CareTech Foundation Trustees’ Report 2020 >> Trustees’ Report
The Trustees present their annual report together with the audited financial statements of the Company for the year 1 October 2019 to 30 September 2020. The Annual Report serves the purposes of both a Trustees’ report and a directors’ report under company law. The Trustees confirm that the Annual Report and financial statements of the charitable company comply with the current statutory requirements, the requirements of the charitable company’s governing document and the provisions of the Statement of Recommended Practice (SORP) applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS102) (second edition – October 2019).
Since the Company qualifies as small under section 382 of the Companies Act 2006, the Strategic Report required of medium and large companies under the Companies Act 2006 (Strategic Report and Directors’ Report) Regulations 2013 has been omitted.
Objectives and Adjectives
The following is a summary of the Foundation’s purposes as set out in full in its governing document and as available on the Charity Commission register.
- General charitable purposes
- The prevention or relief of poverty
- Children/young people
- Elderly/old people
- People with disabilities
- Other charities or voluntary bodies
- The general public/mankind
- Makes grants to individuals
- Makes grants to organisations
Our aims and the difference we seek to make
The trustees have determined that the Foundation’s work by which to deliver public benefit in relation to its Objects should be focused on supporting and championing the social care sector, care workers and those living in care. In particular, the Foundation’s support is particularly targeted on the following three impact areas:
- Physical and learning disabilities and mental health. Supporting disabled people and those with long-term health difficulties, including those with mental health conditions and complex physical and learning disabilities.
- Skills development for the care sector, especially for those from deprived and disadvantaged backgrounds to equip them for careers in the care sector.
- Supporting communities, including the family and friends of CareTech Plc employees facing significant financial hardship or for issues affecting local communities.
The trustees have further confirmed that the Foundation’s support should be devoted to supporting those in need in the UK and in developing countries overseas.
Strategies for achieving objectives
The Foundation delivers its key objectives through the following key approaches:
- Partnership Grants. The Foundation supports a small number of significant partnerships with credible and high-quality charities and social enterprises consistent with its three priority impact areas.
- Match-Fund Grants. The Foundation provides match-funding to CareTech Plc staff’s individual fundraising efforts for charitable causes in line with the Foundation’s Charitable Objectives.
- Community Grants. This small grants programme provides support to the family and friends of CareTech Plc staff facing financial hardship or for issues affecting local communities.
- Staff Hardship Fund. The Foundation receives a restricted donation from CareTech Plc to enable us to provide small grants to CareTech Plc staff and those who may recently have left the company who find themselves in significant financial hardship or at serious risk of becoming in significant financial hardship.
The Foundation’s Grant-Making Policy sets out the approach and procedures by which trustees will assess all applications for grants, which are received via an open online application process. The most significant of the Foundations grants (in terms of both spend and complexity) are its Partnership Grants. The Grant-Making Policy establishes that to be considered for the Foundation’s support all partnerships should:
- involve medium- to long-term investments in innovative and high-impact programmes that will deliver one or more of the Foundation’s objectives;
- demonstrate and be contingent upon any investment by the Foundation leveraging additional investment; and,
- where appropriate, enable the Foundation to provide wider in-kind support through the expertise of CareTech Holdings Plc’s staff, supply chain and wider network.
As noted above, a key vehicle by which the Foundation is able to add value to its financial commitment to its partnerships is the in kind support provided by the staff of CareTech Plc. CareTech Plc staff are invited to volunteer to support projects supported by the Foundation, bringing their expertise and understanding to bear for the benefit of the project and the delivery partner(s) involved. The Foundation helps to broker such volunteering opportunities as well as recording the extent and value of this support.
The Trustees well understand the imperative of ensuring that the work of the Foundation is undertaken entirely independently of its corporate founder and that its activities are focused exclusively on advancing the Foundation’s charitable purposes for the benefit of the public. We set out below the achievements made over this last year of the Foundation’s operations in delivering our charitable mission.
How we measure success
With the support of Bean Research, the Foundation established its Theory of Change last year and accompanying Impact Assessment Framework. A Theory of Change is a powerful tool, particularly for social impact organisations, to describe the need an organisation is trying to address, the changes it wants to realise and the activities which it will deliver to create these changes. A good Theory of Change can provide a clear and succinct encapsulation of the purpose of the organisation and how every aspect of its work contributes to delivering its vision. Crucially, a Theory of Change should underpin a robust impact assessment methodology.
Our Theory of Change is set out in the schematic below that seeks to articulate the value that the Foundation can provide, as summarised in our updated Purpose Statement:
“The CareTech Foundation delivers meaningful impact to communities in the UK and overseas by supporting and championing the social care sector, care workers and those living in care.”
Sitting below the Theory of Change is the Foundation’s new Impact Assessment Methodology which provides a common set of indicators by which we assess the impact of the our work. This includes a sub-set of common indicators that are used to assess the impact of the work we are funding through our Major Partnerships grants.
