based on various return rates to the service. Ive continue to work with our funders, seruring payrnents and also progressing our redesign of the service& The trust*s believe that PSS'S assets are available and adequate to ￿lfIl its charitable obligations. 30 Financial risk - relating to pension deficit PSS moved away from The Pensions Trust Growth Plan during the year to The People's Pension. The Pensions Trust Growth Plan scheme carries a significant deficit and PSS plans to settle theirelement ofthis debt. We recently r￿e1Ved confirmation of our uncertifted debt figure as of September 2020. This figure of £1.9m has been fully accounted for. Cyber security risks Cyber security is becoming an increasingly important part of our operational and financial functions. Ransomware attacks, fraudulent activity. entrapment and attemptej grcK)rning of vulnerable people are all ￿rtInent risks faced by PSS. To counter this, we have become Cyber Essentials and Cyber Essentials Plus certified. We have also started using mobile Utxlate software - this is software that means that our all of our mobile rnachines are all secure. Financial risk - Brexit The UK has now left the European Union. PSS has reviewed the potential impact on our staffing, suppliers and contracts and concluded our main concern is the wissibility of a future recession and the impact this could have on funding. This risk is further exacerbated by COVID. The trustees believe our healthy reserve PDSition would help us through any such challenges. Auditor In respect of each trust￿ at the date the trustees, report is signed: So far as we are aware, there is no information needed by the charity's auditor in connection with preparing their report (relevant audit inforniationl of which they are unaware, and; Asthe trustees of the charity we have taken all stepsthat we oughtto have taken in order to rnake ourselves aware of any relevant audit information and to establish the company's auditor is aware of that inforrnation. A resolution to reappoint BW LLP as auditors for the ensuing year will be proposed. Signed on behalf of the trustees Julie Cooke Chair 31 Trustees, responsibilities The trustees are responsible for preparing the strategic report, the trustees, annual report and the financial statements in accordance with applicable law and regulation& Company law requires the trustees to prepare financial staternents for each financial year in accordance with UnitÉKI Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable lawl. Under COTnpany law the trustees must not approve the financial staternents unless they are satisfied that they give a true and fair view of the state of affairs of the charity and of the incoming resources and application of resources. including the income and expenditure, of the charity for that period. In preparing these financial statements. the trustees are required to: select suitable accounting policies and then apply thern consistently: make judgements and accounting estimates that are rea￿nable and prudent. state whether applicable UK Accounting Standards have been followed, subject to any rnaterial departures disclosed and explained in the financial statements; and prepare the financial statements on the going concern basis unless it is inappropriate to presurne that the charity will continue in business. The trustees are responsible for keeping adequate accounting r￿ordS that are sufficient to show and explain the charity's transactions and disclose the financial position of PSS with reasonable accuracy at any time and enable thern to ensure that the financial statements comply with the UK Companies Act 2006. They re also responsible for safeguarding theassetsof thecharityand taking reasonable steps fortheprevention and detection of fraud and other irregularitie& Financial statements arepublished on PSS'S website in accordance with legislation in the United Kingdom governing the preparation and dissemination of financial statements. which may vary from legislation in other jurisdictions. The rnaintenance and integrity of the charity's website is the responsibility of the trustees. The trustees, responsibility also extends to the ongoing integrity of the financial statements contained therein. 