# COMPTON CARE GROUP LIMITED 

Annual Report and Consolidated Financial Statements Year Ended 31 March 2024 

CompanyRegistered LimitedCharity byNumber: Guarantee512387Registered Number: 01607631 Registered Office - 4 Compton Road West, Compton, Wolverhampton WV3 9DH www.comptoncare org.uk 

Countless Moments of Ca re 



## Contents 

|Opening statement from the Chairman of the Board and CEO|1|
|---|---|
|Trustees Annual Report|3|
|We Are Compton Care||
|Vision, mission, values|3|
|Our Services|3|
|Public Benefit|4|
|Social Impact|5|
|Support Services|5|
|Income Generation|5|
|Our Board of Trustees|5|
|Our Executive Leadership Team|6|
|Our Staff|6|
|Our Volunteers|6|
|A Year in Numbers|7|
|Activity Update|7|
|Looking forward to 2024-25|1|
|How we raise our money|12|
|Financial review|12|
|Governance|14|
|Independent auditor's report|22|
|Consolidated statement of financial activities|95|
|Balance sheets|26|
|Consolidated statement of cash flows and notes to the cash flow|97|
|statement||
|Notestotheaccounts|28|





Compton Care Group Limited - Annual Report & Consolidated Financial Statements 

Year Ended 31 March 2024 

## Opening Statement from the Chairman of the Board and CEO 

The last year has been a period of change, consolidation, and evolution for Compton Care, as we continue our mission of providing high quality accessible care and support for the people in our communities living with life limiting conditions. 

Since helping our first patients in 1982, we continue to provide tailored specialist care and support that meet our patients’ individual needs and wishes. In line with our new Clinical Strategy, we've developed and embedded our Virtual Ward service, meaning patients with complex symptoms related to their palliative diagnosis can now remain in their own home and receive enhanced specialist level and consultant-led care. This advancement in patient care has helped to prevent crisis escalation, avoid hospital admissions, and support hospital discharges. A new website has also made the referral process simpler and more user friendly for external organisations and patients to selfrefer, which has led to record numbers of referrals and calls to our 24/7 Advice and Referral Line. 

We have continued to enhance the hospice environment so that its welcoming, comfortable, and reassuring for patients and families. Our Inpatient Unit rooms have begun a transformation programme to ensure we offer modern, therapeutic, and peaceful spaces. 11 of our 18 rooms have been renovated so far and equipped with amenities including smart TVs and iPads that help patients stay connected with loved ones and enjoy their favourite entertainment. Additionally, translation apps facilitate better communication for patients who speak a different language, ensuring they feel understood and supported. The local community rallied to support us, generously donating to our ‘Home Away from Home’ Appeal to help fund this vital work. 

| 

A terminal illness not only affects the person diagnosed, but those closest to them. We have continued to provide support for family members, carers and the people who mean the most to patients through support groups, talking therapies, counselling, complementary therapies, and social work support. Our support is available throughout the duration of a person's illness and after death through our dedicated bereavement service and we ve reviewed our bereavement support and information offer for the wider community this year to increase future accessibility. 

We've developed more meaningful engagement with our communities. We launched a People Panel that now brings insight and involvement from members of the community and service users to our activities and decisionmaking processes to help gain a more rounded perspective of how our services can be developed. And we ve begun to better understand the people within the communities we serve. 

Fulfilling our ambition to work collaboratively with others, we've continued to make excellent progress to further develop our relationships with other hospices, the NHS, Members of Parliament, and the local authority. It was incredible to be able to support our most financially vulnerable patients and their loved one during the cost-ofliving crisis and help reduce their stress and anxiety through our partnership with the City of Wolverhampton Council, allocating £50,000 from the government's Household Support Fund to those who needed it most. And we worked collaboratively with the three other Staffordshire hospices, along with the Staffordshire & Stoke on Trent Integrated Care Board (ICB), to make life easier for patients and healthcare professionals in the county to access specialist palliative and end of life care help and advice via a new 24/7 telephone advice line. 

Patients and families receive our care and expertise free of charge, however this care is not free to provide. With the ongoing global financial crisis and rising costs, it has been another challenging year for our income generation teams, who are responsible for raising over 60% of our annual running costs, equating to nearly £9 million of the £14.5 million needed every year. It is due to the vital role that Compton plays in the local communities we serve that we saw £2,404,277 received, a record-breaking amount from gifts in wills. Our prestigious Gala Dinner was held at The Halls in Wolverhampton, hosted by TV's Jay Blades MBE and had over 220 guests including members of our Business Club in attendance who helped to raise an incredible £88,298. 

Despite the challenges on the high street, our Retail network had a bumper year, delivering 12% like-for-like growth and generating over £4 million in sales. Building on our store of excellence programme designed to improve customer care and experience, we have continued to improve and expand. Activity to refurbish several stores was successfully completed, along with the opening of a new store in Walsall. Our trading arm 

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Compton Care Group Limited - Annual Report & Consolidated Financial Statements 

Year Ended 31 March 2024 

not only continues to focus on delivering maximum profit to financially support the charity but also to maximise the social impact and value our shops make in the communities they are based in. 

It is our staff and volunteers that continue to be our most valued asset, and we have focused on improving communication, engagement, support, training, and development during the past year. Our Leaming & Development team have supported colleagues through our Managing@Compton programme, Learning Club and Developing Yourself workshops, along with a Clinical Development programme to support nurses. We have continued to provide external training including Advanced Communication Skills, sharing our expertise with healthcare professionals across the region, and we have worked with schools and colleges to increase placement opportunities, helping to develop the next generation. 

Our sincere thanks go to every staff member and volunteer for their dedication and commitment, helping to ensure we are there for people when they need us most. Together, we will continue to make a meaningful difference for people navigating life with a life limiting illness, helping them to live a good quality life despite the challenges they face. We understand that the impact extends far beyond the individual. It touches the lives of families, friends, and carers. That is why we are here not just for the duration of a person's illness, but beyond - offering specialist care, support, and comfort to all those affected. 

a Ros Keeton, Chairman of the Board of Trustees 


**----- Start of picture text -----**<br>
OY<br>Rachel Overfield,<br>CEO<br>**----- End of picture text -----**<br>


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Compton Care Group Limited - Annual Report & Consolidated Financial Statements 

Year Ended 31 March 2024 

| | 

## TRUSTEES’ ANNUAL REPORT 

## Strategic Report 

## We Are Compton Care 

Our Vision: Compton Care will be a leader in delivering palliative care and support for the community. 

Our Mission: Compton Care provides high quality accessible care and support for the people in our communities living with life limiting conditions. 

## Our Values: 

- e COLLABORATION - We work with patients, families, and wider healthcare communities to deliver personalised care. 

- e ACCOUNTABILITY - We demonstrate individual accountability for behaviour, performance, and impact. 

- e RESPECT - We are inclusive, we value difference, and we work together responsibly. 

- e EMPATHY - We listen, engage and act with warmth, kindness and understanding. 

## Our Services 

At Compton Care we believe people are more than their diagnosis. For over 40 years, Compton has been providing palliative and end of life care to patients, and their families, helping them to navigate every aspect of life with a life limiting condition. Our services aim to help patients and families with: 

- e The physical - helping patients deal with the physical changes brought about by their illness helping with symptom control and pain managemert. 

- e The practical - supporting families to manage practical aspects including finances, housing, legal matters and making future care plans. 

- e The emotional and spiritual - providing a safe space for patients’ families to express their thoughts, feelings, and emotions throughout the duration of a person's illness and after death. 

As well as delivering high quality essential clinical care, Compton offers a wide range of enhanced care services including psychological therapies, social care, respite, and complementary therapies which exist to support patients and families through every aspect of their palliative care journey and beyond. 

All services are delivered to patients aged 18 or over (and their families) living in Wolverhampton, parts of the Black Country, South Staffordshire, and East Shropshire. 

Every year, we review our service provision in line with our Strategic Plans and with the requirements of our local NHS commissioners. 

## Our services include: 

- e Living Well Service - giving people the practical and emotional tools to continue to live actively and independently with their condition. Each person's needs are assessed, and a bespoke package of care is offered. This can include: o Access to activities, workshops and support groups on topics including symptom management, nutrition, exercise, relaxation, horticulture, craft, and chat and planning for the future. 

   - Regular appointments and consultations with medical and clinical staff. 

   - Training and education sessions which are also available for family members and carers supporting loved ones with incurable illnesses. 

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Compton Care Group Limited - Annual Report & Consolidated Financial Statements 

Year Ended 31 March 2024 

- e Therapeutic Support - as well as supporting patients with the physical aspects of life with an incurable condition, Compton also provides emotional and spiritual support in the form of talking therapies, counselling, complementary therapies, art therapy, occupational therapy, and physiotherapy. 

- e Social Work Support - our team of palliative care social workers offer emotional support and help patients to manage practical matters such as dealing with finances, housing, legal matters and making future care plans. 

- e Inpatient Unit - delivering 24-hour care for patients needing support with pain management and symptom control, respite, and end of life care. We provide 18 beds, each with ensuite facilities and most have views of our beautiful gardens. Family members can stay overnight, and pets are encouraged to visit too. 

- e Community Services - we understand for many families it is important to be able to stay in their own home or chosen place of care. Our experienced team of specialist palliative care clinicians and community specialist palliative care consultants work in partnership with GPs, district nurses and other healthcare providers to ensure families receive the support they need to manage their condition, maintain a good quality of life, and avoid unnecessary hospital admissions. We visit people in person, by phone or video consultation providing specialist advice and support including symptom management and pain control, emotional support and in some areas arrange the provision of overnight support from our team of healthcare assistants. Our responsive approach to specialist palliative care has becomea lifeline for so many of our patients and their families, supporting patients to remain in the place they call home if preferred and preventing hospital admissions. Our rapid response team is now embedded into our services and provides essential responsive care to people whose condition changes unexpectedly or where there is an escalation of anxiety within the patient's home. 

We continue to provide a successful proactive service into our local care homes, working with GPs to ensure advance care plans and ReSPECT documents are completed for appropriate residents. Sadly, this service was ceased at the end March 2024 pending funding provision from GPs to be able to continue. 

Our community-based virtual ward has gone from strength to strength, offering hospital level care to people with very specialist palliative care needs in the place they call home. This avoids hospital attendance and admissions and ensures the vast majority of people achieve their preferred place of care and death. 

- e Family and Carer Services - a life-limiting illness not only affects the person diagnosed, but those closest to them too. Compton provides support for family members, carers and the people that mean the most to patients through support groups, talking therapies, counselling, complementary therapies, social work support and respite care. Support is available throughout the duration of a person's illness and after death through our dedicated bereavement service. Bereavement counselling is available for friends, family and loved ones of Compton patients. We also facilitate a series of bereavement information hubs for those wanting to connect with others who are experiencing any kind of bereavement, grief, or loss. 

- e Lymphoedema Care - our team of lymphoedema specialists provide treatment to ease symptoms as well as offer advice and support to help people manage and live independently with their condition. At home and out-patient appointments are offered. 

- e Community Engagement Team - we understand the value of connecting people who share similar experiences. We facilitate a series of support groups via our bereavement hubs and connect people with our various community partners with the aim of reducing isolation and improving wellbeing. 

## Public Benefit 

Compton Care is registered with and regulated by the Care Quality Commission for the following regulated activities: 

- e = Caring for adults under 65 and over 65. e Treatment of disease, disorder, or injury. 

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Compton Care Group Limited - Annual Report & Consolidated Financial Statements 

Year Ended 31 March 2024 

| | 

The quality of our services was last inspected by the Care Quality Commission in October 2019 and rated as ‘Good’, with an Outstanding in responsiveness. 

Compton Care benefits the public providing services free of charge to patients, families, and carers within our catchment area of the Black Country and the counties of Shropshire, and South and East Staffordshire. Services are open to individuals over the age of 18 regardless of race, religion, sexual orientation, age, or diagnosis. The Trustees have referred to the Charity Commission's general guidance on public health when reviewing the aims and objectives of Compton Care and in planning future activities. 

## Social Impact 

We recognise our impact goes beyond our clinical services and we have commenced work this year to start to measure, evaluate and celebrate this important work. Areas include the employment of several hundred volunteers from very diverse backgrounds, many of whom struggle to be meaningfully employed in traditional paid work. Often working as a volunteer is the only social contact the person has, or it develops confidence to apply for paid work, supplies valuable work experience for onward careers or provides a purpose to someone who needs significant flexibility around employment. We recycle thousands of donated items every year, generating income for the charity but also avoiding landfill and the impact on the environment. Our shops provide a community focus on many high streets helping to avoid social isolation and subsequent mental health problems. Similarly, our retail operations provide affordable clothing, children’s goods, furniture and household items to economically deprived parts of our communities. 

We intend to continue to build on our social impact, recognising some of our value is about being part of our communities, supporting communities in numerous ways and not just about our clinical work. 

## Support Services 

A team of dedicated and specialist support service staff and volunteers work tirelessly behind the scenes to ensure our clinicians and supportive care practitioners can deliver patient care. These services include our People teams including HR, Volunteer Services and Learning and Development; our Estates team of stewards, housekeeping, and catering; our Marketing and Communications staff; IT support, Finance, and administration colleagues. 