The Foundation published its first Impact Report based on the new Theory of Change last year and this year’s Impact Report accompanies this Annual Report.
Theory of Change
Purpose: The CareTech Foundation delivers meaningful impact to communities in the UK and overseas by supporting and championing the social care sector, care workers and those living in care.
- Physical and learning disabilities & mental health
- Skills development for the care sector
- Supporting our communities
- Maintain efficiency & effectiveness
- Match Fund
- Strategic Partnerships
- Families and Friends Fund
- Engage CareTech plc and its employees
- Partnerships & collaborations developed
- Skills among young people facing challenges improved
- People with disabilities & long-term health conditions supported
- CareTech employees mobilised & supporting local communities
- Strategic partnerships developed
- New learnings & programmes initiated
- Increased capacity or organisational learning
- Care sector strengthened
- % increase in resilience & wellbeing
- Employability support, training & qualifications provided
- % number of beneficiaries in Education Employment or Training now & year later
- Number employed in Care Sector
- Number of people supported
- Programmed participation
- Reduction of barriers
- % increase in resilience & welbeing
- Additional outcome measures
- Employees engaged with Foundation’s charitable work
- Employees helped to support local communities
- Volunteering & involvement in partnerships
- Sector collaborations & learnings
- Build charity sector capacity
- Improve employment prospects
- Skills gap reduced within care sector
- Improve health & welbeing
- Inspire charitable endeavour and support communities
Impact Assessment Framework
Efficiency & Effectiveness
- % spend on available budget
- % spend on charitable spend
- Growth in applications
- Charities supported
- Number of partnerships
- Organisational capacity building & learning
Families & Friends Fund Hardship Fund
- Applications received
- Number supported
Mobilise CareTech Employees
- Awareness & engagement with Foundation
- In-kind support
- Nature of staff volunteering
Physical and learning disabilities & mental health
- Number of people supported
- Health & wellbeing / resilience
- Perceived reduction in barriers
Skills development for the care sector
- % increase in resilience & wellbeing (Warwick Edinburgh Scale)
- Skills & qualifications gained
- Education, Employment Training and into Care Sector
- Reduced skills gap across Sector
- Collaborations developed and new training & resources
- Support for key issues across sector
Supporting our communities
- % aware, engaged & applying
- Employees and F&F supported
- Outcomes of support
- Volunteering Value
- Organisations match funded
People with long-term health conditions
- Number supported – direct & indirect
- Improved access to support
- Outcomes for programme
- % increase in resilience & wellbeing (Warwick Edinburgh Scale)
Disadvantaged Young people
- % increase in resilience and confidence (Warwick Edinburgh Scale)
- Employability support & training
- EET a year later
- Employed in care sector
- % aware and engaged
- Applied for Matching / F&F
- Number of hours in kind support provided
- Skills developed through volunteering
Partners & Collaborators
- New collaborations & learnings
- Training and resources provided
- CTF regarded as credible
- % upskilled workforce as inclusive employer
- Alignment of recruitment
- Increased retention
- Driver of pride
- Learnings incorporated into business
Charity Commission guidance on public benefit
The Trustees have complied with their duty pursuant to Section 4 of the Charities Act 2011 to have due regard to guidance published by the Charity Commission regarding Public Benefit, a copy of which is provided to all trustees on appointment and on an annual basis thereafter.
The year in context
The following is a summary of the Foundation’s purposes as set out in full in its governing document and as available on the Charity Commission register demonstrate and be contingent upon any investment by the Foundation leveraging additional.
This has been a year like no other. The onset of the COVID-19 global pandemic just a few months in to this reporting period presented the Foundation with a set of challenges – and opportunities – that go to the heart of what we are about. Those in need of care – the elderly, those with disabilities, those with serious medical issues – have been most at risk of the virus’s cruel effects. As never before, the social care sector has had to deal with so many issues in order to protect some of the most vulnerable members of our society. Care workers and their families have often felt the brunt of the seismic economic impacts of the pandemic. The impacts of the lockdown and other restrictions on mental health have been enormous. The charitable sector, with demand for their services more needed than ever, has witnessed a catastrophic decline in income levels.
In the midst of this tumultuous year, the rationale for the Foundation’s very existence has been tested more closely than we could ever have imagined. Whilst we have learned a number of very important lessons, we believe that the Foundation’s response to the COVID-19 pandemic has demonstrated the strength and relevance of the Foundation’s mission – and its agility to respond to this unprecedented challenge.
It is important to acknowledge, as dominant as COVID-19 has been this year, there have been other hugely important challenges relevant to the Foundation and the context in which we have operated. The tragic death of George Floyd in Minneapolis in May 2020 and the global resurgence of the Black Lives Matter movement threw – quite rightly – a bright light on all organisations and their approach to diversity, equity and inclusion. For the Foundation, these developments resolved trustees’ determination to pursue their commitment to these issues as set out in the Foundation’s Diversity, Equity and Inclusion statement published in December 2018.
