pss PSS (UK) Annual Report 2021-22 Contents Welcome from our chief executive A V￿rd frorn ourchatr Rep)rt of the tn]stees... Our governance_- The llght at the end of the tunnel._ Rlsk Management.. Trustees, respmslbllltles_. Independent Audltors, R4W)rt. -41 Balance shttt at 31" March 2022_- 42 Cash flow statement for theyearended 31# March 2022... Notes to the flnandal statements.._- -43 l Accoun￿ w]icie5_.- -49 3 Expendlture_---.- 4 Tangible fixed &￿ets_..- 5 Investment prowty...--- 6 Fixed asset investments.-----. -52 -55 7 Debtors: amounts due wlthlnone year -57 10 Penslon ob]Igations_ 11 Reserves.-.--.--.. -57 12 Analyslsof and cash equivalents 13 Analysisot net debt_ 14 Financial cornmitrnents_- 15 Related party tran5XtionL_ 16 Financial instruments -61 AdMi￿tratiVe Inforn￿tiOn Company registration numlw PSS (UKk 214(rTh Registered offlce QIK) Eleanor RathTrK>ne Hou 24 Ikrby Road L5 9PR Telephow. 0151702 5555 Weljslts Vice Presldents LAverpx)l Hope Unlverslty) The F2rl of Derby lan MeadowsOBE DL Iiverpx)I L2 ITD So]iators Hempxbns Station Par HGIIDY Savtor House ECAV 4Er Auditors 3rd flo)r Chlef exeLutlve J Arthew Kellaway Jenny Hannon Beverley Mltchell Hllary Berg Dr. Klm Heyes TraLV Johnson Re*ed 05106122 Colln Bell Co-otseA InveStment￿>WeI$andauthO[1ty The adVarrn￿t of ￿UcatIO￿ the adva￿￿ of healtt¥ the rellef of p)verty aThl the Welcome from our chief executive During our centsnary ythr in 2019. welearnedanawful lot about what makes Psswhat itis. and how we've Stoc￿ thetest of tlme Oneofthebigthernesthatrame thTwh In ￿ many of the storieswe heard aEM)Ut PSS was this sense of ctlllcttive resilience amorygst PSS [￿pIe, the people we sUP￿rt and levs iL Scousers in generaL We heard how, right frorn the 8lnnln& nomatter what waShappeni￿arcAll￿Us.pSs ￿pIealwayshad thatwillto keep on going - to pick ourselves and others up when we were dowTh to defy the cdds. to never takenofora finalanswerand if wecouldn't finda way,to makeon& Throughout ourhtstory, whenwwthings havegone wron& or the world has thrown ￿ a curvew we've not only 8Ot on wlth thlng& wekn(Dnt1nU￿ todo allthethiTV we do irt SUp￿>rt people to livelile thejr vmy. Innovate and stand up forwhat wewieve i We ended 20Tr21 with no Idea how the next year would 80 - the GOVern￿nt had just announced its four.step plan to end COVIt>19 restrlcdons but In reallty we felt very much In the dark about how lon8 thepandemic W￿￿1C￿ntInUe, how it would affect our lives how It would continue to impact thin85 like xtial care fundin8, and what other challen8es would Ile ahead For P&$. It'$i*en another rnlxedbagof b* ￿h1￿￿nents and some thallen8es. But If there was ever a tlme to prove that P&$ spSrft ts still alive and well in ail of our twr& tt's been the last two dlfficuh years when desplte everyrthin8 going on around u& we've continued to push forward, and never rested on our laurd& Our staff once agaln deserve to tske a The pathic has i*en exhausting for everyone - but esFecially for teams Ilke ours who have been out there on the front line, still smilin8. rtsklng thelr own health to be there for others when they need them most. ￿MetimeS ￿An8 both frlends and famlly tothe wplewe supwrt. likelast y&ir when we wereall cornpletely blovm away by the amazlng thlngs they achlevd I'm a￿1Th left In awe of the reslllence. passlon and dedlcation our front Ilne workers have shown this year. No matter how hard thln8s got, or how tAred theykn beerL the qualty of the services they've provided hasn't wavered - thts ythr thevve continued to pro￿ the outstandlng supp)rt the wle who use our services are used to and br1r￿ ￿ much energy atKI wjsitivity to work As wlth others tri our sth, the amount of change to how wekn nethd to do thln8s as the pandemic evolved has continued to relentles& It's thanks to the dear, LDncise and Lbwn- to£arth apprO￿h our ￿ntral teams have taken that ￿￿'ve able to put prattical risk assessments in pla￿ that make sense. dec(xle a lot of the comp]icated info out there and keep thin8s as simple as p)ssfibk for our staff, to help keep everyone safe and motivated. That d￿Lty and consistency of message, delivered In the right way and at the right tinie. has meant our operatfional teams have E*en able to fLW OTh what's rnost irnFQrtant to us - the people we sup￿rt. It's truethat nomatterwhatthetrr0le￿allof i)urteamsglvex) rnuchto their work and most people sure of their purrN)se - agairL testaM￿t to our ezcellent maT￿gerS and internal COTnrnunications. Inthisyear's staff surYey.98%of ourpewle Sandtt￿]rro1e islnorethan just a i)b'; every day I see eVfiden￿ of thaL Desplte xtial care being a chailew pla￿ to IE at the moment this year our net promoter score - whether our staff would recommend us to their friends and family as an employer- went up for the second year in a row. Throughi)ut the year ￿￿'ve Tr£en dolng lots of ongoSng work on things like pay, equality, diversify and Inclusion and maklng a much more Suskinablepla￿to work s> we can rnake surewe're to come and work. In July 2021 we had the Incredlbly sad news that Andrew Ekvi￿. a rnan we had supportal injurie5 at the Hillsborough diwter and had a 24.hourcarepackage trom his PSS t￿ who had been based at hls famlly homo Andrew's team inC￿liblY dtht￿l to provldh)g the hi8hest qualityof careto Andrew andeared deeply for him and his family. Headed up by Supp)rtedLivingteam leader Jane, theteam supw>rted Andrewuntil the endof htslfjfe. Jane saldshe andthe entlretearn had'lovttl hlrn as oneof thetrown,. wtth some of the same team supportlng hlm for over 20 yearn After his death a coronefs inquest Andrew the 97th Hillsbjrough victim artd ￿)sthUM0usIY ￿ was awarded Freedom of the Clty of LlverpxJL We were ￿ happy to stt the OUtp)u￿ of publlc supkx)rt for thls y￿nderfUl man who had showed so much resllleno and l know hls team feel an￿&11b1Y privlle8ed to have been part of hfis life. On the fundlng fronL it's been another tough year for gxlal (3re. which is still in huge n of an overhaul. In November. we had tl* really sad news that we'd kjst fundlng for one of our most.loved services Ruby. which supp)rted anyone In Merseyslde 8oln8 through domestlc ab￿. We were so aware that the pandem14 and all the IfxkdoVn￿ had masslvely ncreased the number of people experienein8 domestic a￿A￿e, so when we heard that the funding had beencu( we were devastated aThl afraid ot what that might mean forthe people weSUp￿rt. Wetrled allwe couldto flnd funds tokeepthe*rv1￿g0In& lookln8 down every posslble avenue, but after a lot of hard worK we knew that whatever we could find to k*p the servfice8oln8 exattly as It vns wwldnt iE su#alnable- we'd inevitably reach that ￿lTht where funds dry up again qukkly. We didnt want to 8lve up hop4 and true to form, knew we had to be open.mtrKled and flnd anOt￿r way of Iwking at it. A lot of the people we supFort vAth Ruby are women who have in the Crimin￿ justice systern - often as a result of domestlc abjse. We had a chat to our partners at the Mfntstry of JustiL* an thankfully. they recognised the fantastic work our team does In this area and gave us fundg to continue offerin8 Ruby to women alon8•de our newly-expanded Women's Turna￿ service. Although it means a change to the way we ean olfer supwjrt throu8h Ruby. thanks to the deterrri￿tion of our tearns and that se￿ of resllkr￿, we managed to retain it in a new fornL It5 wlth a ￿lLY heavy heart that I say thhw dldn't have such a endin8 ft>r one of our other servlce& Family ImpacL which lost its fundin8 this year. The service worked with families affected by drug and alcohol addictiory supporting ￿￿￿one involved to get through it. We once again tried everything we coum to Hnd funds to rnake Family Impact sustainable. but this time, thanks to the hu8e gaps in money available for yxial care. there was nothing more v￿CoUld do-and after 15 years of helpin8 hundreds of families, we had to let the s￿Vice go. Ewlte thetr sadness the tearn's b￿.hearted￿ shone through and they did a wonderful h)b of rnaking sure all the people they suptfjrt could find help from other OTEanisations. Than￿yRacheIandJess, our twoincrediblestatt member5from the Family Irnpact suvice, could contlnue thetr amazlng work wlthin their other servlcq Prlsoner Families and we were able to keepthetr ￿b$ saf Although wehad somefunding strugglesinthosetwoareasof (yjr v￿rk, in other&therewas a huge amount of growth. We'reOverthem(￿ntohaVew0n acontractworthover £3million with the Ministry of Justlce to expand Wornen's Turnarnurf aspart of thelr reforniation of the Probatlon Servlce. HavAng started off just in Merseysmfje, ovw the last year our Women's Turnaround servio has ￿OWn into Wales. Cheshire and the WirraL We've found new partners in our friends at Tomorrow's Womery and the wy1￿ has gone from stren8th.tO- Norfolk for the next five year& We've al￿ sffural our Parent.Baby Rejationshlps contract in Livertwl. m&inin8 wecan continueworking to sUpp￿parents with childrenon theedEe of the care systern All of that against the baekdrcy of an ongoing pandemlc and a sector that needs refornL Agairy that PSS spirit comes to the Somethingthavsbeen reallyyeat aLYJut restrictions startingtolift this y•r Isourstaff ￿fing able to return to our offitts and to see our t&￿nS back together in T￿￿)n again We all dld a brilliant job of k*ping in touch and Work1r￿ remotdy. but there's nothing quite like that lovely bit ot chat you can have when y¢)u're slttin8 wlth g)ma)ne or can bump into them An the corridor. I've loved travelmg around England and Wales to see all of our offke.bas￿l teams lovlng their new hybrid working arran￿nts which allow them to come into the offiee40%of the tlmeand work elsewherefor theresL Weleamed that forlotsof us,worklng from home makes us more prcductive and lets us fit ViOTk around our life much better. but that lots of us still wantedtocomelnto a workplaceto mlx thlngsupa bitand have that face- to.facetJme.S)meof ushavepreferredto be tritheofflceforlCLNof thetime.That mlnlmum of 40% with our teams has meant we've iwi able to continue to retafin the warm. friendly feel that is synonym<)us with a visit to anyof our offices. One of my favourite thmgs hasbeen seein8Ewle fromall overtheorgantsatlon hav1nglunehtogetheragain.0r￿Wlry￿ to get some water from the kitchen and seeln8 people meetlng there for the first time -stsff who joined us in the midst of l¢xkdowns flnally 8ettln8 to meet their extended team in Teal lite. It's fabulous, and I dJ)n't thlnk anyone's 8oID8 to tskethat for granted ft)r a long whlle. So much has happened thisyear. and herewe are now in March 2021 back in the offlce wfith no restrictions at all in England or Wale& It a]1 feels a bit surreal, and I don't mind admlttlng that the restrlctlonsllftlng has madeusa Ilttle nervous- afterworklng so hard to protect ¢)ur teams and the people WI￿ use our serviw we were perhaps a ]lttle blt slower than most when it came to removin8 some of the safety measures in our offices - but I feel the more considered