2021-03-31-accounts

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St Anthony of Padua Community Association

(A company limited by guarantee)

Annual Report and Financial Statements

for the year ended

31 March 2021

Company registration number: 02025848 Charity registration number: 517745

Contents
Reference and Administrative Details	1
Trustees' Report	2 to 20
Independent Auditors' Report	21 to 23
Statement of Financial Activities	24
Statement of Financial Activities	25
Balance Sheet	26
Statement of Cash Flows	27
Notes to the Financial Statements	28 to 47

Reference and Administrative Details

Trustees

T P O’Grady Chair of Trustees C Atwell Deputy Chair & Chair of People, Culture & Performance Committee R E Stanley Chair of Finance Audit and Business Development Committee J Campbell M Donnelly J J McLaughlin D Robinson B D Nixon A Clark

Key Management Personnel H Woods-Waters Chief Executive Officer G Davis HR Manager T Nicholls Finance Manager K Cuthbertson Registered Care Manager J Grieveson Youth Service Manager L Watson Day Care Manager C Dodd Day Care Manager K Mulroy Housing Scheme Manager

Principal Office Company Charity Registration Registration Number Number St Anthony of Padua Community Association 02025848 517745 Community Centre Welbeck Road Walker Newcastle upon Tyne NE6 3BT

The Charity is incorporated in England and Wales

Bankers

HSBC Bank plc Lloyds Bank plc Unity Trust Bank plc 7 Northumberland Place Dept 2027 PO BOX 7193 North Shields 1 Legg Street Planetary Road Tyne & Wear Chelmsford Willenhall NE30 1NU Essex WVI 9DG CM1 1JS

Auditor

MHA Tait Walker Chartered accountant & statutory auditor Bulman House Regent Centre Gosforth Newcastle upon Tyne NE3 3LS

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Trustees' Report

The trustees, who are directors for the purposes of company law, present the annual report together with the financial statements and auditors' report of the charitable company for the year ended 31 March 2021.

Chair's Statement

The start of this financial year was also the start of the pandemic and Covid-19 certainly stress-tested St Anthony’s: its people, its systems and its leadership. Throughout the year everyone got on with their job and as a result our service users were well cared for. It must be recognised that there will have been times when carrying out the work was a source of anxiety to staff. The team effort, front line staff and the numerous support staff, kept the show on the road.

The effective and efficient systems that had been constructed and refined over the years stood us in good stead. During the year new responses were required, flexibility was critical in order to deal with what was often a rapidly changing situation. This included PPE procurement, financial management of grants which often required tight deadlines, strict H&S attention, staff deployment, and crisis management, to name but a few. Managers across the organisation robustly ensured that the organisation remained fit for the purpose of looking after our service users.

In times of stress it is the quality of leadership that can really keep the organisation on course and safe. St Anthony’s is indeed blessed to have across all of its departments, leaders who will go the extra mile, flexibly adapt and develop their role, and all of the time lead by example and remain steadfast to our aims and values.

The Trustees recognise the quality of what we have in St Anthony’s, feel proud to be able to make a contribution, and appreciative of the fact that when we were tested, we were found to be resilient and always there for our community.

Timothy O’Grady Chair of Trustees

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Chief Executive’s Statement

Just prior to the first lockdown (23.03.20), our Chair of Trustees asked if I would be keeping a diary. I didn’t plan to, however the work and worries of 2020-21 have been well documented through minutes of meetings, correspondence with service users, briefings and updates for staff, the abundance of emails to and from Newcastle City and North Tyneside Councils, the Director of Public Health, the Care Quality Commission, UK Home Care Association, and the internal logs held to record self-isolation of staff and service users, the revision of policies and practices and the abundance of risk assessments, contingency planning and revised care planning.

We have held a COVID file which tracks our journey and serves as a reminder of what we have all come through and how we responded to one of the most significant challenges of many of our working lives.

In the intervening months I have valued the selflessness of all staff, the support of Trustees and Senior Managers and I believe that we have all done our very best, with all staff and volunteers responding positively and constructively to the situation we found ourselves in. It is important however not to underestimate the huge demands that this has placed on everyone, physically, mentally and emotionally and as such will not diminish in the foreseeable future.

Over the last 12 months, responding to the impact of COVID-19 has been our single priority. and much has been achieved as we safely navigated our way through the ever-changing landscape, and we have implemented many changes that have had a positive effect on the quality of our work and practice.

We have received and observed great acts of kindness. We have had positive feedback from service users and their families about the care and support they have received from our day care, home care and extra care services. We have had some great feedback from staff. and the results of our Staff Wellbeing Survey reinforce that staff have felt well supported at this time.

In preparing this year’s report I asked staff to share their thoughts on the last year and we have included some of their personal statements in this report.

St Anthony’s continues to be an organisation deeply rooted in the community with tremendous staff, volunteers and Trustees and I would join our Chair in thanking you all for your ongoing commitment, dedication and support. I also want to take this opportunity to thank the members of the community who choose us to provide their care; we remain committed to providing a service that meets your need. Thank you.

On a final note, I want to remember for Fr Michael Conaty for it was his vision, determination and inspiration that made St Anthony’s and what we do possible.