Our objectives for this year
Trustees agreed a set of key objectives for this reporting year, the most notable of which were as follows:
- To continue to manage effectively a portfolio of major partnerships, ensuring that they deliver the impact expected and that there is a strong and trusting relationship between the Foundation and its partners;
- To continue to grow the number of applications to the Foundation’s small grants schemes, with a spread across all areas of CareTech Plc’s operations;
- To ensure rigorous reporting and effective management of all current Partnerships, with well evidenced impact evaluation plans and reports using the new Impact Assessment Framework informed by the updated Monitoring & Evaluation Report;
- To undertake the first annual review of the Foundation using the new Impact Assessment Framework;
- To build the Foundation’s profile among its core audiences;
- To support the training and development needs of trustees and staff;
- To ensure that all necessary changes in the light of the Foundation’s incorporation run smoothly;
- To implement the action plan by which to improve further compliance with the Charity Commission’s Guidance for charities associated with non-charities;
- To implement the action plan by which to further improve compliance with the Code of Good Governance.
As set out in this Report, trustees are pleased with the progress that has been made against all of these objectives.
Since its establishment in 2017, the Foundation has distributed approximately £1,328,000 in grants and donations. The Foundation is now recognised as the leading corporate foundation in the social care sector.
With three years of operations now completed, the Foundation has made significant progress in delivering its vision. Building on the strong foundations of good governance, an effective trustee board and a high-achieving staff team, over the last year the Foundation has delivered the following key achievements:
- A developing portfolio of Partnership Grant recipients is now in place, with Birmingham Disability Resource Centre and EY Foundation’s new Beyond your Limits programme (co-designed with the Foundation) having been added in this last year. This developing portfolio is, as planned, enabling the Foundation to deliver greater impact across its priorities and providing useful insights as to how we can best direct funding in the future. We are pleased to see a growing number of applications to this funding stream, highlighting the growing recognition of the Foundation’s distinctive positioning in the wider grant-making sector.
- The Foundation’s first Impact Report was published, earning strong praise from partners and the wider sector as demonstrating a commitment to transparency and accountability.
- The Foundation’s response to the COVID-19 pandemic, especially given the highlighting of the social care sector, demonstrated the strength and relevance of the Foundation’s mission as well as its agility to respond to this unprecedented challenge. Swift commitment to the London Funders’ commitments to our partners, as well as trustees’ willingness to fast-track new partnerships, have helped to cement the Foundation’s strong reputation.
- As well as continued support of the Care Sector Fundraising Ball, the Foundation played a key role in the #SparkleforSocialCare campaign and, at the end of the reporting period, the launch of the new cross-sector Championing Social Care initiative, which is being hosted by the Foundation.
- An increasingly strong external brand, with growing online and offline media recognition, enabling the Foundation to use its influence to further impact upon its core concerns.
The Foundation supports a small number of significant partnerships with credible and high-quality charities and social enterprises consistent with its three key focus areas.
To be considered for the Foundation’s support, any partnership should:
- involve medium- to long-term investments in innovative and high-impact programmes that will deliver one or more of the Foundation’s objectives;
- demonstrate and be contingent upon on any investment by the Foundation leveraging additional investment; and,
- where appropriate, enable the Foundation to provide wider in-kind support through the expertise of CareTech Plc staff, supply chain and wider network.
Over the period of this report, we entered into the following new partnerships:
EY Foundation – Beyond your Limits
This exciting new programme has been co-designed with the Foundation and professionals in the care sector, including those of CareTech Plc, national employers and 80 care-experienced young people across England. Young people will receive support in enhancing the opportunities available to them, employability skills, quality work experience, budgeting / life skills, mental wellbeing alongside 1 to 1 tailored support through business mentoring and a bespoke careers bursary. Beyond your Limits will have five key pillars of qualitative evaluation for the programme and we would expect all the young people to report an enhanced level of the following benchmarks post programme:
- enhanced self-confidence and skills and qualities;
- better knowledge of careers and job application skills;
- improved self-awareness including larger personal and professional networks;
- stronger self and career ambition; and,
- financial literacy skills.
Targeting 16-17 year olds in care who are in full / part time education, the programme will deliver a range of guaranteed interventions, including paid work experience and employability training, amounting to 21 days of paid support and training. Linked to this, the programme will provide each participant with a business mentor and a progression coach from EY Foundation who will conduct a strength and needs analysis and, where needed, refer or deliver bespoke interventions, such as conflict management or effective use of a career bursary. A key element of the programme will involve business mentors who can lend their experience and expertise to the young people.
The programme overall will seek to support 210 young people over three years with our support going towards three cohorts of 10 young people each.