32 Independent Auditors, Report Opinion on the financial statements In our opinion. the fin2nci21 statements: give a true and fair view of the state of the Charitsble Cornpany's affairs as at 31 March 2021 and of its incoming resources and application of resources for the year then ended; have b￿n properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice", and havebeen prepared in accordance with the requirernents of the Companies Act 2006. We have audited the financial staternents of PSS IUKI Limited I'the Charitable Companyl for the year ended 31 March 2021 which comprise the statement of financial activities, the balance sheet, the cash flow statement and notes to the financial statements, including a summary of significant accounting policies. The financial rep)rting frameworkthat has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Rew)rting Standard applicable in the UK and Republic of Ireland Iunited Kingdom Generally Accepted Accounting Practice). Basis for opinion We conducted our audit in accordance with International Standards on Auditing IUKI IISAS IUKII and applicable law. Our respK)nsibilities under those standards are further described in the Auditor's responsibilities for the audit of the financial statements section of our report. Webelieve that the audit evidence we have Obtain￿ is sufficient and appropriate to provide a basis for our opinion. Inde[￿dence We remain independent of the Charitable Company in accordance with the ethical r￿uireMentS that are relevant to our audit of the financial staternents in the UK, including the FRC'S Ethical Standard. and we have fulfilled our other ethical reswnsibilities in accordance with these requirements. Conclusions related to going eoneern In auditing the financial statements, we have concluded that the Trustees, use of the going concern basis of accounting in the preparation of the financial statements is appropriate. Based on the work we have perforrned, we have not identified any material uncertainties relating to events or conditions that. individually or Coll￿1Vely. may cast significant doubt on the Charitable Company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue. Our responsibilities and the responsibilities of the Trustees with respect to going concern are described in the relevant sections of this retK)rt. Other inforrnation The Trustees are responsible for the other information. The other information comprises the inforniation included in the Annual Report, other than the financial statements and our auditor's rewrt thereon. The other information comprises the Re￿)rt of the Trustees. Our opinion on the financial statements does not cover the other information an(L except to the extent otherwise explicitly stated in our report, we do not express any form of assurance 33 conclusion thereon. Our responsibility is to read the other information and. in doing so. consider whether the other inforrnation is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise appears to be rnaterially misstated. If we identify such material inconsistencies or apparent material rnisstaternents, we are r￿Uired to determine whether this gives ri* to a material misst2ternent in the financial statements thernselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to re￿rt in this regarLt Other Companies Act 2006 reporting In our opinion. based on the work undertaken in the course of the audit: the information given in the Trust&s' Report, which includes the Directors, Report and the Strategic report prepared for the purp)ses of Company Law, for the financial year for which the financial staternents are prepared is consistent with the financial statements,. and the Strategic report and the Directors, Report, which are included in the Trust￿$, report, have been prepared in accordance with applicable legal requirements. In the light of the knowledge and understanding of the Charitable Company and its environment obtained in the course of the audit, we have not identified material misstatement in the Strategic report or the TrUSt￿'S report. We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to rewrt to you if, in our opinion., ad￿uate accounting records have not been kept, or returns adequate for our audit have not ￿en re￿Ived from branches not visited by us. or the financial statements 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 r￿e1ved all the information and explanations we require for our audit. Responsibilities of Trustees As explained more fully in the Trustees, responsibilities statement, theTrustees (who are also the dirertors of the charitable company for the purposes of company lawl are responsible for the preparation of the financial staternents and for being satisfied that they give a true and fair view, and for such internal control as the TruSt￿S determine is necessary to enable the preparation of financial statements that are free from material misstaternent, whether due to fraud or error. In preparing the financial statements, the TruSt￿S are reswnsible for assessing the Charitable Company's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Trustees either intend to liquidate the Charitable Company or to cease operations, or have no realistic alternative but to do 50. 