Trustees’ Report and Accounts 2019 · disabilities in transition from children’s to adult services, people with drug and alcohol issues and ... communities. For people with mental

Trustees’ Report and Accounts2019

Outlook Care Trustees’ Report and Accounts For year ended 31 March 2019

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3 About Us4 Chair’s Statement5 Report of the Trustees18 Independent Auditors’ Report to the Members of Outlook Care

21 Statement of Financial Activities for the year ended 31 March 2019

22 Statement of Financial Position as at 31 March 2019

23 StatementofCashflows for the year ended 31 March 2019

24 Notes to the Financial Statements

Contents


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Outlook Care

Reference and administrative details for the year ended 31 March 2019

Status The organisation is a Registered Society under the Co-operative andCommunityBenefitSocietiesAct2014,incorporatedon24 January 1990 and recognised as charitable by HM Revenue and Customs.

Registered society number 26988R

Registeredofficeand Unit6,ShelduckHouseoperational address Woodbrook Crescent Radford Way Billericay Essex CM12 0EQ

HonoraryOfficers SteveMarshMSc,CQSW,CMS,CRCCYP

Chief Executive PiotrRejekMA,BA(Hons)

Company Secretary SianHajbaBA(Hons),FCCA

Bankers National Westminster Bank 3rdFloor,PhoenixPlace Christopher Martin Road Basildon EssexSS143GQ

Solicitors AquabridgeLtd 21SpringfieldLyonsApproach Springfield Chelmsford Essex CM25LB

Auditors BDOLLP 150AldersgateStreet London EC1A4AB


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About us

OutlookCareisanotforprofitproviderofpersonalised support and care services for people withlearningdisabilities,mentalhealthsupportneeds,dementiaandolderpeople.Servicesincludesupportedliving,specialistregisteredcare,nursing,respitecare,shortbreakservicesanddomiciliary care.

We support people with complex needs and those whosebehavioursmaychallenge,includingadultswithlearningdisabilities,peoplewithautism,youngerpeoplewithlearningdisabilities in transition from children’s to adult services,peoplewithdrugandalcoholissuesandarangeofcomplex,functional,longtermmentalhealthsupportneeds,peoplewithdementia and older people with nursing care needs including end of life care.

Wherewework

We are a regional organisation operating in LondonandtheEastofEngland.AreasincludeNorthandSouthEssex(includingtheUnitaryAuthorityofSouthend)andtheLondonBoroughsofBarkingandDagenham,Brent,Greenwich,Lewisham,Havering,Newham,Redbridge,WalthamForestandWestminster.

OurregisteredofficeisinBillericay,Essex.WealsohaveofficesinColchester,Essexplusvarious locations in purpose built properties where people we support live.

Workinginpartnershipwithpeoplewesupport,theirfamiliesandourcommissioners,beingperson centred and focussing on what is important for every person is our passion. We pride ourselves on our ability to have a positive impactonpeople’slives.Werecruit,trainandsupportourstafftosupportpeopletomaximisetheir independence and to have choice and control over their lives.

Our vision

Alifewhereeverypersonisvalued,includedandempowered.

Our mission

For people with learning disabilities:Bydeliveringarangeofflexiblecareandsupportservices,wewillensurepeoplewithlearning disabilities are as independent as possible and connected with their local communities.

For people with mental health support needs: Throughrecoveryfocussedsupport,weencourage people with mental health needs to take control of their own lives as much as they can.

For older people:By listening to our older residents and their loved ones,understandingwhatmattersmosttothem,we will deliver exceptional nursing care and support.

Our values

• Listen;alwayswithinterest,concernand action.• Inspire;througheveryinteraction.• Kind;throughgenuinecareandcompassion.• Excellence;bystrivingtobethebestthatwe

can.• Integrity;byactingethicallyandbeing accountable.• Trusting;relyuponustodowhatwesaywe

will do.


Chair’s Statement

This is Outlook Care’s 30th year of successful servicedelivery.Iamproudtoreportthat,onceagain,wehavemetthechallengespresentedtous.Thedeliveryofsafe,quality,customerfocussed services is our priority. Our regulators and accreditors recognise our high standards.Asat31March2019,Iampleasedtoreport:• 100% ‘good’ rating across all of our Care

Quality Commission regulated services. • AccreditationISO9001:2015continuous

certificationfor24yearsandISO14001:2015continuouscertificationfor11years,to2021.

• InvestorsinPeopleStandardcontinuouscertificationfor20yearsto2020.• CertificateinHealthandSafety(CHAS)continuouscertificationfor11yearsto2020.

Byfocussingonqualityandcustomersatisfaction,we have maintained operational momentum to achieveourstrategicobjectives;• Inconsultationwithcustomers,launchofnew

Vision, ‘A life where every person is valued, included and empowered’.

• 100% retention of existing contracts.• Developing a new four bed supported living

service for people with learning disabilities in theLondonBoroughofGreenwich.

• Securinga24-hoursupportpackageforonepersonwithalearningdisabilityintheLondonBorough of Barking and Dagenham.

• EssexCareAwardswinnerforManagerofFoxburrowGrangeOutstandingLeadershipCategory for older people services.

• NationalGreatBritishCareAwardWinner,Best Innovator Category for learning disability services.

• RegionalGreatBritishCareAwardsLondonRegionWinner;CareNewcomerCategoryformental health services.

• Maintainedstaffretentionlevelsabovesectorindustry benchmark levels.

• Successful contract award for learning disability and mental health framework in LondonBoroughofBarkingandDagenham.• DeliveringQualityofStaff,RecruitmentRetentionProjectwithpositiveresultsincreasingskilled,highqualitypermanentstafflevelsreducinguseofsecondaryagencystaff.

• Focussedeffortonensuringourbusinessmodel remains sustainable through the

ongoing safe reduction of central overhead cost and the launch of an exciting TechnologyStrategy(includingGDPRcompliance)tosupport,maximiseand improve technology use to meet business objectives,reducefurthercentraloverhead costs and provide an enhanced customer journeyexperience.

The Board have been active in making necessary changes to the way they work through the implementationofarevisedGovernancePolicyincludingthelaunchofanewBusinessPlan2018-22andOrganisationalRiskMap.

Pressureonincomeandexpenditureremainsaconcern alongside extreme uncertainty delivered by the Brexit debate. We will continue to invest in our workforce and work in close partnership with ourcustomers,peoplewesupport,theirfamiliesand commissioners in order to thrive in such a challenging economic environment.

IamconfidentthattheBoardisaddressingtheriskspresentedtoOutlookCare,developingandreviewingrobust,effectiveplanstomitigateeachrisk,inthebestinterestofourbeneficiaries.Tough decision-making and taking action to address issues that threaten the sustainability of safe service delivery is a strength in Outlook Care and will continue to be the case.

Iwouldliketothankthepeoplewesupport,theirfamiliesandourcommissioners,whoinspireusdaily,bysharingtheirexperiencesaboutwhatismostimportanttothem.Ourskilled,talented,dedicatedstaffandBoardcontinuetomoveOutlookCareforwardindifficulttimesbyactively listening to all stakeholders and focussing on customer satisfaction at every level.

They are all responsible for our achievements and I would like to thank them personally for the incredible work they do.

Steve Marsh – Chair of Board

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Report of the Trustees

OutlookCareisacharitableorganisation,formedforthebenefitofthecommunityandthisunderpins all that we do. The following extract from ourrulessetsouttheobjectsofourorganisation:

A.2TheAssociationisformedforthebenefitofthecommunity.Its’objectsshallbetocarryonforthebenefitofthecommunity:

A.2.1The business of providing relief for persons in needbyreasonsoftheirage,illhealth,disability,financialhardshiporotherdisadvantage(thebeneficiaries)bytheprovisionofcareandsupport,whetherresidentialorotherwiseandsuchothersupportforthebeneficiariesandtheirfamily and dependants as would be charitable under the laws of England and Wales in all cases forthebenefitofthepublic.

A.2.2Anyothercharitableobjectthatcanbecarriedoutby a Registered Society under the Co-operative andCommunityBenefitSocietiesAct2014.

Strategic objectives

• Maintainourlong-termfinancialviabilityandmaximise use of all of our resources.

• Inpartnershipwithcustomers,developanddeliverqualitypersoncentredservicesthatgive positive outcomes.

• Recruit,develop,manageandretainaflexible,motivated,competentanddiverseworkforce.

• Care for the environment and meet all appropriate legislation and regulation to develop a greener working community.

Inordertoaccomplishtheseobjectives,weset ourselveschallengingtargets,whicharereviewed regularly by the Board to ensure that weremainoncourseandhavethesufficientresources available to support our plans.

Whowesupportandourstaff

Asat31March2019wedeliveredanaverageof17,653hoursofsupportperweekandsupported540peoplebrokendownasfollows:• 58.3%learningdisabilities(315people)• 28.9%mentalhealth(156people)• 12.8%olderpeople(69people)

Weemploy514staffonpermanentcontracts. 38.13% are from Black or Minority Ethnic(BME)backgrounds.33.27%ofstaffon permanent contracts are from non-BME backgrounds.Fortheremainingworkforce,28.60%,staffhavedeclinedtosay.

We have 188 workers registered through OutlookCareBank(OCB),52.13%areofBMEbackgrounds,12.77%non-BMEbackgrounds and 35.11% have declined to say.


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Operational performance 2018-19

Lastyearwesaidwewould...AchieveoccupancylevelsatFoxburrowGrangethat deliver a contribution as per the budget.

Maintain a low level of voids in accommodationbased services.

Deliverqualityservices,maintainingfullcompliance with all regulators such as CQC and qualityaccreditationsincludingISO,IIPandCHAS.

Increase services purchased through personalbudgets.

Continuetodevelopnewservices,biddingfortenders where they meet our criteria and working with selected partner organisations to develop new initiatives.

Achieveourrecruitmenttargetsensuringwehavetherightpeople,withtherightskillsandattitude to deliver personalised services retainingourskilled,motivatedandwell-trainedworkforce.

Review our pool of Outlook Care Bank workers ensuringefficientdeployment,reducingcostsandcontrollingqualitywithaspecificaimofreducing agency usage costs.

ImplementtheBusinessPlan2018-21,focussedonpersoncentredservicedeliveryatalltimes,includingaLearningDisabilityGrowthStrategy.

Embed our approach to delivering customer satisfaction at all levels of the organisation at thehighestlevel,everytime.

HaveinplaceactionstomeettherequirementoftheGeneralDataProtectionRegulation.

Andthisiswhatwedid....Wehaveachievedthefinancialtargetsset.

We have achieved 90% success in achieving our void targets.