gradual approach we've tsken has i*en the rS8ht one as we get uwa to 'living wkth, the vlns Measures contlnue to be In pla￿ Sn ¢￿T fmnt Ilne savlces of Course. wlth testing bang a crucialpart of thaL andour teams in th)se areas continueto beiust as careful on￿ agaln I'd Jlke to say such a huge thank you to our fantastic tearn, our our volunteers and our Shared Lives carers for puttiDg their all into makin8 our or8anisation what It so clearly Is: resllIent, brave and full of hearL I hopeyou enN)y hearing airnt all the things we'veiwn up to this year. A word from our Chair Und0￿ed]Y one of the most dlfficult years in its history. l frrmi that ex￿len￿ that PSS was resilient- i￿t comlng through the darkness and intothigyear. when we fin3Jly saw the118ht at the end of the tunnel the pandemic had created forus. has made mereflect on the fact that PSS hasn't just 8Ot through thepandemiq it's nowstrongeras a rwlL IYS easytobatten down the hatches Inathneofcrtslsand gotriward& staying in one pla￿ for - but at PSS. th*s nrt what we've ever &)ne. and It's certalnly not s0rnethingwe'real￿ttost3rtd0lng. Insteadofclosingupshopanddoingwhat we'veaiways done, we l(K)k outwards and ￿an the horfizon for oppM)rtunity. We've even put a strategy in pla￿thIS yearfor howwe'lldevel¢)pall theamazing ideas that have kept on coming from our teams throughout the pandemic - our &eat Ideas Strategy . a framework for how we can keep on pushlng forwart Instead of staylngstill. welveLDntinued togrow thls year, tapping into our purLTh and deternilnation to reachourgoals. stturing huge Contract wins, E￿Ilding excellent worklng Telatlonships with our Comm￿onerS and keepin8 some key contracts. That's no rnean feat Snthe mlLSaleof a pandemlc- but If anyoneean do IC fit's PS% ThebigPSSteanlncludin8ourb)ardofTrustee4iStrulyextraorthw-eYeryonehaseome t￿therandgtVen thetrhearts and X>u]stoeverythln8 they￿d0The thls year wlththe same positive, happy ener8y and detennination to succttd As thlngs have OWLed up. everyone onthe Board has enpyed 4￿ndIn8 tin￿wIth ￿lewe supp)rtand staff to do work in some really impx)rtant areas- ftridin8 ways to work a]ongside the I￿pIe we supp)rt to design and dellver our mrlces and make PSS more sustabub As move out of 2022 and past the of what can only bedexrfbed as a rollercoaster few years for the worl(L I'm exdted to see what PSS (kns next. There wlll undoutrtedly be twlsts and turns I'rn confldent that wtth the same e￿lIent governance, strong value amazing Culture and PSS*tandards of resilier￿e. we can continue to go from strength.to. strength. Report of the trustees P&S was fomed tr1 1919, ts a company lirnited by guaranttt 1incor￿rated In 1926) and reglstered as aUKcharity in 1961 PSS wa8 established under a Memorandum of As>xlatfio which established the obiects and p)wers of the charitable company and is governed under its Articlesof AssociatlorL MemEershlp isopentoanyonelsubi￿tt0the approval ofthe P4)ard of Tn￿) who wants to suptth PSS. The memE￿5 of PSS el*t a Board of Trustees rthe Board) from the rnernbershlp. Thosemerntwsekn￿ astrustees aTea￿thedtreCtOrs ofthe company. The Board must have a Chair and a Vice Chair. Trustees are elected for a term of up to three years, I￿t may be re-elected up to three ternis of three year& In addltion to the Annual General Meeting, the BcArd meets four tlmes a year. It has three sub-conunittees . the Audit and Governance Subcommittee and FinaTh￿ and Performance Sub-l￿MMItt&, whkh meet quarterly. and the Remuneration Sub-committee. which rneets once a year. The Sup￿0M[￿tteeSexist to providea leveiof rnitlny to the work do at PSS - for example. to have a really close l(x)k at the accounts, look at risk manwent or do triternal audlts Each committee re￿rts to the full Boar The principlesof the CharltyGovernanceCoJe areWellernbedd￿InthewaY thfingsaredone at PSS, includin8 the y￿rk of kn. the approach to t￿￿tee and staff recruitment and development rK)liry. prctedures and OUT approach to puttin8 the people we suptK)rt at the heart of what wedo. Or8anlsational pUr￿se Rernainl￿ true to ourcore purpxls a contlnual f(w for our trusttt& In 2019120 we did a lot of work around how we can focus the serviceswe provide into our key areas of 8rowth- Shared Lives homes and communltl4 strengthening families and our work with the Ministy of Justice. Thls ts somethIn8 we re8ularly revisit with our Board to make sure we're stsying on track. Wetookthlsto new levelsin 202Y22 by invthwlna large refurbishment of our head Offfi￿ I￿lld]ng, Eleanor RathtM)ne Hou*. We'vetransformed the left.hand side of our ground floor, or as we liketo call IC 'the west WI￿. It's now an eXcell￿t new base for our Making Days senvlce, fully kitted out with equipment and facilities for a variety of actlvitie& More on that later. Slncewe werefoundedin I￿9,]nn0vatIOn hasI￿enat thecoreofourorsanlsatlonal pun - It's how we W areas of need and flnd ways to help meet th￿e ne8Js. Back in November 2021 our tnjstees gathered together for an avny day looking at how we can nurture and encourage innovation throughout PSS. The way we see it our operationa15taff and the pwple they Supp￿ know tttter than anyone what good support k￿kS and f*ls like . sr? it's vitsl we have the ri8ht systems andprxes - whether it's where they ]ive. their Inter* their family setup and ￿ rnuch moro Thlnk Rlghtmove meets Matcllcornl It's a brilliant itsthat wasthebrainchildof Sarah ourbusnessdevelopment an innovation manager for Shared lives teams and is a prtrcLe example of why It's vltal we enable our Fyle to brin8 their ideas forwaTd The trustee away day has given our leadersh5pteam load5 to think atrt)ut to help them devek)p a fraMW￿ork for inn0vatlo￿Or as we call it. our Great Ideas Strategy. This is a great tool that will help us continue to meet peopk's needs and meet t￿W neals inthe future- whlch ts what we'reall abjutl Leadership, bcord effectiveness and integrity In last PSS Annual ReFX)rt we ts1k￿ aiwt our alms to iK*]ster the operatlonal, commercial and xtial care exFErtise weXTe 8Ot on our Board. We take a skllls and values approath to allrecruitmentin Pssandwewerethrilled towejcomecolin W Davesweeney and Peter Kinsella to our Board durln8 202V21 following a full r￿LtMent ￿es& Thts Involved an appllcatlon. Intervlew Undudlng iESng IntervIeW￿ by pwple support). servI￿VISItS checks referencevettln8 and atrial period before i•ngco￿Pted officially. Tntstees are elected by the members at the annual general meeting IAGM) but can be c opted by the Board. pendSn8 electloTL lkning this time, our new tn￿tee5 are given an Inductlon to our work and thetr ro]e as a t￿￿t￿ Coliry Dave and Peter all paswj thetr trlal perl¢xa and were formally ap￿inted tothe Board by the members at the AGM on 23rd March 2022 They bring a wea]th of le8aL operationaL comrnerciaiand ￿la1 Careex￿tl5e. helplng to make sure we have the right dectslon.makers on ixArd Iwn Intended) to keep us around for future generatio However, we don't rest on our laurels at and duTlng 2tr22121 vle wlll be undertaklng a thorough skllls audtt of the full Board and wlll undertake further recTUitment to make sure we continue to Eegoverned by the t*st inthe iRL8lne￿. We r￿08ntse we have y￿rk to do to expand the dlverstty of the key dedslon.makers In our organi￿tIOn and this will be a key focu5 for us tri the comln8 year. We've also built on the work started durin8 2020121 around reviewing and revamping our govenwice procesges. Our 8overnance workin8 group, Involving four of our trustees. conduded their work during 2Y22 ard we've rnade a lot of chanp to how we 'ch)' away frnm the traditional title of honorary treasw. These lrnwrtant dutles are now spllt between the Chatrs of the Audit and &$Vernan￿ and Flnance and PerfOrn￿nCe Su committees and detailed role de￿riptIOnS have been developed for these roles. The roles of our committees were looked at tri detail and our Board meetingsare now structured to allow tlme for collectlve braln-stornilng, which allows our trustees to really get under the skin of new Ideas from the outseL we￿ done this recently with our equality. diversity and incluslon v￿rk, and withour innovation work Decision-making. risk and tt)ntrol Our Board Is dear that while operationa] matters are delegated to our staff, the trustees malntaln ultlmate restx)nsibil?ty for everytli￿ that gcEs on in P&$. We've got lots of structures In place to glve our trustees assuran￿ that we're Man￿ risk An a careful, yet open.minded VRY, like we mentioned in the risk ap￿lte section of our risk manwent po]icy. We reviewed ow organisational ap￿lte for risk In several key areas during June 202Ltt) makesurethat the conclusionsweG￿t0durlnS 2019/20still felt r1ghLpartiCu￿]Y as we entered the second year of the C1)v￿19 pandemiG We u￿lated our aprRtite staternent to refl￿t that we take a cautlou5 approach to risk in the areas of lega]n￿alth and saf&y, financial viablllty and safyding. but we're open when ti comes to peopl rtomknince and reputatfion Tisk ap￿lte will get another review during 2022123 to make sure fit stays relevant as continue to adapt to Ilvlng with COVI[￿19 and the social Our Audit and c￿ernan￿ Comnuttee CDntinue to welcome a manager from one of our operational servfices ateach committee rneeting to talk through their latest riskrewter, This gives our tn￿ee$ assuran￿ that risk is iEing appropriately managed at all levels of the organisation and that crltlcal rlsks are exalated up to direct￿ or strate8lc level where During the year. we a150 revievrnl the apFK)intment of our Internal a￿1 external audltors. We were pleased to re.apwint Mazars ILP as our Interna] audltors and at the AGM Sn 2021 we app)Inted Crowe LLP as IX￿ external audltors for the ftrst time, followln8 a tull tender pr¢xes& We're confident that these fIrn￿ wiu provfide our Board wEth comprehenslve Equalty, diversity and inclusion Last year we madea commllJnent tol￿>MIng anactively antl.ratht organisatlon and aswe moVetowardsthe￿dofOurtwoY￿r FalrPlay for Allattionp]an. we're makir*8greatstrides to trulyllvlngour Inclusivevalues andallture. Having diverserepresentatlon onBoardscan result In more meaningful and more collaknrntlve dectslon.makln8 whlth can beneflt everyone. from the people re￿VIng our sUp￿t to the organtsatlon as a whole and our ablllty to be around for future generatio￿ In 202L we undertry)k an anal￿1$ of current trustee equallty and diversity dats and benchmarked thls a8alnst two sets of data (where avallablel. Flrstly we ienchmarked against the 8eneral p)puladon - thls Is to measure how representatlve our Board ts otthe pwjlation we all lfive kn The second Eenchmark Ssa8alnst data on the diversity of charity PA)ard& Ivhilst we performed we]] against the benchmarks forgender, sexual orientatlon and. (when compared toother charlty B)ardsl age, the trustees are keenly aware of the imba]ance in ethniaty and age (when compared to the general latlon). We alsodida bi8 analystsof the whole of PSSS workforceequality