Helen Woods-Waters Chief Executive Officer

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Trustees' Report

Structure, governance, and management

Nature of governing document

St Anthony of Padua Community Association was incorporated as a company limited by guarantee on 6th June 1986, as defined by the Companies Act 2006 and was registered as a charity with the Charity Commission on 2nd September 1986. We are governed by our Memorandum and Articles of Association. Trustees updated our objects and Articles of Association which were formally adopted by the Trustees in May 2016 and we routinely review our articles to ensure they reflect the ongoing work of the charity.

Recruitment and appointment of trustees

New trustees are recruited when their specific skills and values are identified as being beneficial to the charity. Trustees are actively sought for their experience in Finance and Administration, Personnel, Quality Assurance, Research and Development, Social Care and Health, Law, Housing and Business Management. The election of trustees is governed by the Memorandum and Articles of Association and are initially interviewed by two serving trustees before being proposed at the AGM/Board Meeting where their appointment is officially sanctioned.

Induction and training of trustees

All new Trustees are formally welcomed to the organisation by the Chair of Trustees and the Chief Executive. We support our new Trustees by providing an introduction to the work of St Anthony's which includes a guided tour of our services, properties and meetings with staff, volunteers and service users.

We have a Trustee Induction Pack which includes an:

Overview of the organisation, its history, values, structure, Policies and Procedures, Annual Plan and services provided
Introduction to Finance including Trustee responsibilities
Overview of the Regulatory Frameworks associated with our work including GDPR
Introduction to Governance and Roles of Trustees, which includes committee structures and meetings, the obligation of trustees including their responsibility to ensure the charity operates within the main legal documents which set out the operational framework for the charity, namely the Memorandum and Articles of Association and required Trustees checks

New trustees are provided with the Charity Commission publication "The Essential Trustee" and are also directed to the Charity Commission website for further information and guidance. Feedback from new trustees on the induction process informs further developments.

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Arrangements for setting key management personnel remuneration

The Board give their time freely and trustees do not receive remuneration in their role as Trustee. As reported in last year’s report, under Article 8.3, we temporarily appointed a Trustee as Financial Consultant as we were unable to replace the person appointed to cover the Finance Manager’s maternity leave when they left at left at short notice. This decision was taken by Trustees in January 2020 and this arrangement continued to the end of the maternity leave period – August 2020.

The Key Management Personnel (KMP) of the charity are listed at page 1 - Reference and Administration Details. Reporting to the Board, the KMP are responsible for the operational management of the charity.

KMP and all staff remuneration is reviewed annually. The trustees’ benchmark salaries against voluntary, private and statutory pay levels for the sector and similar roles using recruitment agency’s data on average salaries for specific positions. The Trustees are committed to improving pay levels and pay above the National Living Wage. The Finance, Audit and Business Development Committee are delegated to undertake the annual pay review and set salaries for the coming year which is presented to and signed off by the Board.

Organisational structure

The Board of Trustees have overall responsibility for the management of the charitable company and oversee the work of the Association through a delegated committee structure ensuring all aspects of the business have an effective performance monitoring process. Each Committee meets quarterly in advance of quarterly Trustee Board meetings. The Committees include Finance Audit and Business Development and People, Culture and Performance Committees.

The operational management and leadership of the organisation is delegated to the Chief Executive. The Chief Executive is assisted by the Senior Management Team which includes the, Registered Care Manager, Day Care Manager, Housing Scheme Manager, Youth Manager, HR Manager and Finance Manager.

Relationships with related parties

St Anthony's Youth Education and Support

T P O'Grady and D Robinson are trustees of St Anthony of Padua Community Association, (STAPCA) and of St Anthony's Youth Education and Support (SAYES), charity number 1130531 and company number 06917895 (England and Wales). STAPCA has provided services to SAYES at arm’s length and on normal commercial terms.

Building Futures East Building Futures East is a related party by virtue of Mrs H Woods-Waters (CEO of STAPCA) being the spouse of Mr A Woods-Waters (CEO of Building Futures East).

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Objectives and activities

Objects and aims

St Anthony of Padua Community Association was originally established in 1979. The Association registered as a charity and limited company in 1986. The Association commits to enabling people to develop their full potential and to live independently, with dignity and in safety.

In setting objectives and planning for activities, the Trustees give due consideration to the Charity Commission's guidance relating to public benefit and fee charging.

The Charity's objects are to provide for the benefit of the persons living within the area of the east end of Newcastle Upon Tyne and any other such area as the Trustees shall from time to time decide in particular by the:

provision or assistance in the provision of facilities of recreational or other leisure time occupations of such persons in the interests of social welfare and so that their conditions of life may be improved;
advancement of the education of such persons by the provision of classes workshops and course of instructions;
advancement of the education of the growth of the area through their leisure time activities so as to develop their mental and spiritual capacities that they may grow to full maturity as individuals and members of society;
relief of poverty, sickness, disability, old age and conditions of need, in particular by the provision of housing and day and domiciliary care facilities and services with the object of improving the condition of life.