We have achieved 100% ‘good’ rating across all of our Care Quality Commission regulated servicesandmaintainedallofourqualityaccreditationsincludingISO9001:2015,ISO14001:2015,theInvestorsinPeopleAwardandCertificateinHealthandSafety(CHAS).

We have increased income from services purchased privately or through personal budgets.

We have developed new business which represents 2% of our turnover.

We have achieved an annualised turnover rate of 23.96% as of 31st March 2019 which is well belowthesectoraverageof30.7%(SkillsforCareWorkforceIntelligence)andacontinueddecreaseof2.84%comparedwith2018.Permanentstaffemployedhasremainedsteadycomparedwithlastyearandis514people(comparedwith513atthesamepointlastyear).

We have reduced agency spend by 20% in 12 months.

TheBusinessPlan2018-22hasbeenagreedandisbeingimplemented.BusinessPlanisontarget.

Customer satisfaction approach to service delivery is embedded across the organisation with increased levels of satisfaction being reported.

WearecompliantwithGeneralDataProtectionRegulation.


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What people said about us…

Investors in People 2018Our commitment to investors in people remains strong and we have retained our accreditation up to 2020.OurmostrecentInvestorsinPeoplestaffsurveyinDecember2018indicatesthat:• 76%ofstaffagreethatweleadandinspirepeople• 87.5%ofstaffagreethatwelivetheorganisation’svaluesandbehaviours• 85%ofstaffagreethatweempowerandinvolvepeopleinwhatwedo• 84%ofstaffagreethatwearegoodatmanagingperformance• 63%ofstaffagreethatwearegoodatrecognisingandrewardinghighperformance• 88%ofstaffagreethatwearegoodatstructuringwork• 79%ofstaffagreethatwearegoodatbuildingcapacity• 82%ofstaffagreethatwearegoodatdeliveringcontinuousimprovement• 79.5%ofstaffagreethatwearecreatingasustainablebusiness

‘Outlook Care recognise the need to lead, support their people and continously improve since achieving IiP in 2000; they have now become a company driven by their people, vision and values. As a consequence they punch well above their weight, introducing new services and innovative provision’ (InvestorsinPeopleAssessor).

Our Customers and Circles of Support Survey 2018/19 said:

Customers Question Response 2018/19

I feel safe in my home 96%Staffarekindandcaring 97%I am happy with my review 96%If I was unhappy about something I’d get help to make things better 95%Thestaffwhosupportmehavetherightskillstodoagoodjob 94%Myhomemeetsallmyneeds;i.e.IcanaccesseverythingIneedand have no trouble moving freely about my home

93%

Circles of Support Question Response 2018/19

Peoplefeelsafeintheservice/home 96%The environment is safe 97%Staffarekindandcaring 100%Thestaffteamaremotivatedandfocused 97%The support people receive enables them to live the life they choose retaining as much control over their life as their needs allow

93%

The communication between you and the service is good 96%Staff/Managementlistentoyourconcernsandrespondtothem 99%Thestaffhavetherightskillstodothejob 99%


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GreatBritishCareAwards,RegionalWinnersNovember2018,NationalWinnerMarch2019‘After attending a learning disabilities conference X was so moved to change the way his clients visited the GP. His passion drove him to contact and work with the GP to create a ‘gold card’ scheme which gave his highly anxious clients priority visits. Taking this further, X also introduced a ‘quiet waiting room’ to further reduce anxiety.’

TheEssexCareSectorAwards(TheProspers),OutstandingLeadershipAwardWinner,December 2018‘In 12 months the manager has improved Foxburrow Grange from a CQC rating of Requires Improvement to Good. New to the home, the manager has built relationships with key people, listening to them and is approachable. The manager has created a culture of excellence, empowering her staff to be part of a vibrant and informed team. She is respected by her staff and has a person centred ethos involving residents and relatives in the running of the home, creating good connections with the local community including children from the local nursery and becoming part of the Wish Come True scheme. The manager also supports other home managers in Essex via My Home Life Essex, sharing her experiences.’

CertificateHealthandSafety,April2018‘We are delighted to inform you that your application for CHAS Health & Safety Assessment has been reviewed by our assessor and been deemed compliant against the CHAS standard.Congratulations on achieving the CHAS standard for Health & Safety!’

ISO9001&14004Audit,21-23January2019‘Numerous samples have been taken during this Surveillance Audit, however, a large focus of the audit time was spent reviewing the management system controls.

The management system is held on SDA [Shared Document Area] which is well controlled and all have access to it.

It is very evident that a lot of effort has been made over the last year to improve the vision/direction of Outlook Care of which the commitment of Leadership has been demonstrated.

This has been a successful audit where findings have not been raised and positives reported within the auditors notes. Continued registration is recommended for ISO 9001:2015.’

Care Quality Commission‘People were supported to maintain their optimum health. There was evidence in people’s care records that the provider worked collaboratively with healthcare professionals such as GPs, dentists and opticians. We noted that treatment plans provided by a multi-disciplinary team were embedded by the provider in care documentation for staff to follow. People’s rights were protected as staff understood their responsibilities under the Mental Capacity Act 2005 (MCA).

Staff were able to raise any issues during staff meetings in order to improve service delivery. Records confirmed this. The provider fostered this approach through effective handovers, team meetings and supervision sessions. The provider sought feedback about the service from staff through annual surveys. We noted the team had received the award of ‘Team of the year’ and there is an employee of the month award to motivate and praise staff. We noted that accidents and incidents were reported and recorded.


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Staff developed caring relationships with people using the service. Staff we spoke with had fostered a good relationship with the people living at the service and spoke warmly about them,’ (SummitRoadInspectionReportMay2018).

‘Staff were knowledgeable about safeguarding and whistleblowing procedures. The provider carried out safe recruitment checks before new staff began employment. There were enough staff on duty to meet people's needs. Building checks were carried out to ensure the safety of the premises in line with building requirements. Risk assessments were carried out to mitigate the risks of harm people may face at home and in the community. People were protected from the risks associated with the spread of infection. The provider analysed accidents and incidents and used this as a learning tool to make improvements to the service.

Relatives and staff gave positive feedback about the management of the service. The provider had a system to obtain feedback about the service in order to make improvements. People had regular meetings so their preferences could be heard. Staff had regular meetings to keep updated on service development and to contribute their views on the running of the service. The provider had several quality audit systems to identify issues to improve the service delivered. The registered manager worked in partnership with outside agencies to share examples of good practice.

The service was well led. There was a registered manager at the service. Relatives and staff spoke positively about the management of the service. The provider had a system to obtain feedback from people and relatives about the quality of the service delivered. People and staff had regular meetings so their views could be heard about the quality of the service. The provider had several quality audit systems in place to identify areas for improvement. The service worked jointly with other agencies to share examples of good practice,’ (LarkshallRoadInspectionReportOctober2018).

Staff provided people with individualised care, which was centred on their needs and wishes. The care and support provided to people was based upon their preferences. Consequently, people re-ceived care from staff who knew and understood them and with whom they felt comfortable. Staff were thoughtful and patient when providing care and supported people to make choices about all aspects of their daily life. Staff were respectful and showed empathy, compassion and kindness when speaking to people.

The service had a robust recruitment process in place to ensure that staff had the necessary skills and attributes to support people using the service. New members of staff completed an induction pro-gramme during which they completed training sessions and were introduced to, and spent time with, the people that they would be supporting.

Care plans were person centred and family members were consulted and involved in regular reviews. This ensured they were up to date and reflected people’s current needs. The registered manager had reviewed the process for assessing people before they moved into the service. This ensured staff were able to meet the needs of people.’ (FoxburrowGrangeInspectionReportMarch2018).’


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We also did……

1. Received external recognition for the workthat we do through the following:

• WonGreatBritishCareAwardsNationalAward;CareInnovatorCategory.

• WonEssexCareAwards;Outstanding• LeadershipCategory.• WonGreatBritishCareLondonRegion

Awards;CareNewcomerCategory.• ShortlistedforNationalCareAwards;Care

LeadershipandCareActivitiesCategories.• ShortlistedforGreatBritishCareAwards;

Care Team Category.• Shortlisted3rdSectorCareAwards;

Innovative Quality Outcomes Category2. ImplementedarevisedGovernancePolicy

including new:• BusinessPlan• Organisation Risk Management Tool• FinancialPerformanceIndicators3. Retained 100% of existing contracts

compliantwithcontractualrequirementsandminimum ‘good’ CQC ratings across allservices.

4. Developedanewfourbedsupportedlivingservice for people with learning disabilities intheLondonBoroughofGreenwich.

5. Secureda24-hoursupportpackageforonepersonwithalearningdisabilityintheLondonBorough of Barking and Dagenham.

6. Achievedsuccessfulcontractawardforlearning disability and mental healthframeworkinLondonBoroughofBarkingandDagenham.

7. Restructured central operations to reduceoverhead whilst maintaining service deliveryensuring 88% of our costs are engaged in thedelivery of care and support services.

8. ImplementedQualityofStaff,RecruitmentandRetentionProjectreducingsecondaryagency cost by 20%.

9. Continued implementation of the Driving UpQuality Code achieving the followingoutcomes:

• DrivingupQualityAuditacrossallourservices.

• Publishedourreportsfor2018/19inbotheasyreadandfullreportformat,meetingthefivestandardsoftheCodeinawiderangeofpersoncentredways,todriveforwardimprovement. We were congratulated on ourEasy Read report by the Driving up Qualityteam who shared it as good practice.

10. ImplementedrevisedClinicalGovernancestructure and the key performanceindicators reported to our Board andoperational management team.

11. Inconsultationwithpeoplewesupport,theirfamilies,ourstaffandstakeholders,revised our organisational vision andvalues.

12. ImplementedourSafeguardingActionPlanincluding:

• Leadership,cultureandvalues.• Continuous review of the root cause analysis

of safeguarding.• Developmentofstaffskillsandconfidencein

making safeguarding personal forcustomers.

• Apreventionprocessthatconsiderswhatcould go wrong rather than what has gonewrong.

• ConsidertheCQCkeylinesofenquirytohelp us continuously test ‘people we supportknow how to keep themselves safe’.

• Developstaffknowledgeandskillsinnewareas of risk including radicalisations andmodern slavery.

• Furtherdevelopstaffskillsinunderstandingindicatorsofabuse,includingSafeguardingandMentalCapacitytraining,coachingandsupport.

• RevisedAdmissionPolicyimplemented.


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Nextyearwewill

1.MaintainoccupancylevelsatFoxburrowGrangethatdeliveracontributionasperthe budget.

2. Maintain a low level of voids in accommodation based services.

3.Deliverqualityservices,maintainingfull compliance with all regulators such as CQC andqualityaccreditationsincludingISO,IiPandCHAS.