“The support provided by the CareTech Foundation has continued to allow the EY Foundation to think about better ways of providing mentoring opportunities to our young people and how best to attract people into the care sector.”Jodie McNally
Head of Young People’s Services, EY Foundation
Birmingham Disability Resource Centre – Positive Pathways
Positive Pathways aims to help any person with disabilities or person with a long-term condition who is looking to enter or return
to employment, training or volunteering. Most beneficiaries are unemployed, and many are likely to lack basic skills including literacy, numeracy, and core skill training. They also lack relevant and recent work experience, appropriate qualifications and current vocational skills.
This programme will engage with 270 adults with disabilities across the West Midlands and South
Staffordshire, working with them on individually-tailored pathways towards recovery using a person-centred approach through education, volunteering, and employment.
The programme offers support in three ways:
- A two-day a week, six-week ‘Opportunities for Life’ programme that gives disabled people the skills, knowledge and confidence to move towards employment.
- The Opportunities Hub, where anyone who is on or who has been on one of employment programmes can drop-in for additional support.
- Mentoring and guidance, ensuring that disabled people engaged through Positive Pathways are receiving their full entitlements and any wider barriers preventing them from participating are resolved.
We have also continued to support the following partnerships below, through which we have (directly and indirectly) supported over 275,000 beneficiaries by the end of this reporting period since the programmes’ inception, representing a significant increase from the 105,000 beneficiaries supported at the same point last year:
British Asian Trust – Mental health and wellbeing for all in Pakistan
We partnered with the COSARAF Foundation to jointly invest in a £1million partnership with the British Asian Trust by which they will deliver a step change in mental health and wellbeing provision in Pakistan.
In the last year, the British Asian Trust has entered into partnerships with four local partners. These partners provide incredible access and support in leading community activities, engaging schools and businesses and providing training and recruitment opportunities for local communities.
In an effort to be more accessible and increase their impact, British Asian Trust and their partners have set-up community clinics using containers, carried out door-knocking engagement exercises, began building better relationships with and educating faith healers and set-up women specific groups to provide a safe and open environment to share and discuss their experiences.
The programme has now had 40,362 attendees at their awareness-raising sessions, supporting 274,468 individuals indirectly through their various engagement activities and improved the access to support for 25,855 individuals. Overall, this represents a solid achievement towards the programme’s targets.
We were delighted that the programme continues to secure high-level support, from high-profile ‘influencers’ across the country, including the Pakistan cricket team, mental health experts and actors.
COVID-19 impacted Pakistan in February, which caused the British Asian Trust to re-think the mental health programme. In response to the pandemic, British Asian Trust and their partners launched COVID-19 related emergency programmes to tackle the mental health challenges caused by the pandemic, temporarily halting the mental health and wellbeing programme in an effort to re-focus their efforts on the immediate needs of their beneficiaries.
Skills for Care – Supporting care workers and promoting employment opportunities for care leavers
We supported sector-leading charity Skills for Care to run pilot projects that explore different ways of supporting people from traditionally under-represented groups into training or employment in adult social care.
The Seeing Potential programme was delivered by four delivery partners, one partner having dropped out early on in the programme. Preliminary results suggest the programme has been successful in encouraging wider recruitment, with delivery partners reporting higher than expected engagement results. Skills for Care engaged 123 individuals directly through the programme, with 105 receiving employability training and support. 26 individuals have been employed as a direct result of the programme.
The partnership also included support for Value Based Recruitment workshops for recruiting staff in the care sector and the I Care…Ambassadors programme, a voluntary role to promote working in the social care sector. We were pleased that, as part of the added value provided by the company to all Partnership Grant projects, CareTech Plc staff participated in both the workshops and promotion of the I Care…Ambassadors programme.
Our partnership with Skills for Care ended in December 2019.
Care Workers Charity – Assisting the UK’s care workers
The Foundation is working with The Care Workers Charity to support care workers facing financial hardships. The Care Workers Charity continue to deliver a much-needed service for individual workers in the sector hitting hard times. The Foundation’s support for this Grant remains vital as the only crisis grants fund that covers the entirety of the sector. The Care Workers Charity Crisis Grant Fund supported over 274 care workers for an average of £372 per grant award in the first half of 2019 alone, which was an important step up in its delivery although demand significantly outstrips available resources.
Barnardo’s – Development of ‘Journey’, a digital resource for care leavers
We continue to partner with Barnardo’s on a £1 million project to develop a ground-breaking digital resource to support young people leaving care. Barnardo’s has developed the online resource and started testing internally. Conversations with CareTech Plc have already started on expanding testing to CareTech Plc and Cambian services. Due to initial delays to the programme, a new Project Plan was agreed with a greater focus on commerciality of ‘Journey’ and greater emphasis on wider testing ahead of official roll-out.
