centre for • • • • Independent• • • • por Ipy Eiè"; * ANNUAL REPORT 2022-23 ||**TABLE OF CONTENTS**|| |---|---|---| ||Our Vision, Mission and Values|03| ||Chair’s Foreword|04| ||Chief Executive’s Foreword|05| ||Strategic Plan|06| ||Achievements for 2022/23|07| ||Disabled people are connected to each other and with other people|| ||Achievements for 2022/23|08| ||CILNI is promoted through listening and providing opportunities for the voices of disabled people to be heard|| ||Achievements for 2022/23|09| ||Personal experience is used to help inform and influence government policy|| ||Achievements for 2022/23|10| ||Our services are appropriate and of a high quality|| ||Achievements for 2022/23|11| ||Our membership expanded through recruiting new members and retaining existing members|| ||Annual Accounts for 2022 - 2023|12| ||What Users say about our Services|13| ||Corporate Information|14| ||Thank you to supporters|15| ## **OUR VISION, MISSION AND VALUES** ## **OUR VISION** To live in a world where disability is not a disadvantage ## OUR MISSION To empower disabled people to live independently in an inclusive society through delivering quality services and campaigning for change ## **VALUES** We put people first - We prioritise independent living - We lead with authority and responsibility We think big 3 ## **CHAIR’S FOREWORD** Another challenging year has passed since the last annual report and I am delighted with how the board responded to the issues we grappled with; for which I extend my thanks and share my admiration of their dedication. In particular, I would like to mention Mike Hendra, who very kindly stood in as interim treasurer, whilst we searched for a replacement. Replacing a treasurer is never an easy task, and was delighted when Amanda Paul volunteered to take on this enormous responsibility. As a board we have continued to work towards our strategic plan, delivering on the goal that were set out and in this report, you will be able to see how we are fulfilling that commitment. To that end, working with the senior management team to ensure a smooth operational outcome for the entire staffing team has been working well. We were able to provide finances to cover new projects in policy, advocacy and training across the Independent Living sector and huge thanks should go to Deena, Carla and the entire Independent Living Advisor Team for the exceptional standard of work. Similarly, the Payroll Department rollout of our new Connect service gathered momentum and those using the service are already seeing the fruits of an efficient and streamlined way to manage employee payrolls. Another example of the Centre placing our service users at the heart of everything we are trying to achieve to make independent living as easy as it ought to be. Of course, all of these things do not happen without the support of the folks who look after the administration, working away in the background to ensure that the technical, financial and other ancillary processes run smoothly. As we continue into the coming year, without the prospect of a sitting executive in sight, the focus on sustaining our future activities has never been so important. All of the board are united in developing strategies to ensure that CILNI has the resilience to meet and work through the issues that we may be faced with and I cannot end without further acknowledgement of the time and dedication given freely by each and every one of them. Best wishes, Michael Holden MBE BSc MCMI 4 ## **CHIEF EXECUTIVE’S FOREWORD** I am delighted to report on key achievements for the year 2022/23. The year marked the fourth year of our Strategic Plan 2019-2024 with an aspiration to ensure that the message of independent living is clear and that the voice of disabled people is heard. I would like to thank the board of directors for their support over the last twelve months. We continued to have regular meetings in various locations, both in-person and via a video connection. Our senior management team had another busy twelve months. The enhanced use of digital techniques to engage with people was further embedded within the operations. A number of internal projects including the upgrading of the telephone system and a significant data transfer project to the cloud was completed during the year. The staff team embraced hybrid working arrangements and offered a range of in-person and online services to service users. We were delighted to organise an artwork commission for disabled artists using some legacy funds. A number of artists submitted work for a small visual art collection on the theme of independent living. Some of this artwork is featured in this report. We were successful in securing a new Department of Health contract for three years from April 2022 to provide a regional advice, information and advocacy service to support people to manage their own care, using Direct Payments as part of the Self-Directed Support framework. The Payroll Service management team led a successful testing of Connect, the cloud-based employer self-service system. The digital system is now being phased in by offering it to new payroll service clients as part of the payroll set up process. A revised Payroll Service Agreement with new terms and conditions was introduced during the year. This was the first significant revision since 2016. A number of new communication channels were developed as a way of improving information about core services to service users including the production of several “explainer” videos. CILNI is a user-led disabled persons organisation and we believe engagement at policy level is essential to increase independence, choice and control for disabled people. During the year we were involved in 45 meetings, public consultations and events focusing on policy development. We have not stood still during the year despite local political and economic uncertainty. CILNI has continued its two-fold vital work. Firstly by supporting disabled people and carers in managing the direct payment element of their social care. Secondly standing alongside disabled people who continue to campaign for their rights. Our work in these and other areas will continue in the coming years Bryan Myles, CEO 5 ## **STRATEGIC PLAN** The focus of our five-year strategy (2019 -2024) is to make a real difference in disabled people’s lives by breaking down the barriers they face and tackling the policies which prevent them from living independently. Through this strategic framework, we are challenging ourselves to bring about significant and sustainable change for a greater number of disabled people, working and inspiring others to do the same. Our strategy is underpinned by four values that inspire all aspects of our work: **1.** We put people first **2.** We prioritise independent living **3.** We lead with authority and responsibility **4.** We think big 6 ## **ACHIEVEMENTS FOR 2022/23** **----- Start of picture text -----**