4.Increaseservicespurchasedthroughprivate funding and/or personal budgets.

5.Continuetodevelopnewservices,biddingfor tenders where they meet our criteria and working with selected partner organisations to develop new initiatives.

6.Achieveourrecruitmenttargetsensuringwehavetherightpeople,withtherightskillsand attitude to deliver personalised services retainingourskilled,motivatedandwell trained workforce.

7. Review our pool of Outlook Care Bank workersensuringefficientdeployment,reducingcostsandcontrollingqualitywithaspecificaimofreducingagencyusagecosts.

8.Achieve80%permanentstaffacrossOutlook Care.

9.ImplementtheBusinessPlan2018-22, focussed on person centred service delivery atalltimes,includingaLearningDisabilityGrowthStrategy.

10. Embed our approach to delivering customer satisfaction at all levels of the organisation at thehighestlevel,everytime.

11.FurtherembedtherequirementsoftheGeneralDataProtectionRegulation(GDPR).

12.Continuetorecruit,retainandsupportApprenticesinrelevantservices.

13. Embed our revised Vision and Values with peoplewesupport,theirfamiliesandourstaff.

14.ImplementourTechnologyStrategy.

15.Deliverefficiencysavings,deliverbetterservicesforlesscost,continuingtodeliver a sustainable business model for the future.

16. Embed Involvement Strategy outcomes.

17. Increase number of customers and family members’ involvement in auditing.


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Governance and Structure

GovernanceOutlookCareisaCommunityBenefitSocietyand recognised as charitable by HM Revenue& Customs. We are registered under the Co-operativeandCommunityBenefitSocietiesAct2014(RegistrationNumber26988R)andregulatedbytheFinancialConductAuthority(FCA).WearegovernedbyRulesthatwerelastrevisedinJanuary2014.AcopyisavailableonrequestfromtheCompanySecretary.

Wehaveonesubsidiarycompany,OutlookVentureLimited.Thiscompanynolongertradesand is therefore dormant.

The BoardOutlook Care is governed by Directors who constituteaBoardofManagement(referredtointhisreportastheTrustees)whocompriseofelected members recruited from a wide range of professional backgrounds.

The Directors of the Company are also Trustees under the Rules of the organisation and are known as members of the Board of Management.

AllTrusteesoftheBoardaremembersoftheorganisation and subscribe to one share.Shareholding membership is limited to the voting Board Trustees.

Trustees are elected and serve for a term of six years,althoughthiscanbeextendedbyuptoamaximum of four further years by mutual agreement.

Board members attended 88% of all Board meetings in the past 12 months.

Outlook Care operates an open recruitment policy and uses a range of mechanisms to recruit new members. This can include external and internetbasedadvertisingand,wherespecificskillsarerequired,directapproaches.

We recognise the responsibilities placed by law on a Trustee and a thorough induction programmeisinplaceforallnewTrustees;includingmeetingswithkeystaffandvisitstoourservicestomeetstaffandcustomers.Trusteesattendregularbriefingsessions,externaltrainingandseminars,receiveweeklyupdates on activities within our sector and have access to relevant trade publications.

OutlookCarehasaSharedDocumentArea(SDA),whichisinternetbasedandcontainsallourpolicies,proceduresandotherrelevantinformation. Board agendas and reports are stored within a secure IT environment to reduce paperwork and ensure information is easily accessible.

The Chair appraises Trustees on an annual basis,withtheChairappraisedbyaminimum of two Trustees of the Board selected by members.

Trustees

Steve MarshMSc,CQSW,CMS,CRCCYP- ChairDiane Roberts Msc- Chair of Safeguarding Committee & Chair of AuditandRiskRenaud HuckMA- TreasurerAsma Khalid MSc,MRCOGMick MorganCQSW,DMSStefan BeavisMBAPiotr Rejek MA,BA(Hons)- Chief Executive


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Trustee remuneration

TrusteesofOutlookCarereceiveremuneration,whichislinkedtoanAgreementforServices,whichallTrusteessign.ThisAgreementsetsout the obligations of Trustees and incorporates their Code of Conduct.

The overall cost to the organisation is considered when setting the levels of Board remuneration. The amounts paid to individual TrusteesreflectboththenumberofTrusteesandtheirspecificrolesontheBoard.Totalremuneration is also proportionate to the turnover of the organisation. The Remuneration Policyisreviewedannuallyandtherehasbeenno change in the level of remuneration for the pasteightyears.Thecurrentlevelsperannum,reviewedinJanuary2019,areasfollows:

Chair £4,060Treasurer £3,045Audit&Risk/SafeguardingChair £3,045Member £2,030

Trustee responsibilities

TheTrustees,intheircapacityasDirectors,areresponsible for preparing the annual report and financialstatementsinaccordancewithapplicable law and regulations.

ThefinancialstatementshavebeenpreparedinaccordancewiththeFinancialReportingStandard applicable in the UK and Republic of Ireland(FRS102)andtheCo-operativeandCommunityBenefitSocietiesAct2014.

TheCharityconstitutesapublicbenefitentityasdefinedbyFRS102.

TheDirectors,afteracomprehensivereviewofthefinancialrisksfacingOutlookCare,consider that there are no material uncertainties about the organisation’s ability to continue as a going concern.

Inpreparingthesefinancialstatements,theBoard:

• Select suitable accounting policies and then apply them consistently.

• Makereasonableandprudentjudgementsand estimates.

• StatewhetherapplicableUKAccountingStandards and Statements of

RecommendedPracticehavebeenfollowed,subjecttoanymaterialdeparturesdisclosedinthefinancialstatements. • Preparethefinancialstatementsunderthe

going concern basis unless it is not appropriate to presume that the organisation will continue in operation.

Trustees are also responsible for:

• Keeping proper accounting records such as are necessary to give a true and fair view oftheorganisation’sstateofaffairs.

• Safeguarding the assets of the organisation and therefore taking reasonable steps for the prevention and detection of fraud and other irregularities.

• Maintaining a satisfactory system of control over transactions.


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Publicbenefit

TheTrusteesconfirmthattheyhavevoluntarilyreferred to the guidance contained in the Charity Commission’sgeneralguidanceonpublicbenefitwhenreviewingtheorganisation’sVision,MissionandValues,aswellaswhensettingstrategicobjectsandplanningforfutureactivitiesandwhen overseeing the delivery of current activities.

Organisational structure and decision-making

The Board has legal responsibility for the effectiveuseofresourcesinmeetingtheorganisation’sobjectivesandforprovidingeffectiveleadershipanddirection.Theymeetbi-monthly and undertake regular training geared to strategic topics as well as holding annual strategic planning meetings.

Committees

TheBoarddelegates’authoritytotheAuditandRiskCommittee,SafeguardingCommitteeandRemuneration Committee in accordance with specifictermsofreferenceapprovedbytheBoard and reviewed annually with our GovernancePolicy.

Management

TheExecutiveManagementTeam(EMT)haveresponsibility for the day-to-day management of Outlook Care and for the implementation of policy. Members of EMT are:

• PiotrRejek,MA,BA(Hons)-ChiefExecutive

• AnneCooper,RNLD,PgDMS-DirectorofOperations & Business Development

• SianHajba,BA(Hons),FCCA-DirectorofFinanceandCompanySecretary

Employees

Ouractualstaffingwholetimeequivalentat31March2019was438.20consistingof514fullandparttimestaffinpost.Anadditional188workers are registered with Outlook Care Bank (OCB),ourinternalstaffbank.

OCBfilled83.3%vacantshiftsduringtheyearwhich is the same performance level as 2017/18. We continue to focus on increasing and retaining ourpermanentstaffandpoolofOCBtoensurequalityandcontrolcostandmanagerswillbechallenged on their continued use of OCB workersforestablishedhours,withtheemphasisonrecruitingpermanentstafftothesehours.

Customer Involvement

OurStrategy,approvedbyourBoard,focusesonfour key areas related to:

1. Communicationwithpeoplewesupport; enhancing choice and control.

2. Enabling people we support to design and shape services we deliver.

3.Celebratingthecapacities,abilitiesandgiftsofpeoplewesupport,connectingpeoplewith their communities and peers.

4.Furtherdevelopinganorganisation-wide culture of daily involvement of people we support in everything we do.


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Volunteers

We continue to encourage volunteering as a way of reaching out to local communities and our servicescontinuetobenefitfromtheinputofdedicated volunteers/external agency support to carry out a wide range of complementary support both directly and indirectly with customers,particularlyatFoxburrowGrange.

Volunteers have added social value to customers measured in terms of the increased opportunities availabletothem.Weestimatethatthefinancialvalue achieved by volunteers is in the region of £5,457.

Fundraising

We have promoted local fundraising and raised atotalof£21,853acrossallofourservices.Ourfundraising activities comply with the Charities Act2016fundraisingrulesandregulations.

FinancialReview

Outlook Care produced an operating surplus of £565,606onatotalincomeandendowmentsof£17,139,049inthefinancialyear.Thisrepresentsanincreaseinincomeandendowmentsof4%intheyear.Costsincurredtotal£16,482,367,ofwhich 88% have been incurred in direct costs of service delivery.

Where our money comes from

ThemajorityofourfundingcontinuestocomefromLocalAuthoritiesandhealthfundedcontracts.Growthinourprivatefundedmarketcontinues as an increasing number of private payersareattractedtoFoxburrowGrange.

Outlook Care continues to operate across the LearningDisability,MentalHealthandOlderPeoplesmarketsegmentswithincomegeneratedfromourLearningDisabilityservicesmakingup57%ofturnover.FoxburrowGrangerepresentsour sole source of turnover in the Dementia Care/OlderPeoplesmarketandrepresents26%ofouroverall turnover.

Mental Health service income has reduced marginally this year and is 17% of total income.

Howwespentourmoney

Totalexpenditurehasdecreasedby14%in2019. The additional expenditure is attributable to a number of factors including the continuing impact of living wage increases and Outlook Care’s decision to increase Support Worker pay in line with our strategy to attract and retain a motivated and high performing workforce. We continue to monitor the ongoing issues relating to the Sleep in costs and await the outcome of theUnisonappeal.Staffingcostscontinuetobeour highest expense and represents 77% of total expenditure compared to 83% last year.

PensionsOutlook Care continues to provide a range of pensionoptionstoitsstaffincludingtheSocialHousingPensionScheme(SHPS),NHSpension and complies with auto enrolment by offeringmembershipoftheNESTPensionScheme. Outlook Care continues to actively manage the cost and risk associated with the SHPSFinalSalaryPensionschemeoutlinedinNotes17and18oftheFinancials.