34 Auditor's responsibilities for the audit of the financial statements We have been appointed as auditor under the Companies Act 2006 and report in accordance with the Act and relevant regulations made or having effKt thereunder. Our objectives are to obtain reasonable assurance alx)ut whether the financial statements as a whole are free from material rnisstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance. but is not a guarantee that an audit conducted in accordance with ISAS (UK) will always detect a material rnisstaternent when it exists. Misstatements can arise frorn fraud or error and are considered material if. individually or in the aggregate. they could reasonably be exp￿ed to influence the economic decisions of users taken on the basis of these financial staternent-. Extent to which the audit was capable of detecting irregularities, induding fraud Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our restx)nsibilities, outlined above, to detect material rnisstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below: We obtained an understanding of the legal and regulatory frameworks that are applicable to the company. We determined that the most significant which are d]r￿tLY relevant to sp￿lfIC assertions within the financial statements are those related to the reporting frarnework (Charities Staternent of Recommended Practice IFRS 1021 (S￿Ond ￿ltiOn- October 20191 and the Companies Act 20061. We understood how the Charitable cornpany is cornplying with those legal and regulatory frarneworks by tnaking enquiries to managetnent. We corrotK)rated our enquiries through review of ix)ard rninutes and papers provid81 to those charged with governance. We assessed the susceptibility of the Charitable company's financial statements to rnaterial misstaternent including how fraud might ￿cur by discussing with rnanagernent. We considered controls that the company has established to address risks identified, or otherwise prevent, deter and detect fraud: and how senior rnanagement monitors these programs and controls. We perfortned audit pr(Kedures on a random selection of journals and accounting estimates to assess risk of management override of controls. Testing controls man3getnent haveput in pla￿t0 ensurerevenue is recognised in line with accounting policies in place. Comparing 2019120 revenue with 2020121 revenue and corroborating movement& Our audit procedures were designed to respond to risks of material misstatement in the financial staternents. recognising that the risk of not detecting a material misstatement due to fraud is higher than the risk of not det&rting one resulting from error. as fraud may involve deliberate concealment by, for example, forgery, rnisrepresentations or through collusion. There are inherent limitations in the audit procedures performed and the further remov&1 non-compliance with laws and regulations is from the events and transactions refl￿t￿ in the financial statetnents, the less likely we are to becotne aware of it. 35 A further descriptlDn ofour reswinsibilities for theaudit of the financial statements is located at the Financial RetK)rting Council's I'FRC'S'I website aL' http&//www.frc.org.uk/auditorsresponsibilitie& This de￿rIptIOn forms part of our auditor's report. Use of our report This report is made solely to the Charitable Cornpany's rnembers, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we tnight state to the Charitable Company's tnembers those tnatters we are required to statetothem in an auditor'sreport andfor no otherpurpose. Tothe fullest extent permitted by law, we do not accept or assume resp)nsibility to anyone other than the Charitable Company and the Charitable Company's memlkrs as a bThly, for our audit work, for this report, or for the opinions we have form DocuS*n•dby.' EL¥) DAEDD8919t4A4A7 Helen Knowles (Senior Statutory Auditor) For and on behalf of BW LLP. statutory auditor Manchester. UK 29 Novemter 2021 LLP is a lirnited liability partnership registered in England and Wales Iwith registered number OC305127). 36 *Ln¢o Ln cfj cfj co QUO rsf¥ Expenditure continued 20 2020 The following amounts ale Includ￿ in expenditurv. Depreciation.. tangible lixed assets, owned Operating Lease renta]s'. Land & Building Other Auditors Remuneration- Audit Services 146tJ75 123,459 121845 17136 2WO 154,530 17,838 19,800 2D21 2020 Staff cc6ts Salaries Sixial Security costs Other wision costs 5541097 6,296,882 414,424 475,276 413327 431,618 &370B48 7,203,776 Average no. of employees 314 349 Analysis.. Ch3rit3ble activities Governance 312 347 314 349 2D21 2020 The emoluments of higher￿Id employees fell within the following ranges.. £60,OCK)- £70,(K)o £70,001. £80,(JXJ £90,0￿. £iOO,000 The key management personnel comprise of the chief executive officer, director of operations. director of finance and peDple. and director of business developrnent and innovation. The total gross salaries and employer pension contributions of the key management was £369,80812020: £374,589). During the year 3 higher-paid employees12020.. 