anddiversity data this year and identified simllarresults wlthtt* addition of under.representatIon￿)p1e with a disability in our team To address this we've committed to the creation of a workln8 8roup which will iE tasked with the development of a comprehensive equality, diverslty and Incluslon strategy durlng 2022123. The worknng group will involve trustees and staff from a range of backgrounds and that being a truly inclusive organisation will mean we wlll be best.placed to serve the communltles we Supp￿ ard make PSS an even better place to V+YorL volunteer and study. Openness andaccountobility Every year we ask all stakeholders to take part In our Annual Survey. gtving them an oppjrtunlty to tell us alx)ut their eX￿lenCe of (w seThice& Theseresults are re￿rted to the Boar We r￿1Ved feedback fmm 385 pxgle in res￿nse to our 2020121 supw. This was a lower reswnse rate than previous year& likely to be due to the reduced amount of fatr.t￿f3te io people to give us feedEock and to get people we supFK)rt involved in service desi8n. Jn However, we've found throughcYJ-prcKluctlondtscusdonswith manypeople we supwrtthat recommending ￿ to friendsand family isnotvery relevancdueto the natureot the senrice they rnfght use. People are muth more tami]1￿ with a TripadviKtrr*tyle star rati￿, so we opted to use thts approach durin8 the 2020121 Tound of Sunw￿ Overall PSS received a weighted average rating of &9 stars out of 10 frorn the feedback given byptr)ple who Eenefit from the supFK)rt we provfde. The welghtal xore fvorn the f(Nw Engltsh service conuni&qloners who fed back was 9 stars out of 10. We've al*) stillgot a rthlly stmng LY>mp]Imentsand ￿MplaInts pnxyscalled'tell us.. whkh allows people we supwlrt, farn]]1￿, tornrnlsdoners or anyone else who wants to g£ve us feedback to tell us their thoughts elther by emalL letter or uslng a form on our website. Both compliments and complaints are reported to the B)ard at every meetin8 to make sure we continue to l￿ transparent and open when reswndin8 to fegjback We keep a re8lster of triterests for trustees and senlor managers and t￿￿ee& dth any conflktsor relatlonthl relevant to the agenda at the be8lnnlng of each meetln& TrUSteeperf￿rnunce contrlbutlon to the Board and to theorgantsatlon as a whole. The P￿lard also does a review of Its ownperformanceandon the skills and expertiseof ow P4)ard mernttrsona biennial basi& aswellasself.assessmentsa8ainst theCharityGovernanceCo(*, toensurethat they're acting ln ltrie wlth best practlo lalthou8h the paThdett￿ has resulted trt some short delays to some of our usual revlew procewl Presentstlons aTrmt dlffmt asKocts of PSSS work and servkp vtslts for trustees are arran8ed on a re8ular basis and tn￿eeS are expected to vlslt Servi￿ Individually throu8hout the year. TTh￿eesare al9)ext￿ted to regularlyattend Boardandsub-committee meetings. These elernents of tn￿& r￿orn￿￿e are Measu￿ in our key kErformance Indlcator& Delesotion of authority The Board of Trustees aFP)Ints the chief executive to reskI)￿ble for the operation and development of PSS and for implementing the strate8lc obJectlve5 set by the trustee& The leadership teanl which is made up of PSS dtrectors, are ap￿finted wlth support from the trustees. The trustees further delegate their reS￿nSIbIlItieS through the use of a compre?￿ve and strurtural 'delegation of authoritv framework The &xrd receive a comprehenslve sulte of parers ab)ut theoperational status and devdopment of PSS for thelr deIlberatlons in advancE of meetings. A well4eveloped risk management process furth prOt￿ts the activities of PSS. The register of risks and controls is closely scrutinised by the Audit and Governance SulFcomrrittee Eefore I￿]ng submitted to the Pthrd for their full revlew and input These reviews further feed into the organtsallon's I￿SIneSS plans The Board are akn involved in decision.making about collaknrations with other tharities or organisations. At PS&ourvtslontsthat by 2025. welli*topoftheltst tor 1fiftrcha￿ Supp￿ led bytho uslng fic for roles that are more than Just a &)b. and for Ima8h￿tIVe thtriklng that challenges the status quo in our sector. P&$ trusteesmnfirni that theVveth)ne all the thlngs thecharity Commlssk>n 8uide us to do In sectlon 17 of the Charltles Act 2011, to make sure we're i￿nefIting the publle as we Mrork towards makln8 our vtsion a reality. bellevethat personal privary isakn an imN)rLint fartor when It Lmes towhat we share. Allexecutlvepaytsdeterndned bY(AwRemuneratlon Commlttee.whichworks aspart ofour Audlt and G)Vernan￿ Board sub-o)n￿ttee. The trustees who make up thi$ group are responslb]e for makln8 S1￿ there's a fatr pay knicture acr￿ P&S's executive team that Indlvldual and team wf0rnW￿e In the context of a challengln8 cllmate. The Im￿)rtanCe of recrultlng and retslnln8 the 'rl8ht' pLvple (b)th In terni$ of exper£ence and attltudel Fair pay that reflects the level of knowled8e. skills and experience requir￿1 and the responsibi]ities and accountabilities asxKiated wlth the positio Pay levelsthat are benchmarked against comparable pbs locally and In the sector. Benefltsto executlve staff are In.Ilne wlth I￿￿tIts avallable to all staff. This year we'vestartffl an eXtenslvepay￿Dchrnarklng exerc* l(x>klngacnM8 our sthrto see how what we pay our teams heres compare to other organi￿tIonS that are slrnllar to u& As part of this exercisq we're comparing pay and rernuneratfion for eath type of role across the organisation, inclutbng the executive tearrL The results of this researth will help tnfomi our pay and remuneration offers across the board help uskeep pay and remuneratton at PSS fair and helpus remain competitive employers. In llnevrith our equality. diversity andinclusion￿lICy, weglve full and fatrconsideratEon to anyapp]icant whoconsidersthemsdves to haveadisability, 8ivingdueregard totheirabillty and skill set. Candldates aren't asked ab)ut thetr health or dlsablllty before an offeT is rnade, unle&8 it'stoflndout whether ￿ma)ne r￿￿resaThy rea￿nable adjustrfients to be made. We offer all candidates who conslder themselves to have a dtsablllty the opwrtunity to attend an interview if they meet the essential criteria for the role. When people with disabi]ities work with us, we make reasonable adjustments to elther prevent an ernployee from ￿Ang absent or to make sure they have a safe return to work following absenty a[￿ to avoid recurrfy aixences in the futur& PSS encourages all employees to devdop their skills and qualifications and to take advantage of promotion and d￿RIO￿t op￿rtUnItIeS which wont ever be refusedon the basis of anapplicant's diversity. Section 162a of the Charltles Act 2011 requires tharlties to make a statement al￿t fundrafslng attfvStle& Although wedon't do W1d￿readfUnd￿jnE from the8en￿al public. the Iw"slation defines fundraising as 'soliating or otherwi* prcruring money or other propertyforcharltable purEKJses'. Any fundswe get in this vrny areshown inouraccounts as 'voluntary incvme'and that indude5 Iwciesand yant& All fundraising activity is internally. without involvement from o)mmercial partlcipators. profe&stonal fundraisers or third parties. The day.today management of all incorne8eneration sitswith theexecutlveteam, who are￿tabIetOthe tTUStea PSS isn't bound by any rwlatory scherne and wedon't thInk we need to comply with any voluntary ec>deof practlce We'verecelv8Jnocomplknits in relationtofundraidngactivities. Ourterrns of employmentrequire staff to ithverea9)nably ata]Itimes-wedont approach indlvlduajs tor tunds we don't ratse funds for spvific thin8s or consider It newsary to design specific pr£￿edureS to monitor fundraisln8 In thfsway. The tn￿eeS acknowledge thetrob]igations under Sect£on 1711) of the Companfies Act 2006, Including the interests of itsemployee& INhilst the trustees maintsin overall reS￿nSIbIlIty tor thls day-toxlay engagement ts dele8ated to P&Ss lea&rshlp tearn. Hereat PS our peop]eare super Smp)rtant tous-and weknow how IM￿rtant PS& and the work that they dq ts akn Im[￿rtant to our staff. Our leadership tearn (rnade up of our three executive dlrcftorsl Makes lots of effort to make swe our teams feel like they're up.tO.speed on the thlngs going on across the organisatlory that they feel part of thlngs and that they're Included and heard when there are declslons to mad& One of values ts to be open.minded. and our leadership team makeabig effort to rnake surethey take thls approachwhen they're itstenfing to and engagin8 with our statt, taklng Ideas on iK)ard and takln8 people wfith them on P&S's Everytwoweek&ourCEOlxley hlzts ljvewith Leslrf.an all-5taff Z(M>m eallwhere Lesley talks atxxrt what's goins on across PSS and 8lves our teams the Inforn￿tIon they ne&a to know ab)ut - whether that's InfOrn￿tIOn alwt new staff Eendlt& impacthil stories from acrossthe organisation or whether that's 81vIt￿ lrnpactful news ab)ut thlngs like Cov￿1?, our financial position or services comlng to a clo£ The Zwm call5 started off as a weekly crisis comms channel during the pandernic to rnanage thange and make sure our staff were ableto hearthings straight from our leadershlpteam and askquestions tothem directly- but SIn￿ it's proven to be a pjpular way ft)r our teams to hear fmrn our leadership tearrL we've continued with them p)St.panderniL Every Friday, we sent out an internal newsletter called The L￿•, which aims to engage our teams in news and Inltlatlves from across the organisatiorn The wb]ication is strategic. and our leadershipteamareabletouse itsreachtodeliverkeyinfonnationalx)uttheor8anisation and 8et buy.in from our teams at every stage of any prcw& We like tohear directly from our teams as much as we caTh and always ty toact on asmany actlon ￿lTrts as they can frorn the feedback our staff give to them. Each September, we ask every memiEr of the PSS team to fAll In our staff survey (we call it The Big Survey). which 13 asks them to rate their experiertt as a P&S tearn memEtr in almost every - includlng how peopk feel our leaderthipteam performs and whether they tn￿t them to do a gcd job. Our leadershipteam arepassionatealwttheserwltsstayin8anonymoustohelppEoplefeel free to be open and honesL When we get the r&NIts, whlch are analysed by our people and culture teanL we're able to use these to further investigate trends and w what we can do to rectify any ]SsL￿ that have comeup. InourBig Suriey lastyear, our leaaership team noticed quite a big decrease in (w ￿oreS around teing a psychologically and emotlonally hea]thy Workpla￿178%I. This dlthi't surpri* us - being a xKiai care dwity in the midst of a global pandemic where a really large ￿T￿on of our staft are frontllne workers ts bound to have an impatt on percePth￿ But we didn't make any assumption& Every quarter, we run rOadth0￿ sessions where they invite rnern￿ of statt to come along and ]isten to flnancial and performance uFK]ates before havln8 the chanee to glve their views on a S￿e￿fiC topic. tkning a roadshow on ￿]ng an emotionally and psychologically