Investment policy and returnsAlthoughwehaveseengrowthinincomegeneratedfromprivatepayers,OutlookCareisfunded primarily from income received from LocalAuthoriitesandtheNHS,whichisintended to match the cost of providing the services that the organisation has been contractedtoprovide.Thereistherefore,noexpectationtohaveanysignificantsurplusfundsfor long-term investment. The Trustees do however recognise that from time to time the organisation will have surplus funds for short-terminvestment.TheInvestmentPolicyrequiresthatfundsbeinvestedtomaximisereturnssubjecttolimitationsonriskandaccessibility with a preference for investment in ethical organisations when investing funds directly. Investment in property is limited to properties that will be used by people to whom we provide a service. Capital preservation is the keyconcernandtheInvestmentPolicyrequiresvery low risk investments with organisations that have high credit ratings.


16

BecauseofthisPolicy,OutlookCarehasnotincurredanycapitallosses;however,investmentreturns are very low. This year the level of short-term deposits has increased by 23%.

Subsidiary company

OutlookVentureLtdisthewhollyownedsubsidiary of Outlook Care and is dormant.

Risk and internal controls

The Board of Trustees and the Executive Management Team monitor opportunities for growth. Opportunities are realised through organic extension or transformation of existing contracts,winningtendersordevelopmentofprivatelypurchasedservices.Partnershipswithother providers are also reviewed on a regular basis. Risks related to growth are managed through internal controls such as tender matrices and/or Board approved Business Cases.

Trustees review the organisation’s Risk Map at everyBoardandAudit&Riskmeeting.Theprimary areas of risk include:• Failuretosafeguardpeoplewithcomplex

needs from harm.• The continuation and/or extension of the efficiencyagendaandcutstopubllicspendingbyLocalAuthorityandClinicalCommissioningGroupcommissioners.• Increasing competition in the market place to

recruittherightcalibreofstaff.• Increased regulation and increasing customer expectation.• Abilitytocomplywithloancovenants.• Pensions.• Yetunknownchanges/interpretationsin legislation that reduce expenditure and increasesrisktoprovidersofservices,includingBrexit,LivingWagelegislationand sleep in payments.

ABusinessPlanisinplace.Fromthis,weupdate our action plans for business development and workforce planning.

The budget is set annually by the Board and monitored through monthly management accounts. We also operate a 12 month rolling forecastthatisreviewedquarterlybytheBoard.

KeyPerformanceIndicators(KPIs)forkeyfinancialandnon-financialactivitiesareusedtomonitorourqualityandfinancialperformance.WehavethreelevelsofindicatorsforBoard,AuditandRiskCommitteeandExecutiveManagement team.

TheQuarterlyManagementReview(QMR)monitorsoperationalperformanceandtheAuditandRiskCommitteemonitorqualityauditingacross the organisation and the outcome actions. Thisincludesthemonitoringofquality,clinical,workforceandfinancialindicators.

OurContinuousImprovementProgrammemeetstherequirementsofISO9001:2015,whichwehave held since 1995.

TheChairoftheAuditandRiskCommitteeandChairofourSafeguardingCommittee,receiveallsafeguardingissues,reportedimmediatelyinwriting to them and actions reviewed bi-monthly. BothCommitteesreviewcases,assessorganisational learning and identify any potential trends.

TheTrusteesaresatisfiedthattheorganisation’sinternal systems and controls are in place and sufficienttomanagekeyrisksandoverseeperformance.


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Risk management

Organisational risk is reviewed continuously bytheExecutiveManagementTeam,reportedmonthly to the Trustees in order to identify key risk and ensure that we have the necessary actions in place to mitigate risk. The Organisational Risk Map captures all risk and identifiesthemasbeingHigh,MediumorLow.TheTrusteesmonitoridentifiedrisksateveryBoardand/orAudit&RiskCommitteemeeting.

ControlactionsidentifiedaremanagedbytheExecutive Management Team to ensure that we are meeting our targets and feedback on performance is provided to the Board.

Reserves

Outlook Care is not dependant on any form of fundraising and all of the services we provide are specificallylinkedtoincomesources.Ifthecontract for the provision of a service ceases then the direct expenditure for that service will also cease. This means that the organisation doesnotrequiresignificantreservesinordertocontinue service provision. It is however important to hold reserves for the following reasons:• To manage the cost of central services if a

significantreductioninturnoverisexperienced,whilerestructuretakesplace.• To provide working capital for the organisation• To provide funding for capital expenditure in

income generating services.• To meet unexpected costs that may be an

unforeseenorunfundedconsequenceofTUPEtranfers.

The Trustees have therefore approved a ReservesPolicythatrequiresaworkingcapitalreserveequivalenttosixmonthsbudgeted central management expenditure for theyearahead.Thisreserveiscurrently£79,117andfulfilstherequirementsofsixmonthsofcentralmanagementspendbeforetheDefinedBenefitpensionadjustment.

Unrestricted funds

General reserveThe general reserves are not restricted or designatedforuseandtheReservesPolicyrequiresageneralreserveofatleast10%ofthetotalreserves.Attheendoftheyear,thegeneralreservewas£510,746andcomplieswiththe policy.

Designated reservesDesignated reserves are unrestricted funds that have been allocated for a particular purpose by theTrustees.ThatpurposeiseitherarequirementoftheReservesPolicyoraspecificprojectapproved by the Trustees and funded from reserves.

Designated funds include:• The Working Capital Reserve• TheFixedAssetReserveisequivalenttothe

valueoftheorganisation’sfixedassetsin recognition of the fact that they are income-generating assets and are not readily convertible to cash. This reserve is currently£4,217,359.

Restricted fundsThese funds are tied to a particular activity and are generally small sums of money that have been donatedforaspecificpurpose.

ThetotalvalueofRestrictedFundsattheendoftheyearwas£34,791.


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Independent Auditor’s Report ot the Members of Outlook Care

OpinionWehaveauditedthefinancialstatementsofOutlookCare(the‘society’)fortheyearended31 March 2019 which comprise the Statement ofFinancialActivities,theStatementofFinancialPosition,theStatementofCashFlowsandnotestothefinancialstatements,includingasummaryofsignificantaccountingpolicies.Thefinancialreportingframeworkthathasbeenapplied in their preparation is applicable law andUnitedKingdomAccountingStandards,includingFRS102“TheFinancialReportingStandard applicable in the UK and Republic of Ireland”(UnitedKingdomGenerallyAcceptedAccountingPractice).

Inouropinion,thefinancialstatements:

• give a true and fair view of the state of the society’saffairsasat31March2019andofitssurplusfortheyearthenended;

• have been properly prepared in accordance withUnitedKingdomGenerallyAcceptedAccountingPractice;and

• have been prepared in accordance with the Co-operativeandCommunityBenefit

SocietyAct2014.

Basis for opinionWe conducted our audit in accordance with InternationalStandardsonAuditing(UK)(ISAs(UK))andapplicablelaw.Ourresponsibilitiesunder those standards are further described in theAuditor’sresponsibilitiesfortheauditofthefinancialstatementssectionofourreport.Weare independent of the Society in accordance withtheethicalrequirementsthatarerelevanttoourauditofthefinancialstatementsintheUK,includingtheFRC’sEthicalStandard,andwehavefulfilledourethicalresponsibilitiesinaccordancewiththeserequirements.Webelieve that the audit evidence we have obtainedissufficientandappropriatetoprovidea basis for our audit opinion.

Conclusions relating to going concernWe have nothing to report in respect of the followingmattersinwhichtheISAs(UK)requireus to report to you where:

• the Trustees’ use of the going concern basis of accounting in the preparation of the

financialstatementsisnotappropriate,or• the Trustees have not disclosed in the

financialstatementsanyidentifiedmaterialuncertainitiesthatmaycastsignificantdoubtabout the Society’s ability to continue to adopt the going concern basis of accounting for a period of at least twelve months from the date whenthefinancialstatementsareauthorisedfor issue.

Other informationThe Trustees are responsible for the other information. The other information comprises the informationincludedintheannualreport,otherthanthefinancialstatementsandourauditor’sreportthereon.Ouropiniononthefinancialstatements does not cover the other informationand,excepttotheextentotherwiseexplicitlystatedinourreport,wedonotexpressany form of assurance conclusion thereon.

Inconnectionwithourauditofthefinancialstate-ments,ourresponsibilityistoreadtheotherinformationand,indoingso,considerwhetherthe other information is materially inconsistent withthefinancialstatementsorourknowledgeobtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements,wearerequiredtodeterminewhether there is a material misstatement in the financialstatementsoramaterialmisstatementof the other information.

If,basedontheworkwehaveperformed,weconclude that there is a material misstatement of thisotherinformation,wearerequiredtoreportthat fact. We have nothing to report in this regard.

MattersonwhichwearerequiredtoreportbyexceptionWe have nothing to report in respect of the following matters where the Co-operative and CommunityBenefitSocietiesAct2014requiresustoreporttoyouif,inouropinion:


19

• a satisfactory system of control over transactionshasnotbeenmaintained;or

• the Society has not kept proper accounting records;

• thefinancialstatementsarenotinagreementwiththebooksofaccount;or

• we have ot received all the information and explanationswerequireforouraudit.

Responsibilities of the TrusteesAsexplainedmorefullyintheTrustees’Responsibilities Statement set out on page 14,theTrusteesareresponsibleforthepreparationofthefinancialstatementsandforbeingsatisfiedthattheygiveatrueandfairview,and for such internal control as the Trustees determine is necessary to enable the preparation offinancialstatementsthatarefreefrommaterialmisstatement,whetherduetofraudorerror.

Inpreparingthefinancialstatements,theTrustees are responsible for assessing the Society’sabilitytocontinueasagoingconcern,disclosing,asapplicable,mattersrelatedtogoing concern and using the going concern basis of accounting unless the Trustees either intend to liquidatetheSocietyortoceaseoperations,orhave no realistic alternative but do do so.

Auditor’s responsibilities for the audit of the financialstatementsOurobjectivesaretoobtainreasonableassuranceaboutwhetherthefinancialstatements as a whole are free from material misstatement,whetherduetofraudorerror,and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level ofassurance,butisnotaguaranteethataauditconductedinaccordancewithISAs(UK)willalways detect a material misstatement when it exists. Misstatements can arise from fraud or errorandareconsideredmaterialif,individuallyorintheaggregate,theycouldreasonablybeexpectedtoinfluencetheeconomicdecisionsofuserstakenonthebasisofthesefinancialstatements.