41 participated in the defined contribution pension scherne. Employer'spension contributions for higher paid staff were £49.717 12020.. £38,274}. The total paid during the year on redundancy and terrnination payments was £34,65312020: £28,330). No trustee or person with a family or business connected with a trust￿ received remuneration in the year fmm the charity. No expenses12020.. £Nill Ivere reimbur￿1 to any 12020.. None) mernber of the Trustees. Professional indemnity insurance that covers our trustees was paid during the year at a cost of £3,24612020: £2,822). A liability is recognis￿l for short-terrn cornpensated absence arising from employee entitlement to paid annual leave. The value of this provision is £55.26312020.. £62,8571. During the year fees were paid to 48012020.. 4731 self-employed Shared Lives carers. These fees are categorised as charitable expenditure and are not considered when calculating sta cost 49 Tangible fixed assets Freèho Ldasehold Furntshings property property & fittsngs Equipment Total Costlwaluation Balance at 1.4.2020 Additions Di5rvsal$ Gains/llossesl on revaluations Translers Balance at 31.3.2021 Z73,000 2,200,000 19.208 245,147 1.318 924,096 132.007 3.64Z243 151533 121LI.8751 1260,8751 27&000 L958J33 24&465 1056103 35a9 Deprttiation Balance at 1.4.2020 Charge for year On diswsa15 Written back Balance at 31.3.2021 8,973 1,365 31000 32,207 135,188 33,301 742,540 79,802 919.701 146.675 160,0561 5.151 160,0561 1006320 io 16&489 822342 Net bookamount 31-Mar-21 31-Mar-20 L953.182 2 167 000 77.976 109.959 233.761 181,556 2527581 2 722542 All tangible fixed assets were used for charitsble purposes. The leasehold property Eleanor Rathbone House was professionally revalued by Eckersley to fair value as at 27, January 2021. The trustee5 have deerned that these valuations remain appropriate at 31 March 2021. 2021 2020 If the freeholdland and 1￿11(￿ngShad not b￿n revalue4 they would have IEen included onthe historic21 cost basis as follow Cost Accumulated depreciation Net bcM)k value £￿5,404 1,925,404 87,122 59,311 1,838,282 1,866,093 Investment property 2021 2020 Balance at L4.2020 Additions Diswsals Loss on revaluation Bajance al 3L3.2021 440,000 440.000 148,3331 391,667 440.C Investment property is included on a fair value basis. An external revaluation was carried out by Eckersley as at 27h January 2021. The trUst￿S have considered the valuations above as a fair reflection of the year end fair value. 50 Fixed asset investments Restrict￿1 Restrict￿7 Restrirted (LQVJ (Mounttord) Unrestricted Totsl Market value at 01.4.2020 Legacies Additions Diwsals Adjustment to market value 2,466,582 245,5S8 76,￿4 574,397 3,363.461 731,958 128,479i 535.102 J2,363 JL2931 118.833 745,221 P9.5441 705,472 139,7721 51,537 Market value at 31.3.2021 3.70&163 694.3tKI 4.734.610 Anaiysfisof quoted finyestment Fixed interest Ordinary shares- UK Ordinary shares- overseas Alternatives Otl*rlnvestments Dewsit tund Investment & Unit trusts 37,152 37.152 694,300 4,697.458 694,300 4,734,610 3,705,163 3,705,163 297,9¥5 297,9)5 37,152 All the quoted fixed asset investments investment units with the COIF Charities Fund or deposits with the COIF Charities De￿$It Fund. The historic cost of listed investments at 31 March 2021 is £4,586,15412020.. £3.838,052}. There are no individual investments which cornprise greater than 5% of the value of the portfolio. The company has a £1 investment representing IOO/o of the issued ordinary share capital of PSS Commercial Services Lirnit￿ incorporated in England. The subsidiary has been dormant throughout the year. Consolidated accounts have not b￿￿ prepared on the grounds of materiality. The net a&sets of the company at the balance sheet date were £1. NonUK Total An analysis of the location of investmentsis as follow Listed investtnents at valuation Investment ard unit trusts tkposit fund At 31 March 2021 4,697,458 37,152 4.734,610 4,697,458 37,152 4,734,610 At 31 March 2020 3334982 28 479 3 363 461 51 Debtor& amounts due within one year 2020 Trade tkbtors Other DebtOTS Prepayments & Accrued Income 1,264,538 1,145,195 1,627 3,202 40&696 523,944 1,671861 1,672,341 credito￿ amounts due within one year 2021 2020 Trade Creditors Other Creditors Accruals EÈferred Income Other Taxes & Social Security Pension Creditor Pensions Trust ￿abIlitY.. due within a year 340,605 380,677 494,542 324,266 93.701 36,079 IOL397 263,934 498.941 152,700 112,133 59.366 149,879 1.669,870 1338,350 The charity has a company credit card facility with