safe place to work seemed like the option. and our leadership team were really keen to hear ab)ut whether the pandemlc dld have a blg Impact on the SCO￿ or whether our teams had other feedback tor us. At the roadshowour people andcultureteam explo￿1 the subject with staff gTOUPS all over the country. encouragi￿ them to O￿nIV talk alNJut any factors that they think Might help us make thln8S t*tter and to refiert on what may wsitively or neBatfively Impacttheir score& After ourleadershipteam taWoFenlyalxJut thesubieet with our teams through Uve wlth Lesley and doln81ots of key remlnders to staff aiK>ut the suppjrt In pla for thetr wellbeing. we cornrnismoned a follow.up wlse survey a few months later. and we were super happy that thls questlon then xored 93* glvln8 us loads more Insl8ht Into how The leadershtp team noticd how Sn our Bl8 &JAvey. we would often 8et feedback about pay at Pssand how [￿pIe fdt that their wages cou]dbe higher. In resp)nse to thisland the rising costof livin8), wewanted todosomethin8 ab)ut It. Inautumn202Lwestarted worlang away wlth the heads of our servlce, I￿)king into how PSS pay ￿rnpare$ to other charitles of our stse. WÈ dld a really thorou8h job of rnaklng sure V•ve had full understandfing of each role's complexlty and responslbilitles and then wlth the help of some exter[￿ systems we were ableto makecomparls0￿Sand knehmarkoursalarle& Throughthts benchmarknn8 exercis we found that some of the roles we've got at were paid slightty less than other charfitfies of the same size and turnover were payin8. We￿e taken thts on E¥)arcL and thanks to carefujly man38ed bud8ets In the last few years we're happy to say we've i*en able to 8lve the ¥w)le in these roles a bit of a pay rise this year. to make their wages on par with what other charities of the game sfze and wlth the same turnover are otterf￿- a dlrect result of 14 The Hght at the end of the tunnel If, atthe start of the ytrdr. y(Md havetoldusthat bythetlmeZ)121 wasoverwed tewrltlng up our annual rel￿ sat at our desks In the offte, with our whole tearns around us, wed probably have Y￿ndered how on earth we'd ever get thero But here we are.l And what a productlve year tt's F*en. L£t's have a lookat thethemesfromour five-year strategy. our and tell you a blt more abwt what we￿el￿ upto... Theme one: only the people we support know what it's like to be in their shoes - we listen to them. learn from thern and use thelr knowledge to shape PSS and help them shape theiI live& We Ilke to make as many dedslons and as many of (w surfce5 aswe can hand.In.hand wlth thepW)p1ev￿ supp)rL It'sa blg partof what wedq and weh ￿reYou'll see It up as a blt ot a TUTrnts￿ themeln a lot of these mip*sof infornution alwt our year. everything candidate, Ja£kie. wkK• uges our Maklng Days *rvkq came alon8 to one of our Board rntttin8S to tell our Board what she felt we needed to ￿ to start working much more closely wlth people we sup￿rt. Uvln8 wlth a learnln8 dtsabillty and havin8 exwt ktKJwI* of what It's Ilke to use supwrt Jxkk's ￿llY pas￿nate alNt rnakln8 sure people's volces are and she br(A￿t every (Nnce of her enthuslasm to show the Board just how fim￿rtant It l& Jackle's Ideas got the B)ard all exdtsa atDut what we can do t￿l￿r. and they a8r*l that It's tlme to go full stsam ahead with fiTrdtsb8 ewen more ways people who use our services can have a say in how we run thenL After that meethw Jxkle flnd out what workln8 tWher means for Feople we SU￿￿ - and how they felt we could 8et it ri8hL A wh(wing 98 peopk came ak•rw to fonn the p￿n with us from rl8ht acro&s the vlslon for what we want our work to kx•k Ilkeln the futu Peteand Corinne taJkedatAXLthowtheyworkedwiththe Psscommunficatlonsteamto come up WI￿ tsign and rl￿ upLEatIivery￿LC0￿ a new welliEing website they launched tut Peter's backwd 7xau￿ he wasnt t(w) comfy with telling people. ￿t when he was on stage telllng everyone atM)ut the V￿rk he's doing with u& for the fir time in publio Peter felt able to tell people that he has a parent In pil￿Th and a little blt about It- a huge step for thts amazlng young man to tak¢ and in front of lots of people he'd never met. We were all me8a proud of hSm tor being brave enough to tell hts story. and afterward5 he said that standlng In front of all tho* people and sayln8 tt out loud thowed hlrn he doesnl have to t* defIn￿ by the things his parent has done- he's his own person, Petèr, Pete andCorSnneareatEolutediamondsand We're￿ luckyto havethem aspart of our c0-prc￿uctfiOn tea Over the course of the last year, the w>ple we supwrt at Maklng Days have iEen busy transforn)in8 the ￿ttoM flwr of ow head oflicq Eleanor Rathtone House, into their dream dav￿ntr& They'vetakffi whatus8JtoTr*ab58ernpty area of0ur1￿lldfingand, worklng wlth our amazlng team and Jo. our head of Homes and Cornmunities service4 designed a brand new. all-sln8ln&all-danclngcentre. We got theiwilders itl Joput togetherapproximately six million flat packs. and a few months later, the 8ang are settling in nicely and the rest of our staff are now very kalo Music rojrn? Check Art statlon and Spa￿ to hang work? Y Specially4esigned tech room with fully adh￿table desks andbright plnk thalrs KJ everyone can get online and learn stu￿. Oh ye Brand new kitchen people can hone the5r kitchen ski]]s and whip up Sustai￿bIe lunches for their friends? tknne. Chill<)ut room with a thonnous telly? You i*tch& Parnper rooms wherepeople Can get their hair and naiL8 done? Of cour8 16 We'resUFwproudtot*abletoglvep￿IÈv￿sup￿lrtth1SalnaZingnewpja￿to8ettogether, nuke tasty fcd learn T￿y thing& get creative and generally have a brilliant time. After all isn't that what great daTJ are Made ofl whenYC￿ relyonthe support an organisation￿￿OurSCan give.you kTh)w what vn)rks well and what ttsn't. You see what makes the differ￿ and you know what'$ not going to work That's why we've dolng loadsof vnjrk this year to find out what the wle who use OUrShar￿ Uve5 5ervlce thlnk makesa great Shared lives carer, and makin8 people WesUp￿rt areonthepanelwhen newcarers are1￿]ng assesse(L Wlth the Inforn￿tIon we've teen given atwt what p￿pIe thlnk makes a 80x1 carer. Th*'ve been able to tweak our Intervlew questions to make sure we're hitting the mark And by having peuple we supwrt on our carer recruitrnent panels they re able to glve us the Io-down on what they thlnk ot each carer as they come through the pr(￿& Back to our r(x)ts In 1919 when PSS was founded it was ran olmost completely by volunteers. Thlngs have changed a Ilttle slnce then. but ￿￿'ve always had such a strong cDmmunlty of volunteers wlth us who have glven so muth ol their time arrfl effort to usover the yeaTS thr￿]gh lots of our dlfferent servlce& We know there's loads more we can do wIth our network of volunteers, and loads more people out there who would love to use their skills to benefit others, sj thts year welve revlsIted our roXs and started to put a rthy volunteer strate8y In place, withthe helpoftwoofourshfinlestof volunteer4CorinneandPetefromourWellEeing Centre5 peer supp)rt team, who have been essential to helping to kick off our volunteer strate8y, When It'sall don< out strat¥/'sgoingto help us find new volunteers helpthem to bulld acommunlty, help them UnderStar￿ ￿$t how rnuch we appreciate themand glve them brand new adventures to go QTL All in all. It's ky)king pretty exciti￿ Abi our volunteerin8 C￿rdfinator trecruited by Corinne and Pete), our ¢)prational team& our people and culture team and our comms team have all started their engines ar￿ are radn8 to go - watch thls spac@. Having a family memiw In pri9)n ts a hard time for anyone, Imrt for youn8 people it can be incredibly LDnfusi￿ worrying and upsdtfin& Sadly, there's a19) stlll a blg stA￿a attached to having a parent in prison - one that young pw)le often carry wlth them In secret. ]Ike a hidden sentenc& Thechildrenwesupwrtinour PrI￿ners'FaMllfieSServ￿e k￿Wall toowell what it's like, and how lonely it can They Want￿ to V4Tork with ¢)ur communicatlons team to helpotheryoun8 t￿pIe in the same p)sltlonas them feel less aloneand toknow that although ￿MetImeS IVS really hard th1[￿ can al￿ do 8et tetter. That's when the tbnt Worry Bwkwas Eorn-a bcKtrkof advice and storie5 written withthepeoplewesupp)rt.Evie, aged 16; Camerory aged 13: Jada. aged &. and ZaInen, aged 8 Share how they felt their parent was arrested, how they cope wlth(xrt thetrparent. what supwrt they get from us at and what it's Ilketo vblt sorneone In We're w proud of Carnera Jada, Zainen and Evie for in8 $0 honest andgiving us all of their best alvi 17 Talkin8 ab)ut death is an impx)rtantpart of life- after a]L it'soneof the most eertaln parts of IL It's somethlngthat affertSU5 all. that notall of ustend t0svendtimethIn￿ ortalking atKJut. There's still a massive stigma surrouncting death and it can be quite a dlfficult subj to tackl4 especiallytor people with learning disabilitle& People with learnin8 disabilities can metimes feel a bit left out and be excluded from imwrtant¢onversations aL￿t things like funeral aryan￿entS for them*lves and loval ones who are thk and dying, and about remembering people. We ]istened to the kwple we support and wanted to do something to help makethe subject of deathlotsmore acce&ql)le foreveryon¢ startingby puttln8 together a group made up of ptrjpie we wptx)rt and PSS people to come t￿her regularly and tallc about how y￿ can supwt peoplebetter at the end of their Jive& Death café Back tri December 202L r*opk Sllp￿rt￿ byourMakln8Days*rvlces inLiverp)ol gathered together for a death café hosted by our friends over at People Thst - Merseysldeorganlsatfionran by people wlth learnbw dlsabllltles. Their misslon Is to empowerpeoplewlth learnlngdisabilities to haveavoke. learnand growthrougheducatlo counsel]Ingandadv￿acy. PwpleFirst'sdeathcafesareallab)ut supportin8 peoplewhohave a learnln8 dfisablllty to have IM￿rtant tonversatlons about death and iUne4 to feel more alucated and Infornied aknut death and to ranernl*r p￿plethey.ye lost. It was a really emp)wering land actually super fun) day tor everyone who came alon8. wlth plenty of lfrght moments t￿- llke the whole rcx)rn havlng a bx￿e to'Always L￿k On The Bright Side of Life,, for example P&)ple First performed a thought-provokln8 p]ay a￿ut a friend who had died Fwple disL-ussing plans for her funeral and how she'd like to rememEered aTOur￿ her. There were loads of actlvltSes supwjrtlng people to open up about llfe and death: things pg)ple would like to aLtomplish before they die. what songs ￿pIe would like to played at their funeraL how their ￿rfeCt lastday on Earth would be spent and who thevd Ilke to talk at their funeral. There was also a chance to refiert on loved ones lost, remembering what people loved alx￿t that ￿s0Th and treasuring their memory by stlcking thetr reflections on a wial Ynemory tree.. i d￿.. Another ace blt of work that came from thls year was our When I dle, I￿(￿1et - a place for people we supwjrt to reflett on and write