The Trustees oversee the work of the Association through a delegated committee structure ensuring that our objectives are delivered, that all aspects of the business have an effective performance monitoring process with Key Performance Indicators and as importantly that we live our values in every interaction. The Trustees are very active within the organisation and regularly spend time with service users and staff, through both shadowing and holding annual staff focus groups as part of our overarching Quality Assurance Processes. However, during the pandemic these areas of work have been temporarily suspended as we follow strict infection, prevention control measures. Trustees have continued to communicate remotely with staff and we have also undertaken staff wellbeing surveys to ensure staff have felt fully supported during these unprecedented times.

We have an Annual Delivery Plan to support our work, focusing on continual improvement and informed by both self-assessment and external inspection and feedback. As outlined in last year’s report our focus during this year has been on,

delivering safe care services reducing the risk of transmission and the safe reopening of our Day Service,
securing of sufficient PPE,
responding to changing government guidance,
impact of the pandemic on staffing levels, capacity and morale,
operation of remote services where face to face delivery was subject to closure in line with government restrictions,
continuing professional and practice development,
staff recruitment, training, supervision and support to manage delivering services during a pandemic

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the establishment of Conaty House, our new extra care facility which opened November 2019,
the delivery of the new Gardening Project to reduce social isolation and improve wellbeing for older people in our community,
Trustee self-assessment using the Charity Governance Code for smaller Charities.

As a regulated Home Care Provider, we are subject to inspection by the Care Quality Commission. As a commissioned provider we are also subject to inspection by Newcastle and North Tyneside Councils in line with the Tendering Specifications. We routinely undertake staff and service user satisfaction surveys and we ensure learning is shared from all compliments, complaints accidents/incidents and safeguarding concerns.

We are committed to continuing professional development and have a comprehensive training programme supporting employees and volunteers meet the required standards to ensure a high-quality, person-centred service that meets the needs and aspirations of our service users. We routinely support student placements and whilst this was suspended in 2020-21 as we came to the end of the year we are working with Newcastle University to provide placements for their new Dietetics course as well as providing remote interview advice and practice for Newcastle College Health and Social Care students.

Objectives, strategies and activities

This has been a very difficult year which has required agility and resilience as we reframed our plans and responded to the impact of the COVID-19 pandemic. The challenges faced by care providers during 2020-21 has been well rehearsed and we await the Governments’ longer-term solution to what is referred to as the national crisis in health and social care.

We had the very real challenge of keeping staff, their families, service users and our community safe in advance of;

a regular supply of PPE from the Government being received from November 2020,
community testing and
the roll out of vaccinations.

Securing PPE in the early months was fraught as we had to use our own resources to fund PPE which was extortionate, and which often did not arrive as expected. In addition, we were dealing with changing and often conflicting government guidance. With no community testing in place, we had to deal with the reality of sending staff into people’s homes not knowing whether service users or our staff had COVID-19. As staff became ill or were required to self-isolate, we faced capacity issues compounded by a reduction in new recruits to the sector. This was a worrying time for us all and our focus was on continual risk assessment, contingency planning, infection prevention control measures, staff training and monitoring systems.

“COVID-19 was an unprecedented time, that brought many, many challenges and complexities to the care service we deliver. As a senior management team, we were required to interpret and implement ever changing government and public health advice, so staff were able to undertake their roles safely and competently. All areas of the organisation rose to the challenge and played their part, but none more than the front-line care staff, who throughout the pandemic have provided an unwavering commitment to care for those who were most vulnerable. To play a small part in this makes me very proud.”

Senior Manager

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At this time we were overwhelmed by the kindness and generosity shown to us by members of the Chinese Community who we did not know. The initial approach was made through a contact of our chair of Trustees, a professor at Reading University who had an ex- student and colleagues who spearheaded a campaign to get much needed PPE to us through their social networks at a time when we were in great need, identifying contacts and coordinating people in China wanting to donate. The donations came from individuals using their own money to buy PPE for us as well as from companies who heard about what we did and wanted to support us with no other agenda than human kindness. We can never thank them enough for the support they showed to us and how they reached out to a small charity in the middle of Walker when there were so many people and organisations in need.

“During lockdown I really appreciated the flexibility and support of St Anthony’s and my colleagues especially at the times I was feeling anxious and worried regarding the pandemic. The fact I was able to work from home a lot of the time during this period really helped especially regarding my childcare situation and with the schools being closed so often. Although I was working from home I tried to help out as much as I could working extra hours from home where needed and I still always felt kept in the loop thanks to regular telephone calls/teams meetings and emails from my manager, my colleagues and also regular communications from our Chief Executive highlighting the most recent updates regarding covid guidance. On my return to working in the office I felt safe and happy to be back especially with the robust cleaning regime and safety rules that everyone in the community centre follows to keep the staff, service users and visitors as safe as possible.” Business Administrator

St Anthony’s is its people, and the care of our staff and the recruitment of new staff was never more critical. We continued to recruit and train new staff although at notably lower numbers than previously. We safely provided both face to face and online training for all staff and invested in new training to support delivery through the pandemic. We reviewed and revised recruitment, selection and induction processes to ensure we had the right staff with the necessary personal attributes, understanding and competence to undertake their role. We routinely involve service users in the recruitment of all staff, although this was temporarily suspended to reduce risk of transmission. We offer a comprehensive induction programme which includes classroom-based training, on the job shadowing and e-learning. We have an annual Training Plan for all roles within the organisation, including mandatory, additional and refresher courses which is monitored by our HR Team. We support staff to undertake additional training to provide in-house training including Moving and Handling, First Aid and Safe Administration of Medication as well as commissioning external training companies for areas such as Fire Warden training. As a local employer 90% of staff live in the community we serve.