## Income Generation 

Patients and families receive our care and expertise free of charge, however this care is not free to provide. Our income generation teams are responsible for raising over 60% of our annual running costs, equating to nearly £9 million of the £14.5 million needed every year. Our income generation teams support and encourage individuals and businesses to raise this vital income through fundraising events and appeals, a weekly lottery and retail activities (charity shops and e-commerce). 

## Our Board of Trustees 

## Ros Keeton BDS, MCDH, DDPHRCS, FUW - Chairman of the Board 

Ros is an experienced NHS Chief Executive and health care leader who combines a dental background with substantial leadership experience across the full range of health and social care settings. She was Chief Executive of an NHS Partnership Trust offering mental health, learning disabilities, and substance misuse services. Ros then led the highly respected Birmingham Women’s NHS Foundation Trust one of only two specialist women’s hospitals in the UK. 

James Frederick McKinnon BSc (Hons), MSc - Vice Chair of the Board 

James has wide experience gained at many levels in a variety of global roles during a lengthy career with Goodyear Tire & Rubber Company. James has held senior finance and IT roles within the UK organisation, including Treasurer, Plant Controller and General Credit Manager, all of which also included extended European management responsibility. 

## Dr. Davinder Bagary 

Dav is a highly experienced GP working within our local community. Dav specialises in learning disabilities and autism and has extensive experience of working on Boards and Committees. He knows Compton very well and is keen to support in expanding our services. 

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Compton Care Group Limited - Annual Report & Consolidated Financial Statements 

Year Ended 31 March 2024 

## Anne Elizabeth Brookes 

Anne has enjoyed a long and successful career in both retail and private banking and currently heads a wealth management business in Birmingham. Anne has latterly focused on the investment and lending side of banking and manages a team of bankers and investment managers along with a portfolio of her own clients. Whilst Anne still works full time, any free time is spent walking or gardening. 

## Gary Burke 

After studying Business & Economics, Gary started his career in the aircraft industry working in Product Support. In 1981 Gary established the highly successful Burke Bros. moving group, the company has since expanded acquiring several other companies throughout the West Midlands and now includes industrial and private properties. Denise Mary Burkett-Stus With a career spanning some 40 years and having recently retired from a leadership role in the financial services sector, Denise is a senior business leader with deep knowledge and experience in all areas of a business and how to drive transformation to deliver continued success. 

## Adam Frankling BSc MCIM 

After gaining his degree in Business & Management and Professional Postgraduate Diploma in Marketing, Adam spent nearly 20 years in business development and marketing roles in the construction industry. He has spent the last three years in management consultancy, helping clients focus their strategy, leadership, and engagement. In addition, he has spent 12 years on the Board of a local educational trust, three of which were as Chair. 

## Dr. Helen Macpherson Hibbs 

Helen worked as a GP in the Wolverhampton area and has had a long and positive relationship with Compton Care. 

## Helen Julia Holden LLB 

Julia is a semi-retired solicitor, working part as a consultant and as a judge on the Oxford and Midland Circuit. She became managing partner of her law firm in the late 1980s. Her legal experience as a solicitor is wide, but predominantly in the fields of insurance law and large and complex personal injury. 

## Linda Annette Pascall MBA 

Linda was appointeda trustee in 2020 and is a registered nurse, active coach, teacher, and mentor. She has held a series of senior roles within the NHS and has extensive professional training and experience. 

## Our Executive Leadership Team 

- e Rachel Overfield RGN DPSN BSc (Hons): Chief Executive Officer & Director of Nursing 

- e James Elliott: Deputy Chief Executive Officer & Director of Income Generation, Marketing & Partnerships e = Dr Fran Hakkak MBBS BSc MSc FRCP: Medical Director e Russell Bulkeley: Director of Finance & HR 

- e Rebecca Brown RN: Director of Clinical Governance, Compliance & Informatics e Jenny Warren RN (Dip) HE, BSC (Hons), PG Cert, QN: Director of Clinical Services 

## Our Staff 

Compton Care has a dedicated team of 299 staff working within clinical services, income generation and support services to provide care and support to our patients, family members, supporters, donors, and stakeholders. 

## Our Volunteers 

Our staff are supported by a team of volunteers who offer their time in a variety of roles including greeting callers and visitors to our reception, providing essential administration support, attending events, sorting donations, and serving customers in our charity shops and much more. Compton simply could not deliver the vast range of services we do without the help of these heroes. 

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Compton Care Group Limited - Annual Report & Consolidated Financial Statements 

Year Ended 31 March 2024 

## A Year in Numbers 

- e We received 7,807 referrals to our services. 

- e 341 patients received 24-hour specialist care on our Inpatient Unit. e 8,790 visits were provided by our community teams, consisting of Planned Care, Night Support and Rapid Response to patients in their own homes. 

- e 746 patients were admitted to our newly formed virtual ward. e 26,497 calls were received and managed through our Advice and Referral Line. 

## Activity Update 

## Care and support wherever it is needed 

We understand for many families it is important to be able to stay in their own home or chosen place of care. Our experienced team of specialist palliative and community medical staff work in partnership with GPs, district nurses and other health care providers to ensure families receive the support they need to manage their condition, maintain a good quality of life, and avoid unnecessary hospital admissions. 

We have continued to develop our community services ensuring wherever possible we deliver care to people in their own home or place they call home. Our aim is to keep people out of hospital beds and avoid unnecessary hospital attendances. We do this through delivery of exceptional care in the community via a team of skilled multidisciplinary healthcare professionals. 

We have succeeded in keeping most people known to Compton out of hospital and over 90% of people achieve their preferred place of care/death. 

Our inpatient unit remains ever present for those people who simply cannot be looked after at home, usually because of complex symptoms or social circumstances. 

We have continued this year to look for a second site from which to operate clinical care and at the end ofJune, we purchased a property in the Low Hill area of the City. This will enable outpatient, complementary therapies, and bereavement services to be more accessible to the local community. We have also reserved space in the new Health and Social Care hubs being built in Oxley and Bilston. 

## Ensuring Accessibility 

Referrals into our clinical services continue to increase every quarter and we anticipate this trend to continue as mortality rates nationwide are predicted to rise over the next few years. 

Our advice and referral line now takes in excess of 2,000 calls per month, directing people to the right service or directly helping people where possible. 

We have extended our complementary therapy offering and also increased the size of our bereavement team, so we are able to support more people. We have also secured funding for year two ofour[ children] and young person's support worker. 

## Partnerships and collaborations 

Relationships have continued to develop with other local hospices and January 2024 saw the launch of a panStaffordshire 24 hour help and advice line as the first meaningful collaboration between the four Staffordshire hospices. People in Staffordshire can now dial just one number and will be connected to a palliative care organisation that will help them. The Staffordshire collaborative have other plans including a county-wide rapid response model. 

We have continued to work with Walsall Healthcare on a potential partnership to deliver some services within Walsall and have supported the Trust with a medical consultant cover over recent months. We have continued to work with Mary Stevens in Stourbridge on building a hospice voice within the Black Country. 

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Compton Care Group Limited - Annual Report & Consolidated Financial Statements 

Year Ended 31 March 2024 

At Wolverhampton Place level we are working well with primary care colleagues on new models of care delivery and have recently participated in a mapping exercise designed to identify any gaps in service provision. Our Medical director now holds a clinical leadership role around PEOLC at Black Country ICB level. 

## NHS Commissioning 

Conversations with commissioners have been frustrating this year. Despite improved frameworks which give greater clarity to the commissioning of PEOLC for ICBs, there has been very little movement on meaningful and relevant commissioning of our core specialist services. There was minimal uplift to contract values this year and all bids for ad-hoc NHS funds were unsuccessful. 

We have completed a costing exercise this year which clearly identifies the true costs of our services and how these should be funded i.e. by the NHS or by the charity. This will form the basis of discussions this year. 

In year the Board made the difficult decision that they would be prepared to reduce or close services if the funding gap from the NHS was not addressed. This will potentially becomea reality in future years if we cannot agree an improvement in funding. 

## Growth and Development 

As already referenced, we have purchased a second site in the Low Hill part of the City and reserved space in two other developments. This will increase the reach of clinical services. 

Our research portfolio has continued to grow with good recruitment into trials. Several of our clinical services have also been extended this year including bereavement, outpatients, and complementary therapies. 

## Estates 

We have completed all planned work on the Hall site this year with the training pods opened and car park work finalised. 

Several assessments have been undertaken including a disability access assessment and environment assessment. Both of these highlighted improvements we could make, and these have either been delivered or will be delivered in the coming year. 

The first two phases of our inpatient unit refurbishment were completed in August and December 2023 with very positive comments as a result. The third and final phase is planned for August 2024. 

## Information technology 

We have continued to improve our cyber security measures, focussing on staff awareness and training. Both Cyber Essentials accreditation and NHS Data Security Protection Toolkit were achieved again this year. 

We launched our new website which is more accessible and easier to navigate and responsive, enabling easier access to services and information through guided signposting. 

We have fully implemented electronic prescribing and have commenced development of electronic pathology requesting and reporting system. 

Our highly skilled IT staff have continued to support and advise other hospices recently implementing the telephone system to support a multi-hospice 24-7 advice line. 

## Learning & Development 

Compton's Learning and Development Team continue to provide a broad range of clinical and non-clinical learning opportunities for professionals involved in health, social care and beyond. Over the last twelve months, the team has expanded and includes clinical and non-clinical trainers and an early careers coordinator. The focus during this time has been: 

- e Provision of skills-based sessions to support and develop existing, new, and aspiring managers. 

- e Building partnerships with local colleges, schools, and universities to increase work placements, support internships and volunteering opportunities, and initially showcase careers in healthcare, retail, and IT. 

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Compton Care Group Limited - Annual Report & Consolidated Financial Statements 

Year Ended 31 March 2024 

- e Delivering clinical skills training, both general and specialist palliative care for our staff using different approaches including simulation-based (Sim's) training. Historically, Sim's training within palliative care has mostly been limited to communication skills, so this presented a new educational opportunity for our staff working in both [PU and the community to encounter various emergencies that require urgent intervention. The programme enabled staff to practice clinical skills necessary for recognising and managing palliative emergencies including anaphylaxis, seizure, and acute airway obstruction and evaluated positively. 

- e Improving the palliative care capabilities and skills in the wider health and social care environment and delivering training to the workforce in Care Homes and Primary Care, achieved through funding from local commissioners. 

| 

In 2023/24 two new education programmes and projects were commissioned by the NHS Black Country ICB for a range of providers including Care Homes and Advanced Care and Nurse Practitioners in Primary Care. Feedback has been positive across all areas. 

We continue to take a range of health care students on placements including paramedical student placements, and our early careers coordinator has worked with external training companies to provide supported internships and work placements to enhance future opportunities for employment and volunteering. 

We have also strengthened our internal training provision, with two new clinical educators joining the team in 2023. 

## Staff and Volunteers 

At 31 March 2024, the number of paid staff was as follows: 


**----- Start of picture text -----**<br>
||||||||||
|---|---|---|---|---|---|---|---|---|
|Paid|staff|
|Full|time|Part|time|Total|
|Directors|(Trustees)|-|:|-|
|Patient|care|and|Learning|&|Development|69|107|176|
|Income|Generation|and|Marketing|57|52|109|
|Support|Services|16|3|19|
|Total|Compton|Care Group|-|31|March|2024|
|GC|
|Total|Compton|Care Group|-|31|March|2023|

**----- End of picture text -----**<br>


## Human Resources 

Staff levels over the past year have remained consistent. However, due to the financial constraints within the UK economy and the consequential reduction in charitable funding, it has been necessary to develop leaner ways of working and reduce duplication of tasks. This has enabled us to use existing resources to recruit into growth areas whilst redistributing tasks across other established teams. 

The calibre of candidates has improved over the previous twelve months as changes continue to develop in the way we recruit such as shortlisting within an unconscious bias methodology and selecting candidates on their skills not their socio-economic status. 

The time to recruit and onboarding timelines have reduced with changes to probation periods being made to improve staff performance and retention. New role assessments have been introduced as more employees actively seek internal promotion opportunities. Disclosure & Banning Service (DBS) processes were reviewed during the year, with improved targeting of checks and results received in a timelier manner. 

Process changes to workforce procedures have seen tighter financial controls implemented particularly during recruitment, with managers having on-going training to help monitor and manage, holidays, sickness, time-off-inlieu, overtime, and flexible working requests. 

The HR system is now rolled out to all staff as a ‘one stop’ shop which helps the organisation with key initiatives around workforce planning, managing wellbeing, succession and talent planning and providing good data metrics upon which to make workforce decisions. Employees are able to own their own data, ensuring accuracy is maintained with training modules and well-being benefits linked. 

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Compton Care Group Limited - Annual Report & Consolidated Financial Statements 

Year Ended 31 March 2024 

## Volunteer Support 

Much of the work Compton does would not be possible without the hard-working and committed volunteer base, who dedicate their time across the whole organisation. Over 85% of our volunteers support our shops and other income generation areas, with the remaining 15% supporting the various clinical departments and support services. 

Following feedback from managers and volunteers around onerous recruitment practices, the whole process was reviewed during 2023 and stream-lined, which coupled with additional technology in the retail stores has greatly modernised the application process. As a consequence, volunteer numbers have increased by over 27% in the year enabling Compton to extend services and improve income generation. 

Recruitment initiatives continue such as schemes for early careers and young people doing placements across the organisation within a volunteering capacity. This has enabled several volunteers to successfully apply and be offered paid roles at Compton, whilst it is pleasing that others have used the experience they have gained, to successfully find employment in the wider economy. 