The Barnardo’s team opted to bring development in-house which has allowed them to closely monitor, test and develop the App and thereby saving time. They have benefitted from CareTech Plc’s resources, talking to staff and service-users relevant to the App, throughout this development period. With the support of the Foundation, Barnardo’s has expanded their engagement, testing and data collection nationally, attending multiple events and workshops in England and Scotland.
EY Foundation – Promoting careers in the care sector and helping care leavers in to employment
Our partnership with EY Foundation has seen the first programme of its kind with a specific focus on the care sector and those in care. The programme has been delivered in Potters Bar, Birmingham and Manchester with 25 young people aged 16-19 gaining work experience in CareTech Plc offices and services. The three cohorts of young people have also benefitted from the 10-month mentorship by CareTech Plc staff.
The young people were given intensive training in core employability skills and the confidence to enable them to transition successfully from school to work or into further education. They received quality paid work experience within the care sector to help them practise their skills and learn about careers in the care sector.
We are delighted by the progress of the Smart Futures and Our Future programmes, which have had an 80% success rate compared to the national average of 55% of similar programmes.
Birkbeck University of London – The ToddlerLab – understanding the development of autism
Breakthroughs in the understanding of the development of autism and other behavioural conditions could be made thanks to a new laboratory to study toddlers, funded in part by the CareTech Foundation.
Research at the £3.7m Wohl Wolfson ToddlerLab at Birkbeck, University of London will increase understanding of developmental disorders, hopefully leading to new interventions and transforming the outlook for people with these conditions. Using the latest wireless technologies, the ToddlerLab will enable the advanced scientific study of brain development for children from 18 months to three or four years in an environment simulating familiar surroundings for toddlers.
The new ToddlerLab will build on discoveries made at Birkbeck’s BabyLab, which has led to breakthroughs in the understanding of babies’ brain development but its facilities are less well suited to studying toddlers, who require more space as they carry out various daily activities, including walking and playing. Research previously carried out at the BabyLab has included a study showing that babies who react more strongly to sudden changes in light intensity may be more likely to be diagnosed with autism spectrum disorder. It is hoped that the Toddler Lab will lead to similar breakthroughs in the understanding of young children’s brain development, so that conditions can be identified and addressed earlier.
Construction of the ToddlerLab has now been completed and Birkbeck remain confident of beginning use of this incredible new facility in early-2021.
DePaul UK – Improving the mental health of homeless young people in North East
Our partnership with Depaul UK has seen 100 young people experiencing homelessness in the North East receive crucial mental health support. Depaul UK supports young people aged 16-25 who find themselves homeless by providing emergency accommodation, supported housing and other services which help young people rebuild their lives.
Young people who experience homelessness often struggle with a variety of different pressures, with poor mental health often being a major factor. The organisations continue to explore ways of working together to improve the mental health and wellbeing of young people living in Depaul’s supported accommodation across the region. The appointment of a specialist mental health worker has focused support provided to the young people by growing their personal confidence and ability to cope. Through a number of workshops and activities, the programme has built resilience and offered techniques for maintaining positive wellbeing and mental health.
Throughout the pandemic, with restrictions in face-to-face engagement, this has included digital engagement with the young people, offering guidance on how to manage their day-to-day activities and develop schedules to cope with the stress of isolation and restricted mobility.
“We really appreciate CareTech Foundation’s support of Depaul UK. This has been invaluable during this unprecedented and challenging year as it has enabled us to provide mental health and wellbeing support to young people in our care, helping them to build resilience and mental health awareness.”Mike Thiedke
Chief Executive, DePaul UK
Beyond the financial support provided by the Foundation, the support in kind provided by CareTech Plc staff to these partnerships is significant. Harnessing the expertise and skills of CareTech Plc staff in this way often brings the partnership to life and our partners comment on how much they value this contribution. Over the course of this financial year, this support in kind equates to just over 36 days, at an estimated value of over £11,800 (compared to some £8,400 last year).
The Foundation added its new Hardship Fund to its product offerings in late-2018, enabling it to support staff facing financial hardship. Since their introduction, demand for these grants has increased steadily and the company agreed a doubling of their contribution in FY2019/20 to £50,000. Demand was significantly stimulated because of the COVID19 pandemic and the trustees agreed to divert additional funds to this grant stream from an underspend on the Partnership Grants, taking the total available to £100,000. This year, the Foundation has supported 134 grant applications to a total amount of £97,759, processing over 200 applications.
The impact of these relatively small awards to the beneficiaries is significant as indicated by the following comments from beneficiaries:
“I would like to thank the Foundation for helping me at this difficult time. I have been struggling financially and worrying for some time and this has lifted a huge weight off my shoulders. I am so very grateful. Thank you.”
“This act of kindness does not go unnoticed and I do hope that one day when all this is behind me and I start living again I will be able to walk in and thank the Foundation face to face for the generous support they have given me.”