We have a contract with REMIT to deliver our NVQ programme and encourage staff to progress through the levels. This has continued during 202-21 with staff accessing training support remotely.

As we were unable to complete the annual Trustee led staff focus groups, as part of our Quality Assurance Framework to measure engagement and levels of satisfaction, we completed a staff Wellbeing Survey to assess how well supported staff felt delivering care in a pandemic and how they rated their mental health wellbeing. The results of the survey were very positive with staff reporting that they felt well supported, had the information and

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guidance needed to be safe which was regularly updated and had sufficient PPE to carry out their roles safely.

The annual Conaty Staff Awards provided an opportunity for colleagues to nominate one another and whilst we were unable to hold an event to present the awards this year, we produced a publication to celebrate the winner’s achievements. One member of staff nominated everyone in the organisation in recognition of the unique and critical role every single member of staff played in the continuation of the delivery of services to our community during a pandemic.

In the coming year we will focus on

Review of our delivery plan and identifying new opportunities
The safe reopening of our Day Service and communal activities within our Extra Care Settings
The expansion of the Garden Project to reduce social isolation and improve wellbeing for older people in our community
Delivery of safe care and reducing the risk of transmission of COVID-19
Retendering for Home Care and Day Care contracts
Recruitment Campaign
Implementation of Action Plan following Trustee Governance self-assessment

Day Care Service

The Day Care Service remains a critical part of our offer at St Anthony's. The service support adults with a range of health, care and social needs including dementia, cognitive impairment, mental health, learning and physical disabilities, social isolation and general frailty.

As reported last year, the service had to close as part of the national lockdown on 22.03.20. In anticipation of lockdown, we had planned a remote service that ensured we kept in contact with all 63 of our service users providing practical and emotional support in response to need.

“I feel that working during the pandemic was at times tough, although I feel on a personal level that I have gained a lot from the experience. The fact that my current job was thrown up in the air due to the closer of the day centre was strange and sometimes scary, often wondering where we may be in weeks, months or even a years time! But from the rapid change in our work life I feel that we bonded as a company and I formed relationships with staff members who ordinarily I wouldn’t usually have much time with, in a similar way the phone calls, meal delivery and basic wellbeing service we provided enabled me to form great relationships with service users and families which in ordinary times would of taken a lot longer so after over a year of difficulties there has been some positive outcomes and the main one being that we are all here because we care and that St Anthony’s as a company and a ‘family’ really do care about staff, service users and the local community.”

Senior Support Worker

At the end of the financial year, we were still providing the remote service. We submitted detailed risk assessments and reopening plans to the City Council and Public Health in September 2020 and whilst the plans were commended, due to the rising transmission rates in the northeast, public health put all reopening plans on “pause”. Updated reopening plans were resubmitted in March 2021 and at the time of writing this report we had received approval to reopen in late May initially operating a “bubble” model of attendance.

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From April 2020-March 2021 the remote service delivered, 0ver 17,000 wellbeing phone calls

Daily or twice daily phone calls to all service users and for those who live alone, this service was also provided at weekends
Daily phone calls to carers who reported how much they valued the support; many shared the additional strain they were under as a result of the lockdown.
Where service users had been admitted to hospital/residential care or sadly passed away, we continued phone calls to carers. Carers reported extreme anxiety when loved ones were in hospital or respite as they were unable to visit and aften contact by phone was not possible.
Weekend wellbeing visits for service users needing extra support to maintain their mental health.
Medi prompts and wellbeing checks
Shopping calls and laundry service to support people to stay at home
Over 4,500 meals cooked and delivered
The kitchen continued to operate providing a daily meal delivery service providing hot and cold food and for some service users, we also provided meals for their family members when requested.
3,360 weekly “Banters” delivered
Introduction of the St Anthony’s “Weekly Banter” from 01.05.20 which was well received. It included puzzles and quizzes with weekly prizes (including food parcels) being delivered and weekly “health and wellbeing” tips to keep people safe. There were weekly columns for service users to send each other messages so they could keep in contact and a birthday celebration section.
Almost 3,000 weekly banters delivered, and 48 editions produced
We sent birthday cards and keeping in touch cards and we still received and sent “postcards of kindness”.

We routinely reviewed the offer to keep people connected including

Access to day centre resources by delivering jigsaws and books etc
Establishment of a remote Film Club
Commissioning Skimstone Arts to engage residents in neighbouring St Anthony’s Court (Sheltered accommodation), Conaty House (our new extra care facility) and Garden Lodge (Residential Care) in an outdoor “singalong” that people could enjoy from their safety of their windows. This was well received, and people reported they really looked forward to the weekly session and enjoyed engaging with others from the safety of their homes
We responded to issues as they arose, e.g. keeping family informed when they were unable to get in touch with their family member by phone, contacting hospitals to support phone consultations for service users who struggled to communicate easily by phone, liaising with GPs and Pharmacy to facilitate the safe delivery of meds, supporting getting minor home repairs and or improvements done including through Your Home Newcastle