The Trustees, who themselves are volunteers, along with the Executive Leadership Team and Compton as a whole, would like to thank all our volunteers for their hard work and dedication and as a token of our appreciation have this last year reintroduced the presentation of long service badges to volunteers as recognition of their selfless support and service rendered. 

## Community Fundraising 

We have had some tremendous support from our community in 2023/24, raising almost £250,000 from community fundraising activity, which was a 13% growth on last year. Compton supporters undertook various challenges and activities to raise money on our behalf, including quiz nights, cake sales, one supporter ran 1Okm a day throughout November, one of our intrepid supporters climbed the Matterhorn, and a special mention to Noah Showell who donated money for her 100th Birthday! 

Compton held its first ever Facebook challenge in 2023/24; Compton's ‘a mile a day’ took place throughout the month of January which was a great success, over 1OO people registered and raised almost £5,000. 

Local businesses continue to support Compton Care through membership of the Business Club and through generous gifts in kind. Over £112,000 was raised through corporate support in 2023/24. 

In March 2024, Compton was the main charity partner for the Wolves 1Okm for the second year, and raised over £29,000, with 174 runners - we were also delighted that we had four runners finishing in the top 10, including the overall winner of the race. 

We held our second consecutive Gala Dinner in November 2023, which took place in the Wulfrun Hall in Wolverhampton, hosted by BBC's Repair Shop, Jay Blades, MBE; the evening raised an incredible £88,298 with 220 guests attending. 

Our Light Up a Light ceremony took place at Compton Hall in December 2023, with over 700 people attending, the highest number of participants we've welcomed for this event to celebrate the lives of those no longer with us. 

## Green 

We have worked with an external company this year to fully understand our energy usage and identify plans to reduce energy consumption, working with the same company to assess what if anything we could do to work towards a carbon neutral position. 

We have undertaken a range of actions to reduce energy consumption and will be installing solar panels and secondary double glazing in the coming year. 

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Compton Care Group Limited - Annual Report & Consolidated Financial Statements 

Year Ended 31 March 2024 

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## Section 172(1) statement (The Companies (Miscellaneous Reporting) Regulations 2018) 

The Charity regularly reviews principal stakeholders and Compton engages with them. The stakeholder voice is brought into the boardroom throughout the annual cycle through information provided by the management team and by direct engagement with stakeholders themselves. The relevance of each stakeholder group may increase or decrease depending on the matter or issue in question, so the Board seeks to consider the needs and priorities of each stakeholder group during its discussions and as part of its decision making. 

The Charity does not have a dependency on any supplier but deals with both large and small enterprises aiming to always pay within terms and build a long-standing relationship with its suppliers which is beneficial to both parties. Where it is practicable, local suppliers are included in tender processes. 

## Looking Forward to 2024/25 

We have now renewed all of our key underpinning strategic plans, including: 

- e = Clinical e Estates e Income generation and finance e = Informatics e People 

These set the direction for the organisation in detail for the next three years and are reported against within our assurance sub-committees. 

The focus of our clinical strategy continues to be around access and reach so all of the communities we serve can receive excellent palliative and end of life care. Within this there are ambitious plans for growth, workforce development and innovation. 

Our estates strategy includes assessments around environmental sustainability and disability access. There is also a clear intention described regarding estates expansion in retail, coffee outlets and clinical locations. Operationally a focus will also be on bringing estates management functions closer to our retail estate functions. 

Our finance and income generation strategies are linked to our financial forecast position and have plans detailed regarding increasing income through retail growth, corporate and stakeholder engagement and lottery expansion. Informatics is mainly focused on cyber security and ensuring we are as innovative as possible within our IT systems and approaches. 

Our People strategy is concerned with growing and developing our workforce across the whole organisation. There is a specific focus on organisational development including staff engagement, leadership development, values and behaviours and wellbeing. We also in this period intend to review our pay structures and pension provision. Learning and development has key internal targets but also some stretch external requirements. 

Finally, we recognise that to be sustainable in the long term we need to extend our reach both clinically and for income generation opportunities. There are huge opportunities to reduce our infrastructure costs and gain economies of scale if we were operating over a larger patch. So, we will continue to consider partnerships and collaborations that enable this. 

u 



Compton Care Group Limited - Annual Report & Consolidated Financial Statements 

Year Ended 31 March 2024 

## How we raise our money 

So many of the achievements in this review are only possible because of the generosity and kindness of amazing individuals, organisations, and trusts. Their donations and support have enabled us to make a real impact and improve the lives of our patients and families. 

- e £376,254 was raised by our incredible community supporters through events, community organised initiatives or various celebrations including birthdays, weddings, and anniversaries. 

- e Corporate partners donated nearly £112,000 including over £26,000 of gifts in kind. In addition, 4 corporate groups provided 29 volunteers donating 174 hours of their time. 

- e £2,404,277 was gifted by generous individuals leaving us a gift in their will. 

- e £967,289 was raised through ticket sales and donations by our Compton Lottery community. 

- e 67] people donated £34,741 as part of our annual Christmas Wish appeal. e £289,668 was raised by supporters adding Gift Aid to their donated goods to our shops. e 7,280 customers raised over £191,722 through our online retail channels. e We received £3.5m in grant funding from the NHS which once more was not uplifted to match the rate of inflation during the year. 

- e Total income for the year ended 31 March 2024 was £13,116,008. 

## Financial Review 

## Activity during the year 

Activities by the Group resulted in an operating deficit of £1,203,044 (2023: deficit £2,146,773) during the financial year. 

## Income 

Total income for the year ended 31 March 2024 was £13,116,008 which was an increase of £983,892 on the previous year. The principal funding sources for the Group are donations and legacies 27.3% (2023: 23.7%), charitable activities 28.5% (2023: 30.4%), other trading activities 41.9% (2023: 43.7%), and investments 2.3% (2023: 2.2%). 

Donations and legacies are an essential income source for the Group and the total income received in the year was £3,580,368 which continues to show the tremendous support Compton receives from the wider community. This was an increase of £707,418 largely caused by an increase in legacies of £447,102 and trust income of £163,269. 

Charitable activities comprise the income received from the Integrated Care Boards (‘ICBs’), formerly known as Clinical Commissioning Groups, along with other health care and governmental organisations. Income at £3,736,968 showed a small increase of £48,486 from the previous year due to increases in activity masking the reduction in the real value of funding received from ICBs. 

Other trading activities comprise fundraising events along with income generated through the shop network and lottery operation. Income generation activities in fundraising and retail both showed organic growth although sales growth in retail was impacted by the closure of four shops in the spring of 2023 that were not performing financially. The lottery team generated a record profit for the seventh year running albeit with a significant downturn in recruitment activity. Sales increased from £5,307,279 to £5,491,522, with £125,433 directly attributable to sales in the retail network and £35,787 at our two café sites. During the year, a new pop-up shop in Walsall opened and has already paid back its investment and is providing much needed funds to be used for charitable purposes. More activities are planned to be opened during 2024/25. 

Investment markets showed small falls during the first half of the financial year, but strong second half year growth meant the portfolio achieved a return of 9.5%. This performance was slightly above the ARC Charity Steady Growth return of 9.4%. The Charity continues to hold a mixed portfolio of high-quality investments, with the investment strategy reviewed at least annually by the Finance & Income Generation Committee along with the investment manager. 

12 



Compton Care Group Limited - Annual Report & Consolidated Financial Statements 

Year Ended 31 March 2024 

## Expenditure 

Costs associated with patient care increased £612,691 driven caused predominantly by increases in staff costs, the result of inflationary pressures and successful staff recruitment. Costs associated with raising funds through fundraising and trading activities increased by £611,836, with fundraising activities having returned to pre Covid levels and general inflationary pressures within most cost lines. 

## Deficit 

Overall, net expenditure exceeded income excluding investment gains and profits on the disposal of fixed assets by £1,671,502. The overall deficit for the year of £1,203,044 was stated after recognising the effect of realised and unrealised gains and losses on investments amounting to a net gain of £468,458. 

## Fund's and Reserves Policy 

The total funds of the Charity at 31 March 2024 of £18,447,072 are split between: 

- e Restricted Funds £43,136 e Designated Funds £1,269,851 e General Fund £17,134,085. 

## Restricted Funds 

During 2023/24, donations totalling £265,722 were received from donors to enable specific projects to be undertaken. At the end of the financial year, £43,136 remained unspent, with the largest project outstanding the is £11,238 for a hardship fund being administered on behalf of Wolverhampton City Council. Most of the outstanding expenditure will be incurred during 2024/25. 

## Designated Funds 

The Trustees have established two designated funds which are explained as follows: 

## Business Improvement & Innovation Fund (£172,184) 

£431,825 was allocated during 2020/21 to facilitate cost reduction exercises where one-off termination costs are incurred such as dilapidations, asset and lease write-offs, IT automation and enhancements. £270,040 was spent in previous years on shop closures (£127,762), staff rationalisation plans (£106,606). IT automation and enhancements (£15,414) and old pension liabilities (£20,258). During 2023/24, a further £4,591 was incurred relating to old pension liabilities, but £14,990 was released back to the fund for shop closure provisions that were not required. 

Development Fund (£1,097,667) The Development Fund was set up in 2021/22 to upgrade our facilities, so they were safe and user friendly, and to allow us to care for more patients than ever before as we reach out to those who need us. The initial review identified the need for substantial investment due to the age of our facilities hence the Development Fund being created to ensure upgrades could occur. At 31 March 2093, the balance on the fund was £1,171,336, of which £1,000,000 was allocated for developing a new site, £154,674 for upgrading the patients’ rooms on the IPU and the balance of £16,662 for other related matters. During 2023/24, a further £73,669 was expensed with £66,553 incurred on the IPU rooms and £7,116 on an abortive property acauisition. 

## General Fund 

The Trustees consider that to fulfil the Charity's obligations to the communities it serves, to existing and future patients and their families and to the paid staff of 304, it is a desirable objective for there to be unrestricted funds available at any time equivalent to cover at least twelve-month’s running costs of the group (excluding one-off projects). 

At 31 March 2024, the general fund of £17,134,085 represented approximately 14.2 months' expenditure (2023: 16.8 months). Continued investment in the service provision is forecast during the upcoming financial year along with cost significant pressures which together will further reduce the future level of reserves held. 


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Year Ended 31 March 2024 

Compton Care Group Limited - Annual Report & Consolidated Financial Statements 

The level of ‘free reserves’ (general fund less fixed assets) totalled £9,990,840. The targeted level of ‘free reserves is £7,291,000. 

## Investment Policy 

The Charity’s main investment portfolio is professionally managed with the objective of preserving the real buying power of the assets and income. 

The investments are managed as a ‘moderate risk’ portfolio with a mixture of equities, bonds and property assets within the ranges agreed by the Trustees after consultation with the investment manager. The practice of holding a portfolio of investments with different and diversifying performance characteristics leaves the portfolio less exposed to movements in any asset class. 

Individual investments within each category of the portfolio will vary according to market conditions and the portfolio is actively managed. Compton's policy is to negatively screen companies or sectors that are contrary to the values of the organisation such as: 

- @ any companies with substantial activities in tobacco. 

- @ any companies that might damage Compton Care’s good name. 

An ESG (Environmental, Social and Governance) overlay is embedded in our investment process, augmented by external rating systems Morningstar and Sustainalytics used by the investment manager. 

- e The MSCI index is used to assess sustainability, and at the last review at the end of the financial year, no holdings were held within the ‘severe’ category and only eight held within ‘high’ in a total of 100 holdings. 

- e The Sustainalytics ESG risk score was 19.5 (within the low risk range 10-20). 

- e The CDP score (formerly Carbon Disclosure Project) measures the commitment to climate change mitigation, adaptation, and transparency. The portfolio scored 6.2 out of 8 (where O is poor and8 is excellent). 

- e The Sustainable Development Goals (SDGs) index scores the portfolio at 3.1 on a range between -10 (negative contribution to SDGs) to +10 (positive contribution to SDGs). This compares to the global benchmark of 1.2. 

The Trustees formally review the investment policy and investment manager's performance each January. 

Overall, the portfolio continues to be sufficiently diversified and is producing reasonable returns and no major change in strategy is contemplated. 

## Governance 

## Constitution 

The Charity was formed as a company limited by guarantee on 14 January 1982 and is governed by its Memorandum and Articles of Association. The Charity was incorporated in England and Wales. 

As a company limited by guarantee it has no allotted share capital. Members of the company have a contingent liability arising from the guarantee given by each member to contribute, if required or on winding up, an amount not exceeding £1. 

## Trustees 

Trustees are appointed by the Board of Trustees at a Board meeting, but their appointment only takes effect once ratified by the majority of Company Members voting at a General Meeting or by written resolution. Under the Articles, Trustees are appointed for an initial three-year term, and a Trustee who is willing to continue in office may serve up to a maximum of three terms of three years. After completion of their third three-year term, a Trustee may only be appointed for subsequent one-year terms where the Board decide it is in the best interests of the Company to do so. 

The Chairman is elected by his or her fellow Trustees following a recruitment and selection process. The Chairman Ros Keeton was appointed with effect from 26 September 2018 and re-appointed for a second three-year term, in November 2021. It is her intention to seek re-election for a third term at the upcoming Annual Members’ Meeting. 

