Company Activities in the Financial Year Richmond House Social Care Services, a not-for-profit social enterprise and registered Community Interest Company (CIC no. 11154305), is regulated by the Care Quality Commission (CQC no. 1-4810888111). During this financial year, the company has continued its dedicated provision of essential social care services, maintaining its CQC rating of "Good" overall with an "Outstanding" rating for caring. Our core activities have encompassed: The delivery of short breaks, domiciliary care, bespoke care, and emergency care for children, young people, and vulnerable adults with complex needs, including autism, learning disabilities, and physical and sensory impairments. The operation of our Short Break Services, which utilise sporting, creative, and cultural activities to foster self-esteem, enhance emotional well-being, and improve social relationships. The provision of 1:1 support and specialised group programmes from our bases in Doncaster (Wheatley Family Hub, Bentley Family Hub, and Budleigh House), serving the North, East, and Central regions of our operational area. The management of School Holidays Clubs, After School Clubs, and Weekend Clubs through established partnerships with local Family Hubs, designed to be inclusive for children with disabilities, their siblings, and peers. The formal commencement of our Alternative Provision (AP) as a registered setting, delivering personalised education to children who cannot attend mainstream school due to exclusion, illness, or other circumstances. Community Benefit and Impact The company's activities are intrinsically designed for community benefit, directly addressing identified gaps in social care and education. Our impact in the financial year is demonstrated by: Addressing Critical Needs: We have directly responded to the growing demand for health and social care capacity, providing essential services that enable individuals with complex needs to live fulfilling lives within their communities and provide respite for their families and carers. Enhancing Life Chances: Our Short Break Services and Alternative Provision are strategically focused on personal development. We provide a supportive environment where children and young people can build confidence, independence, and vital life skills, improving their long-term academic, social, and emotional outcomes. Strengthening the Local Economy and Workforce: As a social enterprise, we employ local staff and invest in their development. Our apprenticeship programmes in partnership with North Lindsey College and Doncaster College, along with our collaboration with the Education and Skills Funding Agency (ESFA), create valuable career pathways in the vital social care sector within the region. Fostering an Inclusive Community: By designing our group programmes and clubs to include siblings and friends, we actively promote social integration and reduce isolation for families, building a more understanding and inclusive community fabric. Ensuring High-Quality, Person-Centred Care: Our multidisciplinary approach, involving therapists, educational psychologists, and key workers in regular case reviews, ensures that each service user receives tailored, high-quality support that effectively meets their individual needs. Through these activities, Richmond House Social Care Services has continued to develop and sustain valuable services for the benefit of children, young people with disabilities, and their families, fulfilling its mission as a community-focused social enterprise. (If applicable, please just state “A social audit report covering these points is attached”). (Please continue on a separate continuation sheet if necessary.)

Identification of Stakeholders Richmond House Social Care Services recognises that its effectiveness and success are dependent on active and ongoing engagement with its key stakeholders. Our primary stakeholder groups are identified as: Service Users: Children, young people, and vulnerable adults with complex needs who directly receive our care and support, along with their parents and carers. Employees & Volunteers: Our care staff, support workers, therapists, educational psy- chologists, key workers, and administrative personnel. Strategic Partners: Local authorities (across Yorkshire, East Riding, and Humberside), the Care Quality Commission (CQC), the Education and Skills Funding Agency (ESFA), and further education colleges (North Lindsey College, Doncaster College). Community & Educational Institutions: Mainstream and special schools, Family Hubs (Wheatley, Bentley, Moorends), the Doncaster Culture & Leisure Trust (DCLT), and local youth clubs. Commissioners & Regulators: Clinical Commissioning Groups (CCGs), local authority social services departments, and the CQC. Methods of Consultation The company employs a multi-faceted approach to stakeholder consultation to ensure voices are heard and considered. The primary methods include: For Service Users and Families: We conduct regular, structured case reviews for each individual, attended by educational psychologists and key workers, providing a formal platform for feedback on care plans and outcomes. We also hold annual satisfaction surveys and facilitate parent and carer forums to gather collective feedback on our ser- vices, including the Short Breaks, Group Programmes, and Alternative Provision. For Employees: We maintain an open-door policy and conduct regular supervision and appraisals to gather frontline feedback. Furthermore, team meetings and dedicated staff consultation sessions are held to inform operational changes and service development. For Strategic and Community Partners: Engagement is sustained through formal partnership agreements (e.g., with Family Hubs and colleges), which include scheduled review meetings. We also participate in multi-agency planning meetings and local net- work forums to align our services with community needs. For Regulators: We engage in proactive and transparent reporting as required, most notably through the CQC's inspection and assessment process, which includes the sub- mission of evidence and responses to their findings. Actions Taken in Response to Feedback Stakeholder consultation is a cornerstone of our continuous improvement strategy. The following actions demonstrate how we have responded to feedback: Service Expansion and Diversification: In direct response to feedback from local au- thorities and families highlighting capacity shortfalls, particularly during the COVID-19 pandemic, we expanded our geographical footprint across South Yorkshire, North York- shire, and East Riding. This also led to the development of our Emergency Care provi- sions. Development of Sibling-Inclusive Services: Feedback from parents and carers indi- cated a need for support that encompassed the entire family unit. In response, our School Holidays, After School, and Weekend Clubs were explicitly designed to include siblings and friends of children with disabilities, promoting family well-being and social integration. Curriculum and Programme Enhancement: Ongoing consultation with teaching staff, educational psychologists, and the young people themselves within our Alternative Pro- vision has directly informed the personalisation of learning programmes. This ensures the activities are tailored to individual academic, social, and emotional needs, leading to improved engagement and outcomes. Workforce Development: Feedback from staff and through our partnerships with col- leges has shaped our apprenticeship and training programmes. By collaborating with North Lindsey College and Doncaster College, we have created defined career pathways in social care, ensuring we can develop and retain a skilled, local workforce to meet the complex needs of our service users. Strengthened Community Partnerships: Consultations with community hubs and schools identified a need for more localised, accessible services. This led to the estab- lishment of partnerships with additional Family Hubs (e.g., Moorends in August 2022), extending our reach and impact within the communities we serve. Through these structured efforts, Richmond House Social Care Services ensures that its strategic direction and service delivery are continuously informed and improved by the insights of those it serves and partners with.

No remuneration was received

No transfer of assets other than for full consideration