We thank our community for their support

We thank the Walker community for their fundraising to create a new outdoor seating area in preparation for reopening
We thank the Islamic Diversity Centre, Bookers, family and friends in kindly contributing to the “summer wellbeing boxes” prepared for and delivered to all our day centre service users

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We thank Spicer’s in North Shields for their kind donations of a range of teas that we used to create “tea hampers” delivered to all our service users.
We thank Shepherd Offshore for their annual food donation enabling us to provide home cooked Christmas lunches. As the centre was unable to open this year, during the week of the 14 December, the team donned their Christmas costumes and Christmas lunch, cooked at the centre, Christmas gifts and a Rington’s Food Hamper were delivered to all Day Care service users and any family members at home.
The Day Service also cooked and delivered Christmas lunches to residents at both our Extra Care facilities and on Christmas Day lunch with heating instructions was delivered to those who were on their own and they received a doorstep, socially distanced visit on Christmas Day with additional presents.

“During lockdown in the centre was hard but I got to get to know my work colleagues much better, more on a personal level than I would have in normal circumstances. I can honestly say it’s been totally rewarding for me to be cooking and sending out meals knowing our dear clients who otherwise may not have had any home cooked meals gets one. At Christmas we cooked Christmas dinner EVERY day it got delivered to each of our clients I was so pleased they all got a Christmas dinner needless to say I was fed up with the sight of sprouts by Friday � but it was worth it!”

Kitchen Manager

Home Care Service

As a regulated service we are registered with and inspected by the Care Quality Commission (CQC). At our last Inspection we were judged “ Outstanding ”. CQC are not routinely inspecting services during the COVID-19 pandemic but have maintained contact with providers through existing monitoring arrangements and engagement and support calls covering four assessment areas:

Safe Care and Treatment
Staffing arrangements
Protection from Abuse
Assurance Processes, Monitoring and Risk Management

In July 2020 CQC confirmed that they assessed that we were managing the impact of the COVID-19 pandemic.

“I feel very safe with my company and community, also I have a lot of support of the staff and clients which is very comforting for me”

Care Worker

As the country went into lockdown and people worked from home or were furloughed the Home Care Service remained fully operational. In 2020-21 we delivered over 113,000 hours of care completing over 162,000 visits travelling over 45,000 miles . Daily we provided on average 300 hours of care, completed 450 plus visits covering 125 miles. Throughout 202021, notwithstanding all the challenges presented by the pandemic, we did not miss one call. Our staff rose to the many challenges to ensure that our community received the care and support they have come to expect.

“It was extremely challenging working through the pandemic. We cancelled our holidays, worked on our days off and I still don’t think we get the same recognition as NHS staff.”

Care Worker

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Throughout, we have kept in regular contact with service users keeping them briefed on measures we had in place to keep them and our staff safe. We provided regular communications for staff and used a range of tools to measure staff wellbeing.

“St Anthony’s always make sure we are well looked after.”

Care Worker

Our staff have been tremendous, they have put service users first, they have managed their own anxieties and provided care and support at home for people who tested positive for COVID-19. They have taken on additional shifts, cancelled leave and responded so positively to ensure that no calls were missed. Over 90% of staff live in our local community and whilst this is one of our strengths, it tested our resilience when local transmission rates were high, and we were faced with the impact of staff being contacted by the NHS GPS app, NHS Test and Trace and local schools as children were being sent home when someone in their class tested positive.

“This year has been exceptionally challenging for all at St Anthony’s. I have felt a mixture of emotions and feelings including fear, anxiety and stress, but as always we have worked together and some-how managed to work our way through this very difficult time, however I am under no illusions that we are anywhere near the end.”

Care Coordinator

Staff across the organisation have responded positively to both the weekly testing regime introduced in December 2020 and the rollout of the COVID-19 vaccination from January 2021.

“St Anthony’s have done right by their staff, where the PPE is concerned, I’ve never did without, so thank you.”

Care Worker

We have been commissioned by Newcastle City Council for almost 20 years to deliver the General Home Care Service in the east of the city. The home care service was due to be retendered this year, but this has been delayed due to the pandemic and the current contract has been extended to March 2022. The current homecare contract with North Tyneside Council is to 2023.

“St Anthony’s have done a fab job making sure we are all fully protected. Believe me that’s a lot of hard work from our amazing office staff and money from a company who gives back what they take in. This is a company I can say I am proud to work for. At the beginning, middle, end of a shift we are grateful to see a smiles, we are all struggling at times and a smile can make anyone feel appreciated.”

Care Worker

Extra Care Housing

As reported last year, we opened Conaty House, a new extra care facility in November 2019 just in advance of the start of the pandemic. We now offer 46 extra care apartments, 4 of which are 2 bedroomed. Our properties continue to be in high demand and occupancy levels in 2020-21 were good despite the pandemic with Conaty House performing at 99% occupancy and Assisi House at 97%.

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On 23.03.20 and in line with national lockdown restrictions we closed the communal areas in both Assisi House and Conaty House moving the furniture into storage to reduce the risk of transmission and the mixing of households. Throughout the year we continued to review the safe opening of these areas and whilst shielding remains in place and restrictions on the number of households that can meet indoors, the communal areas remained closed.