14 



Compton Care Group Limited - Annual Report & Consolidated Financial Statements 

Year Ended 31 March 2024 

| 

Potential new Trustees are identified from a variety of sources including external recruitment, personal recommendation by members or the current Trustees. Often, but not exclusively, potential Trustees will have previously been associated with the work of the Charity perhaps as a volunteer, involvement in a support organisation or in the activities of a subsidiary company. Selection for appointment is based solely on the contribution it is believed the individual is likely to make to the development and delivery of the Charity's objectives having regard to their commitment, experience and in some instances, specialist skills. Prospective Trustees are required to submit an expression of interest and provide references. A formal interview process is undertaken by a panel of existing Trustees and the candidates have an opportunity to meet key staff. For successful candidates, the appointment is approved by the full Trustee Board. On appointment, there is a formal induction process to consolidate the information previously gained and this is reinforced by a detailed “Induction Pack” documenting the relevant details. Trustees complete mandatory training and are encouraged to attend other internal and external training events. 

The Charity's Trustees are also directors of the company for the purposes of company law. Trustee indemnity insurance is provided for the benefit of the Trustees. 

## Subsidiary Companies 

The Charity has two wholly owned subsidiary companies which operate for the purpose of raising funds and promoting public awareness of the Charity. They are: 

- e Compton Care Trading Limited (registered company number 02328703) which operates 24 Charity shops and trading outlets. 

- e Compton Care Lottery Limited (registered company number 03188860), which operates regular lotteries. 

Each subsidiary company gift aids any profits made to the Charity. Note 17 to the Accounts summarises their performance. 

## Corporate Governance and Internal Control 

The Charity is governed by the Board of Trustees which is responsible for setting the strategic direction of the organisation, establishing policy, and agreeing the annual financial budget, business plan and monitoring progress against the budget. The Board meets regularly throughout the year. Overall responsibility for the day-to-day management of the organisation is delegated by the Board to the Chief Executive. The Chief Executive reports to the Chairman of the Board and together with the Medical Director, Director of Income Generation, Marketing & Partnerships, Director of Finance & HR, Director of Clinical Governance, Compliance & Informatics and Director of Clinical Services, attend all Board meetings. 

## Charity Governance 

Responsibility for the governance structure of the organisation is split between several committees and the Executive Leadership Team. The make-up and responsibilities of these committees are described below. Trustees are encouraged to attend meetings of any of these committees and working groups where appropriate to their roles and interests. The Charity follows the Charity Governance Code. Executive Leadership Team The Executive Leadership Team meets at least twice a month and comprises the Chief Executive, the Medical Director, Director of Income Generation, Marketing & Partnerships, Director of Finance & HR, Director of Clinical Governance, Compliance & Informatics and Director of Clinical Services. The meeting is chaired by the Chief Executive. 

The Executive Leadership Team is responsible for strategic leadership, organisational development, external relationships, environment, change leadership and organisational communication. 

## Quality Assurance Committee 

The Quality Assurance Committee meets quarterly and is a standing Committee of the Trustee Board. The Committee is responsible for monitoring and assuring the clinical quality of services and that standards defined by external regulators are met. The Committee comprises Dr. Helen Hibbs (Chairman and Trustee), Dr. Davinder 

15 



Compton Care Group Limited - Annual Report & Consolidated Financial Statements 

Year Ended 31 March 2024 

Bagary (Trustee), Adam Frankling (Trustee), Rachel Overfield (Chief Executive), Rebecca Brown (Director of Clinical Governance, Compliance, and Informatics), Dr Fran Hakkak (Medical Director) and Jenny Warren, (Director of Clinical Services). Other specialist members of staff are invited to attend for specific agenda items. 

## The specific duties of the Committee are to: 

- e Maintain a strong awareness of the latest legislation and practices affecting or relating to our services and provide assurance to the Board of Trustees. 

- e Receive assurance related to areas of risk and how these are mitigated. 

- e Utilise monitoring systems to evaluate progress at regular agreed intervals and recommend actions to mitigate risk as appropriate. 

- e Receive assurance that all systems and processes are integrated across all functions where appropriate e.g. incident reporting and complaints management. 

- e Receive assurance that all practice is evidence based and agree a programme of audit including but not limited to falls, pressure damage, learning from deaths and nutrition standards. 

- e Promote safety and excellence. e Monitor operational performance of clinical areas ensuring good utilisation of resources and response to any trends. 

- e Receive and review assurance reporting and strategy updates, escalating items to the Board when appropriate. 

- e Have overview responsibility for compliance with the Care Quality Commission. e Monitor the effectiveness of clinical practice. 

- e Receive assurance there are effective processes in place to manage infectionrisk. 

- e Receive assurance there are processes in place to effectively safeguard children and adults. e Monitor the external environment and ensure Compton is responding appropriately to changes in commissioning, palliative care policy etc. 

- e Drive quality improvement. 

- e Ensure synergy between committees and that items are communicated and escalated effectively. 

- e Escalate issues to the Trustee Board as appropriate. 

## Remuneration Committee 

This committee is responsible for ensuring the remuneration arrangements support the strategic aims of the organisation. The committee comprises Ros Keeton (Chairman and Trustee), James McKinnon (Trustee) plus two additional Trustees Linda Pascall and Helen Hibbs meeting at least twice a year and as required. Rachel Overfield (Chief Executive) and Russell Bulkeley (Director of Finance & HR) attend to provide a briefing and give evidence. 

## The main responsibilities of the Committee are to: 

- e Formulate and monitor the organisation's remuneration policy. 

- e Review the organisation's salary banding process and related remuneration and reward packages against agreed independent market benchmarking tools and ensure Compton Care's salary and reward packages are equitable, fair and remain competitive. 

- e Approve the annual cost of living salary increase for all staff considering rates of inflation and known NHS, charity sector and commercial benchmarking in the given year. 

- e Approve any non-consolidated pay awards (bonus) as recommended by the Chief Executive which relates to the Compton Care policy in this matter. 

- e Determine the remuneration and reward package of the Chief Executive and other Directors who are considered to have senior level responsibility for the leadership and management of Compton Care. 

- e Approve pension arrangements and ensure contractual terms on termination are fair to the individual and to Compton Care, that poor performance is not rewarded and, where possible, potential losses are mitigated. 

- e To determine and approve succession planning and talent management for the Chief Executive and Leadership Team. 

- e Review any additional ad-hoc reports covering such issues as benchmarking and the Gender Pay Gap. 

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Compton Care Group Limited - Annual Report & Consolidated Financial Statements 

Year Ended 31 March 2024 

| 

## People and Support Services Committee 

The role of the People & Support Services Committee is to oversee the people and support services function of Compton Care. This includes human resources, learning and development, volunteer services, estates, health and safety and IT. The committee serves to provide assurance to the Board of Trustees that all structures, processes, and controls are effective, fully compliant with the requirements of regulators and of the high standards expected of Compton Care. 

The Committee comprises Linda Pascall (Chairman and Trustee), Julia Holden (Trustee), Denise Burkett-Stus (Trustee), Rachel Overfield (Chief Executive), James Elliott (Director of Income Generation, Marketing, Partnerships and Deputy CEO), Russell Bulkeley (Director of Finance & HR) and Rebecca Brown (Director of Clinical Governance, Compliance, and Informatics). Other specialist members of staff are invited to attend for specific agenda items. 

## The main responsibilities of the Committee are to: 

- e Regularly review and approve all relevant policies and procedures. 

- e Provide a platform to discuss current concerns and risks. 

- e Ensure best practice is applied consistently across the organisation. 

- e Identify and consider the impact and mitigation of specific organisationalrisks. 

- e Review information received from working parties, listening events and forums across the organization including the outputs from staff surveys. 

- e Update the Board of Trustees on any legislation that could have an impact on Compton Care. 

- e Advise the Board of Trustees on key performance indicators and data analysis. e Review progress against the various strategies. 

## Finance & Income Generation Committee 

The main responsibilities of the Committee is to ensure the financial viability of Compton Care, provide stewardship of the charitable assets and oversee the annual external audit. In addition, the Committee provides assurance to the Board of Trustees that all financial and income generation structures, processes, and controls are fully compliant with regulators and commissioners, are effective and efficient and are of the high standards expected of Compton Care. 

The committee comprises James McKinnon (Chairman and Trustee), Denise Burkett-Stus (Deputy Chairman and Trustee), Gary Burke (Trustee), Carl Peddie (Associate Trustee), Rachel Overfield (Chief Executive), Russell Bulkeley (Director of Finance & HR) and James Elliott (Director of Income Generation, Marketing & Partnerships). 

The committee meets five times a year and on other occasions as required to deal with specific matters raised by the Board of Trustees. The specific duties of the Committee are to: 

- e Develop, approve, and evaluate progress against the Finance & Income Generation Strategy and recommend actions to mitigate risk 

- e Maintain a strong awareness of the latest legislation, regulatory obligations, practices, and requirements affecting or related to income generation including the latest Fundraising regulation and Gambling Commission obligations 

- e = Identify areas of risk and/or development opportunity, approving investment and agreeing priorities 

- e Support and review KPIs via the dashboard ensuring appropriate monitoring mechanisms are in place which are specific to Income Generation 

- e Review the financial position and income generation performance of Compton Care ensuring budget achievement is realistic and proportionate to investment 

- e Recommend the Reserves policy to the Board of Trustees and review the use of reserves 

- e Recommend approval of the annual financial plan (budget) 

- e Review the quarterly 24 month rolling forecast to ensure projections are reasonable and are aligned with the Trustees reserves policy initially approving any exceptions and escalating to the Board for final approval 

- e Set accounting policies for Compton Care 

- e Approve all banking arrangements and reviewing performance 

- e Appoint external auditors and financial advisors; reviewing performance and ensuring adherence to Compton's constitution ensuring that auditors and investment advisors are reviewed and re-tendered according to guidelines 

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Compton Care Group Limited - Annual Report & Consolidated Financial Statements 

Year Ended 31 March 2024 

- e — Liaise with the external auditors before, during and after the annual statutory audit, ensuring all key issues identified are satisfactorily resolved 

- e Review internal audit reports prepared by the Finance Manager, ensuring all key issues identified are satisfactorily resolved 

- e Monitor the performance of Compton Care’s investment managers advising them of Compton's funding requirements both in terms of new investments and the timing of potential drawdowns 

- e Ensure policies are reviewed annually or in line with designated review periods e Escalate issues to the Trustee Board as appropriate. 

## Risk Management 

Compton Care has a comprehensive structure of internal controls to coordinate and manage risk within the organisation. This consists of lines of accountability through which risk issues can be debated and the effectiveness of Compton Care’s risk management arrangements assured. 

The Board of Trustees has a duty to assure itself that Compton Care has properly identified the risks it faces and has processes to mitigate those risks and their impact on the organisation and its stakeholders. 

The Board of Trustees, in conjunction with the Executive Leadership Team, follow a formal process as defined in the risk management strategy to manage risks and uncertainties the organisation faces. The process focuses on the following potential areas of risk, strategic, financial, workforce, operational and information. 

All significant risks are escalated to the corporate risk register and have a risk owner from the Executive Leadership Team who reports on their areas of responsibility to the relevant Committee and Board quarterly. 

Sub-committees of the Board of Trustees have delegated responsibility to keep those risks specific to them under review and escalate to the Board of Trustees where necessary. 

- The two most significant risks facing the organisation in 2024 pertain to: 

   - e Ongoing risk of cyber-attack in an ever-changing cyber security environment. 

   - e Ongoing work to develop relationships and build knowledge of Compton with local commissioners, Integrated Care Boards, and key influencers within the health system. 

## Trustees’ Responsibilities 

The Trustees, who are also directors of Compton Care Group Limited for the purposes of company law, are responsible for preparing the Trustees’ Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). 

Company law requires the Trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and the group and of the incoming resources and application of resources, including the income and expenditure, of the charitable group for that period. In preparing these financial statements, the Trustees are required to: 

- e Select suitable accounting policies and then apply them consistently. e Observe the methods and principles in the Charities SORP. 

- e Make judgements and accounting estimates that are reasonable and prudent. 

- e State whether applicable UK Accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements. 

- e Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business. 

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

- In so far as each of the Trustees is aware at the time the report is approved: 

   - e There is no relevant audit information of which the charitable company’s auditors are unaware, and, e The Trustees have taken all steps that they should have taken to make themselves aware of any relevant audit information and to establish that the auditors are aware of that information. 

18 



Compton Care Group Limited - Annual Report & Consolidated Financial Statements 

Year Ended 31 March 2024 

The Charity arranges insurance to protect the Charity from loss arising from neglect or default of its Trustees or Officers and to indemnify the Trustees and Officers from the consequences of any neglect or default on their part. The cost of such insurance to cover the Officers and Trustees was £5,233 (2023: £5,233). 

## Fundraising 

The Charity is registered with the Fundraising Regulator and will abide by its updated code of practice. We currently undertake a range of public facing fundraising activities including events, individual giving schemes, corporate fundraising, and a lottery programme. 

We achieved NHS Data Security and Protection Toolkit in June 2022 and have no outstanding assertions, we also achieved Cyber Essentials accreditation in 2022 We will work towards IASME Cyber Assurance which is the next level of accreditation in 2024. 