down ajl the thln8S they'd like to hapFen when they dio The￿￿klet was written Rnpartnershipwith ￿PIe we supp)rt and has everything In there, frorn the rnuslc they'd llke at thetr funeral th￿U8h to Lasting Power of Attorney what thevd Ilke to hapwi to thelr thlTW helplng p￿p}et0 make a of all their wishes In a really accessible way. We hope this little bcx)k will mean more people with lean￿n8 disabilities can get involved in their end-of.life plans and know that their voices have F*en hear We reckon everyone - no matter who you are - should be able to have lovlng. safe re]ationshlp& ThatdcEsntalvnysrnean romant1crelatlonshipsklth(￿sh we mean that. too we're talking ab)ut having relationships with friends neighEours, colleagues and anyone else in CAJr llves, too. To do that V￿ need to feel llke our relationshipB are respecth mutual and safe And we need to make sure we Und￿ what we want from a reladonthip and where our ar& We know that ￿Metirne￿ Exopje with learning dI￿bIlitie8Can sometinw feel a bit left cArt WI￿lt cornes tobulldlng new re]ationship4 ard slnce we work with lots of wjple who want to get out there and meet new peopE we thought it was the right thing to do to tackle what we can do to help. We put it on our Falr Play for All Strat￿. and In 2021 started towork towards our goal& Our first step v•as to geta blt of agroup t￿ether￿nVOlvthn¥l(ts0f peq>le we sipikn and PSS sUp￿rt staff, to ta]k Te8ularly ab)ut what we can doto sUp￿rt ￿?ple In thetr relatlonshlps and what we should workon. We'vebeen ltstenlngtoand learni￿ fromlotsofpeoplev￿sUp￿twh0areaIreadY in friendships and relationships aiK)ut what they need from us and We￿ teen chattlng to people who V￿uld love to have more relatThSl￿ In thetr Ilv< or who want to learn more ab)ut thln8s like safe EDUndarI￿ alM)ut what we can do to help them, t￿. We've taken all that knowled8e and we're brewingup9)rnestaff re9)ur￿aN1 awarenessdaysft)r next year. It's I￿1 such a brilllant adventure wAth kns ot laushs and fun alon8 the way. We canl walt to help morepeoplewe suprK)rt flnd tlthtrfibe& Fary frr you to x)methln8 our fpr(ununlcatlons team are Work1￿ really hard on. Thè team's only llttle. Just two people. and so pnlucin8 easy read verslixu of everyth￿ that 8oes out across the or8anlsatlon Is qufte the task - we'd rdly ilke It to happuL U￿, our h￿d of communication& d￿ld￿l it was tlme to train as many wle as we could to write easy read Infonnatlm s) that whenever we're glyh￿ {rn￿rtant Info out to r•)le 4Ye ￿pp￿t who have leaTnln8 dlsabllltles, we can help them to understand She organlsed g)me trainlng Sn how to wrlte easy read cornrnunkatloThs for IS ot our people and they're now all 8earal up and ready to produce easy read verslons of the Info they need to get to pecyle we We'realx)workln8on*ttSngupa tthtlngtxwdof peop1eWe￿p￿rtwhoaTeaknpaknte aknNt accesslbie o)rnmunkatk+￿ They're￿1￿ to v# what we do and make sure It's up to scratth Wore it out Theme two: we'll make WL8e ded￿OnS t generations. at keep us around for future 19 fought really hard to save it We know how vital it i& thouth to have sustalnable fundlng- fies the best thing for PSS. the pgjple we sup4x)rt and our devoted tearns who glve their all everyday. Weshouldnt have to scramble roundforfundingfor services1Skethi& but ti's the unfortunate reallty. This time weiust Cr￿ldnt find a funding stream that could keep Ruby golng stably In the same way as It had It was a real blow to everyone Involved fin the servlty That's when our friends at the Mintstry of Justice (MOJI stepptss In and agreed to fund Ruby to continue supporting the y￿rnen we Y￿rk with in our Women's Turnaround service, who have been through the Crimin￿ justi￿ systenL many women who u* our Women's Turnaround Servi￿ have teen victlms of dornestic allltse at x>me time- so beiryg ableto CDntlnue offeringthat spEcialtst supwrt to the* women is fantastlc and v￿'re really 8ratefui tothe MOJ to ableto continue ofteringthese women high*uality sUp￿rt. Although not tri fitswual way. Ruby canshfine o Keep 8rowln& keep ioln£ Ahhoughtherehave detinitelyE*ena tew sadmomentsthbyearwlththelossofgJmereally ImFQrtant vrtork ￿￿'Yea]SO had jotsot happy8rowth atMI retentlon stcrles In 2021.2Z Were delightal to have retalned Trjr all work supportlng famllles at HMP Altcourse In Llverpv)ol our Uatson and Diverslon Y￿ry￿4 sup￿rtIng p￿pIe who rn18ht be at rlsk of offenthn8, our Parent and Baby Reladonshlps servltt, supwrtfing new parents to form brllllant tfjnds wlth thetr chlldrery and our Women's Turnaround New Lthf service, which supp)rtsunempbyed oreconomlcally inactlvewomen in CheshiretO8etback tritowork We were also really happy to s18n a fresh contrart with our Shared Lives ￿mmISSIOnerS tr& NortolL who have awarded us another flve years of provldln8 people vAth the supwrt they need In a safe, happy horne with one of our Nortolk Shared Uves Care￿ In Llncs we've seen loads of lovely grovrth tri our Shared Uves wvfice and dwite havln8 a few team mateg mlssln8 thls year- the team's Work￿ well with our commLssloner and th￿lIe pllll￿ fit out the t88. t tri tern￿ of b￿growt￿ thffe's one bwewe have to rnÈntlorL In May 2021. wewerechuffal to bits tobe awanled over £3million worthotC¢Mitracts by the MOJ to expand our fantastic Women's Turnaround Serv1￿ Iwhlch used to be Just In Merseyside) into Wale4 Che5htre and the WirraL Pretty Impressiv< right? Women's Turnaround sup￿rtS wornen who have offend￿1 to understand the reaxtrns why theVve chosen trj &) what they ve done and overcome any issues that may have ledthem to make choices- thfings like housin8 issues. unernplosThent, and alcohol addtctlo debtproblems parentingstru88]esand domestK abuse. By rectsfyingtheseissue&thewomen we support are le&$ ]Ikelyto offend agahL Thanksto thSs mega expansi0n.v￿'rechUffed tobe able to offer even more women this lIfethn￿ supwrL The contracts have E￿n av￿rded to us as part of the MOJ'S plans to lrnprove the Probation Service by bringin8 it back into the public sector. makin8 it easier for third sector status and we now run our Servi￿ dirttdy tri North Wales and East ctthire. On the Wirral. In Cheshire West and Chester, were thrllkd to be working with fellow charity, the Tomorrow's Wome metlmes It's the little charys that make the bl88est dIfferer￿e to how we feeL For the longest tlmewe had a Shared lives England team anda Shared Lives Walesteam who did all orblted around eath other. Onedaywe back and thou8ht actually, why have wegot two majorly talented teams 80in8 solo when we can have one b8 Shared Iives su and be even more brilliant? Klnd of Ilke how Bryan from w￿lfe and Ke£th from knone joined force5 to rnake P￿Ife. except k￿d$ better, with morethan two people and with a lot lo(xlJesl rnore ￿al impacL Now we've wt oneblg Sharal Uves teatn andwe'refeelln8 more our LjI￿Enshlre coMM￿er who's helpal u$achlewe lotsolyowth, and In SuffolK we've seen the same thIn8.(￿ reladonshlpwlth UverKooiatycouncil 8rowsstron8erall thetlme andtheYvÈ lu# 8lven us the8reen118ht to put fLtuson Shared Uves carer recruitment In Merseyd¢k We're proud of the stton8 relationthip LNJr teams forge wlth wr comrntsdonersand Itsall down to how they llvethe Pssvaluesln eYtyhlD8 they do Theme three: people want to be part of our down-t(￿artIL Strong and ambitious team ot staff, Shared Lives carers and volunteer& Our differences are celebrated but our values unite Awards. bluv hewts was picked out by our leadership tearn - who akn said how hard it was to make a dedston with so rnanyp￿ VTOrthy of a wi So-whomadethe shortlist and whowerethlsyearfs wlnners? The BIR.Hearted Award Jessica Sthorth Prknners, Famllles Jane(YHare, Supw)rted Llvln8 MichaelGalbraith Parent.Baby Services Pr4fY--T7i1 A- Pet< WellbeiD8 Centres volunteer Pride of PSS 2021 Award Bob Bell, Shared Llves kknrth West Covld.19 Hero 2021 Awanl. Thts 4￿la1 award wa$ glvenbythe leadttshlp team tosaythankyou to Usa for golng above andiyondherrole In Sharedlives tohead upacornplexproj￿tWlth liverprK)I City Coundl As you can s* we've got lotsof very SP￿ p)plewortring and volunteerin8 wlth us here at PSS aTMlev8y ythr we'xelnaweof all theamaZi￿aCtS0f brawandsptrlt our people show day ITh day OUL Not that they'd tell you thac of (y)ur* for them it's just part of the day30b. HYb￿d worb Same as rnanydifferent organisations acrossthe 8kn￿ hybrid working is a ￿ManeTht thing forusnowand we'Vel￿ doing it Sin￿OUr returntoofficeworkingearliw In 2021. It'sgiveTh our offic&based teams the flexibility to be at home when they The￿1 to be. or be with p￿pIe when they needto be.tcM)- whichworksout 8reat for lots of different people whoeither love worlang frorn horne tor the productivity it brfin8s or love It for the way it fits around their Ersonal Ilv We've always lov￿ the way our culture has created a lovely atmc6phere in our offices and although we y￿nted to yve people muth more freedom to decide thelr own hours and Ic￿tIonS of work than we dfid Wore the pandemic (who knew so much home worklng wa% p)sslble?11, we wanted to wt an a8reement tri place to try and retaln some of that PSS maglc when people get together in ￿rS0Th We did a lot of thInk￿ ab)ut havin8 a minlmum amount of tlme In the ottltt. and what we came up wlth ts worknng really we]L Cmr office- based teams rnake surethey're In the office 40% of theirtlme- and they can be at home. in a eafé or wherever they need to work - for the resL Or, fif It's better for them. tTry can CDme Into our offlceslOO%of the tlme. or 75%or 50%. whateverworks for them and their team, Sayln8 a bl8 thank you Thanks to 9)me very careful bud8et managemenl In De￿rnber 2021, Ive V￿re excited to I able to give each and every Mernt￿r0f our tearn a 81ft- some IA)ve2Shop vouchers- as a big thank you for all they did during what turned out to be another difficult year fi8htln8 all little fires COVID-19 started and gettin8 on wfith thetr day ￿b& We knew it was imp￿ant to give our teams the chance to focus thetrattentlon in theright pla￿ sowe had a little lo)k at ourfi year Big P]an with our senior management team and agreed ￿me bits and knbs to put on pau* for a Httle whlle As pressures start to ]ifL we'll go back and see what we can re1ntroJu￿, but for now, we￿e given our teams Spa￿ to breathe and rdlert which is x) imwrtant on many different level& Theme four: we believe that tethnology, when used in the right way, can make everyone's personal and professional live3 easier and I￿tter. Oneof thethemeson ourB* Plan tsab)ut howtech can help Irnptovem)le's Ilv* arml we mentioned earlier that our Makin8 Daysrn havejurt moved into a brand newday centre on the ground floor of (w head offico Well. let usteu you. tt's ]ike Curry's in there- thanks to the hard work of teeh team. there's $0 rnueh ec￿1 t￿h for the people we SUPW4rt to enp)y. tt's made the rest of us really Pa10￿ What an arnazlng op￿rtUnIty for the Makfing Daysgang toget stuckinto newhoblxesaNicreativeproittt& andtolearnlotsof digitalskil When we expanded our contracts