We have kept residents and their families updated and in the main there has been full support for our approach in keeping both Assisi and Conaty House COVID free. We sought advice from Public Health, the Local Authority and Your Homes Newcastle and have been commended on our approach to infection prevention and control and at the time of writing this report we have had no incidents of transmission at either property.

“Well, it certainly has been a challenge the last 18 months but, my priorities were to keep my lovely service users, staff and colleagues safe and well which I could only do with the excellent support with PPE etc from St Anthony’s ��

Deputy Coordinator

We celebrated the first anniversary of the opening of Conaty House in November 2020 with a remote “afternoon tea” and commemorative gift delivered to each resident. Throughout the year the team have been creative and have tried to keep people’s spirits up and this has included a sing-along which took place outdoors which residents could join in with from their windows. The new gardener has supported much activity in the garden ensuring that the basics of face, space, hands and air were followed. As we ended the financial year and due to the rates of local infection, the communal lounges remain closed.

The Registered Manager and Housing Manager continue to work collaboratively to ensure high standards of both home care and housing services are met. Tenants remain involved in the management of the housing scheme, including the recruitment of staff. The planning and review of care is embedded in our practice, and we have continued this through the pandemic, undertaking risk assessments on each occasions and where applicable these have been completed by phone.

In 2020-21 the Housing Manager supported over 50 tenancies and secured increased benefits amounting to £270k.

“Working in Social Housing for the past 31 years my business was always about housing people into homes that met their housing need. When everything went into lockdown and therefore housing moves suspended, with the exception of crisis moves, it was vitally important to me to contact people who had been offered an apartment on a weekly basis . This was mainly to let them know that they were not forgotten and as soon as we could it would be business as usual and also just to chat and let them know that if they wanted to ring me or their families that I was always available. Once the restrictions eased it was full steam ahead and thankfully people moved in and settled really well despite these challenging times.”

Housing Manager

The Garden Project

As reported last year, we secured funding from the Kellett Fund for 12 months to run a pilot “Garden Project” and if successful in achieving the project objectives, we would aim to secure further funds. The project start date was delayed due to the pandemic however we

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are delighted to confirm that we appointed to the Gardener post and the project started November 2020.

The project utilises the social and therapeutic value of gardening to build connections/friendships for older people in our community, particularly those at risk of social isolation and experiencing loneliness creating opportunities for sharing skills, knowledge, and getting people outdoors into the natural environment.

The project is based in what was the presbytery garden and we secured funding from both the Sir James Knott Trust and the Linden Family and Prime Fund and together with a contribution from the Trustees we have been able to fully relandscape the garden ensuring improved access for people living with dementia and those with mobility needs. The hard landscaping work was almost completed at the end of the financial year. In the interim period, the Gardener, who has a background in mental health services, used the “Weekly Banter” to engage with service users supporting a propagation project growing sweet peas at home to be planted in the garden.

The project is creating opportunities for people to pursue and develop practical interests and skills enabling people to connect and enjoy the garden throughout the year. The project will offer activities on site as well as developing a programme of visits to gardens of interest across the region. We provide transport to support people’s participation.

Early indicators are that the project is making a difference to people’s lives, creating a safe place to engage safely.

Joint work with Children’s Social Care

In 2019 we approached Newcastle City Council to discuss local housing needs for vulnerable adults as we were planning the refurbishment of the presbytery adjacent to Assisi House. In discussion it was clear that there was a demand for housing for vulnerable children and young people which were in line with our charitable objectives.

The Council was moving away from the provision of larger children’s homes, as evidence showed better outcomes were achieved for children by placing them in more homely environments with a smaller number of other children, making it feel more like home and less institutional. The city therefore wished to work with partners to identify suitable properties that may provide high quality modern and above all normal family home environments for children and young people.

The Presbytery was refurbished providing 2 flats allowing for staff and child accommodation and 2 young people moved into the flats in early 2021. In addition to the provision of suitable accommodation we are working with the settings to engage the young people in our youth offer and garden project.

Supporting our Community

Our centre is a resource routinely used by the community providing both a base for local groups, the parish and a venue for community events. However, during 2020-21 this has all but stopped due to the pandemic.

We have provided space for our health partners to administer young people’s general inoculations and we have also operated as a polling station.

We continue to source the following services locally; plumbing, plastering, roofing, building work, window cleaning and provisions and we also work with a local social enterprise, investing in training and sustainable employment of young people, who provide our garden maintenance service.

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Trustees' Report

The Association continues to provide an annual grant and infrastructure support in kind to the “Bostey” (St Anthony’s Youth Education and Support Service), our local youth project and we provided a further grant this year to support the work they were doing during the pandemic to keep in touch with young people. This support delivers on our objects as outlined in our articles, to support young people. In addition, the Trustees agreed to a further donation to another local charity, Building Futures East, whose response to food poverty during the pandemic was inspiring.

The Bostey also closed in line with national lockdown requirements and as reported last year, the team immediately designed a remote service in response to identified need.

“The Bostey’s first response after the commencement of the first lockdown was to put together 50 emergency packs for families which included essential food, toiletries, sanitary products, activities for children and young people. As youth workers began to digest what was happening ideas started flowing and the planning begun. It was also agreed early on that all families should be classed as vulnerable. We took into consideration that nobody had ever been in this position before and families we had been talking to were scared and had already begun to feel lonely and isolated. Targeted supported for identified families would continue.