In addition, policies and procedures relating to the protection of vulnerable people, the monitoring and oversight of any third-party professional canvassing and fundraising operations have all been introduced and all members of the income generation team will be trained to adhere to these standards. 

| 

Compliments and complaints are regularly monitored, culminating in an annual complaints return being submitted to the Fundraising Regulator. Supporter experience is a priority for all Compton Care income generation teams and as such any complaints will be investigated and dealt with in line with our updated complaints procedure. Eighteen complaints were received throughout the 2023/24 financial year, all minor incidents across our fundraising and retail departments. An internal logging system is used to record, track, and monitor these incidents and adhere to the guidance provided by the Fundraising Regulator. 

The efficacy of all income generation streams is ensured through weekly commissioning and regulation updates within the Executive Leadership Team and through the various committees, which will ensure continual monitoring and adherence to any emerging regulatory requirements. 

Streamlined Energy and Carbon Reporting The Group's greenhouse gas emissions and energy consumption for the twelve months to 31 March 2024 are: 


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|---|---|---|---|---|---|---|---|---|---|---|
|Consumption|kWh|Emissions|tCOve|
|2024|2023|2024|2023|
|Electricity|750,968|781,553|Electricity|156|151|
|Gas|combustion|658,039|758,141|Gas|combustion|118|136|
|Business|travel|122,476|113,995|Business|travel|99|28|
|Total|in|the year|1,531,483|1,653,689|Total|in|the|year|303|315|

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Intensity ratio - emissions per employee headcount - 0.97 tCOve (2023 1.13). 

## Energy efficiency measures 

Compton Care records and monitors energy consumption. Regular energy audits are also undertaken. Energy data and audit findings are used to evaluate energy consumption performance and to help identify energy efficiency improvement opportunities. 

Compton Care has implemented various energy efficiency measures over recent years. These include energy efficient building design, the installation of LED lighting units and regular servicing and planned preventative maintenance of energy-consuming equipment and company vehicles. The organisation also facilitates energy efficient behaviours to reduce energy waste. 

Staff surveys and consultations continue to show enthusiasm for Compton Care to do more to reduce the direct or indirect carbon footprint, with a Green Group in place and discussions centred around expanding recycling opportunities, reducing energy consumption, reducing waste, and increasing the use of local suppliers. There is also an ongoing focus on the continual improvement of energyrelated data quality. 

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Compton Care Group Limited - Annual Report & Consolidated Financial Statements 

Year Ended 31 March 2024 

## Legal and Administrative Information 

|CharityName|Compton Care Group Limited|
|---|---|
|Charity Registration Number|512387|
|Incorporation|Company Limited by Guarantee registered company number 01607631|
|Registered Officeand principal|+4 Compton Road West, Compton, Wolverhampton, West Midlands WV3 9DH|
|operating address||
|Directors||
|Chairman|Ros Keeton BDS, MCDH, DDPHRCS|
|Vice Chairman|James McKinnon BSc (Hons), MSc|
|Other Directors|Dr. Davinder Bagary|
||Anne Brookes|
||Gary Burke|
||Denise Burkett-Stus|
||Adam Frankling BSc MCIM|
||Dr Helen Hibbs|
||Julia Holden LLB|
||Linda Pascall MBA|
||Dharminder Mander (appointed 15 November 2093, resigned 20 March 2024)|
||Andrew Rogers (resigned 14 February 2024)|
|Senior Management Personnel||
|Chief Executive Officer|Rachel Overfield RGN DPSN BSc Hons|
|Director of Income Generation,|—James Elliott|
|Marketing & Partnerships||
|Medical Director|Dr Fran Hakkak MBBS BSc MSc FRCP|
|Director of Nursing|Rachel Overfield RGN DPSN BSc Hons|
|Director of Finance & HR|Russell Bulkeley|
|Director of Clinical Governance,|Rebecca Brown RN|
|Compliance & Informatics||
|Director of Clinical Services|Jenny Warren|
|Company Secretary|Russell Bulkeley|
|SubsidiaryCompanies||
|Compton Care Trading Limited|—James McKinnon BSc (Hons), MSc - Chairman|
|Compton Care Lottery Limited|=James McKinnon BSc (Hons), MSc - Chairman|
|Principal Bankers|Barclays Bank PLC, PO Box 777, Wolverhampton BX3 2BB|
|Investment Manager|Rathbones (incorporating Investec Wealth & Investment UK),|
||30 Gresham Street, London EC2V7ON|
|Solicitors|AnthonyCollinsSolicitorsLLP,134EdmundStreet,BirminghamB32ES|



20 



Compton Care Group Limited - Annual Report & Consolidated Financial Statements 

Year Ended 31 March 2024 

## Auditor 

Crowe U.K. LLP, Black Country House, Rounds Green Road, Oldbury, West Midlands B69 2DG 

This report, which incorporates the Strategic Report, was approved by the Board of Directors on 14 August 2024 and signed on its behalf by: 

By Order of the Trustees 

EKevtonRos Keeton Chairman 

2) 



Compton Care Group Limited - Annual Report & Consolidated Financial Statements 

Year Ended 31 March 2024 

## INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF COMPTON CARE GROUP LIMITED 

## Opinion 

We have audited the financial statements of Compton Care Group Limited (‘the charitable company’) and its subsidiaries (the group’) for the year ended 31 March 2024 which comprise the Consolidated Statement of Financial Activities, Group Balance Sheet, Company Balance Sheet, Consolidated Statement of Cash Flows, and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland’ (United Kingdom Generally Accepted Accounting Practice). 

In our opinion the financial statements: 

- e give atrue and fair view of the state of the group’s and the charitable company’s affairs as at 31 March 2024 and of the group’s income and expenditure, for the year then ended; 

- e have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and 

- e have been prepared in accordance with the requirements of the Companies Act 2006. 

## Basis for opinion 

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

## Conclusions relating to going concern 

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

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company's or the group's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue. 

Our responsibilities and the responsibilities of the Trustees with respect to going concern are described in the relevant sections of this report. 

## Other information 

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

Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements, or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. 

We have nothing to report in this regard. 

## Opinions on other matters prescribed by the Companies Act 2006 

In our opinion based on the work undertaken in the course of our audit: 

- e the information given in the Trustees’ report, which includes the Directors’ report and the Strategic report prepared for the purposes of company law, for the financial year for which the financial statements are prepared is consistent with the financial statements; and 

- e the Strategic report and the Directors’ report included within the Trustees’ report have been prepared in accordance with applicable legal requirements. 

22 



Compton Care Group Limited - Annual Report & Consolidated Financial Statements 

Year Ended 31 March 2024 

INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF COMPTON CARE GROUP LIMITED (continued) 

## Matters on which we are required to report by exception 

In light of the knowledge and understanding of the group and charitable company and their environment obtained in the course of the audit, we have not identified material misstatements in the Strategic report or the Directors’ report included within the Trustees’ report. 

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

- e adequate and proper accounting records have not been kept; or e the financial statements are not in agreement with the accounting records and returns; or 

- e certain disclosures of Trustees’ remuneration specified by law are not made; or 

- e we have not received all the information and explanations we require for our audit. 

## Responsibilities of Trustees 

As explained more fully in the Trustees’ responsibilities statement on page 18, the Trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the Trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. 

In preparing the financial statements, the Trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so. 

## Auditor's responsibilities for the audit of the financial statements 

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. Details of the extent to which the audit was considered capable of detecting irregularities, including fraud and non-compliance with laws and regulations are set out below. 

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

## Extent to which the audit was considered capable of detecting irregularities, including fraud 

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We identified and assessed the risks of material misstatement of the financial statements from irregularities, whether due to fraud or error, and discussed these between our audit team members. We then designed and performed audit procedures responsive to those risks, including obtaining audit evidence sufficient and appropriate to provide a basis for our opinion. 

We obtained an understanding of the legal and regulatory frameworks within which the charitable company and group operates, focusing on those laws and regulations that have a direct effect on the determination of material amounts and disclosures in the financial statements. The laws and regulations we considered in this context were the Companies Act 2006, the Charities Act 2011 together with the Charities SORP (FRS 102). We assessed the required compliance with these laws and regulations as part of our audit procedures on the related financial statement items. 

In addition, we considered provisions of other laws and regulations that do not have a direct effect on the financial statements but compliance with which might be fundamental to the charitable company’s and the group's ability to operate or to avoid a material penalty. We also considered the opportunities and incentives that may exist within the charitable company and the group for fraud. The laws and regulations we considered in this context were the Gambling Commission, COC Regulations. General Data Protection Regulations and Employment legislation. 

25 



# 22 August 2024 



Compton Care Group Limited - Annual Report & Consolidated Financial Statements 

Year Ended 31 March 2024 

## CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES (INCORPORATING AN INCOME AND EXPENDITURE ACCOUNT) Year ended 3] March 2024 

|||Sn,<br>0Se,<br>0,Se<br>Unrestricted<br>Restricted<br>Total<br>Unrestricted<br>Restricted<br>Total<br>Funds<br>Funds<br>2024<br>Funds<br>Funds<br>2023|Sn,<br>0Se,<br>0,Se<br>Unrestricted<br>Restricted<br>Total<br>Unrestricted<br>Restricted<br>Total<br>Funds<br>Funds<br>2024<br>Funds<br>Funds<br>2023|Sn,<br>0Se,<br>0,Se<br>Unrestricted<br>Restricted<br>Total<br>Unrestricted<br>Restricted<br>Total<br>Funds<br>Funds<br>2024<br>Funds<br>Funds<br>2023|Sn,<br>0Se,<br>0,Se<br>Unrestricted<br>Restricted<br>Total<br>Unrestricted<br>Restricted<br>Total<br>Funds<br>Funds<br>2024<br>Funds<br>Funds<br>2023|Sn,<br>0Se,<br>0,Se<br>Unrestricted<br>Restricted<br>Total<br>Unrestricted<br>Restricted<br>Total<br>Funds<br>Funds<br>2024<br>Funds<br>Funds<br>2023|Sn,<br>0Se,<br>0,Se<br>Unrestricted<br>Restricted<br>Total<br>Unrestricted<br>Restricted<br>Total<br>Funds<br>Funds<br>2024<br>Funds<br>Funds<br>2023|
|---|---|---|---|---|---|---|---|
|INCOME FROM:|Note|£|£|£|£|£.|&|
|Donations and legacies|4|3,364,646|215,722|3,580,368|2,830,99]|41,959|2,872,950|
|Charitable activities|4|3,686,968|50,000|3,736,968|3,567,462|121,020|3,688,482|
|Other trading activities<br>Other income|4<br>4|5,491,522<br>.|-|5,491,522|5,307,279<br>=|=<br>2|5,307,279<br>-|
|Investments||307,150|E|307,150|263,405|7|263,405|
|TOTAL||12,850,286|265,722|13,116,008|11,969,137|162,979|12,132,116|
|EXPENDITURE ON:||||||||
|Raising funds|5|5,234,050|70,096|5,304,146|4,952,773|39,536|4,992,309|
|Charitable activities|5|9,416,557|66,807|9,483,364|8,664,907|116,037|8,780,944|
|TOTAL||14,650,607|136,903|14,787,510|13,617,680|155,573|13,773,253|
|Net(expenditure) /<br>income before net (losses)||(1,800,321)|128,819|(1,671,502)|(1,648,543)|7,406|(1,641,137)|
|/ gains on investments||||||||
|and fixed assets||||||||
|Profit on disposal offixed|9|“|2|2|10,216|-|10,216|
|assets||||||||
|Net (losses) / gains on|8|468,458|:|468,458|(515,852)|-|(515,852)|
|investments||||||||
|Transfers|13, 14|150,358|(150,358)|:|7|2|7|
|NET MOVEMENT IN<br>FUNDS|2|(1,181,505)|(21,539)|(1,203,044)|(2,154,179)|7,406|(2,146,773)|
|Reconciliation of Funds:||||||||
|TOTAL FUNDS brought||||||||
|forward|13, 14|19,585,441|64,675|19,650,116|21,739,620|57,269|21,796,889|
|TOTAL FUNDS carried||||||||
|forward|13,14|18,403,936|43,136|18,447,072|19,585,441|64,675|19,650,116|



All gains and losses recognised in the year are included above. 

The surplus / (deficit) for the year for Companies Act purposes comprises the net income for the year for 2024 a deficit of £715,927 (2023: £1,326,133). 

25 



Compton Care Group Limited - Annual Report & Consolidated Financial Statements 

Year Ended 31 March 2024 

## COMPTON CARE GROUP LIMITED (Company Number 01607631) 

BALANCE SHEETS As at 31 March 2024 

|||Group||Company||
|---|---|---|---|---|---|
|||2024|2023|2024|2023|
||Note|£|£|£|£|
|TANGIBLE ASSETS||||||
|Tangible assets<br>Investments|7<br>8|7,143,245<br>7,192,439|7,342,152<br>6,220,554|7,143,245<br>7,212,441]|7,342,152<br>6,240,556|
|||14,335,684|13,562,706|14,355,686|13,582,708|
|CURRENT ASSETS||||||
|Stocks||30,494|53,564|-|-|
|Debtors<br>Cash at bank and in hand|9<br>10|2,725,049<br>2,629,202|2,880,106<br>4,415,293|2,726,346<br>1,906,648|2,924,973<br>3,562,500|
|||5,384,745|7,348,963|4,632,994|6,487,473|
|CREDITORS: amounts falling due||||||
|within one year|ii}|(1,261,467)|(1,199,613)|(1,256,781)|(1,054,044)|
|NET CURRENT ASSETS||4,123,278|6,149,350|3,376,213|5,433,429|
|PROVISIONS FOR LIABILITIES|12|(11,890)|(61,940)|(11,890)|(61,940)|
|TOTALASSETS LESSCURRENT||—__—_—}|————o|—_—_|—|
|LIABILITIES||18,447,072|19,650,116|17,720,009|18,954,197|
|FUNDS||||||
|Restricted funds|13|43,136|64,675|43,136|64,675|
|Unrestricted funds:||||||
|Designated funds|14& 15|1,269,851|1,333,121|1,269,851|1,333,121|
|General fund|14 & 15|17,134,085|18,252,320|16,407,022|17,556,401|
||14 &15|18,403,936|19,585,441|17,676,873|18,889,522|
|TOTALFUNDS||18,447,072|19,650,116|17,720,009|18,954,197|



The parent charity's net movement in funds for the year was a deficit of £1,234,188 (2023: deficit £2,348, 310). 