with the MOJ. we had to do a lot of work to meet g)me tASME help30rganlsatlons Ilkeoursdoasmuth aswecan to prevent ￿rne of the maln cytr securlty Issues out there and protect the h￿0 we hold a￿ut the people we supp)rt. The dIffereTh￿ between IASME and other cetlfications we'vedone ts that It Includes things Ilke pollaes ar￿ tralning as well as the usual control type check& <￿Ir quality, governance and teth teams ￿ined for￿ to look at thln8s like mordtorI￿ risk assessment and mana8emenL change managemenL inadent responm and how we handle buslnes8 continuity. makin8 sure V￿ put the tASME standards in plac& we'retry1t￿tObe aSsusta￿￿b1e aswJsslble,arrfl the mak)rftyof (w Offkesarenowvtrtu￿V •• paperles&.. but If there's onethingCOv1￿19 l￿WnS weregiKAI for. It was for bulldln8 UP our team's tech sklljs and showlng us that we dont ne￿1 to rely on havlng accES5 to prlntsrs to do the maJoTIty of our vrnrk They're nrt completely th)let¢ of course - there are deflnltely ￿rne thln8s we stlll need physlcal copies of, espEcially when It comes to conrnunlcatln8 wfith w)ple In an aLressible way- but thanks to our people 8ettln8 to 8rt wlththelikesof di81ts1 slputw4 OneDrlveandTeam& We￿reallY reduced how muchwe prinL So much sn that we've Ixen able to retlTe gxne of t￿ prfntffs fm ¢xw offi - atml as 2021.22 draws to a doR we're ￿ d(x to cornpletiorL Intr(xaucing Eclipse has toa wholenewwayofvrtTknryandap*thiscomplexasddinitely hadfitshurdl< I￿twe're now really ck&qe to signing ft all off as Ikme ard duaaL Iysbeen M rnean feat tog& this far. but lys worth tt to know we￿e got all the Info we alwt tt* wle we suP￿rt in one Thls year we launched one of the snazzlest new wekn had for ages - MatchtiwLives.o)nL It's a brilliant wetsite we I￿lIt to help rnatch Sharal Lives Carers with people we support. It rnakes matches in a way Ami]arto how adatin8 app might work lexeept there's ObV￿￿V no datlng at all Involvalg.1(x)klng at what 9)m*ine's lth)klng for in a carer and what our carers can offer. Matching Lives allows our carets to Create an onllne profile that tells xKial work protessionals and pg)ple who are looklng for sUp￿rt all a￿￿ut thern ard what they (Xn offer as a Shared Llves carer. When xKial workers or other profe&th)nth are lookln8 for a carer to SUp￿rt someone who wants to uye Shared Llve8. thevre able to tell the V4vebslte to show them the profilesof carers who can n￿et the needs of the specific person they're workln8 vAth- for exampl< they may need someone who has no S who can prov*de per￿nal care and has an accesslble house. The ffiTebslte wlll searth throu8h all thecarer profljesin ouronlinedataba*and show them thecarers who wlllmeet those need&Sodal careprofessionals and people we SUPF#)rt arethen ableto vlewtheproflles of carers who will ￿ a gocxl rnatch for them aNI find out a bit more aEK>ut thenL At the click meet S) far, we* tr5aJlln8 ft wlth a c￿pIe of our comM￿nerS to ￿ how fit all v￿rkS in practtse It's hot off the preM and tt's prdty LWI and we can't walt to hear aiwt all the matches made in heave Theme five: we have a positive impact on our wtor. our local communitie& the people within them and the planet we live OIL Hlttkn¥the mark Pay'soneof thethiD8sthat alwaysLThnesupon(Mw staff Si￿eV aston8 ￿MethIng our staff V￿Uld]lkeU5tOW0TkO￿- In f< It'$consbtentlyoneof our lOW&t￿or1D8area￿we belleve In falrnes% and we want to make sure we're ltstathw to what (w team tellsus, y) thts year, we comeup wlth a way to look Into at PS to ￿ if there's anythlng V￿cand0. tn autumn 202L we started Wor￿￿8 away with the heads ￿ our servi￿, lrt at Maklng Days other trustees and PSS staff who are algj passionate aiK>Ut sustainabillty. T￿ether. the team started to write the PSS sustslnablllty pkn. at the Unital NatM>rs' A￿ainabl]ity development 8031$ and LY)mparin8 them wlth PSS prioritiu Agreat tIn￿waS had all round. and the people who u our Maling Days Servi￿ even used their brand new kitchen to create a tasty vegan Isustsinablel lunch for the ￿slO We can't walttoseeall thewayswe'rewlngtomakethe workl alknrp￿l Our I￿￿Orn￿7n￿ in 2021.22 Companles Act 2LX)6. Financial results results, and how we have beenableto(x)ntinueto mlnlmtse the￿tentIal long terni fSnanelal Impact of COV11>19. We rec¢8ntse that WOrktr￿ wlth the provisi￿ ot statutory seDAw has supp)rted our flnanclal sustalnability in a way that ￿ing granvdonations reliant durln8 sucha turbuknt tImeVK￿ldntha￿c￿r netIn(xxfteandex￿dltuTe, tr￿luS￿eof￿finSand 109ges on investments. recorded a SU[ph￿ of £1.4m12021. £LSml. Gain5 on Investment for the year totslled £0.4m12021: 8aSnof £0.7ml wlth the underlyin8 p)sitionexduslve of galnsand low on Investments L*ln8 a healthy £0.6m1202L" £OAm). In ]i8ht of the favourable year we rewarded eath stsfE rnern￿r vAth a £XKJ high street shopping vouchers to recognise the tremendous vmrk delivered through such challeth tSmes. We have also now rnade a dttislon frorn June 2022 to pay our lowestpaid earners in line with the real living wage and. for thixe services that do not aflord this, we are in talks with the cornmwoners ab)ut reworkin8 models or Fthntially handl￿ Servi￿ back In relation to COV]r>19. We are pleased to 3& our affthd Servlees have return￿ to full There are nopost balance shftt events in relation to COVTrI9. Statement of Financial Activities ## **Income** Our yearly income of £19.4m represents an increase of £0.9m on prior year income. The increase is due mainly to continued growth in our Shared Lives services and winning our Turnaround contract with the Ministry of Justice. This growth was partly offset by reduced numbers returning to our Making Days service, due to COVID-19, and the closure of our Queens Drive Supported Living service, due to the sad death of Andrew Devine who we have supported for many years. Income by _**Portfolio:**_ **----- Start of picture text -----**
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Our Shared Lives service remains the strongest generating 67% of our income and this is in line with last year. Our Strengthening Families stood at 11% against a prior of 8% due to the winning of our Turnaround projects is Merseyside Cheshire and Wales. ## **Expenditure** Our yearly expenditure of £18.9m was £1.1m up on prior year. Our increase in costs is mainly associated with growth, depreciation and costs associated with returning to an element of office-based working. ## **Pension** During the year we continued to work with First Actuarial LLP in relation to our section 75 debt of £1.9m that was triggered on 30 September 2020, when PSS left the Growth Plan run by TPT Retirement Solutions. The Scheme Actuary to the Growth Plan provided an uncertified debt figure of £1.9m but has been instructed by the Growth Plan trustee to not certify the debt, due to an ongoing court case regarding the potential non-adherence to scheme rules. In response, PSS have agreed a 'period of grace' with the Growth Plan trustee to 30 September 2023. In July 2022, TPT provided an updated debt on withdrawal figure of £1.24m for PSS as at 30 September 2021. This amount has been recognised in the balance sheet, along with deficit contribution payments due from when PSS left the Growth Plan to that valuation date of £161k. In June 2022, TPT Retirement Solutions issued a new update to Growth Plan employers. This update confirmed that the court case could increase liabilities in the Growth Plan. The court process is ongoing and the matter is unlikely to be resolved before the end of 2024, at the earliest. In August 2022, TPT confirmed that the Court case does affect the Growth Plan. The 29 Scheme ActLLary hasestimatedthac if the Court ruksasainstthe Trust* the Section75debt for PSS wlll Increase by around £350.0(X). PSS has reco￿ a contingent liability for this amount{￿note9j basedonthelevelofuncertthty regard￿theoUte￿rneofthe court case. Balance Sheet Ckw Totsi fundsw*ition Ar￿rea￿d by £15m to£95 WorkJn8 12pltal Our liquidity sX>Sition has reMaIr￿ healthy vAth £L9m (2012L. U3m) lein8 held In cash at year.en(L The or8anlsatk>n ts able to cover Its imnwtste llabSJltles by a factor of L712012L' 241. Debt Asat 31 Mareh 2022wethreredei* fre& Partof our ￿￿10n defldt 1xry￿ut planswlll Involve 8￿urIng a loan from our bank. TFf have agreed an extension to the WILMI of gracR to 30 Septemter 2023 and PSS has untll thfis date to pay the debt or rtrenter the ￿erne. The loan app]Icadon ts therefore on hold untll tlme as the detklt becomes payab Thevalueof our investmentshasincreasedby £12m a8wnstprioryear,from £4.7mto £5.9nL Theincrea8e isdue to unrealiwlgairLS of £0.4m and £OAm invested durln8 theyear fromour bank deFDslt account. Thfis representsa total return of ILPA which m*tsour targetof CPI + 5% The F￿nd ts rnanaged by the Manager as an unreg￿ted collectlve Investment xheme and can cover our current cash flow needs and p)tential futUTe obligation& This is done with the ob]￿tiVe that we would be able to o)ntinue our work If fa￿d wlth difficult financial time$ whilst having time to adiust our busin￿ strategy. and addltionally nwirrrise the fuT avallabk to fund tharitable actlvitle& By definitio￿ our fr￿ reserves are unrestricted re*rves less tangible fixed awets al￿ should ￿Ver eight to ten weeks of anticipated Our balan￿ of fr￿ reserves currently stands at £55nL This tricludes the target of approximately eight to ten weeks, worth of anticipated expendlture and the remats￿n8 bajan￿ makes up ¢)ur Transtormation & Development fund Thts ts r￿eWed regularly and our Trustees conthr the level of free reserve5held to7￿ sattsfactory. Our restricted fundsaretobe used fordeta5kn1 PUT￿￿% sp￿lf￿ bytheorfglnalobfrctlves of those funder&Threeof the restrktedfunds ChJ]d Welfare, Mountford Fundand Live4x)ol Queen Victoria Fund have been Invested and the income arisi￿8 is spent on the specified The Trusttts have 8fven consideration to the basls of preparln8 fInan￿ statements In the context of thechallen8in8tirnes attectin8 thecharitable seLtor induding any ongoing impact of COVI￿19. A rollin8 four year forecast ts revlewed quarterly by our Flnance Cor(unittee. Includln8 sensitlvlty analysis refkCt￿ best and worst case scenarl¢x The ]ate5t projection for the rltha ending Marth 2023 shows an eXp￿ted surplus of £Okn and March 2024 forffa5tin8 at a surplus of £O.Im. Worst case ￿enarIO for March 2023 is forecasted at a break even sition and March 2024 a defklt of1£0.3ml. Our worst case scenario is ba￿ on not achievin8 work growth targets of £lm In 2024, and we have confidence In thls area as we exceeded our prlor y&ir target. and have already achleved 41% 01 our 3)22123 tar8ets by quarter May 2022 and we achIeV￿ 140% of 21122's growth targeL Our management accounts to Aprll 2022 are Showfing a surplus of £32k which is ahead of budget reflectin8 the pn￿ent nature of our forecasti re￿rVeS Stand at £5.Sry which would cover our total costs net of carer payments tor 6 months. The Thistees cx)nsider that the going concern basts rernal￿ appropriate