AfurtherdescriptionofourresponsibilitiesfortheauditofthefinancialstatementsislocatedontheFinancialReportingCouncil’swebsite:www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

Use of our reportThis report is made solely to the Society’s members,asabody,inaccordancewiththeprovisions of the Co-operative and CommunityBenefitSocietiesAct2014.Ourauditwork has been undertaken so that we might state to the Society’s members those matters we are requiredtostatetotheminanauditor’sreportand for no other purpose. To the fullest extent permittedbylaw,wedonotacceptorassumeresponsibility to anyone other than the Society andtheSociety’smembersasabody,forourauditwork,forthisreport,orfortheopinionswehave formed.

JuliaPoulterForandonbehalfofBDOLLP,StatutoryAuditor150AldersgateStreetLondonEC1A4AB

Date: 19 September 2019

BDOLLPisalimitedpartnershipregisteredinEnglandandWales(withregisterednumberOC305127)


20

Financials


21

2019 2018 Note Restricted Unrestricted Total Total

£ £ £ £

IncomeandEndowmentsfrom– Donationsandlegacies 20,373 6,937 27,310 26,111– IncomeandInvestments - 2,515 2,515 419

Income from Charitable Activities – LearningDisabilitiesHousing&CareServices 2 - 9,819,796 9,819,796 9,587,888– MentalHealthHousing&CareServices 3 - 2,873,285 2,873,285 3,099,918– OlderPeople’sHousing&CareServices 4 - 4,416,143 4,416,143 3,812,364Other income – Profit/(Loss)onsaleofFixedAssets - - - 23,724– Sundryincome - - - 10,893

TotalIncomeandEndowments 20,373 17,118,676 17,139,049 16,561,317

Expenditure onCharitableActivities– LearningDisabilitiesHousing&CareServices 1,950 9,772,448 9,774,398 9,447,240– MentalHealthHousing&CareServices 557 2,512,016 2,512,573 2,733,849– OlderPeople’sHousing&CareServices 389 4,195,007 4,195,396 4,392,205

Total Expenditure 5 2,896 16,479,471 16,482,367 16,573,294

Financechargeonpensionscheme (75,000) (75,000) (1,000)Net(losses)/gainsonderivativefinancialinstruments (16,076) (16,076) (81,242)

NetIncome/(Expenditure) 6 17,477 548,129 565,606 68,265

Transfer between funds - - - -

NetIncome/(Expenditure)fortheyearbeforeotherrecognisedgains/(losses) 17,477 548,129 565,606 68,265

Net impact of initial recognition of multiemployerdefinedbenefitpensionscheme 17 - (928,000) (928,000) -

Actuarial(Losses)/GainsonDefinedBenefitPensionSchemes 17 - (829,000) (892,000) -

Netmovementinfunds 17,477 (1,271,871) (1,254,394) 68,265

Reconciliation of fundsFundsatthestartoftheyear 17,314 2,363,100 2,380,414 2,312,149

Funds at the end of the year 34,791 1,091,229 1,126,020 2,380,414

Alloftheaboveresultsarederivedfromcontinuingactivities.Therewerenootherrecognisedgainsorlossesotherthanthosestatedabove.MovementsinfundsaredisclosedinNote14tothefinancialstatements.

Statement of Financial Activities (incorporatinganincomeandexpenditureaccount)


22

2019 2018 Total Total

Note £ £ £

Fixed assetsTangiblefixedassets 9 6,890,339 7,059,138Investment in subsidiary 19 1 1

6,890,340 7,059,139Current assetsDebtors 10 1,270,523 1,031,548Short Term Deposits 1,306,217 1,056,790Cash at bank and in hand 637 548

2,577,377 2,088,886Liabilities Creditors: amounts due within 1 year 11 1,990,889 1,840,476

Net current assets 586,488 248,410

Total assets less current liabilities 7,476,828 7,307,549

Creditors: amounts falling due after more than 1 year 12 (2,634,808) (2,750,135)

Net assets excluding pension liability 4,842,020 4,557,414

DefinedBenefitSchemeLiability 17 (3,716,000) (2,177,000)

Net assets including pension liability 1,126,020 2,380,414

Funds Share capital 15 7 10 Restrictedfunds 14 34,791 17,314Unrestrictedfunds 14 Designated funds 4,296,476 4,084,486Generalfunds 510,746 455,604

Unrestricted income funds excluding pensions liability 4,807,222 4,540,089

PensionLiabilityReserve 14 (3,716,000) (2,177,000

Total charity funds 1,126,020 2,380,414

ApprovedandauthorisedforissuebytheBoardofManagementon12September2019andsignedonitsbehalfby:

Steve MarshChair

Piotr RejekChief Executive

Sian HajbaCompany Secretary

Statement of Financial Position


Cashflowsfromoperatingactivities

NetCashprovidedby(usedin)operatingactivities TableA 885,354 (359,499)

CashflowsfrominvestingactivitiesInterest from investments 2,515 419

Purchaseofplantandequipment (34,924) (248,066)

NetCashprovidedby(usedin)investingactivities (32,409) (247,647)

CashflowsfromfinancingactivitiesLoanfinancerepayment (99,210) (110,709)Pensiondeficitpayments (388,203) (342,453)

NetCash(usedin)investingactivities (487,413) (453,162)

Changeincashandcashequivalentsinthereportingperiod 365,532 (1,060,308)

Cashandcashequivalentsatthe beginning of the reporting period 645,106 1,705,414

CashandcashequivalentsattheendofthereportingperiodTable B 1,010,638 645,106

TableA:Reconciliationofnetincome/(expenditure)tonetcashflowfromoperatingactivities

NetIncome/(Expenditureforthereportingperiod (1,254,394) 68,265(asperthestatementoffinancialactivities)

Adjustmentsfor:Interest received (2,515) (419)Net(profit)ondisposaloffixedassets - (23,724)Depreciationoftangiblefixedassets 203,733 292,927Loss/(Gain)onSwap 16,076 (81,242)PensionCharge 75,000 (1,000)DefinedBenefitSchemeNetImpact 928,000 -Loss/(Gain)onPension 892,000 -(Increase)/Decreaseindebtors (238,975) 81,369(Decrease)/Increaseincreditorsexcludingloans 266,429 (695,674)Netcashprovidedby(usedinoperatingactivities) 885,354 (359,499)

StatementofCashflowsNote 2019 2019 2018 2018

£ £ £ £

TableB:AnalysisofcashandcashequivalentsNoticedeposits(lessthan3months) 1,306,217 1,056,790Cashinhand 637 548Bankoverdraft (296,216) (412,232)

1,010,638 645,10

23

2019 2018


1. Accountingpolicies

a) Basis of preparation and assessment ofgoing concernThefinancialstatementsarepreparedinaccordancewiththeFinancialReportingStandard applicable in the UK and Republic ofIreland(FRS102)andtheCo-operativeandCommunityBenefitSocietiesAct2014.ThesocietyhasalsoelectedtofollowtheAccountingand Reporting by Charities: Statement ofRecommendedPracticeapplicabletocharitiespreparing their accounts in accordance withtheFinancialReportingStandardapplicableintheUKandtheRepublicofIreland(FRS102)(effective1January2015)-(CharitiesSORP(FRS102)),totheextentthatitdoesnotconflictwithAccountingstandardsapplicabletothesociety.

OutlookVenture,thewhollyownedsubsidiaryofOutlookCarehasceasedtotrade.Approvalhas been received from the Mutuals Society that thereisnorequirementtoprepareconsolidated

accounts.

TheSocietyconstitutesapublicbenefitentityasdefinedbyFRS102.

Thefinancialstatementsarepreparedin£whichis the functional currency of the charity and to the nearest pound.

Thefinancialstatementshavebeenpreparedona going concern basis as the level of reserves and the degree of volatility in income and expenditurearedeemedsufficienttoenablethe society to continue for the foreseeable future. There are no material uncertainties. Trustees have determined this based on their experience ofthecaresector,areviewofthebusinessplans,forecastsandcashflowstatementsand the nature of the contracts that they have in place. They do recognise that estimates and assumptions are used in the preparation of these financialstatementsinassessingtheimpactofthefuturepensiondeficits,butareassuredthatthe crystallisation of these is not immediate.

Theprincipalaccountingpoliciesadopted,judgementsandkeysourcesofestimationuncertaintyinthepreparationofthefinancialstatements are as follows:

b) DonationsandLegaciesincomereceivedbywayofsubscriptions,includingdonatedtimeandgifts is included in full in the statement offinancialactivitieswhenreceivable.

c) GrantincomeisrecognisedinfullintheStatementofFinancialActivitiesintheyearinwhich it is receivable.

Contract income is recognised as earned.

d) Expenditureoncharitableactivitiesisrecognised in the period in which they areincurredandincludeattributableVATwhichcannot be recovered.

Expenditure is allocated to the particular activity where the cost relates directly to that activity. Depreciationandfinancechargesareincurredcentrally and recharged to activities through an internal rent charge. The internal rent is excluded in the annual accounts. The cost of overall direction and administration of each activity,comprisingthesalaryandoverheadcosts of the central function is charged to the schemes in full. Budgets are set allocating costs relatingtotheHR,trainingandqualitydirectorateapportionedonthebasisofstafftimeattributableto each activity. The costs for the Regional Managers and Specialist Managers are apportioned based on the number of hours delivered for each activity. The remaining costs are apportioned according to the relative scale of theactivities.Actualcostsareallocatedusingthe ratio of allocation in the budget.

e) Governancecostsincludethemanagementoftheorganisation’sassets,organisationalmanagement and compliance with constitutionalandstatutoryrequirements.Actualgovernancecosts are allocated using the ratio of allocation inthe budget.

Notes to the Financial Statements

24


25

f) Freeholdlandisnotdepreciated.Thecharityseparatelyidentifiesthemajorcomponentsofits housing properties and charges depreciationso as to write-down the cost of each componenttoitsestimatedresidualvalue,overitsexpecteduseful life.

The useful lives are as follows:Structure 100 years Kitchens 15 yearsBathrooms 15 yearsLifts 15-25yearsDoors 30 yearsWindows 30 yearsElectrical works 30 yearsBoilers/heating system 15 years

Other tangible fixed assetsFurniture&fittings 5yearsMotor vehicles 5 years Officeequipment 5yearsITequipment 5years

Itemsofequipmentarecapitalisedwherethepurchasepriceexceeds£2,000.Depreciationcosts are allocated to activities on the basis of the use of the related assets in those activities.

g) FinancialInstrumentsDerivativefinancialinstrumentsarerecognisedatfairvalueusingavaluationtechniquewithanygainsorlossesbeingreportedinprofitorloss. Outstanding derivatives at the reportingdate are included under the appropriate formatheading depending on the nature of thederivative.Basicfinancialinstrumentsareinitially recognised at transaction value andsubsequentlymeasured.

h) Restrictedfundsareusedinaccordancewiththerequirementsorpurposesstipulatedbythedonors. Expenditure which meets these criteriaisidentifiedandallocatedtothefund.

i) Unrestrictedfundsaredonationsorearnedincomefreefromrestrictiveconditions,availableto use in the furtherance of the organisation’sobjectives.

j) Designatedfundsareamountsfromunrestrictedfunds reserved by the Board of Management forspecificfutureinvestmentandspending.

k) Rentalspayableunderoperatingleases,where substantially all the risks and rewards ofownershipremainwiththelessor,arechargedtothestatementoffinancialactivitiesintheyearinwhich they fall due.

l) Thesocietymakescontributionstothreepensionschemes.TheSocialHousingPensionScheme(SHPS)isadefinedbenefitschemeandtheNationalHealthServicePensionSchemeisanunfundeddefinedbenefitscheme.Followingtherequirementstoautoenrolstaffintoapensionscheme,NESTwasidentifiedasthevehicletofulfilthisrequirement.Furtherdetails of these schemes are provided innote 17.