These financial statements were approved and authorised for issue by the Trustees on 14 August 2024 and signed on their behalf. RosEctKeeton Trustee (Director) 

26 



Compton Care Group Limited - Annual Report & Consolidated Financial Statements 

Year Ended 31 March 2024 

## CONSOLIDATED STATEMENT OF CASH FLOWS Year ended 31 March 2024 

|CONSOLIDATED STATEMENT OFOF CASH FLOWS<br>Year endedended 31 March 2024||||
|---|---|---|---|
|||The Group||
|||2024|2023|
||Note|£|£|
|Cash flows from operating activities:||||
|Net cash used in operating activities|A|(1,307,727)|(77,827)|
|Cash flows from investing activities:||||
|Dividends and interest from investments||307,150|263,405|
|Purchase of property, plant, and equipment||(282,087)|(194,451)|
|Proceeds from sales of property, plant, and equipment||-|17,216|
|Proceeds from sales of investments||5,048,760|1,648,452|
|Purchase of investments||(5,552,187)|(1,614,550)|
|Netcash (used in) / provided by investing activities||(478,364)|120,072|
|Change in cash and cash equivalents in the reporting period||(1,786,091)|49,245|
|Cash and cash equivalents atthebeginning ofthe reporting period||4,415,293|4,373,048|
|Cash and cash equivalents attheend ofthe reporting period|B|2,629,202|4,415,293|
|NOTESTOTHE CASH FLOWSTATEMENT||||
|A.<br>Reconciliation of net income to net cash flow from operating||||
|activities||||
|||The Group||
|||2024|2023|
|||£|£|
|Netexpenditure forthe reporting period||(1,203,044)|(2,146,773)|
|(as perthe Statement of Financial Activities)||||
|Adjustments for:||||
|Depreciation charges||480,994|443,734|
|Gains on the sale oftangible fixed assets||=|(10,216)|
|(Gains) / losses on investments||(468,458)|515,852|
|Dividends and interestfrom investments||(307,150)|(263,405)|
|Decrease/ (increase) in stocks||93,070|(22,953)|
|Decrease in debtors||155,057|1,320,233|
|Increase in creditors and provisions||11,804|85,702|
|Netcash used in operating activities||(1,307,727)|(77,827)|
|B.<br>Analysis ofcash and cash equivalents||||
|||The Group||
|||2024|20923|
|||£|£|
|Cash in hand and equivalents||1,739,202|2,775,293|
|Notice deposits (less than 3 months)||890,000|1,640,000|
|Totalcashandcashequivalents||2,629,202|4,415,293|



27 



Compton Care Group Limited - Annual Report & Consolidated Financial Statements 

Year Ended 31 March 2024 

NOTES TO THE ACCOUNTS Year ended 31 March 2024 

1. ACCOUNTING POLICIES 

The principal accounting policies adopted, judgements and key sources of estimation or uncertainty in the preparation of the financial statements are as follows: 

i) Basis of preparation The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102), Charities Act 201] and the Companies Act 2006. There is no material impact from transition to the Charities SORP 2019. 

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

ii) Preparation of group accounts on a going concern basis The Trustees consider there are no material uncertainties about the Charity's ability to continue as a going concern. The review of our financial position, reserves levels and plan give Trustees confidence the Charity remains a going concern for the foreseeable future. 

The Charity has performed a going concern assessment and the Trustees have considered the analysis and confirmed that use of the going concern assumption is appropriate. 

## Accounting convention 

The financial statements are prepared under the historical cost convention except for fixed asset investments, which are included at market value. 

## Basis of consolidation 

The statement of financial activities (‘the SOFA’) and balance sheet consolidate the financial statements of the charitable company and its subsidiary companies, Compton Care Trading Limited and Compton Care Lottery Limited for the financial year ended 31 March 2024. The results of the subsidiary companies are consolidated on a line-by-line basis 

The charity has also taken advantage of the exemption available to a qualifying entity in FRS 102 from the requirements to present a charity only Statement of Cash Flows and certain disclosures about the charity's financial instruments within the consolidated financial statements. 

No separate SOFA has been presented by the Charity alone as permitted by Section 408 of the Companies Act 2006. 

## Income 

a) Donations and similar income 

Donations and similar income are included in income when they are received. 

## b) Legacies 

Legacies are accounted for when probate has been granted and conditions for their receipt have been met and the amount can be quantified with reasonable accuracy. Material legacies receivable at the year-end are accounted for at their probate value. Legacies received in the form of property or investments are accounted for at the lower of probate or market value. 

£40,125 of residual and pecuniary legacies have been notified to the Charity before 31 March 2024 that have not been recognised as income in the year as they do not meet the Charities SORP (FRS 102) income recognition criteria. 

co) — Grants receivable trom health authorities and other bodies for activities in furtherance of the Charitys objects 

Income due from health authorities and other bodies is included in the financial statements of the year when the service is provided. 

d) Government Grants 

Grants from government bodies and other sources are received for specific projects/costs and are recognised in accordance with their individual terms and conditions. Income is recognised when the charity has entitlement to the funds which is when any performance conditions attached are met, it is probable that the income will be received, and the amount can be reliably measured. Grant income will be deferred if received in advance of meeting performance conditions or if the funder specifically states that the income must be spent in a future accounting period. 

e) Fees and other sundry income All such income is accounted for in the year in which it is receivable by the Charity. 

4) Gift Aid 

Gift Aid is accounted for in the period the donation is received. Any Gift Aid on restricted donations are shown within restricted funds. 

28 



Compton Care Group Limited - Annual Report & Consolidated Financial Statements 

Year Ended 31 March 2024 

## NOTES TO THE ACCOUNTS Year ended 31 March 2024 

## 1. ACCOUNTING POLICIES (CONTINUED) 

## Allocation of costs 

Where it is possible, costs are allocated directly to main expenditure categories of the SOFA. Where this is not possible, costs are first allocated on estimated usage and then on an appropriate basis. 

## a) Patient care 

Patient care costs represent expenditure in relation to all medical, nursing, and associated staff and the related costs of operating these functions. 

b) Education 

Education costs represent expenditure in relation to the running of the Learning and Development Centre including associated staff and other related costs. 

## co) — Raising Funds 

Raising Funds costs represent expenditure in relation to staff members who are directly engaged in fundraising and the related costs of the Fundraising Department and Trading Subsidiaries. These have been allocated between donations and legacies and other trading activities costs. 

## d) VAT 

Irrecoverable VAT recovery is allocated to the associated cost. 

## Fund accounting 

The Charity maintains various types of funds as follows: 

## a) Restricted fund's Restricted funds are used for specific purposes as laid down by the donor. 

## b) Unrestricted funds 

Designated funds represent amounts, which have been put aside out of unrestricted funds at the discretion of the Trustees for projects. The designation is for administrative purposes only and does not legally restrict the Trustees’ discretion to apply the funds. 

General unrestricted funds represent amounts that are expendable at the discretion of the Trustees in the furtherance of the objects of the Charity. Such funds may be held to finance both working capital and capital investment. 

## Investments 

Investments are a form of basic financial instruments and are initially shown in the financial statements at market value. Movements in the market values of investments are shown as unrealised gains and losses in the Statement of Financial Activities 

Profits and losses on the realisation of investments are shown as realised gains and losses in the Statement of Financial Activities. Realised gains and losses on investments are calculated between sales proceeds and their opening carrying values or their purchase value if acquired after the first day of the financial year. Unrealised gains and losses are calculated as the difference between the fair value at the year-end and their carrying value. Realised and unrealised investment gains and losses are combined in the Statement of Financial Activities. 

## Tangible fixed assets 

Freehold properties are stated in the balance sheet at cost or value at the date of receipt, less depreciation. 

Tangible fixed assets are stated at cost less depreciation. Any expenditure on individual assets with a value below £2,500 is written off directly to revenue. Depreciation is provided in equal annual instalments over the estimated useful lives of the assets. 

Costs incurred under refurbishment or building projects are allocated to assets under construction and upon completion of the works; these costs are re-classified under their appropriate tangible fixed asset headings. 

No depreciation is charged on freehold land where the land element can be separately identified or Assets Under Construction until they are commissioned. The useful lives assigned to other assets are: 

Freehold property - 50 years Fixtures and fittings - 2 to 10 years Motor vehicles - 7 years 

## Stocks 

Stocks, which comprise goods for resale, are stated at the lower of cost and net realisable value. 

## Goods donated for resale 

The Charity receives donated goods for resale which it recognises at point of sale as the Trustees consider it to be impracticable to recognise such gifts on their receipt due to the large number of small value items received. As such, stocks of unsold donated goods are not valued for balance sheet purposes. 

29 



Compton Care Group Limited - Annual Report & Consolidated Financial Statements 

Year Ended 31 March 2024 

## NOTES TO THE ACCOUNTS Year ended 31 March 2024 

1. ACCOUNTING POLICIES (CONTINUED) 

## Debtors 

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

Cash at bank and in hand 

Cash at bank and cash in hand includes cash and short term highly liquid investments. 

## Creditors and provisions 

Creditors and provisions are recognised where the Charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are recognised at their settlement amount after allowing for any trade discounts due. A provision for restructuring is recognised if, as part ofa past event, the Charity has a present legal or constructive obligation that can be estimated reliably, and it is probable an outflow of economic benefits will be required to settle the obligation. 

## Pension costs 

Most staff are members of either the National Health Senior Superannuation Scheme (‘the NHS scheme’) or a defined contribution scheme operated by the Charity. The schemes are funded by contributions from the Charity and employees. The NHS scheme is a defined benefits scheme; however, the nature of the scheme is such that the Charity cannot identify its share of the scheme’s underlying assets and liabilities. In accordance with FRS 102, payments to the NHS scheme have been treated in the same way as contributions to the defined contribution schemes and the payments made by the Charity are charged against the profits of the year in which they become payable. 

## Employee benefits 

a) Short term benetits 

Short term benefits including holiday pay are recognised as an expense in the period in which the service is received. 

## b) Employee termination benefits 

Termination benefits are accounted for on an accrual basis and in line with FRS 102. 

## Operating leases 

Rental costs under operating leases are charged to the SOFA as the lease charges are incurred. 

During the prior year, a review was undertaken of all lease agreements and as a result, an adjustment has been made for lease incentives to be accounted for over the full term of the lease, or the break option if at the time of taking out the lease the length of occupancy is not certain. 

Critical accounting judgements and key sources of estimation uncertainty 

In the application of the accounting policies, Trustees are required to make judgement, estimates and assumptions about the carrying value of assets and liabilities that are not readily apparent from other sources. The estimates and underlying assumptions are based on historical experience and other factors that are relevant. Actual results may differ from these estimates. 

The estimates and underlying assumptions are reviewed on an on-going basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period or in the period of the revision and future periods if the revision affected current and future periods. 

Judgements made by the Trustees in the application of these accounting policies that have significant effect on the financial statements and estimates with a significant risk of material adjustment in the next year, are deemed to be in relation to the depreciation rates of tangible fixed assets and are discussed above. 

## The areas where these judgements and estimates have been made include: 

- e Depreciation and residual values - the Trustees have reviewed the asset lives and associated residual values of all fixed tangible assets, and, the useful economic life and residual values of freehold buildings, fixtures and fittings and motor vehicles, and have concluded that the asset lives, and residual values are appropriate. 

- ° Debtors - debtors include amounts due from external organisations and individuals. An allowance for doubtful debt will be maintained for any estimated losses resulting from the viability of these external organisations and individuals to make the required payments. Any allowance is based on the Group's regular assessment of the credit worthiness and financial conditions for those external parties included within debtor balances. 

- ° Accrued income - accrued income includes legacy income amounts. In recognising accrued legacy income, the Trustees have considered the probability of receiving each legacy. Each legacy is carefully assessed to determine an appropriate allowance which reflects the possibility of not subsequently receiving the full legacy income amounts that the Charity is aware of. The allowance is based on the circumstances behind each legacy and the probability of receiving the income. A general non-collection provision of 15% is provided against each legacy. 