How much
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## **Disabled people are connected to each other and with other people** CILNI facilitated a meeting with DoH Minister Swan in October 2022 to provide a platform for him to announce the new SDS regional rate for 2022/23 and to meet with a number of PA employers and their PAs. This meeting proved to be very useful as it enabled service users to share personal experiences with the Minister. The meeting was used to highlight a number of the current challenges experienced by service users caused by the administration and policies of the local Trusts. **----- Start of picture text -----**
employers and their PAs. This meeting proved to be very useful as it enabled service users to
CILNI Newsletters
share personal experiences with the Minister. The meeting was used to highlight a number of
the current challenges experienced by service users caused by the administration and policies were circulated 2,151
of the local Trusts. four times a year
During the year more meetings took place in person and relationships were strengthened. We
maintained direct service user involvement through conventional phone calls and the use of
digital technology including social media platforms. We interacted with service users directly
Hits on the
through our website and by using video technology. The signposting nature of social media
19,642
makes it a great channel to post quick updates and information to our followers. We use both CILNI website
Facebook and Twitter to engage with service users, providing advice and sharing informative
articles relevant to our sector. In addition, we receive enquiries and feedback from Direct
Payment employers in relation to their PA recruitment needs from a number of private
Facebook Groups. Online training delivery has made it much easier for service users to join
sessions and access the information being shared, but unfortunately limits opportunities for
informal networking and sharing of experiences/ideas. Twitter followers 755
The 2022 user survey provided a welcome review of the experience of all respondents who
have come into contact with CILNI’s services. With a sample size of 176 respondents, the
survey evidenced a high level of satisfaction that echoes the findings of the three previous
surveys and is testament to the need and value of the work done by the organisation. It was
particularly pleasing to note that 82% felt confident in recommending CILNI’s services to
Facebook friends 944
others. All the feedback provided helps the organisation to continue to develop and improve
the way it supports individuals in their independence.
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During the year more meetings took place in person and relationships were strengthened. We maintained direct service user involvement through conventional phone calls and the use of digital technology including social media platforms. We interacted with service users directly through our website and by using video technology. The signposting nature of social media makes it a great channel to post quick updates and information to our followers. We use both Facebook and Twitter to engage with service users, providing advice and sharing informative articles relevant to our sector. In addition, we receive enquiries and feedback from Direct Payment employers in relation to their PA recruitment needs from a number of private Facebook Groups. Online training delivery has made it much easier for service users to join sessions and access the information being shared, but unfortunately limits opportunities for informal networking and sharing of experiences/ideas. The 2022 user survey provided a welcome review of the experience of all respondents who have come into contact with CILNI’s services. With a sample size of 176 respondents, the survey evidenced a high level of satisfaction that echoes the findings of the three previous surveys and is testament to the need and value of the work done by the organisation. It was particularly pleasing to note that 82% felt confident in recommending CILNI’s services to others. All the feedback provided helps the organisation to continue to develop and improve the way it supports individuals in their independence. 7 ## **ACHIEVEMENTS FOR 2022/23** ## **How much did we do?** meetings in collaboration with other organisation **45** to discuss disability issues meetings led by disabled people to **20** discuss independent living of service users were **86%** satisfied with the way we listened to them of service users found **86%** the advice service information very helpful **CILNI is promoted through listening and providing opportunities for the voices of disabled people to be heard** We met regularly with policy makers and senior staff across the Health and Social Care Trusts while policies were being developed. We brought the personal assistants and carers workforce to the attention of politicians. As small employers, it is extremely difficult for them to make their voice heard. We supported the campaign to increase the SDS hourly rate and were pleased to host Health Minister, Robin Swan for the announcement of the largest ever rate uplift. CILNI members attended the second Northern Ireland Disabled Persons Parliament in the NI