Demand for the Foundation’s Community Grants increased steadily again this year. During 2019/20 the CareTech Foundation has supported 33 grants to a value of £39,175. To cope with the increased demand, it was agreed that £4,000 was to be redirected from the Match Funding grant stream. Examples of grants made this year include:
- £2,150 towards an inclusive playground at Weston Park Primary School. West Park Primary School, based in Hornsey, has a higher than average percentage of pupils with Special Educational Needs who require specialised support. The school undertook the development of an inclusive infant playground to encourage physical activity and to make it easier for pupils at the school with sensory needs to access opportunities for equal to that of non-SEN children in November 2019. Through the Community Grants scheme, the Foundation supported the school with a donation of £2,150 to go towards the development of a sensory tunnel that would meet pupils’ sensory needs and promote their wellbeing.
- The Foundation donated £1,000 to go towards a special hand cycle for a foster child who has cerebral palsy. This gave a little girl the chance to ride a bicycle, something that she had never been able to do before.
- £2,500 to support a family home destroyed by the Yorkshire Floods The Foundation was able to support the friend of an employee whose home was destroyed following the floods in Yorkshire in early 2020. The Foundation made a donation to go towards the cost of refurbishing the floors to their home, which was heavily damaged after their home was submerged in 5ft of water.
- £2,500 to support five local community projects in Wales. The Foundation was delighted to have supported five community grants submitted by the staff team at CareTech Plc’s Greenfields organisation, which provides therapeutic residential care and education to young people aged between 11 and 18 years. Each charity was awarded a grant of £500 to support the community work they are doing in the area, such as the work of the Montgomeryshire Family Crisis Centre which helps local young people and children who have experienced adverse childhood experiences and witnessed domestic violence.
Due to COVID19, demand for the Match Fund Grants increased only modestly this year because so many charity fundraising challenges were cancelled; we expect this grant stream to pick up again as fundraising challenges are re-instated. During 2019/20, the Foundation supported 28 Match Fund grants to a total of £7,395. Examples of grants made this year include:
- £237 was donated to Alzheimer’s Society for a service user who undertook a 5km challenge mile walk;
- £1,220 was donated to Love Musgrove for a team of employees who organized a charity raffle at Carrs Farm; and
- £1,767 was donated to to Macmillan Cancer Support for various coffee mornings organised across the company.
“The generosity shown by the Caretech Foundation in helping to fund my chosen charity, and countless other employees and charities too, is something that I have not encountered before in my 30-year working career, and knowing that Caretech are willing to repeat this, year after year, is something that restores my faith in humanity, especially in today’s troubled times”John Reynolds
CareTech Plc employee
Championing Social Care
We shine a light on the incredible value of social care to society and those who live and work within it.
Championing Social Care is a volunteer-led group of leaders from across the social care sector.
Our vision is to ensure a wider and deeper public understanding, appreciation and respect for the 7.6 million people who care for some of the most vulnerable people in our society.
We deliver positive stories and initiatives about the sector about which we all care so passionately. Core to our work is fund raising for care sector-relevant charitable causes.
Launched in 2018 at the iconic Grosvenor House hotel, the Ball celebrates the incredible work of our sector & most importantly, raises funds for care-related charities. To date we have raised an incredible £348,000 & in 2021, we are proud to again support the valuable work of the Alzheimer’s Society and The Care Workers Charity.
Established in 2020 at the height of the COVID-19 lockdown, our #SparkleForSocialCare social media campaign was launched to highlight the incredible efforts of the nations 1.6 million care workers caring for some of t he most vulnerable members of our society.
Established by Care England, the Care Home Open Day encourages people to visit their local care homes. Our aim is to enrich the lives of the unique, intelligent & charming residents and those special people who care for them through building long-standing and joyous relationships within the local community.
Care Sector’s Got Talent! is a fantastic virtual event to showcase the amazing talents of the social care sector. From singing, dancing, comedy, magic or music this w ill be a talent extravaganza with the winner/s performing live at our 2021 Care Sect or Fundraising Ball.
To underpin the ethos of volunteer leadership, our work is overseen by a small cross-sector Organising Committee, drawn from a wider volunteer group of Ambassadors. Our Ambassadors are senior leaders from a wide range of organisations across the care sector, supported by our Executive who marshals our efforts and manages our day-to-day operations.
We are supported by our Founding Patrons and others and hosted by the CareTech Foundation.
Investment policy and performance
Trustees remain extremely grateful to the Board and shareholders of CareTech Plc for the company’s generous contributions to the Foundation that account for the vast majority of its funds. Whilst the company has confirmed its ongoing support of the Foundation through its Donation Agreement, trustees recognise the importance of diversifying its income streams and in investing wisely for the long-term financial future of the Foundation’s work.