30 



Compton Care Group Limited - Annual Report & Consolidated Financial Statements 

Year Ended 31 March 2024 

## NOTES TO THE ACCOUNTS Year ended 31 March 2024 

## 1. ACCOUNTING POLICIES (CONTINUED) Financial instruments 

Basic financial instruments are initially recognised at transaction value and subsequently measured at amortised cost except for investments which are held at fair value. Financial assets held at amortised cost comprise cash at bank and in hand, together with other debtors. A specific provision is made for debts for which recoverability is in doubt. Cash at bank and in hand is defined as all cash held in instant access bank accounts and used as working capital. Financial liabilities held at amortised cost comprise all creditors except social security and other taxes and provisions. 


**----- Start of picture text -----**<br>
2. NET INCOME 2024 2023<br>£ £<br>Stated after charging:<br>Auditor's remuneration:<br>For statutory audit services 19,400 18,130<br>For taxation services 4,430 3,906<br>Depreciation of tangible fixed assets 480,994 443,734<br>Profit on disposal of fixed assets - 10,216<br>Operating lease rentals - property 475,923 508,654<br>- equipment 18,709 21,616<br>3. STAFF COSTS<br>2024 2023<br>£ £<br>(a) Directors’ remuneration - .<br>(b) The average head count analysed by function was:<br>2024 2023<br>Patient care 179 165<br>Income generation 106 104<br>Support 20 2]<br>307 290<br>2024 2023<br>(c) Staff costs comprise: £ £<br>Wages and salaries 9,433,475 8,553,845<br>Social security costs 817,376 756,035<br>Pension costs 626.749 595,151<br>10,877,600 9,835,031<br>Included in Wages and salaries above are invoiced and agency costs of £500,869 (2023: £558,204)<br>2024 2023<br>£ £<br>(d) | Key management personnel remuneration 694,762 666,362<br>2024 2023<br>£ £<br>(e) Total redundancy and termination payments 6,145 8,555<br>**----- End of picture text -----**<br>


3] 



Compton Care Group Limited - Annual Report & Consolidated Financial Statements 

Year Ended 31 March 2024 

## NOTES TO THE ACCOUNTS Year ended 31 March 2024 

## 3. STAFF COSTS (continued) 

During the year, reimbursement of expenses totalling £116 (2023 - £242) was paid to one Trustee (2023 - One). No Trustee or person related or connected by business to them, has received either any remuneration from the Charity during the year (2023 - None). 

The Charity arranges insurance to protect the Charity from loss arising from neglect or default of its Trustees or Officers and to indemnify the Trustees and Officers from the consequences of any neglect or default on their part. The cost of such insurance to cover the Officers and Trustees was £5,233 (2023: £5,233). 

The number of senior staff paid over £60,000 during the year (salary plus taxable benefits, excluding pension contributions) 

|was:||||||||||
|---|---|---|---|---|---|---|---|---|---|
|||||The Group|||The Company|||
||||2024||2023||2024|2023||
||||No.||No.||No.|No.||
|£60,001|-|£70,000||2||3|2||3|
|£70,001|-|£80,000||3||-|]||-|
|£80,001|-|£90,000||.||2|-||2|
|£90,001|-|£100,000||2||]|2||]|
|£100,001||- £110,000||-||1|-||]|
|£110,001|-|£120,000|||||-|1||-|
|£120,001||- £130,000||-||1|-||]|
|£130,001||-£140,000||]||-|1||-|



The total contributions in the year in respect of senior staff for the provision of defined benefit schemes amount to £17,151 (2023: £15,828). The number of senior staff to whom retirement benefits are accruing under defined benefit schemes respectively is | (2023: 1). 

4. 

|INCOME|2024|2023|
|---|---|---|
||£|£|
|Donations and legacies comprise:|||
|Donations and similar income|1,176,091|915,775|
|Legacies|2,404,277|1,957,175|
||3,580,368|2,872,950|
|Charitable activities comprise:|||
|Grants receivable from Integrated Care Boards|3,690,220|3,650,052|
|Education income|46,748|38,430|
||3,736,968|3,688,482|
|Other trading activities comprise:|||
|Fundraising events|126,741|162,352|
|Sales ofgoods and trading activities|3,808,374|3,696,261|
|Sales ofdonated goods subject to gift aid|1,556,407|1,448,666|
||5,491,522|5,307,279|



32 



Compton Care Group Limited - Annual Report & Consolidated Financial Statements 

Year Ended 31 March 2024 

NOTES TO THE ACCOUNTS Year ended 31 March 2024 

## 5. TOTAL EXPENDITURE 

||---+---------------Direct costs-------------------|---+---------------Direct costs-------------------|---+---------------Direct costs-------------------|---+---------------Direct costs-------------------|Allocated|||
|---|---|---|---|---|---|---|---|
||Staff<br>Costs|Deprec-<br>iation||Support<br>Costs|Support<br>Costs|Total<br>2024|Total<br>2023|
||£|£||£|£|£|£|
|Raising Funds||||||||
|Expenditure on raising|612,013|10,964||144,659|4,419|809,055|644,836|
|donations and legacies||||||||
|Expenditure on other trading|2,481,149|89,756||1,779,194|90,834|4,440,933|4,296,107|
|activities||||||||
|Governance costs|-|=||=|19,400|19,400|18,130|
|Investment management costs|=|:||34,758|-|34,758|33,236|
||3,093,162|100,720||1,958,611|151,653|5,304,146|4,992,309|
|Charitable Activities||||||||
|Patient Care|7,465,441|378,730||985,026|278,279|9,107,476|8,494,785|
|Education|318,997|1,544||37,667|17,680|375,888|286,159|
||7,784,438|380,274|1,022,693||295,959|9,483,364|8,780,944|
||10,877,600|480,994|2,981,304||447,612|14,787,510|13,773,253|
|Property costs and the cost of central support services such as Human||||Resources, IT and Finance are||allocated to|activities by time|
|spent or estimated usage.||||||||
|ANALYSIS OFSUPPORT FOR|CHARITABLE|ACTIVITIES||||||
||||Patient<br>Care||Total<br>Education<br>2024||Total<br>2023|
||||£||£<br>£||£|
|Costs|||9,107,476||375,888<br>9,483,364||8,780,944|
|Income:||||||||
|Grants receivable from Integrated Care Boards|||(3,690,220)||=<br>(3,690,220)||(3,650,052)|
|Course fees||||-|(46,748)<br>(46,748)||(38,430)|
||||5.417.256||329,140<br>5,746,396||5,092,462|



Property costs and the cost of central support services such as Human Resources, IT and Finance are allocated to activities by time spent or estimated usage. 

## 6. ANALYSIS OF SUPPORT FOR CHARITABLE ACTIVITIES 

33 



Compton Care Group Limited - Annual Report & Consolidated Financial Statements 

Year Ended 31 March 2024 

## NOTES TO THE ACCOUNTS 

Year ended 3] March 2024 

## 7. TANGIBLE FIXED ASSETS 

|Group|||Fixtures|||
|---|---|---|---|---|---|
|Cost|Freehold<br>Land<br>&|Freehold<br>Buildings<br>£|&<br>Fittings<br>£|Motor<br>Vehicles<br>£|Total<br>£|
|At1 April 2023|28,645|7,478,206|2,728,057|153,070|10,387,978|
|Additions|-|-|282,087|-|282,087|
|Disposals|=|-|(276,768)|.|(276,768)|
|At 31 March 2024|28,645|7,478,206|2,733,376|153,070|10,393,297|
|Accumulated depreciation||||||
|At 1 April 2023|-|1,423,652|1,476,624|145,550|3,045,826|
|Charge for the year|=|156,900|319,085|5,009|480,994|
|Disposals|-|-|(276,768)|.|(276,768)|
|At 31 March 2024|-|1,580,552|1,518,941|150,559|3,250,052|
|Net BookValue||||||
|At 31 March 2024|28,645|5,897,654|1,214,435|2,511|7,143,245|
|At31March2023|28,645|6,054,554|1,251,433|7,520|7,342,152|



The net book value of Intangible Assets included within Fixtures & Fittings is £54,835 (2023 - £41,858). 

|Company|||Fixtures|||
|---|---|---|---|---|---|
|Cost|Freehold<br>Land<br>£|Freehold<br>Buildings<br>£|&<br>Fittings<br>£|Motor<br>Vehicles<br>£|Total<br>£|
|At 1 April 2023<br>Additions|28,645<br>-|7,478,206<br>-|2,706,651<br>282,087|153,070<br>-|10,366,572<br>282,087|
|Transfers from group company|-|-|21,406|-|21,406|
|Disposals|.|7|(276,768)|7|(276,768)|
|At 31 March 2024|28,645|7,478,206|2,733,376|153,070|10,393,297|
|Accumulated depreciation||||||
|At 1 April 2023|-|1,423,652|1,455,218|145,550|3,024,420|
|Transfers from group company|s|:|21,406|-|21,406|
|Charge for the year|i|156,900|319,085|5,009|480,994|
|Disposals|-|-|(276,768)|-|(276,768)|
|At 31 March 2024|-|1,580,552|1,518,941|150,559|3,250,052|
|Net Book Value||||||
|At 31 March 2024|28,645|5,897,654|1,214,435|2,511|7,143,245|
|At31March2023|28,645|6,054,554|1,251,433|7,520|7,342,152|



34 



Compton Care Group Limited - Annual Report & Consolidated Financial Statements                Year Ended 31 March 2024 

## **NOTES TO THE ACCOUNTS Year ended 31 March 2024** 

|**8.**|**INVESTMENTS**|**The Group**|**The Group**|**The Company**|**The Company**|
|---|---|---|---|---|---|
|||**2024**|**2023**|**2024**|**2023**|
|||**£**|**£**|**£**|**£**|
||Listed UK Stock Exchange Investments|7,192,439|6,220,554|7,192,439|6,220,554|
||Shares in subsidiary companies|-|-|20,002|20,002|
|||-----------------------|---------------------|---------------------|---------------------|
|||7,192,439|6,220,554|7,212,441|6,240,556|
|||========|========|========|========|
|(a)|**Listed UK Stock Exchange Investments**|||**Group and**|**Company**|
|||||**2024**|**2023**|
|||||**£**|**£**|
||Market value 1 April 2023|||6,220,554|6,770,308|
||Additions at cost|||5,552,187|1,614,550|
||Proceeds of disposals|||(5,048,760)|(1,648,452)|
||Realised gains on disposals|||986,719|506,325|
||Revaluation|||(518,261)|(1,022,177)|
|||||-------------------------|-------------------------|
||Market value at 31 March 2024|||7,192,439|6,220,554|
|||||=========|=========|
|||||**Company**||
|||||**2024**<br>|**2023**|
|||||**£**|**£**|
|(b)|**Shares in subsidiary companies at cost**|||||
||At 1 April 2023 and 31 March 2024|||20,002|20,002|
|||||=======|========|



The Charity has two wholly owned subsidiary companies which operate for the purposes of raising funds and promoting public awareness of the Charity. The subsidiary companies operate only in England. 

Compton Care Trading Limited (registered number 02328703) sells new goods (and donated goods as an agent of the Charity) in the charity’s shops and is registered and incorporated in England and Wales. 

Compton Care Lottery Limited (registered number 03188860) generates income from operating regular lotteries and is registered and incorporated in England and Wales. 

35 



Compton Care Group Limited - Annual Report & Consolidated Financial Statements 

Year Ended 31 March 2024 

## NOTES TO THE ACCOUNTS 

Year ended 31 March 2024 

|9.|DEBTORS|The Group|The Group|The Group||TheCompany|TheCompany|TheCompany|
|---|---|---|---|---|---|---|---|---|
|||2024||2023||2024||2023|
|||£||£||£||£|
||Amounts owed by subsidiary<br>undertakings receivable within one year|.|||:|33,824||92,982|
||Trade debtors|995,292||184,729||225,292||184,729|
||Otherdebtors|121,326||121,977||121,326||121,977|
||Prepayments and accrued income|2,378,431||2,573,400||9,345,904||9,525,985|
|||2,725,049||2,880,106||2,726,346||2,924,973|
|10.||CASHATBANKAND IN HAND|The Group||||TheCompany|||
|||2024||2023||2024||2023|
|||£||£||£||£|
||Money Market accounts|890,000|1,640,000|||750,000||1,500,000|
||Bank deposit accounts|1,548,902||2,664,899||1,023,814||2,033,458|
||Interest bearing accounts|2,438,902|4,304,899|||1,773,814||3,533,458|
||Bank current accounts and cash in hand|190,300||110,394||132,834||29,042|
|||2,629,202||4,415,293||1,906,648||3,562,500|
|1.|CREDITORS:AMOUNTS FALLING DUE<br>WITHIN ONEYEAR|The Group<br>2024||2023||TheCompany<br>2024||2023|
|||£||£||£||£|
||Trade creditors|397,687||441,563||391,423||436,108|
||Amounts owed to subsidiary undertakings|-||-||139,510||-|
||payable within one year||||||||
||Other taxes and social security|184,323||169,512||184,323||169,512|
||Other creditors|147,697||107,314||146,779||107,314|
||Accruals and deferred income|531,760||481,224||394,746||341,110|
|||1,261,467||1,199,613||1,256,781|1,054,044||
||Deferred income included within Accruals and deferred income above comprise:||||||||
|||The Group||||The Company|||
|||2024||2023||2024||2023|
|||£||£||£||£|
||Balance brought forward|134,002||152,699||93,2294||20,405|
||Released in the year<br>Arising in the year|(134,002)<br>130,377|(152,699)<br>134,002|||(23,224)<br>22,474||(20,405)<br>23,224|
||Balance carried forward|130,377|134,002|||22,474||23,294|
||Deferred income at the year-end represents lottery members’ contributions taken||||in|advance of £107,903||(2023<br>-|
||£110,778)andincometakeninadvanceforfundraisingactivitiestotalling||£22,474(2023-£23,224).||||||



36 



Compton Care Group Limited - Annual Report & Consolidated Financial Statements 

Year Ended 31 March 2024 

12. PROVISIONS FOR LIABILITIES 

## NOTES TO THE ACCOUNTS 

Year ended 31 March 2024 

13. 

||||The Group||||TheCompany|TheCompany||
|---|---|---|---|---|---|---|---|---|---|
|||2024||2023|||2024||2023|
|Dilapidations|||£|£|||£||£|
|Balance brought forward|||61,940|||-|61,940||=|
|Arising in the year|||=|61,940|||-||61,940|
|Utilised in the year<br>Released in the year|||(27,850)<br>(22,200)|||2<br>-|(27,850)<br>(22,200)||3<br>-|
|Balance carried forward|||11,890|61,940|||11,890||61,940|
|The provision for dilapidations represents the estimated amount payable relating <br>the year, settlementwas reached for three shops at a cost of£27,850.|||||to|four shops|that closed in|May 2093. During||
|RESTRICTED FUNDS||||||||||
||Balance||||||||Balance|
||1 April||||||Gains and||31 March|
|Group and Company|2023<br>£|Income<br>2|Expenditure<br>£||Transfers<br>£||Losses<br>£||2024<br>£|
|Restricteddonation|64,675|265,722|(136,903)|||(150,358)||-|43,136|



Restricted donations are amounts received from donors to be spent on specified items. The balance at 31 March 2024 represents expenditure which had not been completed by this date but is expected to be completed during 2024-25. The largest outstanding item within other restricted donations is £11,238 for a hardship fund being administered on behalf of Wolverhampton City Council. 