Barclaycard up to the value of £50,000. credito￿ amounts due greater than one year 2021 2020 Pensions Trust liability.. due greater than a year L932,063 669,808 L932.063 669.808 52 10 Pension obligations PSS left the Pensions Trust as at 30 September 2020. The Pensions Trust have provided an Un￿rtIfied debt figure due of £1,932,065. PSS'S funding position calculated using an annuity buy-out basis. The Pensions Trust have advised that they are unable to certify the debt, due an ongoing court case relating to their potential non adherence to scheme rules (not however relating to the Growth Plan). Management have uséri judgement to classify the uncertified debt figure of £L9rn as a liability, rather than a provision. th The trust*s have agreed that our intention isto settle the debt once the Pension Trust are in a position to certify the figure and so we currently have no intentions to reenrol any members. Our period of grace for debt settlement has been extended to September 2023 and so rnanagement has used judgement to treat all amounts as due greater than one year. This figure represents PSS'S share of the schemes total underfunding of £140.7rn. This includes orphan liabilities. Orphan liabilities are the total amount of the Plan's liabilities which are not attributable to employment with any of the participating employers. The liabilities were apportioned to existing participating employers as at the date of withdrawal and the orphan liabilities shared amongst the existing participating employers in prow)rtion to their share of the non-orphan liabilities. Thepenslons Trust GrowthPlan 2021 2020 As at l April 2020 Charged to ￿FA Paid Revaluation movernent At 31 March 21Y21 819.687 13.148 IICM),5781 1,199.806 1,932.063 960202 26,883 1167,3981 819,687 53 o r4 o) y oj 12 Analysis of cash and cash equivalents 2021 2020 Cash in hand 1276.761 1779,394 13 Analysis of net debt At l April 2020 Cashflows At 31 March 2021 Cash at bank and in hand 1779,394 497,367 2,276,761 14 Financial COTnmitments The charitable company has financial commitments in reswt of operating leases as follo Land & Buildings Other 2021 2020 2021 2020 Not later than lyear Later than l year and not later than 5 years 55.728 11002 66,729 2,691 20,177 112,868 17,352 24,018 41,370 17,400 40,578 57,978 The charitable cornpany has capital comrnitments at 31 March 2021 of £Nil131 March 2020: £Nill in respect of expenditure authorised by the trustee3. 15 Related party transactions During the year £Nil12020.. £2,826) was paid to Brabners LLP for legal services, this is a law firrn in which Mark Rathbane Ichair until 31103/20211 is a senior partner. There was £Nil 12020.. £Nill outstanding at 31 March 2021. Our former Chair, who is an interested party, excluded hirnself from any Board decisions to utilise the services of Brabners an(L at Brabners, was not involved in the provision of any of the services provided by them. During the year £Nil12020.. £23,785) was paid to Rathbones Investment Management Ltd for Investment Management services. There was £Nil12020.. £Nill outstanding at 31 March 2021. Our former investment manager, Julian Rathbone. is the bmther of our former Chair Mark RathbDne. The appointment of Rathbones Investment Management predated the appointment of our Chair who. from time to time would hold shares in Rathbones plc, the parent company of Rathbone Investment Management Ltd, as would family members. During the year we moved away frorn Rathbones to CCLA. During the year a donation of £6,00012020.. £6,000) was received frorn Eleanor Rathbone Charitable Trust, a charity for which our former Chair, Mark Rathbone. is on the boar( There was £Nil12020.. £Nill outstanding at 31 March 2021. During the year a total of £4,75012020: £Nill in donations was received frorn RcAney Paul & Janet Sturges. Our Director of Operations, Harriet Michael-Phillips, isthe daughterof Rodney Paul & Janet Sturges. These donations were made voluntarily to support our Ruby service during the pandemic. There was £Nil12020.. £Nill outstanding at 31 March 2021. 16 Financial instruments 2021 2020 Financial Assets Cash at bank and in hand Investments Trade debtors Other debtors Accrued income 2.276,761 4,734,610 1,264,538 1,627 272,961 8,5￿.497 L779,394 3.363,461 L145,195 3,202 459,604 6,750,856 Financial tiaknlities Trade creditors Other creditors Accruals E*ferred income 340,605 380,677 494,542 261,393 L477217 101,397 263,934 498.941 78,828 943,100 17 PSS (Isle of Man) income and expenditure account 2021 2020 Income Fee Income Total 137,300 137.300 173,478 173,478 Expenditure Staff (Dsts Shared Livescarer costs Office & administration costs Other costs Totsl 27,022 57,300 233 15,368 9),923 100.085 53,209 6,381 13,493 173,167 Net surplus/(lossl 37.377 311 57