We directly engaged with 1000’s of local people as well as 100’s of children and young people all from various backgrounds. We received 100’s of messages each month from people thanking us and offering to donate us. We developed new relationships with businesses, and we have helped people understand that the Bostey is a Charity, and we fundraise all year round to keep the project going.

Partnership work has always been a big part of the work that we do at the Bostey it allows us to offer more opportunities and enables our children and young people to enjoy more of what is on offer locally and around the city. The strengthen of these partnerships were evident from the start of the first lockdown, which enabled us to have a fast organised response for our community as the foundations had already been built for many years. New collaborations were also created which we will build on during 2021.

We still have a long way to go in terms of “getting back to normal” and we know that there will be many more challenges to face in the coming months and years, but we have lots of new and exciting plans and we have been working hard behind the scenes talking with new and existing partners to bring more new and exciting opportunities for the children and young people in our local community.”

Youth Service Manager

Volunteers

There is a strong tradition of volunteering within the community and the Association values highly the important contribution volunteers make. We are very fortunate to have several very committed volunteers who over many years have given up their time to support the organisation, particularly in the day centre, the kitchen and in the youth service but also supporting community access to the centre outside office hours and in undertaking other tasks to ensure the smooth running of services. We are indebted to our team of highly skilled volunteers whom we could not do without.

However due to the pandemic and infection control restrictions in place during the year there have been limitations to the roles our volunteers could play in the day service, however, the “Bostey” volunteers have played a key role in providing remote services to young people and

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Trustees' Report

their families during lockdown. We have kept in touch with all our volunteers and where required delivered meals and shopping. Volunteers have supported with wellbeing calls, sending cards and letters and assisting with preparing and delivering hampers. As we prepare for the reopening of the day service, we are meeting our volunteers to plan their return to the service.

Fundraising disclosures

The charity is required to report how it deals with fundraising from the public. The charity does not use a professional fundraiser or commercial participator to raise funds. Any monies raised direct from the public follows all guidelines set out by the Charity Commission and UK law in every respect. We respect the privacy and contact preferences of all public donors.

Public benefit

The trustees confirm that they have complied with the requirements of section 17 of the Charities Act 2011 to have due regard to the public benefit guidance published by the Charity Commission for England and Wales.

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Trustees' Report

Financial review

Policy on reserves

The Trustees have reviewed their Reserves Policy taking into consideration the current local authority contracts in place. As the vast majority of our work is commissioned, should we lose a contract or decide to close, the majority of staff would be subject to TUPE. We have therefore reduced the level of general funds that the charity would need to maintain, and this is reviewed annually based on current and projected business. The charity’s policy is to maintain general funds, which are the free reserves of the charity, at a level equal to at least three months of general expenditure, which equates to approximately £600,000. This provides sufficient funds to cover management, administration and support costs, redundancies and any other emergency situations which may arise from time to time. Free reserves exclude fixed assets, long term liabilities and those funds which have been designated by the trustees in order to recognise future planned expenditure.

At the year end, £266,723 was designated by the trustees in relation to the value of St. Francis of Assisi House which was partly funded through grants received from external funders. The trustees designated £1,589,294 being the revaluation uplift on St. Francis of Assisi House, the Community Centre, Conaty House and Bostey and the Presbytery.

The current level of free reserves is £390,172 (2020: £266,919), whilst this is below the level considered suitable it shows an increase over the prior year’s free reserves, and the Charity seek to continue rebuilding its reserves with budgeted surpluses.

Principal funding sources

Our primary source of funding is through contracted work for home care and day care commissioned by local authorities and from rental income from Assisi House and Conaty House, our extra care housing schemes. During 2020-21 we also received funding through the Government’s Infection Control Fund contributing to both additional costs incurred, and additional work required to manage through the pandemic.

Investment policy and objectives

Under the Memorandum and Articles of Association, the charity has the power to make any investment which the trustees see fit. The trustees aim to receive on balance a minimum of 4% return on its investments, which include returns made on capital projects.

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Trustees' Report

Going concern

As outlined in our 2019-20 Annual Report, whilst the COVID-19 pandemic has impacted the charity, we have continued to operate and have been able to continue to provide most services, albeit at slightly reduced levels throughout 2020-21.

With additional safety measures in place, we were able to continue to provide the Home Care and extra care housing services that we provided pre COVID-19, and these services account for almost 90% of our income from charitable activities. The impact of COVID-19 on Home Care services, was that a small number of Home Care packages were temporarily suspended in the early stages of national lockdown which have now resumed. We are taking on new work and continue to keep in regular contact with our commissioners. Restrictions during the first lockdown also resulted in short term delays in filling vacancies in our Extra Care Housing facilities, however overall occupancy at yearend for both properties has exceeded the 95% forecast with Assisi House annual occupancy at 96.85% and Conaty House annual occupancy at 98.58%.