Assembly Chamber on the International Day of Disabled Persons in December 2022. The event was hosted by the Speaker, Alex Maskey MLA in Parliament Buildings, Stormont. Disabled people helped to plan the event, set the agenda and used personal stories to highlight the importance of adopting the United Nations Convention on the Rights of People with Disabilities. We attended the Harkin International Disability Summit in the Belfast ICC. The Summit is internationally recognised as a platform that brings together leaders and activists across business, government, voluntary sector and academia to highlight and address disability employment issues. We attended regular online meetings with politicians, many facilitated by voluntary groups. We were a representative at a number of All Party Working Groups, including Physical Disability and Learning Disability. These are political cross-party working groups set-up for discussion and to be informed on relevant topics. 8 ## **ACHIEVEMENTS FOR 2022/23** ## **Personal experience is used to help inform and influence government policy** CILNI worked collaboratively with Department of Health and HSC Trusts on issues impacting the direct payment policy for users and carers. We participated in a roundtable discussion with Peter May, DoH Permanent Secretary. We provided a response to the Department of Health’s Reform of Adult Social Care consultation. We participated in two IMPACT (Improving Adult Social Care Together) action research projects. The first was facilitated by Northern Ireland Social Care Council (NISCC) to explore ways to improve recruitment and retention with a particular emphasis on valued based recruitment. The second was facilitated by ARC NI to explore approaches that offer a ‘middle way’ between commissioned services and direct payments for people with mental health problems or learning disabilities. We were represented on the Department of Community’s Disability Strategy co-design group working alongside side the civil servants and an expert group. In addition, we were consulted on the Department’s emerging Housing Supply strategy. We were represented on the Disability Forum set up by the UNCRPD Independent Mechanism in Northern Ireland. The role of the Forum is to provide a dedicated space to ensure disabled people are at the core of IMNI’s work in promoting, protecting and monitoring the implementation of the UNCRPD in Northern Ireland. CILNI continued to support the campaign to re-open the Independent Living Fund for new applicants in Northern Ireland and ongoing discussion with the ILF Scotland team on policies and shared activities. ## **How much did we do?** **----- Start of picture text -----**
policy
development 50
activities
advocacy support
261
requests
information and
awareness raising 5
events
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9 **----- Start of picture text -----**
How much
did we do?
advice and
9,801 information
enquiries
service users and
3,819
carers supported
face to face office-
885 based advice
service enquiries
DP employers
2,661 using payroll
service
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## **ACHIEVEMENTS FOR 2022/23** ## **Our services are appropriate and of a high quality** CILNI was successful in securing a new Department of Health contract for three years from April 2022 to provide a regional advice, information and advocacy service to support people in managing their own care. The service supports people to manage their own personal assistance, using Direct Payments as part of the Self-Directed Support framework, how to be a good employer, recruitment support and broader advice on living independently. The Advice Service responded to 31% more enquiries than that required under the service contract. It undertook more than five times the number of independent advocacy enquiries as required under the service contract. Faceto-face home visits and office visits have grown steadily. The payroll service continues to offer a bespoke and practical payroll solution for employers of personal assistants. As the number of employers administered by the payroll service continues to grow, the team responded to a larger number of enquiries than in previous years. After the successful testing of Connect, the cloud-based employer self-service system is now being phased in by offering it to new payroll service clients. This digital development has brought significant benefits to the service users, their employees and the operation of the payroll bureau. A revised Payroll Service Agreement with new terms and conditions was introduced during the year. A number of new “explainer” videos were developed as a way of improving information about core services to service users. The Independent Living Accounts facility supports the budget work undertaken by the advice service. The announcement of the large percentage increase in the SDS hourly rate resulted in a surge in the number of enquiries for budget reviews from service users. In 2021, there were around 400 enquiries. In 2022, this increased to almost 1,000 enquiries. 10 ## **ACHIEVEMENTS FOR 2022/23** ## **Our membership expanded through recruiting new members and retaining existing members** Full membership is open to disabled people who support the ethos of the independent living movement. It enables disabled people to contribute their expertise and personal experience and have a say in the future direction of the work of the organisation. Associate membership is available to non-disabled people who support the principles of independent living. We provided opportunities for a number of members to participate in different aspects of the charity including as board members. We benefit from the time they give to the organisation and from the utilisation of a diverse skill set. We were pleased that a number of our members are regular service users and are always available to provide invaluable feedback on the quality of the service. ## **How much did we do?** **----- Start of picture text -----**
New CILNI
members during 4
the year
Total number of
50
full CILNI members