At the start of this year, trustees approved an ambitious Income Diversification Strategy that outlined a series of measures by which to develop new income streams. Unfortunately, the onset of the COVID-19 pandemic has hampered much of the planned activity, such as encouraging donations from other corporates engaged in the social care sector and developing a new Give As You Earn scheme for CareTech Plc staff. In particular, the plans for fundraising through challenge events was significantly hampered by the cancellation and postponement of all the events for which the Foundation had secured places and participants. Nonetheless, our CEO’s participation in the 2.6 Challenge and the open swimming fundraising challenge undertaken by Richard Hawkes, the CEO of our partner charity the British Asian Trust together raised £4,156. The Foundation was also very grateful to the CareTech Plc team which competed in the Yorkshire Three Peaks Challenge and raised a further £1,003 for the Foundation’s work.
We were also delighted to secure significant additional funds from three other Founding Partners alongside the Foundation’s own contribution to fund the new Championing Social Care initiative, demonstrating that the Foundation is well-placed to support other organisation’s charitable ambitions in our sphere of influence.
The most significant development in our fundraising and investment performance of this year was the completion of the acquisition of one million shares in CareTech Plc, thanks to an incredibly generous deal agreed with the company. As well as providing a significant boost to the Foundation’s income stream from future dividends, this new asset has significant potential for the Foundation’s long-term financial sustainability.
With the projected increase in the Foundation’s income stream through both CareTech Plc’s annual charitable donation and dividend income from
the Foundation’s new shareholding will enable the Foundation to build for a long-term future.
Trustees agreed at the end of the year a new target to establish an investment fund of £1M within the next five years as a key element of its approach to building long-term financial sustainability for the Foundation.
Our response to COVID-19
As a Foundation, we recognised quickly that responding to the challenges of COVID-19 had to be our top priority. Our approach covered three key areas:
- Supporting our grantee partners
- Identifying new funding opportunities to address the challenges
- Ensuring continuity of our own operations
Supporting our partners
With trustees’ agreement, the Foundation signed up to the commitments to our grant beneficiaries set out by London Funders. The commitments are:
- Adapting activities – we recognise that you may experience difficulties achieving some of the outputs or outcomes we agreed for your grant during the outbreak, and would like to be able to maintain our grant payments to you at originally-agreed levels during this period, so please have a conversation with us if you are affected in this way;
- Discussing dates – we don’t want to add pressure, so if you think you will struggle to meet a reporting deadline please get in touch with us so that we can agree a more realistic time for you to get things to us wherever possible;
- Financial flexibility – we know you may need to use your funding to help cover sickness, purchase equipment, or deliver services differently, and we will be reasonable if you need to move money between budget headings to ensure your work can continue; and,
- Listening to you – we are here if you want to talk to us about the situation you’re facing, but we’ll wait for you to call us so that these conversations are at the right time for you.
In line with these commitments, we worked with all the Partnership Fund grantees to agree the most appropriate support we could provide. For
a number of grantees, we agreed revised delivery plans in recognition that they simply could not meet existing timetables for reasons completely outside of their control. For other partners, we agreed alternative plans by which to deliver their agreed objectives, such as through online delivery or indeed completely new approaches by which to deliver their objectives. For others, we agreed to revised payment schedules to reflect the impact of the pandemic.
Identifying new funding opportunities to address the challenges
The Foundation was particularly aware of the huge strains that the crisis was likely to have on those individuals and communities we seek to serve. We launched an extensive social media campaign to promote the availability of support through our small grants funds so that CareTech Plc staff were aware that we stand ready to support them, their families and communities at this difficult time. In addition, we worked with the CareTech Plc team to promote the availability of this support via their new COVID-19 microsite which is being used to coordinate messages to all staff about the situation.
Recognising the significant economic impacts of the public health crisis, trustees took an early decision to increase the funding available through the Foundation’s Staff Hardship Fund, more than doubling the funds originally budgeted for this grant stream. As set out in more detail in this year’s accounts below, the Foundation ended this financial year supporting 134 applications to the Staff Hardship Fund with a total of £97,759 distributed. This is a very significant increase on last year, when we made 19 grants with a total value of £25,000.
A particularly important element of the Foundation’s approach was proactively reaching out to new national and community projects established in response to the Coronavirus challenge. As a result of using the Foundation’s increasingly-strong networks across the social care sector and beyond, trustees were able to support a series of important new initiatives:
- National Care Force was established to provide an online tool that matches volunteers with social care providers. Endorsed by Care England and the National Care Forum, the easy-to-use National Care Force platform will address the urgent need faced by the social care sector during the COVID- 19 pandemic. The free online platform is a not-for-profit organisation, powered by healthcare staffing technology firm Florence. By the end of this reporting period, National Care Force has successfully enlisted over 1,500 care providers and over 2,300 volunteers to their platform. The platform has also received a£50,000 award from InnovateUK.