The Day Care service and other income, such as hall hire, have been more severely impacted by COVID-19 and the restrictions that were, by necessity, put in place by the Government. Whilst we continued to receive payment from both Newcastle and North Tyneside Councils, we lost all private income for the day service including kitchen income. We are currently pursuing a Business Interruption claim with our insurers to cover this loss of income. Throughout the pandemic and from closing the Day Service on 23.03.20 we provided a remote service to our Day Service Users which included daily phone calls, delivery of home cooked meals, production of a weekly magazine and other tasks such as shopping and laundry. Following approval from Newcastle City Council and Public Health, we have been able to reopen the Day Service as of 17 May 2021. However, we are limited on the number of people who are able to attend per day however people are delighted to be back. We are planning a marketing campaign to increase numbers as we have lost some service users during the last 14 months.

Despite the impacts of COVID-19 noted above, our income from charitable activities for 2020-21 has increased overall. We have faced increased costs as a result of the pandemic for PPE, staffing etc. but we have actively sought ways of reducing the impact of COVID-19 and accessed available grant funding; we have used the Government’s furlough scheme to reduce the cost of staff who have been shielding, we have reclaimed the cost of SSP for staff who have been self-isolating, and we have utilised the national funding for infection control provided through the Local Authority.

We continue to monitor the situation, reviewing our finances carefully and at the most recent Finance, Audit and Business Development Committee meeting (29.04.21) and the subsequent full Board meeting (25.05.21) the Trustees are of the opinion that the charity is able to continue to operate as a going concern, and the financial statements are prepared on this basis.

Risk management

The Governance arrangements ensure effective oversight of risk management across the organisation. Each Trustee committee has a set of performance indicators which allow for any potential risks to be identified and mitigated against. The Senior Management Team meet regularly and on a quarterly basis conduct Health and Safety Reviews. The Registered Care Manager is the Safeguarding Lead for the organisation and all staff are trained in adult and children’s safeguarding.

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Trustees' Report

A robust monitoring process is in place and quarterly operational and financial reports are provided to the relevant committee. During 2020-21 Trustees, as planned, have been undertaking a full self-assessment using the Charity Governance Code for smaller Charities. This work has been led by the People, Culture and Performance Committee and recommendations and action plan will be presented to the Board in the coming year.

The Chief Executive ensures regular risk audits through a variety of internal and external inspections and operational management is monitored through regular supervision meetings with senior managers. We regularly review our staffing structure to ensure operational effectiveness and safe working practices. As approved by Trustees we have appointed to a new post, Estates Manager, who will take a lead on and bring an expertise in health and safety to the business.

The Care Quality Commission are not routinely inspecting services during the COVID-19 pandemic but were maintaining contact with providers through existing monitoring arrangements and engagement and support calls covering four assessment areas:

Safe Care and Treatment
Staffing arrangements
Protection from Abuse
Assurance Processes, Monitoring and Risk Management

CQC confirmed that they assessed that we were managing the impact of the COVID-19 pandemic.

The Senior Management Team keep Policies and Procedures under review and seek approval where required from Trustees for any proposed changes.

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Trustees' Report

Trustees Responsibilities

The trustees (who are also the directors of St Anthony of Padua Community Association for the purposes of company law) are responsible for preparing the trustees' report and the financial statements in accordance with the United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice) and applicable law and regulations.

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

select suitable accounting policies and apply them consistently;
observe the methods and principles in the Charities SORP;
make judgements and estimates that are reasonable and prudent;
state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements; and
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 adequate accounting records that are sufficient to show and explain the charitable company's transactions and disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

Disclosure of information to auditor

Each trustee has taken steps that they ought to have taken as a trustee in order to make themselves aware of any relevant audit information and to establish that the charity's auditor is aware of that information. The trustees confirm that there is no relevant information that they know of and of which they know the auditor is unaware.

Reappointment of auditor

In accordance with section 485 of the Companies Act 2006, a resolution for the reappointment of MHA Tait Walker as auditors of the charity is to be proposed at the forthcoming Annual General Meeting.

The annual report was approved by the trustees of the charity on .................... and signed on its behalf by:

................. ........................ T P O'Grady Trustee

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St Anthony of Padua Community Association

Annual Report and Financial Statements

31 March 2021

Contents

Reference and Administrative Details

Trustees

The Charity is incorporated in England and Wales

Trustees' Report

Chair's Statement

Chief Executive’s Statement

Structure, governance, and management

Nature of governing document

Recruitment and appointment of trustees

Induction and training of trustees

Trustees' Report

Arrangements for setting key management personnel remuneration

Organisational structure

Relationships with related parties

St Anthony's Youth Education and Support

Objectives and activities

Objects and aims

Trustees' Report

Objectives, strategies and activities

Trustees' Report

Trustees' Report

Day Care Service

Trustees' Report

From April 2020-March 2021 the remote service delivered, 0ver 17,000 wellbeing phone calls

We routinely reviewed the offer to keep people connected including

We thank our community for their support

Trustees' Report

Kitchen Manager

Home Care Service

Care Worker

Trustees' Report

Trustees' Report

Housing Manager

The Garden Project

Trustees' Report

Joint work with Children’s Social Care

Supporting our Community

Trustees' Report

Volunteers

Trustees' Report

Fundraising disclosures

Public benefit

Trustees' Report

Financial review

Policy on reserves

Principal funding sources

Investment policy and objectives

Trustees' Report

Going concern

Risk management

Trustees' Report

Trustees' Report

Trustees Responsibilities

Disclosure of information to auditor

Reappointment of auditor

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