The Society participates in the multi-employer definedbenefitSocialHousingPensionScheme(SHPS).Forfinancialyearsendingonorafter31March2019,thewayinwhichthedefinedbenefitpensionobligationinSHPSisstatedinthefinancialstatemenshaschanged.Previouslytherehasbeeninsufficientinformation available to account for these obligationsonadefinedbenefitbasis(i.e.statingassetsandobligations).Asaresult,andasrequiredbyFRS102,theobligationhasbeen accounted for by stating the present value ofagreedfuturedeficitrepaymentcontributions.

Forfinancialyearsendingonorafter31March2019sufficientinformationisavailabletoaccountfortheobligationsonadefinedbenefitbasis.Theinformationprovidedduring the year gives the liability at 31 March 2018however,asthisinformationonlybecameavailable in the current year and after the financialstatementsfortheprioryearhadbeenauthorisedforissue,thechangeinaccountinghasbeenrecordedonthefirstdayofthecurrentyear,withnorestatementofcomparators,inaccordancewiththerequirementssetoutin:“AmendmentsforFRS102TheFinancialReportingStandardapplicable in the UK and Republic of Ireland: Multi-employerdefinedbenefitplans.

NotestotheFinancialStatements(cont’d)


26

Whilstcomparativefigureshavenotbeenrestatedthe information provided about the liability at 1 April2018hasbeenincludedinthepensionnoteas it provides useful information to a reader of the accounts.

The liability recognised for the present value of thedeficitagreementof£2,177,000hasbeenderecognisedandthenetpensiondeficitat31March2018£3,105,000hasbeenrecognisedthrough other comprehensive income in the year.

UnderdefinedbenefitaccountingtheSchemeassets are measured at fair value. Scheme liabilities are measured on an actuarial basis using theprojectedunitcreditmethodandarediscountedatappropriatehighqualitycorporatebondrates.ThenetsurplusordeficitispresentedseparatelyfromothernetassetsontheStatementofFinancialPosition.Thecurrentservicecostandcostsfrom settlements and curtailments are charged tooperatingsurplus.Pastservicecostsarerecognised in the current reporting period. Interest iscalculatedonthenetdefinedbenefitliability.Re-measurements are reported in other comprehensive income. Critical accounting estimates and assumptions: Management’s estimateofthedefinedbenefitobligationisbasedon a number of critical underlying assumptions suchasstandardratesofinflation,mortality,discount rate and anticipation of future salary increases. Variation in these assumptions may significantlyimpactthedefinedbenefitobligationamountandtheannualdefinedbenefitexpenses(asanalysedinNote17).

NotestotheFinancialStatements(cont’d)


4. OlderPeople’sHousing&CareServices

2019 2018 Restricted Unrestricted Total Total

£ £ £ £

Residents’charges - 3,859,949 3,859,949 3,411,139Individualcareandsupport - 531,344 531,344 383,874Otherincome - 24,850 24,850 17,351

- 4,416,143 4,416,143 3,812,364

3. Mental Health Housing & Care Services


£ £ £ £

Carecontracts - 1,297,923 1,297,923 1,454,767Residents’charges - 1,318,777 1,318,777 1,457,858IndividualCareandSupport - 241,520 241,520 163,965Otherincome - 15,065 15,065 23,318

- 2,873,285 2,873,285 3,099,918

2. Learning Disabilities Housing & Care Services


£ £ £ £

Carecontracts - 5,823,007 5,823,007 6,096,725Residents’charges - 2,078,573 2,078,573 2,142,609IndividualCareandSupport - 1,787,576 1,787,576 1,222,637Otherincome - 130,640 130,640 125,917

- 9,819,796 9,819,796 9,587,888


27


28

LearningDisabilities MentalHealth OlderPeople’s 2019 2018 Housing & Housing & Housing & Total Total

Care Services Care Services Care Services £ £ £ £ £

Total Direct Costs 8,390,810 2,118,020 3,919,839 14,428,669 14,705,773

Support Costs: Staffcosts 814,369 225,937 157,795 1,198,101 1,224,891Propertycosts 120,948 34,567 24,142 179,657 87,817Professional&legalfees 22,133 6,326 4,418 32,877 19,471Othercosts 387,249 116,609 81,440 585,298 473,696Governancecosts 36,939 10,557 7,373 54,869 55,576

9,772,448 2,512,016 4,195,007 16,479,471 16,567,224

Governance Costs: EmployeeCosts 22,187 6,341 4,429 32,957 32,007BoardSalaries 11,787 3,369 2,353 17,509 17,818BoardExpenses 1,505 430 300 2,235 5,271Meetings 1,460 417 291 2,168 480

36,939 10,557 7,373 54,869 55,576

5. CharitableExpenditure



29

6. NetincomefortheyearThisisstatedaftercharging/(crediting):

2019 2018£ £

Depreciation 203,733 292,927(Profit)/Lossonsaleoffixedassets - 23,724

BoardofManagement’sremuneration,includingpensioncontributions 25,776 24,723Board of Management’s reimbursed expenses 2,236 5,271Auditors’remuneration:• Audit(excludingVAT) 13,911 12,050• Otherservices(excludingVAT) - -

Operating lease rentals: • Property 304,317 314,152• Other 19,439 12,512

TheChiefExecutivereceivesremunerationforcarryingoutthedutiesofChiefExecutive.Thefiguredisclosedasremunerationrepresentspaymentrelatingtothefullyear.Followingareviewthedecisionwasmade that Board members receive remuneration for their sevices. Reimbursed expenses represent costs incurred in relation to attendance at Board and committee meetings and all reasonable expenses.



7. StaffcostsandnumbersStaffcostswereasfollows:

2019 2018 £ £

Salaries and wages 11,568,448 12,665,624Social security costs 857,692 886,388Pensioncontributions 224,022 243,882

12,650,162 13,795,894

2019 2018

Numberofemployeesreceiving£110,001-£120,000 1 1Numberofemployeesreceiving£100,001-£110,000 - - Numberofemployeesreceiving£90,001-£100,000 2 2 Numberofemployeesreceiving£80,001-£90,000 1 1Numberofemployeesreceiving£70,001-£80,001 - -Numberofemployeesreceviing£60,000-£70,000 1 -

Employer’spensioncontributionsforkeypersonnelamountedto£11,873(2018-£12,392).Keymanagement personnel comprise the Trustees and the Executive Management Team. During the year total employeebenefitswerepaidtokeymanagementpersonneltotalling£511,058(2018-£514,392).

Redundancyandsettlementpaymentsof£48,708(2018-£68,201)weremadeduringtheyear.

The average monthly number of employees based on an assessment of payrolls during the year was as follows:

2019 2018No. No.

Housing&CareServices-LearningDisabilities 280 296 Housing & Care Services - Mental Health 56 70 Housing&CareServices-OlderPeople 142 121 Support 35 36 Governance 1 1

514 524

Inadditiontothestaffnumbersquotedabove,188workersareemployedthroughtheOutlookCareinternalBank(OCB).


30


31

8. Taxation

OutlookCareisaregisteredsocietyundertheCo-operativeandCommunityBenefitSocietiesAct2014and is therefore potentially exempt from taxation on its income and gains as Outlook Care falls within the definitionofacharityasdefinedinPart1,Schedule6oftheFinanceAct2010.Notaxchargehasarisenduring the year.

9. TangibleFixedAssets

FreeholdLand Furniture& IT&Buildings Equipment Equipment Totals

£ £ £ £

Cost Atthestartoftheyear 8,189,816 613,032 321,270 9,124,118 Additionsinyear 9,507 11,573 13,844 34,924 Disposals in year - - - -

Revaluations in the year - - - -

Attheendoftheyear 8,199,323 624,605 335,114 9,154,042

DepreciationAtthestartoftheyear 1,351,378 533,134 180,458 2,064,970Chargefortheyear 131,450 30,280 42,003 203,733Disposals in year - - - -

Attheendoftheyear 1,482,828 563,414 222,461 2,268,703

Net book value Attheendoftheyear 6,716,495 61,191 112,653 6,890,339

Atthestartoftheyear 6,838,428 79,898 140,812 7,059,138



11. Creditors:amountsduewithin 1 year2019 2018

£ £

Trade creditors 314,389 298,919Other taxation & social security 203,241 214,228Bank loan & overdraft 296,216 414,232Other creditors 232,062 162,391Accrualsanddeferredincome 944,981 752,706

1,990,889 1,840,475

12. Creditors:amountsfallingdueaftermorethanoneyear

2019 2018 £ £

Bank loan 2,229,808 2,345,136 WalthamForest-SummitRoadfunding 405,000 405,000

2,634,808 2,750,136

10. Debtors

2019 2018 £ £

Trade Debtors 755,146 630,920 Other debtors 29,826 27,600 Intercompany debtor 4,560 4,560 Prepaymentsandaccruedincome 480,991 368,468

1,270,523 1,031,548


Deferredincomebreakdown

NHSNewhamPensionSupplement 25,548 - 25,548NHSChelmsford - 13,297 13,297PrepaidIncome 99,471 (34,999) 64,472HMRCNICCr - (3,000) (3,000)Leaserentfreeperiod 2,833 (2,833) -Prepaidrent 1,730 (1,730) -Watercharges 922 (922)

130,504 (30,188) - 100,317

At the start of the year

At the end of the yearMovement

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Theloanfinancingisintheformofasecuredloanwithavariableinterestrate.ThemarketriskfacingtheTrustisthatinterestratesaresubjecttofluctuation.TomitigatetheriskofincreasesininterestratesaninterestrateSWAPwasarranged.

The loan is secured by a charge on the properties owned by Outlook Care.