37 



Compton Care Group Limited - Annual Report & Consolidated Financial Statements 

Year Ended 31 March 2024 

## NOTES TO THE ACCOUNTS 

## Year ended 31 March 2024 

14. UNRESTRICTED FUNDS The Trustees have designated certain of the charity's reserves as shown in the table below: 

||Balance|||||Balance|
|---|---|---|---|---|---|---|
||1 April<br>2023|Income|Expenditure|Transfers|Gainsand<br>Losses|31 March<br>2024|
|Group|£|£|£|£|£|£|
|Designated funds:|||||||
|Development fund|1,171,336|=|(73,669)|7|a|1,097,667|
|Business|161,785|-|10,399|-|-|172,184|
|improvement|||||||
|and innovation fund|||||||
||1,333,121|-|(63,270)|-|-|1,269,851|
|General fund|18,252,320|12,850,286|(14,587,337)|150,358|468,458|17,134,085|
||19,585,441|12,850,286|(14,650,607)|150,358|468,458|18,403,936|
||Balance|||||Balance|
||1 April<br>2023|Income|Expenditure|Transfers|Gainsand<br>Losses|31 March<br>2024|
|Company|£|£|£|£|£|£|
|Designated funds:<br>Development fund|1,171,336|.|(73,669)|zi|z|1,097,667|
|Business improvement|161,785|-|10,399|-|-|172,184|
|and innovation fund|||||||
||1,333,121|-|(63,270)|-|-|1,269,851|
|General fund|17,556,401|12,298,586|(14,066,781)|150,358|468,458|16,407,022|
||18,889,522|12,298,586|(14,130,051)|150,358|468,458|17,676,873|



The Development Fund was established to upgrade existing facilities and invest in new facilities to meet the medium-term strategic aims of the organisation. At 3] March 2093, the balance on the fund was £1,171,336, of which £1,000,000 was allocated for developing a new site, £154,674 for upgrading the patients’ rooms on the PU and the balance of £16,662 for other related matters. During 2023/24, £73,669 was expensed with £66,553 incurred on the IPU rooms and £7,116 on an abortive property acquisition. 

The Business Improvement and Innovation Fund was set up to facilitate cost reduction exercises where one-off termination costs are incurred such as for dilapidations, asset and lease write-offs, |T automation and enhancements, and redundancies 

38 



Compton Care Group Limited - Annual Report & Consolidated Financial Statements 

Year Ended 31 March 2024 

NOTES TO THE ACCOUNTS Year ended 31 March 2024 

## 15. ANALYSIS OF ASSETS AND LIABILITES BETWEEN FUNDS 

|Group|Unrestricted<br>Funds<br>£|Restricted<br>Funds<br>£|Total<br>2024<br>£|Unrestricted<br>Funds<br>£|Restricted<br>Funds<br>£|Total<br>2093<br>£|
|---|---|---|---|---|---|---|
|Fixed Assets:|||||||
|Tangible assets|7,143,245|=|7,143,245|7,342,152|-|7,342,152|
|Investments|7,192,439|-|7,192,439|6,220,554|-|6,220,554|
|Current Assets:|||||||
|Stocks<br>Debtors|30,494<br>2,725,049|-<br>-|30,494<br>2,725,049|53,564<br>2,880,106|-<br>-|53,564<br>2,880,106|
|Cash at bank|2,586,066|43,136|2,629,202|4,350,618|64,675|4,415,293|
|and in hand|||||||
|Creditors falling due|(1,261,467)|c|(1,261,467)|(1,199,613)|-|(1,199,613)|
|within one year|||||||
|Provisions for liabilities|(11,890)|7|(11,890)|(61,940)|-|(61,940)|
||18,403,936|43,136|18,447,072|19,585,441|64,675|19,650,116|
|Company|Unrestricted<br>Funds<br>£|Restricted<br>Funds<br>£|Total<br>2024<br>£|Unrestricted<br>Funds<br>£|Restricted<br>Funds<br>£|Total<br>9023<br>£|
|Fixed Assets:|||||||
|Tangible assets|7,143,245|-|7,143,245|7,342,152|-|7,342,152|
|Investments|7,212,441|>|7,212,441|6,240,556|-|6,240,556|
|Current Assets:|||||||
|Debtors|2,726,346|-|2,726,346|2,924,973|-|2,924,973|
|Cash at bank|1,863,512|43,136|1,906,648|3,497,825|64,675|3,562,500|
|and in hand|||||||
|Creditors falling due<br>within one year|(1,256,781)|.|(1,256,781)|(1,054,044)|-|(1,054,044)|
|Provisions for liabilities|(11,890)|=|(11,890)|(61,940)|7|(61,940)|
||17,676,873|43,136|17,720,009|18,889,522|64,675|18,954,197|



16. SHARE CAPITAL 

The company is limited by guarantee and therefore has no allotted share capital 

Members of the company have a contingent liability arising from the guarantee given by each member to contribute, if required or on winding up, an amount not exceeding £1. 


**----- Start of picture text -----**<br>
|<br>**----- End of picture text -----**<br>


39 



Compton Care Group Limited - Annual Report & Consolidated Financial Statements 

Year Ended 31 March 2024 

## NOTES TO THE ACCOUNTS Year ended 31 March 2024 

## 17. TRADING SUBSIDIARIES 

Compton Care Trading Limited sells new goods in the Charity’s shops and is paid a commission for the marketing, distribution, and sale to customers of donated goods. Compton Care Lottery Limited generates income from operating regular lotteries. 

|A summary of the trading results is shown below:|A summary of the trading results is shown below:||||
|---|---|---|---|---|
||Compton Care|Compton Care|Total|Total|
||Trading Limited|Lottery Limited|2024|20923|
||£|£|£,|£|
|Results|||||
|Turnover|483,585|955,288|1,438,873|1,465,198|
|Cost of sales / prizes awarded|(91,272)|(118,410)|(209,682)|(219,351)|
|Gross profit|3925313|836,878|1,229,191|1,245,847|
|Administration and other costs|(190,585)|(329,541)|(520,126)|(577,465)|
|Netincomefrom trading activities|201,728|507,357|709,065|668,382|
|Investment income|=|20,018|20,018|28,989|
|Net profit before GiftAid|201,728|527,355|729,083|697,371|
|Payments to Compton Care Group|||||
|Limited under Gift Aid|(205,377)|(492,562)|(697,939)|(495,834)|
|Result forthe financial year as|||||
|reported bytrading subsidiaries|(3,649)|34,793|31,144|201,537|
|Profits from the subsidiary companies|payable under Gift Aid||||
|Profits are recognised when paid, and so these remain within reserves ofthe trading subsidiaries <br>across to the parent charity within nine months ofthe year end.|||at 31 March2024 and will be paid||
|Investment income and other expenditure are included in the Consolidated Statement of Financial Activities under the appropriate|||||
|headings.|||||
|The total turnover generated by the shops amounted to £4,064,032 (2023: £3,920,434) which comprises the sales of donated<br>goods through Compton Care Group Limited and sales ofgiftware through Compton Care Trading Limited.|||||
||Compton Care|Compton Care|Total|Total|
||Trading Limited|Lottery Limited|2024|2023|
||&|£|£|£|
|Aggregate of the assets,|||||
|liabilities and funds|||||
|Total assets|907,965|717,120|925,085|954,637|
|Creditors|(5,969)|(172,051)|(178,020)|(238,716)|
||201,996|545,069|747,065|715,921|
|Funds|||||
|Share capital|2|20,000|20,002|20,002|
|Reserves|201,994|525,069|727,063|695,919|
||201,996|545,069|747,065|715,92]|



40 



Compton Care Group Limited - Annual Report & Consolidated Financial Statements 

Year Ended 31 March 2024 

NOTES TO THE ACCOUNTS Year ended 31 March 2024 

18. FINANCIAL COMMITMENTS 

|FINANCIAL COMMITMENTSCOMMITMENTS|TheGroup||TheCompany||
|---|---|---|---|---|
||2024|2093|2024|2023|
||£|£|£|£|
|Capital commitments|||||
|Contracted for but not provided|-|-|-|-|
|Authorisedbutnotyetcontracted|383,220|202,700|383,220|202,700|



The authorised amount for 2024 includes the upgrading of inpatient rooms, the purchase of a new site for clinical activity, kitchen equipment, and set-up costs for a new retail outlet. 

## Operating lease commitments 

At 31 March 2024, the total future minimum lease payments under non-cancellable operating leases for the group was as follows for each of the following periods: 

|for each of the following periods:|||||||
|---|---|---|---|---|---|---|
|||2024|||2023||
||Land and<br>Buildings||Other<br>Equipment|Land and<br>Buildings||Other<br>Equipment|
||£||£|£||£|
|Leases amounts due:|||||||
|Not later than one year|357,706||11,998|354,506||16,326|
|Later than one year and not later than five|484,772||93,204|520,866||13,756|
|years|||||||
|Later than five years|16,167||-|-||.|
||858,645||35,202|875,372||30,082|



19. PARENT COMPANY RESULTS 

As permitted by Section 408 of the Companies Act 2006, the income and expenditure account of the charitable company is not presented as part of these accounts The Company's own income amounted to £12,564,308 (2023: £11,341,616) for the financial year with a resultant deficit of £1.234,188. (2023: deficit £2,348,310). 

90. RELATED PARTY TRANSACTIONS 

Transactions with Compton Care Trading Limited 

The Charity received a Gift Aid donation of £205,377 (2023: £49,774) during the year. 

The Charity paid a commission fee of £196,195 (2023: £188,853) for the marketing, distribution, and sale to customers of donated goods supplied in respect of the management of the retail premises 

The Charity received a licence fee of £9,500 (2023: £9,500) for the shared use of the retail premises as a charity retail shop. 

At the Balance Sheet date, the Charity owed £139,510 (2023: was owed £68,519). 

Transactions with Compton Care Lottery Limited 

The Charity received a Gift Aid donation of £492,562 (2023: £446,060) during the year. 

At the Balance Sheet date, the Charity was owed £33,824 (2023: £24,463). 

Transactions with Burke Bros Wolverhampton Limited (50% owned by Trustee Mr G Burke) The Charity paid £1,831 (2023: ENil) for storage and vehicle recovery fees 

Transactions with MGS Medical Practice (Trustee Mr. D Bagary is a 50% owner of the practice) The Charity paid £6,360 (2023: £1,920) for room hire. 

4] 



Compton Care Group Limited - Annual Report & Consolidated Financial Statements 

Year Ended 31 March 2024 

## NOTES TO THE ACCOUNTS 

Year ended 31 March 2024 

21. 

## FINANCIAL INSTRUMENTS 

|||||||2024|2023|
|---|---|---|---|---|---|---|---|
|||||||£|&|
|Financial|assets|measured|at|fair|value|7,192,439|6,220,554|



Financial assets measured at fair value comprise investments. 

22. PENSION COMMITMENTS 

The Group operates a defined contributions pension scheme. The assets of the scheme are held separately from those of the Group in an independently administered fund. The pension cost charge represents contributions payable by the Company to the fund and amounted to £626,749 (2023 - £525,151). Contributions totalling £43,149 (2023 - ENil) were payable to the fund at the balance sheet date 

## 23. COMPANY INFORMATION 

The Charity, Compton Care Group Limited was formed as a company limited by guarantee. 

The company is registered in England and Wales. 

The company’s registered office is 4 Compton Road West, Compton, Wolverhampton WV3 9DH. 

Compton Care - Caring for people living with complex and incurable conditions. 

comptoncarre.org.uk 

42