- Connect the Love was a new charitable initiative established to support people who are isolated in care homes, hospitals and vulnerable situations by providing devices to keep them digitally connected to friends, families and loved ones. Connect the Love’s mission is to alleviate loneliness, improve mental health and prevent isolation during the pandemic and beyond. By the end of this reporting period, Connect the Love had donated 142 tablets to care homes.
- Kit4Carers was set up by an impressive group of healthcare and other professionals to ensure that carers in the UK and overseas have access to essential PPE to protect them and those for whom they care from COVID19. By the end of this reporting period, Kit4Carers has provided PPE to four UK-based hospices, enabling over 3,100 stakeholders to access PPE, and provided employment to 25 unemployed carers and four people with disabilities in India.
- Our local community has also been hard hit by the lockdown and the Foundation has been able to provide help to people living near our offices in Potters Bar. Thanks to funds from the Foundation, a community radio station was set up for people struggling in the local area. The aim of the Potters Bar Radio station is to help combat isolation and offer a source of comfort and hope to the many people locally who are finding the experience of the lockdown lonely and difficult. By the end of this reporting period, the radio station had secured £1,000 of additional funding from a local County Councillor, increased its programming to seven shows, representative of the Potters Bar community, and is providing live commentary on Potters Bar Town FC matches.
It is worth noting that, in the case of both Connect the Love and Kit4Carers, the Foundation agreed to support directly both new initiatives through the Foundation, providing administrative and governance support. In this way, as well as financial support, both organisations were supported to deliver their programmes with all the appropriate standards expected of charities. This enabled the teams involved to focus on the operational aspects of their initiatives, with the appropriate guidance of the Foundation’s trustees, as well as avoiding unnecessary additional financial and administrative burdens of seeking separate charitable status for their work.
Alongside a wide range of partners across the social care sector, the Foundation played a key role in calls for greater recognition of the UK’s two million frontline care workers and the part they play in tackling Coronavirus. The #SparkleForSocialCare social media campaign was launched to build awareness of the incredible efforts of care workers during this time of crisis. The campaign seeks to bring to life the amazing work of the 1.6 million care workers up and down the country in coping with some of the most vulnerable members of our community. The social campaign has sparked a number of fantastic initiatives to support our wider efforts, such as the fundraising and community programme launched by Dudley Town FC, a bespoke set of colouring-in sheets to celebrate the care sector as well as a fundraising day for the Care Workers Charity’s COVID-19 Emergency Appeal.
Ensuring continuity of our own operations
In order to be able to rise to the challenges of the pandemic, the Foundation had to ensure that its own operations could operate effectively and safely in the new environment.
A key factor throughout this period has been to ensure the health and safety of the Foundation’s staff. The demands of the pandemic on staff members, particularly those with caring responsibilities, has put a premium on flexibility and sensitivity.
The Foundation was well-equipped in terms of its technology to operate remotely, with all key systems available online. This enabled the staff team to switch to remote operations ahead of the national lockdown smoothly and effectively. As a result, all of the Foundation’s grant streams remained fully operational throughout the year.
Importantly, trustees were able to adjust their own working practices to accommodate the restrictions of the pandemic. As well as switching to video meetings as standard, trustees agreed effective approaches to enable swift decision-making outside of formal scheduled meetings to enable the Foundation to respond quickly and effectively to new demands and opportunities.
Our commitment to Diversity Equity and Inclusion
The Foundation is fully committed to promoting Diversity, Equity and Inclusion across all aspects of its work:
- The Foundation recognises that people from different backgrounds bring fresh ideas and a different approach which makes the way we work and learn more fun, more creative, more efficient and more innovative, bringing benefits to the organisation.
- The Foundation actively seeks to recognise, value and take account of individuals’ different backgrounds, knowledge, skills and experience to create a more productive and effective organisation.
- The Foundation seeks to ensure that all who work for and deal with us feel valued and welcome.
- The Foundation strives to ensure that everyone has access to the same opportunities in their dealings with the Foundation but recognizes that advantages and barriers exist for different individuals. The Foundation recognises that individuals have unequal starting places and that we must make efforts to correct and address such imbalance.
The Foundation has published its Diversity Equity and Inclusion Statement on its website. In line with the approach set out in this Statement, we implemented a new monitoring information approach for all grant applications in 2019. With the benefit of a full year of information, we are currently assessing the success or otherwise of our approach. Trustees will consider the results of this review early in the new financial year and consider the need for further action.
In addition to this review, key developments this year on these important issues have included:
- a joint trustee and staff training session on unconscious bias
- a trustee recruitment exercise in which we actively sought to broaden the diversity of the candidates, carefully scrutinising our recruitment approach to ensure as inclusive an approach as possible; and,
- enhancing the accessibility of the Foundation’s website and introducing subtitles for all Foundation videos, in line with the web accessibility guidelines produced by Purple, as part of the Foundation’s commitments to the Purple Tuesday initiative.