ALIBORstepdownSWAPforthevalueof£2.4millionwasputinplaceon5thSeptember2012atarateof2.23%.Thestartdatewas1stMarch2013withamaturitydateof3rdMarch2025.ThevalueoftheSWAPreduced to £1.5 million on 1st March 2018 with a further reduction to £1.0 million on 1st March 2023. The SWAPismeasuredasfairvaluethroughthestatementoffinancialactivitiesandwasafinancialliabilityasat31stMarch2019withavalueof£103,152(2018financialliabilitywithavalueof£87,077).

AnalysisofnetassetsbetweenfundsShare Restricted Designated General Total Capital Funds Funds Funds Funds

£ £ £ £ £Tangiblefixedassets - - 6,890,339 - 6,890,339Netcurrentassets 7 34,791 40,944 510,746 586,489Creditors: amounts falling dueaftermorethanoneyear - - (2,634,808) - (2,634,808) DefinedBenefitsSchemeLiability - - (3,716,000) - (3,716,000)

Net assets at the end of the year 7 34,791 580,475 510,746 1,126,020

Analysisofnetassetsbetweenfunds-2018(comparative)

Share Restricted Designated General Total Capital Funds Funds Funds Funds

£ £ £ £ £

Tangiblefixedassets - - 7,059,139 - 7,059,139Netcurrentassets 10 17,314 (224,517) 455,604 248,411Creditors: amounts falling dueaftermorethanoneyear - - (2,750,136) - (2,750,136)DefinedBenefitsSchemeLiability - - (2,177,000) - (2,177,000)

Net assets at the end of the year 10 17,314 1,907,486 455,604 2,380,414

2019 2018 £ £

Loan payable - amounts falling due:

Within one year 115,327 110,709Withintwotofiveyears 665,594 496,787Afterfiveyears 1,564,214 1,848,349

2,345,135 2,455,845


13. FinancialInstrumentsFinancialinstrumentsmeasuredatamortisedcostcomprisethebankloanfinancingprovidedbyNationalWestminsterBankPlctoOutlookCare.


14. MovementsinfundsAtthestart Income Outgoing Gains/ Attheendoftheyear resources resources (Losses) Transfers of the year

£ £ £ £ £ £Restricted funds FestivalinthePark 95 - 95HawthornActivities/Transport 169 13,436 13,605NeaveCarersForumOP 154 (105) 49Foxburrowresidentsactivities 4,288 3,012 (2,617) 4,683VirtualWardFund 1,000 1,000Foxburrow:GardenDonation 860 860SummitRoadSensoryGarden 209 209Summit Road - Waitrose Donation 280 280LeagueofFriends-Hawthorn 200 200JustGiving 637 637MorningtonLegacy 352 352BeaulyWayFund 4 4ResidentActivities 326 326LongbridgeLegacy 12 12CentralServicesFundraisingLD 402 (174) 228NeaveSpringFair 76 76KemsingGardenProject 325 325ChristchurchGardenProject 7 7AutumnCottage 870 3,065 3,935FoxburrowRHowardDonationFund 450 450AutumnCottageGardenDonation 3,000 3,000BromhallRoadSensoryRoom 4,158 4,158Waterside Donation 300 300

Total restricted funds 17,314 (20,373) (2,896) - - 34,791

Unrestricted funds:Designated funds:

WorkingCapital 1,085,516 - - - (1,006,399) 79,117FixedAssetReserve 2,998,970 - (203,733) - 1,422,122 4,217,359

Total designated funds 4,084,486 - (203,733) - 415,723 4,296,476

Generalfunds 455,604 17,118,676 (16,647,814) - (415,720) 510,746

Sharecapital 10 - - - (3) 7

Pensionschemeliability (2,177,000) - 281,000 (1,820,000) - (3,716,000)

Total unrestricted funds 2,363,100 17,118,676 (16,570,547) (1,820,000) - 1,091,229

Total funds 2,380,414 17,139,049 (16,573,443) (1,820,000) - 1,126,020

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14. Movementsinfunds(continued)

Transfersbetweenfundshavebeenmadeinordertomeetthepolicyrequirementsinrespectofthethreekeyfunds–WorkingCapital,FixedAssetandGeneral.

Purposes of restricted fundsFestival in the ParkFundswereprovidedforOutlookCare’sinvolvementinthiscareinitiativeinWalthamForest.

HawthornActivities&TransportFundinghasbeenreceivedtoassistwiththecostofprovidingtransportatHawthornbungalow.Furtherfunds have been raised through fundraising activities.

Service/Neave User ForumThese funds were raised by members of the service user forum to enable our service users to undertakeactivities of their choice and to promote independence.

FoxburrowresidentsactivitiesFundsforthebenefitoftheresidentsareraisedthroughanumberoffundraisingactivitiesatFoxburrowGrangeincludingfamilyfundays.

Virtual Ward FundThisfundrelatestoasuccessfulgrantbidadministeredbytheCCVS(ColchesterCommunityVoluntaryServices)onbehalfoftheNHS.ThepurposeofwhichistoprovideanassistedbathingserviceatFoxburrowGrange.

Foxburrow:GardenDonationDonationfromIanDouglasfamilyfortheSensoryGardenatFoxburrowGrange.

Summit Road Sensory GardenLotteryfundingwasawardedtofundworktoestablishasensorygardenatSummitRoadfortheenjoymentoftheresidents.

Summit Road Waitrose DonationThisdonationwasreceivedforthebenefitoftheresidentsofSummitRoadandwillbeusedtofundfurther work to the garden.

LeagueofFriends-HawthornBungalowFundinghasbeenreceivedfromtheLeagueofFriendstoassistwiththecostofprovidingresidentactivitiesatHawthornbungalow.Furtherfundshavebeenraisedthroughfundraisingactivities.

JustGivingAJustGivingaccountwasopenedtocollectfundsraisedbythesisterofoneofourcustomerslivinginourSupportedLivingserviceinWalthamForest.

Mornington LegacyAlegacyof£3,000waslefttoOutlookCarebyarelativeofaresident.ThefundsaretobeusedforthebenefitoftheresidentsofMorningtonRoad.


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36


Beauly Way FundAdonationof£6,000wasmadeduring2004/05forthebenefitofBeaulyWayresidents.

Resident ActivitiesDonations have been received in previous years from a number of sources. These funds will be used forthebenefitofourserviceusers.

Longbridge Legacy AlegacywaslefttoOutlookCarebyarelativeofaresident.Thefundsaretobeusedforholidaysandoutingsfortheresidentsof148LongbridgeRoad.

Central Services FundraisingCollections are arranged yearly at Central Services to go towards nominated charities selected by thestaff.

Neave Spring FairStaffandresidentsat76NeaveCrescentarrangedthefairtoraisefundsforresidentactivities.

Kemsing Road Garden ProjectThis fund was set up to refurbish and make a sensory garden for the use of the residents of KemsingRoad.

Christchurch Garden ProjectThe fund was set up to purchase garden furniture for the use of the residents.

Autumn CottageThisfundwassetupforthebenefitoftheresidentsatAutumnCottage.

FoxburrowDonationFundFundsof£500wasleftforthebenefitofFoxburrowresidentsbyaformerresidentwhosadlypassedaway during the year.

Autumn Cottage GardenLegacyof£3,000waslefttoOutlookCarebyaformerresidentwhohadsadlypassedaway.ThefundsaretogotowardstherefurbishmentcostsofthegardenatAutumnCottage.

Bromhall Road Sensory RoomThisdonationwasreceivedforthebenefitoftheresidentsofBromhallRoadtogotowardsthecostsofthe sensory room.

WatersideDonation of £300 received from builders working on site behind the scheme to treat the residents.




Purposes of designated funds

Working Capital

Thisdesignatedfundensuresthattheorganisationhassufficientworkingcapitaltooperateonadaytodaybasis.ThefundhasbeendecreasedtocomplywiththeReservesPolicywhichrequiresafundofsixmonthsbudgeted central management expenditure.

Fixed Asset Reserve

ThisfundrecognisestheelementofnetassetsthatarerepresentedbyfixedassetsinOutlookCare. The valueofthefundisnetofthechargefortheacquisitionofSummitRoadandtheNatWestloanthatfundedtheconstructionofFoxburrowGrange.ThefundhasbeenfurtherreducedbyatransfertogeneralfundstomeettherequirementsoftheReservesPolicythatthegeneralreservesareatleast10%oftotalreserves.


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Notes to the Financial Statements14. Movementsinfunds(continued)

Movements in funds 2018Atthestart Income Outgoing Gains/ Attheendoftheyear resources resources (Losses) Transfers of the year

£ £ £ £ £ £Restricted funds FestivalinthePark 95 95HawthornActivities/Transport 730 (561) 169NeaveCarersForum 49 105 154Foxburrowresidentsactivities 1,637 6,798 (4,924) 777 4,287VirtualWardFund 1,000 1,000Foxburrow:PamperedChefDon 138 (138) -SummitRoadSensoryGarden 209 209Summit Road - Waitrose Donation 280 280LeagueofFriends-Hawthorn 302 (102) 200JustGiving 637 637MorningtonLegacy 352 352BeaulyWayFund 4 4ResidentActivities 326 326LongbridgeLegacy 12 12CentralServicesFundraising 16 (136) 522 402NeaveSpringFair 75 (45) 76SwanHousingDonation 400 (400) -KemsingGardenProject 325 325ChristchurchGardenProject 7 7AutumnCottage 670 200 870FoxburrowRAFundMarfleetD200 (200) -FoxburrowRHowardDonationFund 500 (50) 450AutumnCottageGardenDonation 3,000 3,000BromhallRoadSensoryRoom 560 3,913 (315) 4,158Waterside Donation 300 300

Total restricted funds 11,524 11,116 (6,070) - 743 17,313

Unrestricted funds:Designated funds:

WorkingCapital 1,146,710 - - - (61,194) 1,085,516FixedAssetReserve 3,192,016 - (292,927) - 99,881 2,998,97

Total designated funds 4,338,726 - (292,927) - 38,687 4,084,486

General funds 481,899 16,550,201 (16,273,297) 81,242 (384,440) 455,605

Share Capital 8 - - - 2 10

Pension Scheme Liability (2,520,000) 0 0 (1,000) 344,000 (2,177,000)

Total unrestricted funds 2,300,633 16,550,201 (16,566,224) 80,242 (743) 2,363,100

Total funds 2,312,157 16,561,316 (16,572,294) 80,242 - 2,380,413

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39

15. ShareCapital 2019 2018

£ £

At1April 10 8Issued in year 1 2Cancelled in year (4) -

At31March2019 7 10

16. OperatingLeaseCommitmentsThe organisation had commitments at the year end under operating leases as follows:

2019 2018

Land and Landand buildings Other buildings Other £ £ £ £

Amounts payableWithinoneyear 230,528 4,163 314,152 12,512Onetofifthyearinclusive 269,565 2,723 181,538 -Over5years 270,740 - - -

770,833 6,886 495,690 12,512



40

Social Housing Pension Scheme

OutlookCareparticipatesintheSocialHousingPensionScheme(theScheme),amulti-employerschemewhichprovidesbenefitstosome500non-assoicatedemployers.theSchemeisadefinedbenefitschemeintheUK.