Further intorniation in this re$￿t ts 8fiven In accountlng ￿￿cle& 31 This year we continued to rep)rt on a numl*r of imp>rtant key wfornwice indicators IKPlsl across various ar￿ of the I￿sInesS offain8 an'at a glance. plctureof LX)nxJrate health for our Board and SubtheDepartsnentof Health and &xial Car¥s Startin8 Wellfund. working alongshle Everton In thecommunltywehavecreatedanextensionof Parent Baby All ratedasyx%loralx)v¢ 51 (razBet 70) As an organisation that receivesthe maprity of its ineome throu8hcontractswlththe public sector we. like many other& are feeling the impact of the fundlng cuts that are taklD8 hold acro&s the UK. Thls means that service pricing and value for money areabsolutely ntral toouroffer andretentioTh is key toour future succes& Adherencetoour Development Strategy which has clear obktives around sustainability and 8rowth has enabled usto maintain a o)nsistent awroath to bids and In 2021.2022 retalned fundlng around key contracts Includln8: MOJ Women'sTUrnar(￿nd. Merwslde New Leaf LiaL8on and Dlversion We've also FAilt on our wrth stratwby wlnnlng nffiy contracts Indudlng MOJ WOrr￿n'STurnarC￿nd. ChethSre MOJ Women s Turnarwnd- Wales . GrowlngTogthr. Starting Well Flu Work that endeddurln8 the year. The Board of Tn￿eeS has ultlmate resp)nslblllty for the management of risk across P&q. However. delegated authorlty has been pas*d tothe Audit & G)vern￿e SUb￿l>MM1ttee to malntatrl a framework of risk rnan￿￿t and controlacros5 theor8an&tlo We havea cross-organisational risk registerthat sits at leadership leveiand is asSeS￿a by the Audit & r￿Mance Sub-committee. and the PA)ard quarterly. Any changes in the wtentlal impact and or interventions around these rtsks are d1Xu&8￿ at these meeting& Underneath thissitdirectorate riskretsers andunderneath that, wrtfo]ioandservice level registers. All at team meeting& We have11sted below the top th tsken from our risk r*r. Financial risk - relating to contract margins squeeze arising from the National living Wa8e le8islation and wage ex￿￿tatIL5￿ We continue to Intu>vation Strategy. We have a high level long term fllnan￿ plan that considers the tn ternis ot Investmenty PSS ts exw*ed to maTketprlce rlaks artsln8 from movements In the value ofunlts hekt hitheCOIFCharftable Invknent fund prcKedur4 whlch enables It to Identlfy measu￿. manage and monitor at any tlme the rdevant risksof thepositions to whkh the Fund ts orrnay beexp)sed and their contribution to the overall rlsk profileof the Rmd FinAnr.i21 risk - r@12tino to Dension deficit PSS rn￿￿ed away from the Grovrth PlaTh nm ￿TFr Retlrement Sobjtlons cfpT). durfng the prlor year. The Growth Plan xherne carrles a sIgnSknt defidt and PSS plans to settle thetr element of this debt We recaved contlrnutlon ol our U￿ertifIed debt figure of £L9rn as of September 2020. This fi8ure of £19m was accounted for in prior year. TPT have sin provided an u￿lated debt fEgure of £L24m as of 30 Septem1￿ 2021. whlch has i￿1 accounted for inthecurrent year, plus0Utstan￿ deficitc0ntril￿tioTh payments due tothts date of £161k TPT have advtsed tlv are not yet able to certify this fi8ure as they are worldn8 wlth Ftrst Actuartal LLP to manage this risk effe£tfivdy and are contklent our free re￿ve levels can comfortably C￿ any risk. Cyber security risks Cyber 8ecurlty conthiues tobe an fimFQrtant ￿t d our operallonal ard tknan￿ functlon& Ransomware attacks. fraudulent activlty. entrapment arxl attempted gr4x)mlng of vujnerablerwleare allpertinent rlsksfacedbyP&q. Tocounterthis wehavebeLYJmeCyber Essentials and Cyber Loentials Plus certlfle(L Jn addition during the year we employal experience PsSempkn￿shaveWfth￿wecQntlnUet0wOrkW1thOur fvnderstoensurewe arekeeping pacewith fatrwages forour sector, es￿IallY imp)rtant given the riseinthecost of livin8. We are akncornmitted topaying the real living wag Auditor In re5￿t of trust￿ at the datethe tru5tees' Tep)rt ts syl. So far as we are awarq there is no infornutlon ne￿ed by the charlty's audltor fin Connection with weparin8 t￿1r rewjrt trelevant audlt infornAtion) of which they are A5thetru5teesofthecharity ￿￿have takenall stepsthatwe ought to havetakenlnorder to make ourselves aware ol any relevant audit inforniation and to establish the company's auditor ts aware of that Informatlo A resolutlon to reappolnt Crowe UK LLPas auditors for the ensuing year wlll be prOp￿L Slgned on behalt of the trustees Julle Cooke 35 Trustees, responsibilities rewrt and the fknanclal statements fin accordan￿ with aEp]icable law and regulation& year in accordance wlth Unlted Klngdom C*rwally A￿ted Acrounting Practice (Unlted Kingdom Accountin8 Standards and applicable lawl. Under company law the trustees rnust not approve the financial statements unless they are salisfied that they 8Lve a trne and fatr vlew of the state of affairs of the charity and of the incoming resources and application of re￿Ur￿ IneludSn8 the Income and ex￿￿. of the charity for that perio(L select suitsble aca)untin8 thenapply themLIX￿iStentjy. makejudgements aThd acc(xmtin8estlmatesthatare re￿nableand pniden¢ state whether applicable UK Acmuntln8 standa￿ have iwi followed wblect to any nuterlal departuresdlxk)wl and explalned tri the flnanclal statement$ ar prepare the ffnancial statements on the golng concern bats unles8 It lslnappropr5ats to presume that thecharfitywlll continue In business The tn￿ee$ are resp)nslble tor keepln8 adequate accounting records that are ￿ffIcient to show and explaln the charity's transactlons and dtsclose the finandal posltlon of PSS wlth reasonable accuracy at any time and enable thern to ensure that the flnanclal statements comply wlth the UK Companfies Act 2006. They're alwj re4￿nSibLe for safeguardingtheassetsof thetharltyand taklngreag)nablesteps fortheprevention and detection of fraud and other Srre8ularttle& Flnanclal statsments arepubllsheA on PSYS webstteln acCOrdan￿WIth ￿SlatIon trithe United Kingdom 8overnln8 the preparation and dissemination of financial statements. which may vary from legis]ation tri other Jurlsdlctlon& The rna1ntenan￿ and Integrlty of the charity's wetsite is the r￿nSiBIlItY of the trusts& The trustees, ￿ponsIbIlIty also extendsto the on8oin8 integrity of the finan￿ statements contained therein. Independent Auditors, Report to the Members of PSS We have audited the tinwial statements of PSS (UK) for the year ended 31 March 2022 which comprise the Statement of Financlal Acdvfitfi4 the Balance Sheet, the Statement of account5ng polide5 and notes to the financial statement& inth￿ significant accounting policie& The financial rep)rtins framework that has iEen applled fin their preparatlon ts applicable law and United Kingdom Accountln8 Standards. including Financial Rewrting Standard 102 The Flnandal ReKortln8 Standard applicable in the UK and Republicof Ireland In ouropinion the ftr￿r￿ statement 8ive a true and fair vlew ol the stste of the charltable cThnpany's affatrs as at 31 March 2022 and of Its Incoming resourcesartsa app]Icatlon of r￿urCeS Includln81ts Income aThl expendlture for the year then ended. have been prowly prepared in accordance wfth Unlted Kln8dom Generally Accep￿1 AC(￿nting Practlc¢ ar have been prepared in acLY)rdance wlth the requtrementsof the Companles Act 2006. We conducted our audit in accordance with International Standants on Auditing (UK) USAS IUKII and applicable law. Our reswnsibilities under those standards are further descrittd In the Audltor's resp)nslbllitles for the audit of the financ￿ ststements sectlon of our reprt. We are Independent of the charitable comwy in aco)rdance with the ethkal requjrements that are relevant to our audlt of the financial ststements In the UK tricludlng the FRCS Ethical Standard. and we have fulfilled our other ethlcal resp)nslbilities in ac£ordance vAth these requirement& We believe that the audit eVIden￿ we have obtalned ts sufficient and appropriate to provide a Ixsis for our opini tn aUdIth￿ the financSal statement4 we have concluded that the trustees, use of the going concern basis of acLl￿￿tIng In the pre￿tIon of the financial statements is appropriate. Based on the WOTk we have Frforme(L we have not identified any materlal uncertthtles reladng to events or COr￿ltIonS thac individually or ￿}lleCtIv￿v, may cast significant doubt on the charitable cornpanys ability to continue as a going concern foi a period of at least twelve months from when the financ￿ Statements are authorlsed for tssu& Our responsibilities and the respK)nsibilities of the trust￿ with resp￿ to 8oin8 COr￿n are descritrEd in the relevant sectlons of thisrep)rL the financial statements and our auditor's repM)rt thereoTh Our opinion on the financial statements doe5 not cover the other inft>nnation and except to the extent otherwlse expuddy stated Sn our re￿rt we do not expressanyforni Ofassur￿ conduslon thereorL <)Jr reS￿nSibility is to read the other inforrnation and In doing w, consider whether the other intorn￿tion Is materially lnc0nsts￿t with the financ￿ statements orour knowledge obtalned In the audlt or otherwise appears to be materially misstatsd If we Identlfy suth material Inconsistencies or apparnit rnaterial misstatements we are required to deterntrie whetherthis gives rise to a mateTlal mfisstatement In the financi￿ statements themselves. If, based on the work we have ￿f0Mle& we condude that there is a materlal misstatement of thts other InfoTJnatlory we are rquired to re￿rt that facL Inouroplnlon based on the work urth￿en in the course ofouraud2t the Inft)rnutlon glven In the trustees. rewrL which includes the dlrectors. rep)rt prepared for the of company law. for the financial year tor which the . the dlrectors, re￿rt Included wIthtri the truste￿ reFort have been wepared In Jn Ilght of theknowledge and Underrta￿lI￿ oftheehaTftable company and its envtronment obtained in the course of the audit we have not Identlfied material MISS￿ements in the law) are respon&￿Ie for the preparation of the ststements and for being satisfied that they give a true ar￿ fair view. and for such internal control as the trustees determine is m]￿teMent, whether due to fraud or ernr. Inpreparingthefinancial staternent8thetn￿arere5￿nSiblef0ra9sts55n8 thecharfitable company's abllity to continue as a 80ing concm dixi(kSj￿ as app]kable, matters related to going concern and the going concern basis of airounting unless the trustees elther intend to Ilquidate the charitsble company or to ce￿e o￿atIonS or have no realistic alternative but to do so. Audit￿* re8p(m8ibllitieo for tl* audltd the fAnancial Itatements a whole are free from matsrial rnis8tatemen¢ whthr due to fraud or eTh)r. and to issue an audltotrs repjrt that includes our opfinlon. Re￿nable assuran￿ is a high level of assuranc but is not a guarantee that an audit conducted tri accordance wlth ISAS (tJK) will always detect a material mfisstatement when It exlsts, Mlsstatements can arlse from fraud orerror and are consldered materfial If, tridlvkluallyor tri thea88re8atytheycoukl