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Total number of associate CILNI **48** members” Number of people attending CILNI’s **29** 21st AGM CILNI held its 21st Annual General Meeting during the year as part of a conference on the theme of “Our future, our lives – what is happening?”. The event enabled members to listen to a number of inspirational speakers and network with other disabled people in the surroundings of an historic estate. We facilitated a Christmas drop-in in the Belfast office to provide a welcoming space for people to meet each other and share stories. This small-scale event enabled members to meet informally with board members and the management team. The focus for the entire CILNI staff team was to support our members and service users and to help maintain the organisation’s service levels. We welcome the small increase in membership during the year and look forward to being able to engage more fully with all of our members in the coming year. 11 ## **ANNUAL ACCOUNTS FOR 2022 – 2023** A full set of the charity’s audited accounts for the period is available on the Charity Commission NI website. However, an overview of the organisation’s financial position of the year 1st April 2022 – 31st March 2023 is provided below. The charity’s income exceeded its expenditure by £7,902 which is an improved financial position on the previous financial year. The income from the payroll service continued to grow as more employers of personal assistants are attracted to the one-stop shop facility offered by the charity. The contract with the Department of Health for the provision of the regional advice, information and advocacy service, was secured at a similar fixed price as the previous contract. In response to the growing demand for support to arrange direct payments by service users, the advice service continued to exceed its targets. The Board continues to follow a strategic financial policy of maintaining a level of reserves sufficient to cover six months of running costs. The operational surplus and an unfortunate downturn in investments has resulted in accumulated funds at the end of the year decreasing from £787,460 to £780,746. These investments are managed on CILNI’s behalf by Evelyn Partners. ## **CILNI Income 2022/23** **----- Start of picture text -----**
DoH Payroll Service Other
Contract Income Income Income
34.5% 65.3% 0.2%
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## **CILNI Expenditure 2022/23** **----- Start of picture text -----**
Human
Administration Establishment
Resources
81.1% 10.2% 6.2%
Payroll
Depreciation Financial
Service
0.6% 1.3% 0.6%
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12 ## **WHAT USERS SAY ABOUT OUR SERVICES** ## **We are committed to listening and responding to the experiences of service users** **Paula McC Geraldine G Patricia D Edith M Eric G** Excellent Excellent I was very anxious The CILNI Advisor You have been experience with the experience, the regarding payments answered all our very efficient and Advice Team - so CILNI staff are so required to HMRC. questions and took a pleasure to deal patient with our helpful and After a phone call time to explain with. I've seen a questions! This respond very with CILNI the things to us in tremendous makes a stressful quickly with any issue was resolved detail. improvement in situation so much questions that the same day. the delivery of easier. Thanks need answered. Many thanks for service compared your help, I can with previous now sleep tonight. years! **Marie V Geraldine McC Elizabeth McS Marie V Eileen McN** The CILNI team The CILNI Advisor The CILNI Advisor Very helpful I tend Excellent service all were very nice to was very helpful and explained to get nervous in round. Thank you! talk to and gave lots of useful everything very these situations and All queries answered extremely helpful. information, great clearly and the CILNI Advisor promptly in a service! responded to each helped to alleviate concise and precise of my questions that so thank you. manner. with knowledge and professionalism. I am very confident using CILNI. 13 ## **CORPORATE INFORMATION** ## **Board of Directors** Alison Lockhart Amanda Paul Angela Hendra Caitriona Graham Michael Hendra Michael Holden Patricia Millar Ronan Murray **Chief Executive** Bryan Myles **Deputy Chief Executive** Liz Esler ## **Independent Living Services Manager** Deena Nimick ## **Payroll Service Manager** Kevin McKegney ## **Registered Office** Linden House, Beechill Business Park Belfast, BT8 7QN 028 9064 8546 www.cilni.org ## **Auditors Bankers** Harbinson Mulholland, Belfast Ulster Bank, Crumlin 14 ## **THANK YOU TO SUPPORTERS** We would like to thank the following organisations and individuals who have supported our work over the past year. Through their support we have been able to ensure many more disabled people have received answers to many of their questions and services to help them live more independently. We remain committed to living in a world where disability is not a disadvantage. **Ruth Donaldson, Department of Health, SPPG** **Colin Dunlop, Department of Health** **Peter Scott, ILF Scotland** **David McDonald, Omnibus Project & ILF NI Stakeholders Group Alex Wade, Mark Bates Insurance** **Chris Griffen, Lockton Insurance** **Jane Fyffe, Harbinson Mulholland** **Chris O’Neill, Smith & Williamson** **Colin Lively, MyIT Department** 15 **HQ and Eastern Area Office** Linden House Beechill Business Park 96 Beechill Road Belfast BT8 7QN T: 028 9064 8546 E: info@cilni.org **Southern Area Office** Ballybot House 28 Cornmarket Newry, BT35 8BG T: 028 9064 8546 E: enquiries@cilni.org **Western Area Office** 64 Market Street Omagh BT78 1EL T: 028 9064 8546 E: enquiries@cilni.org **Northern Area Office** Unit C1, The Business Centre 80 – 82 Rainey Street Magherafelt BT45 5AJ T: 028 9064 8546 E: enquiries@cilni.org ## **Online** www.cilni.org www.twitter.com/cfilni www.facebook.com/centreforindependentlivingni ## **Centre for Independent Living NI** A charitable company limited by guarantee NI 058552. Registered with the Charity Commission for Northern Ireland NIC 100690.