TheschemeissubjecttothefundinglegislationoutlinedinthePensionsAct2004whichcameintoforceon30December2005.This,togetherwithdocumentsissuedbythePensionsRegulatorandTechnicalActuarialStandardsissuedbytheFinancialReportingCouncil,setouttheframeworkforfundingdefinedbenefitoccupationalpensionschemesintheUK.

The last triennial valuation of the scheme for funding purposes was carried out as at 30 September 2017.Thisvaluationrevealedadeficit£1,522m.Arecoveryplanhasbeenputinplacewiththeaimofremovingthisdeficitby30September2026.

Theschemeisclassifiedasa“last-manstandingarrangement”.ThereforeOutlookCareispotentiallyliable for other participating employers’ obligations if those employers are unable to meet their share of theschemedeficitfollowingwithdrawalfromtheScheme.ParticipatingemployersarelegallyrequiredtomeettheirshareoftheschemedeficitonanannuitypurchasebasisonwithdrawalfromtheScheme.

Forfinancialyearsendingonorbefore28February2019,ithasnotbeenpossibleforOutlookCaretoobtainsufficientinformationtoenableittoaccountfortheSchemeasadefinedbenefitscheme,thereforeOutlookCarehasaccountedfortheSchemeasadefinedcontributionscheme.

Forfinancialyearsendingonorafter31March2019,itispossibletoobtainsufficientinformationtoenableOutlookCaretoaccountfortheSchemeasadefinedbenefitscheme.

Foraccountingpurposes,twoactuarialvaluationsfortheSchemewerecarriedoutwitheffectivedatesof31March2018and30September2018.Theliabilityfiguresfromeachvaluationarerolledforwardtotherelevantaccountingdates,ifapplicable,andareusedinconjunctionwithOutlookCare’sfairshareoftheScheme’stotalassetstocalculatetheOutlookCare’snetdeficitorsurplusattheaccountingperiodstartand end dates.

Theinformationpresentedfor2018inrelationtoSHPSschemereflectstheinitialpositionrecognisedat1April2018.

TheproposalssetoutinFRS102requiresthedifferenceontransitionfromdefinedcontributionaccountingtodefinedbenefitaccountingtopresentedseparatelyinothercomprehensiveincome.Thechangeontransitionhasresultedinare-measurement,whichhasbeenrecognisedattherelevantdateofapplication,1April2018,inothercomprehensiveincome.


17. PensionFunds


Notes to the Financial Statements £

Pastservicedeficitliabilityasat1April2018de-recognised 2,177,000Netpensionschemedeficitunderdefinedbenefitaccountingasat1April2018 (3,105,000)

Lossrecognisedinothercomprehensiveincomeoninitialrecognitionasat1April2018 (928,000)

Financial AssumptionsThemajorassumptionsusedbytheactuaryinassessingtheschemeliabilitiesonaFRS102basiswere:

31-Mar-19 31-Mar-18% Per Annum % Per Annum

Inflation(CPI) 2.3 2.2Salary increases 3.3 3.2Pensionincreases 2.3 2.2Discount rate 2.3 2.55RPIIncreases 3.3 3.2

Mortality LifeexpectancyisbasedontheFund’sVitaCurveswithimprovementsinlinewiththeCMI2013modelassumingthecurrentrateofimprovementshaspeakedandwillconvergetoalongtermrateof1.2%p.a.,improvementswilldeclinefortheover90’s.Basedontheseassumptions,theaveragefuturelifeexpectanciesfromage65aresummarised below:

Males FemalesCurrent pensioners 21.8 years 23.5 yearsFuturepensioners 23.2years 24.7years

ContributionsThecontributionstoSHPSfortheyearended31March2019areshownbelow.

£Employercontributions 370,000

At31March2019,therewere208activemembersofthescheme(2018:192)employedbyOutlookCare.Theemployerscontributionratefor2018/19was£370,000member’scontributionratewasnil.

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42


Amountsrecognisedinsurplusordeficit:£

Current service costs -Pastservicecost -Expenses 14,000Amountschargedtooperatingcosts 14,000

Interestincomeonplanassets 353,000Interestcostondefinedbenefitobligation (278,000)Amountschargedtootherfinancecosts 75,000

Re-measurements recognised in other comprehensive income£

Otheractuarial(losses)/gainsonassets 89,000Changesduetoschemeexperience (55,000)Changesinfinancialassumptions (883,000)Changesindemographicassumptions (43,000)

(892,000)

Fair value of employer assets£

Equities 3,947,000Bonds 2,785,000Property 421,000

Cash -Other 4,158,000Total 11,311,000

Net pension liability£

Fairvalueofemployerassets 11,311,000Presentvalueofthedefinedbenefitobligation (15,027,000)NetLiability (3,716,000)


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Reconciliationofpresentvalueofthedefinedbenefitobligation£

Opening scheme liabilities as at 1 April 2018 14,019,000

Expenses 14,000

Current service cost -

Interest cost 353,000

Actuarial (losses)/gains due to scheme experience 55,000

Actuarial (losses)/gains due to changes in demographics

assumptions 43,000

Actuarial (losses)/gains due to changes in financial

assumptions 883,000

Benefits paid (340,000)

Past service costs -

Closingschemeliabilitiesasat31March2019 15,027,000

Reconciliation of the fai value of plan assets£

Openingschemeassetsasat1April2019 10,914,000Interestincomeonplanassets 278,000Contributionsbyemployers 370,000Benefitspaid (340,000)Returnonassetslessinterest 89,000Closing fair value of scheme assets as at 31March2019 11,311,000


17. Pensionfunds(cont’d)

NHS Pension Scheme TheNHSPensionschemeisanunfundedschemeunderwhichcontributionsforemployeesandemployersarepaidtotheExchequerwhichinturnmeetsthecostofpayingbenefitsasandwhentheyfall due.

Thenextactuarialvaluationisexpectedtobecarriedoutasat31March2016(lastpublishedvaluationwasasat31March2012andwaspublishedinJune2014).ThiswillsettheemployerscontributionsratepayablefromApril2019andwillconsiderthecostoftheSchemerelativetotheemployercostcap.

Schemecontributionratesandbandingshavebeensetfortheperiod1April2015to31March2019which apply for members in both the 1995 and 2008 Sections and will not change until the next Scheme valuation expected to be carried out as at 31 March 2016

Schemecontributionratesandbandingshavebeensetfortheperiod1April2015to31March2019which apply for members in both the 1995 and 2008 Sections and will not change until the next scheme valuation expected to be carried out as at 31 March 2016. The employer contribution rate payable is 14.3%andthiswillincreaseto14.38%fromthe1April2017toinclude0.08%schemeadministrationlevy to cover scheme administration costs

Liabilitiesoftheschemeat31March2016wasvaluedat£382billion.Thisismainlyduetoactuarialgainof£28.4billionofwhich£16.9billionrelatetochangesintheassumptionofshorttermpayrestraint.

AstheNHSschemeisanunfundedscheme,theseliabilitiesareunderwrittenbytheExchequer.

DuringtheaccountingperiodOutlookCaremadecontributionsof£36,346(2018-£30,252)totheNationalHealthServicescheme.Employercontributionswerepaidattherateof14.38%duringtheaccounting period. Member contributions are 5.6% or 7.1% or 9.3% according to their earnings in relation to the scheme rates and bandings.

Auto-enrolment and NEST Inordertocomplywithauto-enrolmentlegislation,on1February2014OutlookCareopenedanoccupational pension scheme to eligible employees and workers. Outlook Care selected NEST for the pensionschemeprovider.DuringtheaccountingperiodOutlookCaremadecontributionsof£80,126toNEST(2018:£38,360).


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18. ContingentandotherLiabilities

Sleep ins in the Social Care Sector

19. SubsidiaryUndertakings

OutlookCarehasonesubsidiarycompany-OutlookVentureLtd.ThecompanyisregisteredinEnglandand Wales and its registration number is 06982267. This company is now dormant.

Outlook Care continues to keep a watching brief on this issue. In light of the Department of Health seekingtoclarifytherulesforsleepinshifts,OutlookCarehasapotentialliabilityforarrearstopay.Duetothehistoricnatureofthismatteritisnotcurrentlypossibletoreliablyestimatethispotentialliability.Atthe date of the signing of these accounts the position remains unchanged.


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46

PriorYearStatementofFinancialActivities(incorporatinganIncome&ExpenditureAccount)

2018 2017 Total Total

Restricted Unrestricted Note £ £ £ £

IncomeandEndowmentsfrom -Donationsandlegacies 11,1161 14,99526,11123,609-IncomefromInvestments - 419 4194,902

Income from Charitable Activities :LearningDisabilitiesHousing&CareServices 2 -9,587,8889,587,8889,759,471:MentalHealthHousing&CareServices 3 -3,099,9183,099,9183,016,378:OlderPeople'sHousing&CareServices 4 -3,812,3643,812,3644,968,761Other income :Profit/(loss)onsaleofFixedAssets - 23,724 23,724 -:Sundryincome - 10,89310,89319,287TotalIncomeandEndowments 11,11616,550,20116,561,31717,692,407

Expenditure on CharitableActivities -LearningDisabilitiesHousing&Care 3,9009,443,349,447,240 9,590,659-MentalHealthHousing&CareServices 1,3172,732,5322,733,8492,677,748-OlderPeople'sHousing&CareServices 8534,391,3524,392,2055,064,683Total Expenditure 56,07016,567,22416,573,29417,333,090Netgains/(losses)onderivativefinancialinstruments 81,24281,242 (285)Financechargeonpensionscheme (1,000)(1,000)(124,000)

NetIncome/(Expenditure) 65,04663,21968,265335,033- -

Transferbetweenfunds 744 (744) - -

NetIncome/(Expenditure)fortheyearbeforegains and losses 5,79062,47568,265335,033ActuarialGains/(Losses)onDefinedBenefit - - - (19,266)PensionSchemes -(19,266)(19,266)(776,000)

Netmovementinfunds 5,79062,47568,265315,767Reconciliation of funds Fundsatthestartoftheyear 11,5242,300,6252,312,1491,996,382

Funds at the end of the year 172,363,1002,380,4142,312,149

Documents

Trustees’ Report and Accounts 2019 · disabilities in transition from children’s to adult services, people with drug and alcohol issues and ... communities. For people with mental