reasDnablybeeX￿ted toinfiuence the economk declslons of users taken on the basls of these linancial statemen Irrwlarities. includlng fraud, are Instances of nonve. to detect material mlsstatements in re$￿t of irr￿ular￿e4 I￿lUdIng frau￿ The extent to which our We obtalned an understandin8 of the legal and regulatory trameworks withln wFdch the charltablecompany operates f(￿ing onthose laws and rwlatlons that havea direct ettect on the detennination of material amounts and disclosures In the financial statements. The laws and regulations we considered in this context were the Companies Act 2CKJ6 and the Charltles Act 2011 tO8ether vAth the Charlties SORP (FRS 102). We assessed the requlred compliance with these lav￿ and regulations as part of ¢)ur audlt on the related financial statement Itern& In addition. we considered provisions of otTr￿ laws and re8ulatlons that do not have a direct effert on the ffinanci￿ statements but compllance with which might te fundamentsl to the charitablecornpany'sability tooperateortoavoid a material penalty. WeaJsoLDnsidered the opFortunities and incentives that may exist wlthinthe charitable company for fraud. Auditing standards lirnit the Tequired audit pr￿edureS to identify nonnd to these risksindudedenqufirfesotmanwent atout theirown identificationand asse&sment of the riskg of irregukntie& audfit pr￿￿ureS over hwome. sample testing on the Owin8 to the inherent limitations of an aud1¢ there ts an unavofidable rlsk that we may not have detected some rftateri￿ rnisstate￿Thts In the fInaThc￿ statement& even thou8h we have properly planned and wformed our audlt tri accordan￿ with audttln8 Standard& For from the events and transathns reflected In the flnanclal statement& the less likely the trtherently ]imlted pr￿edureS requtred by audltlng Standards would Identlfy It. In additio as with any audiL there remained a hl8her rtsk of non-detection of Irre8ularltie& as th may Involve eollusfiory forgery. Intentional 0mfi&8fi0￿ Misrepresentatio￿ or theoverrlde of internal control& We are not reskK)Ml>le for preventln8 non<0Mp]ian￿ and cannot I eX￿ted todetert nonwn as deferred Income. The outturns of other services, whose income exceeds expendltureor who* expendlture exceeds income, are taken to reserves. PSS has a slgnfiflcant degree of centra]tsation of ￿VIceS as human rex>urces busIness development, financ¢ rr and quality and cornplianee. The costs of these centrallsed services are all(xated to individual Services on the basts ol actual servlce expenditure. Thls enSL￿e$ a falr and transprnt all(￿ation of costs and is in IlnevAth accepted practices within thevoluntary sector. ReStrirt￿ funds are to ￿ used for SE￿ifIC purmw ]aiddown bythedonor. Expendlturefor thosepurposes ischarged tothefund, tcwherwitha fairallc¢atlonofoverheadsand supp)rt expendltureon the general obi￿tiveS of the charity. and equipment eurrentty held by the charfty. 45 Investments are stated in the balaTh￿ sheet at fair valu& Unrealised gains and losses arising on the revaluation of investments are. together with the realtsed 8alns and losses arising on the saleof investments, shown inthe statement of finaTh￿ actlvitlesas net gain￿(lOS$e$)0n Prowties, including laN1 and bulldings are included at fair value as at the balan￿ sheet date. A full valuation is attained frorn a qua]ified valuer, for each pro￿rtY at regular intervals and specifically In any year were the trustees Eeueve there has been a material change in value. Revaluatlon galnsor low Iwhkh are not consldered tobe irr￿aIr￿t losses) on assets heid for the charl￿S own use are Induded in the SOFA under the xtfon for other recognlsed Ikpredatlon iscalculatedtowrite off the costorvaluationof tangible fixed assets excludlng The following depreciakn rates are used. Furnlshlngs and flttlngs 25% Freehold prot Property valuation are spllt as follom Eleanor Rathbone Houst Other prOr￿ty 25% 75% 75% 25% Thesplitfor Eleanor Rathb)neHousehasbeenu%dontheadvlceof theindependent valuer& who deem the majorlty of thevalue to be in thebulldln8. The'other. properties however are much older and are therefore d￿ed to hold the maN)rity of their value in the lan(L Servke-based as*ts and as8ets Indlvklually costing bek>w £250 are wrltten off fully In the year of acqutsltlon. A portion of the leasehokl prowty. Eleanor Rathbone Hous& ts leased out to a thtrd party and is therefore rwnised as an investment pro[￿ as It meets the definition of a mixed use property. EnveStrn￿t property is held at falr value as at the t43lance sheet date. The rtion of the Eleanor Rathknne House held as trivestment pro1￿rty ts one slxth of the total fair value, which represents the area of the proFertywhlch the lessee occupies. Payments In resi*rt of operatlng agreements ftEing a8reern￿ts not givfing rfights approximating to ownethp) have been charged to the Statement of ￿anci￿ Activities on a straight line basi& Financial assets and financlal Ilabfilttles are recognised when PSSIUK)becomes a partytothe contractual provisions of the instrumenL All financial as￿ and ]iablllties are initially measured at transaction pri￿ (including transaction c05tsK PSS IUK) only has financial as and financial liabilities of a kind that qua]ify as basic finan￿ instruments Basie financial InstnThentsareinitiallyrecwised at transaetionvalue and subsequentlymeasuredatthetr settlement val Trade and other debtors are reccw￿d at the settlement amount due after any trade disCo￿t otfered Prepayments are valued at the amount prepaid Thet of any trade discounts Creditors and provisions are rttwised where P&$ IUKI has a present obll8ation resultln8 from a past event that wlli proEobly result in the transfer of tunds to a thtrd party aThd the amount due to settle the obli8ation can measured or esthnated rellably. L￿dItOrS and provisions are normally recryi1s￿ at their settlement amount after allowlng for any trade discounts due. Cash at bank and In haz Cashatbankand In handlndudescashand shorttennhighlyliquidinvestmentswithashort maturity of three months or less fromthe dateof acqulsltion or theiwiing of thede￿￿1t or slmllar acLYJunL P&S partldpated In the Growth Plan scheme, a multl*mployer deflned contribution ￿nSIon schememana8edby TpfRettrement &)lutlons (TPT). until 30" ￿pteM￿r2O2O. From the 1st Cktober 2020 PSS moved to Tr People Pendozl From the period March 2020 to Sept 2020 P&Shadentered Intoa fun(lln8 agreement contributetowardsthe p£hemedeficlL The amount reco8nlsed for thts perkxl was the net present value of the deficit contributions payable under the a8reement that relates to the deficiL The interest cost of the debt ts reflected in the SOFA with the pa￿ents Oess interest) being offset a8ainst the Jiability. On leavin8 the Growth Plarn the defklt relath￿ to PSS beo)mes due Tvf has provided an uncertlfled debt flgure for PSS as at Septemter 2020 of £Lkn calculated on an annuity buy" outba￿% InJuly 2021 TFfprovlded Psswith an updated debt figure asat 30 September 2021 of £L24m. This has fully accounted for along wlth £161k defidt contributlon payrnents du& PSS'S Period of Grace has been extended to *tember 2021 which means the debt will Ettome payable at that poinL str￿ irt ¢knEer 2020, PSS has partKipatsl in the People's Pension ￿herne, a rnaster trust multi*rnployer defined contribution xherne Managed by Contributions to the pension fund are Charg￿ to the SOFA Tennination LEnefits areemployeetenefitspayableasa result ofeitherthe charlty'sdedslon to tenninate an employee's employment: or an employ￿'S thcision to accept voluntary redundancy in exchange for th(￿l￿e11t& The charity is exempt from tax on tricome and 8ains falling within sKtion 505 of the Taxes Act 1988 or section 252 of the Taxation of Chargeable Gains Art Ign to the extent that these are applied to its charitable object& 47 Judgements. The matters considered lthw are considered to the most imp)rtant in Understandi￿ the ]l￿ernents that are involved in preparing the financial statements the uncertaSntles that could impact the amounts rep)rted sn the results of operation fInan￿￿SItIOn and cash flow& Valuation of freehold aTYI long.leasehold proFwty . In order to detennine the fair value. advi￿ is taken from iTrdew￿ent qua]Ifled valuers. In this context. Judgement demand aasslflcatlonof leases" whether leawentered 5nto by P&$ (UKI, asles8ee, fis operatfin8 leasesor financelease&ThesedecisiOnsde￿ndonanas5e5Srnent0fwhetherthe risks and rewards of ownershlp have been transferred from the lessor to the lessee on a lease by lease bas1& Other key sourcesof estimationuncertahity trthd Ikpreciation of tangible fixed assets and Impalrnient - Tanglble fix￿ assets are depreciated over thetr u*ful ]ives tskiD8 into account re51dual live& where appropriate. Provision for bad debts - bad debts ts provlded agairst when there is obiectlve evidence that the debt wll] not be recoverable. I 111-£ig,_ Iiy"Ii Iii 11111 &k i- lai 5a95 Expendlture continued 00 14&675 Land & &￿IdIn$ 17.TJ6 5JTII45 5543.097 414.424 912 413.3ZI 4174m2 6.370.848 Other wision cogts 314 ChaT5tsbleactMtles 314 £70,UX. ￿￿.C￿#) £90,lJX. llOO,W) o￿ation￿ director of finance and peop￿ and direc￿ of Ixthe55 developrnent and mana8ement was £3162471202L' £369m the year 3 h181￿r.￿Ad empknes (2021: 31 partldpated In thedeflned LDntrfi￿th?n ￿nsiOn EmpknyerfstEnsSon(x)ntrlbutions << for h58her wd staff were £Y7.333 1202L' £49.n7). The total paid durin8 the year on trUst￿waS ￿IddUring the year at a LYAt of £4284 I￿. £3246L Tangible fixed assets Balanceat L4J)21 2n(X)0 19W33 24&465 L05&103 3531901 274,754 Balanceat3L12022 Balance at L42021 Chary& forytsr io 5.151 .U4 489 821342 Lo￿3x> 29.755 46 ￿.4c wrttttn back 31-MaT.22 .Mar. 662 19g￿l2 Zll761 IW,581 2021 Cost IV404 192S404 114.*33 181114n w8282 Net I￿￿kvalue Investment property 3) 20 Balanceat L42 Athlitions Losson [evah￿tIOn Ba]anceat3L32022 Investment propaty is inclvded on a fair value bas1& An external revaluatIon was carTled out by Eckersley ￿ at 2* January 2021. The tnts have mnsldered the Yah￿tIonS ab)ve as a fair reflecti￿ of the year end fair value. Fixed asset investments Ma￿etya￿￿at0L4￿J21 I705J￿ Th,9 37JS2 4,TJUIO 241 ￿5ntrl￿tton payments due from orphan Ilabllltle& Orphan 1Sabllldes aTe the tctsl amcrtmt of the Growth Plan's Ilabllltles. whlth are not attn￿tsble to eMplo￿￿ent with any of the partldpathw employer& The for thisarn(ll￿t 91 111- l jl" li" iii- 12 An￿V$IS of cash and cash equivalents 2022 Cash]nha￿l 13 Analysis of net debt At l Aprll Cash tknv5 At31 March CashatEBnk aNI in hand 53 14 Financial commltments The charftable company has fInan￿coMMIttnents In respectof operatlng leawas follow& 22 Not ]aterthanlyear 45.OYJ 55,728 17352 15 RplAted Dartv tr2nsactlons thjring the year atotsl of QCKK) £4.7￿ Indonations wasreceived fTomRodney Paul 16 Financial instruments 2021 1853J) &9a L328.178 L69Y7 78 2276.761 4,734,610 1264538 16Z7 Inve*ments Tr&ae debtors Other debtors Trade credltors Other credttors 24L873 473,702 340.605 380,677 61